Business case voor een digitale werkplek

©2016 Avanade Inc. All Rights Reserved.
Hoe bouw je een Business Case
voor een Digital Workplace
Digital Workplace Webinar Series
Dirk Zekveld
Rein Knol
17 maart 2016

Click to add titleVoordat we starten…
• Webinar wordt
opgenomen. Je
ontvangt na de sessie
een e-mail met een
link naar de opname
en slides.
Opname
• Gebruik de
chatfunctie
(Questions) om je
vraag te stellen
Vragen?
• Posten of tweeten?
Gebruik hashtag
#MakeWorkDigital
Social
• Na de webinar is er
een korte survey. We
horen graag wat je
ervan vond
Feedback

Click to add titleWat maakt een werkplek ‘digitaal’?
Business Drivers
Attract, engage and retain employees
who expect to work collaboratively using
consumer-grade interfaces and tools
Support devices used by employees and make
key applications and information available
anytime, anywhere in a secure way
Enable more agile and productive ways of
teamwork and collaboration
Increase win rates, close sales faster, bring new
sales people up to competency faster and
accelerate the launch of new products/markets
Improve customer satisfaction, decrease
operation expenses, increase upsell
and reduce time to competency
Enable operational improvements, improve
service satisfaction, increase uptime and reduce
time to competency
Sales, Marketing,
Operations, Finance, R&D
Digital
Employee
Contextually intelligent
to their role, device,
location and task at hand
Desktop, phone, tablet,
wearables, sensors, robots
Email, voice, video,
IM, social, M2M
Structured/unstructured,
streaming, stored search,
access, analytics, ….
Sharing of expertise,
best practices, and methods

Click to add titleSprekers
Dirk Zekveld
Digital Workplace lead
Digital Strategy
Rein Knol
Digital Workplace Business Cases
Digital Workplace & ECM
Consultant

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• Wat is een Digital Workplace?
• Hoe maak je een Business Case voor een Digital Workplace?
• Q&A
Agenda

Click to add titleWat is een Digital Workplace?
• Digital Workplace integreert applicaties met
informatie en conversaties
• Het anticipeert op de informatiebehoefte
• De Digital Workplace werkt met intelligente
context naar gelang de rol, apparaat en taak van
de medewerker
• Het komt tot zijn recht op moderne digitale
communication, collaboration and analytics
platformen
• Het optimaliseert het gebruik van openbare,
private en hybride cloud
“It is a blend of capabilities, enablers and
above all mindset – all essential perspectives
in how organizations work.”
Netstrategy/JMC, Digital Office 2014 report
Devices
Digital
Workplace
with Intelligent
Context

Click to add titleDigital Workplace ontwikkeling
Community &
Collaboration Services
Structure Communication
& Information
Groeiende Scope Maturity Model
Base
Low
Mid
High
Excel

Click to add titleVan halen …
Community &
& Information

Click to add title… naar brengen
Community &
& Information

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“Ontwikkel je Digital Workplace visie in lijn met je business strategie.”

Click to add titleDigital Workplace Visie
Digital Workplace Capabilities And Services
Workforce nWorkforce 4Workforce 3Workforce 2Workforce 1
High-Performance Workplace (specifiek)
Insight driven
decisions
Compliance & risk
management Case handing Business
administrationIntelligent context
Digital Workplace Platform
Mobile device
management Upgrade service Unified end point
management
Identity & access
management
Digital Workplace Services (generiek)
Modern intranet Asset marketplace Mobile workplace Employee self
serviceIntelligent search

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Change Enablement vergroot het succes en user adoption door:
Business value vergroten door adoptie
Drives and measures an
organization’s preparedness for
implementation and accountability
for the business outcomes of
change.
Business Readiness & Deployment
Strategy,
Roadmap,
Plan
Journey Management
Communication, Learning &
Performance Support, Stakeholder
Engagement, and Change
Readiness.
Core Change Enablement

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Dus, als de Digital Workplace verandert van een technologie naar een
business aanpak, hoe verandert dit de manier waarop we een business
case maken?

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Betrek stakeholdersSupport & akkoord voor budget Spreek dezelfde taal
Evidence om budget te blijven
houden tijdens bezuinigingen
Basis voor continue prestatie
metingen
Waarom hebben we een Business Case nodig?

