IEC Employee Computing Services Handbook

8/13/2019 IEC Employee Computing Services Handbook

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CONFIDENTIALITY AND INTELLECTUAL PROPERTY

These materials have been prepared by The Corporate Executive

Board Company and its affiliates (CEB) for the exclusive and

individual use of our member companies. These materials contain

valuable confidential and proprietary information belonging to

CEB and they may not be shared with any third party (including

independent contractors and consultants) without the prior

approval of CEB. CEB retains any and all intellectual property rights

in these materials and requires retention of the copyright mark on

all pages reproduced.

LEGAL CAVEAT

CEB is not able to guarantee the accuracy of the information or

analysis contained in these materials. Furthermore, CEB is not

engaged in rendering legal, accounting, or any other professional

services. CEB specifically disclaims liability for any damages, claims

or losses that may arise from a) any errors or omissions in these

materials, whether caused by CEB or its sources, or b) reliance

upon any recommendation made by CEB.

Content Publishing Solutions

IECSYN

Print DesignerSupriya Dhasmana

Contributing Designer(s)Prashant Chauhan

EditorNidhi Vikram Choudhury

Executive DirectorShvetank ShahWarren Thune

Managing DirectorDavid Kingston

Jay ShankavaramPractice ManagerMark Tonsetic

Project ManagerShalini Das

ConsultantSachin Mungikar

Senior AnalystGunjan Gupta

Senior Director(s)Vimarsh Bakaya

Chris Mixter

Director(s)Brent CassellPJ JauhariTim MacintyreJuan MendezCarsten SchmidtAlex Stille

Infrastructure Executive Council


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IECSYN

TABLE OF CONTENTS

With Sincere Appreciation iv

Executive Summary v

Additional Resources for Employee Computing viiEmployee Computing Workflow Map viii

Employee Computing Service Maturity Self-Diagnostic ix

INTRODUCTION 1

IECS EMPLOYEE COMPUTING SERVICE LIFECYCLE 6

HOW TO USE THIS HANDBOOK 7

UNDERSTANDING EMPLOYEE NEEDS 9

SEGMENTING THE WORKFORCE 31

ROADMAPPING AND INVESTMENT PLANNING 39

BUILDING A SERVICE KERNEL FOR PROVISIONING 69

MANAGING CHANGE ACROSS THE LIFECYCLE 91

DEFINING GOVERNANCE 107

SUPPORTING EMPLOYEE TECHNOLOGIES 133

MEASURING IMPACT ON PRODUCTIVITY 145

MAKING SERVICE IMPROVEMENTS 177


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Employee Computing Services Handbook iv

2012 The Corporate Executive Board Company.

All Rights Reserved. IECSYN

WITH SINCERE APPRECIATION

The Council would like to express its thanks to these and other organizations participating in our research:


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Employee Computing Services Handbook vi



EXECUTIVE SUMMARY (CONTINUED)

Managing Change Across the Lifecycle:Change-related IT communications

have best impact if delivered by influential, tech-savvy and familiar, though

not necessarily senior, figures. Estimate the degree of impact of new

technologies and support models on different stakeholder segments andcreate personalized communications to obtain their buy-in. Groom local

champions to reinforce communications within respective BUs or functions. Defining Governance:Organizations that disallow use of personally owned

devices or smartphones because of security risks miss critical opportunities

to drive business growth through employee productivity. Build a mutual

understanding of risks with employees and business partners, and share the

responsibility for mitigation through cross-functional working groups and

easy-to-understand policies.

Managing an Employee Computing Service

Supporting Employee Technologies:Proliferating complexity in the portfolio

can lead to a rise in volume and complexity of service desk requests.Stratify the level of support for non-standard devices to rationalize costs,

while preserving service quality for the majority who use standard devices.

Manage costs down further by building effective self-service channels, and

enhance quality by coaching service desk personnel to tailor their responses

to employee personalities. Measuring Impact on Productivity:Traditional cost and quality KPIs can

help manage internal operations but do not tie to business outcomes unless

supplemented with the employees perspective. Use employee-centric

metrics to measure not simply technology performance, but effectiveness

of capabilities like collaboration and mobility. The right metrics also help

estimate the opportunity cost of not enabling technology capabilities thatdrive employee productivity.

Making Service Improvements:Given the volatile nature of todays work

environment, service models for employee computing will continue to

evolve over the next few years. Infrastructure should be able to mature its

support for the growing use of mobile technologies, personal technologies,collaboration and analytic tools. Create a workforce strategy to equip

employee-facing staff with skills to troubleshoot increasingly complex issues.


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viivii

ADDITIONAL RESOURCES FOR EMPLOYEE COMPUTING

All resources are available at www.iec.executiveboard.com. For more information on any of the resources described on this page, contact your account manager

or the Member Support Center at +1-866-913-8101 or [email protected] .

The Consumerization Shift

Develop effective use cases for emerging consumer

technologies, while effectively managing technology portfolio

costs.

Collaboration and Social Media @ Work

Increase team productivity by cutting through the media

hype on social computing and increase value realization

at enterprise scale.

Enabling Employee Productivity Through Technology

Make smarter technology investment decisions and improve

output of employees by using our comprehensive survey

results.

End User Computing Topic Center

Access our collection of tools and best practices to

successfully implement and accelerate adoption of employee

computing initiatives.

Emerging Technologies Roadmap

Benchmark adoption plans, timelines and expected deployment

risks for 75 emerging technologies.

Building a Mobility Strategy

Develop an effective, comprehensive approach to meet

enterprise demands for mobility while managing cost and risk.

IT Roadmap Builder

Use this workflow and decision-support system to capture

and communicate your organizations current status and future

vision for technology adoption.

Securitys Role in Consumerization

Explore technologies and methods your peers are using

to develop, maintain and secure consumer technologies inthe enterprise.
http://www.iec.executiveboard.com/mailto:mailto:EXBD_Support_TECH%40executiveboard.com?subject=mailto:mailto:EXBD_Support_TECH%40executiveboard.com?subject=http://www.iec.executiveboard.com/


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Infrastructure Executive Council

EMPLOYEE COMPUTING WORKFLOW MAPWorkflow Stage I. Planning an Employee Computing Service II. Building an Employee Computing Service III. Managing an Employee Computing Service

Workflow Steps

& Challenges/

Pitfalls

1. Understanding Employee Needs

How are technology demand patterns changing? What employee devices and technologies inflect employee productivit y? What are reliable information sources to track evolving employee needs? How are peer organizations responding to evolving employee needs?

Desired Outcome:

To identify the set of employee computing technologies and capabilities that enable true

employee productivity.

Challenges/Pitfalls: Identifying employee needs is often neglected due to effort-intensive nature of the

requirements gathering process. Infrastructure often does not have a clear line of communication with employees across the

enterprise. The fast pace of change in work patterns and rapidly evolving technology space makes it hard

to identify true drivers of employee productivity, and separate the needs from the wants.

4. Building a Service Kernel for Provisioning

How do we facilitate seamless provisioning of new employee technologies? How do we deploy the right technologies at the right time to best create productivity

advantages for employees? How do we enable effective self-provisioning of employee technologies? What are the qualities of a user-intuitive employee services catalog?

Desired Outcome:

To ensure the right set of standard technologies are deployed broadly, from which employees

have the ability to self-provision a sub-set customized to their needs.

Challenges/Pitfalls: It is hard to balance benefits of standardization with cost of provisioning tailored to different

employee segments. Piloting of new employee technologies is hard as infrastructure must test true-to-life use cases

without disrupting employee workflows. Service catalogs need to be highly intuitive, easy to understand, and transparent about

performance and support expectations.

