Digital Workplace

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Digital Workplace Platform

An effective digital workplace platform has many essential components. We have identified nine components that appear in multiple respected research firms and business white papers. The nine components of an effective digital platform are a clear vision and strategy, effective management, clear measurement, positive employee experiences and engagement, collaboration, productivity, security, mobility, and technology.

  • 9 Components Of a Digital Work Platform

What makes an effective platform?

With 3.85 trillion dollars expected to be spent on IT this year by businesses, it makes sense to ask yourself if your workplace has an effective digital platform. Is your company ready to embrace the day and work to its highest potential? An effective platform is one that works for all involved, but what is the best way to accomplish that? The digital workplace affects every system and role within the workplace. Effective digital workplaces give employees the ability to work from any device, access the information they need in a timely manner, and make collaboration easier with quality conferencing and chat functions. The best digital workplaces set goals that increase the effectiveness of their employees. Their goals are a part of a wider business strategy that seeks to increase engagement and employee effectiveness. To do this, businesses must regularly take a look at how their employees work and make adjustments to processes that are outdated or simply aren't working. When businesses provide their employees with the right tools, over 63% of employees say it makes them feel more productive. We have taken a deep dive into nine components that are necessary for a successful digital platform.

#1- Vision/strategy

Businesses often have a vision statement or a strategy that directs their business. When implementing digital workplace platforms, this becomes even more important. We have access to a technology solution for every problem, but it can backfire without a clear direction that matches the technology to the needs of the business, employees, and all stakeholders. A vision statement lets you describe technology your business needs and how it will benefit all involved. It is a strategy. How will you pull the technology together with your employees and business goals to make your business more productive? An effective strategy and clear vision can be a motivator for your workforce and empower them to be a part of the process. Your vision should be a clear road map that consists not only of technology but the best way to implement it along with measurable goals. Each part of your strategy should have a positive impact on at least one aspect of your business, or else it is not valuable to you or your employees. A good principle to guide your decisions is to identify the business goals you need to achieve and align your technology to meet these needs. A good technology workplace platform strategy will address technology as an optimal way to communicate, be productive, collaborate, conduct business, collect ideas, be connected, and be mobile when needed. Finally, don't forget to take risk, compliance, and legal into consideration.

#2- Management

Without effective management, any digital workplace platform will not see optimum success. In today's world, our digital workplace is the equivalent to our physical workspace and deserves thoughtful planning and a structured process for implementation. Key stakeholders should be identified and made a part of the process, so that everyone is not just doing what they feel like doing, instead of using technology to make your business better. The management of any digital workplace platform should have clear processes with regard to implementation. It should be clear to everyone involved what technology is being implemented, how it is being implemented, and how it will be measured. It should also ensure good user experiences, proper adoption policies, and adequate resources to run a business smoothly.

#3- measurement

We could have an endless technology budget, but without some form of measurement, we can never know if it is truly working for our business. Regularly obtaining analytics and understanding what is going on with your workplace platform is essential. Automatically capturing employee input data, by using automated tracking tools, can greatly simplify this process. Any technology that is implemented should have a measurable outcome along with an oversight process. Will it make the workforce more effective, make employees more efficient, or help employee retention? If so, there should be a way to decide if it is successful or not. Technology goals and measurements should align with your overall business goals. By doing this, and obtaining relevant metrics, you can keep moving forward in a positive direction. As part of the oversight process, it is advisable to take inventory of your technology and remove any duplication or redundant technology.

#4- Employee Experiences

Employees are the backbone of your business. Understanding the digital workplace from an employee's perspective can reap great rewards. Is there something they must deal with on a daily basis that could be improved? Do they have the right tools to do their work? Are they provided with a supportive work environment that values collaboration and learning? Taking questions like these and digging deep for the answers can supply valuable information that can help guide strategies and goals. Best practices also indicate that providing your employees with the proper training and certifications, will allow them to use the digital workplace to their advantage, and ultimately yours. Creating a learning culture can have significant benefits for your business, with 54% of executives polled saying they saw "major improvements" in their business after they implemented such policies.

