the networked enterprise - current and future trends in it-based collaboration

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COMET K2 Competence Center - Initiated by the Federal Ministry of Transport, Innovation & Technology (BMVIT) and theFederal Ministry of Economics & Labour (BMWFI). Funded by FFG, Land Steiermark and Steirische Wirtschaftsförderung (SFG)

The networked enterprise: Current and future trends in IT-based collaboration Alexander Richter (Bundeswehr University Munich) und Alexander Stocker (virtual vehicle)

WEBIST 2013 – Special Session: Future Workplace 2013, Aachen, Germany

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Introduction Research approach Observed phenomena

New organizational structures Changing communication practices Increasing individualization of employees Blurring of boundaries between work and life

Approaches to cope with Conclusion

Agenda

May 2013 / J.Bernasch


Web World becomes more and more connected by ICT Consumers of information have transformed to producers Social media has become mainstream in linking humans Content is more and more accessed via mobile devices Cloud computing becomes mainstream (in private domain) …

Organizations Web 2.0 concepts and technologies affect enterprises on a large scale Technologies from the public Web are getting adopted by organizations

(internal and external platforms) Corporate Intranets become social Corporate Intranets (start to) become mobile …

Introduction and Motivation



Exploration of social software adoption in 20+ cases from industry(including Siemens, Capgemini, …) > 200 interviews Online Surveys Usage data analysis …

Some cases studies are published on www.e20cases.org - > Our `Big Data` for deriving future trends in IT-based collaboration

Research approach



Collaboration tools transformed to powerful collaboration infrastructures allowing new modes of self organized collaboration

Established information hierarchies break down due to increasing informal communication via platforms

Transparency on the employee-level is increasing (through their sharing of content in platforms)

Experience and knowledge of employees becomes visible (Information) work can be done anywhere Management as defined by controlling, rules and instructions has to

transform into leadership as defined by trust, commitment and dialogue

Observed phenomenaNew organizational structures



Number of available information and communication channels is increasing Increased usage of multiple channels lead to a higher perceived information

overload Employees need (support) to select the right channel to achieve their

communication goals Corporate social software is by nature `open to use‘, i.e. its potentials are

often unlocked by trial and error Ubiquity of communication tools lead to changing individual interaction and

communication practices

Observed phenomenaChanging communication practices



Transforming individual communication practices affect the way of doing work Performing work becomes more and more individual Requirements to a more comfortable and individualized working environment Technology acceptance is not only a question of generations Trade-off between comfort (i.e. demanded by employees) and security

(forced by IT-department) becomes more and more apparent

Observed phenomenaIncreasing individualization of employees



Same tools are used in private and business context Same mobile devices are used in private and business context

(`bring your own device‘) Same collaboration platforms are used in private and business (`bring your own service) People become more connected via the social Web

(`bring your own social network‘) Organizational borders start to open, enabling new modes of communication

with internal and external stakeholders on tools from the private domain

Observed phenomenaBlurring boundaries between work and life


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Reduce uncertainty among employees regarding their open choice in tools Collect usage examples in reports and lessons learned

(i.e. collect individual success stories) Example: Internal Siemens Platforms References+

Make the plethora of platforms accessible from a single point Establish a central access point, go for the digital workplace

(i.e. migrate wikis into one central wiki, establish Enterprise Search) Example: Internal Siemens Wikisphere, Siemens Technosearch

Support employees to better handle the blurring of boundaries between work and life Create additional leeway, set clear areas of responsibility, let employees be ‚not

available‘, respect their work-life balance Example: 1100 non-executive Volkswagen employees (with a blackberry) are unable

to receive emails on their blackberry after work hours

Approaches to cope with trends

May 2013 / J.Bernasch VIRTUAL VEHICLE Company presentation


Current and future trends in IT-based collaboration Four trends from 20+ case studies

New organizational structures Changing communication practices Increasing individualization of employees Blurring of boundaries between work and life

Approaches to cope with them Reduce uncertainty in communication channel usage Establish a single access point to content, communication and collaboration

(e.g. digital workplace) Support employees in keeping work-life balance

Conclusion


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Further informationwww.v2c2.at

Dr. Alexander Stocker – Area A Information and Process [email protected]

Vehicle concepts for the future.

mailto:[email protected]

the networked enterprise - current and future trends in it-based collaboration

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