Digital Workplace Maturity Model
•
26 gefällt mir•11,578 views
This document presents the Digital Workplace Maturity Model created by ClearBox Consulting. The model assesses digital workplaces across four dimensions: Communication & Information, Structure, Services, and Community & Collaboration. Each dimension has five levels of maturity ranging from Base to Excel. The model uses metaphors like a market, town, city, supermarket and mall to represent different patterns of maturity. The document provides examples and discusses how organizations can use the model to evaluate their current digital workplace and identify strategies to improve in areas that match their business goals.
Empfohlen
Empfohlen
Weitere ähnliche Inhalte
Was ist angesagt?
Was ist angesagt? (20)
Andere mochten auch
Andere mochten auch (20)
Ähnlich wie Digital Workplace Maturity Model
Ähnlich wie Digital Workplace Maturity Model (20)
Mehr von Sam Marshall
Mehr von Sam Marshall (20)
Kürzlich hochgeladen
Kürzlich hochgeladen (20)
Digital Workplace Maturity Model
- 1. The Digital Workplace Maturity Model: Going beyond the intranet Sam Marshall sam@clearboxconsulting.co.uk +44 1244 458746 @sammarshall on twitter www.clearboxconsulting.co.uk
- 2. Sam Marshall Director of ClearBox Consulting Former global intranet manager at Unilever Intranet Benchmarking Forum Associate ClearBox Consulting Intranet & SharePoint Strategy Governance Implementation Collaboration www.clearboxconsulting.co.uk
- 4. Where are intranets going?
- 6. Mobile intranet Image: NASA/JPL-Caltech & Nielsen-Norman Group
- 8. NO INTRANET®
- 11. Digital workplace Traditional Intranet News RSS feedsEmployee self- service Advanced Intranet Collaboration tools for internal teams HR Systems Policies Corporate information Phone book Internal social networks PC Desktop Web Conferencing E-mail Telepresence Twitter feeds Instant messaging Yammer External social networks Document Management CRM Collaboration Tools for external partners Supply chain management Source: Intranet Benchmarking Forum 2010 2010
- 12. The Digital Workplace Maturity Model
- 13. The model
- 14. Communication & Information Structure Services Community & Collaboration Base Low Mid High Excel
- 15. The metaphor “Patterns” for the digital workplace
- 16. www.clearboxconsulting.co.uk © ClearBox Consulting 2007 28 August 2013
- 18. Communication & Information Structure Services Community & Collaboration Social Services Retail Structure metaphor equivalents
- 19. Communication & Information Structure ServicesCommunity & Collaboration Base Low Mid High Excel Market pattern Social Services Retail Structure
- 20. Communication & Information Structure ServicesCommunity & Collaboration Base Low Mid High Excel Town Pattern Social Services Retail Structure
- 22. Communication & Information Structure Services Community & Collaboration Base Low Mid High Excel City pattern
- 24. www.clearboxconsulting.co.uk © ClearBox Consulting 2007 28 August 2013
- 26. Communication & Information Structure Services Community & Collaboration Base Low Mid High Excel Supermarket pattern
- 28. Communication & Information Structure Services Community & Collaboration Base Low Mid High Excel Mall pattern
- 30. Your turn 1. Think of a shopping area you really dislike 2. Write down 2-3 things that make it unpleasant 3. What would the digital workplace equivalent be? 4. Share with the person next to you
- 32. Assessing maturity Assessment depends on extent to which experience is true... ...for all employees Office Factory Sales Contractors ...for all aspects of the digital workplace Telephony and video conferencing Network drives Mobile devices Focus on usage not functionality
- 33. Assessing maturity Community and collaboration Base No specific support No specific collaboration support – email is the main tool. Incomplete people finder and locally-maintained contact lists. Low Ad hoc use of collaboration tools People finder is mostly complete but unreliable, or multiple people systems. Most collaboration is via email and shared drives. Tools in use may overlap in functionality or be 'unofficial', e.g. Google documents set up without IT‟s knowledge. Mid Wide usage of disconnected tools Single address book, including some long-term contractors. Collaboration tools widely used for basic tasks such as document sharing and messaging, but are not joined up. Social media tools are in use by some groups but are not widespread or joined up, (e.g. requiring a separate login for each).
- 34. Assessing maturity Community and collaboration High Online collaboration as a way of working Comprehensive people directory, including: skills, interests and social networks. Contractors and partners are included. Private collaboration spaces are widely used, e.g. by project teams. Social media spaces widely used for knowledge sharing and collaborating. Integrated real-time collaboration tools routinely used Employees are supported in developing skills for adopting these tools. Excel Seamless collaboration outside and in There is permeability with the outside; employees routinely collaborate with 3rd parties though the extranet and other secure environments. Collaboration tools are fully integrated. Immersive collaboration environments are commonly used, such as telepresence or virtual worlds.
