Digital Workplace Trends 2012

digital-workplace-trends.com netjmc.com/blog twitter: @netjmc
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Getting ready for the Digital
Workplace of tomorrow
Jane McConnell
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Nokia (Helsinki)
Novartis (Basel)
Océ (Holland)
OMV-Petrom (Vienna)
Pernod-Ricard (Paris)
RATP (Paris)
SNCF (Paris)
Suez Environnement (Paris)
Telenor (Oslo)
Total (Paris)
UPM (Helsinki)
United Nations – Secretariat (NY)
UNAIDS (Geneva)
Department of Peacekeeping (NY)
UN High Commissioner for Refugees (Geneva)
Intl. Federation Red Cross (Geneva)
- - - - - - - - -
Jane McConnell
Intranets & Digital Workplaces - Strategy & Governance
14 years of intranet consulting
Direct, hands-on clients:
EDP (Portuguese Electricity Co.)
Ericsson (Stockholm)
Essilor (Paris)
Gemalto (France)
GDF Suez (Paris)
Georgia-Paciﬁc Europe (UK, France)
GlaxoSmithKline (Belgium)
IKEA (Sweden)
Lagardère (Paris)
Neopost Industries (Paris)
Amadeus (Madrid)
ArcelorMittal (Luxembourg)
AGF (Paris)
Areva T&D (Paris)
Arup (London)
Alcatel-Lucent (Paris)
Alstom Group (Paris, Switzerland)
Bayer (France)
Boehringer Ingelheim (Germany)
E.D.F. (Paris, French Electricity Co.)
2

Jane McConnell
6 years of research
Annual report since 2006
14 years consulting
“Unique in the industry; true insight and perspective.”
Paul Miller, CEO of the global Intranet Benchmarking Forum
"Jane McConnell is the undisputed thought-leader on global intranets today.”
James Robertson, Designing Intranets: creating sites that work"
"The deﬁnitive source of
data on how Intranets are
evolving in enterprises.”
Tony Byrne,Analyst,The
Real Story Group
456 organizations
worldwide
3

digital-workplace-trends.com netjmc.com/blog twitter: @netjmcJanuary 2012
456
par(cipa(ng

organiza(ons

worldwide

Online
survey,
over
100
ques(ons
and

over
800
data
points.

Includes
open
ques(ons
where
ﬁrsthand

experiences
are
shared.
Data
collected
in
Q3
2011.

Under 1,000
72 (16%)
From 1 to 5,000
48 (11%)
From 5 to 15,000
128 (28%)
From 15 to 30,000
75 (17%)
From 30 to 50,000
51 (11%)
Over 50,000
80 (18%)
Size of workforce
n = 454 Q13.1
Europe
229 (51%)
North America
133 (30%)
Asia Pacific
80 (18%)
Africa
2 (0%)
Central/South America
2 (0%)
Organization: headquarters location
n = 456 Q4.5
4
4

An
eco-‐system
of
digital
and
web-‐based
tools

and
places
that
people
use
to
do
their
jobs
PublicPartners, clientsWorkforce
+ the mobile dimension
(anytime, anywhere, any device)
Managed
(authoritative,
stable,
reference)
REFER, DO
Social collaboration
(real-time, constant movement, unpredictable)
DISCOVER, DISCUSS
Structured collaboration
(creative, coordinated, goal-oriented)
WORK, CREATE
5

digital-workplace-trends.com netjmc.com/blog twitter: @netjmcOctober 2011
6

1st shift
Productivity & efficiency
Project collaboration
Defined organization
structured collaboration
6

1st shift
2nd shift
Transparency
Networked collaboration
Self-organization
social collaboration
6

the mobile dimension
(anytime, anywhere, any device)
3rd shift
1st shift
2nd shift
Transparency
Networked collaboration
Self-organization
social collaboration
6

7
Managed content
& applications
Social collaboration
Scope of the survey
Structured collaboration
+ the mobile dimension
7

8
The Leadership Class
One or more of the following criteria:
A Digital Board: strategic decision-making body for
all digital channels: internal and external
1
Internal social collaboration: well-established in
all or parts of the organization
2
Intranet or digital workplace: the way of working for
the organization
3
17 % )(5 % and
(10 %)
(17 %)
8

9
Elite leadership class
•Postal services public entity, Europe, (> 50 k employees)
•A state-owned bank, Europe (> 30k employees)
•USA division of global professional services company (global
company > 100k employees)
•Global engineering and project management consultancy, HQ in
Europe (> 25k employees)
•An airline, one of the big global transportation players, HQ in
Europe
•Technology company, Russia (> 3k employees)
Only 6 organizations said
“YES” to all three criteria
9

