(D.C. version) Get in touch if you'd like a download link. These are first results from the 2014 Digital Workplace survey. It is an enhanced presentation from the one delivered early November 2013 in Washington DC at KMWorld.

1. Digital Workplace - Trends and Transformation
Presented by Jane McConnell
KMWorld, Washington D.C. November 2013
The 8th annual worldwide survey
Over 300 participating organizations
“The purpose of the Digital Workplace
Trends reports is to provide executives
and practitioners with data, analysis
and firsthand stories to help them see
where they are today and what early
adopters are doing.” Jane McConnell
www.digital-workplace-trends.com
1

2. Digital Workplace Trends 2014
To be published Jan 31st 2014
This presentation is
the first public
presentation of the
data from the DW
survey that closed at
the end of October.
2014
Digital Workplace Trends 2013
Published Jan 31st 2013
Still available for purchase
40% reduction
Use coupon code
13DWT40JMC
Pricing and purchase link on
http://www.digital-workplace-trends.com/purchase/
2

3. Digital Workplace Advisory Board for 2014
•
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)
3

4. 2104 data and observations
A 2-minute summary
Followed by detailed slides
4

5. The data shows… DW
•
•
progress, slow but sure (1/2)
The DW is still primarily focused on internal collaboration and not yet on how it
can support business.
“People capabilities” are deployed in the DW in 50% or more organizations.
– People can express their ideas and information openly and directly via the digital
workplace.
– However co-developing and crowdsourcing new ideas has plateaued at 30% (for the
last 3 years).
•
We are still far from a transformational tipping point when looking at the
impact of social capabilities.
– We are also far from a social way of working: social is not yet a normal part of daily
work.
•
Mobile is moving ahead slowly.
– The degree of interest and investment is approximately the same as one year ago.
– Some mobile use cases will be implemented in 20% of organizations by the end of
2013.
– BYOD and BYOPC are officially or unofficially accepted in over 50% of organizations.
5

6. The data shows…
•
DW progress, slow but sure (2/2)
The DW “definitely” plays a role for the 20 to 30% of organizations that selfassess as being “very” or “relatively successful” in 4 specific organizational use
cases:
– Retaining knowledge, people development, business flexibility and customer-facing
employee support.
•
The major challenges that are “manageable but require special effort” or “serious
and hold us back” are people issues, not technology.
– ROI requirements, focus on tools, hesitation to rethink how we work, power struggles
at high levels, consensus-based decision-making.
•
The DW is not treated as a strategic asset, essential to doing business.
– Reporting, measurement, decision-making processes, guidelines and policies are not
integrated into the way of working.
6

7. JMC says…The
DW, an essential disruption
The DW empowers people, giving them greater control over how they work.
This requires managers to overcome their discomfort and become true leaders.
The DW brings efficiency and value internally and externally. An internally
connected workforce is more efficient and reactive to customers.
The DW is essential to doing business today. Therefore it must be
managed as a strategic asset.
The DW breaks silos. It forces organizations to think holistically. This requires
leadership and cooperation at the highest levels in the organization
7

8. Detailed slides
8

9. DW: fundamental questions
• What is the DW?
• Does the DW enable the voices of the people to be
heard?
• Are our ways of working changing?
• Has mobile arrived in the enterprise?
• What impact does the DW have on people and the
organization?
• What are the challenges?
9

10. What is the DW?
In the words of the 2014 survey participants…
• A workplace that
– Enables employees to work effectively from anywhere, at any
time, and on any device
– Provides the same experience to each person no matter their
location
– Provides an internet-like participative mode and user experience
that people experience outside the office
10

11. What is the DW?
² “An eco-system of enterprise platforms and services that
enable people to work, collaborate, communicate, build
relationships, develop services and products, and better
serve customers.”
² “We understand the journey towards our Global Digital
Workplace is not only a technology and information
architecture change, but also a cultural change.”
11

12. 3 x customer
4 x culture
5 x social
11 x intranet
21 x collaborate
_____________________
The Digital Workplace
The number of times certain “key words” were used based on informal “text analysis” on the
definitions given by 37 people who answered the question « How do you define the DW in
your organization? »
12

13. Strategic drivers compared between 2013 and
2014 surveys
2014
60%, down 10 points
70%, stable
40% each
Data collected in Q3 of 2012 and 2013
13