- 35. Sun – virtual world
- 36. Communication & Information Excel - Communication and content owned by all The majority of employees are both publishers and consumers User-generated content covers all media types All employees understand the different options for using the digital workplace as a communication tool All employees are skilled in writing online content
- 37. Blog Central at BT
- 38. Services High - Services and applications used online by all There are joined-up processes and workflow Online workflow is widely used, even for local activities Excel -Employees adapt applications to needs Mash-ups are used to help visualise and combine data from internal and external sources
- 40. Structure High – Integrated digital workplace There is a single profile and login for all services and social media. Mobile use of the digital workplace is specifically designed for and supported. Kiosk or home access is available to all employees without office PC access Excel The intranet is absorbed into other elements of the digital workplace
- 41. The goal is not to excel in every area
- 43. Matching to strategy Business Goals Dimensions Pattern Innovation City (high community, lower Structure) „One Company' Mall (high communications, high structure) Reduce operating costs Super-mall (high structure, high services) Grow fast City or series of supermarkets
- 44. Communication & Information Structure Services Community & Collaboration Base Low Mid High Excel
- 45. Communication & Information Structure Services Community & Collaboration Base Low Mid High Excel
- 48. Sam Marshall Director sam@clearboxconsulting.co.uk +44 (0)1244 458746 @sammarshall on twitter www.clearboxconsulting.co.uk ClearBox Consulting Talk to us about strategy, governance and implementation: • Intranets • SharePoint • Collaboration • Digital Workplace
Hinweis der Redaktion
- IBF – membership organizationHere to talk about a maturity Model which I developed for the IBF
- Today I’m going to talk about how intranets are evolving and present a maturity model to frame the future of intranets in the context of the wider Digital Workplace.Let’s look 5 years ahead. Imagine it’s 2016, you’re at the , 10thIntrateam Event, although March it’s 30 degrees outside due to global warming... What will your intranet look like?
- Moving quickly – Yammer, profiles, social networking, wikis. Some even say we can do away with management and let the workers co-ordinate with each other
- Future is in our hands – the way we consume what’s on the intranet will be delivered any time, any place
- The only good intranets are those that become embedded in business processes. If your intranet goes down, how long before someone complains?e.g. A call centre intranet supports people minute-by-minute
- Who thinks I need to learn how to cook burgers?The intranet was a transient thing. We will move to cloud-based computing, communication through external networks and data consumed through other media, just as Facebook and twitter are replacing email in our social lives.Or BBC mission is to “inform, educate and entertain”, no longer just TV but consumed as iPlayer on Wii, Website, RSS, Facebook groups, magazines and games.
- Who thinks all of the above?Who didn't vote because you're waiting for me to tell you?
- In the report, we think “Nearly all of the above” – we don’t see intranet disappearing, but they will be less visible than before as a distinct ‘site’We also believe our thinking therefore needs to expand to encompass not just the intranet but all of an employee’s workplace technologies: the DIGITAL WORKPLACE
- @Advanced’ includes COLLABORATION and services, but tends to be “through” a portal or ‘sister’ site@DW includes all aspects of an employees workspace, it’s not ONE thing but seeing traditional tools like email come together with newer tools like microblogging, advanced video conferencingShould you say “Digital workplace” to your users? Probably not. Like Fight Club, its for us to talk to each other.
- Explain each dimensionLevels: Base – High – ExcelMulti-dimensional because digital workplace doesn’t evolve linearly information-services-collaborative-digital dashboard.
- In order to think about how the digital workplace has matured, we make an analogy with the evolution of market places
- Fleamarkets in Copehagen very famous e.g. Gammel Strand Note:Little structureSeveral stalls sell same thingMay be meat counter next to clothingOpportunist services – pub and Fish & ChipsBut stimulating, sociable
- Typical of a mid-size town.Notes: Market mostly replaced by shopsMore orderly infrastructure – street, pedestrianized, litter binsBut shops still random – Jeweller, CD shop, clothingMore services – banks, coffee shopPeople like these smaller towns – scale manageable, but some of the ‘buzz’ of the market lost, more uniform?
- Social – entertainment, cinemas, bars – where people interactServices: banks, post offices, civic services like the town hallCommerce: retail, exchangesStructure: town planning, orderliness
- Market Square – explain intranet equivalent:Very basic intranet, perhaps begun by single employee that knew some HTML.Lots of stand-alone sites. No overall structure, none look the same. Many duplicate offerings. May be empty stalls.Just as Market square is stripped-down commerce, so these sites focus just on providing basic information, perhaps access to policy documents, some templates, a little news.BUT markets have a social element too – e.g. Getting to know stallholders. There is a community element, it is very bottom-up. Intranet equivalent is that anyone in org may start a site, some may be blog-like or special-interest driven. Some entrepreneurial hosted on Google docs or Facebook groups.
