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The Organization in the Digital Age 2017 - Key Findings

Findings from the 10th annual research survey with 300 organizations around the world.

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The Organization in the Digital Age 2017 - Key Findings

  1. 1. Data / / / /Analysis Case Studies Interviews Guidance ORGANIZATION The In The Digital Age by JANE McCONNELL KeyFindings
  3. 3. 1 ABOUT THE RESEARCH The 2016 data show 16% of the survey partici- pants in the Maturing stage, 52% in the Develop- ing stage and 32% in Starting stage. The framework has been tested and used inter- nally by many organizations to define their digital strategies and to make management aware of the depth and breadth of what organizations are becoming today. The Foundational Framework and Scorecard are discussed in detail in the Appendices, and are re- ferred to at various points throughout the report. The intention of this report is not to provide scientific evidence but rather information and guidance. ▶▶ Some findings presented here make common sense, some are counter-intuitive, others offer new ways of thinking about decades- old issues. The overriding goal is to contribute to the ongo- ing conversation about digital and organizational transformation by bringing attention to data and stories from organizations of different sizes, in different sectors of activity, operating in different regions around the world. Research participants There are approximately 300 participants each year, with a return rate of 60%-70% over a three- year span. This means the survey population evolves but has a common core of annual par- ticipants. This 10th survey involved 311 people from 27 countries. The data were collected in the second quarter of 2016. This ongoing research, currently in its 10th year, explores the organization in the digital age. The “organization” is defined as people work- ing together for a common purpose regardless of institutional affiliation. They work towards a particular mission, project or issue. Members can be comprised of employees, freelancers, business partners, suppliers, consultants and customers, among others. Over the past ten years, this research has explored the internal digital work environment in organizations. For the last two years the focus has been on the organization in the digital age, a subtle but significant shift where culture, leadership and work practices—internally and with customers—are critical dimensions. Foundational Framework The purpose of the Foundational Framework is to provide a comprehensive view of the different dimensions of the organization in the digital age. The Framework is defined around three perspec- tives: people, workplace and technology. The nine dimensions offer a structured way of looking at digital and organizational transformation. This complex subject becomes more actionable by looking at each dimension separately, as well as how they interact with each other. Maturity Maturity is defined in three stages: Starting, Developing and Maturing. Organizations partici- pating in the research receive a Scorecard based on the Foundational Framework showing their maturity in each dimension. Scores are calculated based on self-assessment by participants who take part in annual surveys containing over 100 questions.
  4. 4. 2 About the Research –  STARTING DEVELOPING MATURING Awareness Mobiliza;on Trust There is li@le awareness of the poten;al role of digital for the organiza;on. Ad hoc and infrequent digital ini;a;ves exist. Senior leaders are minimally involved. Most decisions are made by tradi;onal hierarchy. Work takes place primarily between peers and known colleagues. Virtual work spaces for exis;ng teams and func;onal communi;es exist. Individual people are communica;ng and working to build digital awareness. A compelling vision for digital transforma;on is defined and communicated. Mul;ple ini;a;ves are being aligned into a framework. Senior managers are involved and assume leadership for digital ma@ers. People and teams have some autonomy and are enabled to take ini;a;ves. Self-organizing communi;es and networks exist, including with customers and external partners. Most func;ons, levels and en;;es in the organiza;on are involved in digital ini;a;ves. Digital is considered to be a strategic asset for the organiza;on. Digital is embedded in work prac;ces. Leadership is open and par;cipatory with much decentralized decision-making. There are many cross- organiza;ons flows of informa;on and collabora;on. Customers, partners and other external people are connected in the virtual organiza;on. Strategic principles are based on openness, trust and a work culture of entrepreneurialism. The Organiza,on in the Digital Age: Maturity Stages
  5. 5. 3 EXECUTIVE SUMMARY –  investment priorities, technology was at the top of the list and education and change at the bottom. Digital capabilities are deployed broadly today as seen by the growth of information-sharing technologies, enterprise social networks and online communities. Work practices evolve as digital maturity increases. Examples include self- managing teams, decentralized decision-making and working out loud—making ongoing project work visible across the organization. In organizations with entrepreneurial work cultures there is a much higher degree of working out loud, greater freedom to challenge practices and business models, and the ability to shortcut enterprise processes when necessary to advance rapidly. Although innovation is important to most organizations, relatively few have work cultures that are conducive to entrepreneurial behavior. The customer-facing workforce—at the edges of the organization and far from the center—is often disconnected from corporate systems and information flows. In