The digital workplace disrupts enterprises. It challenges traditional ways of doing things. This presentation offers 3 approaches to defining your strategy towards the "digital workplace mode".

1. The disruptive
digital workplace
Jane McConnell
IntraTeamEvent 2013

2. 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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The DW vision: managed + collaborative
+ social + mobile.

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We are just beginning.

5. Why is the digital
workplace disruptive?

6. The digital
workplace
busts
silos
&
structures.

7. It challenges
traditional roles
such as
HR
Communication
&
IT.

8. It
empowers
people.

9. Going mobile
Going social

10. Mobile services to the workforce today.

11. 34% nearly nothing

12. 36% the basics: calendar, directory, news

13. 20% work tools: collaboration, tasks, product
and project information

14. Going mobile
Going social

15. User-generated
Activity streams Commenting
Video
conferencing Multimedia
sharing
Real-time
Co-creation of
messaging
content
Deployment Adoption Finding people,
Early
adopters Innovation expertise
Majority
Networking
Adoption lags deployment, especially for
the more disruptive capabilities.

16. Concerns?

17. Social is a
waste of time
with
no
business value.

18. Mobile and social
open
the enterprise
to lots of
serious
risks.

19. People wasting time 53%
Not considered a priority 51%
Lack of business value 50%
Irresponsible behavior by people 30%
Regulatory and compliance issues 29%
Lack of information quality 21%
Does not fit with 21%
Other 8%
Top concerns with “social”

20. Better to
lock up.
Be
safe.

21. But, then
people find
their
own
solutions!

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

23. Early adopters are less likely to limit the
social dimension.

24. 40 % of both early
adopters and the
majority make mobile
access “difficult”.
However early
adopters rarely block
mobile completely.
And they are more
likely to allow BYOD.

25. Benefits?
Is it worth it?

26. Organizational intelligence 70%
Efficiency and cost savings 69%
Engagement and belonging 47%
Agility and speed 46%
Business performance 38%
Two complementary goals

27. 3 ways to lead change to the
“digital workplace mode”
Reality + +

28. Make it real.
Use personas.
Make business
sense by linking
personas
together.
Focus on a
single process
or a common
capability.

29. 3 ways to lead change to the
“digital workplace mode”
Reality + The big picture +

30. Classic Extended Digital
intranet intranet workplace
Organizational intelligence
Efficiency, cost savings
Organizational
WHY benefits
Employee engagement
Customer value
Operational excellence
Inform, be informed
Interact, feedback
People Search, find
capabilities Do tasks
Contribute ideas
Connect, collaborate
HOW Leadership
Influencers
Change and Customer-related activities
adoption Employee support processes
Policies
Social collaboration
Inclusiveness
Integration
customization
Platform Real time
WHAT experience Mobile
Analysis
Security and access

31. 3 ways to lead change to the
“digital workplace mode”
Reality + The big picture + People

32. Benchmarking
Champions
Peers

33. Discussions with internal
78%
stakeholders & managers
Benchmarking with Early adopters
41%
other organizations Majority
Identifying and Early adopters
36%
recruiting a champion Majority
Reports and data
36%
from external sources
Specialist evaluations 13%
Ways to advance

34. } top of the list
bottom of the list
}
Real life trumps formal

35. Disruptive Concerns Reactions
Reality The big picture Champions, peers

36. “Digital Workplace
Trends 2013”
Purchase the report.
www.digital-workplace-trends.com.

37. Thank you.
jane@netjmc.com
twitter @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