Employee engagement, digital workplace, future workplace and how they all fit together.

1. 1
www.digital-workplace-trends.com
The Digital
Workplace
&
Employee
Engagement
Jane McConnell, April 2014
@netjmc

2. 2
www.digital-workplace-trends.com
“The Digital Workplace
in the
Connected Organization”
314 organizations
around the world
Data collected end of
2013
8th annual survey and
report
Published February
2014
Jane McConnell

3. 3
Strategic Advisor 16 years > 60 large, global
organizations, management briefer and workshop
leader netjmc.com
Researcher through global surveys and annual
reports since 2006 digital-workplace-trends.com
Facilitator of IntraNetwork, workgroup of intranet and
digital workplace practitioners in Paris intranetwork.fr
American-French living in the deep Provence for 25
years

4. 4
The Digital Workplace
&
Employee Engagement

5. 13% Engaged
63% Not engaged
24% Actively disengaged
Employee engagement
Survey across 142 countries

6. Interview page 150 in The Digital Workplace in the Connected Organization.
…intolerant to inertia…
…values of trust, transparency,
openness…
…challenge traditional
processes and organizations….
…inspiring leaders rather than
control-oriented managers…
…judged based on their
contribution rather than their
seniority…
Grégoire Charpe-Civatte, Digital Workplace
Communications Manager in a global industrial
enterprise headquartered in Paris with a
workforce of over 40,000 employees.
Interview with a Millennial

7. Interview page 150 in The Digital Workplace in the Connected Organization.
“
Millennials are “change-ready”. They are
intolerant to inertia. Although they have no
monopoly on “change”, by nature they are very
strong supporters of it.
….
When it comes to collaboration, they expect to
be able to know, find and comment on
information. They want to be heard. Their
values are trust, transparency, openness and
balance. They challenge traditional processes
and organizations.
“
Grégoire Charpe-Civatte, Digital Workplace Communications Manager in a global industrial enterprise.
Management-wise, I believe they are looking for inspiring leaders rather than control-oriented
managers. They want to be judged based on their contribution rather than their seniority level
in the company. ….The ideal Gen Y organization dynamic is based on sharing expertise and
working in cultures of smart ad-hoc partnerships.
Interview with a Millennial

8. 8
Ø Challenging the way we work
Ø The digital workplace model
Ø Early Adopters: 3 fundamental differences
Ø Humanizing the workplace: 4 positive trends
Ø Pride in serving customers
Ø Challenges on the digital workplace journey
The Digital Workplace & Employee Engagement

9. ➡ Managed information and enterprise applications.
➡ Owned by Communication.
➡ At this stage, it is called the “intranet”.
➡ Structured according to the organizational structure with control
and clear, distinct “territories” and responsibilities.
1
Authoritative,
stable managed
dimension

10. ➡ The arrival of digital platforms for structured project
collaboration brings “real work” to the intranet.
➡ Goals become productivity & efficiency.
➡ Business and IT work together to meet operational needs by
creating collaborative platforms.
➡ Competition starts between the “intranet” and the
“collaborative platform”.
1 2
Authoritative, stable
managed dimension
Authoritative,
stable managed
dimension
Structured
collaboration
dimension

11. ➡ The arrival of “social media” in the enterprise brings disruption.
➡ People are empowered, potentially.
➡ Traditional roles of management, HR, IT and Communication are
challenged as people begin to self-declare and self-organize.
➡ However, social stays in its own corner, isolated from “real work”.
Social collaboration
dimension
3
Authoritative,
stable managed
dimension
1
Structured
collaboration
dimension
Authoritative, stable
managed dimension
Authoritative, stable
managed dimension
Structured
collaboration
dimension
2

12. ➡ The convergence of the 3 dimensions goes beyond disruption to
transformation.
➡ Social collaboration impregnates the enterprise facilitating
visibility of work, openness, efficiency and accountability.
➡ The “digital workplace mode” requires leadership rather than
management. It is built on : “freedom within a framework”.
➡ Self-organizing communities have strong influence over work
and decisions.
3 41
Authoritative, stable
managed dimension
Authoritative, stable
managed dimension
Structured
collaboration
dimension
+ Mobile
dimension
2
Social collaboration
dimension
Authoritative,
stable managed
dimension
Structured
collaboration
dimension

13. 41
Authoritative, stable
managed dimension
Authoritative, stable
managed dimension
Structured
collaboration
dimension
+ Mobile
dimension
3
Most organizations
are here.
2
Social collaboration
dimension
Authoritative,
stable managed
dimension
Structured
collaboration
dimension

14. 41
Authoritative, stable
managed dimension
Authoritative, stable
managed dimension
Structured
collaboration
dimension
+ Mobile
dimension
Social collaboration
dimension
3
Authoritative,
stable managed
dimension
Structured
collaboration
dimension
2
Communication" IT " HR"
" the message" " the toolset" " profiles"
" the target" " the users" " expertise"
" the timing" " the rollout" " personal branding"
Losing control …. ?
Or evolving from management to leadership?

