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Intranet & Digital strategy survey - Synthesis 2017

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Where are you at in your digital transformation ?

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Intranet & Digital strategy survey - Synthesis 2017

  1. 1. Observatoire e-transformation & intranet 1www.arctus.com Where are you at in your digital transformation? Results 2017
  2. 2. Observatoire e-transformation & intranet 2 Since 1999, the Intranet Observatory has been analysing the trends in companies’ in-house web facilities. We present here the results of the second edition of the e-transformation & intranet Observatory which illustrates the digital maturity of the organizations through a metaphor from the natural world: the digital transformation tree. Introduction respondents285 > 4 million staff members represented A glossary is available at the end of this document to help you decode the language of in-house digital transformation. By means of a personalized questionnaire distributed from 16 January to 7 April 2017, participants were able to make their contribution to this forward study about the way organizations are evolving. Analysing the results shared by Arctus allows all the respondents to assess the state of their in-house digital trans-formation and discover some avenues for development. e-transformation is affecting organizations in their entirety. It is also impacting business disciplines as much as structures or processes, and it represents a challenge for everyone. Our ambition is to decipher the latest evolutions in organizations in terms of internal e-transformation.
  3. 3. Observatoire e-transformation & intranet 3 Key results and figures to note Learning points
  4. 4. Observatoire e-transformation & intranet 4 Interaction and collective construction the focus of people’s attention In terms of collaborative workspaces, all the types are evolving; specifically, it can be noted that project communities, the largest group, are available in nearly 80% of the intranets (+3 points); organizational spaces are seen in 71% of the intranets. The replication of the organization in collaborative workspaces is a sign of interaction accessible to everyone. Learning points Collaborative publishing is showing strong development and is also the subject of a high rate of projects within the companies. In this way, documents become collaborative and embed interactive features allowing simultaneous operations by several players; in real time, several players can modify, comment on, or enrich the document, with contribution tracking. Collaborative publishing and collaborative workspaces continue to gain ground Digital: an intergenerational interaction tool Commitment from line managers and senior managers towards digital is progressing! A majority of these players think that digital is necessary in order to respond to the issues for their company. An interesting illustration: digital is seen by over 75% of answerers as an opportunity for developing relationships with high-potentials and young people.
  5. 5. Observatoire e-transformation & intranet 5 Governance is being deployed to serve collaborative and social facilities The job of in-house community manager is booming! ▪ 86% of companies who have set up a collaborative facility have at least one community manager. ▪ Companies that already had one or more community manager(s) in previous years have more now. These roles are becoming more accessible as companies deploy collaborative workspaces. The accompaniment for deploying collaborative work- spaces is increasingly personalized; it has doubled in one year. This is one part of the actions being deployed (3 on average) to support users in getting to grips with them. The acknowledgement of the value contributed by col- laborative working justifies the companies’ investment in change management. 58% of companies possessing social functions have formalized usage and sharing of good practice, while a third of these companies have put in place moderation procedures and rules. Almost a quarter state they have formalized job profiles and skills for space leaders. The deployment of the collaborative and social facilities is being accompanied by a great diversity of actions Learning points
  6. 6. Observatoire e-transformation & intranet 6 Mobile access is evolving – rapid growth in social functions ▪ Strong growth is noted in the social interaction functions available within companies. The dynamic is constant, with the level of projects declared maintaining its level. These social functions are some of the few features where promises have been more or less kept. ▪ 87% of companies who have deployed social func- tions have the “publishing comments” function available, and 80% of them have deployed the “like” function. This confirms that these two features are indeed standards for in-house interaction. ▪ Up 10 points compared to the previous edition, the “mention a member” function shows the greatest growth at 68%. Social functions are on a roll Mobile access is the next priority ▪ It is noted that 75% of the companies responding to the survey have developed a mobility policy. However, COPE is in the majority in the companies, since 60% of them declare providing their staff with smartphones and/or tablets. 16% allow staff to use their personal mobile devices. ▪ ⅓ of the collaborative and social facilities are avail- able on tablet and smartphone (as against ⅕ in 2016.) Learning points
  7. 7. Observatoire e-transformation & intranet 7 Figures to note: have a majority of partially active spaces or a number of very active spaces75% have all their spaces very active13% ▪ Social functions are present in 52% of in-house digital facilities. ▪ Collaborative functions are present in 55% of cases. have all of their spaces not very or not at all active12% ▪ Nearly 80% of the companies deploying collaborative work- spaces give their employees support in getting to grips with them ▪ 25% of the companies use both collaborative and social functions on the same platform. Learning points Of the companies who have developed collaborative workspaces:
