Digital Workplace Trends and Transformation
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The presentation highlights findings from the 8th annual worldwide survey on digital workplace trends, revealing that while there is progress in internal collaboration, the digital workplace (DW) is not yet recognized as a strategic asset by most organizations. Challenges such as management's focus on ROI over people-building, power struggles, and slow mobile adoption hinder transformation. The DW is essential for modern business operations, requiring leadership to manage it effectively.
Digital Workplace Trends and Transformation
- 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
- 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