The Workplace in the Digital Age

1. The Workplace in the Digital Age Key findings 9th annual survey Jane McConnell Enterprise 2.0 Summit, Paris, 2015 373 people from 26 countries representing 280 organizations. Participants responded to an in- depth online survey of 140 questions.

2. 2 Strategic Advisor 16 years > 60 large, global organizations, management briefer and workshop leader netjmc.com Researcher on digital workplaces for 9 yrs digital-workplace-trends.com Facilitator of IntraNetwork, workgroup of digital practitioners in Paris intranetwork.fr American-French living in deep Provence for 25 years

3. 3 Clients who have taught me so much! •! Air Liquide, Paris •! Amadeus, Madrid •! ArcelorMittal, Luxembourg •! Arup, UK •! Alcatel-Lucent, Paris •! Alstom Group, Paris, Switzerland •! BASF, Germany •! Ericsson, Stockholm •! IKEA, Sweden •! Nokia, Helsinki •! Novartis, Switzerland •! UNHCR – United Nations High Commissioner for Refugees, Geneva •! United Nations Peacekeeping Operations, New York •! United Nations Secretariat, New York •! …. 2014 2013 199620042007-2012 2011 1998 2015

4. •! What is the digital workplace? •! Status in 2015: good news, bad news •! What can we learn from 3 groups of organizations that report… •! A strong, shared sense of organizational purpose •! Openness to the influence of external environment •! An enabled customer-facing workforce •! How – what you can do

5. Tools Organization People The digital workplace lives at the intersection of people, organization and technology.

6. Creating, sharing, interacting, belonging, contributing, learning and growing. Serving clients, customers or users of the organization’s services and products. Collaboration and cooperation in all directions throughout the whole organization. Enterprise Business Individual Tools Organization People

7. Creating, sharing, interacting, belonging, contributing, learning and growing. Serving clients, customers or users of the organization’s services and products. Collaboration and cooperation in all directions throughout the whole organization. Enterprise Business Individual Tools Organization People New and improved processes integrating social collaboration. Virtual operational units, teams, communities and networks. Equal, relevant, interactive access for the entire workforce. Connecting everyone anywhere, anytime. Structure Process Reach

8. Creating, sharing, interacting, belonging, contributing, learning and growing. Serving clients, customers or users of the organization’s services and products. Collaboration and cooperation in all directions throughout the whole organization. Enterprise Business Individual Tools Organization People New and improved processes integrating social collaboration. Virtual operational units, teams, communities and networks. Equal, relevant, interactive access for the entire workforce. Connecting everyone anywhere, anytime. Structure Process Reach Managing the digital workplace as strategic and essential for the organization. Influence from any level and from any part of the organization that results in change. Attitudes, behaviors, expectations in an open, participatory work environment. Leadership CultureAsset

9. 0 20 40 60 0.0000000 33.3333333 66.6666667 100.0000000 Individual Business Enterprise Process Structure Reach Leadership Culture Asset Maturing Developing Starting Capabilities Enablers Mindset Maturing Developing Starting Capabilities Enablers Mindset The digital workplace scorecard

10. 0 20 40 60 0.0000000 33.3333333 66.6666667 100.0000000 Individual Business Enterprise Process Structure Reach Leadership Culture Asset Maturing Developing Starting Capabilities Enablers Mindset Serving clients, customers or users of the organization’s services and products. Creating, sharing, interacting, belonging, contributing, learning and growing. Collaboration and cooperation in all directions throughout the whole organization. New and improved processes integrating social collaboration. Virtual operational units, teams, communities and networks. Equal, relevant, interactive access for the entire workforce. Connecting everyone anywhere, anytime. Attitudes, behaviours and expectations in an open, participatory work environment. Managing the digital workplace as strategic and essential for the organization. Influence from any level and from any part of the organization that results in change. Maturing Developing Starting M i n d s e t E n a b l e r sC a p a b i l i t i e s Enterprise Individual Business Capabilities Enablers Mindset Process Structure Reach Asset Leadership Culture The digital workplace scorecard

12. 12 Evolution from end 2013 to end 2014 Digital Workplace Scorecard total scores on the 3-level maturity chart, showing the full range from least to most mature. Maturing Developing Starting 1 7 13 19 25 31 37 43 49 55 61 67 73 79 85 91 97 103 109 115 121 127 133 139 145 151 157 163 169 175 181 187 193 199 205 211 217 223 229 235 241 247 253 259 265 271 277 283 289 295 301 307 313 Early Adopters Top 20%

13. Maturing Developing Starting Capabilities Enablers Mindset Majority Early adopters Data end 2014

14. 14 People capabilities in the digital workplace increasing over last 6 years % deployment “enterprise-wide” or “in some parts” 0 10 20 30 40 50 60 70 80 Sharing info & knowledge Co-creating content Reacting, commenting 2014 2013 2008 %

15. 15 Enterprise social networking in over 60% of organizations today % deployment “enterprise-wide” or “in some parts”. Data collected end of each year 0! 10! 20! 30! 40! 50! 60! 70! 2008! 2009! 2010! 2011! 2012! 2013! 2014!

