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© 2015 Confidential and Proprietary
The Digital Employee Experience
Agenda
Digital disruption (video)
Digital transformation
Digital strategy
Three flavors of Design
New teams & relationships
Digital outcomes
2
Agenda
Digital disruption (video)
Digital transformation
Digital strategy
Three flavors of Design
New teams & relationships
Digital outcomes
3
Digital
Transformation
Digital transformation is driving business strategy
The percentage of enterprises
creating advanced digital
transformation initiatives will more
than double by 2020, from today’s
22% to almost 50%.
60% of B2B and 80% of B2C
enterprises will overhaul their
"digital front doors" - and the
customer engagement systems
behind them
125,000 large organizations are
launching digital business
initiatives now
The combined value of digital
transformation -- for society and
the industry -- could be greater
than $100 trillion over the next 10
years
Digital transformation will become
the key strategic thrust for most
CEOs …by 2018, 67% of the CEOs
of Global 2000 enterprises will have
digital transformation at the center of
their corporate strategy
Enterprises are forecast to invest the
most on digital transformation
technologies that support operating
model innovations… [redefining]
"how" work gets done
BUSINESS
CONSUMER
Digital-first places the consumer at the center
EMPLOYEE
EXPERIENCE
DIGITAL
EMPLOYEE
EXPERIENCE
LEADERSHIP
& CULTURE
PE
OP
LE
NEW WORK
PRACTICES &
PROCESSES
OR
GA
NIZ
AT
ION
Digital-first models:
Intense customer focus
New disruptive business models
New modes of access to
knowledge
and expertise
Innovative approach to new
offerings
Application of specific digital
technologies
Employees are business consumers who bring their “digital” expectations and
behaviors to work
Employees as business consumers
Consumerization
Business consumers expect
a consumer-grade
experience, with all related
capabilities, when they come
to work (just like they have at
home).
Employees as consumers,
with new expectations
Digitization
New business models
(sometimes radically new)
emerge as digital becomes a
way of doing business. “Evolve
or dissolve”. Work practices
change to meet new business
models.
New business design, with new work
Aligns new work
practices, with people’s
behaviors, to realize new
value
Transformative
experience
Organizations work digitally – often with radically new business models and
designs that transform internal work practices and processes
Digital becomes a way of working
Consumerization
Business consumers expect
a consumer-grade
experience, with all related
capabilities, when they come
to work (just like they have at
home).
Employees as consumers,
with new expectations
Aligns new work
practices, with people’s
behaviors, to realize new
value
Transformative
experience
Digitization
New business models
(sometimes radically new)
emerge as digital becomes a
way of doing business.
“Evolve or dissolve”. Work
practices change to meet
new business models.
Employees as consumers,
with new expectations
Aligns new work
practices, with
people’s behaviors,
to realize new value
Transformative
experience
Connects business consumers expectations and behaviors, and the outcomes
desired by the business
Digital employee experience (DEX)
Digitization
New business models
(sometimes radically new)
emerge as digital becomes a
way of doing business. “Evolve
or dissolve”. Work practices
change to meet new business
models.
New business design, with new work
Consumerization
Business consumers expect a
consumer-grade experience, with
all related capabilities, when they
come to work (just like they have at
home).
Employees as consumers,
with new expectations
Digital Strategy
Approach for digital strategy
Inputs Actions Work Products
Business and organizational contexts
• External factors
• Internal environment
• Business strategy and models
• Program goals and models
Stakeholder and leader interviews
Constituent analysis & profiling
Impact of current state
Identify business themes
Conduct digital maturity assessment
Identify gaps in enterprise capability
Consider business best practices in digital transformation
Design early models for consumer input
Assess-modify-reassess
Business assessment
To-be business models for select programs and operations
Digital Solution definition / model
Visual representations/prototypes
Directional Roadmap
Value can be realized in many ways; the greatest value, however, comes from innovation.