7. Supporting Employee Technologies

How do we upgrade support to respond to proliferation of new technologies? How do we support employees at varying levels of technological maturity? How do we support mobile employees via multiple channels (web, call email)? How to manage increase in volume and complexity of helpdesk ti ckets? How to train helpdesk staff to deal with the changing nature of requests?

Desired Outcome:

To build a support model that can handle increased volume and complexity of requests, with focus

on consumerization and mobility.

Challenges/Pitfalls: It is hard to upgrade helpdesk skill-set to keep up with the rapid pace of change in technology.

Complexity of tickets is rising employees need less help with technology and more advice on

how to be productive at their jobs. It is hard to manage helpdesk costs while continuing to offer high quality support to a growing

portfolio of technologies. Organizations lack innovative approaches to build and maintain knowledge management

systems for the helpdesk.

2. Segmenting the Workforce

Which segmentation factors best describe evolving employee needs? What is the right level of granularity for segmenting the workforce? How does segmentation help prioritize new technology investments?

How do we identify early adopters to help pilot new employee technologies?

Desired Outcome:

To prioritize specific employee segments or needs to in turn prioritize or line up new employee

technology investments.

Challenges/Pitfalls: With increasing diversity of needs it is hard to meet all using a one-size-fits-all approach. Investments are often misguided if theyre not prioritized by criticality of need across different

employee segments. Work patterns are changing too rapidly for a static segmentation model to stay relevant and

accurately inform technology investments.

5. Managing Change Across the Lifecycle

How do we accelerate employee adoption of new technology implementations? How do we obtain buy-in from all impacted stakeholder segments? How much effort should be i nvested in executing a change management program?

Desired Outcome:

To build an effective change management strategy that ensures success of new employee

technology deployments.

Challenges/Pitfalls: All deployments require active awareness, communication, and training to inflect employee

adoption.

It is hard to achieve business buy-in because stakeholders often have different visions foremployee computing.

Infrastructure doesnt have a direct channel of communication to employees to inflect

absorption.

8. Measuring Impact on Productivity

How to measure productivity as enabled by employee computing service? What new metrics should we report on to demonstrate impact on productivity? Do new metrics replace or supplement traditional metrics for employee computing?

What resources (tools/people) are required to measure and report productivity?

Desired Outcome:

To measure and demonstrate the impact of employee computing servi ces on employee productivity

and business growth.

Challenges/Pitfalls:

Productivity is subjective and is hard to quantify. Definition differs across functions, teams, androles so it is hard to define a standard set of metrics.

It is hard to differentiate technology enabled-productivity from overall employee productivity. A cultural shift is required as Infrastructure staff has traditionally not been held accountable for

employee productivity. Difficult to create meaningful reporting without integration with other traditional infrastructure

reporting.

3. Roadmapping and Investment Planning

How do we allocate the right level of investment to each employee capability? What is the cost of integrating new technologies into the existing technology portfolio? How do we leverage roadmaps to collaborate with partners like Apps and Security for new

technology implementations? How do we build effective roadmaps to match the rapid pace of change in technology and

employee demand?

Desired Outcome:

To build/revise the roadmap for employee computing in line with employee capabilities, and right-

size the total cost, effort and timeline for each initiative.

Challenges/Pitfalls: Success of investments in new employee technologies is hard to measure and therefore easily

misguided. Introducing new employee technology to the portfolio also impacts cost and complexity in

other infrastructure areas like the service desk. Technology is changing so rapidly that it is hard to roadmap investments reliably. By the time it

gets deployed, technology demands shift again.

6. Dening Governance

What roles, responsibilities and authorities are associated with employee computing? How do we identify and engage key IT and business stakeholders in governance? What policies help enforce confidentiality, security and regulatory compliance? How do we measure effectiveness of governance policies?

Desired Outcome:

To implement policies and controls that assigns the shared responsibility for risk management and

compliance with employees, IT and business partners.

Challenges/Pitfalls: There is usually no single point of ownership or accountability within the business for employee

capabilities like mobility and consumerization. Given the heterogeneity of employee needs, it is hard to enforce standardized policies across

the enterprise.

There is low clarity in division of responsibility between Infra and Security as it relates to newemployee capabilities like mobility and consumerization.

Additional governance responsibilities create overhead for infrastructure staff in addition to

their existing role commitments.

9. Making Service Improvements

What new org models are required to enable employee computing services? What new skills and roles are required for provisioning and supporting employee technologies? What is the infrastructure workforce strategy for the new work environment?

Desired Outcome:

To implement policies and controls that assigns the shared responsibility for risk management and

compliance with employees, IT and business partners.

Challenges/Pitfalls: It is difficult to coach infrastructure staff to think in terms of employee productivity needs and

not technologies.

There is ambiguity on how to align an employee computing services with existing org modelsgiven the convergence of technology in cloud and mobility.

It is unclear what future skills and roles will be needed to provision evolving employee

productivity needs. There will be resistance to change to the new employee computing services model.


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ix

Effectiveness

Score (15)Average Score

1. Understanding

employee needs

We deploy frequent employee surveys on an enterprise scale to identify technology needs and

preferences.Turn to page

9 for moredetails

We leverage employee communities or networks to stay informed about evolving technology needs andpreferences.

We monitor employee assets and usage activity to analyze technology needs and preferences.

2. Segmenting the

workforce

We segment the employee base to provide targeted offerings suited to individual work style and

technology needs.Turn to page

31 for more

details

We identify early adopters among employees and use their feedback to pilot new technology

capabilities.

We use segmentation to prioritize investments in new employee computing services or technologies.

3. Roadmapping and

investment planning

We develop employee computing roadmaps that are predicated on building capabil ities, notimplementing technologies.

Turn to page

39 for more

details

We build a unified vision for employee productivity to guide multiple and often disparately executed

projects for mobility, collaboration and consumerization.

We estimate the cost of increased complexity as a result of introducing new consumer technologies to

the infrastructure portfolio before implementing them.

Section Score (Sum of Average Scores)

EMPLOYEE COMPUTING SERVICE MATURITY SELF-DIAGNOSTIC

This tool evaluates your organizations employee computing service effectiveness across three major phases spanning nine stages of the Employee Computing service lifecycle. Each

stage score will help you assess process maturity in the respective phasesPlanning an Employee Computing service, Building an Employee Computing service, and Managing an

Employee Computing service. The overall score will help you assess your maturity in this space.

How to use this Diagnostic

This self-diagnostic assesses the three steps critical to planning an

employee computing service. Select the value (15) that best describes

your organizations effectiveness across each dimension.

Effectiveness Scoring Scale

5 Very Effective

4 Effective

3 Neither Effective nor Ineffective

2 Ineffective

1 Very Ineffective

Evaluation Key

1315 Optimized

1012 Proficient

79 Emerging

36 Starting

Planning an Employee Computing Service Effectiveness Diagnostic


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Employee Computing Services Handbook x



x

Effectiveness


4. Building aservice model for

provisioning

We streamline provisioning by allocating technologies into standard packages matched with employee

needs.

Turn to page69 for more

details

We test new technologies in multiple stages to thoroughly vet fit and usabili ty before mass deployment.

We build intuitive service catalogs that offer a wide and transparent range of options for employee self-

provisioning.

5. Managing change

across the lifecycle

We identify each stakeholder segments concerns about the impending change before deploying a new

technology.

Turn to page

91 for more

details

We leverage power users or champions within the business to help accelerate adoption of new

technologies

We create personalized and two-way communication campaigns to accelerate adoption of new

technologies.