14. Work in progress with the Advisory Board
Strategic asset
Challenges
People
Impact
Organization
Mindset
Capabilities
Social DNA
Voices of the
people
Ways of working
Mobile
Technology infrastructure
14

15. DW: fundamental questions
• What is the DW?
• Does the DW enable the voices of the people to be
heard?
• Are our ways of working changing?
• Has mobile arrived in the enterprise?
• What impact does the DW have on people and the
organization?
• What are the challenges?
15

16. VOICES OF THE PEOPLE
Blog post initially published on netjmc.com/blog
http://www.netjmc.com/organizational-change/manifesto-for-selfexpression-inside-organizations/
Republished on Change Agents Worldwide
http://blog.changeagentsworldwide.com/manifesto-for-self-expressioninside-organizations/
16

17. “I should be able to…
Describe myself, share information
about myself with others in the
organization,
Share my information and my ideas
openly,
React to ideas of other people
openly,
Participate openly in developing new
ideas and innovations.”
17

18. “I should be able to…
Describe myself, share information
about myself with others in the
organization,
Share my information and my ideas
openly,
55% end 2013
20% in 2008
65% end 2013
35% in 2008
React to ideas of other people
openly,
49% end 2013
Participate openly in developing new
ideas and innovations.”
30% end 2013
40% in 2010
25 - 30% in 2010
% based on number of organizations that have
deployed these capabilities. They do not necessarily
reflect the level of adoption.
18

19. DW: fundamental questions
• What is the DW?
• Does the DW enable the voices of the people to be
heard?
• Are our ways of working changing?
• Has mobile arrived in the enterprise?
• What impact does the DW have on people and the
organization?
• What are the challenges?
19

20. Far from a transformational tipping point
“This capability exists in your organization. What impact has it had on the way
people work?”
1.
2.
3.
4.
Describe myself, share information about myself with others in the organization,
Share my information and my ideas openly,
React to ideas of other people openly,
Participate openly in developing new ideas and innovations.
Some impact
Low impact
Some impact
Low impact
Some impact
Significant impact
Low impact
Some impact
Significant impact
20 to 30%
30 to 45%
10 to 20%
Transformational
5 to 10%
% are average “impact” ratings for the 4 “people capabilities” listed above.
20

21. Definitions used
Transformational. Our ways of working have fundamentally changed.
Fundamental changes may include processes, organizational structure,
management practices, communication, empowerment of people,
customer relations, how you address the marketplace, etc.
Significant impact. Our normal ways of working have been greatly
improved through this capability.
Some impact. This capability is beginning to trigger change and improving
the way we work.
Low impact. We have seen very few cases of change resulting from this
capability.
No impact to my knowledge.
21

22. Far from a social way of working
“To what extent is your ESN integrated into peoples’ daily work?”
Enterprise social network: integration into daily work
Achieved in most cases
2%
10%
Well under way
8%
Making progress
35%
Just started
33%
Planning to do this
13%
No plans at present
Don’t know
n = 132
5%
5%
Percentages based on the 132
organizations (out of 314) that have ESN
in production use “enterprise wide” or “in
some parts”.
Q59
22

23. DW: fundamental questions
• What is the DW?
• Does the DW enable the voices of the people to be
heard?
• Are our ways of working changing?
• Has mobile arrived in the enterprise?
• What impact does the DW have on people and the
organization?
• What are the challenges?
23

24. Mobile is slow
Approximately the same degree of interest and investment as one year ago
High priority and significant investment
already made
Considered important, some investment
made
DWT 2014
DWT 2013
DWT 2012
Moderate level of interest but no
investment yet
Little or no interest at present
0
10
20
30
40
50
60
24

25. Mobile use cases investigated
No actual
implementation
yet.
5 to 10% are
piloting or plan
to launch by
end 2013.
•
•
•
•
•
•
10% or fewer have
implemented.
6 to 10% are
piloting or plan to
launch by end 2013.
•
•
•
•
•
Percentages based on 276
organizations (out of 314)
Sales people: customer and product/service
information
Service people: customer data, deliveries, issues,
contacts
Emergency response people: alerts, contacts,
maps, messaging
Operational people: reports, operational info,
alerts, messaging
Floor and field workers in general: corporate news
and messages
Project managers: status updates, calendar, tasks,
workflow
Employee self-service: HR, admin, logistical
services
Employee education: training, on-the-fly e-learning
Managers on the road or off site: daily tasks,
workflow
Managers: dashboards, reporting, corporate
performance indicators
Managers: strategic news, business intelligence
10 to 20%
planned for
2014.
25