Click to add title8 Stappen om een Business Case op te zetten
1 Bepaal HL strategie & doelstellingen
Bepaal stakeholders2
3
4
5
6
7
Selecteer Metrics
0-meting huidige prestaties
Verbind HL doelstellingen en capabilities met metrics
Vaststellen concrete doelstellingen
Bepaal roadmap
8 Bereken business case ($, TCO, ROI)

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Stap 1: Strategie en doelstellingen

Click to add titleDigital Workplace doelstellingen
Real estate reductions
• ~ 60% desks vacant at any one time
• Average business could save $2,500 to
$5,000 a year for each half-time
teleworker
• Cisco: $1.1bn / BT: £60m /
GlaxoSmithKline: $50m
Productivity
• Improved productivity perceived main
“hard” benefit digital workplace by
senior management
• Engaged employees work harder &
better
• BT: ↑20% / UPS: ↑17%
Absenteeism
• Average costs of absence are estimated
at 35% of payroll
• Improvement work–life balance, and
reduction of stress, are key factors in
reducing absenteeism enabled by new
ways of working
Staff turnover
• Value half-time telework estimated at
annual $3,350 per teleworker or
$79,000 per retained employee.
• With 25% turnover & average pay of
$35K, replacement costs $4m to $10m
a year per 1,000 employees
Operations continuity
• US government reported productivity
benefits of remote working during 2008
snowstorms
• In the UK, the 2012 Olympics were a
major catalyst for companies to adopt
flexible work programs
Environmental gains
• USA could cut Persian Gulf imports by
47% if employees who want to work
from home 50%
• Annually savings travel: EY: £2.5m /
Cisco: $10.3m a year
1 2 3 4 5 6 7 8

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• Exploit Digital Literacy
• Work Anytime Anywhere
• Attract and Retain Talent
• Promote Self-Development
• Boost Individual Performance
• Nurture Collaborative Culture
• Promote Creativity and Innovation
Digital Workplace doelstellingen
1 2 3 4 5 6 7 8

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Stap 2: Bepaal Stakeholders

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• IT
Capabilities
• Business
Doelstellingen
Finance
Berekening TCO
Stakeholders
1 2 3 4 5 6 7 8

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Stap 3: Selecteer metrics

Click to add titleVerschillende mogelijkheden om gegevens te verzamelen
Method Example Method Example
With and Without BT Group deployed first to 600 out of
6,000 potential users and measured
differential productivity, customer
satisfaction, sales close rate, etc. over a
two month period.
Survey Large professional services firm
surveyed users to determine their
efficiency, travel and cycle time savings
and extrapolated to the entire
employee population
Users vs Non-Users Large hi tech company looked at the
achievement of annual key
performance indicators (e.g., sales) of
people who regularly used the system
versus those who didn’t use it
Time Study Large retailer timed the steps a user
needed to do under the old system
versus new and extrapolated the
overall savings to the workforce
Baseline Global pharmaceutical company
collected historical data on average
product time to market and then
compared to average post deployment
Anecdotal Global professional services firm
interviewed top users each month to
develop case studies of how system
helped them be more successful (e.g.,
won new business, saved time in
creating deliverables, etc.) then shared
with other employees and leadership
1 2 3 4 5 6 7 8

Click to add titleVerbind metrics met business doelstellingen
Demand
Management
Market Responsiveness
Target Market Index Market Coverage Index Market Share Index Opportunity / Threat Index
Product Portfolio Index Channel Profitability Index Configurability Index
Sales
Effectiveness
Sales Opportunity Index Sales Cycle Index Sales Close Index Sales Price Index
Cost of Sales Index Forecast Accuracy Customer Retention Index
Product Development Effectiveness New Products Index Feature Function Index Time-to-Market Index R&D Success Index
Supply
Management
Customer
Responsiveness
On-Time Delivery Order Rate Fill Material Quality Service Accuracy
Service Performance Customer Care Performance Agreement Effectiveness Transformation Ratio
Supplier Effectiveness
Supplier On-Time Delivery Supplier Order Fill Rate Supplier Material Quality Supplier Service Accuracy
Supplier Service Performance Supplier Care Performance
Supplier Agreement
Effectiveness
Supplier Transformation
Ratio
Operational Efficiency Cash to Cash Cycle Time Conversion Cost Asset Utilization Sigma Value
Support
Services
Human Resources
Responsiveness
Recruitment Effectiveness
Index
Benefits Administration
Index
Skills Inventory Index Employee Training Index
HR Advisory Index HR Total Cost Index
Boost individual performance Attract and Retain Talent
Promote Creativity and Innovation
1 2 3 4 5 6 7 8

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Stap 4: 0-meting huidige prestaties

Click to add title0-meting huidige prestaties
Moeilijk Vaak niet aanwezig
1 2 3 4 5 6 7 8

