Gave this presentation in a private briefing for a management team in a global company in Europe. It's about the digital workplace and how it's changing processes, practices and roles in organizations.

1. 1
www.digital-workplace-trends.com
The Digital
Workplace
in the
Connected
Organization
Jane McConnell, May 2014
@netjmc

2. 2
Strategic Advisor 16 years > 60 large,
global organizations, management briefer
and workshop leader netjmc.com
Researcher through global surveys and
annual reports since 2006 digital-workplace-trends.com
Facilitator of IntraNetwork, workgroup of
intranet and digital workplace practitioners
in Paris intranetwork.fr
American-French living in the deep
Provence for 25 years

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A wide range of global organizations…
• Air Liquide, Paris
• Amadeus, Madrid
• ArcelorMittal, Luxembourg
• Areva, Paris
• Arup, UK
• Alcatel-Lucent, Paris
• Alstom Group, Paris, Switzerland
• 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
• ….

4. 4
www.digital-workplace-trends.com
314 organizations
around the world
Data collected end of
2013
8th annual survey and
report
Published February
2014
Jane McConnell

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Ø Challenging the way we work
Ø The digital workplace model
Ø Early Adopters: 3 fundamental differences
Ø Humanizing the workplace: 4 positive trends
Ø Pride in serving customers
Ø Challenges on the digital workplace journey
The Digital Workplace in the Connected
Organization: Today and Tomorrow

6. A look back… and a look forward…

7. ➡ Managed information and enterprise applications.
➡ Owned by Communication.
➡ At this stage, it is called the “intranet”.
➡ Structured according to the organizational structure with control
and clear, distinct “territories” and responsibilities.
1
Authoritative,
stable managed
dimension

8. ➡ The arrival of digital platforms for structured project
collaboration brings “real work” to the intranet.
➡ Goals become productivity & efficiency.
➡ Business and IT work together to meet operational needs by
creating collaborative platforms.
➡ Competition starts between the “intranet” and the
“collaborative platform”.
1 2
Authoritative, stable
managed dimension
Authoritative,
stable managed
dimension
Structured
collaboration
dimension

9. ➡ The arrival of “social media” in the enterprise brings disruption.
➡ People are empowered, potentially.
➡ Traditional roles of management, HR, IT and Communication are
challenged as people begin to self-declare and self-organize.
➡ However, social stays in its own corner, isolated from “real work”.
Social collaboration
dimension
3
Authoritative,
stable managed
dimension
1
Structured
collaboration
dimension
Authoritative, stable
managed dimension
Authoritative, stable
managed dimension
Structured
collaboration
dimension
2

10. ➡ Social collaboration impregnates the enterprise facilitating
visibility of work, openness, efficiency and accountability.
➡ The “digital workplace mode” requires leadership rather than
management. It is built on : “freedom within a framework”.
➡ HR, IT and Communication find new roles as people begin to
self-declare and self-organize.
➡ Self-organizing communities have strong influence over work
and decisions.
3 41
Authoritative, stable
managed dimension
Authoritative, stable
managed dimension
Structured
collaboration
dimension
+ Mobile
dimension
2
Social collaboration
dimension
Authoritative,
stable managed
dimension
Structured
collaboration
dimension

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Authoritative, stable
managed dimension
Authoritative, stable
managed dimension
Structured
collaboration
dimension
+ Mobile
dimension
3
Most organizations
are here.
2
Social collaboration
dimension
Authoritative,
stable managed
dimension
Structured
collaboration
dimension

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Authoritative, stable
managed dimension
Authoritative, stable
managed dimension
Structured
collaboration
dimension
+ Mobile
dimension
3
A real game
changer
happening
right now.
2
Social collaboration
dimension
Authoritative,
stable managed
dimension
Structured
collaboration
dimension

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Authoritative, stable
managed dimension
Authoritative, stable
managed dimension
Structured
collaboration
dimension
+ Mobile
dimension
Social collaboration
dimension
3
Authoritative,
stable managed
dimension
Structured
collaboration
dimension
2
Communication" IT " HR"
" the message" " the toolset" " profiles"
" the target" " the users" " expertise"
" the timing" " the rollout" " personal branding"
Losing control?
Or evolving from management to leadership?

14. 14
Ø Challenging the way we work
Ø The digital workplace model
Ø Early Adopters: 3 fundamental differences
Ø Humanizing the workplace: 4 positive trends
Ø Pride in serving customers
Ø Challenges on the digital workplace journey
The Digital Workplace in the Connected
Organization: Today and Tomorrow

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• 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)
Digital Workplace Research Advisory Board 2014

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The digital workplace lives at the intersection
of people, organization and tools.