6. Dening

governance

We build a common understanding of security and regulatory risks of initiatives like BYOD across

employees, IT and business partners.Turn to page

107 for more

details

We assign clear responsibility for use of new technologies among employees, IT and business partners.

We create intuitive policies and guidelines for acceptable use of company-owned and personally-owned

technologies.



(CONTINUED)

Building an Employee Computing Service Effectiveness Diagnostic


This self-diagnostic assesses the three steps critical to build ing an




5 Very Effective

4 Effective


2 Ineffective

1 Very Ineffective

Evaluation Key

1315 Optimized

1012 Proficient

79 Emerging

36 Starting


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xi

Effectiveness


7. Supporting

employee

technologies

We manage down cost while preserving quality of support despite growing proliferation of technologies.

Turn to page

133 for more

details

We support multiple channels with strong emphasis on building an effective self-service web channel.

We train our service desk personnel to adapt their response to different employee needs, attitudes andpreferences.

8. Measuring impact

on productivity

We measure not just tool performance, but effectiveness of capabilities enabled like collaboration and

mobility.

Turn to page

145 for more

details

We have metrics to estimate the opportunity cost of employee productivity lost as a result of ineffective

technology capabilities.

We create comprehensive dashboards that showcase cost and quali ty KPIs across all employee

computing services like desktop collaboration and communications.

9. Making service

improvements

We organize the employee computing function around employee profiles and choice management than

technologies.

Turn to page177 for more

details

We undertake strategic workforce planning to identify and bridge future skill gaps in employee

computing.

We plan to upgrade the service desk to help employees not just use tools, but collaborate, generate

insight, and be more productive at their jobs.


Overall Score (Average of the Three Section Scores)


(CONTINUED)

Managing an Employee Computing Service Effectiveness Diagnostic


5 Very Effective

4 Effective


2 Ineffective

1 Very Ineffective

Evaluation Key

1315 Optimized

1012 Proficient

79 Emerging

36 Starting


This self-diagnostic assesses the three steps critical to managing an




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1

Introduction


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Employee Computing Services Handbook 2


All Rights Reserved.IECSYN

EMPLOYEE COMPUTING TECHNOLOGY ROADMAP

2012 TO 2015

Technologies by Mainstream Adoption Timeline, Value and Risk

Bring your own mobile

device programs, mobile

device video, and

application virtualization

will all see mainstream

enterprise adoption by

the end of 2012, marking2012 as the year of the

mobile enterprise.

Source: IEC Emerging Technology Roadmap Surveys, August 2012.

n = 68 IT organizations.

2012

2013

2014

2015+

< 50%

Adoption

by 2015

Application DeliveryController (ADC)

Near Field Communications (NFC)

Gmail for Enterprise

Bring Your Own PC

Rich Media-Live Streaming

Local VDI

Mobile EnterpriseApplications

UnifiedCommunications

Enterprise SocialMedia Apps

Desktop and MobileDevice Video

ApplicationVirtualization

Microsoft Office 365

Uncertainty Factor

Blue denotes technologies for which

significant uncertainty exists on value and

risk (30% or more responded No Opinion).

High Value Medium Value Low Value

Enterprise Value

Based On:

Functionality Benefits

Economies of Scale Coordination

Process Improvement

Innovation

Risk Mitigation

Based On: Marketplace Maturity

Scalability

Architecture Direction

Support Skills

Management Tools

Security Risk

Deployment Risk

High Risk Medium Risk Low RiskMac OS X for EnterpriseDesktops/Laptops

Adoption Timeline

Represents at least half of all companieshaving a technology deployed at scale

Already Mainstream

BYO-Mobile Device

Client Based Desktop

Virtualization

Sharepoint 2010


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Introduction 3



Low Medium High

14%

39%

76%

Source: Technology-Enabled Productivity Survey.

IT EFFECTIVENESS PLAYS A CRITICAL ROLE IN

EMPLOYEE PRODUCTIVITY

CEB Technology-Enabled Productivity Barometer1by IT Effectiveness Level2

IT has a significant

opportunity to impact

employee productivity

through effective

delivery of technology

capabilities.

1 The CEB Technology-Enabled Productivity Barometer is constructed by combining four questions on the extent to which employer-provided technologyenables employees to be mobile, collaborate, and deliver high-quality work in an efficient manner. The Barometer represents the percentage of employeeswho either agree or strongly agree with all four statements. For a more full description of the Index components, see page 7.

2 IT effectiveness is measured by employee perceptions across 24 capabilities on a 5point scale.

n = 983.

When IT is effective

at delivering critical

technology capabilities,

employees are more

than five times more

likely to be productive

in their work.

Level of IT Effectiveness2at Delivering Technology Capabilities


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77%

68% 68%

54%

39%

EMPLOYEES STRUGGLE TO BE PRODUCTIVE

IN KEY AREAS

Technology-Enabled Productivity PerformancePercentage of Employees Who Agree or Strongly Agree with Statement

Less than 40% of

employees believe that IT

successfully enables their

work productivity across

the four dimensions of

productivity.

1 The CEB Technology-Enabled Productivity Barometer is constructed by combining four questions on the extent to which employer-provided technologyenables employees to be mobile, collaborate, and deliver high-quality work in an efficient manner. The Barometer represents the percentage of employeeswho either agree or strongly agree with all four statements. For a more full description of the Index components, see page 7.

I Am Able

to CompleteWork with a HighDegree of Quality

I Am Able

to EfficientlyCompleteWork

I Am Able

to EffectivelyCollaborate withColleagues in

Different Locations

I Am Able to Be

Productive in WorkActivities WhileOutside My Primary

Place of Work

CEB Technology-

EnabledProductivityBarometer1

Work Quality Collaboration MobilityWork Efficiency

Source: CEB Technology-Enabled Productivity Survey.

n = 983.

Percentage of employees who

Agree or Strongly Agree

with all four statements


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Introduction 5



IT STRUGGLES TO FACILITATE PRODUCTIVITY OUTSIDE

THE OFFICE

IT should improve

capability delivery efforts

for mobile functionality

and collaboration.

IT should take the lead on

providing these capabilitiesto ensure that employees

achieve optimal technology-

enabled productivity.

While mobile application

access is a significant

opportunity for

improvement, nearly

one-half of heavy mobile

application users believe

IT is effectively providingaccess.

1 The maximum impact on Technology-Enabled Productivity was calculated by comparing two statistical estimates: the predicted impact when anemployee scores IT effectiveness relatively high on delivering a capability and the predicted impact when an employee scores IT effectiveness low ondelivering a capability. The impact of IT effectiveness on each capability is modeled using several multivariate regressions with controls.

2 Importance of capability across the employee base represents the percentage of respondents who indicated that the capability is highly important orcritical to their work productivity.

3 Opportunity for IT to Improve Effectiveness reflects the extent to which employees indicate that their employer is effective at formally deliveringcapability.

Current Importance of Capability Across the Employee Base2

Maximum

Impact on

Technology-

EnabledProductivity1

Mobile Messaging

Remote VoiceSystems Access

Web Conferencing

Remote InternalApplication Access

Training for Conducting Analysis

Training for Analytic Tools

Idea Sharing

Mobile ApplicationAccess

Support forPersonalMobile Devices

Support for Personal Software

Support for Personal Nonmobile Devices

TechnologyAccess

Restrictions

n = 983.

Source: CEB Technology-Enabled Productivity Survey.

As employees continually seek more

user-friendly technologies than those

provided by their employer, they will

expect IT to strengthen their support

of their personal devices.

IT can further collaboration

between employees by expanding

capabilities that allow web

conferencing and idea sharing.

