Digital Workplace. Self Assessment and Setting Priorities. Workbook. Jane McConnell. March 2015

Transcription

1 Digital Wrkplace Self Assessment and Setting Pririties Wrkbk Jane McCnnell March 2015 netjmc.cm digital-wrkplace-trends.cm

2 1 Wrkbk Cntents The Digital Wrkplace Framewrk pages 2 7 The 9 Dimensins in Detail pages 8 16 Examples f Screcards with Analysis pages Business Scenaris t Help Identify Pririties pages Hw t Use Yur Digital Wrkplace Screcard pages 27-31

3 2 The Digital Wrkplace Framewrk: 9 Dimensins

4 3 Digital Wrkplace Maturity Scale: 3 Levels Maturing Embedded in the wrk practices. Available t the full wrkfrce. Invlvement f senir leaders. Custmers and external partners part f sme digital wrkplace initiatives. Cnsidered t be essential and managed like a strategic asset. Develping Multiple initiatives taking place in the rganizatin arund cllabratin, mbile and scial. Sme crdinatin, prbably by a manager. A few services rlled ut n an rganizatin-wide basis but early days fr widespread adptin. Starting Awareness f the digital wrkplace in sme areas f the rganizatin. Ad hc and infrequent initiatives. Senir leaders nt invlved. Teams wrking in virtual team spaces but are n self-rganizing cmmunities r netwrks acrss the rganizatin.

5 4 Frm Framewrk t Screcard: 9 Dimensins and 3 Levels The screcard is a grid with the X-axis representing the nine dimensins f the digital wrkplace and the Y-axis representing three levels f maturity. Each dimensin is scred n a scale f 1 t 100 pints: the Starting level cvers frm 1 t 32 pints, Develping frm 33 t 65 pints and Maturing frm 66 t 100 pints. The maximum ttal Digital Wrkplace scre ver the nine dimensins is 900 pints. CAPABILITIES ENABLERS MINDSET Individual Business Enterprise Prcess Structure Reach Leadership Culture Asset Starting Develping Maturing

6 5 Ways t read the Maturity Table Read vertically t see hw yu can evlve in each dimensin. CAPABILITIES ENABLERS MINDSET Individual Business Enterprise Prcess Structure Reach Leadership Culture Asset Sta. Dev. Mat. Read hrizntally t understand the benefits f each level f maturity. CAPABILITIES ENABLERS MINDSET Individual Business Enterprise Prcess Structure Reach Leadership Culture Asset Sta. Dev. Mat.

7 6 The Digital Wrkplace Maturity Table: Details CAPABILITIES ENABLERS MINDSET Individual Business Enterprise Prcess Structure Reach Leadership Culture Asset Maturing Individuals are enabled t express themselves, take initiatives, learn and develp their skills and knwledge in the flw f wrk. Custmerfacing wrkfrce cnnected, and enabled t wrk efficiently. Scial cllabratin part f business with clients and partners. Many business prcesses nline internally. Sme nline and mbile services fr wrking with custmers and partners. Ability t mbilize the entire rganizatin. Ability t search infrmatin, peple and cnversatins acrss the enterprise. Crssrganizatinal innvatin, flexibility, and reactivity. Digital is part f all wrk practices when apprpriate. Cmmunities and enterprise netwrks are available t everyne and are selfrganizing. They play recgnized rles in the rganizatin. Any time, any place, any device. Extensive mbile services. All entities and gegraphies cnnected t the digital wrkplace. Senir leaders understand, participate in and supprt the digital wrkplace. Balance between hierarchical and nnhierarchical leadership. Trust and sharing apparent thrughut the enterprise. Open and participatry culture. Strng, shared sense f purpse. The digital wrkplace is a key part f all initiatives. Cnsidered t bring cmpetitive advantage. Develping Peple can cmmunicate in real-time, react t ther peples ideas and fficial ntices. Crssrganizatinal access t peple and expertise is beginning. Crssrganizatinal, fficial cmmunities starting. Mst r all emplyee supprt services nline. New prcesses emerging such as crwdsurcing. Scial netwrking capabilities in place. Cmmunities beginning t include clients and partners. Virtual prject teams cmmn. Access frm utside crprate walls. Mbile services limited but grwing. Many entities and gegraphies cnnected t the digital wrkplace. Within crprate walls nly, limited t desk-ffice wrkfrce. Management starting t get invlved. Still mre talk than actin, althugh a few champins are emerging t fster change. Sharing acrss rganizatinal entities is starting. Wrking ut lud apparent as culture becmes mre pen. Strategic awareness beginning. Wrk dne n cntent flws between scial and managed, and between inside and utside. Starting Islated individual initiatives. Individual expressin starting. Islated nline business prcesses internally. Little r n digital interactin with custmers Rare crssrganizatinal initiatives. Mst wrk takes place with knwn clleagues. Scial cllabratin starting. Sme wrk practices and supprt services invlve digital, althugh mst d nt. Hierarchical structures. C-lcated teams. Sme virtual teams exist. Little r n supprt frm management. Lack f understanding r interest. Sharing primarily with knwn clleagues. Little r n awareness f rle f the digital wrkplace. Plicies limited t cntent management.

