digital workplace strategies and approaches

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Christian Lundsson

Expert Partner Gartner Consulting

26 Nov 2019

Digital WorkplaceStrategies and approaches

1 © 2019 Gartner, Inc. and/or its affiliates. All rights reserved. Gartner is a registered trademark of Gartner, Inc. and its affiliates.

Disclaimer

Please don’t mistake this for a

discussion about societal psychological issues.

It’s not about what is the best organization or nation.

It’s not a discussion of the best culture, nation or tribal affinity.

Instead, we analyze current events in the technology industry and

arrive at an objective forecast (with evidence).

For better or worse, this is our best effort at predicting but also preventing

what will happen in coming decades.


Promising a Digital Workplace Is Easy ...

Compelling

Employee

Experience

Anytime,

Anywhere

Working

Together

In Virtual and

Physical

Spaces

Operational

Performance

Self-Service

and Intelligent

Guidance

Connected

Workforce

Digital Dexterity

and Collective

Value Creation World-Class

IT Service

Flexible

and Proactive


What Does Digital Transformation Mean to You …

Mobile First

Impostors

AnytimeContinuous

Anywhere

Evolving

On Demand

Instant

Always ConnectedFake News

Always About Me Scams


Everything, including digital workplace follows the hype cycle

Maturity increases, risk declines

Immaturity is an opportunity

for competitive differentiation

First generation products,

high price, lots

of customization

Many technologies and

vendors die in the trough

Less than 5% potential

audience have fully adopted

Technology drops off

the Hype Cycle and

becomes mainstream

Mature products,

out-of-the-box solutions


Digital Workplace strategies prepare organizations for the Future of Work across its associates, technologies, programs and workspaces

Digital Workplace Services

Digital Workplace

Programs

Digital Workplace

Applications

Digital

Workspace


Realization of the digital workplace will need…

• … new ways of working

• … in new types of applications

• … using new types of technologies

• … executed by new types of employees

• … working in new types of organizations

So, what is not being affected by digitalization?


94% of Global Workers Use

Digital Technology in Their

Personal Life and for Work Purposes

Data Source: Gartner’s Digital Workplace Survey 2019.


80%growth

150%growth

70%growth

33%growth

New

Disruptive Technologies Approaching a Tipping Point

2015 2018

Percentage of respondents that have deployed a technology or are in short-term planning for deployment

IoT AI 3D Printing SmartRobotics

ConversationalInterfaces

What are your organization’s plans in terms of the following digital technologies and trends? Percentage of respondents that have deployed or are in short-term planning (2018), n = 3,138.

2015 data adapted from 2015 CIO survey.


And still. 2019 AD. The application landscape looks worse than ever

20%Legacy and

High Risk

75%On-Premise &

Disintegrated

27%Functionally

Duplicative

50%Misaligned to

Strategy

What clients

Tell UsWhat we

See

How can this make us productive?


And even worse, many senior stakeholders underestimate what digitalization is all about

Digitalization

Digital Business

Optimization

Better

Customer

Experience

Improved

Productivity and

Existing Revenue

Digital Business

Transformation

New

Business

Models

Net-New

Revenue Product

and Services

Digital Business Optimization is mandatory for you to survive.

Digital Business Transformation is mandatory for you to win.

Enables


Cure Organizational Digital Dysfunction With Traditional Medicine “Systems Thinking”

Identify Digital Dysfunction

I

Mitigate Future Digital Dysfunction

M

Use Holistic Systems Model to Cure

U


“An abnormality or impairment in the

function of a specific bodily organ, behavior

pattern or system from using electronic

devices and services such as smartphones,

computers, social networks and other

digital artifacts.”

Gartner Definition 2019 — “Digital Dysfunction”

I


Digital

Dysfunction

Identify


Two-Thirds of Employees Are Overwhelmed

“An unending onslaught of messages (emails, instant messaging,

social feeds, news, web browsing, games) and technologies (apps,

network connectivity) at work and outside of work.”

I

Source: “2018 CEO Survey: CIOs Should Guide Business Leaders Toward Deep-Discipline Digital Business” (G00354611).

https://www.gartner.com/document/3870869?ref=TypeAheadSearch&qid=73f19b46389ffdbd1876d$q=2018%20CEO%20Survey%3A%20CIOs%20Should%20Guide%20Business%20Leaders%20Toward%20Deep-Discipline%20Digital%20Business


I

Culture

of Now

F.O.M.O.

“Text Neck”

Blue Light

Exposure Tell Me

I'm Special

It’s Causing

Dysfunction!


“It is multi-faceted and

diffuse, and doesn’t just

involve technology ...