26. BYOD: policy
Yes, and policy in place
29%
Defining our policy
21%
Unofficially accepted
27%
Not allowed
Have not thought about it
n = 284
Percentages based on 284
organizations (out of 314)
15%
3%
Q85
26

27. BYOPC
BYOD: policy
Yes, and policy in place
29%
Defining our policy
21%
Unofficially accepted
27%
Not allowed
Have not thought about it
n = 284
Bring
your own
PC
15%
3%
Q85
27

28. BYOPC
BYOA
Bring
your own
PC
Bring
your own
App
BYOD: policy
Yes, and policy in place
29%
Defining our policy
21%
Unofficially accepted
27%
Not allowed
Have not thought about it
n = 284
15%
3%
Q85
28

29. DW: fundamental questions
• What is the DW?
• Does the DW enable the voices of the people to be
heard?
• Are our ways of working changing?
• Has mobile arrived in the enterprise?
• What impact does the DW have on people and the
organization?
• What are the challenges?
29

30. Customer last?
50%
Retaining knowledge
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?
People development
Very
Relatively
Business flexibility
Customer-facing
N=314
5
10
15
20
25
30
35
40
%
0
30

31. Business flexibility
50%
Retaining knowledge
How flexible is your organization when you need to react
rapidly to major events: market changes, new competition,
economic downturns, environmental or disaster events.
Some examples: Can you assemble teams quickly, draw on your collective
People development
knowledge, find expertise inside and outside the organization quickly? Can you
communicate strategic messages to the workforce and collect information from
your people in the field in real time?
Very
Relatively
Business flexibility
Customer-facing
N=314
5
10
15
20
25
30
35
40
%
0
31

32. Learning naturally
50%
Retaining knowledge
People development
How easy is it for people to learn and develop their skills and
knowledge as a natural part of working?
Very
Relatively
Business flexibility
Examples: flexible access to e-learning, real-time access to experts and
expertise, communities of practice, access to shared/repurposed knowledge
such as best practices, lessons learned, methodologies, etc.
Customer-facing
N=314
5
10
15
20
25
30
35
40
%
0
32

33. When the elders leave?
50%
Retaining knowledge
How confident are you that your organization can retain the
knowledge and know-how of older experts and specialists
People development
when they retire?
Very
Relatively
Business flexibility
Customer-facing
N=314
5
10
15
20
25
30
35
40
%
0
33

34. Does the digital workplace play a role?
50%
N=142
Retaining knowledge
N=74
People development
Definitely
To a certain extent
N=83
N=109
Business flexibility
Customer-facing
0
10
20
30
40
50
60
70
80
90 100
Percentages based on responses of those that answered “easy” or “relatively easy”
34

35. DW: fundamental questions
• What is the DW?
• Does the DW enable the voices of the people to be
heard?
• Are our ways of working changing?
• Has mobile arrived in the enterprise?
• What impact does the DW have on people and the
organization?
• What are the challenges?
35

36. The mindset
• A set of assumptions, methods, or values held by groups of people
that is so established that it creates a powerful incentive within these
groups to continue to adopt or accept prior behaviors, choices,
or tools.
• A fixed mental attitude or disposition that predetermines a person's
responses to and interpretations of situations.
36

37. The greatest challenges in the mindset of
organizations?
1.
Management needs proof of quantifiable ROI.
2.
There is too much focus on the tool and not enough on people
and change.
3.
There is hesitation or reticence to rethink our processes and how
we work.
4.
Internal, high-level stakeholder politics sometimes bring power
struggles into decision-making.
5.
We make decisions based on consensus and this can take a
very long time.
Manageable challenge that requires special effort
Serious challenge that holds us back
37

38. All tough ones!
Only 5 to 7% of organizations have already dealt with the challenges listed below.
45%
30% 1.
40%
40%
40%
40% 3.
There is hesitation or reticence to rethink our processes and how
we work.
30%
40% 4.
Internal, high-level stakeholder politics sometimes bring power
struggles into decision-making.
35%
40% 5.
We make decisions based on consensus and this can take a
very long time.
2.
Management needs proof of quantifiable ROI.
There is too much focus on the tool and not enough on people
and change.
Manageable challenge that requires special effort
Serious challenge that holds us back
38

