Modern Workplace

DIGITAL TRANSFORMATIONAnnamaria Porzioli September 13th 2016

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Connect to : http://aka.ms/cleamMicrosoft Pulse

Annamaria Porzioli Who am I ? French Office 365 Product Marketing ManagerProfessional Experience

French Product Marketing Manager Office 365 for EducationFrench PMM for Skype, IE, Outlook.com, OneDrive Digital marcom lead for MSN and Bing on EU 14 countriesFR MSN Homepage Product marketing managerFR MSN mobile and social media managerFR MSN editorial event project manager Intern in marketing service at Asiatic Arts Guimet Museum, ParisPR intern in a contemporary art gallery Bruxelles

Do something that scares you every day- E. Roosevelt

Fun facts:My nickname at work is pitbull Yes, I admit I speak English with a FR accentIm a cat person but I find dogs interesting as well (see pitbull above)Im a hypochondriac - not so fun !EducationHEC Paris Management of media arts and cultureL. Bocconi University International General ManagementExchange program at Corvinus Budapest University

Personal lifeBorn and raised in Calabria, South of ItalyA Family GirlLived in Milan, Budapest, Bruxelles and Paris (for 10 years now)Love arts, classical music, dance and digital transformationMulticultural, international spiritReal passion for Northen countries and cold places

What is the most innovative company in the world ?

Is this innovation ?

Microsoft Pulse

Product innovation, process innovation, service innovation (even managerial innovation) ; business innovation 5

Value proposition and value curve

Incremental innovationDisruptive innovation

The PlatfirmsMicrosoft Pulse

The PlatfirmsThe Platfirms or platform companies are an example of disruptive innovation as they disintermediate the traditional value chain of production : e.g. AirBnB, Uber, Ebay, Amazon, etc.

E.g. of Uber and traditional taxi industry: location, real time info, payment method, price !

Platforms are traditional pure players but the concept is applying also to traditional firms for internal and external horizontal reorganizations

THE WORLD HAS CHANGED

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GUESS HOW MANY FORTUNE 500 COMPANY FROM 1955 HAVE SURVIVED ? 89% OF THEM ARE DEAD !!Microsoft Pulse

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TODAY THE WORLD IS A GIANT NETWORK WHERE WE EXCHANGE TONS OF INFORMATION

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AGILITYEFFICACY

VSINDUSTRIAL ERADIGITAL ERA

Digital: innovation, agilityIndustrial: repetition and economy of scale12

INDUSTRIAL ERA

Planning

Control

Secret

Test & LearnAutonomyTransparency

DIGITAL ERA

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Not repetitive tasksSource: http://www.gartner.com/newsroom/id/1416513

201020151900

25%

40%

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OLD WORLD VS. NEW WORLD

Version 1Version 2Version 3Version 4

Idea

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INFORMATION MOVES SLOWLYCOMMAND AND CONTROLTRADITIONAL HIERARCHYINFORMATION MOVES FASTLEARN AND ADAPTREACTIVES NETWORKSOLD INFORMATION HIERARCHY VS. NEW INFORMATION HIERARCHY

Slide objective: Give context on the speed of growth of social networks.

Socially networked communications are rapidly taking over as a more effective way of exchanging information in the modern world. One recent study estimates that enterprise social platform usage will grow from 208 million users in 2013 to 535 million in 2018 (2).

So whats driving this growth? Because Networks are open and transparent by nature, they help unlock the tacit knowledge of employees and create shared intent. This accelerates innovation, responsiveness, problem solving and learning. People feel more productive (1) and information flows faster and is more likely to reach the right people through networks than through hierarchical and point to point communication structures

This change in communication tools is putting massive stress on existing hierarchical organizational structures. Built to control information flow, they suddenly need to accommodate networks that are more open and transparent, and assume that decisions are made at the edges.

