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Getting ready for the Digital Workplace of tomorrow
Jane McConnell
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digital-workplace-trends.com netjmc.com/blog twitter: @netjmc
Nokia (Helsinki) Novartis (Basel)Océ (Holland)OMV-Petrom (Vienna) Pernod-Ricard (Paris) RATP (Paris) SNCF (Paris)Suez Environnement (Paris)Telenor (Oslo)Total (Paris)UPM (Helsinki)
United Nations – Secretariat (NY) UNAIDS (Geneva)Department of Peacekeeping (NY)UN High Commissioner for Refugees (Geneva)Intl. Federation Red Cross (Geneva) - - - - - - - - -
Jane McConnellIntranets & Digital Workplaces - Strategy & Governance
14 years of intranet consulting
Direct, hands-on clients:
EDP (Portuguese Electricity Co.) Ericsson (Stockholm)Essilor (Paris)Gemalto (France)GDF Suez (Paris)Georgia-Pacific Europe (UK, France) GlaxoSmithKline (Belgium) IKEA (Sweden) Lagardère (Paris)Neopost Industries (Paris)
Amadeus (Madrid) ArcelorMittal (Luxembourg) AGF (Paris) Areva T&D (Paris) Arup (London) Alcatel-Lucent (Paris) Alstom Group (Paris, Switzerland) Bayer (France) Boehringer Ingelheim (Germany) E.D.F. (Paris, French Electricity Co.)
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digital-workplace-trends.com netjmc.com/blog twitter: @netjmc
Jane McConnellIntranets & Digital Workplaces - Strategy & Governance
6 years of researchAnnual report since 2006
14 years consulting
“Unique in the industry; true insight and perspective.” Paul Miller, CEO of the global Intranet Benchmarking Forum
"Jane McConnell is the undisputed thought-leader on global intranets today.” James Robertson, Designing Intranets: creating sites that work"
"The definitive source of data on how Intranets are evolving in enterprises.”
Tony Byrne, Analyst, The Real Story Group
456 organizat
ions
worldwide
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digital-workplace-trends.com netjmc.com/blog twitter: @netjmc January 2012
456 par(cipa(ng organiza(ons worldwide
Online survey, over 100 ques(ons and over 800 data points.
Includes open ques(ons where firsthand experiences are shared.
Data collected in Q3 2011.
Under 1,00072 (16%)
From 1 to 5,00048 (11%)
From 5 to 15,000128 (28%)
From 15 to 30,00075 (17%)
From 30 to 50,00051 (11%)
Over 50,00080 (18%)
Size of workforce
n = 454 Q13.1
Europe229 (51%)
North America133 (30%)
Asia Pacific80 (18%)
Africa2 (0%)
Central/South America2 (0%)
Organization: headquarters location
n = 456 Q4.5
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An eco-‐system of digital and web-‐based tools and places that people use to do their jobs
Public Partners, clients Workforce
+ the mobile dimension(anytime, anywhere, any device)
Managed (authoritative, stable, reference)REFER, DO
Social collaboration(real-time, constant movement, unpredictable)DISCOVER, DISCUSS
Structured collaboration(creative, coordinated, goal-oriented)WORK, CREATE
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digital-workplace-trends.com netjmc.com/blog twitter: @netjmc October 2011
1st shiftProductivity & efficiencyProject collaborationDefined organization
structured collaboration
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digital-workplace-trends.com netjmc.com/blog twitter: @netjmc October 2011
1st shiftProductivity & efficiencyProject collaborationDefined organization
structured collaboration
2nd shiftTransparencyNetworked collaborationSelf-organization
social collaboration
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digital-workplace-trends.com netjmc.com/blog twitter: @netjmc October 2011
the mobile dimension(anytime, anywhere, any device)
3rd shift
1st shiftProductivity & efficiencyProject collaborationDefined organization
structured collaboration
2nd shiftTransparencyNetworked collaborationSelf-organization
social collaboration
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digital-workplace-trends.com netjmc.com/blog twitter: @netjmc January 2012
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Managed content & applications
Social collaboration
Scope of the survey
Structured collaboration
+ the mobile dimension
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The Leadership ClassOne or more of the following criteria:
A Digital Board: strategic decision-making body for all digital channels: internal and external
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Internal social collaboration: well-established in all or parts of the organization
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Intranet or digital workplace: the way of working for the organization
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17 % )(5 % and
(10 %)
(17 %)
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Elite leadership class
•Postal services public entity, Europe, (> 50 k employees)
•A state-owned bank, Europe (> 30k employees)
•USA division of global professional services company (global company > 100k employees)
•Global engineering and project management consultancy, HQ in Europe (> 25k employees)
•An airline, one of the big global transportation players, HQ in Europe
•Technology company, Russia (> 3k employees)
Only 6 organizations said “YES” to all three criteria
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3 key learnings
1 - Digital Boards (with responsibility for coordinated strategic decision-making across all digital channels) are appearing. (17%)
2 - The managed dimension and social collaboration are still two separate ‘worlds’ for most organizations.
