Subscribe to newsletterCall for ‘Digital Workplace Trends’ Advisory Board
I am inviting intranet and digital workplace practitioners to participate in the newly created Advisory Board for the 7th annual survey: Intranet and Digital Workplace Trends.
The members of the Advisory Board will participate in key actions concerning the survey and report:
- Help identify topics and questions for this year’s survey
- Provide guidance on language and formulation of the questions
- Pilot test the survey itself
- Contribute to the analysis and interpretation of the data around specific topics
Members of the Advisory Board may:
- Be involved in one or more of the activities listed above, depending on their availability and specific interests.
- Choose to be listed publicly as a member of the Board. If for organizational policy reasons this is not possible, they will be identified generically (e.g. “digital leader in a global healthcare company”).
Requirements for membership in the Board:
- Be an intranet/collaboration/digital practitioner inside an organization
- Be from any size and type of organization: public or public sector, association, NGO, etc.
- Have a minimum of approximately one hour of time to contribute, more if possible.
Vendors, agencies and solution providers have important perspectives on intranets and digital workplaces. I welcome and value their suggestions and comments about the survey and the report. However, the Advisory Board itself will be limited to practitioners.
Digital Workplace Trends 2013: from what to how
This year the focus is moving from “what” to “how”. I plan to explore:
- high-level trends in the intranet/digital workplace
- how they correspond to the big picture: new ways of management (“2.0″)
- how social collaboration is impacting organizational processes
- business value of social collaboration in the digital workplace and how it’s measured
- how the intranet/digital workplace services the customer-facing workforce
- how the intranet/digital workplace serves floor-field workforces*
- change facilitation initiatives and how they are conducted and measured
- how employee/workforce engagement is facilitated
- how organizations are dealing with demand for mobile access and services
Help shape our understanding of the role of the intranet and digital workplace in our organizations.
If you would like to be involved, get in touch and give me an idea of how you would like to contribute. I’ll then send you a link to the online collaboration space we will be using over the course of the project.
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* See point 4 in this post: http://netjmc.com/digital-workplace/digital-workplace-trends-2012-published-on-december-12th-2011
Digital Workplace Trends 2012 – unlike other intranet research
Digital Workplace Trends 2012 differs from other intranet research for 3 reasons.
- It covers the broad scope of the “digital workplace”: the managed, social collaborative and mobile dimensions.
- It defines “leadership class” organizations and gives you facts and figures for your own strategies and business cases.
- It deals with real, current challenges because the survey itself is developed in collaboration with the participating organizations.
> Continue reading ‘Digital Workplace Trends 2012 – unlike other intranet research’
Choosing the right Digital Board model
A high-level, strategic Digital Board has three areas of responsibility: decision-making, coordination and leadership.
Two fundamentally different models exist for a Digital Board, each with a unique approach to the “who” and the “how” of high-level governance.
This post describes the areas of responsibility in more detail, looks at the two models and offers guidance about which model best suits different contexts.
Slidedeck for “Social intranet governance: a new perspective”
This is the slide deck I used in my two workshops at CongresIntranet 2012 in Utrecht Holland.
“Management and stakeholders” reinforced in new Digital Workplace chart
This is version 2 of “Points to include when building a Digital Workplace”, originally published February 20. Read the original post here to get the full picture. The basic idea is that the Digital Workplace has many dimensions. You must start wherever you have openings. Things must happen in parallel. A traditional linear project approach will not work. This V2 diagram is the result of discussion here following the first version as well as lots of conversations in person and by email with other people.
The “Management and stakeholders” angle has been further developed:
- “Business alignment” has been pulled out of “vision” and emphasized by making it a bullet point of its own
- “Integrating social into enterprise processes” has been strengthened by adding “business and support functions”
- “Aligning KPIs and DW” and “Management: active involvement” have been added
On the “Building blocks” a single but important item has been added:
- “Evaluation strategies and tools: metrics, indicators”
Many thanks to those who contributed ideas and comments.
