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The Digital Workplace - Building a more productive digital work environment service by service

  1. Building a more productive digital work environment – service by service The Digital Workplace Photo credit: Mabar, h7p://
  2. The Employee Productivity Challenge
  3. Constant change is the new normal Yesterday Predictable & stable business environment Allowed for long term planning Now & tomorrow Unpredictable & dynamic business environment Need to be prepared for change Pace of change
  4. Time pressure Workload Cost cuts Dependencies Pace of change Complexity
  5. I am actually not following a process… I’m following a cloud of activities.
  6. Employees struggle with finding answers to the most basic questions What is happening? How to collaborate? How can I influence? When should I contribute? Where do I find…? Who knows what? How to share?
  7. Barriers prevent collaboration and sharing Large & complex organizations Physical distance Lack of technology support Dispersed workforce No common ways of working Different cultures & languages
  8. People work in silos, causing suboptimization and ineffectiveness Tried to collaborate
  9. Truth is, most people still work like it’s 1995* Email Files Phone SMS Email Files Meetings *John Stepper, Deutsche bank Same timeDifferent time Same locationDifferent location
  10. Houston, we have a problem…
  11. Symptoms 44% in US & Canada “unsatisfied” with their jobs.* “Around the world, employee engagement is eroding.”** * Right Management, 2012 ** Mercer, 2011
  12. Employee engagement is critical to productivity Increased engagement Lower absenteeism Increased productivity Higher focus and motivation ”Starbucks, Limited Brands, and Best Buy can precisely identify the value of a 0.1% increase in engagement among employees at a particular store. At Best Buy, for example, that value is more than $100,000 in the store’s annual operating income.” ”Competing on Talent Analytics”, by Thomas H. Davenport, Jeanne Harris, and Jeremy Shapiro
  13. A disconnected and disengaged workforce operating in a rapidly changing and complex work environment means lost productivity, innovation and responsiveness.
  14. 6% individuals 94% the system Around 94% of the possible improvements belong to the system - the responsibility of management. Edward J. Deming, the 94/6 rule
  15. 15 ”The most important contribution management needs to make in the 21st century is /…/ to increase the productivity of knowledge work and the knowledge worker” Peter F. Drucker (1999)
  16. What’s Wrong With The Current Digital Work Environment?
  17. IT complexity is rising for the employee More tools Too many features Hard to access Inconsistent design Functional overlap Bad usability Multiple logins Doesn’t fit my workstyleLack of integration No mobility
  18. The effective usage rates of enterprise software are down compared to two years ago, with users experiencing productivity losses of around 17%. It’s like giving everyone Friday off. IT Adoption Insight Report, 2012, Oracle UPK & Neochange
  19. This idea wasn’t really that bad Communicate Share information Find people Plan meetings Manage tasks
  20. So what’s wrong with this digital workplace? Desktop only Document-centric Stovepipes Non-collaborative Communication chaos Only productivity tools
  21. We are in the middle of a paradigm shift We are leaving static desktop work for mobile working By our desktops at the office During office hours With people in our close proximity Using any device from anywhere At anytime With anyone, anywhere Image credit: “Leap Factor Executive Presentation”
  22. We introduce new tools but don’t change ways of working New tools Current tools Paving cow paths ExisEng ways of working Huge or potentially distruptive improvements New or changed ways of working Status quo Marginal improvements
  23. We throw complex technology at the users
  24. We fail to see the big picture – and hence to R&D Marketing coordinate our efforts FinanceIT HR Communication
  25. 85% of executives see complexity, in one form or the other, as the main barrier to seizing business opportunities and being successful in an ever changing world. From HBR IdeaCast interview with Chris Zook from Bain & Company, 2012 Simplification Complexity
  26. We misunderstand user needs because we don’t try enough to understand the users
  27. User-focused organizations outperformed the tech-focused companies, achieving 23% higher revenue-per- employee against their industry peers. IT Adoption Insight Report, 2012, Oracle UPK & Neochange TechnologyPeople
  28. Why are we more powerful as consumers than we are as employees?
  29. Most of all, it’s an organizational problem Lack of a shared mission and vision Lack of collaboration and holistic view Complex and fragmented digital workplace Lower employee productivity Hard to get work done
  30. The Digital Workplace
  31. A holistic and people-centric approach to support digital working.
  32. What it all comes down to: empowering people to work smarter together Efficiency Engaged &Effectiveness Empowered Focus: How our own and collective time and capacity is used Lean, smart and agile working together Improved quality and happier customers
  33. The fragmented and complex digital work environment makes it hard to get work done ICC Business function IT delivery Business function IT delivery Business function IT delivery
  34. The Digital Workplace has the answer… Business The Digital workplace IT service provider Customer Customer Customer Customer
  35. …and the answer is service-orientation Business Digital workplace CoordinationGovernance IT service provider ICC Customer Customer Customer Customer Service Strategy Service Development Service Management
  36. 1. Adopt a people-centric approach that puts the customer and value-creation in focus Individual Location Environment Device Intranet Find information Productivity Tools Create content
  37. 2. Explore opportunities while minimizing risk with short cycles Success Start Failure Time
  38. 3. Move from change projects to a process of # continuous improvements Process of continuous improvements Project Project Project Time Quality
  39. 4. Establish common governance and coordination Management Coordination Governance BU BU BU Competence Center Service Strategy Service Development Service Management
  40. How To Get There
  41. "That is what strategy is all about. It’s about a point of view about the future and then making decisions based on that. The worst thing you can do is not have a point of view, and not make decisions.” Alan R. Mulally, CEO Ford Motor Company
  42. Understand where you are starting from Approach Technology-driven Process-driven Customer-driven Delivery Big bang projects Small and frequent projects Technology IT systems Digital# tools Continuous delivery Digital# services Governance Siloed Centralized Coordinated Strategy No common strategy Common mission and vision Common strategy process
  43. The Mission The Vision
  44. Understand the customers, their tasks and their working conditions Specialists Outreach Collaborative work Flexible hours Internal and external Flexible locations Administration Field workers Individual tasks Mostly internal Office hours Office Customer interactions Internal and external Flexible hours Flexible locations Customer interactions Mostly external Office hours Flexible locations
  45. Identify what services the customers need to get their jobs done and achieve their goals My Tasks My Expenses Find People & Expertise My Profile My Blogs My Meetings My Bookmarks Discussions News Feed My Approvals My Collaborations Find Information Videos My Time My Documents Ideas
  46. Get the UX on par with commercial services My Tasks My Expenses Find People & Expertise My Profile My Blogs My Meetings My Bookmarks Discussions News Feed My Approvals My Collaborations Find Information Videos My Time My Documents Ideas
  47. Embrace Service Design principles • User-centric – The service must be experienced through the eyes of the user • Co-creation – All stakeholders of a service should participate in the process • Sequencing – Visualize the service as a sequence of interrelated activities • Concretization – Abstract services should be visualized as physical artifacts • Holistic – The entire environment in which the service exists and is consumed needs to be considered
  48. Focus on improving services used for basic tasks Share information Discuss with people Find information Find people and experts Provide feedback Find answers to questions Meet Find out what is happening
  49. Design for easy execution in different situations Find information and develop idea Read, review and comment Meet and discuss an idea Make use of implemented idea Task – Situation - Workstyle
  50. Focus on change and adoption from day 1 Will I manage the pace of change? WIIFM? How does management behave? Do they ”walk the talk”? Do I understand where we are going and why? Do I get the support I need to change? Do I have the right conditions? Are the tools useful and usable?
  51. Want to know more?