10
3 key learnings
1 - Digital Boards (with responsibility for coordinated
strategic decision-making across all digital channels)
are appearing. (17%)
2 - The managed dimension and social collaboration
are still two separate ‘worlds’ for most organizations.
3 - The “People-Centric” future scenario is “well on the
way” in leadership class organizations. (30%)
10

10 key findings
11
11

12
1. Social collaboration experimentation is
continuing, but enterprise-wide
deployment has not increased over the
last 12 months.
12

Commenting 50 %
13
Commenting 15 %
Social networking &
micro-blogging 10 %

“Enterprise
wide”,

“limited
deployment”

and
“pilots”
combined

“Enterprise
wide”
only
Social networking 40 %
Micro-blogging 35 %
Blogs 20
%
Wikis
15
%
Blogs 65
%Wikis
65
%
Social &
collaborative
Survey
average
456
organiza5ons
13

14
Blogs 80
%
Blogs 35
%
Wikis
75
%
Wikis
30
%
50 %Social networking
Commenting 65 %
Commenting 25%

“Enterprise
wide”
only

“Enterprise
wide”,

“limited
deployment”

and
“pilots”
combined
Micro-blogging 40 %
20 %Social networking
Micro-blogging 15 %
Social &
collaborative
leadership
class
Leadership
class
171
out
of
456
organiza5ons
14

15
2. Benefits observed from social and
collaborative initiatives remain anecdotal
and qualitative.
- The most commonly observed are “knowledge-
sharing”, and “engaged, better informed
employees”.
- The least common are “faster time to market”,
“cost reduction” and “reduced time for training”.
15

16
3. Strong concerns remain about
information quality and security, and the
business value of social collaboration.
New concerns emerge as organizations gain
experience:
- re-creation of organizational silos on new
social platforms,
- digital native versus digital migrant cultures, -
language issues in multi-language global
companies.
16

17
4. Half the 456 participating
organizations intend to increase their
investment in social collaborative
initiatives in 2012.
17

18
5. “Findability” of information, one of the
toughest challenges today for intranets
and digital workplaces, is far from
solved.
- 40 percent of the leadership class and 50
percent of the other organizations are
dissatisfied with their search configuration and
results.
18

19
6. An increasing number of organizations
are using the intranet or digital
workplace to support customer-facing
staff.
- Examples include access to real-time
information and experts in order to make
customer service faster and more efficient.
19

20
7. Mobile services for the workforce were
not a high priority in 2011. However,
indications from leadership class
organizations suggest mobile may become
more important in 2012.
- 14 percent have already made “significant
investment” and another 36 percent have made
“some investment”.
20

21
High priority and significant
investment already made
Considered important, some
investment made
Moderate level of interest,
no investment yet
Little or no interest at present
3%
30%
44%
22%
14%
36%
35%
15%
Leaders Others
Interest in mobile services for workforce
Q28 ©2011 NetStrategy/JMC
33 %
50 %
21

22
Business intelligence
Collaborative tools
Corporate news
CRM/Customer management
HR services
Logistical (booking, schedules, etc.)
Product information
Project information
Social media tools
Staff directories
Training material
9%
19%
27%
14%
12%
12%
15%
12%
17%
21%
6%
15%
24%
35%
15%
12%
11%
15%
13%
24%
36%
10%
Leaders Others
Mobile Information & Services
Q31 ©2011 NetStrategy/JMC
1
2
3
Connecting
people
% = “Implemented” or “piloting”
22

“Mobile will be a game-changer in how
we communicate with employees and how
they perform their job duties.
I’m not sure that an intranet even exists
in a fully mobile workplace.”
23
Participant in the “Digital Workplace Trends 2012” survey
23

24
8. Business has not yet taken the lead on
defining mobile strategies, which are
primarily defined by IT departments.
24

25
9. Governance is not yet embedded in the
way people work.
High priorities for 2012 include defining:
- decision-making procedures,
- roles and responsibilities,
- policies and guidelines for managed and user-
generated content.
25

26
10. The major evolution in governance is
the emergence of the “digital board“, a
body responsible for high-level, strategic
decision-making for both internal and
external channels.
- 17 percent of the 456 organizations have a fully functioning
digital board and business functions play a large role as
members of this board.
26

Intranet aspirations
& innovations
27

28
Scenario My Apps
Getting Work Done
Scenario Smart Systems
Relevant User Experience
Scenario People Centric
Actionable & Real-Time
Scenario Super Search
Relevance & Control
28

Anything,
anywhere
29

30
Four future scenarios
Super Search 70 %
“Potentially of high value” : all organizations surveyed
30

Scenario Super Search - Relevance & Control
People can easily search across structured and
unstructured information from different sources and
applications.
Semantic search, faceted search, search-driven menus
and decision engines (using input from the user)
give people greater relevance and control over vast
amounts of information from inside and outside the
enterprise.
31

