One of the challenges of a modern intranet is that the boundaries are becoming blurred by the growth of social and collaboration tools, mobile access and cloud applications. In this evolving landscape, intranets remain highly important, but the roadmap needs to plan for the digital workplace as a whole. Based on hands-on experience of developing strategy, Sam Marshall will show how approaching this from an employee perspective can bring clarity and purpose, but also how the emphasis needs to be as much on management as on technology. - What is the opportunity for the digital workplace? - Why you can’t plan an intranet in isolation - What are the things that matter most to your employees? - What changes in management and mindset are needed? Presented at Intranätverk 2014: Malmö, 6 September by Sam Marshall.

1. Making sense of your digital workplace
Sam Marshall
www.clearbox.co.uk
@sammarshall
@ClearBoxTeam

3. “Our mission is to enrich people's lives with
programmes and services that inform, educate
and entertain.”

4. Digital workplace
Traditional Intranet
News
RSS
feedsEmployee
self-
service
Extended Intranet
Collaboration tools
for internal teams
HR Systems
Policies
Corporate
information
Phone book
Internal
social
networks
Desktop & Online
Office
applications
Web
Conferencing
E-mail
Telepresence
Twitter
feeds
Instant
messaging
Yammer
External
social
networks
Document
Management
CRM
ExtranetSupply chain
management
© IBF 2013

6. “It’s a Unix system – I know this!”

9. It’s not just the movies
According
to
UK
ONS
by
end
of
2012
that
figure
was..
21m
In
2000,
Forrester
esAmated
that
by
2003
41m
people
in
the
UK
would
use
mobile
devices
to
access
the
internet.

10. So what does that tell us?
We’re
preIy
bad
at
predicAng
how
technology
will
be
used
in
pracAce
Technology
increases
opAons
for
how
we
work,
but
doesn’t
give
us
a
plan
We
should
define
the
principles
of
what
maIers
to
people,
and
keep
that
as
the
constant
as
our
digital
workplaces
evolve

12. 1. Work is no longer a place.
Let me be productive where I choose, but respect my home
life too.
Working
from
home
can
lead
to
a
13-­‐20%
increase
in
producAvity

13. “
We
need
to
stop
thinking
of
work
as
a
desAnaAon
and
ask
ourselves:
what’s
the
best
place
for
me
to
work
today?”
—Dave
Coplin,
MicrosoV

21. 2. Manage the outcome, not the process.
Trust that I’m working productively when you can’t see me,
but hold me accountable for the results.
Best
Buy
saw
a
35%
increase
in
producAvity
in
departments
adopAng
a
results-­‐oriented
approach

22. The challenge of remote knowledge work
• Trust
between
employees
not
by
managers
may
be
the
issue
• Management
by
results
gets
harder
the
more
creaAve
it
is
• The
onus
moves
to
employees
to
‘work
out
loud’
• Introverts
may
need
a
different
approach
73%
of
office
workers
felt
remote
workers
wouldn’t
work
as
hard

23. 3. The digital workplace should be a
pleasure to use.
If it’s not as good as my digital home life, let me bring in my
own solutions.

24. Does your head office look like this…

25. But your digital workplace look like this?

27. 4. Collaboration only works if we do it the
same way.
The best tool is the one we all use, otherwise we create
digital divides to match physical ones.

28. — Trello, WhatsApp etc.
Example: trello.com

29. 5. Let me be myself online.
My profile is who I am in the digital workplace, and many of
my working relationships may be with people I don’t get to
meet.

31. 6. Learning is good for me and the
company.
Give me the opportunity to acquire knowledge from outside
and in, and the chance to use it well.

32. MooC
• Coursera.com
• Code
Adademy

33. Adidas
Learning
Campus

34. 7. Not everyone is an early-adopter.
Give support and guidance to those that need it, but also
freedom to learn by playing for the self-starters.
40%
of
social
network
users
say
they
are
easier
to
use
than
workplace
soVware.
44%
of
employees
say
insufficient
training
is
a
barrier
to
adopAng
new
workplace
technologies.

35. Rogers’ Diffusion of Innovation
Model
Cost
of
adopAon
for
2nd
half
can
be
much
higher

36. Skills you might need…
• Understand
cloud
storage
• Apply
metadata
• Use
group
calendaring
• Manage
access
control
lists
• Plan
audience
targeAng
• Understand
presence
• Manage
3rd
party
add-­‐ons
• Understand
two-­‐factor
authenAcaAon

37. 8. Work doesn’t stop at the firewall.
Our digital workplace should encompass customers,
suppliers, partners and contacts.

38. Remove the friction of context-shifting

39. 9. Everything should be geared to
helping me do the work that matters.
Remove the irritants like multiple logins. You know who I
am – once I’m logged in I should get everywhere I need to
go.