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Leadership
CultureAsset
MINDSET
ENABLERSCAPABILITIES
Process
Structure
ReachEnterprise
Business
Individual

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Ø Challenging the way we work
Ø The digital workplace model
Ø Early Adopters: 3 fundamental differences
Ø Humanizing the workplace: 4 positive trends
Ø Pride in serving customers
Ø Challenges on the digital workplace journey
The Digital Workplace in the Connected
Organization: Today and Tomorrow

19. • Strategic drivers
• Strategic positioning
• Culture
Early Adopters:
3 fundamental differences

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Top 2 strategic drivers for the
digital workplace
• Increasing organizational
intelligence
• Gaining efficiency and cost-
savings
Number 1
for Early
Adopters
Number 1
for the
Majority

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Specific program
Part of larger initiative
Aligned to strategic
values/goals
Currently working
on alignment
Not currently working
on alignment
9
12
21
44
27
28
32
42
23
6
Early adopters %Majority %
Strategic Positioning: Enterprise Transformation

22. 22

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Early Adopters in blue, Majority in gray
Organizational cultures in Early Adopters are more
open, entrepreneurial and team-oriented.

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Ø Challenging the way we work
Ø The digital workplace model
Ø Early Adopters: 3 fundamental differences
Ø Humanizing the workplace: 4 positive trends
Ø Pride in serving customers
Ø Challenges on the digital workplace journey
The Digital Workplace in the Connected
Organization: Today and Tomorrow

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• Direct, individual expression
• Networking with others
• Communities
• Mobility
Humanizing the workplace:
4 positive trends

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Sharing information
and knowledge
Co-creating
content
Reacting to news,
information
37
35
20
64
56
49
2013 2008
People are more empowered to express
themselves in the digital workplace today
than 5 years ago.
A comparison between 2008 and 2013.
% deployment “enterprise-wide” or “in some parts”.
Sharing info &
knowledge
Co-creating
content
Reacting,
commenting
37 64%
35 56%
20 49%
2008
2013
2008
2008
2013
2013

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Enterprise social networking exists in over
40 percent of organizations today.
A comparison between 2008 and 2013.
% deployment “enterprise-wide” or “in some parts”.

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70 to 80 % of Early Adopters have virtual
team and community spaces enterprise-
wide
(20 to 30 % in the Majority)
Self-organizing
groups of people

29. People will have more mobile services by the
end 2014
• News, information
• Project managers
• Employee self-service
• Employee education
• Managers on the road or off site
• Management reporting
29
Percentages based on 276 organizations (out of 314) that are
working on mobile solutions.
15 to 20 % launched by end 2013.
10 to 20% planned for end 2014.
30 – 40%
By end 2014
=

30. 90% of Early Adopters are investing in mobile
services for the workforce.
30
High priority and
significant investment
made
Considered important,
some investment
Moderate level of
interest
Little or no interest
10
44
33
11
42
49
7
Early adopters %Majority %

31. Lexmark operates in an industry that is constantly and rapidly changing, so business
agility is key to survival and prosperity. True agility requires ongoing information
sharing and collaboration across the entire enterprise, which means that we must
provide our employees with the ability, opportunity and motivation to collaborate.
We have found that three interlocking components are essential for this.
““
…
In Practice Case page 34 in The Digital Workplace in the Connected Organization.

32. “
“A flexible BYOD device policy and cloud-based applications make it easy for
users to access our systems whenever and wherever they need to.
Flexible HR policies give employees the freedom to work on their own terms.
For years we have had a liberal work policy that lets many employees decide
when and how often they work from home versus coming in to the office.
We deployed our social platform in 2012, and want our employees to “work out
loud” – to work in a transparent, sharing environment. It can be a difficult
transition shifting from emails with file attachments to wikis and discussion
threads, so we try to find as many different ways as possible to bring people into
the system…. When a social platform is full of engaged employees, the results
can be powerful.
Dennis Pearce
Enterprise Knowledge Architect, Lexmark
In Practice Case page 34 in The Digital Workplace in the Connected Organization.

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Ø Challenging the way we work
Ø The digital workplace model
Ø Early Adopters: 3 fundamental differences
Ø Humanizing the workplace: 4 positive trends
Ø Pride in serving customers
Ø Challenges on the digital workplace journey
The Digital Workplace in the Connected
Organization: Today and Tomorrow

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FOUR BUSINESS
SCENARIOS
1. Ease and efficiency for customer-
facing people.
2. Organizational flexibility when facing
sudden change.
3. Developing skills and knowledge as a
natural part of working.
4. Retaining knowledge and know-how
of older experts when they retire.

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1. 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?
ü Very easy
ü Relatively easy
ü Somewhat difficult
ü Very difficult
ü Impossible

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Very easy
Relatively easy
Somewhat difficult
Very difficult
Impossible
24
53
11
13
57
22
Early adopters %Majority %
Customer-facing people
70 %24 %

37. “(Our clients) remain delighted to pay our fee because our people working
together provide a service that is second to none.
“
Adam Pope
Senior Librarian, Arup
In Practice Case page 34 in The Digital Workplace in the Connected Organization.