8 7 Self-assessment The screcard is based n self-assessment. Participants respnd t an extensive nline survey f 140 questins. Data is then analyzed and mapped t the nine dimensins f the digital wrkplace framewrk. Weighting Each dimensin is made up f a series f tpics. Weighting is assigned t each tpic.

9 8 Capabilities: INDIVIDUAL Creating, sharing, interacting, belnging, cntributing, learning and grwing. 1. Sharing infrmatin and knwledge with thers 2. Reacting t news, infrmatin and cntent 3. C-creating cntent 4. Cmmunicating in real time 5. Sharing media (phts, vide, audi) 6. Tpic-based learning cmmunities 7. Using vide t capture knw-hw and expertise

10 9 Capabilities: BUSINESS Serving clients, custmers r users f the rganizatin s services and prducts. 1. Invlvement by peratins, engineering, sales & marketing, custmer service (list) 2. Mbile services fr sales, service and peratinal teams (list) 3. Vide fr sales, marketing, live interactin with custmers / users 4. Interfacing and cllabrating with external partners

11 10 Capabilities: ENTERPRISE Cllabratin and cperatin in all directins thrughut the whle rganizatin. 1. Lcating expertise frm acrss the rganizatin 2. Finding infrmatin frm anywhere in the rganizatin 3. Cmmunities respnsible fr the stewardship f knwledge, ften crss-rganizatinal and mandated by management 4. Cmmunities rganized fr a specific, time-limited purpse 5. Search acrss scial cnversatins within the rganizatin

12 11 Enablers: PROCESS New and imprved prcesses integrating scial cllabratin. 1. Emplyee service and prcesses nline 2. C-creating, crwdsurcing and c-develping ideas 3. Attitude and invlvement in scial cllabratin by stakehlders and senir leaders (list) 4. Self-assessment f verall scial cllabratin maturity 5. Prblem-slving and innvatin cmmunities that include external peple 6. Recgnitin f scial and cllabrative wrking practices as part f perfrmance management

13 12 Enablers: STRUCTURE Virtual peratinal units, teams, cmmunities and netwrks. 1. Availability f a single enterprise netwrk enterprise wide r in sme parts 2. Virtual cmmunities bth internal and mixed (+external peple, list) 3. Prject cllabratin via virtual team spaces 4. Scpe f the digital wrkplace strategy, t include bth internal and external

14 13 Enablers: REACH Equal, relevant, interactive access fr the entire wrkfrce. Cnnecting everyne anywhere, anytime. 1. Mbile ver-arching strategy 2. Mbile services implemented 3. Plicies n bring yur wn device 4. Vide accessibility utside crprate walls 5. Telewrking, remte wrking 6. Organizatinal cverage f the Digital Wrkplace 7. Sync and share: cntent synchrnizatin and sharing acrss devices

15 14 Mindset: LEADERSHIP Influence frm any level and frm any part f the rganizatin that results in change. 1. Tp management: understanding, invlvement, cmmitment t the digital wrkplace 2. Tp management cmmunicates t wrkfrce via twn hallstyle live webcast 3. Rle and recgnitin f cmmunity managers 4. Distributed decisin making

16 15 Mindset: CULTURE Attitudes, behavirs and expectatins in an pen, participatry wrk envirnment. 1. Team-riented vs. Individually cmpetitive wrk styles 2. Primarily pen vs. primarily clsed infrmatin systems 3. Freedm t experiment, take initiatives vs. abslute cmpliance t rules, prcesses 4. Leadership styles: Open and participatry vs. cmmand and cntrl 5. Change drivers twards mre cllabrative wrk practices 6. Strng, shared vs. Incnsistent, unclear sense f rganizatinal purpse and identity 7. Open, reactive t influence f external wrld vs. clsed envirnment, little interest in external wrld