Creating an employee experience that is exceptional can be one of the most beneficial things a business can do in respects to technology. When a workforce is engaged, creative and motivated, they can outperform the competition by providing superior service and execution. An easy way to do this is to invite your employees to share ideas. What do they see as an important technology need? By talking to their employees, LivePerson was able to simplify their human resource department by designing a tool that handled calls and emails from workers concerning typical recurring HR questions. An easy way to do this is to regularly send out polls or surveys to your employees. Some businesses have an employee forum where they can share ideas.

#5- engagement & Collaboration

An engaged workforce is a more productive workforce. This should be a top-down approach. It should start with the corporation and be part of the culture. Employees should be aligned with the goals of the company and be aware of them. Regular communication is an excellent way to promote engagement. With communication, management can share technology goals, and employees can have input as well. Management should regularly take a look at employee engagement and make changes as necessary to encourage optimal engagement.

Collaboration is beneficial for all involved. In the modern business world, we are dealing with more information than we ever have before. Technology should help our employees to collaborate and share information effectively with the people they need to share with. Technology should empower the employee, not hinder them when it comes to collaboration.

#6- Productivity

For an organization to thrive, they must work well together. Increased productivity is a key factor. For productivity to be at its highest, the digital workplace must remove duplication, resolve errors quickly, and have a streamlined process. DHL is a good example. They have a real-time process that enables them to know exactly where a package is, the best way to route it in real time. This technology enables them to work effectively, thus increasing productivity. Again, technology can also be a hindrance to productivity if the technology is not matched to the needs of the employees and monitored regularly. Technology that simplifies tasks lets employees focus on bigger things and be more productive.

#7- mobility

An effective digital workplace platform will free up an employee to work anywhere. Businesses should analyze what technology, devices, and skills are needed to maximize the positive impacts of working on a mobile platform. These tools should allow an employee to access the content and information they need wherever they might be. Mobility should also give employees the ability to share information across a platform for teams, colleagues, and partners by way of social channels. This instant communication is essential in today's modern business world.

#8- Security

Even though it is number 8 on the list, we should not forget security. With the increased implementation of technology, security is paramount. Increased network traffic and larger amounts of data bring on a need for strong security in the technology infrastructure. Multi-factor authentication, firewalls for on-premises and clouds, "distributed denial-of-service (DDoS) mitigation and end-to-end encryption should all be addressed.

#9- Technology

We have purposely left technology for last considering it is such a vast topic. We also did this to illustrate that a digital workplace platform is not technology alone, but many components working together. Technology should be holistic. It benefits you to think of it as a whole, rather than just implementing various technologies. Technology should free your employees to do strategic, valuable work rather than repetitive tasks. Your technology platform should be adaptable and have the ability to integrate and grow with existing technology.
A single platform that meets every need of a business is unlikely to be found. When they are, they are sometimes cumbersome and hold the business hostage to one provider. With over 150,000 SaaS applications available, it might be beneficial to be selective and find exactly what technology serves your organization the best, even if it is multiple platforms. These software-defined wide area networks (SD-WAN) tend to be more flexible and scalable. They also offer visibility, better control, and improved analytics.

A good technology solution will be secure and facilitate compliance with "centralized data and application access", rather than locally stored files. The platform will also be agnostic, not from a single vendor, to avoid being locked in. In looking to the future, around half of executives and implementers of technology stated their intended plans for technology included, "artificial intelligence, machine learning Chatbots, virtual reality, augmented reality, and blockchain Internet of Things.

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Leveraging the Digital Workplace

Some insights surrounding the topic of leveraging the digital workplace is the concept of leveraging technology to drive digital workplace implementation and acceptance, embracing the digital revolution by offering necessary support in unifying the offline and online working styles, creating a more human workplace through digitization, establishing digital workplaces that serve as a natural go-to haven for employee happiness, and five pillars of digital workplace success.


  • In today's fast-paced business world, the organization's ability to thrive is based on three key components: the ability of employees to collaborate, communicate, and innovate.
  • This key ask is making each and every company in the world rethink the way they are engaging with their workers, and making their workers engage with one another.
  • Redesigning the workplace stopped being just about the workspace and now includes technology, social networks, leadership practices, and ensuring a great employee experience.
  • According to an MIT study, the dynamic between the technology and the way people work is most tangible when it comes to measuring success. Organizations that are focused on enhancing the digital workplace are seeing significant improvements in performance when measured against the performance of their competitors.
  • Digital workplaces as systems of leveraging technology are no longer a “nice to have” but is instead seen as critical for success in the digital era.