15. 15
Ø Challenging the way we work
Ø The digital workplace model
Ø Early Adopters: 3 fundamental differences
Ø Humanizing the workplace: 4 positive trends
Ø Pride in serving customers
Ø Challenges on the digital workplace journey
The Digital Workplace & Employee Engagement

16. 16
• Bjoern Negelmann, European Enterprise 2.0
(Germany)
• Brian Holness International Power – GDF SUEZ
(UK)
• Céline Schillinger, SANOFI PASTEUR (France)
• Cornelis van der Brugge, NOKIA (Finland)
• Ernst Décsey, UNICEF (Switzerland)
• Franklin Bradley, Architect of the Capitol (US)
• Gloria Burke, UNISYS (US)
• Jon Husband, Wirearchy (Canada)
• Linda Tinnert, IKEA (Sweden)
• Martin Risgaard, Grundfos (Denmark)
• Rawn Shah, Forbes.com (US)
• Sam Marshall, ClearBox Consulting Ltd. (UK)
• Stéphane Aknin, AXA, (France)
• Susan Scrupski, Change Agents Worldwide LLC.
(US)
• Thomas Maeder, Swisscom AG (Switzerland)
Digital Workplace Research Advisory Board 2014

17. 17
The digital workplace lives at the intersection
of people, organization and tools.

18. 18
Leadership
CultureAsset
MINDSET
ENABLERSCAPABILITIES
Process
Structure
ReachEnterprise
Business
Individual

19. 19
0 20 40 60
0
18
36
54
72
90
0 20 40 60
0
18
36
54
72
90
Individual
Business
Enterprise
Process
Structure Reach
Leadership
Culture Asset
Level 5
Embedded
Level 4
Operational
Level 3
Organized
Level 2
Beginning
Level 1
Ad hoc
Capabilities Enablers Mindset
Majority. n=247
Individual – Business - Enterprise Process – Structure - Reach Leadership – Culture - Access
Over 100 online questions
generated several hundred data points,
which were scored and mapped to these
categories.

20. 20
Ø Challenging the way we work
Ø The digital workplace model
Ø Early Adopters: 3 fundamental differences
Ø Humanizing the workplace: 4 positive trends
Ø Pride in serving customers
Ø Challenges on the digital workplace journey
The Digital Workplace & Employee Engagement

21. 21
Top 2 strategic drivers for the
digital workplace
• Increasing organizational
intelligence
• Gaining efficiency and cost-
savings
Number 1
for Early
Adopters
Number 1
for the
Majority

22. 22
Specific program
Part of larger initiative
Aligned to strategic
values/goals
Currently working
on alignment
Not currently working
on alignment
9
12
21
44
27
28
32
42
23
6
Early adopters %Majority %
Strategic Positioning: Enterprise Transformation

23. 23
Early Adopters in blue, Majority in gray
Organizational cultures in Early Adopters are more
open and empowering.

24. 24
Ø Challenging the way we work
Ø The digital workplace model
Ø Early Adopters: 3 fundamental differences
Ø Humanizing the workplace: 4 positive trends
Ø Pride in serving customers
Ø Challenges on the digital workplace journey
The Digital Workplace & Employee Engagement

25. 25
Is the workplace
becoming more human?
Four data sets show a
positive evolution.

26. 26
Sharing information
and knowledge
Co-creating
content
Reacting to news,
information
37
35
20
64
56
49
2013 2008
People are more empowered to express
themselves in the digital workplace today
than 5 years ago.
A comparison between 2008 and 2013.
% deployment “enterprise-wide” or “in some parts”.
Sharing info &
knowledge
Co-creating
content
Reacting,
commenting
37 64%
35 56%
20 49%
2008
2013
2008
2008
2013
2013

27. 27
Enterprise social networking exists in over
40 percent of organizations today.
A comparison between 2008 and 2013.
% deployment “enterprise-wide” or “in some parts”.