  8. 8. Observatoire e-transformation & intranet 8 Figures to note: 80% of them have deployed the “like” function 4: average number of social functions deployed in companies > ⅓ of the companies taking part in the survey give mobile access to the info-com, social, and collaborative facilities 34% of companies equipped with social tools declare regular use of social functions 64% of companies declare having social functions available offering an enhanced directory file Learning points 87% of companies who have social functions have the “publishing comments” function 68% of companies who have social functions have the “mention a member” function This is showing the greatest growth 64% @ 19% plan to deploy this within 2 years
  9. 9. Observatoire e-transformation & intranet 9 3 axes for analysis People lie at the heart of the change, and it is very much the combination of several factors that makes it possible to ensure the digital tools are adopted. To enable us to compare the digital maturity of the organizations and allow them to set benchmarks for themselves, we have identified 3 axes that describe these transformations: Learning points For each of these axes, we have defined levels of maturity and classified the answers according to these scales. In the rest of this document, we analyse the breakdown of the organizations on each of these axes, and you will be able to see your own position within this model. Feature richness of the facilities deployed Level of the populations’ commitment to the digital transformation Extent to which the digital facilities are being used Facility Usage
  10. 10. Observatoire e-transformation & intranet 10 A tree metaphor Digital tools are an integral part of the company. They play a part in its optimized functioning and, in a world undergoing a profound mutation, are a necessary condition for its longevity. They contribute to maintaining its adaptability. Learning points Our regular use of metaphors to explain the way the digital tools work has inspired us to refer to the world of trees to present the digital maturity of organizations. Just like the development of trees in a forest, the reality of digital transformation within companies is diverse. Over and above the profusion of technical solutions offered by the software market, each organization has its own way of implementing and disseminating these changes. Trees are living organisms, they deploy themselves optimally while at the same time respecting an ecosystem. They are easily influenced by the vagaries of their environment, just as digital is easily influenced by the socio-economic environment of the company. So they are eminently suitable for representing the ecology specific to each living being or social body. Our use of metaphors from the world of trees in the e-transformation & intranet Observatory
  11. 11. Observatoire e-transformation & intranet 11 The root system: commitment by line managers and employees Having a tool is one thing – making proper use of it is quite another. Digital transformation cannot take place if the commitment of the people, in particular the top managers and line managers, is not mobilized. Their involvement is what gives people the means to take on board the use of the digital tools. The answerers are classified according to 4 levels of commitment, each corresponding to the extent to which the digital transformation — under way or to come — is anchored within the organization. We have decided to represent these by the root system of our tree. Thus the denser this is, the greater the commitment; and how well these roots are embedded in the soil makes it possible to better withstand the vagaries of the weather – or economic vagaries, for companies. The level of commitment of the populations in the digital trans- formation can be measured in particular through a number of questions relating to sponsoring by top managers, but also by the commitment of the employees and line managers, and by the perceived opportunities and risks surrounding the digital transformation. Learning points
  12. 12. Observatoire e-transformation & intranet 12 4 levels of digital commitment 0 Organizations where the digital commitment of the line managers and employees alike is weak. Even if the facilities deployed are innovative and function-rich, the digital transformation will not be able to take root without a minimum of commitment and hence of confidence in the opportunities offered by digital. 1 Organizations where management alone is committed. In these organizations, digital transformation has a chance to take, but is going to take time to propagate throughout the whole structure. The example set by management is essential for initiating this transformation — but this alone is not enough for the methods for collaboration and information to change profoundly. 2 Organizations where only the employees are committed. The digital transformation is starting to take by capillary action via the lowest levels of the company. But for the facility to be properly anchored and sufficiently robust, the upper layers, management and top management, need to be committed to the digital transformation in an operational manner, not just in their words. 3 Organizations where all the populations are committed. The transformation clearly has every chance of working: in point of fact, significant anchoring at all the levels of the organization — strategic and operational — and moving into action in line with expressed objectives and the culture are key factors for success in digital transformation. Learning points
