Should Internal Communications be driving digital transformation

Should IC be driving Digital Transformation?
2017.10.23
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Project Background
Grouping Question:
• Compared to other functions, to what extent do you think internal communications is the right function to be driving the digital agenda in
organisations?
Discussion Question:
• What do you think is the main challenge that internal communicators face in effectively driving the digital agenda in organisations?
Please explain.
Evaluation Criteria:
1. How much of a challenge is this in your organisation? (Not a Challenge - Huge Challenge)
2. How insightful is this comment? (Not Insightful - Very Insightful)
Data Collection:
• 2017.05.08 - 2017.10.23
Participation Metrics:
• 2,158 link clicks
• 45 registered
• 171 answered grouping question
• 115 answered discussion question
• Average number of ratings given/received per person: 5.1 ratings
• Average number of replies per comment: 0.3 replies
• Average number of visits per person: 1.1 visits

Grouping Question
Compared to other functions, to what extent do you think internal communications is the right
function to be driving the digital agenda in organisations?
20%
46%
24%
8%
3%
Definitely Right
Probably Right
Probably Wrong
Definitely Wrong
Don't Know / N/A
0 16 32 48 64 80
Count

Grouping Question
Compared to other functions, to what extent do you think internal communications is the right
function to be driving the digital agenda in organisations?
Choice Count Pct (%)
Definitely Right 34 19.9%
Probably Right 78 45.6%
Probably Wrong 41 24.0%
Definitely Wrong 13 7.6%
Don't Know / N/A 5 2.9%
171 100%

Top 10 Comments
What do you think is the main challenge that internal communicators face in effectively driving
the digital agenda in organisations? Please explain.
Comment
Score
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I believe the biggest challenge relates to building and maintaining a relationship with IT to support the infrastructure that's
needed to have an engaging, user-friendly, and beneficial digital workspace. Internal communicators cannot do it alone, IT has
to make it a priority to support the technology platforms. Also, IC needs to have an understanding of knowledge management to
serve as the business analyst between IT and business users. It's not just about corporate communications.
70.0 71.8 13
Other departments claiming responsibility such as IT. Lower budgets than other departments to bring in new infrastructure. 64.5 58.1 8
"Command & control" style management fearful of change as might not be confident on social media and fearful of looking
stupid and out of date and do not trust their staff to be responsible online. Also the speed of digital "flow" can be daunting to
some who prefer ping-pong restrictions of email. Plus lack of respect for the importance of sharing tacit knowledge & cognitive
behaviours as we shift from communicating to collaborating/sharing/innovating.
64.4 64.2 8
Substantial commitment from top managers to change the way knowledge and information are shared, decisions are made,
ideas are developed...
64.3 53.8 7
Driving the agenda is one thing but there can be a major hurdle in the required infrastructure changes to make it a reality. 64.0 51.7 7
That the agenda often doesn't match the day-to-day digitial experience of the organisaton; meaning the 'pain' felt on a BAU
basis makes it hard to sell an agenda that feels out ouf touch with reality.
61.9 52.9 5
Collaboration with HR and IT. 61.8 53.4 14
The main challenge is having Management agree with you having a digital agenda for your staff and to also have your staff
pique interest in the Company's digital agenda (once it's been formulated)
60.5 54.6 5
Credibulity. For example justifying technology spends when not seen as tech smes 59.8 55.0 10
In our organisation internal communicators have a very busy role with internal culture, events, news and engagement. the
digital agenda in an organisation is much wider than those areas of focus and includes a digital workplace, platform and
architecture roadmap, knowledge management, collaborative tools management and other aspects relevant to all different
areas of the business.
Internal Communications is seen by the organisation as having a particular defined role by other divisions
59.3 68.6 6
Score One = How much of a challenge is this in your organisation? (Not a Challenge - Huge Challenge)
Score Two = How insightful is this comment? (Not Insightful - Very Insightful)