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Stap 5: Verbind Doelstellingen en
capabilities met metrics

Click to add titleDigital Workplace doelstellingen en capabilities
1 2 3 4 5 6 7 8

Click to add titleMap Capabilities to Metrics via doelstellingen
…
New Product Index
Time-to-market Index
Sales Cycle Index
Assets Utilization
Skills Inventory Index
Doelstellingen
Work Anytime, Anywhere
Nurture Collaborative
Culture
Promote Creativity and
Innovation
Boost Individual
Performance
Attract and Retain Talent
Cloud Office
Bring Your Own "x"
Enterprise Social Network
Internal "YouTube"
Sync and Share
…
Metrics Capabilities
…
1 2 3 4 5 6 7 8

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Stap 6: Vaststellen concrete doelstellingen

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1 2 3 4 5 6 7
• Help business stakeholders om impact
te bepalen
• Business stakeholders hebben laatste
inspraak over de te verwachten
resultaten
• Business stakeholders zijn
verantwoordelijk voor realisatie
8
Vaststellen realistische doelstellingen business (%)

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Stap 7: Vaststellen Roadmap

Click to add titleRoadmap
SalesMaturity
Time
Start designing DW Foundation
Mobile and tablet availability
Motivation and quality of
decisions
Realize DW Foundation
dashboard
Share information and
colleagues at point of need via
intelligent context
Integrate Social to share
knowledge and experience
DW professional platform and
services
Fase I: Design Foundation
Fase II: Realize Foundation
Fase III: Intelligent Context
Jaar
1
Jaar
2
Jaar
3
Governance and change
enablement
Content quality
1 2 3 4 5 6 7 8

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Stap 8: Bereken business case

Click to add titleBereken business case (ook niet financeel)
Gain in Productivity - Easy accessible information through all devices and with personalized
content
Gain in Innovation - Improved knowledge sharing, collaborating and capturing collective
intelligence
Lower Operational costs - Digitalization of functions and working from distance capabilities
enable cost cutting in IT/COMs, executive assistance and HR
Achieve Higher Employee Engagement - Building personal relationships and providing personal
and relevant content, leading to higher user adoption and engagement
Value Drivers
Financial
Benefits
Non
Financial
Benefits
Enabling Digital Business - A Digital Workplace forms the foundation of a Digitali Business in the
future
Costs IT & Business - All costs directly related to the platform selected: Maintenance, Licensing,
Tech support and business enablementCosts
“I feel like we receive 500 emails a day that
could be replaced by a digital solution”
“Collaboration between regions is
complicated by use of different solutions”
“Focusing on value adding activities, instead
of commodities”
“There is a high level of annoyance around
the current technology performance”
“The digital workplace is really a key
enabler for organisational change towards
a digital business”
Business case
“We have now launched 2 or 3 intranet
initiatives in the past years for 150-300k
and they have gone into the bin as they
lacked real ownership and adoption.”
1 2 3 4 5 6 7 8

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Costs
•Best Case
ROI
Benefit
•Best Case
Common Mistake:
Best-case scenario planning: A commonly used planning
technique in which the attractive outcomes are premised on a
set of assumptions that are highly favorable to the project or
the company, but likely to happen only if the company's
execution is flawless.
1 2 3 4 5 6 7 8
Bepaal ROI - Voorheen

Click to add titleBepaal ROI - nu
Indirect Costs
•People Costs
•Process Costs
TCO Direct Costs
•Technology Costs
ROI NPV P1 Scenario 1 P2 Scenario 2 P3 Scenario 3
TCO Total Cost of Ownership
ROI Return On Investment
NPV Net Present Value
Pi Probability of each scenario
1 2 3 4 5 6 7 8

Click to add titleVerantwoordelijkheden per stap
Steps Stakeholders
Business Finance IT
1 Bepaal HL strategie en doelstellingen   
2 Bepaal stakeholders   
3 Selecteer metrics   
4 0-meting huidige prestaties   
5
Verbind HL doelstellingen en
capabilities met metrics   
6 Vaststellen concrete doelstellingen   
7 Bepaal roadmap   
8 Bereken business case   
Overall   
 Primary Responsible
 Involved

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• Het is niet alleen een IT project
• Meet, zoals je de business meet
• Meer specifieke, op scenario gebaseerde berekening van de
business case
Samenvatting
Conclusions
• Gebruik een business value model om een relatie te maken
tussen business doelstellingen en IT capabilities
• Business is verantwoordelijk voor het behalen van de
resultaten
• Meet continu je prestaties
Recommendations

Vragen?
@Zirk77

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