the digital workplace - building a more productive digital work environment service by service
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It's time to take employee productivity and digital working seriously. The Digital Workplace is an approach that helps you build a more productive digital work environment - service by service.TRANSCRIPT
The Digital Workplace
Photo credit: Mabar, h7p://www.flickr.com/photos/mabar/
Building a more productive digital work environment – service by service
The Employee Productivity Challenge
Predictable & stable business environment
Allowed for long term planning
Yesterday
Unpredictable & dynamic business environment
Need to be
prepared for change
Constant change is the new normal
Now & tomorrow
Pace of change
Time pressure
Workload
Cost cuts
Dependencies Pace of change
Complexity
I am actually not following a process… I’m following a cloud of activities.
How to collaborate?
How can I influence?
What is happening?
Where do I find…?
Who knows what?
When should I contribute?
Employees struggle with finding answers to the most basic questions
How to share?
Physical distance
Large & complex organizations
Lack of technology support
Barriers prevent collaboration and sharing
Dispersed workforce
No common ways of working
Different cultures & languages
People work in silos, causing suboptimization and ineffectiveness
Tried to collaborate
*John Stepper, Deutsche bank
Diffe
rent
tim
e Sa
me
time
Different location Same location
Phone SMS
Meetings
Email Files
Email Files
Truth is, most people still work like it’s 1995*
Houston, we have a problem…
Symptoms
44% in US & Canada
“unsatisfied” with their jobs.*
“Around the world, employee
engagement is eroding.”**
* Right Management, 2012
** Mercer, 2011
Employee engagement is critical to productivity
Increased engagement
Lower absenteeism
Increased productivity
Higher focus and
motivation
”Starbucks, Limited Brands, and Best Buy can precisely identify the value of a 0.1% increase in engagement among employees at a particular store. At Best Buy, for example, that value is more than $100,000 in the store’s annual operating income.” ”Competing on Talent Analytics”, by Thomas H. Davenport, Jeanne Harris, and Jeremy Shapiro
A disconnected and disengaged workforce
operating in a rapidly changing and complex work environment
means lost productivity, innovation and responsiveness.
94% the system
6% individuals
Around 94% of the possible improvements belong to the system - the responsibility of management.
Edward J. Deming, the 94/6 rule
15
”The most important contribution management needs to make in the 21st century is /…/ to increase the productivity of knowledge work and the knowledge worker” Peter F. Drucker (1999)
What’s Wrong With The Current Digital Work Environment?
IT complexity is rising for the employee
More tools
Too many features
Inconsistent design
Functional overlap
Lack of integration Doesn’t fit my workstyle
Bad usability
Multiple logins
Hard to access
No mobility
The effective usage rates of enterprise software are down compared to two years ago, with users experiencing productivity losses of around 17%. It’s like giving everyone Friday off. IT Adoption Insight Report, 2012, Oracle UPK & Neochange
This idea wasn’t really that bad
Communicate
Share information
Find people
Manage tasks
Plan meetings
So what’s wrong with this digital workplace?
Desktop only Document-centric
Stovepipes Non-collaborative
Communication chaos Only productivity tools
We are in the middle of a paradigm shift
We are leaving static desktop work for mobile working
By our desktops at the office During office hours With people in our close proximity
Image credit: “Leap Factor Executive Presentation”
Using any device from anywhere At anytime With anyone, anywhere
We introduce new tools but don’t change ways of working
New tools
Current tools
ExisEng ways of working
New or changed ways of working
Status quo
Paving cow paths
Marginal improvements
Huge or potentially distruptive
improvements
We throw complex technology at the users
R&D
Communication IT HR Marketing Finance
We fail to see the big picture – and hence to coordinate our efforts
85% of executives see complexity, in one form or the other, as the main barrier to seizing business opportunities and being successful in an ever changing world. From HBR IdeaCast interview with Chris Zook from Bain & Company, 2012
Simplification
Complexity
We misunderstand user needs because we don’t try enough to understand the users
User-focused organizations outperformed the tech-focused companies, achieving 23% higher revenue-per-employee against their industry peers. IT Adoption Insight Report, 2012, Oracle UPK & Neochange
People Technology
Why are we more powerful as consumers than we are as employees?