All Comments
Comment
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I believe the biggest challenge relates to building and maintaining a relationship with IT to support the infrastructure that's
needed to have an engaging, user-friendly, and beneficial digital workspace. Internal communicators cannot do it alone, IT has
to make it a priority to support the technology platforms. Also, IC needs to have an understanding of knowledge management to
serve as the business analyst between IT and business users. It's not just about corporate communications.
70.0 71.8 13
Other departments claiming responsibility such as IT. Lower budgets than other departments to bring in new infrastructure. 64.5 58.1 8
Completely agree - IC need to be given more credit and trusted with more resource.
"Command & control" style management fearful of change as might not be confident on social media and fearful of looking
stupid and out of date and do not trust their staff to be responsible online. Also the speed of digital "flow" can be daunting to
some who prefer ping-pong restrictions of email. Plus lack of respect for the importance of sharing tacit knowledge & cognitive
behaviours as we shift from communicating to collaborating/sharing/innovating.
64.4 64.2 8
Agree. Without wishing to stereotype, Senior Leaders tend to fall into the 'older' age category, which often means that
they're out of touch and out of their depth when it comes to using things like Slack (rather than email) as a communication
channel.
Substantial commitment from top managers to change the way knowledge and information are shared, decisions are made,
ideas are developed...
64.3 53.8 7
Driving the agenda is one thing but there can be a major hurdle in the required infrastructure changes to make it a reality. 64.0 51.7 7
That the agenda often doesn't match the day-to-day digitial experience of the organisaton; meaning the 'pain' felt on a BAU
basis makes it hard to sell an agenda that feels out ouf touch with reality.
61.9 52.9 5
Collaboration with HR and IT. 61.8 53.4 14
Why HR?

All Comments
Comment
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The main challenge is having Management agree with you having a digital agenda for your staff and to also have your staff
pique interest in the Company's digital agenda (once it's been formulated)
60.5 54.6 5
Credibulity. For example justifying technology spends when not seen as tech smes 59.8 55.0 10
In our organisation internal communicators have a very busy role with internal culture, events, news and engagement. the
digital agenda in an organisation is much wider than those areas of focus and includes a digital workplace, platform and
architecture roadmap, knowledge management, collaborative tools management and other aspects relevant to all different
areas of the business.
Internal Communications is seen by the organisation as having a particular defined role by other divisions
59.3 68.6 6
They need greater resource if to cope with driving the DA as well
Respect as a business function by the C-suite; lack of budget and tools to do the level of work such as on-taking requires; lack
of executive alignment on what a digital agenda is and what it means for the organization.
59.0 51.7 6
IC needs to be taken more seriously!
A true digital transformation is one of culture and leadership, it's not about using tools. If your leadership still thinks in
hierarchies and cascades then it really doesn't matter what your system set is.
59.0 59.5 8
This comment doesn't make sense. Digital transformation requires tools in order to enable it.
Ability to demonstrate tangible benefits (particularly relating to cost) of a more digital workplace. 58.1 54.2 8
Classic hearts and minds scenarios - leaders need to have faith, at least as communicators, IC are probably able to make
the most emotive and hopefully convincing case

All Comments
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Driving comes from the top - you need leadership to drive the commitment to a digital workplace - that's the only way
employees will be willing to move to new platforms.
57.4 60.1 10
Agree. But sometimes the workforce needs to come together to present the need to make the case and force the decision. If
enough people are talking about it (driven/administered by Internal Comms) then the Leadership Team will take notice.
Dealing with IS departments who have a different digital agenda. 57.2 45.7 7
Trying to change behaviour that is already engrained 57.1 41.3 9
Agreed, ensuring the culture is ready is key before launching a DA campaign
Lack of management understanding of the digital landscape, and subsequent implementation. 57.1 51.0 10
Surely that attitude just reflects bad leadership?
The main challenge is that internal communications has a simplistic role and expectations. IC needs to be seen to be a
powerful connector and enabler, and as a party that can successfully cross the boundaries of IT, HR, compliance, customer
relations etc. to drive change.
56.9 61.2 11
Knowing what is going on in the organisation when it comes to digital. With the rise of BYOD etc. hard to keep control. 56.7 53.4 9
They should definitely have a voice but I am not sure if they have a wide enough view of the organisations needs 55.8 46.0 9

All Comments
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Striking the balance between a personalised intranet based on content and an integrated digital workplace that brings all work
processes into one place.
55.5 55.3 9
Technical knowledge and expertise focused on external comms as usually bigger audience and more visible roi 54.8 50.9 10
Getting other departments on board with why this is important. Needs to have collective ownership. 54.8 57.1 9
Would you say it's leaders who are responsible for this?
Style over substance - organisations wanting a shiny new solution/ platform without considering strategic value, purpose,
objectives etc and how it supports IC strat and overall business strategy
54.5 52.7 9
Exactly - some leaders aren't prepared to commit the resource required to developing a solid digital agenda and strategy
and think an out-of-the-box solution will suffice, which makes no sense given that no organisation is the same!
Getting personnel to;
a) understand and trust the system
b) use the system effectively
54.4 55.2 10
Comms don't have the credibility/resources to own the collaboration piece 54.1 48.6 11
This is a big cultural issue in many orgs
Demonstrating value and return on investment as well as having the time and resources to dedicate to it; 54.0 63.3 6