Optional Example:One of the most hierarchical organization around, the US army, even recognized the power of this: General McChrystal, in Iraq and Afghanistan, realized they were a hierarchy fighting a network. To fight a network, they had to think like a network. They went from a need to know basis to a need not to know basis with their communications. Suddenly, they were reaching all kinds of people in their own troops who were reaching back and helping them, people they wouldn't have ever thought to reach out to. Most importantly: they built trust and aligned purpose amongst the troops that let to highly effective shared consciousness. As a result, the organization was able to make decisions faster and function at a much higher level.

Sources:(1) Nearly 50 percent of employees at both SMBs and large companies indicated that using enterprise social tools has increased their productivity.http://www.microsoft.com/enterprise/en-sg/it-trends/social-enterprise/articles/enterprise-social-adoption-trends-across-smbs-and-large-companies.aspx#fbid=aT1mOsNIeBb(2) the total number of full-suite enterprise social platform subscribers is expected to go up from 208 million in 2013 to 535 million in 2018. Currently, there are about 2 billion workers worldwide who could benefit from enterprise social technologies across numerous industries, organizations, locations and job roles. http://www.frost.com/prod/servlet/press-release.pag?docid=289562565 http://foreignpolicy.com/2011/02/21/it-takes-a-network/ http://mcchrystalgroup.com/insights/

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Learn and quickly adapt to an open communicationTest & learnAutonomy and collaborative work methods HOW TO FOSTER AGILITY AND CREATE A RESPONSIVE ORGANISATION ?

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SOCIAL PRODUCTIVITY

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SOCIAL PRODUCTIVITY CHANGING CUSTOMER SERVICE

Customer Service: TELEFONICA

ProblmatiqueChaque anne Telefonica traite plus de 100,000,000 de tickets clients par an. Dans 1% des cas (cest dire 1,000,000 de tickets) les clients ntaient pas satisfaits. Telefonica souhaitait rsoudre ce problme.

SolutionsTelefonica a mis en place un mode travail utilisant un groupe Yammer intitul SOS Customers qui permet chacun de faire remonter les problmes clients et les amliorations ncessaires la bonne gestion de la relation client.

BnficesRduction du temps de rponse au clientsAmlioration de la satisfaction clientsAmlioration de process de traitement des tickets clients

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SOCIAL PRODUCTIVITY CHANGING INTERNAL PROCESS

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SOCIAL PRODUCTIVITY CHANGING BEST PRACTICES SHARING

SOCIAL PRODUCTIVITY CHANGING WHOLE ORGANIZATIONS: HOLOCRACY !Holocracy definition : no more a traditional structure but auto-management and auto-evaluation ! 2 years to implement the change80% of the organization is holocratic everything is based on work-groups there is a constant improvement loopneed implication from employees to work

Other companies who have partially applied the system : Virgin, Netflix, Evercontact

HOW COMPANIES SHOULD OPERATE A DIGITAL TRANSFORMATION ? Define the need in the organization (restructure an organization?) and where it comes from (Marketing, Sales, HR, Finance, etc.) Create a Chief Digital Officer figure in the organization to manage the change management processNeed to associate IT to the digital transformation Identify influencers who can evangelize and bring up first concerns Highlight the benefit for employee that should be higher than learning efforts

CHALLENGES

Security and data protection while being mobile and into the cloud (BYOD) Effective communication vs overload or multiplication of communication channels: need guidance and game rules before starting playing Cultural change Microsoft Pulse

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THE FUTURE OF DIGITAL WORKPLACE

Resources and contact

@Otsu1683Talk_to_p@outlook.com Blog : http://aka.ms/annamp CONTACTS

RESOURCES

Blue Ocean Strategy W. Chan Kim ; Rene A. MauborgneModern workplace series Harvard Business Review July Making sense of Zappos

9/12/2016 4:57 PM26 2014 Microsoft Corporation. All rights reserved. MICROSOFT MAKES NO WARRANTIES, EXPRESS, IMPLIED OR STATUTORY, AS TO THE INFORMATION IN THIS PRESENTATION.

Q&A ? Thank you !