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teamraum Release Day 2014

Vom Intranet

zum Digital

Workplace

Bern

26.05.2014

Stephan Schillerwein

stephan@schillerwein.net

www.schillerwein.net

www.intranet-matters.de

@IntranetMatters

Offices:

- CH - Klingnau (AG)

- CH - S. Antonio (TI)

… und die entscheidende Rolle, die Collaboration dabei spielt

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About Stephan Schillerwein

Extensive experience (15+ years) in Digital Media and Information Management, specializing in Intranets, Social Collaboration and the Digital Workplace

Worked for organizations of all sectors & sizes

Formerly Online and Intranet Manager at several large enterprises and Director at the Intranet Benchmarking Forum

Business computer scientist – speaks language of “both sides”

Author, conference speaker, seminar trainer, blogger, …

Partner of the Worldwide Intranet Challenge Intranet & Digital Workplace Advisor

100+ Projects

50+ Companies

1 large, international Partner Network

0 contracts with Software Vendors

Project Focus:

Knowledge Work Design

Vision & Strategy

Coaching & Enabling

System evaluation

Lean Intranet Projects

360 Intranet Assessment

Findability & Semantic

Change & Adoption

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WIESO WOLLEN WIR ÜBERHAUPT VOM INTRANET WEG?

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Nur «Informieren» reicht als Daseinsberechtigung nicht aus!

Heute Morgen

Grafiken: Thomas Maeder, Swisscom, i2 Summit 2013

Vom System- und Informations-zentrierten Ansatz hin zum Fokus auf Personen und deren Aufgaben

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Just one small example of what’s wrong today

Source: Vin Jones, Business Practices That Refuse To Die #44: Email Trees,http://www.youtube.com/watch?v=QIqA_YKeboc

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Total productivity loss in Knowledge Work

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How «good» are we at Knowledge Work?

25%

Time-loss due to informationoverflow and interruptions

29%

Reduction in organisational performance

63%

Managers taking businesscritical decisions w/o theright information

14k$

Cost per employee and yearjust for internal search

80%

of all knowledge is «boundto persons»

25%

Percentage that «outperformers» value information managementmore

85%

Employees who could be moreproductive if work was betterorganised

62%

Companies that don’t trust their owninformations (and have no proper information management)

18x

more growth in employeeengagement if social media is usedinternally

40%

of productivity is directly explainedby the amount of communicationamounf employees

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Sources for previous slide

1. Basex: “Information Overload: Now $900 Billion – What is Your Organization’s Exposure?”, 2008, http://www.basexblog.com/2008/12/19/information-overload-now-900-billion-what-is-your-organizations-exposure/

2. Capgemini, 2008 (as cited in: Stephen E. Arnold, Martin White: SuccessfulEnterprise Search Management)

3. Capgemini: “The Information Opportunity Report“, 2008, http://www.uk.capgemini.com/news/pr/pr1605/

4. IDC: “Hidden Costs of Information Work: A Progress Report”, 05/2009, http://www.idc.com/getdoc.jsp?containerId=217936

5. Giga Information Group, Inc.: “Collaboration and Communities: an Update”, 2002

1. IBM Global Business Services: “Business analytics and optimization for the intelligent enterprise”, 2009,http://www-935.ibm.com/services/us/gbs/bus/html/gbs-business-analytics-optimization.html

2. Workplace Productivity Report, http://www.stuff.co.nz/the-press/news/8928152/Digital-stress-overwhelming-workers-study

3. AIIM Industry Watch: „State of the ECM Industry 2011”

4. Chris McGrath & Ephraim Freed, ThoughtFarmer: «SOCIAL INTRANETS & EMPLOYEE ENGAGEMENT», 2012 (based on Research by Aberdeen Group)

5. Global Knowledge Training LLC (B. Bulleit): “Effectively managing team conflict”, 2006

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DIE URSACHE(N) HINTER DIESEN PROBLEMEN

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The Key Misconception about Work

Different

SameSame

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Intrinsic Motivation, Meaningfulness

Knowledge Work – the misunderstood key success

factor in a high-tech, global world

Manual Labour Case Work Knowledge Work3 Work

types

60%

Planing, Steering, Processes,

Repetition, Standardisation

Self-organisation, Autonomy,

Empowerment, Connectedness

Creativity, Finding Solutions,

Soft Skills

Process / «Robot Work» People

Control, Micro-Management,

Time & Volume = Performance

Today: Efficiency / Revenue Future: Innovation

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The Edge is now the Core

Industrial Paradigm New Paradigm

Core

Edge Based on a concept by Tom Graves,http://weblog.tetradian.com/

Low degree of

knowledge work

High degree of

knowledge work

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EIN NEUER ANSATZ

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«Wenn ich eine Stunde Zeit hätte, die Welt zu retten, würde ich 55 Minuten damit verbringen, das Problem zu definieren und 5 Minuten, es zu lösen.»- Albert Einstein

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This new Paradigm requires a new Project Approach

Operations: Go Live, Use & Sustain

Phase 3: Build & Implement

Stream a: Technology Stream b: Content & Structure Stream c: Adoption, Change & Organisation

Phase 2: Prepare & Design

Roadmap Solution Concept Organisational Concept System Evaluation

Phase 1: Explore & Envision

Analysis Vision & Strategy Business Requirements

Phase 0: Project Initialisation

Project Scope Project Setup

Pre-Project: Business Case & Strategic Direction PlanxP

hase

A: P

roject &

Expectatio

nM

anagem

ent

xPh

aseB

: Ch

ange En

ablem

ent

xPh

aseC

: Co

mm

un

ication

Stephan Schillerwein, version 2.0 –Licensed under a Creative Commons Attribution-ShareAlike 3.0 Unported License

Define the

Problem first!