17 16 Mindset: ASSET Managing the digital wrkplace as strategic and essential fr the rganizatin. 1. Invlvement in decisin making acrss functins and departments 2. Invlvement in decisin making acrss levels f management 3. Senirity f Digital Wrkplace Lead 4. Digital wrkplace reprting at the executive level 5. Qualitative bjectives defined and results evaluated 6. Quantitative bjectives defined and results evaluated 7. Plicies, guidelines fr managed, cllabrative and scial cntent 8. Prcesses and prcedures defined fr decisin making 9. Effrt t understand and manage the user experience

18 17 Analyzing Yur Screcard: Fur Shrt Examples Organizatin Maturing Develping Starting Structure Reach Culture Asset Prcess Leadership Business Enterprise Individual Capabilities Enablers Mindset This rganizatin is in early stages f deplyment. Individual capabilities are extremely lw, as are Business and Enterprise. This is a strng signal that the benefits f the digital wrkplace are far frm being achieved. The very lw level f capabilities suggests a difficult wrk envirnment. Emplyees are prbably mbile-equipped, r have remte access via kisks r their hmes, as the Reach scre is very high. The high scre f Asset means that measurement, evaluatin and reprting are in place fr the digital wrkplace. Hwever, it is mst likely still paper gvernance and nt actinable, living gvernance because f the lw scre n Leadership. The lw scre in Prcess means that the traditinal ways f wrking are nt being challenged, and pprtunities emerging frm digitalizatin are nt yet being leveraged. The Leadership scre means the tp management is likely t manage in cmmand-and-cntrl mde rather than in an pen, participatry style.

19 18 Organizatin Maturing Develping Starting Individual Business Enterprise Prcess Structure Reach Leadership Culture Asset Capabilities Enablers Mindset Organizatin 2 has invested in prcesses and plicies fr custmer-facing peple as well as the Digital Wrkplace itself. The high scres n Business and (Strategic) Asset shw this. There is gvernance in place fr the digital wrkplace but the relatively lw psitin f Leadership implies that the gvernance may be mre a questin f decisins and dcuments than real walk the talk. The lwer scres n Individual, Culture and Enterprise suggest there is a prblem when it cmes t peple, whether they feel free t express themselves r nt, t take initiatives r nt. There is little crssrganizatinal energy and intelligence. The fcus s far has been primarily n Business needs. This may shw shrt-term, prfitriented thinking. The best guess here is that this enterprise needs cmmitment frm the tp, nt just in wrds but als in visible actins. Tp leadership needs t get clser t the peple and wrk in a mre pen, participatry way.

20 19 Organizatin Maturing Develping Starting Individual Business Enterprise Prcess Structure Reach Leadership Culture Asset Capabilities Enablers Mindset This screcard reflects an rganizatin where Individuals feel enabled t express themselves t sme extent. Culture is scred high: it is the secnd highest dimensin n the screcard suggesting this is a satisfying place t wrk. Hwever, the ptential f scial ways f wrking has nt yet been realized given the gap between Structure and Prcess. The cmpany has taken a first step n the cllabrative path but nt the secnd ne: they have virtual structures, such as cmmunities and a scial netwrk, but peple have nt yet changed hw they wrk. Asset is the lwest dimensin. It is at the same level as Enterprise. This shws that the cmpany has nt yet realized that the digital wrkplace is a strategic asset that can help trigger change and supprt new ways f wrking.

21 20 Organizatin Maturing Structure Enterprise Develping Business Reach Asset Starting Individual Prcess Leadership Culture 60 Capabilities Enablers Mindset This rganizatin has scres all ver the chart. In spite f this cnfusing situatin, we can make sme bservatins. We see that Structure is high s there is prbably a scial netwrk deplyed enterprisewide. Prcess is very lw, which implies that either nt many peple are using the netwrk r that it des nt impact hw wrk is dne (r bth). Asset is high enugh t suggest that sme gvernance is in place. Hwever, the wrryingly lw scres fr bth Leadership and Culture indicate that this cmpany is in difficulty tday, pssibly because f lw mrale and lack f emplyee engagement.