IT has not kept pace with employees

need for mobile functionality.

0% 50%10% 60%20% 70%30% 40%

0%

4%

12%

8%

16%

2%

6%

14%

10%

18%

20%Under-Invested

Low Medium High

Opportunity for IT to Improve Effectiveness3


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1. Understanding Employee Needs

Understand on-the-ground employeetechnology needs

Identify critical needs that drive

employee productivity Monitor evolving work patterns and

how they change technology needs


Segment employees by workpatterns to tailor technology

offerings Identify power users and early

adopters to help pilot new

technologies Prioritize new investments by

criticality of need across segments

3. Roadmapping and Investment

Planning

Build roadmaps to enable capabilitiesnot technologies

Align distinct projects to a unified

vision and roadmap for workforce

productivity Right-size cost and effort to manage

complexity for new technology

investments

4. Building a Service Kernel

for Provisioning

Simply multi-technology provisioningmatched to employee needs

Deploy new technology in iterative

steps to thoroughly vet fit and

usability Build intuitive and transparent

service catalogs to enable choice

5. Managing Change Across

the Lifecycle

Identify critical stakeholder segments

affected by change and address their

concerns Personalize communications to each

stakeholder segment Enlist local champions to reinforce IT

communications

6. Dening Governance

Clarify security risks of newtechnologies to employees

Share responsibility for compliance

with employees Craft memorable and easy-to-

understand guidelines to enable safe

usage

7. Supporting Employee Technologies

Control cost and quality impact ofsupporting new technologies

Improve quality and adoption of self-

service channels Upgrade service desk skill-set

to support capabilities not just

technologies

8. Measuring Impact on Productivity

Design employee-centric metrics thattrack effectiveness of a capability,

not just tool quality Measure opportunity cost of not

enabling employee productivity

through technology

9. Making Service Improvements

Design next-gen org model neededto support the new employee

computing environment Reskill employee-facing staff to

diagnose productivity needs and

offer improved service experience

MingusCorporation

1

IECs EMPLOYEE COMPUTING SERVICE LIFECYCLE

Sample List of Member Resources

1 Pseudonym.

Build

Plan

Run


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Introduction 7

HOW TO USE THIS HANDBOOK

This handbook is organized in nine sections that correspond to the nine stages of the Employee Computing Service lifecycle. Each stage is

supported with a set of ready-to-use tactics and templates, and guidance on when to apply each. We also indicate the relevance of each

resource to enabling different types of technology capabilities like: collaboration, mobility, and consumerization (device support).

Foundational:Template or resource is applicable to all core employee technology provisioning and support activities irrespective of

the type of service model.

Advanced: Template or resource is best applicable to employee technologies provisioned through asset-centric services.

Progressive:Template or resource is best applicable to employee technologies provisioned through end-to-end business capability-

centric services.

Fords Community Site for Mobile Workers 15

Fords Digital Worker Office gathers user feedback on a regular

basis to ensure continued relevance of collaboration services and

communications. The community site allows IT to keep track of

evolving employee preferences and workflow needs by conducting

short surveys and following peer discussions.

FOUNDATIONAL ADVANCED PROGRESSIVE

Each resource

includes an indicator

of the employee

capability that is

enabled by a given

resource.

Each resource includes an

indicator of its degree of

applicability to the type

of provisioning model in

use for different employee

computing technologies

Each section begins

with an index of

all supporting

resources and brief

descriptions for

each resource.

Mobility

Consumerization

Collaboration

321


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Understanding Employee Needs 9



1. Understanding

Employee Needs


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UNDERSTANDING EMPLOYEE NEEDS

Sourcing Demand Directly from Employees

Develop unique ways to size employee demand and preferences for new

employee computing technology.

Fords Community Site for Mobile Workers 12

Fords Digital Worker Office gathers user feedback on a regular basis to

ensure continued relevance of collaboration services and communications. The

community site allows IT to keep track of evolving employee preferences and

workflow needs by conducting short surveys and following peer discussions.

Omegas Market Research Over the Network 13

Omega Corporation sets up a unique Wi-Fi network to capture key data

points and to size employee demand for personally-owned devices. Omega is

able to capture the number of personally owned devices connecting (by OS

type), the amount of bandwidth consumed, and time spent online.

Mercks Collaboration Solution Development Process 14

Merck provides users lightweight methods to capture collaboration needsand develops stories to communicate and refine collaboration solutions. IT

gathers user collaboration requests and categorizes them into key themes

and develops stories for each theme. IT then identifies capabilities for each

theme and prioritizes them by rating their importance and impact on success

of the solution.

Employee Needs Assessment Surveys

Assess employee demand through innovative survey tools.

Sabre Holdings Mobility Questionnaires 15

Sabre Holdings deploys these questionnaires to challenge business sponsors

and employees to articulate why their specific productivity needs cannot

be achieved without mobile. The specific nature of this feedback helps in

devising an effective strategy for mobile solutions.

Schneider Electrics Collaboration Hot Spots Identication Surveys 16

Schneider Electric conducts a simple employee survey to identify where

to focus collaboration efforts, measuring indicators such as the number of

projects and degree of cross-silo interaction.

LexisNexis Unarticulated Needs Interview Guide 17

LexisNexis adopts an end-to-end approach for identifying neededimprovements in employee productivity through observation

of unarticulated needs. They gain an observational understanding

of the employees work style, problems, and objectives.







UNDERSTANDING

EMPLOYEE NEEDS


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Mingus Corporations Employee Demand Analysis Survey 21

Mingus conducts an employee survey to ensure optimal device provisioning.

Survey questions address current technology use and preference patterns,

level of access to confidential information, and mobility requirements. The

survey results help in identifying specific security risks for each employee

segment.

UNDERSTANDING EMPLOYEE NEEDS (CONTINUED)


UNDERSTANDING

EMPLOYEE NEEDS


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Quick Poll

Do you own

the Android

smartphone? Yes

NoView Results

Announcements

Click here to join the iPhone Pilot!

Sign up for SharePoint training.

Discussion Forum

Discussion Threads

iPad worth the investment?

(60 answers) Questions about remote access

(45 answers) How do I access Outlook with my iPhone?

(50 answers)

View FAQs about

collaboration

services.

Subscribe to

our RSS feed to

receive updates

about new

services.

Mobile Worker Community Site

1. IT surveys

employees on

services before

rollout.

5. Opportunity to

gain early access

to new tools

motivates users

to engage with IT.

2. Employees can

select the type of

communications

they want to

receive, creating

an organic pull to

the site.

3. IT remains informed

of user needs.

4. Employees

help each other,

driving down IT

help desk costs.

Start a New

Discussion

APPLY MARKETING LISTENING TECHNIQUES

TO IDENTIFY NEEDS

Community Site for Mobile Worker PersonaIllustrative

Fords community site allows IT to keep track of evolving employee preferences and workflow needs by conducting short surveys and viewing peer discussions.

Mobility

Consumerization

Collaboration

UNDERSTANDING

EMPLOYEE NEEDS


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Number of devices Share of OS types Bandwidth consumed Time spent online

Corporate Network

Employee NetworkPersonally Owned Devices

Guest Network

Metrics Collected

Filtered access to Internet only; no access

to corporate apps or data Employee standards for accountability

Unfiltered access to Internet Guest standards for accountability

Full access to corporate apps/data No personally owned devices permitted

1 Pseudonym.

MARKET RESEARCH OVER THE NETWORK

Omega Corporation Wi-Fi Configurations

1

Omega captures employee demand

for personally-owned devices bysetting up a unique Wi-Fi network

to capture key data points.

