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The Digital Workplace in the Connected Oganization
The document discusses the evolution of the digital workplace in organizations, highlighting the importance of collaboration and adaptability in a rapidly changing environment. It identifies key trends among early adopters, such as fostering open cultures, individual empowerment, and the integration of social media into work practices. The main challenges faced include resistance to change and the need for leadership over traditional management approaches.
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The Digital Workplace in the Connected Oganization
- 1. 1 www.digital-workplace-trends.com The Digital Workplace in the Connected Organization JaneMcConnell, May 2014 @netjmc
- 2. 2 Strategic Advisor 16years > 60 large, global organizations, management briefer and workshop leader netjmc.com Researcher through global surveys and annual reports since 2006 digital-workplace-trends.com Facilitator of IntraNetwork, workgroup of intranet and digital workplace practitioners in Paris intranetwork.fr American-French living in the deep Provence for 25 years
- 3. 3 A wide rangeof global organizationsā¦ ā¢āÆ Air Liquide, Paris ā¢āÆ Amadeus, Madrid ā¢āÆ ArcelorMittal, Luxembourg ā¢āÆ Areva, Paris ā¢āÆ Arup, UK ā¢āÆ Alcatel-Lucent, Paris ā¢āÆ Alstom Group, Paris, Switzerland ā¢āÆ Ericsson, Stockholm ā¢āÆ IKEA, Sweden ā¢āÆ Nokia, Helsinki ā¢āÆ Novartis, Switzerland ā¢āÆ UNHCR ā United Nations High Commissioner for Refugees, Geneva ā¢āÆ United Nations Peacekeeping Operations, New York ā¢āÆ United Nations Secretariat, New York ā¢āÆ ā¦.
- 4. 4 www.digital-workplace-trends.com 314 organizations around theworld Data collected end of 2013 8th annual survey and report Published February 2014 Jane McConnell
- 5. 5 ĆļāÆ Challenging theway we work ĆļāÆ The digital workplace model ĆļāÆ Early Adopters: 3 fundamental differences ĆļāÆ Humanizing the workplace: 4 positive trends ĆļāÆ Pride in serving customers ĆļāÆ Challenges on the digital workplace journey The Digital Workplace in the Connected Organization: Today and Tomorrow
- 6. A look backā¦and a look forwardā¦
- 7. ā”āÆ Managed informationand enterprise applications. ā”āÆ Owned by Communication. ā”āÆ At this stage, it is called the āintranetā. ā”āÆ Structured according to the organizational structure with control and clear, distinct āterritoriesā and responsibilities. 1 Authoritative, stable managed dimension
- 8. ā”āÆ The arrivalof digital platforms for structured project collaboration brings āreal workā to the intranet. ā”āÆ Goals become productivity & eļ¬ciency. ā”āÆ Business and IT work together to meet operational needs by creating collaborative platforms. ā”āÆ Competition starts between the āintranetā and the ācollaborative platformā. 1 2 Authoritative, stable managed dimension Authoritative, stable managed dimension Structured collaboration dimension
- 9. ā”āÆ The arrivalof āsocial mediaā in the enterprise brings disruption. ā”āÆ People are empowered, potentially. ā”āÆ Traditional roles of management, HR, IT and Communication are challenged as people begin to self-declare and self-organize. ā”āÆ However, social stays in its own corner, isolated from āreal workā. Social collaboration dimension 3 Authoritative, stable managed dimension 1 Structured collaboration dimension Authoritative, stable managed dimension Authoritative, stable managed dimension Structured collaboration dimension 2
- 10. ā”āÆ Social collaborationimpregnates the enterprise facilitating visibility of work, openness, eļ¬ciency and accountability. ā”āÆ The ādigital workplace modeā requires leadership rather than management. It is built on : āfreedom within a frameworkā. ā”āÆ HR, IT and Communication ļ¬nd new roles as people begin to self-declare and self-organize. ā”āÆ Self-organizing communities have strong inļ¬uence over work and decisions. 3 41 Authoritative, stable managed dimension Authoritative, stable managed dimension Structured collaboration dimension + Mobile dimension 2 Social collaboration dimension Authoritative, stable managed dimension Structured collaboration dimension
- 11. 41 Authoritative, stable managed dimension Authoritative,stable managed dimension Structured collaboration dimension + Mobile dimension 3 Most organizations are here. 2 Social collaboration dimension Authoritative, stable managed dimension Structured collaboration dimension
- 12. 41 Authoritative, stable managed dimension Authoritative,stable managed dimension Structured collaboration dimension + Mobile dimension 3 A real game changer happening right now. 2 Social collaboration dimension Authoritative, stable managed dimension Structured collaboration dimension
- 13. 41 Authoritative, stable managed dimension Authoritative,stable managed dimension Structured collaboration dimension + Mobile dimension Social collaboration dimension 3 Authoritative, stable managed dimension Structured collaboration dimension 2 Communication" IT " HR" " āÆthe message" " āÆthe toolset" " āÆproļ¬les" " āÆthe target" " āÆthe users" " āÆexpertise" " āÆthe timing" " āÆthe rollout" " āÆpersonal branding" Losing control? Or evolving from management to leadership?