Value propositions
Value-add
of work
Complexity of
work activity
Efficiency Effectiveness
Digital-first
mindset
Expertise
Innovation
Competitive
advantage
Low High
Low
High
Performance
Improvement
Differentiation
Cost-out Value driver
Value objective
Strong, consistent top-down leadership is a critical success factor for digital
transformation
Leadership
Owning and promoting digital vision, value propositions,
strategy, and business goals
Creating and championing the new business model(s)
Connecting digital to other enterprise initiatives
Securing investment funding and resources
Creating and owning the employment digital brand
Promoting the new digital culture and behaviors
Building a digital mindset
Working to break down organization silos
Working to facilitate collaboration broadly, including outside the
enterprise
Driving functional transformations and organizational change
Building appropriate governance and operational teams
Funding for digital can be tricky
Investment
Digital transformation is a journey, not a project, regarding
the strategy and evolution of the employee digital
experience
You won’t get quickly to a “business as usual” situation
Unlike traditional functional transformations, digital inside
the enterprise doesn’t always have logical owner and
source of (capital) funding
Sometimes, digital business units are set up and funded
separately from the legacy business, sidelining the role of
enterprise
The value propositions for enterprise digital are new and
require evaluation and advocacy
Proper funding and support requires a strong strategic
governance structure
Flavors
of Design
3 Flavors of Design
16
Business Design
Experience Design
TechnicalDesign
Design has distinctive ideas, with different practices, across the digital landscape
Design for Business Success
17
WHAT
Articulates innovative processes and new work
practices leading to solution concepts…often in
support of new or changed business models.
WHO
Business designers…
a new breed of analyst with strategy and
organization design skills… who define new
models for business success Business Design
Business Design
Design for Business Success
18
HOW
Concept value proposition
Program goals & desired business outcomes
Work analysis
Qualitative & Quantitative Research
Business stakeholder ideation sessions
Consumer research & solution modeling
Data visualization
Iterative design & test cycles of early prototypes
Strategy innovation & Roadmap
Design for Business Success
19
Experience Design
WHAT
Imagines and iterates impactful experiences
that enable people to participate and engage in
entirely new ways of working and learning.
WHO
Experience designers…
creative, empathetic user-centered researchers
and designers… who explore and elaborate
beautiful, essential design for people.
Experience Design
Design for Business Success
20
HOW
User goals & desired outcomes
User research & heuristics
Understanding pain points
Content strategy
Contextual observation
Storyboarding + Constituent profiles & personas
Journey mapping & design visualization
Iterative design & test cycles of early prototypes
User participation, early and often in the early design
Adoption planning
Design aspires to be “essential”
“Personal assistant”, supported by new business practices and digital capabilities
A delightfully personal and timely experience invoking participation,
cultural alignment
Highly targeted experience based on personas, attributes,
preferences
Contexts and decision support that make tasks,
data, transactions, and processes meaningful
Digital assets, well structured and
integrated, with good findability and
functional usability
TechnicalDesign
Design for Business Success
22
WHAT
Assesses the solution envisioned by designers,
contributes possibilities and ideas for realizing
it, then delivers elegant, scalable, reliable and
sustainable solutions.
WHO
Architects and engineers…
digital innovators… who bring the possibility
and promise of technology to bear to deliver
consumer grade experiences with good
engineering outcomes.
Design for Business Success
23
TechnicalDesign
HOW
Technical design in alignment with technology strategy
Commercial engineering best practices
Early, robust prototyping & POCs
Architecting for sustainability and maintainability
Robust solution documentation
Incorporate well-understood design patterns and
tested frameworks
Extensive socialization with extended technology and
ops teams
Design comes together, seamlessly
24
Progressive technologies
made accessible
and seamless
Success realized by
pursuing uncertainty, with
creative leaders, and a
culture of participation.