All Comments
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It's about getting leaders to commit to the long term benefits
Leadership commitment, long range plan including budget, staff to support change management 53.7 51.0 5
Despite the buzz and focus digital channels, traditional channels are still the most effective, with email at the top, followed by
intranet, leadership communications and team / line manager briefings. As digital becomes more embedded in Internal
Communication functions, it’s important to remember that face-to-face drives engagement in ways digital can’t. Technology can
connect different levels of the organisation like never before, but we need to keep the dialogue engaging
and meaningful.
53.6 53.5 8
Taking others on the journey of change and defining the purpose of the digital agenda in line with the commercial goals of the
organisation
53.5 45.5 6
What would you say is the key purpose of having a digital agenda?
leadership buy in 52.6 40.0 14
Credibility and budget 51.6 27.3 8
Joined-up thinking and buy-in. 51.6 37.1 10
The key for me is "Driving." It depends on the org. If IC is a thought partner on the C-Suite team, yes - they can enlist IT and
HR, build the team and drive it forward. If not (like most IC), they won't have the juice to make it happen. Generally, we should
build relationships with others and partner with them more effectively.
50.1 52.9 4
Digital being seen as 'IT' and another IT deliverable instead of an enabler to transformationa and organsational change
including self-service
48.8 42.2 4

All Comments
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Knowledge, skills and resources. 48.4 33.8 6
Knowledge of what?
lack of technical understanding of the digital landscape and thus lack of total visibility of big changes and what the impacts will
be
48.3 42.5 8
1. Limited skill set / expertise - strong strategic planning, experience in translating business and user needs into functional
requirements and digital project management experience vital.
47.4 46.9 11
The challenge is to make people understand that the focus is on relationships and not on technology. 47.1 46.8 2
The digital agenda is broader than just digital communications 46.9 46.9 8
Lack of effective sponsorship 46.4 35.0 6
They don't have oversight of all elements of the digital agenda, their interests being primarily in social media. The digital
agenda needs to be driven by Chief Data Officers who bridge the space between IT, big data/Internet of Things/Industry4.0 and
legal matters.
46.1 50.4 12
I think it's narrow-minded of you to say IC are only concerned with social media...
I agree

All Comments
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IC can only see one side of digital - the inside view. We do not have the commercial skills to bring hard economical value to a
business as part of driving the digital agenda.
45.5 40.4 6
Diversity of stakeholder expectations 45.5 45.3 5
But surely if the business case is right then the stakeholders will see having a good digital agenda as a valuable asset which
is in their best interest?
Lack of technical skills, being seen as 'fluffy' nice to have not core and strategic. 45.3 36.0 2
Explain why digital comms are important for an organization and manage the digital channels. 45.3 41.2 10
Fundamentally, without support from leadership, nothing will happen, and so debating which function would be best suited
seems slightly farcical. I suppose it goes down to which department - IT, IC, HR etc. - makes the most convincing case, and so
the biggest barrier is probably themselves.
43.6 44.8 5
Yes, but without debate, an opportunity to make the case and obtain support wouldn't exist...
lack of technical knowledge and relationship with technical stakeholders. 43.5 47.0 11
IC needs more resource and budget to allow them to develop this awareness
jkjkh 43.5 21.6 2

All Comments
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Lack of knowledge of the various technology platforms 43.3 43.4 10
If there was more resource in IC then this wouldn't be an issue...
sales is the leader of change together with strategy people in the organisation. Money and strategy in the front of everything 43.2 41.9 11
Having the skills and knowledge of the digital landscape to select and integrate the most appropriate tool. 42.9 38.8 4
With its primarily internal focus, IC may be seen (incorrectly) as a ‘quiet voice’ without the strength to influence broader
business direction. On the contrary, IC provides a lens on ‘how’ a business is and can often see its opportunities clearly.
42.9 36.2 3
Buy in from other teams 42.9 42.9 1
Lead to real behavioral changes of employees. 42.9 42.9 1
No or low programme and change management experience - but lots of content knowledge 42.9 42.9 1
Committing the resource. Having to take on board an entire digital agenda in addition to ensuring other comms channels are
running well will spread them too thinly.
42.6 28.2 2
Budget and resource - a lot of time is spent scoping and developing digital channels, but when they are live there is often no
time or money to properly launch or embed the channel. Marketing and promotion is as important as developing the tools in the
first place.
42.6 42.0 2