40. Things on an
intranet home page
Things people want
from an intranet
Message from
CEO
Quarterly
results
For
sale &
wanted
My own
documents
Bonus
calculation
Rumours
Lunch
menu
Expense
forms
Photos of
office party
Phone
numbers
Pictures of
SVPs
Stock price
Mission
statement
Weather

41. • hIp://archiAzer.com/projects/unilever-­‐
americas-­‐it-­‐agile-­‐workplace-­‐renovaAon/

43. 10. Working relationships involve
understanding each other.
Let me express my views and I’ll listen to yours.
39%
of
“best
places
to
work”
have
social
intranet
spaces
vs
industry
average
of
17%.

44. “Internal
communicaAon
is
the
process
by
which
the
bosses
tell
everyone
what
is
happening,
followed
by
a
feedback
stage
where
everyone
can
tell
the
bosses
what
is
really
happening.”
—Guy
Browning

45. 11. If I don’t like it, I can always leave.

47. The Digital Workplace Manifesto
1. Work
is
no
longer
a
place.
2. Manage
the
outcome,
not
the
process.
3. The
digital
workplace
should
be
a
pleasure
to
use.
4. Let
me
be
myself
online.
5. Learning
is
good
for
me
and
the
company.
6. Not
everyone
is
an
early-­‐adopter.
7. Work
doesn’t
stop
at
the
firewall.
8. Everything
should
be
geared
to
helping
me
do
the
work
that
maKers.
9. Working
relaMonships
involve
understanding
each
other.
10. CollaboraMon
only
works
if
we
do
it
the
same
way.
11. If
I
don’t
like
it,
I
can
always
leave
Download the poster:
www.clearbox.co.uk/digital-
workplace-manifesto

48. Digital Workplace & Intranet Framework
Strategy
Governance &
Operation
Adoption
User
Experience
Technology &
Security
Services
Management
Communicate
& Engage
Collaborate Find & Share
Business
Applications Agile Working

49. ClearBox CONSULT
IN
G
I N
T R A
N
E T S
|
C O
L L A
B O
R A T I O
N
|
S H
A
R E P O
I N
T
Communicate & Engage Collaborate Find & Share Business Applications Agile Working
Strategy Governance & Operations Adoption User Experience Technology & Security
Formal Communication
Orientation
Two Way Communication
Formal Collaboration
Innovation
Informal Collaboration
Real-Time Collaboration
Personal Productivity
External Collaboration
Find People
Classify
Search
Business Systems
Employee Services
Store and Retrieve
Mobile
Agile Work Support
Anywhere Access
Physical Spaces
Integration
Flexibility
Security
Standards
Robustness
Accessibility
Design
Emotive
Information Architecture
Cohesion
Availability
Reward
Acceptance
Training/Coaching
Steering
Monitoring & Measurement
Team & Resources
Policy & Processes
Business Goals
Sponsorship
Employee Needs
Process
Notify and Filter

50. Strategy
Governance
&
OperaAon
AdopAon
User
Experience
Technology
&
Security
Communicate
&
Engage
Collaborate
Find
&
Share
Business
ApplicaAons
Agile
Working
Services
Current
DesAnaAon

51. Digital workplace framework – Intranet footprint
Communicate
and Engage
Formal
Communication
Two-Way
Communication
Orientation
Collaborate
Formal
Collaboration
Informal
Collaboration
Real-time
Collaboration
Innovation
External
Collaboration
Personal
Productivity
Find & Share
Find People
Search
Store & Retrieve
Classify
Notify & Filter
Business
Applications
Business
Systems
Employee
Services
Agile Working
Mobile
Anywhere
Access
Physical Spaces
Agile work
support

52. Don’t think of a platform in the middle of
your Digital Workplace….

53. @
Design your digital workplace as a network
of content and access points

54. Drivers • Global markets
• Dispersed teams vs. silos
• Recruitment flexibility
• Employee engagement
• Floor / Field workers
• Innovation
• Connection to customer
Strategy
• Knowledge work
• Work-life
balance
• Work
autonomy /
productivity
• Freelancing
• Consumer UX
Employees
• Social tools
• Cloud
• Mobile
• Broadband
• Search
• Big data
Technology

55. It’s
a
Unix
system…
I
know
this!

56.
References/Credits
Original
cartoons
commissioned
by
ClearBox
from:
www.businessillustrator.com
&
Duncan
ScoI
(1)
13%
-­‐
Stanford
University
study
hIp://www.stanford.edu/~nbloom/WFH.pdf,
20%
-­‐
BT
case
study
www.anywhereworking.org/case-­‐studies/
Office
layout
at
GSK:
www.forbes.com
July
16th
(2)
73%
Stat
from
Ipsos
MORI
poll
of
a
representaAve
GB
sample
of
1,000
office
workers.
hIp://anywhereworking.org
(3)
Cisco
Connected
World
report
2011"
www.cisco.com/en/US/netsol/ns1120/
Old
office
pjoto:
hIp://www.old-­‐picture.com/
american-­‐legacy/001/Workers-­‐Office-­‐
Women.htm
(7)
Oracle
study
“Enterprise
2.0:
Driving
creaAvity,
producAvity
and
collaboraAon”
(8)
Kudos
to
xkcd.com
(10)
Digital
workplace
survey
by
NetJMC
hIp://t.co/M5IsOSfF

57. sam@clearbox.co.uk www.clearbox.co.uk
@sammarshall