Digital Workplace Trends 2012

digital-workplace-trends.com netjmc.com/blog twitter: @netjmc

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Getting ready for the Digital Workplace of tomorrow

Jane McConnell

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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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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

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1st shiftProductivity & efficiencyProject collaborationDefined organization

structured collaboration

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2nd shiftTransparencyNetworked collaborationSelf-organization

social collaboration

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the mobile dimension(anytime, anywhere, any device)

3rd shift



2nd shiftTransparencyNetworked collaborationSelf-organization

social collaboration

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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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10 key findings11

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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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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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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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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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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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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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“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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8. Business has not yet taken the lead on defining mobile strategies, which are primarily defined by IT departments.

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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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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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Intranet aspirations & innovations

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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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Anything, anywhere

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Four future scenariosSuper Search 70 %

“Potentially of high value” : all organizations surveyed

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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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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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Me33


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Four future scenarios

People-Centric

Super Search

65 %

70 %


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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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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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Now37


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My Apps

People-Centric

Super Search

45 %

65 %

70 %


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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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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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Smart41


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My Apps

Smart Systems

People-Centric

Super Search

45 %

65 %

70 %

40 %


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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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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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My Apps

Smart Systems

People-Centric

Super Search


“Well on our way” or “started implementation” by leadership class

20 %

30 %

20 %

10 %

45 %

65 %

70 %

40 %

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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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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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• Agreement on the big picture

• A high-level steering body for coordinating strategic decisions.

1. A holistic view

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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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3. Governance embedded in processes and systems

• Making it part of “business as usual”

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1. Holistic view

2. People

3. Governance

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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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1. Holistic view

2. People

3. Governance


-‐ Staff directory with rich user profiles-‐ PorTolio of tools & features that enable people to create, collaborate, connect

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1. Holistic view

2. People

3. Governance


-‐ 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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