Mobility

Consumerization

Collaboration

UNDERSTANDING

EMPLOYEE NEEDS


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Solicit User Feedback to Refine Storyboard

1. Collect User

Stories

2. Synthesize

into Themes

3. Create

Storyboards

4. Identify Required

Capabilities

5. Conduct Capability

Gap Analysis

6. Prioritize Capability

Investments

7. Build Tools

Sample User Stories

As an engineer, I need to rate content so I can

express how I feel about its quality.

As a clinical research specialist, I need to identify

external experts to get an external view on a topic.

Themes1

1. Manage organizational content.

2. Publish authoritative and nonauthoritative

content.

3. Automate and facilitate organization at

processes.

4. Share and collaborate with organizational

members.

5. Share and collaborate with nonorganizational

members.

AGILE COLLABORATION NEEDS ASSESSMENT

Collaboration Solutions Development Process

1. Map requested collaboration activities in a

storyboard.

2. Reconcile storyboard with de facto user

workflows.

3. Incorporate additional unarticulated challenges

that may arise from the new storyboard.

4. Walk users through storyboard to pressure-test

outcomes.

Examples Accessibility Management Content Archiving Social Tagging

Key Questions Is the capability available in house? Do we have a capability that provides

part of the solution?

Key Questions How important is the capability for

successful implementation?

High: Must have

Moderate: Critical, but can be delayed

Low: Nice to have

Mobility

Consumerization

Collaboration

UNDERSTANDING

EMPLOYEE NEEDS


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WHY CANT IT BE DONE WITHOUT MOBILE?

Sabre Holdings Questionnaires for Business and Employees

Business Sponsor Questionnaire

1. What are you trying to do?

We want to offer a solution to travelers that helps

them manage their travel throughout the trip.

2. Why cant you achieve this business objective

without mobile?

While travelers are in-trip, it is often difficult to

communicate with them.

3. What is the pain point?

Travelers typically think of trip management

applications when they are looking for flightstatus or during delays. We want to expand our

engagement by making life easier for in-trip

travelers.

4. To what degree are you changing an existing

business process?

The travel lifecycle has always had a gap in the

in-trip phase. To move a product or service

into this phase requires a change as well as new

approaches and data.

Use Case 3: Employee

1. Who are you as a potential user? What is your role?

A road trip traveler



A business traveler



A leisure traveler

2. What do you need to accomplish?

While in the middle of my trip, I need to know my

hotels amenities and what other events/activities

may be available.

3. Why do you need to do that?

I usually find these items in advance of the trip,

but if I fail to do that, I have difficulty finding the

information.

4. Why cant you accomplish this without mobile

devices? How have you tried to resolve this

need in the past?While in-trip, access to a PC can be extremely

difficult. Calling for information has proven hit or

miss.

Mobility

Consumerization

Collaboration

UNDERSTANDING

EMPLOYEE NEEDS

UNDERSTANDING


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SPOT MISSION-CRITICAL COLLABORATION NEEDS

Schneider Electrics Employee Collaboration Survey

Mobility

Consumerization

Collaboration

UNDERSTANDING

EMPLOYEE NEEDS

Team Dependence Communication Habits

015

Min.

1530

Min.

3060

Min.

12

Hrs.

23

Hrs.

> 3

Hrs.

Phone

E-mail

File sharing,

team spaces

(e.g., SharePoint)

Intranet

Web conferencing

(i.e., WebEx)

Traditional meeting

0 13 35 57 79 > 10

Number of projects

managed per week

0 120 2040 4060 6080 8090 90100

Percentage of people

you work with who are

inside your business unit

0

Days

< 1

Week

12

Weeks

23

Weeks

> 3

Weeks

All the

Time

Days per month

on business trips

Information Intensity Tech Savviness

High Medium Low No

Value

Unfamiliar

with

Capability

A single platform for

employees to share

knowledge, blogs, threaded

discussions

Video conferencing

Delivery of collaboration

capabilities on mobile devicesSingle voice mail for your desk

and mobile phones

Instant messaging/presence

awareness

Collaboration with external

customers of partners within a

centralized platform

015

Min.

1530

Min.

3060

Min.

12

Hrs.

23

Hrs.

> 3

Hrs.

Expert location

Sharing or sending

information more than

once

Searching for

information for own

projects, activities, orinitiatives

Providing updates on

projects or activities in

meetings

What are the two most critical collaboration processes that need

to be improved?

Three simple

measures

identify

employees

with complex

collaboration

needs.

Dependence

on tools

helps gauge

the change

management

effort required

to move

employees to

more efficient

collaboration

channels.

Four common

activities help

set priorities

for workflow

improvements.

Gauging

employee

technology

readiness

across the

enterprise

allows ITto target

education

efforts.


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UNEARTH UNARTICULATED NEEDS

The Discovery Process for Employee Productivity Roadblocks

Exploratory Interview Discussion Guide (Pages 1819) Problem Discovery Interview Discussion Guide (Page 20)

Thank you for participating in this interview. I am

helping to develop a new generation of tools to

assist our staff. Id like to spend some time on

I. Day in the LifeWho are the people you typically interact with

and how do you interact with them?

What do you spend the most time on?

What is a good use of your time and what is not?

What would you assign to someone else

if you could?

Where do you workin the office, at a client

site, at home?

Today Id like to focus on what you consider your

most critical responsibilities, tasks, and measures

of success in your job.

I. Identify Role ObjectivesWhat is the most difficult task you encounter

in your job?Could you provide an example of a time when

you had difficulty accomplishing this task?

II. Identify Problem Statements

Onboarding and Exploratory Interview Problem Discovery Interviews

Objectives

1. Understand key objectives of the employee

role.

2. Document employee productivity roadblocks

and impact on productivity.

3. Iterate on solution concepts that would

eliminate current roadblocks.

What would you like to be spending the mosttime on?

What are you trying to accomplish when you

encounter this problem?

Objectives

1. Collect background information on the

employee.

2. Understand a day in the life of the employee.

3. Observe the employee in his or her natural

work environment.

26 months of iterations

Mobility

Consumerization

Collaboration

UNDERSTANDING

EMPLOYEE NEEDS

UNDERSTANDING


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EMPLOYEE EXPLORATORY INTERVIEW GUIDE

I. Background

1. Job Position/Title

2. Business Unit Name of business unit Size of business unit Structure of business unit How are you personally evaluated?

Who supports you?

3. Tell me about your career/educational background and how you got to whereyou are today. Undergraduate Graduate school/MBA Career progression

4. What is your key area of expertise? What would you like to be your key area

of expertise?

5. What does your network of peers look like?

6. Extracurricular activities (both job-related and personal)?

7. Level of comfort with technology?

8. How do you keep up with new developments in your field?

9. How do you learn about new products or services to help you with your job?

10. How is success typically measured in your job? How do you tie that success back

to the work you did?

11. What is the single most important thing you can do well in your job in the eyes

of your company/boss/industry?

12. When you look back on this job 5 or 10 years from now, how will you decide if you

were successful at it?

Objectives

1. Collect background information on the employee.

2. Understand a day in the life of the employee.3. Observe the employee in his or her natural work environment.

II. Day in the Life

Describe a typical day for you. Walk me through what time your day normally starts,

typical activities, etc.

1. What are your hours?

2. Who are the people you typically interact with and how do you interact with them?

3. What do you spend the most time on?

4. What would you like to be spending the most time on?

5. What is a good use of your time and what is not?

6. What would you assign to someone else if you could?

7. Where do you workin the office, at a client site, at home?

8. In your everyday work, what tools/resources do you rely on to make your work

easier? What tools serve you well and you could not live without? What tools are less successful? Can you tell me about a work task that was made a lot easier using a tool that

you purchased? How did that tool/resource make the job easier? How do you customize/modify the tools that you use to help you in your work?