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Die 4 Schritte zur Bestimmung der strategischen Projektausrichtung

1Bewertung der heutigen Fähigkeiten und Produktivitätsverluste in der Wissensarbeit

2Identifikation der Probleme und Potentiale(“Value Drivers”)

3Ableitung von strategischen Anforderungen aus bestehenden Strategien, Leitbildern, Werten, …

4Skizzierung der kritischen Erfolgsfaktoren und Hindernisse (Erfolgs-/Misserfolgsszenarien)

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Examples of Value Driver Workshop resultsRoot-cause analysis

0

20

40

60

80

100

120

ÜbergreifendeZusammenarbeit

Organisation & Kultur Technologie &Funktionalitäten

Informationssilos Struktur Sonstiges

Anzahl Probleme nach UrsachenNumber of Problems grouped by Root-Causes

Collaboration Culture Technology Silos Structure Misc

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Praxisbeispiel: ErgebnisseÜbersicht der «Value Drivers»

79%

78%

75%

74%

74%

69%

67%

60%

58%

56%

54%

53%

52%

52%

52%

50%

49%

47%

47%

46%

39%

38%

0% 10% 20% 30% 40% 50% 60% 70% 80% 90%

02 - AUFFINDBARKEIT VON INFORMATIONEN

07 - WISSENSTAUSCH

12 - PROJEKTARBEIT

01 - VERFÜGBARKEIT INFORMATIONEN

05 - PERSÖNLICHE INFORMATIONSFLÜSSE

14 - PROZESSE

18 - STEUERBARKEIT INTRANET

13 - TRANSPARENZ ÜBER GESCHÄFT

09 - AUFFINDBARKEIT PERSONEN UND EXPERTISE

06 - ZUSAMMENARBEIT

22 - MITARBEITERPRODUKTIVITÄT

08 - KOMMUNIKATIONSMÖGLICHKEITEN

17 - VERBINDUNG INTRANET MIT ANDEREN SYSTEMEN

04 - VERFÜGBARKEIT VON BILDUNGSANGEBOTEN

15 - ENTSCHEIDUNGSFÄHIGKEIT UND -QUALITÄT

10 - INNOVATIONSKRAFT

19 - UNTERNEHMENSKULTUR

11 - MITARBEITERZUFRIEDENHEIT

03 - PAPIER-BASIERTE VORGÄNGE

20 - ARBEITGEBERATTRAKTIVITÄT

16 - INFORMATIONSSICHERHEIT

21 - MARKENBOTSCHAFTERTUM Content Management

Social Collaboration

Projekte

Personal Dashboard

Prozesse

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WOHIN DER WEG FÜHRT

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Intranet and Digital Workplace EvolutionLe

vel o

f W

ork

Op

tim

isat

ion

& B

usi

nes

s V

alu

e

Tim

e &

Mat

uri

ty

Stage 1:Basic Intranet

Stage 2:Extended Intranet

Stage 3:Digital Workplace

Stages 4+:Evolving Work Design

Information

Work (generic processes)

Enterprise

Stephan Schillerwein, version 1.0 –Licensed under a Creative Commons Attribution-ShareAlike 3.0 Unported License

Work (specific processes)

News, Information, Phone

Directory, Static Navigation,

Intranet Search

Personalisation, Dynamic

System-wide IA,

Context & Semantic, Enterprise

Search

Workspaces, Communities,

Profiles, Admin Processes, Basic

Applications & Integration

Advanced Social Collaboration,

Decission Support, Project

Management, …

…

…

…

…

Business Processes,

Applications, Integration

e.g.: Innovation, Customer

Relationship, Product Leadership,

Employee Relationship,

Operational Excellence, Portfolio

Management, …

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WARUM COLLABORATIONEINE HAUPTSÄULE AUF DIESEM WEG IST

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What is the core function of everyOrganisation?

“Firms come into being in order to enable human

beings to achieve collaboratively what

they could not achieve alone.

If one accepts this as the true purpose of any

organization, then the main focus of executives’

attention should be on how to foster

collaboration within their companies.”

(Hansen and Nohria, 2004)

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But we have to understand whereCollaboration is needed most

Artwork by Virpi: http://www.businessgoessocial.net/2014/04/02/microsoft_office_goes_social_infographic/

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Thank you !

Digital * Work * Design