Embracing the revolution

  • The emerging digital workplace is able to offer an answer to a variety of problems that will spin the wheel and help business drivers — including increased revenue, reduced operating costs, greater innovation, increased productivity, higher flexibility, stronger talent, and improved employee experience — come to life.
  • Digital workplace is able to offer the necessary support when it comes to shifts in working styles that allow for employees to function more transparently and more efficiently leverage social networks.
  • Digital workplaces are also known to unify the offline and online communications by enabling employees to stay connected through their mobile devices which allows for the employee experience to exist outside the typical company firewall.
  • When used correctly, digital workplaces can also provide flexibility and personalization, which is oftentimes seen when digital workplaces allow for integration of different apps and software for easier workflows.
  • Virtual work environments can allow employees to remain connected in different offices and locations across the world whilst still allowing the workers to balance customer privacy and operational risk. This, in turn, minimizes spending and allows for a better employee experience through enhancing productivity as the employee is equipped with the right tools and information at the right time.
  • Companies using digital workplaces are able to win the war on talent by showcasing their progressive and unique working environment which top candidates are learning to expect from employers.

A more human workplace

  • The end goal of a digital workplace should be to achieve a workplace that is more (not less) human. Globalization, technology and increased expectations are making every company in the world ask themselves how they can learn and adapt quicker while achieving a more human workplace.
  • Principles such as Purpose over Profit, Freedom over Control, Open over Closed, Progress over Perfection and Consent over Consensus, can help the companies put in place a digital workplace which will enable workers to do the best work of their lives. The idea is to ask the workers a simple question: "What is stopping you from doing the best work of your life?" and start implementing policies based on the answers given.

Digital workplace as a natural go-to for employee happiness

  • Managers are increasingly aware of how much digital workplace can be used as a lever for achieving employee happiness. A Harvard Business Review study showed that 87% of senior managers find achieving effective digital workplaces to now be a priority, with the majority saying it is a do-or-die imperative.
  • Currently, 62% of senior managers are actively implementing management initiatives and transformation programs in order to make their business more digital which will in turn satisfy their employees.
  • Strategic workforce planning, as well as talent management, have been on the top of mind for the majority of experts working in HR. However, on a macro level, a near-universal demand for digital dexterity is seen which would include a firm set of beliefs, cultural identity, and behaviors that would help employees navigate the workplace better and be able to achieve faster and more valuable outcomes derived from digital initiatives.

Five pillars of digital workplace success

  • Business leaders are feeling external pressures when it comes to the fact that the digital workplace is introducing fundamental changes into the way organizations do business. This move is called a shift from a business enterprise to a social enterprise, where companies need to understand what is currently underway in the broader society, in their workplace, as well as with a rapidly changing workforce.
  • The human capital changes as a result of the digital workplace can be sorted into five key pillars that lead to digital workplace success. The first is that companies are trying to understand how to transition to become the future of work, as technology is introducing fundamental changes to how work gets done.
  • The second pillar is the one where companies are trying to design an irresistible experience for their employees which would allow them to engage with the employees and get them working harmoniously toward the organization's mission and objectives.
  • Third, managers are focused on optimizing the human capital balance sheet which involves ensuring that their human capital dollars are creating the proper kind of impact when it comes to the way that their workers are showing up to work day in and day out.
  • The next pillar is the digital organization activation which involves taking advantage of the emerging digital tools and integrating them with the existing tools already loved by workers. This allows for workers to operate in very different ways and leverage different digital technologies to improve efficiency.
  • Finally, the last pillar is finding a way to sustain organizational performance which involves constant reevaluation of how the company is using their workforce and their people to improve performance in the organization that does not rest. This will, in turn, keep on driving more and more impact on the bottom line of the workforce.
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Digital Workflows

Some insights surrounding the topic 'The Truth about Digital Workflows — Are they really the answer?' include the concept of productivity skills trumping any kind of productivity tools installations just per sake of introducing a digital workflow, learning as a concept of the new enhanced digital workflow, digital workflows seen as improving something that's already good, digital workflow practices in the media, and the concept of digital workplace hubs.


