Tables of content for the 2015, 2014 and 2013 reports.
The Organization in the Digital Age (2015)
128 pages, published 2015
The Digital Workplace Framework
- 2014 Scorecard Results
- Capabilities: Individual
- Capabilities: Business
- Capabilities: Enterprise
- Enablers: Process
- Enablers: Structure
- Enablers: Reach
- Mindset: Leadership
- Mindset: Culture
- Mindset: Asset
Four Business Scenarios
- The Learning Scenario
- The Customer Scenario
- The Agility Scenario
- The Knowledge Scenario
- Business Scenario Summary
- Case: Tata Steel Europe – External Collaboration
- Case: Ten Brinke Group – Finding and sharing purchasing information
- Case: Imerys – Sharing Knowledge to Drive Continuous Improvement
A Culture of Trust
- Sense of Purpose
- Distributed Decision-making
- Freedom to Experiment
- Work Cultures and Digital Transformation
- Case: Mercy Corps – Global Community of Change Makers
Alive and Vibrant Organization
- Collaborative and Social
- Finding People or Information
- Mobile
- Video
- Socialized Performance Management
- Design of the Physical Workplace
- Case: Gemalto – Operations Excellence Awards
- Case: Bosch – Community Management and Enterprise Transformation
Open and Informed
- Extended Beyond the Organization
- Informed People, Informed Organization
- Open and Responsive
- Customer Relations
- Case: Société Générale – Celebrating 150 Years
- Case: Médecins Sans Frontières – Living Up To Its Name
Leadership and Transformation
- Senior Management
- Chief Digital Officer
- Community Manager
- Change Agents and Activists
- Impact of Leaders on Change
- Case: Sanofi Pasteur – Experimenting with New Ways of Working
- Case: The Guardian – Digital First and Cross Platform Strategy
Digital Workplace, Strategic Asset
- Business Goals and Strategy Drivers
- Ownership and Reporting
- Decision-Making
- Information Management
- Measuring and Evaluating
- Investments
- A Coordinated Ecosystem
The Digital Workplace in the Connected Organization (2014)
184 pages, published 2014, projection format: one idea per page
Introduction
- Digital Workplace and Scorecard
- A Meaningful Definition
- A New Way to Assess Your Digital Workplace
- The Scorecard Transposed to a Maturity Scale
- Early Adopters and the Majority
- Pattern Variations in the Top Digital Workplaces
- Digital Workplace Maturity: Averages by Industry
- Nine Key Insights
Four Business Scenarios
- Scenario 1: Empowerment of the Customer-Facing Workforce
- Scenario 2: Learning in the Natural Flow of Work
- Scenario 3: Organizational and Business Flexibility
- Scenario 4: Retaining Knowledge and Know-How
Customer Focus
- Business Functions and the Digital Workplace
- Customer and Service Delivery Support
- Interfacing and Collaborating with External People
- Video for Business Purposes
- Customer-Facing Workforce Enabled by the Digital Workplace
- Customer-Facing: Ease of Getting Information
In Practice – Mini Cases
- Arup – Networks and Social Learning
- Minter Ellison – Social and Real-Time Business
- Orange – Knowledge Management Key to Corporate Strategy
- NRMA Motoring & Services – Customer Service and the Digital Workplace
Working Out Loud
- Empowering People Today and 5 Years Ago
- The Individual Voice: User-Generated Content
- Internal Company “Tubes” – Video by People
- Co-creating in the Natural Flow of Work
- Reacting to Information and Ideas
In Practice – Mini Cases
- Danish Refugee Council (DRC) – Innovation in Emergency Response
- BASF SE – New Way of Working to Better Meet Business Goals
- Unisys – Crowdsourced Glossary of Terms, Acronyms, and Concepts
New Organizational Design
- Team and Community Spaces
- Community Leaders Officially Established in Early Adopters
- Enterprise Social Networks – Perspective over 6 Years
- Enterprise Social Network Deployment
- Low Level of Active Users Social Networks
- Building Awareness Around Social Networking
- Social Collaboration: Involvement of Stakeholders
- Social Collaboration: Involvement of Top Management
In Practice – Mini Cases
- Alcatel-Lucent – Social and Real Time, Flow of Work and Life
- Utrecht University – Profile Pages Blend Hierarchy and Horizontal
- Aegon – Enterprise Q&A to Share Knowledge
- Air Liquide Group – Communities as Part of ‘Business as Usual’
