The document discusses the ongoing impact of digital transformation on organizations, emphasizing the importance of adapting to evolving cultures and practices. It highlights the necessity of involving employees at various levels in decision-making processes to overcome internal politics and ensure successful digital initiatives. The author shares insights from extensive research and consulting experience regarding how organizations are responding to these changes and the emerging trends in digital workplaces.

1. Digital transforma.on is ge0ng real. We are now
hi0ng the essence of what organiza.ons are and
can become.
Movements & People
Poli.cs & Decision-making
Leadership, Prac.ces & Cultures
The Organiza.on in the Digital Age
Jane McConnell @netjmc

2. Jane McConnell
2
Harvard Business Review
• Air France
• Air Liquide
• Allianz Worldwide
Partners
• BNP Paribas
• Cartier
• Euler Hermes
• Group SEB
• LafargeHolcim
• Nissan
• Nokia
• SNCF
• Société Générale
• Sodexo
• Valeo
• Vinci
Strategy Advisor
18 years of extensive hands-on consulting
experience with intranet and digital workplace
strategy in over 60 large, global organizations.
Ten years of research: annual surveys and
reports since 2006
Tracking the trends in bringing
our own devices to work
The company cultures that help or
hinder digital transformation
Paris-based
workgroup.
Author
MITSloan Management Review
Neutralize Internal Politics in
Digital Initiatives
Researcher
Approximately 300
organizations worldwide
each year

3. 3
• Social
Movements & People
• Cloud • BYOD • Working out loud
Photo by Artem Verbo on Unsplash.

4. 4
• Social
• BYOD
• Working out loud
30% “in some parts”
57% single ESN worldwide
+ 26% mul.ple = 83 %
55% allowed in some parts or organiza.on-wide
From movements to fait accompli

5. 5
Movements & People
People do what they need to do.
Then the organiza.on catches up!

6. 6Photo by William Bout on Unsplash.
Movements & People
Poli.cs & Decision-making
Leadership, Prac.ces & Cultures

7. 2016
2015
2014
0 25 50 75 100 %
16%
5%
3%
Focus on the maturing organiza.ons
Internal poli.cs - “A serious obstacle hindering our progress” 22% in 2016

8. 8
Data 2016. The Organiza(on in the Digital Age. Numbers represent ac.ons, not inten.ons: “planned” and “not planned” are not included.
From strategy & vision to reality on the ground
Star.ng at the top

9. 9
Data 2016. The Organiza(on in the Digital Age. Numbers represent ac.ons, not inten.ons: “planned” and “not planned” are not included.
From strategy & vision to reality on the ground
Internal poli.cs

10. 10
Data 2016. The Organiza(on in the Digital Age. Numbers represent ac.ons, not inten.ons: “planned” and “not planned” are not included.
From strategy & vision to reality on the ground
Opera.onal last

11. 11
Data 2016. The Organiza(on in the Digital Age. Numbers represent ac.ons, not inten.ons: “planned” and “not planned” are not included.
From strategy & vision to reality on the ground
Top down authority

12. 12
From strategy & vision to reality on the ground
Involve people proac.vely

13. 13
• Define fundamental principles for your
program, consulta.on with others.
• Involve people at different levels with
different roles early in decision-making.
• Decentralize responsibility to lowest level
of accountability.
Neutralize Internal Poli.cs in Digital Ini.a.ves
hfp://sloanreview.mit.edu/ar.cle/neutralize-internal-poli.cs-in-digital-ini.a.ves/
From strategy & vision to reality on the ground
Freedom with a framework

14. Movements & People
Poli.cs & Decision-making
Leadership, Prac.ces & Cultures
People do what they need to do.
Then the organiza(on catches up!
Involve proac(vely. Freedom
within a framework. Decentralize.
The #PeopleBarometer
I’m working out loud on this. The version used in this
presenta(on has already evolved significantly. I’ll post
more later!

15. Digital transforma.on is ge0ng real. We are now
hi0ng the essence of what organiza.ons are and can
become.
Movements & People
Poli.cs & Decision-making
Leadership, Prac.ces & Cultures
Thank you!
Jane McConnell @netjmc