  13. 13. Observatoire e-transformation & intranet 13 Distribution by level of commitment to digital On the axis of commitment to digital, the 285 survey respondents are distributed as follows: 28% Organizations where management alone is committed 11% Organizations where only the employees are committed 41% Organizations where managers and employees are committed The proportion of companies where managers and em- ployees are committed (41%) is being consolidated, with an increase of 3 points, while the other three categories are static or reducing. 20% Organizations where the commitment of the populations is weak Learning points
  14. 14. Observatoire e-transformation & intranet 14 The above-ground part of the tree: the feature richness of the facility The level of feature richness of the facilities deployed has traditionally been monitored by the Observatory. Characteristic of the organizations’ degree of maturity, this may depend on the size of the structures, which do not all deploy the same functions, depending on what they need (leveraging knowledge, transversality, winning talent loyalty, etc.). In this 2017 edition, we can identify 6 levels of feature richness, each corresponding to the major types of facilities encountered in the organizations. The above-ground part of the tree here represents the feature richness: trunk, branch, twigs, etc. indicating the maturity of the facilities deployed. Learning points
  15. 15. Observatoire e-transformation & intranet 15 6 levels of feature richness 0 1 2 4 Organizations that have deployed a comprehensive facility (information/collaboration/social), and particularly within a unified vision, are mature in terms of digital transformation on the functional level. Sturdiness of the info-com trunk, transversality of the collaborative branches, agility of the social functions (subscribing, ‘like’, comments, etc.) — a facility that is functionally ready to fully bear fruit within the organization. Organizations that have deployed only social and/or collaborative facilities More flexible that the info-com intranet, which is based on significant editorial richness and requires more substantial governance of contributions, these organizations have chosen to deploy facilities that by their very nature are undoubtedly going to remain less extensive, or even confined to one part of the organization (a service, a department). Organizations that have implemented only info-com intranets, in a simple facility These have often run out of steam on the functional level, and are sometimes aging on a technological level. The organizations are well aware of the limit of their facility, which is not able to bear the fruit hoped for. Organizations that have put in place social functions in addition to the info-com facility The info-com intranet, complemented by a few social functions (like, comments, shares, etc.) makes it possible to gradually disseminate the social within the company. Organizations that have not deployed a facility Not many of these have responded to the Observatory — the very fact of replying is evidence of a minimum of interest in this type of project. 5 3 Organizations that have put in place an advanced facility with collaborative functions to complement the info-com facility With their intranet resting on a base of information, these organizations are developing collaborative branches (collaborative workspaces, sharing functions, etc.). A good support for developing the collaborative culture and for its uses to expand. Learning points
  16. 16. Observatoire e-transformation & intranet 16 Distribution by feature richness On the axis of the feature richness of the facility, the 285 survey respondents are distributed as follows: Organizations that have not deployed a facility 5% 7% 23% 15% 20% Organizations that have deployed only social and/or collaborative facilities Organizations that have deployed only info-com intranets Organizations that have deployed social functions on the info-com trunk Organizations that have deployed a comprehensive facility The proportion of solely info-com intranets drops significantly this year (down 7 points), in favour of more comprehensive facilities (info-com + collaborative and/or social). 31% Organizations that have deployed collaborative functions on an info-com trunk Learning points
  17. 17. Observatoire e-transformation & intranet 17 Foliage and blossom: usage level In this way, the answerers are classified according to 3 usage levels, each corresponding to the concrete benefits these facilities provide to the organization — rather like the yield of a fruit-tree: ▪ Absence of any growth ▪ Leaves ▪ Flowers The usage level of the facilities deployed is a key criterion for measuring the success of digital facility projects and for qualifying organizations’ digital maturity and the extent of their digital transformation. After all, the ultimate aim of all these projects is for them to be used. The traffic in the facilities, the number of regular users in all or part of the organization, the production of content, and contributions are all elements that go to define this usage level. Learning points
  18. 18. Observatoire e-transformation & intranet 18 3 levels of usage 0 1 2 Organizations that are seeing the first uses beginning to spread Even if it is still young or not very extensive, an initial functional base can, if the commitment is anchored in all or part of its organizational branches, begin to see the first benefits of collaborative working appear. However, because of its immaturity or its lack of roots in all the layers of the company, it may remain sensitive to its environment (loss of profitability, EPS, etc.) and see usage fall back in unfavourable contexts. Organizations that are seeing usage flourish and are gathering the fruit of digital transformation With a facility that is mature in functional terms and a population solidly committed in the digital transformation, there is every chance that the digital transformation will be fruitful and show all its benefits, all the more so if the weather is favourable for this (growth, profitability, performance, etc.) and the culture conducive to innovation, which is particularly fertilizing. Organizations that are not seeing any usage being deployed What might be the reasons why usage is failing to take off? A trunk that is functionally too impoverished, insufficient rooting in the digital transformation, an unfavourable climate (on a social, economic, etc. level), an infertile corporate culture, etc. are all factors for the facility to be deserted and hence its use to become sterile. Learning points