the last two reports, and again in 2016, fewer than half the organizations said it was easy for their customer-facing workforce to find the information they need, provide rapid service, collaborate with their customers and colleagues, and in general have a smooth and efficient work experience. The mobile-equipped workplace is becoming a reality through provision of corporate devices and policies allowing use of personal devices. Even so, there are still insufficient mobile applications and services available in most organizations. It is therefore not surprising to see a high reliance on email by workers in the field. Competing priorities is at the top of the list of challenges for many organizations when defining their digital transformation strategies. One of the goals of this report is to provide data, analysis and case studies that will help organizations prioritize and identify criteria for strategic decision-making. Many senior managers now understand and support digital initiatives. The placement of the highest-level person responsible for digital matters is now the CEO or a direct report to the CEO for nearly 60% of organizations (vs. 40% in last year’s report). However, fewer organizations state that their senior managers demonstrate sustained commitment and the conviction that digital is essential to the way they work. A challenge cited frequently in previous years was that management needed to see quantifiable business cases before investing in digital initiatives. This obstacle still exists, but to a lower degree, as is confirmed by the fact that lack of budgets and resources has also decreased as an obstacle. A starting point for digital transformation is defining a compelling vision and strategy, and ensuring that senior managers are visibly on board. Some organizations have accomplished this, but most strategies do not yet have sufficient traction in business units and with frontline people. The initiatives lack clear goals and indicators. The role of digital within the strategic vision of the organization has not been clearly expressed in most organizations. The research shows that primary goals of transformation initiatives today are to increase efficiency and improve existing business models and processes. There is insufficient focus on people and change. There is even less focus on creating new business models. When asked about EXECUTIVE SUMMARY Digital transformation is part of a continuum of change for organizations as people, the workplace and technology evolve.
  6. 6. 4 EXECUTIVE SUMMARY –  Process simplification has started in some organizations as they recognize the waste in time and efficiency of overly complicated processes. One process that is being fluidified in organizations, especially the Maturing ones, is performance management where the one-shot annual meetings are being replaced by on-going dialogue between people. Learning in the natural flow of work is becoming easier. E-learning, real-time access to experts and communities of practice facilitate learning while working. 56% now say it is easy, compared to 23% three years ago. However, in the last three editions of the report, fewer than 15% of organizations expressed confidence in retaining knowledge and know-how when people leave. These organizations have work practices and management styles that are much more open and participatory than other organizations. As the workplace evolves, some organizations encounter challenges triggered by management’s fear of losing control or a general hesitation to rethink work practices. In nearly all cases, the primary change influencer is behaviour—that of senior leaders and that of peers and colleagues. The impact of change activists (or change agents) is increasing in influence. These are people inside organizations who work to bring about change through actions that may not be within their scope of work and may not even be approved by management. Digital both broadens and deepens what organizations can do. Digital brings visibility and engenders trust. All these aspects of digital are covered by analysis, data, case studies and interviews in this 10th edition of the report. ▶▶ Case studies and interviews in this report bring real life dimensions to data and analysis. Cases •• Air Liquide: Making people the focus of trans- formation and building a digital workplace to be a framework for the future. •• ALE: Enabling outcome selling and deepening relations with clients while transforming the internal culture and mindset. •• Australian DTO: Sharing successes and learn- ing from errors while building credibility through delivery. •• Danish Demining Group: Innovating through an agile approach adapted for the complex environment of a live conflict zone. •• The Guardian: Building deep, meaningful rela- tionships with readers while innovating jour- nalism and engaging in a broad ecosystem. •• Merck: Relating a new digital workplace, corporate brand and HR competency model to cultural change from the inside out. •• Navy-Marine Corps Relief Society: Codifying knowledge as policy and process to ensure portability and application in different con- texts. •• Société Générale: Building a mobile workplace and workforce in a global financial company operating in a highly regulated environment. •• Workplace design: Kimball Office and OFS Brands sharing their vision of evolution from a knowledge economy to a creative one, unlocking human and machine potential through design. Interviews •• Alice Obrecht, author and specialist, on effective innovation in humanitarian contexts. •• Anne Rogers, practitioner, on why organiza- tions need information specialists more than ever before. •• Fillip Callewaert, knowledge management professional, on lean knowledge culture. •• Haydn Shaughnessy, author and authority on platforms and ecosystems.