  • Companies oftentimes choose to implement digital workflows, which fall under the category of software for improving productivity, without taking into consideration the existing level of their workflow management processes.
  • In many cases, after implementing a digital workflow, managers realize that there are non-existent workflow management processes set in place within the organization.
  • According to workflow management process experts, tools are just as important as skills — and therefore, in order to play successfully and play in the big leagues, the companies need to own a combination of skills and tools, on both the organization and individual level for each employee.
  • Regardless of software used or apps invested in, tools are not going to make employees more productive unless the company also implements a solid methodology which will teach how to use the tools.
  • The main trap when it comes to introducing digital workflow is the fact that the majority of companies roll out software with only technical training, whilst fully intending for that software to increase efficiency and over time, productivity. The companies provide instruction on the various menus, and how to do certain tasks, but do not explain the reason why the software and the process of using it will lead to higher efficiency.
  • The golden rule to introducing digital workflows — focus on methodology first and the tools second. Once you have the methodology, the requirements for the tool will become apparent on their own.


  • In order to understand digital workflows, one must first understand the flow of work for an average individual. Studies show that there are some broad commonalities among knowledge workers: There are 780 million of knowledge workers, and on average, they sit in front of a computer for approximately 6.5 hours every day.
  • Moreover, knowledge workers spend 28% of their time on email, 19% of their time searching for data, and 14% of their time in meetings. These three activities alone constitute 61% of the overall time at work for knowledge workers.
  • Learning in the flow of work is the new concept that is expected to take over digital workflows. In fact, research shows that opportunities for development are now the second most important factor in workplace happiness, right after the topic or the nature of the work itself.
  • The learning in development workflow incorporates the idea that for learning to really happen, it has to fit around and be aligned with working days and working lives. Therefore, corporate learning has become something that is served to us rather than a destination we must go to.
  • Digital workflows, in order to be seen as something that is an intricate part of an organization, must be able to offer good design thinking and cutting-edge technology that is able to help teams build solutions and experiences which will enable learning as an almost invisible process in our jobs.
  • One could argue that two technological giants — Google and YouTube — are the two of the original “learning in the flow” platforms.

A new way of doing WHAT'S ALREADY GOOD

  • When New York Times decided to improve their Morning Briefing, which was already considered by readers to be either a good or extremely good product, they were faced with the challenge of finding a digital workflow that would make a good product into an even better one.
  • The key insights for introducing a workflow that would lead to even better results was: a clear structure, friendly guidance, ability to scan over content quickly and easily, and a cross-functional process. A cross-functional process allows for teams across the board to be able to use the digital workflow to collaborate and deliver better results.
  • A successful integration will lead to a repeatable process for teams with a clear way of working defined. This way, not only is the workflow redefined by introducing the digital workflow, but the trust and the understanding of teams and employees within the organization is elevated due to the process showing the value of a user-centered development process.


  • An example of Wall Street Journal shows that the only way digital workflows are able to succeed within an organization once implemented is if there is a cultural shift that enables everyone's thinking to change towards a common goal.
  • When implementing digital workflows, Wall Street Journal implemented mandatory training for staff, completely rehauled their newsrooms, introduced operation teams into the newsroom in order to be able to successfully monitor digital workflows, and even changed working hours to successfully meet demand.
  • Finally, the key component that makes every change successful, including introducing something as advanced as a digital workflow, is communication and talking to people within the organization a lot, as well as managers being out and available and ready to explain what they are doing and why.

Digital workplace hubs

  • The digital workflow software market has seen a significant overhaul in the last couple of years with a dozen of major players which include Jive and Atlassian exiting the market and fewer startups entering the market.
  • Workflows and collaboration are still a big challenge for many organizations, and many businesses are raising whether one digital workflow tool could potentially solve all of their collaboration needs and scenarios.
  • The idea behind one cleaner solution for organizations compared to having to manage multiple different products is very attractive but is not thought to be feasible as it is not considered to be flexible enough to support the multitude of different work styles in one single company. Additionally, it also fails to solve the issue of employee choice by using a one-size-fits-all approach.
  • Digital workplace hubs which will be able to offer different workflow integration are considered to be the answer to the problem, with this approach allowing collaborators to work in whichever application they want whilst still being able to streamline the way teams work together.