3 - The “People-Centric” future scenario is “well on the way” in leadership class organizations. (30%)
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digital-workplace-trends.com netjmc.com/blog twitter: @netjmc January 2012
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1. Social collaboration experimentation is continuing, but enterprise-wide deployment has not increased over the last 12 months.
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digital-workplace-trends.com netjmc.com/blog twitter: @netjmc October 2011
Commenting 50 %
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Commenting 15 % Social networking & micro-blogging 10 %
“Enterprise wide”, “limited deployment” and “pilots” combined
“Enterprise wide” only
Social networking 40 %
Micro-blogging 35 %
Blogs 20 %
Wikis 15 %
Blogs 65 %Wikis 65 %
Social & collaborative
Survey average456 organiza5ons
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digital-workplace-trends.com netjmc.com/blog twitter: @netjmc October 2011
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Blogs 80 %
Blogs 35 %
Wikis 75 %
Wikis 30 %
50 %Social networking
Commenting 65 %
Commenting 25%
“Enterprise wide” only
“Enterprise wide”, “limited deployment” and “pilots” combined
Micro-blogging 40 %
20 %Social networking
Micro-blogging 15 %
Social & collaborative leadership class
Leadership class171 out of 456 organiza5ons
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digital-workplace-trends.com netjmc.com/blog twitter: @netjmc January 2012
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2. Benefits observed from social and collaborative initiatives remain anecdotal and qualitative.
- The most commonly observed are “knowledge-sharing”, and “engaged, better informed employees”.
- The least common are “faster time to market”, “cost reduction” and “reduced time for training”.
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3. Strong concerns remain about information quality and security, and the business value of social collaboration.
New concerns emerge as organizations gain experience: - re-creation of organizational silos on new social platforms, - digital native versus digital migrant cultures, - language issues in multi-language global companies.
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4. Half the 456 participating organizations intend to increase their investment in social collaborative initiatives in 2012.
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5. “Findability” of information, one of the toughest challenges today for intranets and digital workplaces, is far from solved. - 40 percent of the leadership class and 50 percent of the other organizations are dissatisfied with their search configuration and results.
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6. An increasing number of organizations are using the intranet or digital workplace to support customer-facing staff.
- Examples include access to real-time information and experts in order to make customer service faster and more efficient.
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7. Mobile services for the workforce were not a high priority in 2011. However, indications from leadership class organizations suggest mobile may become more important in 2012.
- 14 percent have already made “significant investment” and another 36 percent have made “some investment”.
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digital-workplace-trends.com netjmc.com/blog twitter: @netjmc October 2011
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High priority and significant investment already made
Considered important, some investment made
Moderate level of interest, no investment yet
Little or no interest at present
3%
30%
44%
22%
14%
36%
35%
15%
Leaders Others
Interest in mobile services for workforce
Q28 ©2011 NetStrategy/JMC
33 %
50 %
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digital-workplace-trends.com netjmc.com/blog twitter: @netjmc October 2011
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Business intelligence
Collaborative tools
Corporate news
CRM/Customer management
HR services
Logistical (booking, schedules, etc.)