  7. 7. The toughest challenge in digital transformation is not to define a strategy, but rather to make it tangible and actionable.
  8. 8. 5 KEY FINDINGS –  ▶▶ Improving today, not yet inventing tomorrow. Goals for transformation programs are primarily focused on the following, listed top-down in pri- ority. The first few focus on improving what exists today. Creating new business models is nearly at the bottom of the list, with only talent manage- ment rated lower. •• Increase efficiency through automation, digi- talization of internal processes. •• Improve existing business models and pro- cesses. •• Improve customer experience and engage- ment. •• Improve employee experience and engage- ment. •• Accelerate/facilitate innovation. •• Build/strengthen our digital mindset and culture. •• Improve decision-making. •• Implement fundamentally new business models. •• Support talent management and recruitment. ▶▶ Much work remains to be done to make visions actionable. Although most organizations feel pressure from external disruptions, few are making significant investments to systematically explore the new trends and to define their own strategies. Half the organizations involved in the research say the pace of their own digital transformation is slow. Only 10% say it is fast. 20% say they are getting close to the vision of an organization with open leadership, an engaged workforce and close collaboration with custom- ers. The majority are defining digital transformation strategies and taking steps to align existing, iso- lated initiatives. Overall, transformation strate- gies are primarily top-down, not yet grounded in reality across the organization with. There is insufficient buy-in and appropriation by opera- tional and front line teams. ▶▶ Online activities with unpredicta- ble outcomes such as crowdsourc- ing and problem solving are less common than activities such as in- formation sharing and co-creating documents. Deployment of digital capabilities for people has increased steadily over the past ten years. Sharing information and working in online communities are becoming common. However, creative and open-ended capabilities such as crowdsourcing and participating in problem solving are not yet common to most organizations. ▶▶ Digital maturity engenders trust across the organization. Greater digital capabilities correlate with higher autonomy of people and more collaborative work practices. Trust across the organization also in- creases with greater digital maturity, specifically with people trusting other people in the organi- zation they have not met. Trust in management, both local and global, is also considerably higher in digitally mature organizations. Work cultures are defined by seven character- istics in this research: decision-making, sense of purpose, external awareness, teamwork, information openness, entrepreneurial spirit and risk-taking. The more digitally mature the organization, the more likely there is distrib- uted decision-making, a strong shared sense of purpose, openness internally and externally and a willingness for experimentation. KEY FINDINGS
  9. 9. 6 KEY FINDINGS –  ▶▶ Autonomy, collaboration and accountability are values in entrepreneurial work cultures. Entrepreneurial work cultures are rare and have remained at approximately the same level for the past three annual surveys. 20% of organizations state they have an entrepreneurial culture where people have freedom to experiment and take initiatives. A close look at a small group of 15 organizations that say they have a “very” entrepreneurial work culture reveals differences in deployment of digital capabilities, but primarily in work prac- tices. They are far ahead of the others regarding autonomy, collaboration, and responsibility and accountability. ▶▶ Organizations enable individuals and teams, but stop short when it comes to sharing and mobilizing across the whole enterprise. For all organizations, work practices based on cross-organizational sharing are less common than those based on individual or team practices. Four pairs of practices illustrate this phenom- enon. Pair 1: Responsibilities of individuals. Individ- uals can set their own objectives, but these objec- tives are not necessarily always visible across the organization. Pair 2: Transparency of business goals. Busi- ness goals may be communicated broadly, but people throughout the organization are not widely encouraged to give input. Pair 3: Team autonomy and visibility. Teams can set their own goals, but it is rarer for them to work out loud, sharing with the organization as a whole. Pair 4: Responsibility and accountability. Teams often have business responsibility and are accountable for producing actionable results, but they are not allowed to shortcut enterprise processes to get faster results. The entrepreneurial group, while demonstrat- ing these gaps as well, is much closer to reducing them, showing that horizontal, cross-organiza- tional sharing is a strong feature of entrepreneur- ial work cultures. ▶▶ Data analysis focused on managing people and talent is in very early stages. Data strategies for collecting and analyzing in- formation about people are primarily focused on understanding, managing and optimizing talent. It is very early stages, with relatively few organi- zations believing that their data are accurate, con- sistent and timely. Even fewer are confident that the right data get to the right decision-makers at the right time. ▶▶ Paradoxically, as the eyes and ears of the organization, the customer-facing workforce is often disconnected from corporate systems and information flows. The