preparing the new future workplace: plenary session at the intranet global forum 2015 los angeles by...

Preparing for the Near Future

Workplace: Case Studies & Lessons

® 2015 ADJUVI 2

IntroductionDion Hinchcliffe

• ZDNet’s Enterprise Web 2.0• http://blogs.zdnet.com/Hinchcliffe

• ebizQ’s Next-Generation Enterprises• http://www.ebizq.net/blogs/enterprise

• Chief Strategy Officer• http://adjuvi.com

• mailto:[email protected]

• : @dhinchcliffe

Judge

http://blogs.zdnet.com/Hinchcliffe

http://blogs.zdnet.com/Hinchcliffe

http://www.ebizq.net/blogs/enterprise

http://www.ebizq.net/blogs/enterprise

http://hinchcliffeandco.com/






















mailto:[email protected]


(cc) 2014 Adjuvi 3

What does today’s digital workplace look like in the wild?

What value can they create for

intranets?

How can we enable them?

AdjuviSOCIAL COLLABORATION

THE STATE OF THE ART: SOCIAL COLLABORATIONThe employee collaboration industry has moved to a new phase that uses the proven techniques of social media to capture and share knowledge more powerfully than ever before.

The combined data of many studies in virtually every industry has shown that social collaboration is the most effective way known to:

1) Deeply engage employees;

2) Capture their knowledge, and;

3) Leverage it strategically.

4) Take us to the Future of Work

25% average productivity gain once widely usedSource: MIT SMR

social tools

IBM Connections

AdjuviMOTIVATION

GOAL: HIGH PERFORMANCE & CREATING A BETTER WORKPLACE

• New modes of work & management: Work pods, open business processes, networked team structures, digital communities, purpose-driven collaboration

• New digital tools: Enterprise social networks, ideation systems, enterprise app stores, social CRM, lightweight collaboration tools, unified communications, next-gen CMS/DMS

• Supporting capabilities: Community management, automated compliance safety nets, social media/collaboration center of excellence, collaborative literacy programs, enterprise architecture, a great user experience

• Goals and roadmap: Leadership guidance and guardrails, yearly business objectives

• Change management: Business process redesign, stepped transformation of the business, managed impact

AdjuviDIGITAL TECHNOLOGIES

WHAT THE DIGITAL WORKPLACE LOOKS LIKE TODAY

AdjuviPRIORITIZATION

CONNECTING AN INTRANET TO VALUE

The Platform Doesn’t Matter That Much(They will come and go, and your intranet must still be there.)

Even Adoption Doesn’t Matter That MuchJust get the right 10-20% involved, especially key executives

It is Who You Have Involved and What They Do That Actually Matters

AdjuviTHE WHY

THE BUSINESS IMPERATIVE OF BETTER WORKPLACES

By 2015

$1.4 Trillion

Source: McKinsey

In untapped economic value

as the digital workplace continues to grow through 2019

AdjuviINTRANETS

WHAT WE’RE SUPPOSED TO PROVIDE

An intranet is a private website, accessible only to an organisation's staff. Generally a wide range of information and services from the organisation's internal IT systems are available from this that would not be available from the outside, and one company-wide intranet can constitute an important focal point of internal communication and collaboration, and provide a single starting point to access internal and external resources.

This view has created great tension between being an information directory versus genuinely supporting high value digital collaboration.

The latter is much more strategic and leads to new ways of working

AdjuviMOTIVATION

WHY DO WE REALLY DO THIS?

“How can I get more adoption for my intranet?”

“What can I do to get more leadership participation on the intranet?”

“How is my intranet creating strategic value for the organization?”

This is probably not the question you’re asking, yet it’s the most important

AdjuviDIFFERENTIATORS FOR HIGH PERFORMING INTRANETS

OLD SCHOOL INTRANET MODERN INTRANET

Publish everything centrally Let the network do the work

Budget spent on design Budget spent on engagement

Information management Community management

One central platform Embrace users everywhere

by Dion Hinchcliffe, (cc) 2015

Focus on gloss, brand Focus on user experience

Information directory Enablement of knowledge sharing and collaboration

AdjuviMINDSET

THE CORE DIFFERENCE BETWEEN EARLIER GENERATIONS OF COMMS IT

We’ve Learned to Let The Network Do The Work....

(cc) 2015 Adjuvi, LLC | Creative Commons. Some Rights Reserved. | @dhinchcliffe

Adjuvi LLC

The end game: Examples of new types of work

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• Story of Valve: A major company that is entirely non-hierarchical and self-organized

• Story of Intuit: A company that used mass peer production with its customers to create breakthrough customer care See case study in Social Business By Design

• Story of Fold.It: An online community that solves some of the scientific world’s largest problems using outsiders

And open source


Adjuvi LLC

A groundbreaking strategic knowledge story: Fold.It

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Adjuvi LLC

A Class-Leading Example

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“A Team-Based, Flat Lattice Organization”“How we work at Gore sets us apart. Since Bill Gore founded the company in 1958, Gore has been a team-based, flat lattice organization that fosters personal initiative. There are no traditional organizational charts, no chains of command, nor predetermined channels of communication.

