Summary: I guess it’s fair to say “we did it again”. The European Digital Workplace and Intranet community had their annual “class reunion” in Berlin’s Kosmos Cinema to exchange honest experience, practice insight and progress at the 2016 IntraNET Reloaded. Reflecting on the conversations I had and the presentation I was able to attend there wasn’t a “next big thing” or obvious trend into a certain direction this year. However, things are getting more serious. The digital maturity in organisation has increased a lot and practitioners have left the age of try-out & guess work. It’s now about putting the past year’s experience to work and make the next evolution of the inside facing digital channels really count. Change is present everywhere. Change Management is not just a “need” anymore but has become a key element for the successful initiatives with a meaningful footprint. The conversation at my world cafe session on “Creating user and corporate value with the Digital Workplace” was very insightful. It sparked a lot of exchange and inspiration amongst the participants on how to motivate the various stakeholder levels to join the alliance on the way forward.
For detailed “Twitter Minutes” of the sessions (yes, the tweets are more or less up to that standard) check out #intrelEU as the conference’s hashtag. The following is my little summary of the event. I’ve split the post in two sections
- My key take away from the two days of sharing and exchange
- The summary of my World Café Session on the DWP Value Proposition(s)
My presentation on Effectiveness can be found on SlideShare:
My Key Take Away from Two Days of Sharing and Exchange
After this year’s conference the separation of (internal) communication and collaboration seems more artificial than ever. To enrich top down, bottom up or cross border information flow with communication, interaction and social engagement has become almost a standard. When it comes to governance it’s amazing to see how “control” has changed to “sustainability” for internal assets. What has been the need to control every bit of information provided to the organisation is now the ambition to make sure that the right people get the right information at the right time (aka relevance) and that we keep building a strong foundation for enterprise search.
If I remember right there was almost no mention of “social” being the driver of relevance this year. The aspects of meta data management and taxonomy seemed more present than ever. “Rubbish in, rubbish out” has moved from a statement to an accepted reality to drive search quality and experience. Also the need to provide dashboards with tiny little boxes that users can drag around seems to have vanished. No more portals. No more internal MyYahoo!’s anymore.
…is definitely a requirement for many and even creates business cases for award winning new applications like Orchard. There is an increased awareness for the case and value add behind mobile communication and collaboration and which service to which extend has to be fully optimised for mobile usage. Looking at this from my experience I couldn’t agree more. “Everything mobile” (aka mobile first) in the enterprise context simply is an investment that probably won’t pay off quickly.
It will be interesting to see how the mobile DWP will develop balancing “responsive design” of web based elements with dedicated Apps for specific services and interaction. In particular when components/modules in the PC based DWP are already delivered through an App based model.
…has left it’s “something for when we don’t have to worry about legal and compliance any more” stage for good. The adaption or even migration to the cloud is present in many cases. What comes with this change of “infrastructure” is a recognisable move away from customisation. Whoever is dealing with e.g. Office 365/SharePoint has learned from the past. On premise services still show the ambition to “hide” as much of the native software as possible. The cloud solutions however don’t try to hide but rather take advantage of the new richness in functionality, mobility and OOB apps.
Change & Change Management…
…is a key topic for the ones that are in for real impact. Some outstanding cases on change management:
Merck moved the ambassador and change manager role to a “job enrichment” level and claimed the folks taking care of guiding others to be “rock stars”.
They used the reference of living in a “smart city” when it comes to using a Digital Workplace (which kind of reminded my of my 2015 analogy to “City Planning” (at the end of the post)).
Holcim Lafarge pointed out how a merger could drive the need behind a new Digital Workplace.
KBC’s Geert Vandezande from Belgium gave an impressive presentation on how to establish awareness for change, implement the right alliances and use the power of the crowd to implement it.
Work Out Loud
But: is there a too loud? I personally don’t believe there is… There is only a lack of relevance steering and information management, if people cannot tune in and out of their favourite or most critical channels and/or subjects with ease.
My Summary of the World Café on “Value Propositions”
My little intro to the session stands for the three general layers that value propositions have to be created for. On each layer value can be created for the individual(s) as well as for the area of responsibility of that individual. E.g. you can make the CFO’s life easier in two ways. Firstly, by supporting the CFO’s individual daily work and responsibilities with services that make it easer for his/her to reach personal objectives, secondly, by making sure that existing knowledge is re-used and put into force as often as possible in order to avoid redundant efforts (aka effectiveness).
Two aspects were particularly important:
- Middle Managers need support for their own work day as well. The DWP’s value proposition cannot just lie in the enablement of the organisation they are responsible for. A lot of them have a tough job with more work than the day has hours. Let’s help them out…
- The difference between a value proposition (e.g. feedback & best practice culture) and a resonating value proposition (e.g. the ability for retail front line staff to report on the effectiveness of new in-store marketing campaigns) lies in how well they land with the audience. The better we listen to our target groups and stakeholders the more likely we will deliver something meaningful and relevant to their actual work.
The following image is the (enriched) transcript of our session board. The top row contains four inspirational statements, the bottom part contains the collected essence from our conversation. I’ve tried to create four clusters in order to provide a little structure to the content. A PDF version of the mind map can be downloaded here.
My favourite statements were the following:
- Be honest. Never promise “perfect”, “100%” or “everything”. We have to learn to openly talk about continuous improvement, iterative development and the “learning organisation” (incl. the DWP)
- The Digital Workplace can act like a suspension between people and business process whenever work reality deviates from the set standard
- Make sure that you decide on the right messenger for the right value proposition to specific people or groups…not everyone can talk to everyone. And this is not meant in terms of hierarchy.
- People need to feel change, it has to be tangible. And they need to feel that they’ve been really listened to in the first place. Maybe try some “active listening” techniques in the requirements engineering phase…
And at the end of the day: think about your customers. The more effective, productive and content people are at work the more time they will have to deal with the really important thing: customer satisfaction.