customer-facing workforce, located at the edges of the organization often actually on cus- tomer sites or on the road, are in direct contact with the external world. They often find it difficult to get the information they need to do their jobs. Only 83 respondents out of 311 said it was easy or very easy for their customer-facing workforce to do their jobs. As a group, these 83 differ from other organizations in ways that indicate digital methods of working have spread throughout their organizations. •• They have a higher degree of digital capabili- ties, notably concerning video. •• Their people and teams are more autonomous and tend to work out loud. •• They describe a greater openness both to the external environment and within the organi- zation itself. •• Their senior managers are more likely to un- derstand and support digital initiatives. •• Decision-making about digital matters is more distributed, and includes operational managers.
  10. 10. 7 KEY FINDINGS –  ▶▶ Improving customer service is the top goal for customer data strategies, but few organizations are approaching it systematically. 17 organizations stated that their customers’ digi- tal experience is better than that of their competi- tors. These organizations are more likely to have a coherent strategy. They have defined what data is to be collected and who is responsible. They possess skills on data interpretation and deliver training on privacy and procedures. They are far ahead of others in having a coherent, single view of the customer. ▶▶ Lean is not yet a mindset. Lean processes such as agile budgets and fail- fast development are not yet common, and few organizations work with incubators. Intrapreneurship—encouraging personal experi- ments on company time—is rare. Few organizations have mechanisms making it easy for small, innovative groups to make contact. ▶▶ The mobile workforce has a way to go before being mobilized. Fewer than half the organizations considered themselves to be flexible when asked if they are able to quickly assemble teams, draw on their collective knowledge, find expertise inside and outside the organization, communicate to the workforce and collect information from people in the field in real time. The mobile workforce is one key to fluidity, ena- bling people to work from anywhere, anytime on any device. The number of organizations officially allowing BYOD (bring-your-own-device), BYOPC (your own computer) and BYOA (bring your own app) has increased since last year, especially BYOD. The non-official use of BYOD, BYOPC and BYOA is increasing. The biggest discrepancy is in BYOA where practice exceeds official sanction by a factor of three. In spite of an increase in the number of organiza- tions allowing people to use their own devices for work, implementation of mobile apps has been practically at a standstill for 18 months, with lit- tle difference between the data collected for this report and last year’s report. ▶▶ Simplifying processes brings fluidity. Most organizations say their online processes are complicated with only 11% describing them as simple. This impacts cost and programs are in place in over half the organizations to simplify processes. One process being simplified and socialized by more organizations is the annual performance review. Managers and employees establish and share goals with each other and track progress through a continual dialogue and feedback rather than a single one-shot annual meeting. This prac- tice increased from 24% to 30% since last year’s report. ▶▶ Elastic workforces—blending temporary and permanent workers— bring benefits as well as challenges. The research looked into the existence, benefits and challenges of elastic workforces, combining temporary workers and permanent staff. Having on demand talent, access to rare skills on short notice and a potential pool for later recruitment are benefits to be balanced against the challenges of lack of stability, lower loyalty and increased needs for training. ▶▶ Learning in the flow of work is getting easier. Three years ago, 23% said learning in the flow of work was easy. Today the research shows the figure has reached 56%. These organizations have active HR departments that use the digital workplace extensively. Information systems are more open than closed, and there is transpar- ency throughout the organization for project and career opportunities as well as for busi- ness plans and goals. Retaining knowledge and know-how when people leave an organization is a challenge that organizations struggle to meet. For the last three years, the proportion that are
  11. 11. 8 KEY FINDINGS –  confident they can “remember” what they know has remained at under 15%. A closer look at this group of 26 organizations shows a number of dif- ferences, and in particular work practices such as working out loud, and management practices that are open and participatory. ▶▶ Responsibility for learning lies primarily with people themselves, rather than their manager or the HR department. Learning opportunities in just under half the or- ganizations include how to work better in virtual teams and participate effectively in enterprise social networks. Opportunities for coaching and mentoring are available for senior, middle, line and operational managers, again in just under half the organizations. Approximately 30% say their primary approach to learning is experiential where techniques such as simulations, games, case studies, mentoring and coaching are practiced rather than traditional classroom training delivered by experts, which is the case for 70%. Maturing organizations offer more learning op- portunities than do most organizations. These opportunities may be internal or external. An example: well over 50% encourage people to use massive open online courses (MOOCs) whereas the survey average is just over 25%. ▶▶ Knowledge organizations work out loud and have open and participa- tory leadership. Retaining knowledge and know-how when people leave an organization is a challenge that organizations struggle to meet. For the last three years, the proportion that are confident they can “remember” what they know has remained at under 15%. A closer look at this group of 26 organizations shows a number of differences, and in particular work practices such as working out loud, and management practices that are open and participatory. ▶▶ Senior managers are stepping up to the challenges of digital transformation. 