the digital workplace - building a more productive digital work environment service by service

The  Digital  Workplace  

Photo  credit:  Mabar,  h7p://www.flickr.com/photos/mabar/      

Building a more productive digital work environment – service by service

The Employee Productivity Challenge

Predictable & stable business environment

Allowed for long term planning

Yesterday

Unpredictable & dynamic business environment

Need to be

prepared for change

Constant change is the new normal

Now & tomorrow

Pace of change

Time pressure

Workload

Cost cuts

Dependencies Pace of change

Complexity

I am actually not following a process… I’m following a cloud of activities.

How to collaborate?

How can I influence?

What is happening?

Where do I find…?

Who knows what?

When should I contribute?

Employees struggle with finding answers to the most basic questions

How to share?

Physical distance

Large & complex organizations

Lack of technology support

Barriers prevent collaboration and sharing

Dispersed workforce

No common ways of working

Different cultures & languages

People work in silos, causing suboptimization and ineffectiveness

Tried to collaborate

*John  Stepper,  Deutsche  bank  

Diffe

rent

tim

e Sa

me

time

Different location Same location

Phone SMS

Meetings

Email Files

Email Files

Truth is, most people still work like it’s 1995*

Houston, we have a problem…

Symptoms

44% in US & Canada

“unsatisfied” with their jobs.*

“Around the world, employee

engagement is eroding.”**

* Right Management, 2012

** Mercer, 2011

Employee engagement is critical to productivity

Increased engagement

Lower absenteeism

Increased productivity

Higher focus and

motivation

”Starbucks, Limited Brands, and Best Buy can precisely identify the value of a 0.1% increase in engagement among employees at a particular store. At Best Buy, for example, that value is more than $100,000 in the store’s annual operating income.” ”Competing on Talent Analytics”, by Thomas H. Davenport, Jeanne Harris, and Jeremy Shapiro

A disconnected and disengaged workforce

operating in a rapidly changing and complex work environment

means lost productivity, innovation and responsiveness.

94% the system

6% individuals

Around 94% of the possible improvements belong to the system - the responsibility of management.

Edward J. Deming, the 94/6 rule

15

”The most important contribution management needs to make in the 21st century is /…/ to increase the productivity of knowledge work and the knowledge worker” Peter F. Drucker (1999)

What’s Wrong With The Current Digital Work Environment?

IT complexity is rising for the employee

More tools

Too many features

Inconsistent design

Functional overlap

Lack of integration Doesn’t fit my workstyle

Bad usability

Multiple logins

Hard to access

No mobility

The effective usage rates of enterprise software are down compared to two years ago, with users experiencing productivity losses of around 17%. It’s like giving everyone Friday off.    IT Adoption Insight Report, 2012, Oracle UPK & Neochange

This idea wasn’t really that bad

Communicate

Share information

Find people

Manage tasks

Plan meetings

So what’s wrong with this digital workplace?

Desktop only Document-centric

Stovepipes Non-collaborative

Communication chaos Only productivity tools

We are in the middle of a paradigm shift

We are leaving static desktop work for mobile working

By our desktops at the office During office hours With people in our close proximity

Image credit: “Leap Factor Executive Presentation”

Using any device from anywhere At anytime With anyone, anywhere

We introduce new tools but don’t change ways of working

New tools

Current tools

ExisEng    ways  of  working  

New  or  changed  ways  of  working  

Status quo

Paving cow paths

Marginal improvements

Huge or potentially distruptive

improvements

We throw complex technology at the users

R&D

Communication IT HR Marketing Finance

We fail to see the big picture – and hence to coordinate our efforts

85% of executives see complexity, in one form or the other, as the main barrier to seizing business opportunities and being successful in an ever changing world. From HBR IdeaCast interview with Chris Zook from Bain & Company, 2012  

Simplification

Complexity

We misunderstand user needs because we don’t try enough to understand the users

User-focused organizations outperformed the tech-focused companies, achieving 23% higher revenue-per-employee against their industry peers. IT Adoption Insight Report, 2012, Oracle UPK & Neochange

People Technology

Why are we more powerful as consumers than we are as employees?