  19. 19. Observatoire e-transformation & intranet 19 Distribution by level of use On the axis of the level of use of the facility put in place, the 285 survey respondents are distributed as follows: Organizations that are not seeing any usage being deployed 35% 55% 10% Organizations that are seeing the beginnings of the first usage Organizations that are seeing usage flourish and are gathering the fruit of digital transformation First usages are multiplying within the organizations (+ 8 points). But complete usages are still not flowering yet. Learning points
  20. 20. Observatoire e-transformation & intranet 20 Stages of digital maturity Combining these 3 axes for analysing digital maturity (level of commitment to digital transformation, feature richness of the facility, usage level) reveals 64 degrees of maturity for in-house web facilities. For each stage of maturity described, we invite you to discover its principal characteristics, along with a number of concrete avenues for progress, in connection with the commitment of the populations to the digital trans- formation, the feature richness of the facility, and the deployment of its use. Learning points We want the e-transformation & intranet Observatory to be not just a static snapshot of the facilities, but also a lever for action for those who are developing them. The following pages illustrate the 6 degrees of maturity that are most representative of the 285 organizations responding to the Observatory in 2017.
  21. 21. Observatoire e-transformation & intranet 21 Simple facility with little commitment For example: ▪ Identify among the populations a number of early adopters who can act to ‘fertilize’ the digital transformation; ▪ Sketch the outlines of a facility that is better suited to needs, which will allow new usage to expand; ▪ Associate a maximum of top management to the production of content in order to encourage capillary action and propagation; ▪ Accompany staff through consciousness-raising and training in order to strengthen the digital and collaborative culture; ▪ Identify uncontrolled initiatives (shadow IT). Characteristics The answerers in this category have a digital information and communication facility that is doubtless aging a little, content-based with not very decentralized updating. Due to lack of richer features, the facility is running out of steam, as it is not possible for new, more collaborative uses to flourish on this stump. Yet the managerial teams are committed to digital transformation, whose benefits they perceive, at least on a theoretical level. Learning points 6% * % 2017 Observatory answerers are at the development stage * Levers for progress Consider a complete re-design of this facility, taking an in-depth look at the factors that are holding back or can be used to advance digital transformation within the organization.
  22. 22. Observatoire e-transformation & intranet 22 Fairly developed facility with little usage and no commitment Learning points * % 2017 Observatory answerers are at the development stage 4.6%* For example: ▪ Recruit senior managers into the culture: seminars, roadshows of presentations in committees, reverse mentoring, study trips, etc. ; ▪ Accompany staff through consciousness-raising and training in order to strengthen the digital and collaborative culture; ▪ Raise staff awareness of the ways digital can be used to keep informed and work together. Levers for progress Recruit management into the culture and help them to increase their digital commitment in order to undertake a re-design of the intranet or enrich the facility’s functions. Characteristics The answerers in this category have an advanced info-com facility, complemented by a number of collaborative functions. This is a good base for developing the collaborative culture and expanding its uses, which are still rather tentative. Moreover, the facility is not yet solidly established in such a way as to inspire and motivate the whole organization: the line managers and employees are not engaged with the digital transformation, the fruits and added value of which they are unable to imagine. For lack of anchoring, the stump will end up being uprooted and the facility become disconnected from the reality of the company.
  23. 23. Observatoire e-transformation & intranet 23 Fairly advanced facility with low usage and committed top management Learning points * % 2017 Observatory answerers are at the development stage 4.6%* For example: ▪ Offer new collaborative and social functions and suggest line managers take these up (top managers’ blog, team communities, microblogging, etc.) in order to spark the first usage; ▪ Accompany staff through consciousness-raising and training in order to strengthen the digital and collaborative culture. Levers for progress Leverage the management’s conviction in order to undertake a re-design of the intranet or enrich the facility’s functions. Characteristics The organizations in this category have deployed a digital facility comprising both info-com and collaborative functions. The uses made of them still need to be developed, and only management seem to believe in the benefits of digital transformation. Hence the anchoring in the soil needs to be strengthened so that the transformation project can be successfully completed.