Example of “Super Search”
A Canadian law firm designed a “super search” for
legal precedents: (the heart of their research)
- faceted (like e-commerce),
- autofill search,
- thumbnails of key info,
- commenting with instant display,
- "locator chip" to find child documents.
32

Me
33

34
People-Centric
Super Search
65 %
70 %
34

Scenario People Centric - Actionable &
Real-Time
Content-centric intranets have become people-
centric. Social networking, social tagging, location
awareness and other technologies come together in a
people-centric intranet.
Presence indicators are integrated into business
processes. Teams can be formed and experts
consulted, easily and quickly. People can connect to
each other in actionable ways based on expertise,
location and availability.
35

Example of “People-Centric”
Lundbeck, global pharmaceutical company (brain
disorders), HQ Denmark (6k employees) used a
LinkedIn connector to SharePoint.
Employees keep their LinkedIn profile and intranet
presence synchronized.
This has exposed existing rich data and facilitates
finding subject matter experts at very little cost.
36

Now
37

38
My Apps
People-Centric
Super Search
45 %
65 %
70 %
38

Scenario My Apps - Getting Work Done
The intranet has evolved into a set of highly
customized apps. People select what they need to do
their jobs and build their own "intranet".
They can even define their own mashups by
combining information from different sources into
personal apps that can be shared with others.
39

Example of “My Apps”
Not many examples of “app stores”, but quite a few
examples of “apps”.
A large global company (>65k employees) built a
mobile app for management to support their annual
meetings.
Paper-less meeting. Rich profiles. No access for
assistants to “force” managers to use the app.
40

Smart
41

42
My Apps
Smart Systems
People-Centric
Super Search
45 %
65 %
70 %
40 %
42

Scenario Smart Systems - Relevant User
Experience
Smart systems make the user experience highly
relevant. They take past behavior and context into
account and deliver information in meaningful
ways.
43

Example of “Smart System”
CRS (Australia government agency for disability
insurance)
A “just in time” content strategy based on meta data
and integrated applications.
The system produces links to supporting content
when users are completing tasks. It knows when the
person needs to read a new policy document and
offers the link at the relevant time.
44

45
My Apps
Smart Systems
People-Centric
Super Search
“Well on our way” or “started
implementation” by leadership class
20 %
30 %
20 %
10 %
45 %
65 %
70 %
40 %
45

46
“In 3 to 5 years time, many places will be
well on their way to these scenarios, and
we may still be in the “thinking &
planning” stages.
The best and brightest people will want to
work at those other places. Not here. That
is my biggest concern, personally.”
Participant in the “Digital Workplace Trends 2012” survey
46

47
Underlying enablers:
1. Holistic view: the big picture, a cross-
organizational framework
2. Emphasis on people and a fairly
strong degree of user control
3. Governance embedded in processes
and systems
47

48
• Agreement on the big picture
• A high-level steering body for coordinating
strategic decisions.
1.A holistic view
48

49
• Enabling people to work, collaborate,
create, share, discover, connect...
• Taking the intranet to where people are.
2. Emphasis on people
49

50
3. Governance embedded in processes
and systems
• Making it part of “business as usual”
50

51
1. Holistic view
2. People
3. Governance
51

51
1. Holistic view
2. People
3. Governance
-‐
Agreed
mission
statement
-‐
Agreed
overall
“landscape”
of
sites,

services
-‐
Home
page
strategy
-‐
Common
naviga(on
bar
or
banner
51

51
1. Holistic view
2. People
3. Governance
-‐
Agreed
mission
statement
-‐
Agreed
overall
“landscape”
of
sites,

services
-‐
Home
page
strategy
-‐
Common
naviga(on
bar
or
banner
-‐
Staﬀ
directory
with
rich
user
proﬁles
-‐
PorTolio
of
tools
&
features
that

enable
people
to
create,
collaborate,

connect
51

51
1. Holistic view
2. People
3. Governance
-‐
Agreed
mission
statement
-‐
Agreed
overall
“landscape”
of
sites,

services
-‐
Home
page
strategy
-‐
Common
naviga(on
bar
or
banner
-‐
Staﬀ
directory
with
rich
user
proﬁles
-‐
PorTolio
of
tools
&
features
that

enable
people
to
create,
collaborate,

connect
Agreements
on:
-‐
Decision-‐making
and
scopes
-‐
Fundamental
rules
and
guidelines
-‐
Change
facilita(on
strategy
51

Jane McConnell
www.netjmc.com/blog
www.digital-workplace-trends.com
twitter @netjmc
jane@netjmc.com
cell +33 (0)6 12 03 66 34 (in France)
52

Digital Workplace Trends 2012

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