Most of all, it’s an organizational problem
Lack of a shared
mission and vision
Lack of collaboration and holistic
view
Complex and fragmented
digital workplace
Hard to get work done
Lower employee
productivity
The Digital Workplace
A holistic and people-centric approach to support digital working.
What it all comes down to: empowering people to work smarter together
Efficiency
How our own and collective time and capacity is used
Focus:
Effectiveness Engaged & Empowered
Lean, smart and agile working together
Improved quality and happier customers
The fragmented and complex digital work environment makes it hard to get work done
ICC
Business function
IT
delivery
Business function
IT
delivery
Business function
IT
delivery
Business
IT service provider
The Digital workplace
The Digital Workplace has the answer…
ICC
Customer
Customer Customer
Customer
Business
IT service provider
Digital workplace
…and the answer is service-orientation
ICC
Governance Coordination
Customer
Customer Customer
Customer Service Strategy
Service Development
Service Management
1. Adopt a people-centric approach that puts the customer and value-creation in focus
Location
Individual
Environment
Devic
e
Intra
net
Find
infor
mat
ion
Productivity Tools
Create content
2. Explore opportunities while minimizing risk with short cycles
Start
Success
Failure
Time
3. Move from change projects to a process of #continuous improvements
Project Project Project
Process of continuous improvements
Time
Quality
4. Establish common governance and coordination
Management
BU BU BU
Competence Center
Coordination Governance
Service Strategy
Service Development
Service Management
How To Get There
"That is what strategy is all about. It’s about a point of view about the future and then making decisions based on that. The worst thing you can do is not have a point of view, and not make decisions.” Alan R. Mulally, CEO Ford Motor Company
Understand where you are starting from
Approach Technology-driven Process-driven Customer-
driven
Delivery Big bang projects
Small and frequent projects
Technology IT systems Digital#tools
Digital#services
Governance Siloed Centralized Coordinated
Continuous delivery
Strategy No common strategy
Common mission and
vision
Common strategy process
The Vision
The Mission
Understand the customers, their tasks and their working conditions
Specialists Outreach
Administration Field workers
Collaborative work Flexible hours Internal and external Flexible locations
Individual tasks Mostly internal Office hours Office
Customer interactions Internal and external Flexible hours Flexible locations
Customer interactions Mostly external Office hours Flexible locations
Identify what services the customers need to get their jobs done and achieve their goals
My Profile
Find People &Expertise
My Blogs My Meetings
Discussions
My Bookmarks
News Feed
My Approvals
My Collaborations
Find Information
Videos
My Time
Ideas
My Documents
My ExpensesMy Tasks
Get the UX on par with commercial services
My Profile
Find People &Expertise
My Blogs My Meetings
Discussions
My Bookmarks
News Feed
My Approvals
My Collaborations
Find Information
Videos
My Time
Ideas
My Documents
My ExpensesMy Tasks
Embrace Service Design principles
• User-centric – The service must be experienced through the eyes of the user
• Co-creation – All stakeholders of a service should participate in the process
• Sequencing – Visualize the service as a sequence of interrelated activities
• Concretization – Abstract services should be visualized as physical artifacts
• Holistic – The entire environment in which the service exists and is consumed needs to be considered
Focus on improving services used for basic tasks
Share information
Discuss with people
Find information
Find people and experts
Find answers to questions
Provide feedback Meet
Find out what is happening
Design for easy execution in different situations
Find information and
develop idea
Read, review and comment
Meet and discuss an idea
Make use of implemented idea Ta
sk –
Situ
atio
n - W
orks
tyle
Will I manage the pace of change?
WIIFM?
How does management behave? Do they ”walk the talk”?
Do I understand where we are going and why?
Do I get the support I need to change?
Do I have the right conditions?
Are the tools useful and usable?
Focus on change and adoption from day 1
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