(Or can you generally use them off the shelf?) Is there a product you wish you had that is not available?

9. What resources are available to you, free and paid for?

10. What resources do you wish you could have?

11. How do you see your job changing in the next five years? What tools/resources will

become more important?

Mobility

Consumerization

Collaboration

UNDERSTANDING

EMPLOYEE NEEDS


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Mobility

Consumerization

Collaboration

III. Information Trends

1. What are some of the new tools that you use in your work?

2. What are some of the new tools that are getting buzz from your colleagues,

in industry hubs, etc.?

3. Have you tried any of these? If not, what is the reason?

4. How do you find out about and keep on top of new developments in your field?

5. Which professional associations/groups do you belong to?

6. What news/blogs/etc., do you read?

7. Tell me about the design/features of websites that you like best?

What do you like about them? What keeps you coming back to them?

IV. Clients and Business

8. What type of clients do you deal with?

9. Do you develop business yourself? If so, how do you go about it?

10. How comfortable are you with business issues?

11. How are you involved in purchasing decisions?

12. How are you involved in ROI and bottom line? (If not involved, who is?)

V. User/Buyer Criteria

13. How would you define your area of professional expertise? Would you be

accepting of a broader definition, e.g., collecting/analyzing/understanding/sharing

information?14. Are you a buyer or user (or other influencer) of tools pertinent to your area of

professional expertise?

15. What providers and services do you use to help you in your area of professional

expertise?

16. How do you decide what to buy/use?

17. What are your perceptions and attitudes that would prevent you from considering

a purchasing decision of a technology tool or professional services?

EMPLOYEE EXPLORATORY INTERVIEW GUIDE

(CONTINUED)

UNDERSTANDING

EMPLOYEE NEEDS

UNDERSTANDING


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Mobility

Consumerization

Collaboration

I. Identify Role Objectives

Purpose of session:

Today Id like to focus on what you consider your most critical responsibilities, tasks or

measures of success in your job. In other words, if you had to give someone a high-level

overview of the top 10 things you have to get done in your job to be successful (or not

get fired!), what would they be? How would you define your job?

1. What do you spend most of your time on? What task(s) do you focus on most frequently?

2. What is the most difficult task you encounter in your job?

3. How do you evaluate success?

Tip: If the employee has a hard time getting started, provide them with an example

of a job objective from a prior interview, e.g., one of the key responsibilities for a New

Business Development Junior Executive would be to identify new opportunit ies to find

new clients.

For each role objective, follow up with the questions below (if relevant) to really

understand what the role is trying to accomplish and what problems they might have

with accomplishing it:

4. Describe why you consider this is a primary or critical responsibility, task, or measure

of success.

5. Could you provide an example of a time when you had difficulty accomplishing it?

Note: The aim is to try and get a use case.

6. Could you explain what makes it (or parts of it) challenging, inconvenient,

or frustrating?

7. What makes it time-consuming?

8. What makes this task go off trackwhat could make it go wrong, or how could you

be distracted from accomplishing it successfully?

9. How are you evaluated on it?

10. How could it be accomplished more efficiently or productively?

11. What solutions are you currently using today? Are they free or fee-based? If so, how

much do they cost? What works and doesnt work about what youre using today?

Objectives

1. Understand and validate desired outcomes to be done in the role (identify role objectives).

2. Document employee productivity roadblocks and their ties to productivity (identify problem statements).

II. Identify Problem Statements

Purpose of session:

Today Id like to take a step back and have an open discussion about problems or

challenges you face in your area of professional expertise. I want to provide you with the

opportunity to talk about any problems or issues you have, regardless of whether theyre

related to the solutions Applications could not provide.

Tip: For each problem, please follow up with the questions below (if relevant) to really

understand what the challenge is and what the employee is trying to accomplish when

he or she encounters this problem.

12. Could you please describe the problem?

Note: The aim is to try and get a use case around the problem.

13. What are you trying to accomplish when you encounter this problem?

14. Why is it critical to solve this problem?

15. What solutions are you currently using today? Are they free or fee-based? If so, how

much do they cost? What works and doesnt work about what youre using today?

16. Are you trying to minimize or increase the aspect of time, frequency, likelihood

or XX amount of this problem?

Tip: It is unlikely the employee will articulate what amount of the problem they

would like to minimize or increase. You may have to restate the problem back to them

to get clarification.

Answers from these questions should

reveal more granular roadblocks, which

should provide the basis and drive a

problem statement discussion.

The answer from this

question should map

the problem to a role

objective.

PROBLEM DISCOVERY INTERVIEW GUIDE

UNDERSTANDING

EMPLOYEE NEEDS


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EMPLOYEE DEMAND ANALYSIS SURVEY

Thank you for helping us with this survey on how you use technology for work. We are gathering information so we have a clear picture of what role mobile,

computer, and collaboration technology plays at Mingus. Your responses will help in our planning processes. Your responses are completely confidential. We

won't know who answered the survey, and we will analyze the information only in aggregate.

1. What is your department?

_______________________________________________________________________________________________________________

_______________________________________________________________________________________________________________

2. Of the following devices, which do you use in the course of your workday one or more times each week? (Please select all that apply.)

Desktop Computer

Laptop, Notebook, Netbook, or Tablet/Slate Computer

Smartphone (e.g., BlackBerry with E-Mail)

Regular Mobile Phone (Without E-Mail)

A Workstation That I Share with Others

None of These

3. Please indicate how frequently you use each device during the typical workday.

Hourly Daily Weekly Monthly Never

Laptop, Notebook, Netbook, or Tablet/Slate Computer

MingusCorporation

1Mobility

Consumerization

Collaboration

UNDERSTANDING

EMPLOYEE NEEDS

1 Pseudonym.

UNDERSTANDING


33/199




4.During the typical work week I use a computer: (Please select all that apply.)

At My Work Desk

Away from My Desk but Still Located On-Site

From Home

While Travelling (Off-Site)

Other

5. Please indicate how frequently you use your computer at each location during your typical work week:


At My Work Desk

Away from My Desk but Still Located On-Site

From Home

6.How do you access the network or the Internet for work purposes? (Please select all that apply.)

Corporate Network (I Plug into the Wall at Work)

Wireless Network at Work (Wi-Fi at Work)

Wireless Network at My Home Wired Network (Plug into the Wall) at My Home

Public Wireless Network (e.g., in a Coffee Shop)

3G Card (Cellular Card with Service)

Other (Please Specify) ___________________________________________________________

EMPLOYEE DEMAND ANALYSIS SURVEY (CONTINUED)

1 Pseudonym.

UNDERSTANDING

EMPLOYEE NEEDS

MingusCorporation

1Mobility

Consumerization

Collaboration


34/199





7. Which of the following peripherals do you need to perform your job? (Select all that apply.)

Scanner Desktop Printer

Digital Camera

Video Camera

Signature Pad

All-in-One Device

None of the Above

8. Which of the following types of products or services do you use in your job? (Please select all that apply.)

Instant Messaging Application (e.g., Microsoft Office Communicator, Microsoft Messenger)

Presentations (e.g., PowerPoint)

E-Mail (e.g., Microsoft Outlook)

Word Processing (e.g., Microsoft Word)

Calendar (e.g., Microsoft Outlook)

Employee Intranet or Company Portal

Video Conferencing in a Room

Web Browser

Web Meeting or Web Conferencing Application (e.g., LiveMeeting, WebEx, GoToMeeting)