- 14. 14 ĆļāÆ Challenging theway we work ĆļāÆ The digital workplace model ĆļāÆ Early Adopters: 3 fundamental differences ĆļāÆ Humanizing the workplace: 4 positive trends ĆļāÆ Pride in serving customers ĆļāÆ Challenges on the digital workplace journey The Digital Workplace in the Connected Organization: Today and Tomorrow
- 15. 15 ā¢āÆ Bjoern Negelmann,European Enterprise 2.0 (Germany) ā¢āÆ Brian Holness International Power ā GDF SUEZ (UK) ā¢āÆ CĆ©line Schillinger, SANOFI PASTEUR (France) ā¢āÆ Cornelis van der Brugge, NOKIA (Finland) ā¢āÆ Ernst DĆ©csey, UNICEF (Switzerland) ā¢āÆ Franklin Bradley, Architect of the Capitol (US) ā¢āÆ Gloria Burke, UNISYS (US) ā¢āÆ Jon Husband, Wirearchy (Canada) ā¢āÆ Linda Tinnert, IKEA (Sweden) ā¢āÆ Martin Risgaard, Grundfos (Denmark) ā¢āÆ Rawn Shah, Forbes.com (US) ā¢āÆ Sam Marshall, ClearBox Consulting Ltd. (UK) ā¢āÆ StĆ©phane Aknin, AXA, (France) ā¢āÆ Susan Scrupski, Change Agents Worldwide LLC. (US) ā¢āÆ Thomas Maeder, Swisscom AG (Switzerland) Digital Workplace Research Advisory Board 2014
- 16. 16 The digital workplacelives at the intersection of people, organization and tools.
- 17.
- 18. 18 ĆļāÆ Challenging theway we work ĆļāÆ The digital workplace model ĆļāÆ Early Adopters: 3 fundamental differences ĆļāÆ Humanizing the workplace: 4 positive trends ĆļāÆ Pride in serving customers ĆļāÆ Challenges on the digital workplace journey The Digital Workplace in the Connected Organization: Today and Tomorrow
- 19. ā¢āÆ Strategic drivers ā¢āÆStrategic positioning ā¢āÆ Culture Early Adopters: 3 fundamental differences
- 20. 20 Top 2 strategicdrivers for the digital workplace ā¢āÆ Increasing organizational intelligence ā¢āÆ Gaining efficiency and cost- savings Number 1 for Early Adopters Number 1 for the Majority
- 21. 21 Speciļ¬c program Part oflarger initiative Aligned to strategic values/goals Currently working on alignment Not currently working on alignment 9 12 21 44 27 28 32 42 23 6 Early adopters %Majority % Strategic Positioning: Enterprise Transformation
- 22.
- 23. 23 Early Adopters inblue, Majority in gray Organizational cultures in Early Adopters are more open, entrepreneurial and team-oriented.
- 24. 24 ĆļāÆ Challenging theway we work ĆļāÆ The digital workplace model ĆļāÆ Early Adopters: 3 fundamental differences ĆļāÆ Humanizing the workplace: 4 positive trends ĆļāÆ Pride in serving customers ĆļāÆ Challenges on the digital workplace journey The Digital Workplace in the Connected Organization: Today and Tomorrow
- 25. 25 ā¢āÆ Direct, individualexpression ā¢āÆ Networking with others ā¢āÆ Communities ā¢āÆ Mobility Humanizing the workplace: 4 positive trends
- 26. 26 Sharing information and knowledge Co-creating content Reactingto news, information 37 35 20 64 56 49 2013 2008 People are more empowered to express themselves in the digital workplace today than 5 years ago. A comparison between 2008 and 2013. % deployment āenterprise-wideā or āin some partsā. Sharing info & knowledge Co-creating content Reacting, commenting 37 64% 35 56% 20 49% 2008 2013 2008 2008 2013 2013
- 27. 27 Enterprise social networkingexists in over 40 percent of organizations today. A comparison between 2008 and 2013. % deployment āenterprise-wideā or āin some partsā.