From Part 01
  • "Gene Farrell, chief product officer at Smartsheet, said that from an enterprise perspective, organizations should be looking for digital platforms, not individual tools or applications, and these platforms should enable everyone in the organization, especially non-technical users, to improve how they work. “Workers are already overwhelmed with the amount of information, decisions and people they need to collaborate with. The goal should be to empower them,” he said"
  • "In terms of specific functionality, the platform should provide a single source of truth, sync in real-time with other systems of record and give everyone from a project manager to a senior executive a clear view of what’s happening across the company."
  • "It should free people to do more strategic, high value work by automating repetitive tasks. And it should make it easier for people to collaborate, but with the kind of clear accountability that builds a culture of ownership. “When you look at the pace of change today, I also think it’s important to pick a platform that’s flexible enough to evolve as the organization does. "
  • "There are a wide number of tools that these platforms should offer. As the main working environment, though, security has to be high on the list of needs. Mike Frane, vice president of network, security and digital experience at Windstream Enterprise, said digital transformation is an expensive undertaking, Gartner predicts businesses worldwide will spend $3.85 trillion on IT in 2019."
  • "Software-defined wide area network (SD-WAN) infrastructures and services are more flexible and scalable than traditional wide-area alternatives. These offer a virtually always-on, cloud-driven network operating model as well as a platform for incorporating new user-focused intelligent services that harness the power of machine learning and artificial intelligence"
  • "A Unified Digital Experience A multi-platform centralized interface that offers visibility and control over digital and network assets improves reporting and analytics, giving enterprises access to a comprehensive dashboard anytime, from anywhere, with any device."
  • "Security With increased network traffic and a greater volume of data, enterprises must invest in the security of their network infrastructures with tools such as multi-factor authentication, firewalls on-premises and in the cloud, distributed denial-of-service (DDoS) mitigation and end-to-end encryption"
  • "Given that a digital workplace' is largely understood to be a virtual equivalent to the physical workplace, it is logical to assume that the key elements to digital workplaces include insightful planning and structured management processes, said Khiv Singh, senior vice president of global sales and marketing for Sapience Analytics. Needless to say, Singh is an advocate of introducing workforce analytics in the enterprise to understand what is happening in the workplace. "
  • "Measuring Productivity To get a true measure of productivity for knowledge workers, managers must take into account the input (regarding the tasks and collaboration efforts) required to bring about a particular outcome. However, acquiring this input data is sometimes a problem. The key to solving this problem is to automatically capture employee input data, which can be done by deploying automated effort tracking tools within the workflow processes."
  • "Keeping Workers Engaged Workforce engagement is more of a top-down approach — the starting point is the corporation — and the mission, values, vision, culture and goals attached to the company. The goal is then to assess — how are employees aligned or emotionally subscribed to these goals and values? How does the workforce fit into the structure that is developed and handed down from the highest reaches of the company?"
  • "Employee Experience Employee experience, on the other hand, is a proactive and bottoms-up approach — that seeks to understand from the employee’s perspective: What do employees have to deal with on a day to day basis to do their work, and are companies giving them the right tools, the right amount of collaboration, and a conducive and supportive work environment free from distractions to do their work."
  • "Adaptable Platforms As a final word, LumApps CEO Sébastien Ricard argues that enterprises should look at platforms that are adaptable and can integrate with existing technologies, so that the platform can adapt and grow along with the enterprise."
  • "Decision makers, he said, should prioritize platforms that given them the ability to control over what kind of information is shared and how it is shared, all while encouraging collaboration and engagement. Finally, decision makers should look at platforms with analytics that offer insight into user activity, in order to measure results and understand the impact it’s having on employee engagement."
  • "To be successful, a digital workplace can't be built in a vacuum. It must be part of a wider business strategy that seeks to boost employee agility and engagement by developing a more consumerized work environment.""
  • "Gartner has identified the eight critical components — "building blocks" — that application leaders need when planning, directing and evolving digital workplace programs "