Team Document Sharing Sites (e.g., SharePoint)

Spreadsheets (e.g., Excel)

None of the Above

1 Pseudonym.

UNDERSTANDING

EMPLOYEE NEEDS

MingusCorporation

1Mobility

Consumerization

Collaboration

UNDERSTANDING


35/199




9. For each of the following products or services, please indicate how frequently you use them.


Web Browser

Word Processing (e.g., Microsoft Word)

Presentations (e.g., PowerPoint)

E-Mail (e.g., Microsoft Outlook)

Calendar (e.g., Microsoft Outlook)

Instant Messaging Application (e.g., Microsoft Office Communicator,

Microsoft Messenger)

Employee Intranet or Company Portal

Team Document Sharing Sites (e.g., SharePoint)

10. How would you describe the level of access to sensitive information that you have?

I Have Access to Information Relevant to Only My Work

I Have Access to Information Relevant to Everyone on My Team

I Have Access to Information Relevant to Many Employees

I Have Access to Information Relevant to Customer Private Information

I Dont Have Access to Confidential Information



EMPLOYEE NEEDS

MingusCorporation

1Mobility

Consumerization

Collaboration

1 Pseudonym.


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11. Which of the following Internet resources, if available, would assist you in completing your work?

Facebook

LinkedIn

YouTube

Twitter


None of the Above

12. When working, approximately what percentage of time do you spend away from your desk? (If you are already a mobile employee, please mark as 100%.)

0%

25%

50%

75%

100%

13. How often, if ever, do you work from home?

Never or Doesnt Apply to Me

Less Than Once a Week

About Once a Week

Two to Four Days per Week

Five or More Days per Week

UNDERSTANDING

EMPLOYEE NEEDS

MingusCorporation

1Mobility

Consumerization

Collaboration

1 Pseudonym.


37/199


38/199




16. Please indicate how much each statement describes your attitudes toward technology and your work style. (Please rate each section.)

Strongly Disagree Strongly Agree

1 2 3 4 5 6 7 8 9 10

The technology I have at home is better than what I have at work.

Technology is important to completing my work.

I like technology.

I am more productive when I am part of a team.

I like flexibility in my work hours and work location.

I like sharing what I know with others.

The security software on my computer gives me confidence that

I can use the Internet for work purposes.

I am always looking for opportunities to learn new things.

I am comfortable using my credit card to pay for things online.

I am worried about security on my computer.


UNDERSTANDING

EMPLOYEE NEEDS

MingusCorporation

1Mobility

Consumerization

Collaboration

1 Pseudonym.

UNDERSTANDING


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17. What things would make you more successful in your job (on a scale of 15 where 1 = the same as today and 5 = much more successful than today)?


AlreadyAvailable

No Change Much More Successful

N/A 1 2 3 4 5

Smartphone for e-mail, calendar, and Intranet/Internet access

Video conferencing

Web conferencing tools

Access to my work e-mail from non-Mingus device

Using my personal smartphone for work

Using my personal PC for work

(Dont Prefer at All) Prefer the Most

1 2 3 4 5

1. Laptop, notebook, netbook, or tablet/slate computer

2. Smartphone or mobile device

3. Choice of devices that company provides

18. On a scale of 15 where 1 = dont prefer at all and 5 = prefer the most, how would you rate your preference for communicating for work?

(continued on next page)

EMPLOYEE NEEDS

MingusCorporation

1Mobility

Consumerization

Collaboration

1 Pseudonym.


40/199




Dont Prefer at All Prefer the Most

1 2 3 4 5

1. Use my personal smartphone for work also

2. Work e-mail/calendar access from home

3. Instant messaging (e.g., Office Communicator, Windows Messenger, etc.)

4. Social networking (e.g., Facebook, Twitter, LinkedIn, etc.)

5. Blogs/discussion forums

6. Wikis


19. In the past year, which form of learning have you participated in for work-related education?

Peer Knowledge Transfer

Virtual Classroom Course (all Learners Are Online at Same Time with a Live Instructor)

Online Educational Video(s)

Classroom Work at a University or Other School

Read a Manual, Training Guide, or Reference Material

Internet Searches

Online Courses

On-the-Job Training

None of the Above

Thank you for participating in our survey. Your responses have been successfully recorded.

UNDERSTANDING

EMPLOYEE NEEDS

MingusCorporation

1Mobility

Consumerization

Collaboration

1 Pseudonym.


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Segmenting the Workforce 31




E l C i S i H db k 32


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SEGMENTING THE WORKFORCE

Employee Segmentation Models

Develop segmentation criteria based on employee work styles and attitudes

toward technology.

Fords Collaboration Personas 33

Ford creates personas based on employee attitudes toward technology

and workflow needs to learn about their challenges and target services

and communications. Employees can self-select more than one of the

five collaboration personas based on their needs which customizes their

engagement with IT accordingly.

P&Gs Adoption-Based Segmentation 34

P&G segments knowledge workers based on their collaboration adoption

characteristics. Adoption-based segmentation helps connect the provisioning

of mobility tools with employee needs, target tools promotion, and estimate

the future base.

Bristol-Myers Squibbs Work Style Matrix 35BMS work style matrix is based off of employee segments that accounts for

the employers mobility mode and work priorities. The matrix is divided into

key segments: office-based and sales force employees.

GAOs Mobility Demand Metrics 36

GAO specifies the need of key stakeholders by aligning workflow with

mobility levels. Mobility scenarios with large number of boxes shaded

high need implies organization-wide implementation.

Duke Energys Workplace Selection Process 37

Duke Energy creates a survey that enables employees to think about their

work styles and mobility requirements. Ultimately employees can choose the

type of workplace that would best support their role.

Mingus Corporations Technology Value Segmentation Analysis 38

Mingus Corporation surveys employees to identify mobility needs and access

to confidential data. They use this data to determine an appropriate field of

options for different user segments.



FOUNDATIONAL ADVANCED PROGRESSIVEFOUNDATIONAL ADVANCED PROGRESSIVE



SEGMENTING THE

WORKFORCE

SEGMENTING THE

WORKFORCE


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IT calls upon prosumers to pilot

new tools and suggest collaboration

improvements.

IT dedicates a communications liaison

and gathers recommendations on

required collaboration tools and services.

IT knowledge management experts

provide assistance with specialized

needs such as domain search.

IT connects employees with each other

to share problem-solving tips and device

preferences.

IT provides information about

collaboration capability improvements.

1. Prosumers

Willing to assume the risk of using new, uncertified,

cutting-edge technologies with a light-touch support

model

Typical Demand PatternEmployee-owned IT browsers

2. Senior Leaders

Company officers and others who require high-end,

auditable, discoverable collaboration services

Typical Demand PatternSupport for off-site access

to all systems

3. Information Creators

Contribute information for decision making and need

sophisticated knowledge management tools

Typical Demand PatternAdministrative responsibilities

for team Web sites

4. Mobile Workers

Knowledge workers who work primarily from outside

the office

Typical Demand PatternHigh-end access to

information from outside the office

5. Standard Collaborators

Consumers, reviewers, and processors

of information

Typical Demand PatternOccasional participation

in meetings

CREATE COLLABORATION PERSONAS

TO CUSTOMIZE ENGAGEMENT

Personas Engagement Strategy

Mobility

Consumerization

Collaboration

WORKFORCE



45/199




Executive Management

Require maximum availability. Expect exposure to all new tools.

Work from anywhere. Focus on personal and team productivity.