Spontaneous momentum is outpacing controlled, linear projects
The speed of evolution of intranets has picked up. Companies I work with and many I observe are working faster than before. Change in workforce behavior is outpacing controlled, linear projects in many places. Project planners are taking into account the existence of multiple social initiatives throughout the company. Project managers need to build on this spontaneous momentum, work on several fronts simultaneously, and not be afraid of giving up some control.
Christy Hahn (Director of Creative Services at a very large financial services company) expresses it well (in the comments following the original post):
“This (post) is very timely, as we’re in ‘fast forward’ mode with the evolution of a digital workplace. Because of the pace, it’s essential that all three “buckets” are happening in tandem. I appreciate the way you’ve captured and categorized the key components of the digital workplace because they reflect how much effort goes into this type of transition…”
Social intranet “how to” from E2.0 Summit in Paris
What came out of a 45-minute round table discussion on “How to get from an information-based intranet to a social intranet”?
Read on to see lots of ideas, based on firsthand experiences from 18 passionate intranet people.
I led the group through a 5-minute brainstorm on major obstacles and we regrouped into the 3 categories below. Then we went into 3 huddles to identify ways around the obstacles. This was fast work, all wrapped up in 45 minutes. The three obstacles:
- Management resistance (top and middle, each with different concerns)
- Culture and change resistance (which is a bigger question than the intranet itself)
- Internal communicator resistance (uncomfortable losing control)
The rest of this post is in short note form. The ideas and approximate wording are from the participants themselves. > Continue reading ‘Social intranet “how to” from E2.0 Summit in Paris’
Digital workplace – points to cover
The digital workplace from three complementary angles: management & stakeholders, people and “building blocks”
This diagram is work in progress with three of my clients who have asked me to help them evolve their “intranet+collaboration+social” online environments to a more coherent digital workplace. The slide has also evolved gradually thanks to input from workshops in Washington DC and Stockholm with participants in organizations with different cultures, and a range of experience from a few “well on the way” to most “just starting” the digital workplace journey.
I’ll be talking on my blog about these “building blocks” over the next few weeks, but wanted to already publish the slide, hopefully to get some feedback.
Start where you can. Avoid a linear approach.
One of the biggest questions people ask is “Where do we start?”. My answer is “You start where you can, the nearer the top the better, but not exclusively from the top.”
Many of the items on the chart can be done in parallel. Most of them take a fair bit of time. The one thing you do not want to do is to be linear in your approach. Ideally, you have a number of teams and people in different “pockets’” of the organization working on projects simultaneously that all help move the enterprise and the culture towards a collaborative digital workplace concept.
If you’re in a position to locate these projects and work with the project leaders to bring people together with a collaborative digital workplace vision and strategy, that’s great. But even if you can’t yet do that, there are plenty of positive actions you can carry out.
How about your experience?
What has your experience been? What is missing on the chart? What would you change?
Digital Workplace in brief: 5 fundamentals
Thoughtful dialogue leads to good decision-making.
The purpose of this diagram is to trigger thoughtful and actionable conversations among senior management and digital managers. It is designed to make it easier for people to talk about the digital workplace, come to agreements about high-level governance and define business strategies.
Although every organization is different, five fundamentals are relevant for everyone. We are in an area where technology, organizational politics and business objectives converge, and sometimes collide. Clarifying what you are talking about is the first step to coming to agreements.
The five fundamentals are:
1. The digital workplace stretches across three worlds: internal, semi-internal and public.
2. Different dimensions within the digital workplace serve different purposes and have different “rules of the road”.
3. The three dimensions overlap and intertwine as the organization becomes more “enterprise 2.0″ enabled.
4. The digital workplace requires a holistic approach at the highest management level.
5. The digital workplace is driven by people-oriented strategies.
Continue reading to see facts and figures around these five fundamentals. > Continue reading ‘Digital Workplace in brief: 5 fundamentals’
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Globally recognized thought-leader on intranet & digital workplace strategies and governance.