The Digital Workplace in the Connected Oganization

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www.digital-workplace-trends.com

The Digital Workplace

in the Connected

Organization

Jane McConnell, May 2014

@netjmc

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Strategic Advisor 16 years > 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

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A wide range of global organizations… •  Air Liquide, Paris •  Amadeus, Madrid •  ArcelorMittal, Luxembourg •  Areva, Paris •  Arup, UK •  Alcatel-Lucent, Paris •  Alstom Group, Paris, Switzerland •  Ericsson, Stockholm •  IKEA, Sweden •  Nokia, Helsinki •  Novartis, Switzerland •  UNHCR – United Nations High Commissioner for Refugees,

Geneva •  United Nations Peacekeeping Operations, New York •  United Nations Secretariat, New York •  ….

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www.digital-workplace-trends.com

314 organizations around the world Data collected end of 2013 8th annual survey and report Published February 2014 Jane McConnell

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Ø Challenging the way we work

Ø  The digital workplace model

Ø Early Adopters: 3 fundamental differences

Ø Humanizing the workplace: 4 positive trends

Ø Pride in serving customers

Ø Challenges on the digital workplace journey

The Digital Workplace in the Connected Organization: Today and Tomorrow

A look back… and a look forward…

➡  Managed information and enterprise applications.

➡  Owned by Communication.

➡  At this stage, it is called the “intranet”.

➡  Structured according to the organizational structure with control and clear, distinct “territories” and responsibilities.

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Authoritative, stable managed dimension

➡  The arrival of digital platforms for structured project collaboration brings “real work” to the intranet.

➡  Goals become productivity & efficiency.

➡  Business and IT work together to meet operational needs by creating collaborative platforms.

➡  Competition starts between the “intranet” and the “collaborative platform”.

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Structured collaboration dimension

➡  The arrival of “social media” in the enterprise brings disruption.

➡  People are empowered, potentially.

➡  Traditional roles of management, HR, IT and Communication are challenged as people begin to self-declare and self-organize.

➡  However, social stays in its own corner, isolated from “real work”.

Social collaboration dimension

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➡  Social collaboration impregnates the enterprise facilitating

visibility of work, openness, efficiency and accountability.

➡  The “digital workplace mode” requires leadership rather than management. It is built on : “freedom within a framework”.

➡  HR, IT and Communication find new roles as people begin to self-declare and self-organize.

➡  Self-organizing communities have strong influence over work and decisions.

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Authoritative, stable managed dimension Authoritative, stable

managed dimension Structured collaboration dimension

+ Mobile dimension

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+ Mobile dimension

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Most organizations are here.

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4 1



+ Mobile dimension

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A real game changer

happening right now.

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4 1



+ Mobile dimension


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Communication" IT " HR"

"  the message" "  the toolset" "  profiles"

"  the target" "  the users" "  expertise"

"  the timing" "  the rollout" "  personal branding"

Losing control? Or evolving from management to leadership?

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•  Bjoern Negelmann, European Enterprise 2.0 (Germany)

•  Brian Holness International Power – GDF SUEZ (UK)

•  Céline Schillinger, SANOFI PASTEUR (France) •  Cornelis van der Brugge, NOKIA (Finland) •  Ernst Décsey, UNICEF (Switzerland) •  Franklin Bradley, Architect of the Capitol (US) •  Gloria Burke, UNISYS (US) •  Jon Husband, Wirearchy (Canada) •  Linda Tinnert, IKEA (Sweden) •  Martin Risgaard, Grundfos (Denmark) •  Rawn Shah, Forbes.com (US) •  Sam Marshall, ClearBox Consulting Ltd. (UK) •  Stéphane Aknin, AXA, (France) •  Susan Scrupski, Change Agents Worldwide LLC.

(US) •  Thomas Maeder, Swisscom AG (Switzerland)

Digital Workplace Research Advisory Board 2014

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The digital workplace lives at the intersection of people, organization and tools.