33% of the organizations say their top-level man- agers understand and support digital initiatives. This was the case in only 18% of organizations in the previous report. There is considerable pro- gress to be made, however, because only 15% re- port their managers show sustained commitment and conviction that digital is essential to the way we work (vs. an even lower 8% in the previous year). The placement of the highest-level person responsible for digital matters is now the CEO or a direct report to the CEO for 58% of organiza- tions (vs. 43% previously). ▶▶ Decision-making is spreading to all functions and all levels. Decision-making on digital strategy and imple- mentation involves different levels of manage- ment and different functions in the organization, a sign that digital transformation is spreading and no longer the semi-exclusive domain of IT. That said, 40% say the organizational placement of the highest-level person is in IT, 20% say Internal Communications and another 20% in a dedicated digital function. Decision-making obstacles still persist after many years. Examples: competing priorities, internal politics, and slowness because of the need for consensus. These are not eliminated, but drop considerably in organizations where there is a strong, shared sense of purpose. ▶▶ Technology is a top investment priority, education and change are low on the list. Investment priorities are on technologies, above all other areas, for all organizations. Education and change initiatives are near the bottom of the list for all organizations. Factors that influence decision-making differ for the three stages of maturity. Maturing organiza- tions place building our foundational capabilities as part of a long-term transformational strategy
  12. 12. 9 KEY FINDINGS –  at the top of the list. Organizations at the Starting stage top the list with cost-savings and increased revenue. People are beginning to realize that organizational and digital transformation do not usually have predictable, quantifiable results. Strong challenges in the past regarding lack of senior management support, the need to prove ROI in a business case and lack of budget and resources have all declined in 2016. ▶▶ As organizations advance in digital maturity, some challenges reappear that had been overcome previously. The closer an organization gets to real change, the more resistance arises from different quar- ters. Organizations at the Developing stage report significant obstacles in the form of hesitation to rethink ways of working and too much focus on technology. Surprisingly, in the Maturing organi- zations, the latter concern—practically nonexist- ent in last year’s research—has reappeared. Basic concerns expressed by organizations at the Starting stage are: lack of senior management sponsorship, management fears about losing con- trol, employees wasting time, lack of strategy and lack of expertise and digital skills in our work- force. These concerns fade as organizations gain firsthand experience through initial successes in their transformation initiatives. ▶▶ People and stories trigger change. The primary change influencer is behavior: that of senior leaders, peers and colleagues, line man- agers and operational managers. A compelling story, one that motivates and brings immediacy to people, is at or near the top of the list for most organizations. Internal success stories are strong change factors, mainly for the Maturing stage where successes abound, whereas external benchmarking is considered a stronger change agent at the Starting stage. ▶▶ Change activists or change agents are a key factor for driving change even in the most mature organiza- tions. Change activists, change agents, corporate rebels. They go by different names, but all are people inside organizations who work to trigger change through actions that may not be within their scope of work and that may not even be approved by management. Their impact is rising: in 2016, 36% of the Maturing stage say change activists are a key factor driving change, which is a much higher proportion than last year. ▶▶ The vision is broad and deep, the journey is long. Some organiza- tions are getting close, most are on the way. We asked participants to indicate how close they feel their organization is to this vision on a scale of 1 to 10: Imagine an organization where the workforce is engaged, leadership is open and participatory, and the work culture is based on trust and purpose. Digital transformation has both streamlined and enriched work practices; employees and customers collaborate and innovate; and the organization operates in an entrepreneurial mode—encourag- ing initiatives and accountability throughout. Only 4% responded very close, 17% close, most were split between on the way at 39% and far at 32%, with 8% stating very far.