16. 2014 Too many competing priorities 51% Slow decision-making, often consensus-based 42% Too much focus on the tool, not enough on people and change 36% Politics, inside the organization 36% Hesitation or resistance to rethink how we work 37% No strong business case, ROI or proven value 26% Percentages of responses saying “Serious challenge, holds us back” Mindset is where the challenges are. Percentages do not include the responses “Manageable challenge, requires special effort” Data collected at the end of the years listed.

17. 2014 2013 Too many competing priorities 51% n/a Slow decision-making, often consensus-based 42% 38% Too much focus on the tool, not enough on people and change 36% 37% Politics, inside the organization 36% 36% Hesitation or resistance to rethink how we work 37% 38% No strong business case, ROI or proven value 26% 26% Percentages of responses saying “Serious challenge, holds us back” No progress in Mindset over the last 12 months. Percentages do not include the responses “Manageable challenge, requires special effort” Data collected at the end of the years listed.

19. Jon Husband www.wirearchy.com Wirearchy, an organizing principle “A dynamic two-way flow of power and authority, based on knowledge, trust, credibility and a focus on results, enabled by interconnected people and technology”. At the heart of the digital workplace

20. Let’s take a look at some very specific groups: 1.! Strong, shared sense of organizational purpose and identity (n=58) 2.! High degree of openness to the external environment (n=48) 3.! High degree of ease for customer-facing workforce (n=10)

21. Value-driven culture and inspirational purpose “A strong shared culture is the glue that keeps empowered organizations from falling apart. Frontline employees are trusted to make the right decisions guided by a number of shared values rather than by a thick book of rules and policies.”

22. Where there is a “strong, shared sense of organizational purpose”, we observe… Distributed decision- making High involvement of management in the digital workplace Communities and official community management Correlations

23. Shared sense of purpose and identity Strong Weak 73% Topic-based learning communities 49% 46% Personal interest communities 19% 38% Problem solving communities 21% 23% Community management: responsibility formally included in some job roles 8% 54% Single enterprise social network 30% N=58 N=48 Communities, community management and social networking % of the segment reporting “yes”

24. Strong Weak Management: “Vocally supportive and active: resources, visible participation” % of the segment reporting “yes” 32% Customer service/support 13% 42% Marketing 23% 21% Operations 11% 37% R&D, Engineering, Development 19% 28% Sales 9% 28% C Level 11% N=58 N=48 Shared sense of purpose and identity

25. 0 20 40 60 80 100 Very distributed Distributed Neither one nor the other Centralized Very centralized % 50% of organizations with distributed decision-making report a "strong, shared sense of purpose and identity" 10% of organizations with very centralized decision-making report a "strong, shared sense of purpose and identify" “Strong, shared sense of organizational purpose and identity” Shared sense of purpose and identity

26. Where there is a “strong, shared sense of organizational purpose”, we observe… Distributed decision- making High involvement of management in the digital workplace Communities and official community management Correlations We also see greater clarity on priorities, faster decision-making, fewer political games.

27. All Purpose Too many competing priorities 51% 35% Slow decision-making, often consensus-based 42% 22% Too much focus on the tool, not enough on people and change 36% 28% Politics, inside the organization 36% 11% Hesitation or resistance to rethink how we work 37% 31% No strong business case, ROI or proven value 26% 24% Percentages of responses saying “Serious challenge, holds us back” Greater clarity on priorities, faster decision- making, fewer political games -25 pts -20 pts -16pts Shared sense of purpose and identity

29. Arie de Geus, 1997 “Surviving and thriving in a volatile world require, first of all, management which is sensitive to its company’s environment.” “Only after seeing that something is about to change (or has already begun to change) outside the company will management be ready to deal with the effects of that change.”