38. “In late 2012 Hurricane Sandy hit New York. Its subways were flooding
and our client issued a call to Arup for help.
Despite being home bound, the Director who received the call posted a
message across the forums asking how other cities had coped in
similar situations.
Overnight, responses came in from Manila, London, Brisbane, Tokyo,
San Francisco, Hamburg, Dublin and Singapore. Rich, detailed
explanations with photos of solutions.
A presentation was given to the client’s chair the following lunchtime
and their trust in our services soared.
They remain delighted to pay our fee because our people working
together provide a service that is second to none.
“
Adam Pope
Senior Librarian, Arup
In Practice Case page 34 in The Digital Workplace in the Connected Organization.

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Ø Challenging the way we work
Ø The digital workplace model
Ø Early Adopters: 3 fundamental differences
Ø Humanizing the workplace: 4 positive trends
Ø Pride in serving customers
Ø Challenges on the digital workplace journey
The Digital Workplace in the Connected
Organization: Today and Tomorrow

40. ü Too much focus on the tool, not enough on people
and change
Toughest Challenges

41. ü Too much focus on the tool, not enough on people
and change
ü Hesitation to rethink processes and ways of working
Toughest Challenges

42. ü Too much focus on the tool, not enough on people
and change
ü Hesitation to rethink processes and ways of working
ü Management needs proof of quantifiable ROI
Toughest Challenges

43. ü Too much focus on the tool, not enough on people
and change
ü Hesitation to rethink processes and ways of working
ü Management needs proof of quantifiable ROI
ü Decisions based on consensus, slow and long
Toughest Challenges

44. ü Too much focus on the tool, not enough on people
and change
ü Hesitation to rethink processes and ways of working
ü Management needs proof of quantifiable ROI
ü Decisions based on consensus, slow and long
ü Stakeholder politics, power struggles impact
decision-making
Toughest Challenges

45. ü Too much focus on the tool, not enough on people
and change
ü Hesitation to rethink processes and ways of working
ü Management needs proof of quantifiable ROI
ü Decisions based on consensus, slow and long
ü Stakeholder politics, power struggles impact
decision-making
Toughest Challenges
Serious challenge,
holds us back
Approximately 50 % of the Majority

46. ü Too much focus on the tool, not enough on people
and change
ü Hesitation to rethink processes and ways of working
ü Management needs proof of quantifiable ROI
ü Decisions based on consensus, slow and long
ü Stakeholder politics, power struggles impact
decision-making
Toughest Challenges
Manageable, requires
special effort
Serious challenge,
holds us back
Approximately 50 % of the Majority Approximately 50 % of Early Adopters

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Today, our focus needs to be here.
Wrap up

48. 48
Ø Challenging the way we work
The Digital Workplace in the Connected Organization:
Today and Tomorrow (Wrap up 1/6)

49. 49
Ø Challenging the way we work
Ø Digital Workplace = Capabilities + Enablers + Mindset
The Digital Workplace in the Connected Organization:
Today and Tomorrow (Wrap up 2/6)

50. 50
Ø Challenging the way we work
Ø The digital workplace model
Ø Early Adopters: 3 fundamental differences
• Organizational intelligence is #1 strategic
driver.
• The digital workplace facilitates enterprise
transformation.
• Open, participatory cultures are more
common in Early Adopters than in the
Majority of organizations.
The Digital Workplace in the Connected Organization:
Today and Tomorrow (Wrap up 3/6)

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Ø Challenging the way we work
Ø The digital workplace model
Ø Early Adopters: 3 fundamental differences
Ø Humanizing the workplace: 4 positive trends
• Individual expression
• Enterprise social networking
• Communities
• Mobile
The Digital Workplace in the Connected Organization:
Today and Tomorrow (Wrap up 4/6)

52. 52
Ø Challenging the way we work
Ø The digital workplace model
Ø Early Adopters: 3 fundamental differences
Ø Humanizing the workplace: 4 positive trends
Ø Pride in serving customers
Ease and efficiency for the
customer-facing workforce
The Digital Workplace in the Connected Organization:
Today and Tomorrow (Wrap up 5/6)

53. 53
Ø Challenging the way we work
Ø The digital workplace model
Ø Early Adopters: 3 fundamental differences
Ø Humanizing the workplace: 4 positive trends
Ø Pride in serving customers
Ø Challenges on the digital workplace journey
The mindset, not the
technology
The Digital Workplace in the Connected Organization:
Today and Tomorrow (Wrap up 6/6)

54. 54
jane@netjmc.com
Twitter: @netjmc
Cell: +33 (0)6 12 03 66 34
www.netjmc.com
www.digital-workplace-trends.com
www.linkedin.com/in/netjmc
Get in touch!
Jane McConnell
Charter member of Change Agents Worldwide
(www.changeagentsworldwide.com)
IntraNetwork – work group of digital practitioners,
Paris-based (www.intranetwork.fr)