Product information
Project information
Social media tools
Staff directories
Training material
9%
19%
27%
14%
12%
12%
15%
12%
17%
21%
6%
15%
24%
35%
15%
12%
11%
15%
13%
24%
36%
10%
Leaders Others
Mobile Information & Services
Q31 ©2011 NetStrategy/JMC
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2
3
Connecting people
% = “Implemented” or “piloting”
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digital-workplace-trends.com netjmc.com/blog twitter: @netjmc October 2011
“Mobile will be a game-changer in how
we communicate with employees and how
they perform their job duties.
I’m not sure that an intranet even exists
in a fully mobile workplace.”
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Participant in the “Digital Workplace Trends 2012” survey
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digital-workplace-trends.com netjmc.com/blog twitter: @netjmc January 2012
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8. Business has not yet taken the lead on defining mobile strategies, which are primarily defined by IT departments.
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digital-workplace-trends.com netjmc.com/blog twitter: @netjmc January 2012
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9. Governance is not yet embedded in the way people work.
High priorities for 2012 include defining:- decision-making procedures,- roles and responsibilities, - policies and guidelines for managed and user-generated content.
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digital-workplace-trends.com netjmc.com/blog twitter: @netjmc January 2012
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10. The major evolution in governance is the emergence of the “digital board“, a body responsible for high-level, strategic decision-making for both internal and external channels.
- 17 percent of the 456 organizations have a fully functioning digital board and business functions play a large role as members of this board.
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digital-workplace-trends.com netjmc.com/blog twitter: @netjmc October 2011
Intranet aspirations & innovations
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digital-workplace-trends.com netjmc.com/blog twitter: @netjmc October 2011
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Scenario My AppsGetting Work Done
Scenario Smart SystemsRelevant User Experience
Scenario People CentricActionable & Real-Time
Scenario Super SearchRelevance & Control
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digital-workplace-trends.com netjmc.com/blog twitter: @netjmc October 2011
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Four future scenariosSuper Search 70 %
“Potentially of high value” : all organizations surveyed
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digital-workplace-trends.com netjmc.com/blog twitter: @netjmc October 2011
Scenario Super Search - Relevance & Control
People can easily search across structured and unstructured information from different sources and applications.
Semantic search, faceted search, search-driven menus and decision engines (using input from the user) give people greater relevance and control over vast amounts of information from inside and outside the enterprise.
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digital-workplace-trends.com netjmc.com/blog twitter: @netjmc October 2011
Example of “Super Search”
A Canadian law firm designed a “super search” for legal precedents: (the heart of their research)- faceted (like e-commerce), - autofill search, - thumbnails of key info, - commenting with instant display, - "locator chip" to find child documents.
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digital-workplace-trends.com netjmc.com/blog twitter: @netjmc October 2011
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Four future scenarios
People-Centric
Super Search
65 %
70 %
“Potentially of high value” : all organizations surveyed
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digital-workplace-trends.com netjmc.com/blog twitter: @netjmc October 2011
Scenario People Centric - Actionable & Real-Time
Content-centric intranets have become people-centric. Social networking, social tagging, location awareness and other technologies come together in a people-centric intranet.
Presence indicators are integrated into business processes. Teams can be formed and experts consulted, easily and quickly. People can connect to each other in actionable ways based on expertise, location and availability.
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digital-workplace-trends.com netjmc.com/blog twitter: @netjmc October 2011
Example of “People-Centric”
Lundbeck, global pharmaceutical company (brain disorders), HQ Denmark (6k employees) used a LinkedIn connector to SharePoint.Employees keep their LinkedIn profile and intranet presence synchronized. This has exposed existing rich data and facilitates finding subject matter experts at very little cost.
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digital-workplace-trends.com netjmc.com/blog twitter: @netjmc October 2011
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Four future scenarios
My Apps
People-Centric
Super Search
45 %
65 %
70 %
“Potentially of high value” : all organizations surveyed
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digital-workplace-trends.com netjmc.com/blog twitter: @netjmc October 2011
Scenario My Apps - Getting Work Done
The intranet has evolved into a set of highly customized apps. People select what they need to do their jobs and build their own "intranet".
They can even define their own mashups by combining information from different sources into personal apps that can be shared with others.
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digital-workplace-trends.com netjmc.com/blog twitter: @netjmc October 2011
Example of “My Apps”
Not many examples of “app stores”, but quite a few examples of “apps”.
