digital workplace in the connected organization

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www.digital-workplace-trends.com

The Digital Workplace in the

Connected Organization

Highlights in

20 Minutes Enterprise 2.0 Summit in Paris

February 2014

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Data and analysis from 314 organizations around the world. Digital Workplace Scorecards: industries and industry leaders Early Adopters and the Majority: how and what 8th annual report by Jane McConnell

www.digital-workplace-trends.com

The Digital Workplace in the

Connected Organization

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Strategic Advisor 16 years > 100 projects for > 60 large, global organizations, management briefer and workshop leader Researcher conducting global surveys and writing annual reports since 2006 American-French living in the deep Provence for 25 years

Author: Jane McConnell

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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 Advisory Board for 2014

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

ENABLERS CAPABILITIES

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MINDSET

10

11

0 20 40 600

18

36

54

72

90

0 20 40 600

18

36

54

72

90

Individual

Business

Enterprise Process

Structure Reach

Leadership

Culture Asset

Level 5Embedded

Level 4Operational

Level 3Organized

Level 2Beginning

Level 1Ad hoc

Capabilities Enablers MindsetMajority. n=247

Early Adopters (blue markers, n=67) compared to the Majority (black markers, n=247)

Professional Services

Tech, Media, Telecom

Financial Services

Manufacturing

Humanitarian, Charity

Energy, Resources

Education

Govt, Public Services

18%

21%

30%

38%

26%

41%

44%

56%

50%

48%

57%

52%

58%

52%

50%

41%

21%

24%

9%

7%

16%

7%

6%

3%

11%

6%

4%

3%

Level 5 Level 4 Level 3 Level 2 Level 1

5. Embedded, proactive 4. Operational, sustainable

Maturity by Industry

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The two strategic drivers for the digital workplace: •  Increasing organizational intelligence

•  Gaining efficiency and cost-savings The first is number one for Early Adopters; the second is number one for the Majority.

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46 % of Early Adopters report that operational managers have “active use” of the digital workplace for their jobs. (Majority =10%) “Customer or service delivery tools” are part of the digital workplace for 57 % of Early Adopters. (Majority = 19 %)

CUSTOMER FOCUS

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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?

9 out of 314 “very easy” and 97 “relatively easy”

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0 20 40 600

18

36

54

72

90

0 20 40 600

18

36

54

72

90

Individual

Business

Enterprise Process

Structure

Reach

Leadership

Culture Asset

Level 5Embedded

Level 4Operational

Level 3Organized

Level 2Beginning

Level 1Ad hoc

Capabilities Enablers MindsetCustomer-facing n=97 'relatively easy'

Scorecard for the 97 that responded “relatively easy” (gray ticks = Early adopters)

0 20 40 600

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36

54

72

90

0 20 40 600

18

36

54

72

90

Individual

Business

Enterprise

Process

Structure

Reach

Leadership

Culture Asset

Level 5Embedded

Level 4Operational

Level 3Organized

Level 2Beginning

Level 1Ad hoc

Capabilities Enablers MindsetCustomer-facing n=9 'very easy'

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Scorecard for the 9 that responded “very easy” (gray ticks = Early adopters)

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HUMANIZING THE ENTERPRISE

Empowering people through enabling individual expression. Mobile services for the workforce

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Mobile is slow

%

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Mobile Services Will Reach 30 - 40% by Late 2014

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NEW ORGANIZATIONAL DESIGN

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MINDSET IMPACT

Key to transformation: top management and operational management are twice as involved in strategic decision-making in Early Adopters.

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Question inspired by ‘Culture Assessment’ tool presented by Sandy Carter, VP Social Business Sales & Evangelism, IBM, at Enterprise 2.0 Summit in Paris March 2013.

Question inspired by ‘Culture Assessment’ tool presented by Sandy Carter, VP Social Business Sales & Evangelism, IBM, at Enterprise 2.0 Summit in Paris March 2013.

Early Adopters in blue, Majority in gray

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THE FUTURE WORKPLACE

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Toughest Challenges “Manageable” for Early Adopters, “Holds us back” for the Majority

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Main Concerns Are Considered “Manageable” by Everyone

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Change Drivers: Behavior of Others

+ 14 % from previous year

+ 17 % from previous year

Success Factors: Be Real

•  Get an overall view of your digital workplace: now and in the future –  Get key players in the room together. –  Define vision and strategic principles. –  Agree on implications of the principles.

•  Build "persona" based on "how do you work" and not "what do you need from the digital workplace”. –  Be alert to process dysfunctions. Use them as opportunities to rethink how

people work.

•  Do not fall into the ROI game. –  Focus on examples, external or internal, that illustrate business value.

•  Work out loud! Especially YOU the project team!

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jane@netjmc.com Twitter: @netjmc www.netjmc.com www.digital-workplace-trends.com www.linkedin.com/in/netjmc Charter member of Change Agents Worldwide (www.changeagentsworldwide.com) Facilitator for IntraNetwork – work group of digital practitioners, Paris-based (www.intranetwork.fr)

Jane McConnell