- 28. 28 70 to 80% of Early Adopters have virtual team and community spaces enterprise- wide (20 to 30 % in the Majority) Self-organizing groups of people
- 29. People will havemore mobile services by the end 2014 ā¢āÆ News, information ā¢āÆ Project managers ā¢āÆ Employee self-service ā¢āÆ Employee education ā¢āÆ Managers on the road or off site ā¢āÆ Management reporting 29 Percentages based on 276 organizations (out of 314) that are working on mobile solutions. 15 to 20 % launched by end 2013. 10 to 20% planned for end 2014. 30 ā 40% By end 2014 =
- 30. 90% of EarlyAdopters are investing in mobile services for the workforce. 30 High priority and signiļ¬cant investment made Considered important, some investment Moderate level of interest Little or no interest 10 44 33 11 42 49 7 Early adopters %Majority %
- 31. Lexmark operates inan industry that is constantly and rapidly changing, so business agility is key to survival and prosperity. True agility requires ongoing information sharing and collaboration across the entire enterprise, which means that we must provide our employees with the ability, opportunity and motivation to collaborate. We have found that three interlocking components are essential for this. āā ā¦ In Practice Case page 34 in The Digital Workplace in the Connected Organization.
- 32. ā āA flexible BYODdevice policy and cloud-based applications make it easy for users to access our systems whenever and wherever they need to. Flexible HR policies give employees the freedom to work on their own terms. For years we have had a liberal work policy that lets many employees decide when and how often they work from home versus coming in to the office. We deployed our social platform in 2012, and want our employees to āwork out loudā ā to work in a transparent, sharing environment. It can be a difficult transition shifting from emails with file attachments to wikis and discussion threads, so we try to find as many different ways as possible to bring people into the systemā¦. When a social platform is full of engaged employees, the results can be powerful. Dennis Pearce Enterprise Knowledge Architect, Lexmark In Practice Case page 34 in The Digital Workplace in the Connected Organization.
- 33. 33 ĆļāÆ Challenging theway we work ĆļāÆ The digital workplace model ĆļāÆ Early Adopters: 3 fundamental differences ĆļāÆ Humanizing the workplace: 4 positive trends ĆļāÆ Pride in serving customers ĆļāÆ Challenges on the digital workplace journey The Digital Workplace in the Connected Organization: Today and Tomorrow
- 34. 34 FOUR BUSINESS SCENARIOS 1.āÆ Easeand efficiency for customer- facing people. 2.āÆ Organizational flexibility when facing sudden change. 3.āÆ Developing skills and knowledge as a natural part of working. 4.āÆ Retaining knowledge and know-how of older experts when they retire.
- 35. 35 1. How easyis it for customer-facing people toā¦ ā¢āÆ find the information they need, ā¢āÆ provide rapid service, ā¢āÆ collaborate with their customers and colleagues, ā¢āÆ and in general have a smooth and efficient work experience? Ć¼ļ¼āÆ Very easy Ć¼ļ¼āÆ Relatively easy Ć¼ļ¼āÆ Somewhat difficult Ć¼ļ¼āÆ Very difficult Ć¼ļ¼āÆ Impossible
- 36. 36 Very easy Relatively easy Somewhatdifļ¬cult Very difļ¬cult Impossible 24 53 11 13 57 22 Early adopters %Majority % Customer-facing people 70 %24 %
- 37. ā(Our clients) remaindelighted to pay our fee because our people working together provide a service that is second to none. ā Adam Pope Senior Librarian, Arup In Practice Case page 34 in The Digital Workplace in the Connected Organization.
- 38. āIn late 2012Hurricane Sandy hit New York. Its subways were flooding and our client issued a call to Arup for help. Despite being home bound, the Director who received the call posted a message across the forums asking how other cities had coped in similar situations. Overnight, responses came in from Manila, London, Brisbane, Tokyo, San Francisco, Hamburg, Dublin and Singapore. Rich, detailed explanations with photos of solutions. A presentation was given to the clientās chair the following lunchtime and their trust in our services soared. They remain delighted to pay our fee because our people working together provide a service that is second to none. ā Adam Pope Senior Librarian, Arup In Practice Case page 34 in The Digital Workplace in the Connected Organization.
