Building a more productive digital work environment
– service by service
The
Digital
Workplace
Photo
credit:
Mabar,
h7p://www.flickr.com/photos/mabar/

The Employee Productivity
Challenge

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

Time pressure
Workload
Cost cuts
Dependencies
Pace of change
Complexity

I am actually not following a
process… I’m following a
cloud of activities.

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?

Barriers prevent collaboration and sharing
Large & complex
organizations
Physical
distance
Lack of
technology
support
Dispersed
workforce
No common ways
of working
Different cultures
& languages

People work in silos, causing suboptimization
and ineffectiveness
Tried to
collaborate

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

Houston, we have a problem…

Symptoms
44% in US & Canada
“unsatisfied” with their jobs.*
“Around the world, employee
engagement is eroding.”**
* Right Management, 2012
** Mercer, 2011

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

A disconnected and
disengaged workforce
operating in a rapidly changing
and complex work environment
means lost productivity, innovation
and responsiveness.

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
”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)

What’s Wrong With The Current
Digital Work Environment?

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

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

This idea wasn’t really that bad
Communicate
Share
information
Find people
Plan
meetings
Manage
tasks

So what’s wrong with this digital workplace?
Desktop only
Document-centric
Stovepipes
Non-collaborative
Communication chaos
Only productivity tools

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”

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

We throw complex technology at the users

We fail to see the big picture – and hence to
R&D
Marketing
coordinate our efforts
FinanceIT
HR
Communication

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

We misunderstand user needs because we
don’t try enough to understand the users

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

Why are we more
powerful as
consumers than we
are as employees?

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

The Digital Workplace

A holistic and people-centric approach to
support digital working.

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

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

The Digital Workplace has the answer…
Business
The Digital workplace
IT service provider
Customer
Customer
Customer
Customer

…and the answer is service-orientation
Business
Digital workplace
CoordinationGovernance
IT service provider
ICC
Customer
Customer
Customer
Customer
Service Strategy
Service Development
Service Management

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

2. Explore opportunities while minimizing risk
with short cycles
Success
Start
Failure
Time

3. Move from change projects to a process of #
continuous improvements
Process of continuous improvements
Project Project Project
Time
Quality

4. Establish common governance and
coordination
Management
Coordination
Governance
BU
BU
BU
Competence Center
Service Strategy
Service Development
Service Management

How To Get There

"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

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

The Mission
The Vision

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

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

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

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

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

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

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?

Want to know more?
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