  • "Vision: Describe What Digital Workplace Success Will Look Like The vision describes the future state of the digital workplace and how it will benefit all stakeholders. It should be consistent with the organization's values and serve as a source of inspiration to the stakeholders who will craft the strategy and tactics to realize the vision."
  • "The strategy describes the approach an organization will use to achieve its vision and create a digitally empowered workforce. It clearly defines the strategic roadmap to achieve the organization's business goals. "
  • "How application leaders of digital workplace programs measure the value of their initiatives should be an extension of the organization's current approach. Each initiative should be designed to have a positive impact on a business value metric, such as workforce effectiveness, employee agility, employee satisfaction and employee retention. Effective metrics also provide a feedback mechanism for continuous development of strategy and tactics, serve as great tools for change management, and help structure employee incentives. "
  • "Creating an excellent employee experience is a pivotal aspect of a digital workplace. An engaged, creative and energetic workforce outperforms the competition in terms of service delivery, execution and product design. "The aim should be to increase employees' participation in any workplace redesign, in order to create an environment that will make them more effective and connect them better to the outcomes of the business," said Ms. Rozwell. "
  • "As digital workplace initiatives mature, they require considerable change to an organization's internal processes, departmental structures, incentives, skills, culture and behavior. Ultimately, digital workplace initiatives will affect every system, process and role within the organization. "
  • "Digital workplace programs are particularly powerful when they set their sights on increasing the effectiveness of people who do high-impact work"
  • "Re-engineering business processes requires a close look at how employees currently work, in order to design new work journeys. The new and improved ways of working will involve the addition of new tools to enable collaborative work, use of other new technologies and adaptation of outmoded processes. "
  • "Workers expect enterprise tools for searching, sharing and consuming information to be as "smart" and compelling as those they use in their personal lives. They want information and analytics to be contextualized, based on their work, and delivered when they need it. By 2020, algorithms will improve the behavior of over 1 billion workers. "
  • "Technology: Take a Platform Approach to Workplace Investments Application leaders responsible for digital workplace programs must work out how to use technology to reach customers, internet-connected "things" and ecosystems. They must also determine how new technologies such as artificial intelligenceand the Internet of Things can enable more effective ways of working, and how to exploit the next wave of technology innovation without having to constantly rearchitect."
  • "In most organizations, the digital workplace toolbox can be broadly defined in eight categories to support the ways in which you communicate, collaborate, connect and deliver day-to-day services. "
  • "Your toolbox should address messaging, productivity, collaboration, communication, business applications, crowdsourcing, connectivity, and mobility. "
  • "Guiding principles: identify the business goals you are trying to achieve with the digital workplace and translate them into guiding principles to drive ongoing development."
  • "Information governance strategy: determine the focus of your digital workplace strategy and align it with your organization’s existing information management or information governance strategy."
  • "Roles and responsibilities: identify your key stakeholders and create a suitable and sustainable interaction model. Define governance processes, metrics and oversight processes."
  • "Training and certification: ensure your employees have access to training that allows them to harness the digital workplace to their advantage. Also track and ensure that technical personnel are trained and certified to properly support the underlying technology"
  • "To transform your employees’ working experience, you must begin by understanding how the digital workspace works and what it means to you. The following steps can help you gain that understanding: Assess your current state"
  • "To transform your employees’ working experience, you must begin by understanding how the digital workspace works and what it means to you. The following steps can help you gain that understanding: Assess your current state"
  • "Establish performance metrics aligned with business and technology strategies. Regularly review your status and continuously improve your digital workplace – it doesn’t stop."
  • "Think holistically: think about a holistic digital workplace rather than simply implementing individual technologies."
  • "Involve risk, compliance and legal: don’t forget it or you could pay the price."
  • "Technology leaders are seeing tangible benefits from providing workers with the right tools. Half of their workers said their work technologies make them feel positive about their jobs—three times as many as those at tech laggards. Technology is also a key element to accessing information, which 63 percent of workers in the survey said helps a lot of them be productive. "