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Leadership

Culture Asset

MINDSET

ENABLERS CAPABILITIES

Process

Structure

Reach Enterprise

Business

Individual

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•  Strategic drivers

•  Strategic positioning

•  Culture

Early Adopters: 3 fundamental differences

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Top 2 strategic drivers for the digital workplace •  Increasing organizational

intelligence

•  Gaining efficiency and cost-savings

Number 1 for Early Adopters

Number 1 for the

Majority

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Specific program

Part of larger initiative

Aligned to strategicvalues/goals

Currently working on alignment

Not currently workingon alignment

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12

21

44

27

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32

42

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Early adopters % Majority %

Strategic Positioning: Enterprise Transformation

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Early Adopters in blue, Majority in gray

Organizational cultures in Early Adopters are more open, entrepreneurial and team-oriented.

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•  Direct, individual expression

•  Networking with others

•  Communities

•  Mobility

Humanizing the workplace: 4 positive trends

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Sharing informationand knowledge

Co-creatingcontent

Reacting to news,information

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35

20

64

56

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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 “enterprise-wide” or “in some parts”.

Sharing info & knowledge

Co-creating content

Reacting, commenting

37 64%

35 56%

20 49% 2008

2013

2008

2008

2013

2013

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Enterprise social networking exists in over 40 percent of organizations today.

A comparison between 2008 and 2013.

% deployment “enterprise-wide” or “in some parts”.

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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

People will have more mobile services by the end 2014

•  News, information •  Project managers •  Employee self-service •  Employee education •  Managers on the road or off site •  Management reporting

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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 – 40% By end 2014

=

90% of Early Adopters are investing in mobile services for the workforce.

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High priority andsignificant investment

made

Considered important,some investment

Moderate level ofinterest

Little or no interest

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44

33

11

42

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Lexmark operates in an 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.

““…

In Practice Case page 34 in The Digital Workplace in the Connected Organization.

““A flexible BYOD device 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 “work out loud” – 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 system…. When a social platform is full of engaged employees, the results can be powerful.

Dennis Pearce Enterprise Knowledge Architect, Lexmark


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FOUR BUSINESS SCENARIOS

1.  Ease and efficiency for customer-facing people.

2.  Organizational flexibility when facing sudden change.

3.  Developing skills and knowledge as a natural part of working.

4.  Retaining knowledge and know-how

of older experts when they retire.

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1. How easy is it for customer-facing people to… •  find the information they need, •  provide rapid service, •  collaborate with their customers and colleagues, •  and in general have a smooth and efficient work

experience?

ü  Very easy ü Relatively easy ü  Somewhat difficult ü  Very difficult ü  Impossible

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Very easy

Relatively easy

Somewhat difficult

Very difficult

Impossible

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53

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13

57

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Customer-facing people

70 % 24 %

“ (Our clients) remain delighted to pay our fee because our people working together provide a service that is second to none.

“

Adam Pope Senior Librarian, Arup


“ In late 2012 Hurricane 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 client’s 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.

“

Adam Pope Senior Librarian, Arup


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ü  Too much focus on the tool, not enough on people and change

Toughest Challenges


ü Hesitation to rethink processes and ways of working

Toughest Challenges


ü Hesitation to rethink processes and ways of working ü Management needs proof of quantifiable ROI

Toughest Challenges


ü Hesitation to rethink processes and ways of working ü Management needs proof of quantifiable ROI ü Decisions based on consensus, slow and long

Toughest Challenges


ü Hesitation to rethink processes and ways of working ü Management needs proof of quantifiable ROI ü Decisions based on consensus, slow and long ü  Stakeholder politics, power struggles impact

decision-making

Toughest Challenges



decision-making

Toughest Challenges

Serious challenge, holds us back

Approximately 50 % of the Majority



decision-making

Toughest Challenges

Manageable, requires special effort

Serious challenge, holds us back

Approximately 50 % of the Majority Approximately 50 % of Early Adopters

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Today, our focus needs to be here.

Wrap up

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The Digital Workplace in the Connected Organization: Today and Tomorrow (Wrap up 1/6)

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Ø Digital Workplace = Capabilities + Enablers + Mindset


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•  Organizational intelligence is #1 strategic driver.

•  The digital workplace facilitates enterprise transformation.

•  Open, participatory cultures are more

common in Early Adopters than in the Majority of organizations.


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•  Individual expression •  Enterprise social networking •  Communities •  Mobile


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Ø Pride in serving customers Ease and efficiency for the customer-facing workforce


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The mindset, not the technology


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[email protected] 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 – work group of digital practitioners, Paris-based (www.intranetwork.fr)

The Digital Workplace in the Connected Oganization

Technology

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