A large global company (>65k employees) built a mobile app for management to support their annual meetings. Paper-less meeting. Rich profiles. No access for assistants to “force” managers to use the app.
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digital-workplace-trends.com netjmc.com/blog twitter: @netjmc October 2011
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Four future scenarios
My Apps
Smart Systems
People-Centric
Super Search
45 %
65 %
70 %
40 %
“Potentially of high value” : all organizations surveyed
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digital-workplace-trends.com netjmc.com/blog twitter: @netjmc October 2011
Scenario Smart Systems - Relevant User Experience
Smart systems make the user experience highly relevant. They take past behavior and context into account and deliver information in meaningful ways.
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digital-workplace-trends.com netjmc.com/blog twitter: @netjmc October 2011
Example of “Smart System”
CRS (Australia government agency for disability insurance)
A “just in time” content strategy based on meta data and integrated applications.The system produces links to supporting content when users are completing tasks. It knows when the person needs to read a new policy document and offers the link at the relevant time.
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digital-workplace-trends.com netjmc.com/blog twitter: @netjmc October 2011
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Four future scenarios
My Apps
Smart Systems
People-Centric
Super Search
“Potentially of high value” : all organizations surveyed
“Well on our way” or “started implementation” by leadership class
20 %
30 %
20 %
10 %
45 %
65 %
70 %
40 %
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digital-workplace-trends.com netjmc.com/blog twitter: @netjmc October 2011
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“In 3 to 5 years time, many places will be well on their way to these scenarios, and we may still be in the “thinking & planning” stages. The best and brightest people will want to work at those other places. Not here. That is my biggest concern, personally.”
Participant in the “Digital Workplace Trends 2012” survey
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digital-workplace-trends.com netjmc.com/blog twitter: @netjmc October 2011
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Underlying enablers:
1. Holistic view: the big picture, a cross-organizational framework
2. Emphasis on people and a fairly strong degree of user control
3. Governance embedded in processes and systems
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digital-workplace-trends.com netjmc.com/blog twitter: @netjmc October 2011
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• Agreement on the big picture
• A high-level steering body for coordinating strategic decisions.
1. A holistic view
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digital-workplace-trends.com netjmc.com/blog twitter: @netjmc October 2011
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• Enabling people to work, collaborate, create, share, discover, connect...
• Taking the intranet to where people are.
2. Emphasis on people
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digital-workplace-trends.com netjmc.com/blog twitter: @netjmc October 2011
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3. Governance embedded in processes and systems
• Making it part of “business as usual”
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digital-workplace-trends.com netjmc.com/blog twitter: @netjmc October 2011
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Underlying enablers:
1. Holistic view
2. People
3. Governance
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digital-workplace-trends.com netjmc.com/blog twitter: @netjmc October 2011
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Underlying enablers:
1. Holistic view
2. People
3. Governance
-‐ Agreed mission statement-‐ Agreed overall “landscape” of sites, services-‐ Home page strategy-‐ Common naviga(on bar or banner
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digital-workplace-trends.com netjmc.com/blog twitter: @netjmc October 2011
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Underlying enablers:
1. Holistic view
2. People
3. Governance
-‐ Agreed mission statement-‐ Agreed overall “landscape” of sites, services-‐ Home page strategy-‐ Common naviga(on bar or banner
-‐ Staff directory with rich user profiles-‐ PorTolio of tools & features that enable people to create, collaborate, connect
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digital-workplace-trends.com netjmc.com/blog twitter: @netjmc October 2011
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Underlying enablers:
1. Holistic view
2. People
3. Governance
-‐ Agreed mission statement-‐ Agreed overall “landscape” of sites, services-‐ Home page strategy-‐ Common naviga(on bar or banner
-‐ Staff directory with rich user profiles-‐ PorTolio of tools & features that enable people to create, collaborate, connect
Agreements on:-‐ Decision-‐making and scopes-‐ Fundamental rules and guidelines-‐ Change facilita(on strategy
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digital-workplace-trends.com netjmc.com/blog twitter: @netjmc
Jane McConnellIntranets & Digital Workplaces - Strategy & Governance
www.netjmc.com/blog www.digital-workplace-trends.comtwitter @netjmc [email protected] cell +33 (0)6 12 03 66 34 (in France)
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