  • "Some 54 percent of workers added that these tools significantly help them serve customers and clients effectively, while four out of 10 workers said such tools were a big boost to managing work-life balance."
  • "“Digital workers of the future want to harness the power of technology to deliver the best possible customer experience,” Davis says. “They want to access the data they need anytime and anywhere, and they want technology that works as easily and reliably as their electricity or air conditioning.”"
  • "“The winners of tomorrow will be the companies that are taking steps today to infuse their work processes with technology that balances privacy and security, while unleashing entirely new possibilities from their data,” he says."
  • "Chief information officers and other senior tech managers have never had greater access to digital tools and capabilities designed to help employees with their daily jobs, known as digital workplaces. Yet digitizing tasks can backfire if managers neglect to match technology with workers’ needs, taking a toll on productivity."
  • "In a survey last year by PricewaterhouseCoopers LLP of more than 10,000 workers in a range of industries world-wide, 90% of C-suite executives said they paid attention to employee needs when introducing new technology. Only about half of their workers agreed, the survey found."
  • "In a survey last year by PricewaterhouseCoopers LLP of more than 10,000 workers in a range of industries world-wide, 90% of C-suite executives said they paid attention to employee needs when introducing new technology. Only about half of their workers agreed, the survey found."
  • "He said a recent tool created by a human resources employee at LivePerson was designed to handle a daily barrage of calls and emails from co-workers about time off, benefits and other queries. Though she was acting like “a human FAQ”, the IT team might never have identified this part of her job as a pain point that could be better handled by software, Mr. LoCascio said."
  • "Emily Wang, the head of product at Spoke, said IT leaders need to interview internal teams to better understand which chunks of time they spend on noncreative, nonstrategic, repetitive projects. The San Francisco-based company has developed an artificial-intelligence-powered help desk that answers employee questions about payroll, benefits, policies and IT issues."
  • "A fully digital workplace should first and foremost enable mobile working from any device, anywhere. Any digital workplace should stimulate productive working and collaboration with easy sharing, conferencing and chat functions. "
  • "The solutions should secure and facilitate compliance with centralized data and application access, rather than running and storing applications and files locally, and should also be platform agnostic while avoiding vendor lock-ins."
  • "There are several technologies out there that evolve to a digital workplace. Some solutions start from applications and files, others start from collaboration while others start from the internet"
  • "The problem is that many enterprises are looking for a single space to do everything — a single platform that integrates apps, manages content and enables collaboration. However, that is starting to change."
  • "Our 2017 report was very clear, the group getting the most out of their marketing tools are those using best-of breed stacks. This year’s respondents agree, and now 34% of marketers use an integrated best-of-breed stack. Up from 27% last year, movement toward best-of-breed hasn’t slowed down since we last checked in."
  • "Artificial intelligence Machine learning Chatbots Virtual reality (VR)/Augmented reality (AR) Blockchain Internet of Things Roughly half of those surveyed have or plan to implement these technologies, which are also key to building the digital workplace. "
  • "The best digital workplace has the ability to bring all the tools used within the organization into one cohesive, productive environment that allows users to measure the contribution and impact of each team member and business unit to the organization’s overall outcome. “Companies of today will be built around digital workplace platforms that hold the intelligence and consistently make an effort to simplify things for them so that they can focus on making the main thing the main thing and not worry about writing reports and managing the silo of tools,” he said."
  • "Instead, he said, many companies are piecing together existing best-of-breed solutions and pulling out just the bits of data they need from large back-end systems, essentially composing new systems to meet their disparate wants and needs. “There are about 150,000 SaaS apps on the market today, and countless legacy products — some on-premises, some in the cloud. Companies need to connect these different worlds together — this new wave of innovative cloud technologies with the legacy products. Combining best-of-breed is exactly what’s driving integration and API projects,” he said."
  • "Leaders should create a checklist of solutions they need, and try to project a little into the future. Search for platforms that address each of those needs, and write them next to each one as you tick your boxes. “You may find some redundancies, and that's great — whittle the list of SaaS options down to as few as possible. In the end, you'll likely end up with 2-3 platforms you need to rely on, but that's better than going with an omni-solution that ends up letting important tasks fall through the cracks,” he said."