All Comments
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Technological knowledge weighs more for companies. That's why they tend to ask that IT leads digital transformation
processes.
42.6 40.1 7
Which is why culture should be the first thing to address on the digital agenda journey - though the tricky bit is that leaders
need to accept this in the first place!
IT assistance 42.4 37.8 12
Surely this differs dependent on your organisation? My IT department is very supportive.
In most organisations, IC people do not have the budget or the digital nowse to move things forward. God knows where most IC
people come from and the sort of backgrounds they have - it's like HR, people just fall into it. They are not equipped to deal with
the changing corporate landscape - they should give up and leave it to IT people who are much better placed.
42.1 35.2 13
It's people with such arrogant and unfounded views as your own who are the real barrier to any hope of establishing a truly
collaborative and cohesive work environment.
IC know the company and its different personas and need to be involved at the strategic planning stage of digital
transformation. Often IC are brought in at the end to communicate about what's been decided.
41.8 37.2 3
Capacity, lack of understanding of the impact of IC on the embedding and understanding of digital within the orjanisation. Often
it just deliver and assume something is done
41.6 36.0 4
In effect communicators see 'digital' as a channel as opposed to a specific enabler that can accelerate a business strategy. In
other words they struggle to find differentiating usage.
39.1 48.3 8
I disagree

All Comments
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lack of appropriate skill set on team 39.0 42.2 3
Not given mandate to do so - no shared objective/strategy with IT. 39.0 32.1 2
Operational digital benefits will be more likely to win the business case for digital investment 38.7 41.0 8
The people that make up the organisation are the biggest operational asset! If their digital infrastructure is aligned and
allows them to be informed and communicate and essentially do their job better, then surely that is the biggest case of
investment full stop!?
digital strategy seems to be on its own with no consultation nor input from employee comms and corporate marketing
departments.
38.4 36.0 2
Slow or now changes in IT business concepts, outdated knowledge. 38.3 36.5 6
IC folk tend not to be into detail and left brain thinking and this could make them impatient with the process of developing a
digital workplace.
36.9 30.3 10
I'm assuming you think this because everyone working in IC must be a woman, right?
Yeah, I suppose it's a miracle they make it to work in the first place ??...
Credibility and authority is lacking. Also, typically see everything through a "comms lense". 34.3 34.3 1

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Collaboration 34.2 27.5 3
It isn't theirs to drive. 33.7 26.0 6
What function do you work in out of interest?
Getting thier voice heard and taken seriously by senior management. 33.4 27.4 1
Lack of technical knowledge 33.2 24.5 3
Selecting the correct tools for their organisation in what has become a rather crowded market. 32.5 29.5 3
Leadership buy in and silo mentality 32.4 32.7 2
Partnering with IT, being clear on expectations and goals, ensuring the outcome works for all parties. 32.1 14.1 1
finances 31.7 22.3 1
Building the right relationships with others who also should be involved in driving the agenda, such as social media
teams/external marketing, and making sure the IC voice is heard.
31.2 26.4 2

All Comments
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We are advocates for employees and can easily step inside their shoes.However, it is a select few in internal communications
who grasp the enormity of the workings behind the scenes from a technology point of view and they don't own the purse strings
when negotiating with providers such as Microsoft.
30.4 30.9 1
Lack of technical knowledge about digital products and complexities of deployment. 30.4 27.4 1
IC are mainly journalists => they have their own agenda to protect their area of work 30.3 23.5 6
Quite a sweeping statement...
Lack of digital channels
Voice of the customer not the focus
30.0 26.1 8
Surely the whole point of establishing a digital agenda and workplace is to introduce new or enhance existing channels?
Time to fully understand the impacts of the digital agenda 29.3 12.5 3
'Digital' points to change. 'Transformation' points to big change. Big change needs big change management. Communication is
a critical component of that but it's not the whole package. If Internal Communicators are in the driving seat of any
organisational transformation then they need to be change experts, not just on change communications experts.
27.9 38.1 1
Lack of strategic remit - too tactical 25.3 23.1 1
a 23.1 37.8 2

