Digital Workplace Trends
167 pages, published 2013, projection format: one idea per page
Transformation: Organizational Intelligence and Efficiency
- Strategic goals
- The “why” of the digital workplace
- Integral part of enterprise transformation
- Floor-field and desk-office, different emphases
- Moving towards the digital workplace today
- Early adopters defined
In Practice – Mini Cases
- International Power – GDF SUEZ – Digital workplace from vision to reality
- Swisscom AG – Getting the basics right in the digital workplace
- Alcatel-Lucent – The digital workplace, a way of working
- BASF SE – Senior sponsor and strategic alignment
- Mobile 29
Mobile: Enabling People to Work from Anywhere
- High rise in interest and investment in mobile
- No predominant approach to mobile development
- Effort focused on management and traveling workforce
- Scope of mobile services limited
- Business value from mobile
- Security management is the top concern
- Early adopters less concerned about cost issues
In Practice – Mini Case
- Architect of the Capitol – Connecting with ‘onsite teleworkers’
Social collaboration: Empowering Individuals and Self-Managed Groups
- A wide range of social collaborative capability deployed
- Relatively low overall satisfaction with adoption
- Adoption lagging especially for “disruptive” social capabilities
- Boom in enterprise social networks
- Enterprise social networks not yet thriving
- Content creation and interaction not yet common
- User-generated news & knowledge sharing
- Reacting through commenting and rating
- Multimedia sharing
- Working in real time
- Real time working widely adopted except for activity streams
- Video-conferencing tried and true
- Activity streams rare
- Networking – a big leap forward
- Co-creation of content increasing
- Finding people and expertise not yet satisfactory
- Connecting and creating communities not widely used
- Internal crowdsourcing, ideation and open innovation are rare
In Practice – Mini Cases
- Elsevier – Engagement, a business reason
- Carl Zeiss AG – Commenting is first step towards social culture
- Colacem – Finance Group – Wikis overcome resistance to sharing information
- Sodexo – First “baby step” for global knowledge sharing
- Wells Fargo – Put social where people do their work
Process: Governing and Integrating
- Decision-making, policies and guidelines stalled overall
- Increasing role of high-level stakeholders
- Little integration of social into enterprise processes
- Social integration improves processes
In Practice – Mini Cases
- Scottish Enterprise – Online processes reduce errors
- Danske Bank – Proactive information strategy saves time
- Echo Entertainment Group – Self-service and collaboration for efficiency
- COWI – Global project sites enable a global organization
Platform Experience: Coherence, Availability and Security
- Digital workplace components, traditional and new
- Highly collaborative digital workplaces for early adopters
- Platform and user experience fragmentation
- The cloud
- Relevance of the cloud varies by sector
- Security and data safety, top concerns
- Systems in the cloud, social leading
- Early adopters early in the cloud
- Main benefits around cost and flexibility 104
- Major concern is security and data safety
- Security risks limit the digital workplace
- Benefits from dealing with security risks
- Customer information primary concern
- Mixed interpretations of security-related concerns
- Investment 111
Investment Priorities, Indicators, Value
- Budget management
- Central control predominant budget approach
- Central control greater in early adopters
- Training and change management lowest budget item
- Budgeting issues entwined with ownership issues
- Investment priorities
- Mobile an investment priority for 2013-2014
- Different priorities for early adopters
- Indicators
- Level of activity a measure of success
In Practice – Mini Cases
- RSPB – If money’s tight, get the basics right
- Alstom – Invest in change
- Grundfos HoldingA/S – How is your digital workplace actually doing?
- University of Auckland, New Zealand – Big value from simple metrics
- Van Marcke Group – Social inside increases business reactivity
- OFS Brands – Online engagement brings strong sales
- Fortune 500 global technology company – Digital workforce has better performance
Change – Leading not Managing
- Trust and knowledge sharing strong in early adopters
- Organizational openness greater in early adopters
- Concerns about value of social collaboration
- Management resistance to social collaboration
- Resistance to social collaboration from different functions
- Dealing with resistance to social collaboration
- Champions key to success
- Peer behavior is strongest change driver
- Drivers differ with organizational social maturity
- Community management essential role
- Different interpretations of community management
- Limited success in overcoming resistance
- Time and external influence
In Practice – Mini Cases
- U.S. Bank – Leverage different adoption stages
- An international law firm – Organic growth is peer-driven
- Pacific Gas and Electric Company – Encourage change in a practical way
- Deloitte Touche Tohmatsu Limited – Encourage change in an organized way
- UNICEF – Selling the ‘Digital Workplace’ via use cases
- Unisys Corporation – Show business value at the employee level