22 21 4 Business Scenaris t help yu identify pririties 1. Hw easy is it fr custmer-facing peple t!! find the infrmatin they need,! prvide rapid service,! cllabrate with their custmers and clleagues,! and in general have a smth and efficient wrk experience?!! Very easy!! Relatively easy!! Smewhat difficult!! Very difficult!! Impssible 49

23 22 2. Hw flexible is yur rganizatin when yu need t react rapidly t majr events!.! market changes,! new cmpetitin,! ecnmic dwnturns,! envirnmental r disaster events?!! Very flexible!! Relatively flexible!! Mderately flexible!! Nt very flexible!! Impssible 51

24 23 3. Hw easy is it fr peple t learn and develp their skills and knwledge as a natural part f wrking?! flexible access t e-learning,! real-time access t experts and expertise,! cmmunities f practice,! access t best practices, lessns learned?!! Very easy!! Relatively easy!! Smewhat difficult!! Very difficult!! Impssible 53

25 24 4. Hw cnfident are yu that yur rganizatin can retain the knwledge and knw-hw f lder experts and specialists when they retire?!! Very cnfident!! Relatively cnfident!! Smewhat cnfident!! Nt very cnfident!! Nt cnfident at all 55

26 25

27 26 Serving custmers smthly Flexibility when faced by change Learning in the flw f wrk Preserving knwledge and knwhw Infrmatin management!!! Factrs that influence Cmmunities and scial netwrking!! Real time cmmunicatin!! Invlvement/behavir f senir leaders!! Use f vide! Expert lcatin acrss the enterprise! Peple s individual digital capacities! Measurement r evaluatin Anecdtal!!!! Time saved!!!! Emplyee satisfactin metrics!! Usage statistics frm internal systems!!! Custmer satisfactin metrics! Business metrics: sales, grwth!

28 27 Hw t Use Yur Digital Wrkplace Screcard Yu may wish t refer back t yur answers t the 2014 survey questins. If yu d like a cpy, send yur request t Jane McCnnell jane@netjmc.cm. Yu can then cmpare yur answers t the items scred. Yu ll find a list f survey questin numbers at the tp f each detailed table n pages 16 t Educate and build understanding that the digital wrkplace is mre than technlgy. Purpse Educate leadership and key peple in yur rganizatin that the digital wrkplace is mre than technlgy. It invlves peple, rganizatin and technlgy. Hw Explain the Digital Wrkplace Framewrk, using the infrmatin n pages 2 and 3. Emphasize the Mindset perspective, specifically the Leadership and Culture dimensins. Refer t the detailed descriptins n pages 23 and 24. Pint ut Prcess and explain hw Structure may be high but that the daily ways f wrking (Prcess) have nt yet kept up. See pages 20 and 21. Using yur cpy f yur wn respnses, ask leaders and key peple hw they wuld respnd t certain questins. Chse the nes that are the mst relevant t yur lwer scres. Nte that there is a list f survey questin numbers at the tp f each table per dimensin n pages 16 t 25.

29 28 2. Identify fcus areas fr imprvement. Each case is different: The imprtance f each dimensin will be determined by yur wn cntext, including yur rganizatinal gals and visin, the industry yu wrk in, the ec-system yu are part f, and yur wn current maturity level. Purpse Identify areas t fcus n based n yur current screcard and yur rganizatin s gals and ambitins. Hw Using yur rganizatinal missin statement, value statement and business bjectives as starting pints, identify which dimensins f the digital wrkplace can best supprt yur rganizatinal, business and peple ambitins. Identify the dimensins where yu have the lwest scres. Read the detailed descriptins f the scring criteria, review yur answers t the survey questins, and lk fr pints where yur respnses indicate there is rm fr imprvement. Yu ll find a list f survey questin numbers at the tp f each detailed table f scring criteria n pages 16 t 25. Fcus n ptential relatinships between high scres and lw scres. A high scre n Individual and a lw scre n Enterprise, suggests that crss-rganizatinal cllabratin and cperatin are nt as advanced as the capabilities f individual peple. Yu very likely have a fair number f sils in yur rganizatin. Lk fr ways t increase crss-rganizatinal flws f ideas and infrmatin, such as in the areas f Structure and Prcess A high scre n Structure but lw scre n Prcess suggests that technlgies have been deplyed that let peple create cmmunities, team spaces and cnnect t thers but that this has nt yet been integrated int rganizatinal prcesses and ways f wrking. Wrk with stakehlders and prcess wners and help them see hw they can use the digital wrkplace in their wrk practices. Identify areas where yu have rm fr imprvement. Whatever yur level, d nt be cntent with shrt-term successes. True change must becme part f wrk practices and rganizatinal culture. Fr example, see if new capabilities and practices exist in nly sme parts f yur rganizatin. Lk at the answers yu prvided in the survey, and identify pints where yu respnded in sme parts and determine if and hw yu shuld aim fr enterprise-wide.