39. Empowerment is not real for many people
Team-oriented
Freedom to experiment
Take initiatives, be an
entrepreneur
Learn from mistakes
Everything open except
what needs to be closed
Individually competitive
Keep to the rules
Follow specific
instructions
Punish mistakes
Everything closed
except what needs to
be open
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.
39

40. DW managed as isstrategic asset
The DW a not treated
as a strategic asset
A strategic asset is something essential for doing business.
6%
14%
Reported at the Executive level.
25%
48%
Qualitative (soft) objectives defined.
Results are evaluated.
Quantitative (hard) objectives defined.
Results are measured.!
Decision-making processes & procedures
have been defined
5%
17%
33%
37%
3%
13%
38%
35%
6%
Policies and guidelines defined for managed,
collaborative and social dimensions.
Fully integrated into the
n = 310
In theory, formally defined
14%
42%
32%
11%
25%
42%
18%
Work in progress
No
Q114
40

41. 2104 data and observations
RECAP
41

42. The data shows… DW
•
•
progress, slow but sure (1/2)
The DW is still primarily focused on internal collaboration and not yet on how it
can support business.
“People capabilities” are deployed in the DW in 50% or more organizations.
– People can express their ideas and information openly and directly via the digital
workplace.
– However co-developing and crowdsourcing new ideas has plateaued at 30% (for the
last 3 years).
•
We are still far from a transformational tipping point when looking at the
impact of social capabilities.
– We are also far from a social way of working: social is not yet a normal part of daily
work.
•
Mobile is moving ahead slowly.
– The degree of interest and investment is approximately the same as one year ago.
– Some mobile use cases will be implemented in 20% of organizations by the end of
2013.
– BYOD and BYOPC are officially or unofficially accepted in over 50% of organizations.
42

43. The data shows…
•
DW progress, slow but sure (2/2)
The DW “definitely” plays a role for the 20 to 30% of organizations that selfassess as being “very” or “relatively successful” in 4 specific organizational use
cases:
– Retaining knowledge, people development, business flexibility and customer-facing
employee support.
•
The major challenges that are “manageable but require special effort” or “serious
and hold us back” are people issues, not technology.
– ROI requirements, focus on tools, hesitation to rethink how we work, power struggles
at high levles, consensus-based decision-making.
•
The DW is not treated as a strategic asset, essential to doing business.
– Reporting, measurement, decision-making processes, guidelines and policies are not
integrated into the way of working.
43

44. JMC says…The
DW, an essential disruption
The DW empowers people, giving them greater control over how they work.
This requires managers to overcome their discomfort and become true leaders.
The DW brings efficiency and value internally and externally. An internally
connected workforce is more efficient and reactive to customers.
The DW is essential to doing business today. Therefore it must be
managed as a strategic asset.
The DW breaks silos. It forces organizations to think holistically. This requires
leadership and cooperation at the highest levels in the organization
44

45. Purchase “DW Trends 2013” at a discount
If you wish to purchase the 2013 report,
use this code for a 40% reduction:
13DWT40JMC
Pricing info and link below:
www.digital-workplace-trends.com.
(The new report – “DW Trends 2014”
will be published at the end of January
2014.)
jane@netjmc.com
twitter @netjmc
45

46. Thank you.
Digital Workplace Trends 2014
jane@netjmc.com
To be published Jan 31st 2014
www.digital-workplace-trends.com
www.netjmc.com
www.intranetwork.fr
twitter @netjmc
Member of ChangeAgentsWorldwide.com
2014
References: Air Liquide, Paris - Amadeus, Madrid – ArcelorMittal, Luxembourg – Areva, Paris – Arup, UK – Alcatel-Lucent,
Paris - Alstom, Paris - AGF, Paris – Bayer, France – Boehringer Ingelheim, Germany – EDF, Paris – EDP, Lisbon - ERDF,
Paris - Ericsson, Stockholm - GDF Suez, Paris - Gemalto, France - GlaxoSmithKline, Belgium - IKEA, Sweden Lagardère, Paris - Nokia, Helsinki - Novartis, Switzerland - Océ, the Netherlands - OMV Petrom, Vienna - Pernod Ricard,
Paris - Kering (ex-PPR), Paris - RATP, Paris - Groupe SEB, Lyon - SNCF, Paris - Suez Environnement, Paris - Telenor,
Norway - Total, Paris - UPM, Helsinki