- 39. 39 ĆļāÆ Challenging theway we work ĆļāÆ The digital workplace model ĆļāÆ Early Adopters: 3 fundamental differences ĆļāÆ Humanizing the workplace: 4 positive trends ĆļāÆ Pride in serving customers ĆļāÆ Challenges on the digital workplace journey The Digital Workplace in the Connected Organization: Today and Tomorrow
- 40. Ć¼ļ¼āÆ Too muchfocus on the tool, not enough on people and change Toughest Challenges
- 41. Ć¼ļ¼āÆ Too muchfocus on the tool, not enough on people and change Ć¼ļ¼āÆ Hesitation to rethink processes and ways of working Toughest Challenges
- 42. Ć¼ļ¼āÆ Too muchfocus on the tool, not enough on people and change Ć¼ļ¼āÆ Hesitation to rethink processes and ways of working Ć¼ļ¼āÆ Management needs proof of quantifiable ROI Toughest Challenges
- 43. Ć¼ļ¼āÆ Too muchfocus on the tool, not enough on people and change Ć¼ļ¼āÆ Hesitation to rethink processes and ways of working Ć¼ļ¼āÆ Management needs proof of quantifiable ROI Ć¼ļ¼āÆ Decisions based on consensus, slow and long Toughest Challenges
- 44. Ć¼ļ¼āÆ Too muchfocus on the tool, not enough on people and change Ć¼ļ¼āÆ Hesitation to rethink processes and ways of working Ć¼ļ¼āÆ Management needs proof of quantifiable ROI Ć¼ļ¼āÆ Decisions based on consensus, slow and long Ć¼ļ¼āÆ Stakeholder politics, power struggles impact decision-making Toughest Challenges
- 45. Ć¼ļ¼āÆ Too muchfocus on the tool, not enough on people and change Ć¼ļ¼āÆ Hesitation to rethink processes and ways of working Ć¼ļ¼āÆ Management needs proof of quantifiable ROI Ć¼ļ¼āÆ Decisions based on consensus, slow and long Ć¼ļ¼āÆ Stakeholder politics, power struggles impact decision-making Toughest Challenges Serious challenge, holds us back Approximately 50 % of the Majority
- 46. Ć¼ļ¼āÆ Too muchfocus on the tool, not enough on people and change Ć¼ļ¼āÆ Hesitation to rethink processes and ways of working Ć¼ļ¼āÆ Management needs proof of quantifiable ROI Ć¼ļ¼āÆ Decisions based on consensus, slow and long Ć¼ļ¼āÆ Stakeholder politics, power struggles impact decision-making Toughest Challenges Manageable, requires special effort Serious challenge, holds us back Approximately 50 % of the Majority Approximately 50 % of Early Adopters
- 47. 47 Today, our focusneeds to be here. Wrap up
- 48. 48 ĆļāÆ Challenging theway we work The Digital Workplace in the Connected Organization: Today and Tomorrow (Wrap up 1/6)
- 49. 49 ĆļāÆ Challenging theway we work ĆļāÆ Digital Workplace = Capabilities + Enablers + Mindset The Digital Workplace in the Connected Organization: Today and Tomorrow (Wrap up 2/6)
- 50. 50 ĆļāÆ Challenging theway we work ĆļāÆ The digital workplace model ĆļāÆ Early Adopters: 3 fundamental differences ā¢āÆ Organizational intelligence is #1 strategic driver. ā¢āÆ The digital workplace facilitates enterprise transformation. ā¢āÆ Open, participatory cultures are more common in Early Adopters than in the Majority of organizations. The Digital Workplace in the Connected Organization: Today and Tomorrow (Wrap up 3/6)
- 51. 51 ĆļāÆ Challenging theway we work ĆļāÆ The digital workplace model ĆļāÆ Early Adopters: 3 fundamental differences ĆļāÆ Humanizing the workplace: 4 positive trends ā¢āÆ Individual expression ā¢āÆ Enterprise social networking ā¢āÆ Communities ā¢āÆ Mobile The Digital Workplace in the Connected Organization: Today and Tomorrow (Wrap up 4/6)
- 52. 52 ĆļāÆ Challenging theway we work ĆļāÆ The digital workplace model ĆļāÆ Early Adopters: 3 fundamental differences ĆļāÆ Humanizing the workplace: 4 positive trends ĆļāÆ Pride in serving customers Ease and efficiency for the customer-facing workforce The Digital Workplace in the Connected Organization: Today and Tomorrow (Wrap up 5/6)
- 53. 53 ĆļāÆ Challenging theway we work ĆļāÆ The digital workplace model ĆļāÆ Early Adopters: 3 fundamental differences ĆļāÆ Humanizing the workplace: 4 positive trends ĆļāÆ Pride in serving customers ĆļāÆ Challenges on the digital workplace journey The mindset, not the technology The Digital Workplace in the Connected Organization: Today and Tomorrow (Wrap up 6/6)
- 54. 54 jane@netjmc.com Twitter: @netjmc Cell: +33(0)6 12 03 66 34 www.netjmc.com www.digital-workplace-trends.com www.linkedin.com/in/netjmc Get in touch! Jane McConnell Charter member of Change Agents Worldwide (www.changeagentsworldwide.com) IntraNetwork ā work group of digital practitioners, Paris-based (www.intranetwork.fr)