30 29 3. Uncver differences and facilitate decisin-making cnversatins. Purpse Get the key peple in yur rganizatin n the same page when it cmes t the digital wrkplace, where yu are at, what yur gals are and hw t achieve them. Hw Organize a cllective wrk sessin and review yur respnses tgether. If several peple participated individually, discuss yur differences. Yu ll find a list f survey questin numbers at the tp f each detailed table n pages 16 t 25. Discuss the screcard results, fcusing n bth similarities and differences. Identify where peple have different perceptins, experiences and bservatins. Discuss. Wrk twards agreement, nt necessarily cnsensus, n pririties amng the key peple. Define activities tgether that address the mst imprtant pints, starting with thse where yu have reached agreement. If yu feel yu are lacking infrmatin, establish a list f pints where mre investigatin is required and rganize hw t cllect what is missing. Pints t take int accunt in yur discussins with ther peple: It is likely that within large rganizatins with multiple survey respndents, scres will reflect varying levels f maturity acrss the nine dimensins. These variatins may be attributed t several factrs: Varying degrees f tp management participatin in scial cllabratin and new wrk practices. Distinctins between parts f the rganizatin in different cuntries, each with its wn natinal culture. Prfessinal cultural variatins, where wrk practices in Research and Develpment, fr example, differ frm thse in custmer-facing functins. Differences in the digital wrkplace landscape itself in different parts f the rganizatin, thereby ffering different user experiences. Lack f awareness n the part f individual respndents abut the digital wrkplace utside f their wn specific part f the rganizatin.

31 30 What t d if the variatins are large If the range f maturity levels fr the different dimensins is wide, fr example sme are at the Starting Level and thers well int the Develping Level, cnsider the fllwing pssibilities: Yu have a truly fragmented digital wrkplace, in which case yu will want t investigate and decide where imprvement pririties lie. This is best dne thrugh crss-rganizatinal cllabratin, invlving peple frm all parts f the rganizatin. Peple genuinely d nt knw what is happening utside their wn areas. Yu need t design and carry ut cmmunicatin and educatinal activities targeting the lack f awareness and miscnceptins. Yu will want t include many real examples and success stries frm inside yur rganizatin. Yu have deeper issues with varying leadership styles and management practices, a weak r incnsistent sense f rganizatinal purpse, r ther rganizatinal design challenges. When defining yur digital wrkplace strategy, take these pints int accunt and develp initiatives designed t have psitive influence n these issues.

32 31 Organize a Custmized Screcard fr Yur Organizatin This is a paid service. Cntact Jane McCnnell if yu d like t discuss this fr yur case. jane@netjmc.cm r cellphne (in France) + 33 (0) Apprach Different stakehlders take the survey independently. Yu invite peple frm different cuntries, different business units, different supprt functins, different platfrm wners, different majr cntent and service prviders. (Nte that the survey is nt designed fr end-users.) Yu can invite up t ne hundred peple if yu are a glbal r large rganizatin. The data is then cnslidated and analyzed in detail, persnally by Jane McCnnell, and yu receive a custmized reprt which includes: Yur rganizatin s Digital Wrkplace Cllective Screcard, with variatins if majr differences are detected. Executive Summary f 1 t 2-pages. Highlights: 3 t 4 pages. Recmmendatins n fcus areas. Cmmentary and mre detailed analysis f relevant pints (10 t 15 pages). Appendices with detailed charts. Critical Success Factrs Crss-rganizatinal participatin: Respndents frm all r mst parts f the rganizatin: entities, divisins, services, cuntries, etc. Inclusin f the digital wrkplace players in the survey: IT, wners f platfrms (intranets, dcument management, ESN, etc.).