Präsentation vom "teamraum Release Day 2014" am 26.05.2014 in Bern.

1. 1
teamraum Release Day 2014
Vom Intranet
zum Digital
Workplace
Bern
26.05.2014
Stephan Schillerwein
stephan@schillerwein.net
www.schillerwein.net
www.intranet-matters.de
@IntranetMatters
Offices:
- CH - Klingnau (AG)
- CH - S. Antonio (TI)
… und die entscheidende Rolle, die Collaboration dabei spielt

2. 2
About Stephan Schillerwein
 Extensive experience (15+ years) in Digital Media and Information
Management, specializing in Intranets, Social Collaboration and
the Digital Workplace
 Worked for organizations of all sectors & sizes
 Formerly Online and Intranet Manager at several large
enterprises and Director at the Intranet Benchmarking Forum
 Business computer scientist – speaks language of “both sides”
 Author, conference speaker, seminar trainer, blogger, …
 Partner of the Worldwide Intranet Challenge Intranet & Digital
Workplace Advisor
100+Projects
50+Companies
1large, international Partner Network
0contracts with Software Vendors
Project Focus:
 Knowledge Work Design
 Vision & Strategy
 Coaching & Enabling
 System evaluation
 Lean Intranet Projects
 360 Intranet Assessment
 Findability & Semantic
 Change & Adoption

3. 3
WIESO WOLLEN WIR
ÜBERHAUPT VOM INTRANET
WEG?

4. 4
Nur «Informieren» reicht als
Daseinsberechtigung nicht aus!
Heute Morgen
Grafiken: Thomas Maeder, Swisscom, i2 Summit 2013
Vom System- und Informations-zentrierten Ansatz
hin zum Fokus auf Personen und deren Aufgaben

5. 5
Just one small example of what’s wrong today
Source: Vin Jones, Business Practices That Refuse To Die #44: Email Trees,
http://www.youtube.com/watch?v=QIqA_YKeboc

6. 6
Total productivity loss in Knowledge Work

7. 7
How «good» are we at Knowledge Work?
25
%
Time-loss due to information
overflow and interruptions
29
%
Reduction in organisational
performance
63
%
Managers taking business
critical decisions w/o the
right information
14
k$
Cost per employee and year
just for internal search
80
%
of all knowledge is «bound
to persons»
25
%
Percentage that «outperformers»
value information management
more
85
%
Employees who could be more
productive if work was better
organised
62
%
Companies that don’t trust their own
informations (and have no proper
information management)
18
x
more growth in employee
engagement if social media is used
internally
40
%
of productivity is directly explained
by the amount of communication
amounf employees

8. 8
Sources for previous slide
1. Basex: “Information Overload: Now
$900 Billion – What is Your
Organization’s Exposure?”, 2008,
http://www.basexblog.com/2008/12/1
9/information-overload-now-900-
billion-what-is-your-organizations-
exposure/
2. Capgemini, 2008 (as cited in: Stephen E.
Arnold, Martin White: Successful
Enterprise Search Management)
3. Capgemini: “The Information
Opportunity Report“, 2008,
http://www.uk.capgemini.com/news/p
r/pr1605/
4. IDC: “Hidden Costs of Information
Work: A Progress Report”, 05/2009,
http://www.idc.com/getdoc.jsp?contai
nerId=217936
5. Giga Information Group, Inc.:
“Collaboration and Communities: an
Update”, 2002
1. IBM Global Business Services: “Business
analytics and optimization for the
intelligent enterprise”, 2009,
http://www-
935.ibm.com/services/us/gbs/bus/html
/gbs-business-analytics-
optimization.html
2. Workplace Productivity Report,
http://www.stuff.co.nz/the-
press/news/8928152/Digital-stress-
overwhelming-workers-study
3. AIIM Industry Watch: „State of the
ECM Industry 2011”
4. Chris McGrath & Ephraim Freed,
ThoughtFarmer: «SOCIAL INTRANETS &
EMPLOYEE ENGAGEMENT», 2012
(based on Research by Aberdeen
Group)
5. Global Knowledge Training LLC (B.
Bulleit): “Effectively managing team
conflict”, 2006

9. 9
DIE URSACHE(N) HINTER
DIESEN PROBLEMEN

10. 10
The Key Misconception about Work
Different
SameSame

11. 11
Intrinsic Motivation, Meaningfulness
Knowledge Work – the misunderstood key success
factor in a high-tech, global world
Manual Labour Case Work Knowledge Work
3Work
types
60%
Planing, Steering, Processes,
Repetition, Standardisation
Self-organisation, Autonomy,
Empowerment, Connectedness
Creativity, Finding Solutions,
Soft Skills


  

 
Process / «Robot Work» People

 
Control, Micro-Management,
Time & Volume = Performance
  
Today: Efficiency / Revenue Future: Innovation

12. 12
The Edge is now the Core
Industrial Paradigm New Paradigm
Core
Edge Based on a concept by Tom Graves,
http://weblog.tetradian.com/
Low degree of
knowledge work
High degree of
knowledge work

13. 13
EIN NEUER ANSATZ

14. 14
«Wenn ich eine Stunde Zeit hätte, die
Welt zu retten, würde ich 55 Minuten
damit verbringen, das Problem zu
definieren und 5 Minuten, es zu
lösen.»
- Albert Einstein