It requires mixing people,

machines and business

processes, with all of the

messiness that entails.”— Thomas H. Davenport and George Westerman, HBR

Organizational Digital Transformation Failures I

Source: https://hbr.org/2018/03/why-so-many-high-profile-digital-transformations-fail


Manage Digital Dysfunction Before It Cripples — Starting With Yourself

Overuse of digital technologies has been reported to directly result in:

10% to 20%

surface area

shrinkage of the brain

20% lower student

test scores

70% increase in

depression symptoms

I


Holistic

Systems Model

to Cure

Use


Case Study: Automation of Processing Transactions

U

AI-Based System Turned

Digital Dysfunction

Synopsis:Large global company developed an AI-based system to automate processing transaction requests from customers.

Business Impact:AI system generated tens of thousands of daily emails to an array of internal groups and divisions.

What to Watch for:• Example of unintended consequence and chaos across

the organization.

• Decision of enthusiastic leadership.

• Avoided with holistic, system-/ecosystem-wide planning, rather than siloed execution.

Source: Gartner Case Study Discussion with a Large Global Company.

AI


Remedy Organizational Digital Dysfunction U

AILayer

Layer

Layer

Layer

Players


Go see, go do. U


Future Digital

Dysfunction

Mitigate


M


Culture Equilibrium and

Balancing of Qi Has Seen the

French Work 35 Hours per Week,

Becoming More Productive Than

the Americans or British.

Equilibrium in Action M

Source: https://en.wikipedia.org/wiki/35-hour_workweek


The Germans Have Established

28.8-Hour Working Weeks and

Have Seen Their Productivity

Driven Up by 20%.

Equilibrium in Action M

Source: https://www.humanresourcesonline.net/german-employees-to-work-28-hours-a-week/


Encourages younger employees to turn off notifications … — Justin Rosenstein (Creator of Facebook’s “Like”)

Risk committee will study the potential harm to Facebook as its product leads to depression … — Joe Hewitt

Prohibited his kids from technology … — Steve Jobs

Experienced distracting effects of the device almost immediately after its 2007 release … — Tony Fadell

Acknowledged new digital technology can make businesses less productive … — Microsoft

MTech Giant Founders/Sr. Execs Abstain From Own Creations


M

“Slow” Is the New Fast


Four Steps to Digital Workplace

Success


• Transform or Optimize?

• Alliances

• Program Management

• Business Capabilities

Tailor to Ambition

• Governance

• Personas

• Future State and Gap Analysis

• Roadmap

Design for Engagement

• Technology

• Architecture

• Change Management

Build for Impact

• Data-Driven, Product-Oriented, Continuous Delivery and Optimization

Run for Change

1

2

4

3

Four Steps to Digital Workplace Success


Digital Workplace Ambition: Transform or Optimize?

Transform

New products or services

New business models

Optimize/Scale Across-the-board productivity

and engagement improvements

EnableTechnology-led service evolution

Business is passive or unsupportive


▪ Digital Dexterity

▪ Better Business Results

Determine Digital Workplace Strategic Services based on your organization’s ambition

Best Tools for Each Job

Self-service and intelligent guidance

Anytime, Anywhere

In our offices, on the road and remotely

Networked Workforce

Collective value creation

World-Class IT Service

Flexible and proactive

Working Together

One-to-one or in agile teams



• Alliances



Tailor to Ambition

• Governance

• Personas


• Roadmap


• Technology

• Architecture


Build for Impact


Run for Change

1

2

4

3



Governance: Lock, Tolerate or Encourage?

ApplicationsResource

allocation

Team SitesAutomation

l

Devices

Location

Models

Content

Personal devices

Unauthorised

applications

Content and repository

access/creation/organization

Setting up ad hoc project

team and community sites

Building data

or workflow models

Automation scripts,

no-code development,

full citizen development

Working

remotely

Internal

marketplaces


Five Key Digital Worker Personas

• Technology elite,

confident in

digital skills

• Use “latest

and greatest”

• In tune with the

organization's

digital strategy

• Prefer

work-provided

technologies

• Look for flexibility

in working with

technology

• Keen users

of technology

• Most likely to

use apps their

organizations

did not OK

• Work with

new apps

• Stretch

digital skills

• Use both

company-

provided and

personal apps

• Least usage and

confidence with

technology

• Less likely to use

technology not

provided by their

organization

• Access to less

up-to-date

work technology

• Less productive

• Technology

proficient

• Mostly use

“traditional”

technology

• Digital skills are

highly valued

• Less productive

outside the office

Engineers Mavericks Pilots Caretakers Navigators

n = 2,000, 2016 Gartner Digital Workplace Survey

Source: "Understand Five Key Kinds of Workers to Energize Your Digital Workplace" (G00308417)

https://www.gartner.com/document/3490517


What Is Employee Journey Mapping?