28. People will have more mobile services by the
end 2014
• News, information
• Project managers
• Employee self-service
• Employee education
• Managers on the road or off site
• Management reporting
28
Percentages based on 276 organizations (out of 314) that are
working on mobile solutions.
15 to 20 % launched by end 2013.
10 to 20% planned for end 2014.
30 – 40%
By end 2014
=

29. 29
70 to 80 % of Early Adopters have virtual team
and community spaces enterprise-wide
(20 to 30 % in the Majority)

30. Lexmark operates in an industry that is constantly and rapidly changing, so business
agility is key to survival and prosperity. True agility requires ongoing information
sharing and collaboration across the entire enterprise, which means that we must
provide our employees with the ability, opportunity and motivation to collaborate.
We have found that three interlocking components are essential for this.
““
…
In Practice Case page 34 in The Digital Workplace in the Connected Organization.

31. “
“A flexible BYOD device policy and cloud-based applications make it easy for
users to access our systems whenever and wherever they need to.
Flexible HR policies give employees the freedom to work on their own terms.
For years we have had a liberal work policy that lets many employees decide
when and how often they work from home versus coming in to the office.
We deployed our social platform in 2012, and want our employees to “work out
loud” – to work in a transparent, sharing environment. It can be a difficult
transition shifting from emails with file attachments to wikis and discussion
threads, so we try to find as many different ways as possible to bring people into
the system…. When a social platform is full of engaged employees, the results
can be powerful.
Dennis Pearce
Enterprise Knowledge Architect, Lexmark
In Practice Case page 34 in The Digital Workplace in the Connected Organization.

32. 32
Ø Challenging the way we work
Ø The digital workplace model
Ø Early Adopters: 3 fundamental differences
Ø Humanizing the workplace: 4 positive trends
Ø Pride in serving customers
Ø Challenges on the digital workplace journey
The Digital Workplace & Employee Engagement

33. 33
FOUR BUSINESS
SCENARIOS
1. Ease and efficiency for customer-
facing people.
2. Organizational flexibility when facing
sudden change.
3. Developing skills and knowledge as a
natural part of working.
4. Retaining knowledge and know-how
of older experts when they retire.

34. 34
1. How easy is it for customer-facing people to…
• find the information they need,
• provide rapid service,
• collaborate with their customers and colleagues,
• and in general have a smooth and efficient work
experience?
ü Very easy
ü Relatively easy
ü Somewhat difficult
ü Very difficult
ü Impossible

35. 35
Very easy
Relatively easy
Somewhat difficult
Very difficult
Impossible
24
53
11
13
57
22
Early adopters %Majority %
Customer-facing people
70 %24 %

36. “(Our clients) remain delighted to pay our fee because our people working
together provide a service that is second to none.
“
Adam Pope
Senior Librarian, Arup
In Practice Case page 34 in The Digital Workplace in the Connected Organization.

37. “In late 2012 Hurricane Sandy hit New York. Its subways were flooding
and our client issued a call to Arup for help.
Despite being home bound, the Director who received the call posted a
message across the forums asking how other cities had coped in
similar situations.
Overnight, responses came in from Manila, London, Brisbane, Tokyo,
San Francisco, Hamburg, Dublin and Singapore. Rich, detailed
explanations with photos of solutions.
A presentation was given to the client’s chair the following lunchtime
and their trust in our services soared.
They remain delighted to pay our fee because our people working
together provide a service that is second to none.
“
Adam Pope
Senior Librarian, Arup
In Practice Case page 34 in The Digital Workplace in the Connected Organization.

38. 38
Ø Challenging the way we work
Ø The digital workplace model
Ø Early Adopters: 3 fundamental differences
Ø Humanizing the workplace: 4 positive trends
Ø Pride in serving customers
Ø Challenges on the digital workplace journey
The Digital Workplace & Employee Engagement

39. ü Too much focus on the tool, not enough on people
and change
ü Hesitation to rethink processes and ways of working
ü Management needs proof of quantifiable ROI
ü Decisions based on consensus, slow and long
ü Stakeholder politics, power struggles impact
decision-making
Toughest Challenges
Manageable, requires
special effort
Serious challenge,
holds us back
Approximately 50 % of the Majority Approximately 50 % of Early Adopters

40. 40
Obstacles sur le “digital workplace journey” et approches
identifiées lors de deux ateliers récents
Groupe de travail : responsables
intranet/digital workplace, Paris, Mars
2014 (www.intranetwork.fr)
Workshop in Copenhagen at
IntrateamEvent, February 2014
www.intrateam.com, annual conference