Instead, we communicate directly with each other and are accountable to fellow members of our multi-disciplined teams. We encourage hands-on innovation, involving those closest to a project in decision making. Teams organize around opportunities and leaders emerge. This unique kind of corporate structure has proven to be a significant contributor to associate satisfaction and retention.”

Key stats for W.L Gore:

10,197 employees$3.2B revenue (2013)

(cc) 2015 Adjuvi. Creative Commons. Some Rights Reserved.

Adjuvi

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The Trajectory of theModern Enterprise Intranet

Welcome page with essential company information1.0

Bulletin board with basic company communications1.1

Corporate newsletter with news items & simple doc management1.2

Help desk with simple transactional features (employee directory)

1.3

Corporate apps - More complex transactions like eHR and self-service1.4

1.5Enterprise portal - Integrated identity,

content, and applications

Basic social features such as blogs, wikis, and discussion forums2.0

Social networking - User profiles, activity streams, and microblogging2.1

Corporate operating system - Integrated apps drive internal and external work2.2

1990s

2000s

2010s

Most organizations are still here

today

•Basic intranet presence • Informational directories•Content push

Theme

•Content management•Self-service for HR,

IT help desk•Productivity apps

Theme

•Peer information sharing•Search that works•Collective intelligence• Integrated applications

that connect all work/data

Theme

Some Rights Reserved. 2015. by Dion Hinchcliffe v1.1

http://dachisgroup.com



Adjuvi

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Corporate operating system - Integrated apps drive internal and external work

2010s

#social#cloud#mobile

#crossborder#newwaytowork

Where is the Corporate Intranet Really Going?

sustainedcompetition

ESNsUC

Online CommunitiesCollaboration

E-mail

evolution


Adjuvi LLC

Datapoints for Mobile Workforce

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Adjuvi LLC

Class Leading Example: Barclay’s MyZone “Mobile Intranet”

• Designed for BYOD- Not pushing, letting employees pull- Also introduced it on 8,000 iPads for

employees• Created Digital Eagles advocates

program to spread the word and skillsNow 5,000 workers strong

- Removed desk between customer and employee, replaced it with a digital relationship

- Hard ROI: Online banking by customers went up 283% since app was introduced in 2013

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Workforce engagement is the real challenge

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Most of your intranet efforts are wasted unless you address


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Yet the benefits of better engagementcould not be more clear...

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Can technology really improve employee engagement?

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The case for building more engaging workplaces

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Source: AON

Only in North America is engagement declining


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And we’re neglecting to build the requisite worker skills

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...to access the potential value we are enabling

AdjuviRETURN ON COLLABORATION

THE PROOF THE INDUSTRY HAS BEEN SEEKING

Fully connected organizations get outsized benefits

Source: McKinsey Social Technologies Survey

Data Breadth: Approximately 3,000 global enterprises participated in the survey

AdjuviSECTION_TITLE

AND IT’S LEADING TO NEW WAYS TO MANAGE AND WORK

Wirearchy

Social Business

Emergent Management Theories, Methods for

Modern Leadership in the Digital Age

blogs

wikis

enterprise social networks

social CMS

unifiedcommunications

online communities

IM/Chat

e-mail groupware

collaboration suites

digital organization support tools

chronological evolution

Social Technology forMass Collaboration and

Self-Organization

• Inspire•Enable•Empower

crowdsourcing

•Re-imagine

•Transform

•Improve

Core Institutional BusinessPractices

leadership

management operations governance

hiring budgeting resource allocation

project management

product development

marketing and sales

How Technology and Business Are Co-Evolving

into the Future Organization

AdjuviCASE STUDY

END RESULT: TOTAL OVERHAUL OF 25 CORE BUSINESS PRACTICES FOR SOCIAL NETWORKS

AdjuviSECTION_TITLE

HOW ZAPPOS USED NETWORKS TO REIMAGINE THEIR WORKPLACE

AdjuviMOTIVATION

THE INTRANET CAN BE THE STARTING POINT FOR THE FUTURE WORKPLACE

...AND SOMETHING DEFINITELY WILL BE

Essential: Cultivate Professional Community Management

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Key Point: Mature social intranet initiatives have 3x the community managers of low maturity efforts

AdjuviOVERCOMING THE BARRIERS

HOWEVER, AT FIRST....

YOU WON’T GET THESE OUTCOMES

AdjuviHOW TO BUILD COLLABORATION

LESSON: DIGITAL WORKPLACE IS A PEOPLE-FIRST PROBLEMIn the early years, new collaboration and KM tools would be deployed and they would often languish and be greatly underutilized.

Why?

The reasons gradually became apparent:

1) Many competing digital channels exist to work in.

2) Collaboration is an aspect of company culture. If the culture is not collaborative, the tools won’t be used.