  24. 24. Observatoire e-transformation & intranet 24 Fairly well-developed facility with little use, but strong commitment from senior management and employees Learning points * % 2017 Observatory answerers are at the development stage 5.3%* For example: ▪ Put in place ‘likes’ and comments, or microblogging — functions that are easy to get to grips with which will constitute a lot of little branches on which uses will be able to flourish; ▪ Add a function for managing one’s network of contacts, allowing the company’s ‘tuber’ to be extended and the facility to be more solidly anchored; ▪ Make a link between the functions and the company culture: e.g. the enhanced directory, which makes the most of experts, so that the culture works a bit like the fertilizer in the compost that is the facility. Levers for progress Develop new, more social functions in order to complete the facility and serve the needs of a population that is ready for digital transformation. Characteristics The organizations in this category can leverage the conviction held in all the company’s roots that digital transformation is beneficial. With a facility that, while modest, is already modern, offering collaborative functions and content, they are starting to see the first usage growing.
  25. 25. Observatoire e-transformation & intranet 25 Comprehensive facility, but limited use and commitment Learning points * % 2017 Observatory answerers are at the development stage 4.2%* For example: ▪ Set up a network of ‘ambassadors’: just like the swallows that announce the arrival of Spring, they’ll spread the word about the benefits ahead! ▪ Produce a usage guide in order to consolidate the tests carried out and encourage the first budding uses to multiply; ▪ And give it time to work! Certain seasons (economic, social, etc. context) are less favourable to blossoming! Levers for progress Multiply the initial experiences in order to spread throughout the organization. Characteristics The organizations in this category have deployed a highly-developed digital facility comprising rich, up-to-date content, social functions, collaborative workspaces, a search engine, practical tools, etc. — in short, a latest-generation intranet that, in spite of its progress on a functional level, is still seeing only tentative usage, or limited to a certain fringe of the population. Moreover, only management seem to believe in the benefits of digital transformation. Useful anchoring of the facility, but which is not enabling it to bear fruit.
  26. 26. Observatoire e-transformation & intranet 26 Comprehensive facility but limited use, commitment from senior management and employees Learning points * % 2017 Observatory answerers are at the development stage 11.3%* For example: ▪ Put in place actions for deploying and developing new uses; ▪ Carry out regular audits of the facility: surveys and user mirror groups, functional benchmarks, etc.; ▪ Frequently monitor the facility’s traffic and collaboration indicators so as to continue making the most of the fruits gained and to watch that a branch is not in danger (deserted community, etc.); ▪ Keep an eye on technological developments and uses in order to anticipate the expansion of the facility and the actions to be carried out (‘watering’ by consciousness-raising actions, etc.). Levers for progress Manage the facility regularly so it remains in step with the internal populations’ information and collaboration needs and with their engagement in the digital transformation. Characteristics The organizations in this category have deployed a very successful digital facility comprising rich, up-to-the-minute content, social functions, collaborative workspaces, a search engine, practical tools, etc. — in short, a latest-generation intranet that is seeing its use develop through strong commitment from all the company’s employees and managers.