41. 41
• Concrétiser ROI par success stories, témoignages, benchmarks
• « Identifier des projets fédérateurs ou exemplaires existants
pour rendre concret l’avantage, capitaliser sur des
initiatives. »
• “Do not fall into the ROI game.
• Focus on examples, external or internal, that illustrate
business value.”
• « Relais de haut niveau pour cascader dans tout le groupe »
• “You often have to do a sales pitch to individual senior
managers. Find one person who ‘gets it’ who can then sell it
across the Board level through peer pressure. For this to
work, you need to have a toolkit to give to the senior
manager to use in their discussions with their peers.”
Top management does not understand or wants
to see ROI

42. 42
• Global versus local conflicts
– “Accept the situation: this ‘conflict’ is normal and common in
most organizations. Understand that there are many different
ways of doing things, and be flexible.
Build on your current situation, do not try to “destroy” it . Find out
what can bring your different locations/offices together. Meet
people in person, and get involved with them. Focus on this
common ground, even if it is not ideal.”
• Créer une « infrastructure humaine », une communauté ‘digital
workplace’ qui participent aux décisions
– « Définir 1 sponsor + 1 ambassadeur par pays + animateurs
communautés »
Balance between common and specific

43. 43
• Réussir à prioriser (contenus, processus)
– Build "persona" based on "how do you work" and not "what
do you need from the digital workplace”. See what the
persona need in common.
• Be alert to process dysfunctions.
• Use them as opportunities to rethink how people work.
• Start simple. Be concrete.
– “It is hard to get the organization to understand and focus
on the “digital workplace” so start instead with something
very concrete: create incentives for people to complete
their profiles. See if you can use technology to retrieve
profile information from other sources (LinkedIn?).”
Adoption

44. 44
Ø Challenging the way we work
Ø The digital workplace model
Ø Early Adopters: 3 fundamental differences
Ø Humanizing the workplace: 4 positive trends
Ø Pride in serving customers
Ø Challenges on the digital workplace journey
The Digital Workplace & Employee Engagement

45. It’s a journey, not a destination.

46. 46
jane@netjmc.com
Twitter: @netjmc
Cell: +33 (0)6 12 03 66 34
www.netjmc.com
www.digital-workplace-trends.com
www.linkedin.com/in/netjmc
Merci beaucoup !
Jane McConnell
Charter member of Change Agents Worldwide
(www.changeagentsworldwide.com)
IntraNetwork – work group of digital practitioners,
Paris-based (www.intranetwork.fr)

47. Appendices
47

49. 49

50. 50
CAPABILITIES ENTERPRISE
• Locating expertise from across the
organization
• Finding information from anywhere in the
organization
• Retaining know-how when baby-boomers
retire
• Flexibility: in the face of major changes,
economic or environmental events
INDIVIDUAL
• Sharing information and knowledge
with others
• Co-creating content
• Reacting to news, information and
content
• Communicating in real time
• Making and sharing user-generated
videos
• Continually learning and developing
while working
BUSINESS
• Involvement by operations, engineering,
sales & marketing
• Mobile services for sales, service and
operational teams
• Interfacing and collaborating with external
partners
• Supporting customer & service delivery
support
• Using of video for business and customers
• Customer-facing employees: ease of
access

51. 51
REACH
• Access means for “floor-field” workforce
• Mobile services for employees
• Wifi access in facilities
• Teleworking
• Any device including BYOD, BYOPC, and
support
STRUCTURE
• Communities: virtual and operational
• Networks: relationships, connections
• Virtual teams: project collaboration
• Holistic view of the digital workplace
PROCESS
• Employee services and processes online
• Co-creating, crowdsourcing, co-developing
ideas
• Involvement in social collaboration by
management
• Integration of social networking into daily
work processes
ENABLERS

52. 52
STRATEGIC ASSET
• Decision-making across the digital
workplace
• Digital workplace reporting at the
Executive level
• Measurement and evaluation
• Policies and guidelines
• Information management maturity
LEADERSHIP
• Involvement of top management
• Strategic leadership from HR
• Emerging roles, specifically
community managers
• Preparation for the future workplace
CULTURE
• Overall organizational culture based on 5
criteria
• Change drivers
• Overall leadership styles: top,
Communication, IT, HR
MINDSET

53. Under 1,000
60 (19%)
From 1 to 5,000
64 (20%)
From 5 to 15,000
75 (24%)
From 15 to 50,000
58 (18%)
From 50 to 100,000
24 (8%)
Over 100,000
33 (11%)
n = 314
53