15. 15
This new Paradigm requires a new Project Approach
Operations: Go Live, Use & Sustain
Phase 3: Build & Implement
Stream a: Technology Stream b: Content & Structure Stream c: Adoption, Change & Organisation
Phase 2: Prepare & Design
Roadmap Solution Concept Organisational Concept System Evaluation
Phase 1: Explore & Envision
Analysis Vision & Strategy Business Requirements
Phase 0: Project Initialisation
Project Scope Project Setup
Pre-Project: Business Case & Strategic Direction Plan
xPhaseA:Project&ExpectationManagement
xPhaseB:ChangeEnablement
xPhaseC:Communication
Stephan Schillerwein, version 2.0 –
Licensed under a Creative Commons Attribution-ShareAlike 3.0 Unported License
Define the
Problem first!

16. 16
Die 4 Schritte zur Bestimmung der strategischen
Projektausrichtung
1
Bewertung der heutigen Fähigkeiten und
Produktivitätsverluste in der Wissensarbeit
2
Identifikation der Probleme und Potentiale
(“Value Drivers”)
3
Ableitung von strategischen Anforderungen aus
bestehenden Strategien, Leitbildern, Werten, …
4
Skizzierung der kritischen Erfolgsfaktoren und
Hindernisse (Erfolgs-/Misserfolgsszenarien)

17. 17
Examples of Value Driver Workshop results
Root-cause analysis
0
20
40
60
80
100
120
Übergreifende
Zusammenarbeit
Organisation & Kultur Technologie &
Funktionalitäten
Informationssilos Struktur Sonstiges
Anzahl Probleme nach UrsachenNumber of Problems grouped by Root-Causes
Collaboration Culture Technology Silos Structure Misc

18. 18
Praxisbeispiel: Ergebnisse
Übersicht der «Value Drivers»
79%
78%
75%
74%
74%
69%
67%
60%
58%
56%
54%
53%
52%
52%
52%
50%
49%
47%
47%
46%
39%
38%
0% 10% 20% 30% 40% 50% 60% 70% 80% 90%
02 - AUFFINDBARKEIT VON INFORMATIONEN
07 - WISSENSTAUSCH
12 - PROJEKTARBEIT
01 - VERFÜGBARKEIT INFORMATIONEN
05 - PERSÖNLICHE INFORMATIONSFLÜSSE
14 - PROZESSE
18 - STEUERBARKEIT INTRANET
13 - TRANSPARENZ ÜBER GESCHÄFT
09 - AUFFINDBARKEIT PERSONEN UND EXPERTISE
06 - ZUSAMMENARBEIT
22 - MITARBEITERPRODUKTIVITÄT
08 - KOMMUNIKATIONSMÖGLICHKEITEN
17 - VERBINDUNG INTRANET MIT ANDEREN SYSTEMEN
04 - VERFÜGBARKEIT VON BILDUNGSANGEBOTEN
15 - ENTSCHEIDUNGSFÄHIGKEIT UND -QUALITÄT
10 - INNOVATIONSKRAFT
19 - UNTERNEHMENSKULTUR
11 - MITARBEITERZUFRIEDENHEIT
03 - PAPIER-BASIERTE VORGÄNGE
20 - ARBEITGEBERATTRAKTIVITÄT
16 - INFORMATIONSSICHERHEIT
21 - MARKENBOTSCHAFTERTUM Content Management
Social Collaboration
Projekte
Personal Dashboard
Prozesse

19. 19
WOHIN DER WEG FÜHRT

20. 20
Intranet and Digital Workplace Evolution
LevelofWorkOptimisation
&BusinessValue
Time&Maturity
Stage 1:
Basic Intranet
Stage 2:
Extended Intranet
Stage 3:
Digital Workplace
Stages 4+:
Evolving Work Design
Information
Work (generic processes)
Enterprise
Stephan Schillerwein, version 1.0 –
Licensed under a Creative Commons Attribution-ShareAlike 3.0 Unported License
Work (specific processes)
News, Information, Phone
Directory, Static Navigation,
Intranet Search
Personalisation, Dynamic
System-wide IA,
Context & Semantic, Enterprise
Search
Workspaces, Communities,
Profiles, Admin Processes, Basic
Applications & Integration
Advanced Social Collaboration,
Decission Support, Project
Management, …
…
…
…
…
Business Processes,
Applications, Integration
e.g.: Innovation, Customer
Relationship, Product Leadership,
Employee Relationship,
Operational Excellence, Portfolio
Management, …

21. 21
WARUM COLLABORATION
EINE HAUPTSÄULE AUF
DIESEM WEG IST

22. 22
What is the core function of every
Organisation?
“Firms come into being in order to enable human
beings to achieve collaboratively what
they could not achieve alone.
If one accepts this as the true purpose of any
organization, then the main focus of executives’
attention should be on how to foster
collaboration within their companies.”
(Hansen and Nohria, 2004)

23. 23
But we have to understand where
Collaboration is needed most
Artwork by Virpi: http://www.businessgoessocial.net/2014/04/02/microsoft_office_goes_social_infographic/

24. 24
Thank you !
Digital * Work * Design