  • "Is your workplace ready? Do you have the tools, the technologies, the strategies and, perhaps most importantly, an intrinsic understanding of concepts including agility, flexibility and collaboration?"
  • "Is your workplace ready? Do you have the tools, the technologies, the strategies and, perhaps most importantly, an intrinsic understanding of concepts including agility, flexibility and collaboration?"
  • "Think of your digital workplace as providing a set of services or capabilities for the organization. At ClearBox we talk about five core dimensions:"
  • "Communication and engagement, including formal top-down communications, two-way exchanges and access to reference information on how business units interact"
  • "Collaboration, including support for big projects, small teams, communities and ad-hoc discussions Finding and sharing, including search but also how information is managed, curated and pushed out at the right time "
  • "Business applications that people use to make their work happen. Digital workplaces need to factor in how things like CRM for sales, CAD for engineers or an integrated development environment (IDE) for developers fits in this new ecosystem."
  • "Agile working because a good digital workplace frees us to work anywhere. Organizations need to think through the impact this has on how office space is used, the devices they issue and the skills people need for virtual work."
  • "You also need to get the management basics right, like good user experience, a focus on adoption, governance and adequate people resources to run things day-to-day."
  • "Digital presence: This means a set of diverse services, devices and tools that allow people and content to be available wherever we are. That means our ‘digital presence’ can be felt through the digital world of work for any organization. This covers me the individual, teams, colleagues and partners generally — but also the content anyone or any system generates. For example, right now inside Digital Workplace Group on Yammer, I can share a comment or helpful insight for our 80-person team, for 1,000 clients and more broadly into our industry through social channels from wherever I am. This capacity for content and people to be digitally present is an essential."
  • "Speed and efficiency: Organizations of all sizes and sectors must work well to thrive. Today that means the digital workplace must amplify productivity, efficiency and intelligence. And this must happen at speed. So a well-running digital workplace removes duplication, resolves errors, streamlines processes small and large and does so rapidly. For example, logistics chains in DHL enables in near real time for staff to know where packages are, where they will be and re-orders the routing to optimize efficiency. This data is available through devices in the hands of staff partners."
  • "Governance: Now the boring bit. Collaboration, content, conversation, ideas, processes, systems, knowledge, people ... that all requires clear policy, practice, strategy and governance. Who owns what the organization knows, does and uses. To avoid a digital cornucopia of whatever anyone "feels like using and doing" there must clear management and governance. For example, we wouldn’t allow the HQ building to use new energy sources or sanitation providers just because a member of staff’s brother-in-law says "this new widget is terrific." Standards and systems help manage the HQ and so it should be in your "digital HQ.""
  • "The potential benefits of a learning culture are significant, according to the survey. Fifty-four percent of those reporting a fully developed learning culture saw major improvements in customer experience as a result of business transformation, versus 23 percent among those with less fully developed learning cultures—a gap of 31 percent. Gaps were similarly large in revenue growth (25 percent), agility (24 percent) and operational efficiency (23 percent)."
  • "That’s where the process of continuously gathering and analyzing anonymized behavioral data becomes critical. Generated passively as people go about their normal workday, sending email, scheduling meetings and collaborating on projects, the aggregated metadata can be used by solutions like Microsoft Workplace Analytics to help company leaders remove obstacles to productivity and replicate pockets of success."
  • "Where many organizations fall behind, says Josh Bersin, independent global analyst, founder of Bersin™ by Deloitte, is when they focus on technology alone, at the expense of culture. “Being digital is different than doing digital stuff,” he says. “Companies are experimenting and trying new business models and new technologies, and if the people aren’t comfortable learning new things, they’re falling behind.”"
  • "To Bersin, well-crafted applications of data result in a far more empowered, successful workforce. “Let’s optimize the company so everyone can be their best selves and contribute in the best possible way,” he says. “That means we’re all going to be learning, and we’re all going to be honest about our failings. Human beings are wired this way naturally—to want to do good work and optimize their performance, taking responsibility for their lives, jobs and development. We just have to give them an environment that works to do it, and not put too much in the way.”"