All Comments
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Change that to 'communicators' meaning the whole comms team - incl marketers - and we're off. With a sound reputation, the
team is perfectly placed to shape the agenda: we live in the digital age - at home, at play, school, work - and if comms isn't
about connecting people and business, what is? Without reputation, pass the baton.
22.5 54.6 2
I don't know. 22.4 11.7 13
The role IC plays or not plays in the organization. If IC is not considered in a driving and strategic role, it will be difficult to drive
the digital agenda. Often IC is considered a very operative role: just do what has been decided elsewhere
21.4 31.3 1
It's so much broader than communication 21.0 21.0 1
Depends how "digital agenda" is defined, but internal communicators are only one team required to make the digital agenda
work in an organization.
20.5 25.2 3
Getting buy-in and drive from IT with procurement blessing the supplier. Communicators can find the right tools but then it is
understanding your organisation and who you can collaborate with to make it happen in a timely manner.
18.4 18.9 1
Not business critical 14.4 15.9 5
Then you clearly don't understand the merits of having a strong digital workplace...
I think a bigger challenge is changing opinions like your own, P.643
Internal communicators are more focused on controlling the message and less motivated by the potential (and potential
disruption) digital provides.
14.1 12.9 1

All Comments
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Don't have the digital skills required. 13.2 28.5 2
Securing buy in from technophobes 12.4 21.0 1
It firstly depends on what you define as digital transformation. If you mean social media then yes there is a big argument for it
being driven by IC. If you mean more big data etc then maybe not. It also depends on the company.
8.1 6.0 1
Comment submitted earlier today re comms reputation - survey stalled 4.3 5.1 1
eggs 0.9 0.6 2
Q 0.4 0.4 1
The responsibility and accountability function is often divided between different teams and leaders leading to paralysis or
inconsistencies.
(N/A) (N/A) 0
wfg (N/A) (N/A) 0
Poor digital competencies from leaders (N/A) (N/A) 0
testing (N/A) (N/A) 0

All Comments
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Partly defining the organizational strategy and clear ownership i.e. Organizations I am familiar with have very limited
resources for internal communications - their focus is primarily on managing external communications. i.e. is the ownership of
comms strategy is therefore those working in digital, executive, etc. The implementation of a digital strategy via "old school"
methods
(N/A) (N/A) 0
common sense (N/A) (N/A) 0
Credibility. However, due to the role of the function (i.e. making employees aware of what's going on), they are well positioned
to drive the agenda.
(N/A) (N/A) 0
Getting information to employees in a method that 1. is actually received 2. makes them engaged in it. (N/A) (N/A) 0
x (N/A) (N/A) 0
everyone being aware of both external and internal ideas and information (N/A) (N/A) 0
Being seen as involved with business direction. (N/A) (N/A) 0
Do away with the IC label and own the agenda in comms and marketing. We're naturally digital and colleagues know it.
People experience digital at home, play, school and work, with free movement between worlds, so don't compartmentalise.
The main challenge is timidity.
(N/A) (N/A) 0
lack of influence (N/A) (N/A) 0

Top Tags
Tag
Score
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No. of
Ratings
Number of
Comments
digital 57.7 55.8 258 45
agenda 59.3 55.3 87 19
ic 55.8 53.0 91 16
change 62.9 58.8 87 15
lack 55.8 51.6 81 15
knowledge 61.1 58.9 93 14
business 55.9 57.8 83 13
internal 63.8 67.1 47 11
comm 55.4 52.8 39 10
management 68.0 67.5 61 10
organisation 57.3 53.7 75 10
communication 64.8 68.2 49 9
communicator 58.0 67.1 35 8
drive 58.1 59.6 41 8
team 53.6 59.3 23 8

Frequently Occurring Keywords by Community Rating
digital agenda
ic
change
lack
knowledge
business
internal
comm
management
organisation
communication
communicator
drive
team
50 54 58 62 66 70
50
54
58
62
66
70
How much of a challenge is this in your organisation?
(Mean score out of 100)
Howinsightfulisthiscomment?
(Meanscoreoutof100)

Additional Question 1
What function do you work in (or are you most closely aligned with)?
54%
0%
6%
16%
5%
0%
3%
3%
1%
1%
11%
Communications
Customer Services
Executive Suite
HR
IT
Legal
Marketing
Operations
R&D
Sales
Other
0 12 24 36 48 60
Count

What function do you work in (or are you most closely aligned with)?
Communications 60 54.1%
Customer Services 0 0.0%
Executive Suite 7 6.3%
HR 18 16.2%
IT 6 5.4%
Legal 0 0.0%
Marketing 3 2.7%
Operations 3 2.7%
R&D 1 0.9%
Sales 1 0.9%
Other 12 10.8%
111 100%