  13. 13. vii TABLE OF CONTENTS IN SEARCH OF FLUIDITY 53 Flexibility 53 Mobile Workforce 54 Simplifying and Socializing Processes 56 Elastic Workforces 57 Case: Société Générale 60 Interview: Workplace Design 62 LEARNING AND REMEMBERING 65 Learning in the Flow 65 Remembering What We Know 67 Interview: Anne Rogers 70 Case: Merck 72 DECISION-MAKING AND INVESTMENTS 75 Decision-makers 75 Factors That Influence Investment Decisions 77 Investment Priorities 78 Decisions Based on Data and Outcome 80 Case: ALE 82 Interview: Filip Callewaert 84 CHALLENGES 87 Overcoming Obstacles 87 Change Influencers 90 GUIDANCE 93 Workable Transformation Strategy 93 Senior Sponsorship 94 Cross-Organizational Sharing 95 Entrepreneurial Work Culture 96 RESEARCH SUPPORTER: MODUS 97 APPENDICES 99 Foundational Framework 100 Demographics 105 Acknowledgements 108 About the Author 109 ABOUT THE RESEARCH 1 EXECUTIVE SUMMARY 3 KEY FINDINGS 5 FROM VISION TO REALITY 11 Where We are Today 11 Goals and Strategies 13 Keys to an Actionable Strategy 15 Interview: Haydn Shaughnessy 16 PEOPLE AND WORK PRACTICES 19 Digital Capabilities 19 From Digital Capability to Practice 20 Trust and Work Cultures 22 People Data Analysis 24 Case: Air Liquide 26 Case: NMCRS 28 AT THE EDGES 31 The Customer-Facing Workforce 31 Success Factor Checklist 32 Customer Data Strategies 34 Ingredients for a Customer Data Strategy 36 Case: The Guardian 38 Case: Australian DTO 40 ENTREPRENEURIAL AND INNOVATIVE 43 Strong Digital Capabilities Around Collaboration 43 Horizontal Energy 44 Lean, Agile and Open 46 Case: Danish Demining Group 48 Interview: Alice Obrecht 50
  14. 14. 97 RESEARCH SUPPORTER: MODUS Research Supporter It is not the strongest or the most intelligent who will survive but those who can best manage change. —Charles Darwin Specialists in Intranet Strategy | Design | Development | Continuous Improvement Visit us at For over two decades, Modus has helped global brands and visionary startups harness the power of digital innovation. Now, as a sponsor of Jane McConell’s 10th edition of Organization in the Digital Age, we’re proud to be part of another milestone in the ongoing evolution of the digital organization. Building powerful organizational technologies, pushing the envelope with innovative design, and shaping digital strategies for the 21st century, Modus is helping businesses create a more connected world. We look forward to joining your conversation on digital change. The Modus Team
  15. 15. 108 APPENDICES – Acknowledgements Participants 300 people from 27 countries collectively spent from 500 to 600 hours providing input to the sur- vey. Many of the respondents have been long-time participants over multiple years. Advisory Board Members •• Alison Hall, Consultant, previously Director of Change for The Guardian •• Brian Holness, Knowledge Management at Engie (ex-GDF-Suez) •• Edith Lemieux, Head of Air Liquide University and Transformation Projects •• Ernst Décsey, Communication Specialist, Digi- tal Workplace, UNICEF •• Florence Devouard, SUPSI, Africa Centre, Anthere Consulting, previously Chair of the Board of Wikimedia Foundation •• Frank Dethier, Innovation Manager & Strategy Consultant, Entrepreneur, Start-up Coach •• Franklin Bradley, Internal Communications Manager at Architect of the Capitol •• Harold Jarche, Jarche Consulting, creator of PKM Personal Knowledge Mastery approach •• Haydn Shaughnessy, Author of Shift: A User’s Guide to the New Economy, Elastic Enterprise •• Hongjun Wang, Global Shaper, Kairos ASEAN Member •• James Tyer, Global Lead, Social Collaboration at Kellogg Co (Kellogg’s) •• Jeff Monaco, Chief Technology