Humanizing the Enterprise
- Mobile Interest and Investment
- BYOD Making Its Way in the Enterprise
- Bring Your Own PC: BYOPC an Emerging Trend
- Bring Your Own App: BYOA a New But Growing Trend
- Mobile Services for the Workforce
- Mobile Services Planned For Next 12 Months
- Real-time communication common in Early Adopters
- Local Languages in Global Organizations
- Learning in the Natural Flow of Work
- Impact of the Digital Workplace on Learning in the Flow
- Scorecards for Learning in the Natural Flow of Work
In Practice – Mini Cases
- PCL Constructors Inc. – Reaching Floor-Field, Sharing Knowledge
- BT plc – Learning Through Communities
- Jyske Bank A/S – Fast Replies Add to Personal Drive and Motivation
- COWI – Project Sites – Virtual Water Cooler in a Global Company
The Smart, Agile Organization
- Reaching Everyone, Including Floor-Field Workforce
- Search, Neglected Part of the Digital Workplace
- Search: Why So Much Dissatisfaction?
- Search Strategies and Maintenance
- Finding People and Expertise Through Rich Profiles
- Scorecards for Two Aspects of Findability
- Information Management Across the Organization
- Use of the Digital Workplace by Communication, IT and HR
- Employee Life Services Moving Online
- Crowdsourcing Inside the Organization
- Organizational and Business Flexibility
- Flexibility Through Reach and Leadership
- Retaining Knowledge and Know-How
- Knowledge Retention: The People Factor Difference
In Practice – Mini Cases
- Tata Steel Europe – Operational, Future-Leaning in Real Time
- PwC US – Information Always at Your Fingertips
- Mercy Corps – “Office in a Box” – Quick Response in a Crisis
The Mindset Impact
- Enterprise Transformation Programs
- Strategic Drivers for the Digital Workplace
- Digital Workplace, a Strategic Asset
- Top Management Support
- Management Styles
- Top Management Communication to the Workforce
- Strategic Decision-Making: Internal and External Platforms
- Strategic Decision-Making: Internal Digital Workplace
- Management Levels Involved in Strategic Decisions
- Functions Involved in Strategic Decisions
- Organizational Cultures
In Practice – Mini Cases
- Lexmark International, Inc. – Agility in a Fast-Changing World
- Unisys – Communities, Cornerstone of Collaboration
- Chubb Group of Insurance Companies – When Social is Business Critical
The New Workplace
- Teleworking
- Workplace Design for New Ways of Working
- Challenges Beyond the Digital Workplace Itself
- Concerns Impacting the Digital Workplace
- Change Drivers
- Change Drivers in Early Adopters and the Majority
- Planning for the Future
In Practice – Mini Cases
- Grégoire Charpe-Civatte – Interview: Gen Y Employee in an Industrial Enterprise
- OFS brands – Workplace, the Body Language of Your Company
Scorecards per Industry
- Chemicals, Construction and Engineering, Consumer and Retail, Education, Energy and Resources, Financial Services, Government and Public Services, Healthcare, Hospitality and Leisure, Humanitarian, Manufacturing, Pharmaceuticals, Professional Services, TMT: Technology-Media-Telecommunications
Digital Workplace Trends (2013)
167 pages, published 2013, projection format: with one idea per page
Transformation: Organizational Intelligence and Efficiency
- Strategic goals
- The “why” of the digital workplace
- Integral part of enterprise transformation
- Floor-field and desk-office, different emphases
- Moving towards the digital workplace today
- Early adopters defined
In Practice – Mini Cases
- International Power – GDF SUEZ – Digital workplace from vision to reality
- Swisscom AG – Getting the basics right in the digital workplace
- Alcatel-Lucent – The digital workplace, a way of working
- BASF SE – Senior sponsor and strategic alignment
- Mobile 29
Mobile: Enabling People to Work from Anywhere
- High rise in interest and investment in mobile
- No predominant approach to mobile development
- Effort focused on management and traveling workforce
- Scope of mobile services limited
- Business value from mobile
- Security management is the top concern
- Early adopters less concerned about cost issues
In Practice – Mini Case
- Architect of the Capitol – Connecting with ‘onsite teleworkers’