Nomadic Repertory

Individual centric Functionally organized People centric Personal productivity

Work from anywhere Sales

Internal consulting

Team centric People centric Focus on group productivity Work from anywhere

Service design team Brand management

Siloed Huddled

Individual centric Location centric Functionally organized Focus on personal productivity Work from office

Call center

Travel expense processing

Team centric Place centric Group productivity Work from office

Multifunctional teams

Location project teams

Mobility

Collaborative Culture

MAP MOBILITY OPTIONS TO ADOPTION

P&Gs Adoption-Based Employee Segmentation

Mobility

Consumerization

Collaboration

SEGMENTING THE

WORKFORCE

Employees

IT awareness

and

geography

are also

considered.

Low

High

High

SEGMENTING THE

WORKFORCE


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Ineligible

Management Discretion

Eligible

Employee segments for

technology reimbursements.

Technology Work Styles

Nomad Site

Worker

Fixed Site

Worker

Nomadic Remote

Worker

Fixed Remote

Worker

Nontraditional

Site Worker

Choose

Serv

ice

Desktop Computer May have access

to shared PC

Laptop Computer Optional for

Frequent

Presentation,

Meeting Use, 24

x 7 Support

Home Office Telephone $_ per month

guidance

$_ per month

guidance

High-Speed Access

(Broadband, Cable, DSL,

etc.)

$_ per month

guidance

$_ per month

guidance

Pager For On-Call

Workers Only/

$_ per month

guidance

For On-Call

Workers Only/

$_ per month

guidance

For On-Call

Workers Only/

$_ per month

guidance

For On-Call

Workers Only/

$_ per month

guidance

For On-Call

Workers Only/

$_ per month

guidance

Choose

Dev

ice

Cellular phone (Voice Plan

Only)

$_ per month

guidance

$_ per month

guidance

Cellular MultifunctionalWireless Device (i.e., Trio)

Blackberry Device with

Wireless and Calendar

Service)A recommended reimbursement amount is provided as

a guideline to management. This rate is to be consistent

across employee profiles, but it can vary according to region.

ASSESS JOB-BASED NEED

Bristol-Myers Squibbs Work Style Matrix

Mobility

Consumerization

Collaboration

WORKFORCE



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MissionStaff

SeniorExecutive

AdministrativeSupport

Assistant

Directors

Analystsin

Charge

Analysts

ARM

FSI(OSI)

Lawyers

Managers

Other

Executive

Committee

Managing

Directors

Directors

ISTS

Operations

Facility

Management

Safetyand

Security

1. Traveling:

Work Done

in Transit

2. In-Building:

Conference

Rooms, Etc.

3. Remote

Locations:

Field Offices

4. Flexiplace:

Telework,

COOP, Etc.

5. ForwardPresence:

Collocation

on Client Site

Employee Group

2. Mobility-Enabling

Technology withGreatest Demand

Across All Employee

Groups

1. Employee Groups with

Greatest Diversity of Demand

High Need

Medium Need

Low Need

MAP MOBILITY WORKFLOWS TO SCENARIOS

GAOs Mobility Demand MetricsIllustrative

Mobility

Consumerization

Collaboration

SEGMENTING THE

WORKFORCE

Mobility scenarios with

large number of boxesshaded high need implies

organizational-wide

implementation.

Employee groups with large number of

boxes shaded high need may require more

technology access and focused attention.

SEGMENTING THE

WORKFORCE


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Help Employees

Understand Their

Own Work Styles

Create a Well-

Defined Universe

of Choice

Ultimately,

Allow Employees

to Choose

Problem Solver Space

Individual focused

work style with

occasional collaboration

Collaborator Space

Primarily works with

others to achieve

results in a collaborative

workspace

Traveler Space

Travels or works from

home frequently and

needs touch down

space for office visits

Manager Space

Manages people and

functions and needs a

combination of quiet

and collaborative space

Workplace Needs Survey

How often do you

collaborate with your team?

___________________

What percentage of your

time do you spend working

at your desk?

___________________

How satisfied are you

with your physical work

environment?

___________________

Choose the Work Profile

That Best Suits Your Role

Name: Jake Adams

Problem Solver

Collaborator

Traveler

Manager

CHOICE WITHIN LIMITS

Duke Energys Workplace Selection Process

Mobility

Consumerization

Collaboration

Source: CEB Real Estate Executive Board research.



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Minguss analysis suggests a

need for disproportionate focusamong employees with the most

intensive technology use. Works from multiple

locations Deals with confidential

information but limited

to own customers Uses most applications Clearest vision for how

to use technology Greatest interest in

BYO and smartphone

support

Less mobile, does not

deal with confidential

information Values location

flexibility and prefers

smartphone use

Satisfied with current

technology capabilitybut values ability to

work from home

Not mobile but

requires accessto broad sets

of confidential

information

High

Enable Smartphone

Capability

Enable Early

Adopter Capability

Enable Work

from Home

Enable Security

7%

Mo

bility

Need

Access to Sensitive DataLow

Low

High

= Percentage of Workforce

28% 25%

40%

MAP CAPABILITY NEEDS

Mingus Corporations Technology Value Segmentation Analysis

1 Pseudonym.

MingusCorporation

1Mobility

Consumerization

Collaboration

SEGMENTING THE

WORKFORCE


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Roadmapping and Investment Planning 39



3. Roadmapping and

Investment Planning



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p y p g



Strategic Planning and Roadmaps

Develop strategy to enable capabilities like mobility and collaboration.

Cornings Portfolio Management Tools 42

Corning maintains sets of interlinking maps that capture the impact of

external events on Cornings products and trace the implications on

underlying technologies and project queues. Keeping track of these

interlinkages allows Corning to make complex portfolio decisions in a rapid

but informed manner.

CEBs Mobility Roadmap Example 44

The Council built this best-in-class example of a roadmap to help

infrastructure leaders assess and plan investments that will sustain

differentiation. The roadmap is organized by capabilities first and then by

projects or other inputs.

Tacomas1Mobility and Collaboration Project Charters 45

Tacoma created mobility and collaboration project charters to help align

all IT and business partners around a common vision, and create a mutual

understanding of the business need for mobility and collaboration, scope and

objectives, guiding principles, risks and constraints.

Toyotas Workplace of the Future Roadmap 47

Toyota developed a multi year roadmap to move to a cloud-based e-mail

and collaboration solution that aims to provide Toyota North America with

significant benefits while taking advantage of leading edge technologies.

The roadmap is being executed in five broad phases: Program Management,Infrastructure Readiness, Device Readiness, Collaboration, and Business

Applications.

Nikes Enterprise Mobility Vision and Roadmap 48

Nike defined its mobility infrastructure vision with the objective of making

mobile computing ubiquitous for employees. They then translated this vision

into a set of actionable objectives, identified the technology investments

required to meet each objective, and laid out a year-long roadmap for

implementation.

Fords Collaboration Technology Roadmap 49

Ford maintains a multiyear roadmap for the introduction of employee-

relevant capabilities in addition to its technology product-level roadmap.

The product roadmap helps integrate technology planning across numerous

stakeholders.

ROADMAPPING AND INVESTMENT PLANNING

1 Pseudonym.







ROADMAPPING AND

INVESTMENT PLANNING

ROADMAPPING AND

INVESTMENT PLANNING


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Roadmapping and Investment Planning 41

Investment Planning

Conduct technology evaluations and estimate cost of added complexity to

maximize ROI.

Exxon Mobils Emerging Technology Incubation Process 52

Exxon Mobil uses a formal incubation process to determine fit for purpose

and proof of concept

IEC Employee Computing Services Handbook

Documents

Transcript of IEC Employee Computing Services Handbook