Officer, End- user technology, GE •• Jon Ingham, Strategies Dynamics, People and Organisation Development Strategist •• Kerstin Ribes-Lambertus, Consultant, previ- ously Digital Media, LafargeHolcim •• Nicolas de Benoist, Director, Insight Led Expe- rience at Steelcase •• Richard Martin, Writer and editor Online testers Fabric Mathieu, James Tyer, Matt Varney, Neil Morgan, Thierry Debaillon. Writing and Production •• Richard Martin, Writing Support and Editing. •• Martin Fenge, Design, •• Ernst Décsey, Rereading and Editing •• Dan Leonard, Editing support 2016 Research Sponsor: Modus, Digital Strategy Agency. Interviews and Case Studies •• Interviews: Alice Obrecht, Anne Rogers, Filip Callewaert, Haydn Shaughnessy •• Danish Demining Group: Rune Bech Persson •• DTO, Australia: Paul Shetler •• Workplace design: Mike Wagner (Kimball Of- fice), Ryan Menke (OFS Brands.) •• Air Liquide: Adam Cutforth, Evelyne Duch- emin, Frederic Geoffrois, Jean-Pierre Duprieu, Monique Bowens •• ALE: Jem Janik, Neal Tilley, Rodolphe Goudin •• The Guardian: Aidan Geary, Claire Pape, Duncan Hammond, Graham Page, Juliet Scott- Croxford, Suzy Hay, Theresa Malone •• Merck: Frank Sielaff, Henrik Hopp, Jana Latzel, Katrin Menne, Michaela Herdick •• NMCRS: Ann Creeden, Barb Sheffer, Cheri Nylen, Shelley Marshall, Thelisha Woods •• Société Générale: Aymeril Hoang, Edouard Marteau d’Autry, Jean-Paul Chapon Feedback and General Support Members of the Paris-based workgroup of digital practitioners. My many clients who, over the past 18 years, have kept me in direct contact with life in the trenches. We have learned much together. clients-2/ Friends and contacts on LinkedIn, Twitter and Facebook who have contributed to many conver- sations about digital. More than anyone else, thanks go to my husband, who has provided unflagging support over the last 10 years of research. Acknowledgements I would like to express appreciation to the following people and organizations without whom this report would not have been possible. I apologize in advance for those I may have forgotten here.
  16. 16. 109 APPENDICES – About the Author About the Author Strategic Advisor Jane McConnell, dual US and French citizen, is based in Provence, France. She has advised organizations in Europe and North America on their internal digital strategies for 18 years. She has conducted more than 120 intranet and digital workplace projects for over 60 global organiza- tions. Researcher Jane has been at the forefront of digital inside organizations for years, and was one of the first thought leaders to give meaning to the term digi- tal workplace in 2010. She is well known for her research and annual reports on the organization in the digital age. This is the 10th edition of the report. Facilitator for Self-Assessment and Strategy An effective digital workplace strategy emerges from the organization itself. It is not something an external consultant can provide. Jane’s Foun- dational Framework, based on people, workplace and technology, serves as a reference, self- assessment and diagnostics tool for many global organizations. Management Briefings Jane gives talks and runs workshops for senior managers. These briefings, supported by data and examples, enable management teams to grasp the issues and understand what leadership means in the digital age. Custom-designed, creative activities help manage- ment define their own digital vision and build action plans that correspond to their current degree of digital maturity and their ambitions. Contact •• Email: •• Twitter: @netjmc •• Calling or texting +33 (0)612036634 More information can be found on •• •• ••