Social collaboration: Empowering Individuals and Self-Managed Groups
- A wide range of social collaborative capability deployed
- Relatively low overall satisfaction with adoption
- Adoption lagging especially for “disruptive” social capabilities
- Boom in enterprise social networks
- Enterprise social networks not yet thriving
- Content creation and interaction not yet common
- User-generated news & knowledge sharing
- Reacting through commenting and rating
- Multimedia sharing
- Working in real time
- Real time working widely adopted except for activity streams
- Video-conferencing tried and true
- Activity streams rare
- Networking – a big leap forward
- Co-creation of content increasing
- Finding people and expertise not yet satisfactory
- Connecting and creating communities not widely used
- Internal crowdsourcing, ideation and open innovation are rare
In Practice – Mini Cases
- Elsevier – Engagement, a business reason
- Carl Zeiss AG – Commenting is first step towards social culture
- Colacem – Finance Group – Wikis overcome resistance to sharing information
- Sodexo – First “baby step” for global knowledge sharing
- Wells Fargo – Put social where people do their work
Process: Governing and Integrating
- Decision-making, policies and guidelines stalled overall
- Increasing role of high-level stakeholders
- Little integration of social into enterprise processes
- Social integration improves processes
In Practice – Mini Cases
- Scottish Enterprise – Online processes reduce errors
- Danske Bank – Proactive information strategy saves time
- Echo Entertainment Group – Self-service and collaboration for efficiency
- COWI – Global project sites enable a global organization
Platform Experience: Coherence, Availability and Security
- Digital workplace components, traditional and new
- Highly collaborative digital workplaces for early adopters
- Platform and user experience fragmentation
- The cloud
- Relevance of the cloud varies by sector
- Security and data safety, top concerns
- Systems in the cloud, social leading
- Early adopters early in the cloud
- Main benefits around cost and flexibility 104
- Major concern is security and data safety
- Security risks limit the digital workplace
- Benefits from dealing with security risks
- Customer information primary concern
- Mixed interpretations of security-related concerns
- Investment 111
Investment Priorities, Indicators, Value
- Budget management
- Central control predominant budget approach
- Central control greater in early adopters
- Training and change management lowest budget item
- Budgeting issues entwined with ownership issues
- Investment priorities
- Mobile an investment priority for 2013-2014
- Different priorities for early adopters
- Indicators
- Level of activity a measure of success
In Practice – Mini Cases
- RSPB – If money’s tight, get the basics right
- Alstom – Invest in change
- Grundfos HoldingA/S – How is your digital workplace actually doing?
- University of Auckland, New Zealand – Big value from simple metrics
- Van Marcke Group – Social inside increases business reactivity
- OFS Brands – Online engagement brings strong sales
- Fortune 500 global technology company – Digital workforce has better performance
Change – Leading not Managing
- Trust and knowledge sharing strong in early adopters
- Organizational openness greater in early adopters
- Concerns about value of social collaboration
- Management resistance to social collaboration
- Resistance to social collaboration from different functions
- Dealing with resistance to social collaboration
- Champions key to success
- Peer behavior is strongest change driver
- Drivers differ with organizational social maturity
- Community management essential role
- Different interpretations of community management
- Limited success in overcoming resistance
- Time and external influence
In Practice – Mini Cases
- U.S. Bank – Leverage different adoption stages
- An international law firm – Organic growth is peer-driven
- Pacific Gas and Electric Company – Encourage change in a practical way
- Deloitte Touche Tohmatsu Limited – Encourage change in an organized way
- UNICEF – Selling the ‘Digital Workplace’ via use cases
- Unisys Corporation – Show business value at the employee level