  27. 27. Observatoire e-transformation & intranet 27www.arctus.com Details of the responses
  28. 28. Observatoire e-transformation & intranet 28 Sector, status, staff numbers, and structure Respondent sample
  29. 29. Observatoire e-transformation & intranet 29 The distribution of respondents from the various sectors remains very comparable to previous years. However, a very slight erosion can be noted in the public sector, in favour of the services (+2%) and industry (+1%) sectors. Sector and status Respondent sample The distribution by sector and status is stable. The majority of people answering the Observatory are still line managers. 46% 31% 23% Staff member Local management Top management 15% 53% 32% Industry Services Public
  30. 30. Observatoire e-transformation & intranet 30 The sample structure is changing slightly. ▪ Traditionally, we’ve had a “W” graphical distribution, with a peak for organizations with more than 10,000 people, another for those between 1001 and 5000, and a last one for those with fewer than 100. ▪ This year, we see a levelling-out of the three categories with fewer than 1000 people, with fewer very small structures (fewer than 100 people), down by 7 points, and more larger ones (over 1000 people), up by 5 points. ▪ The largest structures are also up compared to last year (+5 points) Staff numbers Respondent sample 16% 14% 10% 26% 8% 26% Fewer than 100 people 100–500 people 501–1,000 people 1,001–5,000 people 5,001–10,000 people Over 10,000 people
  31. 31. Observatoire e-transformation & intranet 31 Structures Respondent sample We see a great deal of stability in the distribution of respondents by type of structure, despite a slight drop in matrix organizations. This is a complex organization type, hence their reduction in our sample may be seen as a simplification allowing employees to have a clearer view and better understanding of the organization. Innovative structures are still uncommon. The reduction in the number of small companies, often organized in a less traditional manner, is one of the explanations. 64% 16% 13% 5% 3% Functional structure Divisional structure Matrix structure Project-based structure Other form of management
  32. 32. Observatoire e-transformation & intranet 32 Perception of the issues, impact of digital, maturity of the populations Issues
  33. 33. Observatoire e-transformation & intranet 33 Methodology point Issues This section of the questionnaire concerned all of the answerers, whatever their in-house facility. It determined the access to the subsequent sections of the questionnaire about info-com, collaborative, and social. 285people replied to the following questions
  34. 34. Observatoire e-transformation & intranet 34 Digital: a real opportunity for relations with high-potentials and young people Issues For you, does digital constitute an opportunity or a risk for your company in respect of the following issues? 87% 86% 77% 77% 69% 67% 36% 22% 11% 12% 13% 16% 29% 29% 37% 53% 1% 1% 1% 1% 1% 11% 22% 1% 1% 9% 6% 1% 3% 17% 3% Internal communication (hierarchical, top-down and bottom-up, transversal) Knowledge leveraging and transmission (research, access, pooling, etc.) Relations with “high potentials” and young recruits Company’s image and attractiveness (employer brand) Operational efficiency and productivity Evolution / restructuring of organizations Control over budgets Protection of data and the company’s intangible capital Opportunity Both Risk No impact
  35. 35. e-transformation & intranet Observatory 35 3 5 To get a presentation by Arctus of the detailed results Contact us to find out more about the modalities of intervention The e-transformation & Intranet Observatory in figures : + 5 topics + 40 questions + 60 analysis pages + 170 verbatims
  36. 36. Observatoire e-transformation & intranet 36 The jargon of in-house digital transformation Glossary
  37. 37. e-transformation & intranet Observatory 37 A - C ATAWAD “Any Time, Any Where, Any Device” Refers to the ability users have today to be able to consult any type of information — text, images, video, sound — on any device — laptop, smartphone, tablet — at any time and in any place. Blog A blog is a website made up of posts that accumulate over time, often shown in reverse chronological order (most recent first). Like a ship’s log or personal diary, each post is an addition to the blog; the blogger posts content that is often text-based, enriched with hyperlinks and multimedia elements, on which each reader can usually leave comments. BYOD Acronym for “bring your own device”. This is a practice that involves using your own devices (telephone, laptop, tablet) in a work context, in particular with a view to accessing the company’s resources: document database, intranet, etc. Cloud Cloud computing, shortened to just ‘cloud’, refers to a set of processes that consist in using the calculating and/or storage power of remote computer servers over a network, usually the Internet. It therefore allows on-demand self-service access to configurable shared computer resources, allowing delocalization of the computer infrastructure. COPE Acronym for “corporate-owned personally-enabled” — a model in which the organization provides its staff with the computing devices (laptop, smartphone, tablets, etc.) and allows them to use them in a private context, as if they were their own personal devices. CRM Customer relationship management (CRM) encompasses all the tools and techniques intended to gather, process, and analyse information relating to customers and prospects, with the aim of having refined knowledge making it possible to direct appropriate marketing and sales actions to them, to gain their loyalty, and to maximize the sales or margin per customer. Glossary