Do you have a Social Intranet or Enterprise Social Network (ESN)?
71%
11%
12%
6%
Yes
Thinking about it
No
I don't know / Not
applicable
0 16 32 48 64 80
Count

Do you have a Social Intranet or Enterprise Social Network (ESN)?
Yes 79 71.2%
Thinking about it 12 10.8%
No 13 11.7%
I don't know / Not applicable 7 6.3%
111 100%

What number of people in your organisation have accounts on your social platform?
36%
5%
9%
11%
8%
3%
9%
18%
0 - 499
500 - 999
1,000 - 1,999
2,000 - 4,999
5,000 - 9,999
10,000 - 19,999
20,000 +
I don't know / Not applicable
0 8 16 24 32 40
Count

What number of people in your organisation have accounts on your social platform?
0 - 499 38 35.8%
500 - 999 5 4.7%
1,000 - 1,999 10 9.4%
2,000 - 4,999 12 11.3%
5,000 - 9,999 9 8.5%
10,000 - 19,999 3 2.8%
20,000 + 10 9.4%
106 100%

What percentage of people with accounts are active (regular monthly users)?
17%
14%
17%
9%
4%
13%
25%
0 - 14%
15 - 29%
30 - 44%
45 - 59%
60 - 84%
85 - 100%
I don't know / Not
applicable
0 6 12 18 24 30
Count

What percentage of people with accounts are active (regular monthly users)?
0 - 14% 18 17.0%
15 - 29% 15 14.2%
30 - 44% 18 17.0%
45 - 59% 10 9.4%
60 - 84% 4 3.8%
85 - 100% 14 13.2%
106 100%

Which of the following best describes how your Social Intranet/ESN has been developed?
4%
24%
0%
15%
37%
21%
Mobile first
Desktop first
Mobile only
Desktop only
Mobile and Desktop
I don’t know / Not
applicable
0 8 16 24 32 40
Count

Which of the following best describes how your Social Intranet/ESN has been developed?
Mobile first 4 3.9%
Desktop first 24 23.5%
Mobile only 0 0.0%
Desktop only 15 14.7%
Mobile and Desktop 38 37.3%
I don’t know / Not applicable 21 20.6%
102 100%

Have you been able to demonstrate to management ways in which the platform has made the
business more collaborative?
50%
16%
34%
Yes
No
I don't know / Not
applicable
0 12 24 36 48 60
Count

Have you been able to demonstrate to management ways in which the platform has made the
business more collaborative?
Yes 51 50.0%
No 16 15.7%
102 100%

What is the main Social Intranet or ESN used in your organisation? (Please select one only)
2%
1%
0%
4%
0%
1%
1%
15%
10%
15%
0%
1%
5%
6%
14%
25%
Beezy
Chatter
Fresh Intranet
IBM Communications
Igloo
Jive
Newsweaver
Office 356 (Sharepoint + Yammer)
Sharepoint (standalone)
Slack
Staffbase
Unily
Whatsapp
Workplace by Facebook
Yammer (standalone)
Not Applicable / Other
0 6 12 18 24 30
Count

What is the main Social Intranet or ESN used in your organisation? (Please select one only)
Beezy 2 2.0%
Chatter 1 1.0%
Fresh Intranet 0 0.0%
IBM Communications 4 4.0%
Igloo 0 0.0%
Jive 1 1.0%
Newsweaver 1 1.0%
Office 356 (Sharepoint + Yammer) 15 15.0%
Sharepoint (standalone) 10 10.0%
Slack 15 15.0%
Staffbase 0 0.0%
Unily 1 1.0%
Whatsapp 5 5.0%

Group Rating Matrix 1
How much of a challenge is this in your organisation?
Definitely Right Probably Right Probably Wrong Definitely Wrong Don't Know / N/A
Definitely
Right
74 63 58 57 56
Probably
Right
65 60 54 58 37
Probably
Wrong
50 52 56 56 28
Definitely
Wrong
54 65 60 54 35
Don't Know /
N/A
71 60 49 69 2

Group Rating Matrix 2
How insightful is this comment?
Definitely Right Probably Right Probably Wrong Definitely Wrong Don't Know / N/A
Definitely
Right
72 63 53 62 55
Probably
Right
54 53 52 46 17
Probably
Wrong
50 54 57 48 40
Definitely
Wrong
46 60 53 59 19
Don't Know /
N/A
48 55 44 59 1

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