• Similar concept to customer

journey mapping

• Step-by-step documentation of how

employees actually engage

• Multiple scales — from high-end

employee life cycle to “day in the life

of an employee” and task execution

• Tied to roles and personas

(e.g., achievers, explorers, killers

and socialites*)

• Reality rather than aspirational

* See employee persona methodology created by Richard Bartle


Business Outcomes Should Determine the Route

Personas and Journey Maps

Business Capabilities

Risk Risk

Business outcome

Business outcome

Business outcome

Businesscapability

Businesscapability

Businesscapability

Businesscapability

Business capability

Enterprise Future State

Enterprise Current

State

2018 2019 2020

Capability roadmap

Prioritize

Business Capabilities

Do

Gap Analysis

Identify

Future State

Develop

Capability

Roadmap

Build Capability

Roadmap



• Alliances



Tailor to Ambition

• Governance

• Personas


• Roadmap


• Technology

• Architecture


Build for Impact


Run for Change

1

2

4

3



Balance Architectural Coherence WithSituational Relevance

Foundational(e.g., Microsoft Office 365)

Domain(e.g., Salesforce)

Situational(e.g., Slack)

Situational(e.g., Trello)

Domain(e.g.,

Planview)

Situational(e.g.,

Dropbox)

Architectural

Coherence

Situational

Relevance

✓ Support multiple use cases

✓ You already paid for it

✓ Common services and user experience

✓ Behavior analytics across applications

✓ One system to manage

✓ Third-party add-ons

✓ Optimized for specific use cases

✓ Can be deployed and used quickly

✓ Less upfront commitment


Change Fitness Requires OCM andChange Leadership

Long-termDevelop an enterprisewide

commitment to change

leadership using the

ESCAPE model to inspire

and engage.

Organizational Change

Management(OCM)

Change Leadership

ESCAPE Model

Culture-Driven

Dynamicand Adaptable

Continuous

OCM Best Practices

Project-Driven

Discreteand Defined

Time-Boxed

Short-term Create a comprehensive

strategy with clear vision,

consistent communications

and realistic execution plan.


Envision

Share

Compose

INSPIRE Permit

Enable

Attract

ENGAGE

Help Your Leadership to Truly Lead the Organization Through Change

Take the

deliberate

actions that

invite

participation,

allow change

and introduce

new

organizational

habits.

Use the

“force” of

inspiration

to turn

reluctance

and

resistance

into a desire

for change


Fixing the Digital Dexterity Deficit StartsWith Leadership

Key Leadership Activities That Drive Digital Dexterity

Set the Tone

Model the Behaviors

Embed in Operations

1 2 3

Craft a digitalization narrative that highlights digital dexterity's importance

Set the example of digitally dexterous behaviors

Ensure that workflows, incentives, budgets, and policies foster, not hamper, digital dexterity

Source: Gartner’s Digital Dexterity research study (2018)


Craft a digitalization narrative that highlights digital dexterity's importance

Set the example of digitally dexterous behaviors

Ensure that workflows, incentives, budgets, and policies foster, not hamper, digital dexterity

Percentage of organizations where leaders consistently do each activity

17% 17% 5%

0%

50%

100%

Fixing the Digital Dexterity Deficit StartsWith Leadership

Key Leadership Activities That Drive Digital Dexterity

Set the Tone

Model the Behaviors

Embed in Operations

1 2 3

Source: Gartner’s Digital Dexterity research study (2018)

Impact on employees likelihood to have high digital dexterity

2.4x 2.6x 2.7x

Leaders must add digital dexterity to their leadership repertoire



• Alliances



Tailor to Ambition

• Governance

• Personas


• Roadmap


• Technology

• Architecture


Build for Impact


Run for Change

1

2

4

3



Product Backlog

Empathize

DefineTry Experiments

Learn

Pivot/Persevere?

Ab

str

act

Co

ncre

te

Customer SolutionCustomer Problem

Design Thinking Lean Startup Agile

Sprint Planning

Sprint Execution

Shippable Increment

Sprint Review

Ideate

Manage Digital Workplace Business Capabilities as Products With Continuous Delivery

1 32Generate Scale Up/OptimizeDevelop 4 Run

Agile

DEVOPS


STOP THIS DO THAT

‘Pockets’ of Digital innovation Take a portfolio approach

Believe Digital cannot

be measured

Communicate value with a

KPI framework

Think “Digital” as a

technology play

Align business, operating &

technology models

Do everything on your ownBuild the Digital business

platform & ecosystem

Expect new ways of work without

value propositionsEnable the Digital Workplace

1

2

3

4

5

To summarize


The Secret to Digital Is AnalogAnalog

digital workplace strategies and approaches

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