3) Business processes that don’t have collaboration built into them won’t become collaborative by themselves.


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• Non-interruptive and leveragable...

Two key reasons new forms of digital work are different and more powerful


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Also, the “domino effect” of emergent systems of engagement

® 2015 Adjuvi

Large-Scale Examples

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Acquired Board Member

Sponsor

connect.BASFFirst Conceived by Internal Think Tank

Stand-Alone Solution Owners

Interdisciplinary Team

Involvement

Expert Communities &

Advocates

Go/No Go Decision for

Global Launch

Launch Communication

Concept Pilot Launch

2007 2008 2009 2010 2011

5K

10K

15K

20K

25K

30K

UserBase

social intranet story

25% faster project management processes

(cc) 2015 Adjuvi

Adjuvi

Burberry CEO Angela Ahrendts Explores Their Social Enterprise Vision With Salesforce CEO Marc Benioff at Dreamforce 2011

Stats: 6,600+ Workers | 10M+ Facebook Fans | 15,000 Partners

‘s End-to-End Social Business Effort

20% higher profit within a year

(cc) 2015 Adjuvi

Adjuvi

21st Century Fox

• Collaboration hub for a highly distributed organization

• Used to create a common culture

• Connect people and knowledge

• Drive business performance

• One of the first example of podularity


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Digital Skills: Working Out Loud

BeginOpen Work

RequestParticipation

Create InitialWork Seed

and/or

Open Work InitiatorLegend Community Participant

Make DirectContribution

Discuss OpenWork Effort

Co-Curate OpenWork Effort

CommunityManagement

Start

FinishEnd OpenWork Effort

Definitions

Open WorkA social business work process where anyone can contribute. You choose the boundaries of the community.

Co-CurationCommunity-based decisions on the best contributions to integrate into the ultimate open work effort.

Community ManagementThe process of 1) drawing in the participants, 2) managing their engagement, 3) enforcing standards, and 4) eliciting their participation.

AdjuviRETURN ON INVESTMENT

Leads to High Levels of Productivity, Efficiency, Innovation

® 2015 Adjuvi

Success Factors for Collaboration Initiatives

Enablement is Critical at Three Strategic Levels

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Between Companies

Between Workers

Between Companies and Their Customers & Suppliers

Some Rights Reserved. 2014. by Dion Hinchcliffe

• B2B Communities• Global Solutions Networks

Examples

• Customer Communities• Collaborative/Sharing Economy• Social Supply Chain• Social CRM

• Unified Communications• Social Collaboration• Unified Collaboration

strategic knowledge flow



AdjuviSUCCESS FACTORS

FOCUSING ON THE BUSINESS VALUE


MAINTAIN AN OPEN, INCLUSIVE VISION FOR FOR KNOWLEDGE WORK

AdjuviADOPTING SOCIAL COLLABORATION

GETTING TO CRITICAL MASS (THE TIPPING POINT)

Lesson: By adapting culture and redesigning processes as a first class citizen.


EARLY ADOPTION SUCCESS FACTORS

Research from over 20 collaboration initiatives

AdjuviCROSS-CHECKING

AdjuviPEOPLE FIRST

CRAFTING A DIGITAL WORKPLACE STRATEGYThose that have been most successful with digital workplace have taken on the culture and process issues at the same time as the technology.

® 2014 Adjuvi. Confidential and Proprietary

Adjuvi

The staffing model for modern digital workplace

AdjuviCULTURE CHANGE

THE PART IT DEPARTMENTS OFTEN DON’T LIKE TO TALK ABOUT

FAILURE TO ADDRESS RESULTS IN POOREST OUTCOMES

(cc) 2015 Creative Commons. Some Rights Reserved.

What the entire modern model looks like

52


Adjuvi

Latest Best Practices and Lessons Learnedin Digital Workplace• Changing behavior and building the right skills is

much more important (& harder) than selecting tools.• There is no one platform.• There shouldn’t be 100 either.• The more control you seek, the less you get. Design for

it (emergence.)• Collaboration needs a help desk (‘making sure people

share and collaborate with each other’)- Top performers have 3x the community managers

• Store communication and collaboration. Make it discoverable. Analyze it.

• Develop a social listening, analytics, and business intelligence capability

• Adoption by itself is not a goal (at all.) Tie workforce collaboration direction to highest value business practices. Use your analytics to prove it.

® 2015 Adjuvi

Questions

Slides: [email protected]




Adjuvi

Social Business by Design

• Published by Jossey-Bass, an imprint of Wiley

• The definitive management strategy guide and handbook on social business.

• The most complete and business-focused statement on what social business is and why it’s strategically vital to the future of our organizations.

• Companion Web site at

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http://socialbusinessbydesign.com



preparing the new future workplace: plenary session at the intranet global forum 2015 los angeles by...

Internet

adjuvisocial collaboration

enterprise social networks

social crm

todays digital workplace

digital communities

near future workplace

companywide intranet

enterprise architecture