The disruptive digital workplace

Jane McConnell

IntraTeamEvent 2013

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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We are just beginning.

Why is the digital workplace disruptive?

The digital workplace

busts silos

&structures.

It challenges traditional roles

such asHR

Communication&IT.

It empowers

people.

Going mobile

Going social

Mobile services to the workforce today.

34% nearly nothing

36% the basics: calendar, directory, news

20% work tools: collaboration, tasks, product and project information

Going mobile

Going social

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

Concerns?

Social is a waste of time

with no

business value.

Mobile and social open

the enterprise to lots of serious risks.

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”

Better to lock up.

Be safe.

But, then people find

their own

solutions!

“As the digital workplace becomes more open, more available and more interactive, security risks limit development of certain aspects.”

Early adopters are less likely to limit the social dimension.

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.

Benefits?Is it worth it?

Organizational intelligence

Efficiency and cost savings

Engagement and belonging

Agility and speed

Business performance

70%

69%

47%

46%

38%

Two complementary goals

3 ways to lead change to the “digital workplace mode”

Reality + +

Make it real.Use personas.

Make business sense by linking personas together.

Focus on a single process or a common capability.

3 ways to lead change to the “digital workplace mode”

Reality The big picture+ +

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

3 ways to lead change to the “digital workplace mode”

Reality The big picture+ + People

Benchmarking

Champions

Peers

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

Real life trumps formal

}}

top of the list

bottom of the list

Disruptive Concerns Reactions

The big picture Champions, peersReality

“Digital Workplace Trends 2013”

Purchase the report.

www.digital-workplace-trends.com.

Thank you.

jane@netjmc.comtwitter @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