30. Where organizations are “open and reactive to the influence of the external world” we observe… Higher importance of external sources of information High involvement of all levels of management in digital workplace decision-making Communities including external members Correlations

31. % of the “open reactive” segment vs. the “closed environment” reporting “yes” Twice as many communities that include external people •! Communities of practice and project-based communities (approx. 30% vs. 15%) Open & reactive to the influence of the external world External sources of information more frequently rated “of high importance” •! Clients: 35 vs. 16% •! Partners and suppliers: 47 vs. 29% •! External websites: 28 vs. 11% Higher management involvement in decision-making for the digital workplace •! C-Suite: 22 vs. 5% •! Middle management: 40 vs. 18% •! Operational management: 33 vs. 15% N=48

32. Where organizations are “open and reactive to the influence of the external world” we observe… Higher importance of external sources of information High involvement of all levels of management in digital workplace decision-making Communities including external members Correlations We also see that they are ready to adopt new work practices, and less need to “prove” business value

33. All Open Too many competing priorities 51% 29% Slow decision-making, often consensus-based 42% 24% Too much focus on the tool, not enough on people and change 36% 27% Politics, inside the organization 36% 27% Hesitation or resistance to rethink how we work 37% 22% No strong business case, ROI or proven value 26% 13% More ready to adopt new work practices, and less need to “prove” business value -15 pts -13 pts Percentages of responses saying “Serious challenge, holds us back” N=48 Open & reactive to the influence of the external world

35. “Very easy” for our customer-facing workforce to find what they need to do their jobs when with customers. The top 3 influential factors •! Information management •! Real time communication •! Peoples’ individual digital capacities Means of evaluation: “Time saved” followed by “customer satisfaction metrics” Top strategic driver: Business and operational performance. 80% vs. 50% of the full survey N=10

36. All Customer Facing Too many competing priorities 51% 10% Slow decision-making, often consensus-based 42% 20% Too much focus on the tool, not enough on people and change 36% 20% Politics, inside the organization 36% 20% Hesitation or resistance to rethink how we work 37% 30% No strong business case, ROI or proven value 26% 10% Percentages of responses saying “Serious challenge, holds us back” “Very easy” for our customer-facing workforce to find what they need to do their jobs when with customers. Top strategic driver: Business and operational performance. Digital workplace strategy focused on a business goal

38. So, how do we deal with the challenges?

39. Competing priorities Slow decision-making Too much focus on the tool Politics Hesitation to rethink how we work No strong proven value Build / support communities of all sorts, even non professional ones. Formalize community management. Work on distributed decision- making within your sphere of influence. < < < Shared sense of purpose

40. Competing priorities Slow decision-making Too much focus on the tool Politics Hesitation to rethink how we work No strong proven value Build communities with external people. Bring the client’s voice inside your organization. Make access to external information sources easy. Expose your management to their peers outside your organization. < < Open to the influence of the external world

41. Competing priorities Slow decision-making Too much focus on the tool Politics Hesitation to rethink how we work No strong proven value Define / clarify goals, in particular regarding your customer-facing workforce. < Business goals for the digital workplace

42. 42 Thank you! Jane McConnell Get in touch jane@netjmc.co m Twitter: @netjmc Where are you on the digital workplace journey? Consider organizing a collective diagnosis of your own digital workplace!

43. •! Ana Bulgar, OMV Petrom S.A. (Romania) •! Bjoern Negelmann, N:Sight Research (Germany) •! Brian Holness, Knowledge Management Programme Manager, GDF SUEZ Energy International. (UK) •! Claude Monnier, HR Director Sony Music (France) •! Dan Pontefract, Chief Envisioner, TELUS. (Canada) •! Daniel Pankatz, Deutsche Post DHL, (Germany) •! Dany DeGrave, Sr. Director Strategic Alignment, Expertise & Innovation, Sanofi. (US) •! Darren Whitelaw, Department of Premier and Cabinet (Australia) •! Emanuele Quintarelli, Social Enterprise Leader, EMEIA Center of Excellence at EY. (Italy) •! Ernst Décsey, Communication Specialist, Digital Workplace, UNICEF Private Fundraising and Partnerships (Switzerland) •! Jean-Paul Chapon, Head of Digital Communications & e-Reputation, Société Générale (France). •! Luke Mepham Aviva, (UK) •! Matt Varney, Intranet Manager, Kentucky Community and Technical College. (US) •! Rawn Shah, Director & Social Business Architect at Rising Edge, Blogger at Forbes (US). •! Rebecca Jackson, Melbourne Water. (Australia) •! Richard Martin, Writer, Editor, Consultant IndaloGenesis Ltd. (UK) •! Rick Cantor, Vice President, Commercial Strategic Marketing, Knowledge Management Practice Leader, Chubb & Son. (US) •! Stefan Kruijer, Employee Portal Manager, Corporate Communications, Airbus. (Germany) Advisory Board Digital Workplace Research 2014 - 2015

The Workplace in the Digital Age

The Workplace in the Digital Age

Recomendados

Mais conteúdo relacionado

Mais procurados

Mais procurados(20)

Destaque

Destaque(6)

Similar a The Workplace in the Digital Age

Similar a The Workplace in the Digital Age(20)

Mais de Jane McConnell

Mais de Jane McConnell(10)

The Workplace in the Digital Age