Good digital design applies design
thinking methodologies to encourage
or enable new work practices of
people in the context of new
business models… for value across
the ecosystem
Digital Teams &
Relationships
Design LeaderContent
Strategist
Digital
Experience
Strategist
IT Liaison/
Partner
Business
Designer
CuratorGovernance
Specialist
DIGITAL DESIGN TEAM
New digital skills, creative leadership and design-centric methodology align digital teams
New Digital Teams – take time to build
Experience Interest Operational Interest
Corp Functions - HR
EVP
Digital Employee Experience
Consumerization of HR
Process Engineering & Innovation
Design Engineering
Operations
CMO
Brand &,Purposeful Positioning
Customer Experience
Corporate
Communications
Communications
Culture
Emerging work practices
Real Estate
Workplace of the future
IT
Desktop of the future
Consumerization of IT
Other Corporate Functions
Social responsibility, diversity,
ethics
R&D
Stakeholders - siloes are an anti-pattern
Div/Regions/Countries
VoC, people/talent
Necessary variability
“Local” practices, processes, tools
Strategic Interest
Partner products – critical, but not the DEX
Partner/Vendor tools are critical embers in the digital ecosystem:
one of many
painful when not “open” for easy integration
difficult when not Mobile
often related to other HR and people contexts (ITM, onboarding, work/life)
often transaction- or data-centric (expert systems)
increasingly with improving UIs and digital capabilities.
Digital Experience
& ERP in the
Cloud
From Globalization to Digitization…
1. HR Transformation created a “thick”
Self Service experience for
Employees and Managers
2. HR Transformation also normalized
major HR process areas (ITM,
Recruiting, etc.)
3. Now, fueled by digital-first market
forces, HR/IT is considering Mobile
& Cloud opportunities
Where is the employee
experience in this context?
Social, Mobile, Analytics
and Cloud (“SMAC”) are the
central technology enablers
to the digital-first revolution.
Anticipated value typically includes:
1. Reduced cost of ownership
2. Reduced internal IT support
3. Earlier access to innovative features
4. Often, better user interfaces (UIs)
5. Increased compliance, reduced risk
Other 3rd Party
Solutions
Other Vendor
Products
ERP System
• Business Value: Transaction processing,
core HR and Payroll data management,
complex workflows, reporting, integrity.
DEX & HR in the Cloud
The digital Employee Experience is a people-first, digital-first experience… leveraging investments made in technology solutions, like Cloud
User Value - a relevant Experience
• Relevant to me, adaptable to me
• Pushes relevant context, content and status to my attention
• Makes me aware of what I need to know and do, across channels
• An essential personal assistant in helping me find people, knowledge, ideas, and assets
• Seamless
• Feels and works like my organization’s culture, helping me to integrate my work-life objectives and expectations.
Digital Employee Experience
Business Value – a Business Solution
• Branded, culturally aligned
• Tailored to unique constituents – their profile, work and work practices, environments and preferences
• Supports adoption and integration of critical business programs and processes for non-expert users
• Leverages digital behaviors of the emerging work force to realize value of productivity, effectiveness, participation, engagement
• Leverages value of investment made in many best-of-breed solutions, including ERP
Experience and context in the DEX, transactions
and data in the ERP
Business Context, Branding, Alignment and User Guidance in the DEX
Transactions, Data, Reports in ERP…
Terminate Employee Deep Link
Digital Outcomes
Attributes of a digital-first solution – “pushed,”
hyper-personalized
At its heart, a digital-first
experience is a person-first
experience… Pushes relevant
resources and ideas to me
Contextual, influential, invoking participation
Compels me to participate and
engage in programs, causes
and communities I care about (and the business cares about)
Holistic, integrated, targeted
Helps create “porous walls”
between my home and work life
Insightful decision support, predictive over time
Business intelligence runs
throughout the experience…less
as “dashboards,” more as insight
Contextual integration of social, mobile, analytics,
cloud (SMAC)
Approaches like social and
gamification are meaningful and
culturally aligned
Thank You
Digital Transformation Fuels
the Employee Experience
Mimi Brooks
CEO & President
Logical Design Solutions
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