The document presents a "Digital Workplace Manifesto" consisting of 11 principles for the modern digital workplace. The principles focus on allowing flexibility in where and how employees work, prioritizing outcomes over process, making technology easy to use, enabling collaboration and learning, and fostering understanding between coworkers. Supporting facts and statistics are provided for each principle regarding productivity, adoption of technology, and employee satisfaction.

1. Sam Marshall
@sammarshall

2. Digital workplace
Traditional Intranet
News
Web
Conferencing
RSS feeds
Employee
self-
service
Advanced Intranet
E-mail
Telepresence
Twitter
feeds
Collaboration tools
for internal teams Instant
messaging
Extranet
HR Systems
Policies
Corporate
information
Phone book
Micro-
blogging
Internal
social
networks
External
social
networks
Document
Management
CRM
Supply chain
management
Desktop Office
Applications Online Office
applications
© IBF 2010

3. “It’s a Unix system – I know this!”

4. It’s not just the movies
According to
UK ONS by end
of 2012 that
figure was..
21m
In 2000,
Forrester
estimated that
by 2003
41m
people in the
UK would use
mobile devices
to access the
internet.

5. So what does that tell us?
We’re pretty bad at
predicting how
technology will be
used in practice
Technology
increases options
for how we work,
but doesn’t give us
a plan
We should define
the principles of
what matters to
people, and keep
that as the constant
as our digital
workplaces evolve

7. 1. Work is no longer a place.
Let me be productive where I choose, but respect my home
life too.
Working from home can lead to a
13-20% increase in productivity

8. “ We need to stop thinking of
work as a destination and ask
ourselves: what’s the best place
for me to work today?”
—Dave Coplin, Microsoft

13. 2. Manage the outcome, not the process.
Trust that I’m working productively when you can’t see me,
but hold me accountable for the results.
Best Buy saw a 35% increase in
productivity in departments
adopting a results-oriented
approach

14. The challenge of remote knowledge work
• Trust between employees
not by managers may be
the issue
• Management by results
gets harder the more
creative it is
• The onus moves to
employees to ‘work out
loud’
• Introverts may need a
different approach
73% of office
workers felt
remote workers
wouldn’t work as
hard

15. 3. The digital workplace should be a
pleasure to use.
If it’s not as good as my digital home life, let me bring in my
own solutions.

16. Does your head office look like this…

17. But your digital workplace look like this?

18. 4. Collaboration only works if we do it the
same way.
The best tool is the one we all use, otherwise we create
digital divides to match physical ones.

19. 5. Let me be myself online.
My profile is who I am in the digital workplace, and many of
my working relationships may be with people I don’t get to
meet.

20. 6. Learning is good for me and the
company.
Give me the opportunity to acquire knowledge from outside
and in, and the chance to use it well.

21. MooC
• Coursera.com
• Code Adademy

22. 7. Not everyone is an early-adopter.
Give support and guidance to those that need it, but also
freedom to learn by playing for the self-starters.
40% of social network
users say they are easier
to use than workplace
software.
44% of employees say
insufficient training is a
barrier to adopting new
workplace technologies.

23. Skills you might need…
• Understand cloud storage
• Apply metadata
• Use group calendaring
• Manage access control lists
• Plan audience targeting
• Understand presence
• Manage 3rd party add-ons
• Understand two-factor authentication

24. “Nobody went on a training course for
Facebook…”
http://www.youtube.com/watch?v=wMZaKnYCFpc

25. Diffusion of innovation curve
http://blog.yammer.com/blog/2012/01/how-much-adoption.html

26. 8. Work doesn’t stop at the firewall.
Our digital workplace should encompass customers,
suppliers, partners and contacts.

27. 9. Everything should be geared to
helping me do the work that matters.
Remove the irritants like multiple logins. You know who I
am – once I’m logged in I should get everywhere I need to
go.

28. GSK office via Forbes.com

30. 10. Working relationships involve
understanding each other.
Let me express my views and I’ll listen to yours.
39% of “best places to work”
have social intranet spaces vs
industry average of 17%.

31. “Internal communication is the
process by which the bosses tell
everyone what is happening,
followed by a feedback stage
where everyone can tell the
bosses what is really happening.”
—Guy Browning

32. 11. If I don’t like it, I can always leave.

33. The Digital Workplace Manifesto
1. Work is no longer a place.
2. Manage the outcome, not the process.
3. The digital workplace should be a pleasure to
use.
4. Let me be myself online.
5. Learning is good for me and the company.
6. Not everyone is an early-adopter.
7. Work doesn’t stop at the firewall.
8. Everything should be geared to helping me do
the work that matters.
9. Working relationships involve understanding
each other.
10. Collaboration only works if we do it the same
way.
11. If I don’t like it, I can always leave
Download the poster:
www.clearboxconsulting.co.uk/di
gital-workplace-manifesto

35. sam@clearboxconsulting.co.uk www.clearboxconsulting.co.uk
@sammarshall

36. References/Credits
Original cartoons commissioned
by ClearBox from:
www.businessillustrator.com
& Duncan Scott
(1) 13% - Stanford University study
http://www.stanford.edu/~nbloom/WFH.pdf,
20% - BT case study
www.anywhereworking.org/case-studies/
Office layout at GSK:
www.forbes.com July 16th
(2) 73% Stat from Ipsos MORI poll of a
representative GB sample of 1,000 office
workers. http://anywhereworking.org
(3) Cisco Connected World report 2011"
www.cisco.com/en/US/netsol/ns1120/
Old office pjoto: http://www.old-
picture.com/american-legacy/001/Workers-
Office-Women.htm
(7) Oracle study “Enterprise 2.0: Driving
creativity,
productivity and collaboration”
(10) Digital workplace survey by NetJMC
http://t.co/M5IsOSfF