Download - Disruptive digital workplace: 3 approaches
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The disruptive digital workplace
Jane McConnell
IntraTeamEvent 2013
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Jane McConnell
Strategic advisor on digital workplace strategies
Author of Digital Workplace Trends 2013
digital-workplace-trends.com
netjmc.com @netjmc
References: Air Liquide, Paris - Amadeus, Madrid – ArcelorMittal, Luxembourg – Areva, Paris – Arup, UK – Alcatel-Lucent, Paris - Alstom, Paris - AGF, Paris – Bayer, France – Boehringer Ingelheim, Germany – EDF, Paris – EDP, Lisbon - Ericsson, Stockholm - GDF Suez, Paris - Gemalto, France - GlaxoSmithKline, Belgium - IKEA, Sweden - Lagardère, Paris - Nokia, Helsinki - Novartis, Switzerland - Océ, the Netherlands - OMV Petrom, Vienna - Pernod Ricard, Paris PPR, Paris - RATP, Paris - Groupe SEB, Lyon - SNCF, Paris - Telenor, Norway - Total, Paris - UPM, Helsinki
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The DW vision: managed + collaborative + social + mobile.
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We are just beginning.
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Why is the digital workplace disruptive?
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The digital workplace
busts silos
&structures.
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It challenges traditional roles
such asHR
Communication&IT.
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It empowers
people.
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Going mobile
Going social
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Mobile services to the workforce today.
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34% nearly nothing
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36% the basics: calendar, directory, news
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20% work tools: collaboration, tasks, product and project information
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Going mobile
Going social
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Adoption lags deployment, especially for the more disruptive capabilities.
Early adoptersMajority
Deployment Adoption
Activity streams
User-generated
Commenting
Multimedia sharing
Co-creation of content
Finding people, expertise
NetworkingInnovation
Real-time messaging
Video conferencing
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Concerns?
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Social is a waste of time
with no
business value.
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Mobile and social open
the enterprise to lots of serious risks.
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People wasting time
Not considered a priority
Lack of business value
Irresponsible behavior by people
Regulatory and compliance issues
Lack of information quality
Does not fit with
Other
53%
51%
50%
30%
29%
21%
21%
8%
Top concerns with “social”
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Better to lock up.
Be safe.
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But, then people find
their own
solutions!
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“As the digital workplace becomes more open, more available and more interactive, security risks limit development of certain aspects.”
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Early adopters are less likely to limit the social dimension.
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40 % of both early adopters and the majority make mobile access “di�cult”.
And they are more likely to allow BYOD.
However early adopters rarely block mobile completely.
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Benefits?Is it worth it?
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Organizational intelligence
Efficiency and cost savings
Engagement and belonging
Agility and speed
Business performance
70%
69%
47%
46%
38%
Two complementary goals
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3 ways to lead change to the “digital workplace mode”
Reality + +
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Make it real.Use personas.
Make business sense by linking personas together.
Focus on a single process or a common capability.
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3 ways to lead change to the “digital workplace mode”
Reality The big picture+ +
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Classic intranet
Extended intranet
Digital workplace
WHY Organizational benefits
Organizational intelligenceE�ciency, cost savingsEmployee engagement
Customer valueOperational excellence
HOW
People capabilities
Inform, be informedInteract, feedback
Search, findDo tasks
Contribute ideasConnect, collaborate
HOW
Change and adoption
LeadershipInfluencers
Customer-related activitiesEmployee support processes
PoliciesSocial collaboration
Inclusiveness
WHAT Platform experience
Integrationcustomization
Real timeMobile
AnalysisSecurity and access
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3 ways to lead change to the “digital workplace mode”
Reality The big picture+ + People
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Benchmarking
Champions
Peers
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Discussions with internal stakeholders & managers
Benchmarking withother organizations
Identifying andrecruiting a champion
Reports and data from external sources
Specialist evaluations
78%
41%
36%
36%
13%
Ways to advance
Early adopters
Early adoptersMajority
MajorityMajorityEarly adopters
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Real life trumps formal
}}
top of the list
bottom of the list
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Disruptive Concerns Reactions
The big picture Champions, peersReality
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“Digital Workplace Trends 2013”
Purchase the report.
www.digital-workplace-trends.com.
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Thank you.
[email protected] @netjmc
Join LinkedIn group: Digital Workplace(co-managed with Sam Marshall)
Get in touch if you’re interested in a management briefing, workshop facilitation, coaching or just want to chat.
References: Air Liquide, Paris - Amadeus, Madrid – ArcelorMittal, Luxembourg – Areva, Paris – Arup, UK – Alcatel-Lucent, Paris - Alstom, Paris - AGF, Paris – Bayer, France – Boehringer Ingelheim, Germany – EDF, Paris – EDP, Lisbon - ERDF, Paris - Ericsson, Stockholm - GDF Suez, Paris - Gemalto, France - GlaxoSmithKline, Belgium - IKEA, Sweden - Lagardère, Paris - Nokia, Helsinki - Novartis, Switzerland - Océ, the Netherlands - OMV Petrom, Vienna - Pernod Ricard, Paris - PPR, Paris - RATP, Paris - Groupe SEB, Lyon - SNCF, Paris - Suez Environnement, Paris - Telenor, Norway - Total, Paris - UPM, Helsinki