  38. 38. e-transformation & intranet Observatory 38 D - I Digital Workplace The principle is to unify access to the various tools and communication channels, not only by making them available via any device (PC, Smartphone, tablet, etc.) via a web browser and Internet connection, but via a single page too. e-transformation Refers to the phenomenon of change associated with the impact of digital and the Internet on organizations. Collaborative workspace On-line space allowing several users to work together. This may be for several purposes: sharing good practices, asking questions and receiving answers from an expert, preparing a deliverable by several people, pooling shared documents, organizing oneself more easily, etc. Following Refers to social media and in-house web facilities that allow one user to follow another user in order to stay informed about what they are doing and in particular, about their activity on the platform. Forum A forum is an on-line discussion space that is public (or at least open to several participants). The discussions there are archived, allowing asynchronous communication. Gamification Gamification corresponds to the adoption of games mechanisms in other fields, in particular websites, learning situations, work situations, or social networks. Managing your network of contacts A function available on company social networks that allows each user to get in touch with other users on the platform according to criteria that are specific to each person. Governance Governance is based on the need for shared rules in the context of using an in-house web facility. Besides a specific framework of rules, it includes rules for behaviour. Info-Com Within an in-house intranet facility, the info-com part corresponds to the top-down information published by the company for the purpose of communication. This mainly involves informative content. Glossary
  39. 39. e-transformation & intranet Observatory 39 I - Z Participative innovation A policy in structured management aimed at stimulating and encouraging the expression, implementation, and distribution of ideas by all of the staff, with a view to creating added value and making the organization move forward. Intranet A federative network that relies on a web interface, includes content, databases, and application systems so as to allow line managers and staff in an organization to access all the content and applications they need for their work. Like A social function that allows each user to show they are interested in the content of the site. Log In computing, the notion of a log is that of a journal of events (tracking the execution of a program, number of accesses, number of updates, etc.). Bookmark / Favourite The bookmark or favourite is a social function that allows users to save any content they are interested in or would like to read later. Microblog Format for collaborative exchanges available on social media and company social networks. It allows a user to express themselves in a limited number of characters, from 140 (Twitter) to an average of 300 for in-house facilities. Company social network (CSN) Also called internal collaborative network (ICN) or internal social network (ISN), the CSN is an intranet 2.0 facility that allows the company’s players (staff, customers, share-holders, partners, etc.) to be connected for the purpose of work-related exchanges, in particular within dedicated communities. Wiki A wiki is a system for managing website content that makes its web pages freely modifiable by all visitors authorized to do so. Glossary To discover more vocabulary connected with corporate digital transformation, visit www.arctus.com
  40. 40. Observatoire e-transformation & intranet 40 e-transformation scouts About Arctus
  41. 41. Observatoire e-transformation & intranet 41 Arctus accompanies its clients in defining their strategic requirements in respect of in-house digital facilities. We also assist in carrying out digital projects aimed at optimizing the functioning of the organization. In the service of your digital transformation About Arctus Our tailor-made approach is based on a three-pronged process: technological, organizational, and managerial. We serve your business using our proven methodology. The members of the Arctus team provide their added value in the information, communication, collaborative, knowledge management, and participative innovation facilities. We can be involved along the whole implementation chain for your projects from the phase of defining the need right up to their deployment, in particular through change management and governance.
  42. 42. Observatoire e-transformation & intranet 42 Our editorial team About Arctus The e-transformation & intranet Observatory is a collaborative production achieved thanks to: Isabelle Reyre Associate Director Marc Lippa Associate Director Gaëlle Roudaut Consultant Jérôme Pauzies Consultant Marie Leroy Consultant Célisiane Rosius Consultant Manon Cozannet Consultant And the special participation of Benjamin Fracasso for the illustration work Sébastien Chatel Consultant Nans Chabaud Consultant
  43. 43. Observatoire e-transformation & intranet 43 Arctus is a company on a human scale that combines advanced expertise and powerful adaptability. Our conviction? We believe that human beings are the keystone in transformation projects. Digital offers not only new tools, but also a profound evolution in the world of work and relationships for people between themselves and with the company. Contact us About Arctus www.arctus.com contact@arctus.com + 33 (0)1 84 02 00 70 Follow Arctus on the networks:
  44. 44. Observatoire e-transformation & intranet 44 Find out too about About Arctus It was around a table that the idea was born to study the creativity in businesses: what confines it? How can it be liberated? Using what methods? The principal barrier to creativity is the inability to think in terms of rupture, abandon, renunciation. Impossibility of going outside the box. Measuring the aptitude to creativity and rupture is to measure the way in which organizations accept, encourage, and value thoughts and initiatives in rupture. For this, we are seeking to: ▪ Highlight what exists within the company in terms of organization and action connected with making the most of ideas and creativity ▪ Make the players themselves distinguish the places and situations where they see innovation in the company and how advantage is taken of it ▪ Identify the perceived barriers, whether in terms of the systems, structures, or culture in place Download 2016 results
  45. 45. Observatoire e-transformation & intranet 45www.arctus.com www.etransformation-intranet.com