Most of all, it’s an organizational problem

Lack of a shared

mission and vision

Lack of collaboration and holistic

view

Complex and fragmented

digital workplace

Hard to get work done

Lower employee

productivity

The Digital Workplace

A holistic and people-centric approach to support digital working.

What it all comes down to: empowering people to work smarter together

Efficiency

How our own and collective time and capacity is used

Focus:

Effectiveness Engaged & Empowered

Lean, smart and agile working together

Improved quality and happier customers

The fragmented and complex digital work environment makes it hard to get work done

ICC

Business function

IT

delivery

Business function

IT

delivery

Business function

IT

delivery

Business

IT service provider

The Digital workplace

The Digital Workplace has the answer…

ICC  

Customer

Customer Customer

Customer

Business

IT service provider

Digital workplace

…and the answer is service-orientation

ICC

Governance Coordination

Customer

Customer Customer

Customer Service Strategy

Service Development

Service Management

1. Adopt a people-centric approach that puts the customer and value-creation in focus

Location

Individual

Environment

Devic

e

Intra

net

Find

infor

mat

ion

Productivity Tools

Create content

2. Explore opportunities while minimizing risk with short cycles

Start

Success

Failure

Time

3. Move from change projects to a process of #continuous improvements

Project Project Project

Process of continuous improvements

Time

Quality

4. Establish common governance and coordination

Management

BU BU BU

Competence Center

Coordination Governance

Service Strategy

Service Development

Service Management

How To Get There

"That is what strategy is all about. It’s about a point of view about the future and then making decisions based on that. The worst thing you can do is not have a point of view, and not make decisions.” Alan R. Mulally, CEO Ford Motor Company

Understand where you are starting from

Approach Technology-driven Process-driven Customer-

driven

Delivery Big bang projects

Small and frequent projects

Technology IT systems Digital#tools

Digital#services

Governance Siloed Centralized Coordinated

Continuous delivery

Strategy No common strategy

Common mission and

vision

Common strategy process

The Vision

The Mission

Understand the customers, their tasks and their working conditions

Specialists Outreach

Administration Field workers

Collaborative work Flexible hours Internal and external Flexible locations

Individual tasks Mostly internal Office hours Office

Customer interactions Internal and external Flexible hours Flexible locations

Customer interactions Mostly external Office hours Flexible locations

Identify what services the customers need to get their jobs done and achieve their goals

My Profile

Find People &Expertise

My Blogs My Meetings

Discussions

My Bookmarks

News Feed

My Approvals

My Collaborations

Find Information

Videos

My Time

Ideas

My Documents

My ExpensesMy Tasks

Get the UX on par with commercial services

My Profile

Find People &Expertise

My Blogs My Meetings

Discussions

My Bookmarks

News Feed

My Approvals

My Collaborations

Find Information

Videos

My Time

Ideas

My Documents

My ExpensesMy Tasks

Embrace Service Design principles

•  User-centric – The service must be experienced through the eyes of the user

•  Co-creation – All stakeholders of a service should participate in the process

•  Sequencing – Visualize the service as a sequence of interrelated activities

•  Concretization – Abstract services should be visualized as physical artifacts

•  Holistic – The entire environment in which the service exists and is consumed needs to be considered

Focus on improving services used for basic tasks

Share information

Discuss with people

Find information

Find people and experts

Find answers to questions

Provide feedback Meet

Find out what is happening

Design for easy execution in different situations

Find information and

develop idea

Read, review and comment

Meet and discuss an idea

Make use of implemented idea Ta

sk –

Situ

atio

n - W

orks

tyle

Will I manage the pace of change?

WIIFM?

How does management behave? Do they ”walk the talk”?

Do I understand where we are going and why?

Do I get the support I need to change?

Do I have the right conditions?

Are the tools useful and usable?

Focus on change and adoption from day 1

Want to know more? about.me/oscarberg

twitter.com/oscarberg thecontenteconomy.com