- Market Town* Medium-size company where small intranet grown organically, with bolt-ons to make the digital workplace.A little more structureMore social elements – just as a town may have a cinema and bars, a town-like digital workplace may have basic collaboration or a discussion forumMore services too – people go to towns to get things done; so in the town DW we see employee self service – book a room, claim expenses or arrange travelBut all QUITE HARD WORK to do everything – not very cohesive.
- City: Perhaps the highest level of organic growth. Here sense of city planning Orderliness in layout – city square, deliberate social spaces‘Civic’ imprint – big town hall to right.
- ‘City’ version of DW:* Typical of a large or with multiple intranets that may look quite different.Just as city still v much about commerce, its the place to go to get everything, so the DW equivalent would be the comprehensive set of communications and reference informationSimilarly, it’s the place to GET THINGS DONE. So all employees would go online even for pay slips, all HR services and other transactions with the org.Cities too social hubs, so in DW we see rich collaboration: web conferencing, team sites, knowledge sharing.But although some overall plan, still structure is low – probably several loosely connected sites, tools still stand-alone.
- So far covered ‘organic’ routesBut what if the design is more planned?
- Think back to the original Market,
- But now imagine the response to its shortcomings is more about adding structure.Only one place for each product typeYou can get all your purchases done in one placeAt the more mature end, you can even get some services – e.g. Opticians hereNobody would go to an in-store cafe on a first date... I learned that the hard way
- Supermarket: This Is Typical Traditional Intranet* Very heavy focus on delivery of informationSingle, coherent site structureBut light on servicesWho goes to Supermarkets to socialise? Take someone to in-store cafe on a first date then it’s likely to be the last date too... So I’ve learned now....Similarly, in this pattern the DW has virtually no collaborative elements
- Final Step: the MallVery large supermarkets start to get add-on stores – perhaps on the same retail park.The progression from this can be seen as the mall, or out of town retail parkVery structured overall – you wouldn’t get a butcher next to a clothing store, for example. Lots of services – even some drop-in health centres and post offices that re-locate to out of town, FOOD COURTBUT very sterile, no room for innovation. Farmer’s markets or craft stalls – full circle to compensate.
- So the DW pattern would typically be a Corporate portal approachHigh on structure – expect to see uniform branding, consistent navigation throughoutSingle repository of informationA fair number of services, but perhaps harder to integrate so some left outside e.g. If travel booking is outsourcedSome malls focus on social too, but perhaps there’s a sense that the interaction is a little synthetic, not spontaneous, a bit corporate rather than people-driven. More document management than facebook and twitter.
- Think of a shopping area you really dislike1. My local KwikiMartWhat is it that makes it unpleasant2. Feels cramped and I can’t find anythingWhat would the digital workplace equivalent be? 3. Very busy portal with crowded pages & too many tools
- Things can go wrong – for example, the out of town retail park that has a hot dog stand because no thought given to anything other than retail needs. Becomes barren after 5pm, just as an info-only intranet can become soulless.
- Rate your own intranet as we go through.
- ASK: Show hands, where were you?
- Flip cameras
- There are joined-up processes and workflow (e.g. a new employee process in HR triggers IT processes for user accounts.)Mash-ups are used to help visualise and combine data from internal and external sources (e.g. map overlays, semantic web).Online workflow is widely used, even for local activities (e.g. departments define workflows for common team tasks).
- Twitter apps
- Sometimes there is a ‘right’ level of maturity, just as quaint villages don’t benefit from a big out of town shopping centre, so a small organization may not need cutting-edge collaboration.Or a big out of town Mall can kill a local high street.You can overshoot. Just hypothetically, imagine you’re a bank. High on structure, well-regulated, safe, steady. Then one day someone decides it would be good to become really innovative with, oh I don’t know, mortgage applications and wrappers for financial products. Well you know... I’m not saying there’s any link with this picture, but METAPHORICALLY you can see my point.
- Your digital workplace needs to fit the priorities of your organization, just like an athlete needs to use the right training programme. marathon runnera javelin thrower.
- You can have a strategy to have different pattern in one part of org
- You can view now and desired
- If you take all the elements:Social, collaboration, integration into how people work, access from anywhere, then yes there is a future, and its called the Digital Workplace.But the ‘intranet’ as a disctinct entity is fading, much as the BBC is not just broadcaster, but fulfils its mission across a whole range of approaches.