Table of Contents (Previous Years)

Tables of content for the 2015, 2014 and 2013 reports.

The Organization in the Digital Age (2015)

128 pages, published 2015

The Digital Workplace Framework

  • 2014 Scorecard Results
  • Capabilities: Individual
  • Capabilities: Business
  • Capabilities: Enterprise
  • Enablers: Process
  • Enablers: Structure
  • Enablers: Reach
  • Mindset: Leadership
  • Mindset: Culture
  • Mindset: Asset

Four Business Scenarios

  • The Learning Scenario
  • The Customer Scenario
  • The Agility Scenario
  • The Knowledge Scenario
  • Business Scenario Summary
  • Case: Tata Steel Europe – External Collaboration
  • Case: Ten Brinke Group – Finding and sharing purchasing information
  • Case: Imerys – Sharing Knowledge to Drive Continuous Improvement

A Culture of Trust

  • Sense of Purpose
  • Distributed Decision-making
  • Freedom to Experiment
  • Work Cultures and Digital Transformation
  • Case: Mercy Corps – Global Community of Change Makers

Alive and Vibrant Organization

  • Collaborative and Social
  • Finding People or Information
  • Mobile
  • Video
  • Socialized Performance Management
  • Design of the Physical Workplace
  • Case: Gemalto – Operations Excellence Awards
  • Case: Bosch – Community Management and Enterprise Transformation

Open and Informed

  • Extended Beyond the Organization
  • Informed People, Informed Organization
  • Open and Responsive
  • Customer Relations
  • Case: Société Générale – Celebrating 150 Years
  • Case: Médecins Sans Frontières – Living Up To Its Name

Leadership and Transformation

  • Senior Management
  • Chief Digital Officer
  • Community Manager
  • Change Agents and Activists
  • Impact of Leaders on Change
  • Case: Sanofi Pasteur – Experimenting with New Ways of Working
  • Case: The Guardian – Digital First and Cross Platform Strategy

Digital Workplace,  Strategic Asset

  • Business Goals and Strategy Drivers
  • Ownership and Reporting
  • Decision-Making
  • Information Management
  • Measuring and Evaluating
  • Investments
  • A Coordinated Ecosystem


The Digital Workplace in the Connected Organization (2014)

184 pages, published 2014, projection format: one idea per page


  • Digital Workplace and Scorecard
  • A Meaningful Definition
  • A New Way to Assess Your Digital Workplace
  • The Scorecard Transposed to a Maturity Scale
  • Early Adopters and the Majority
  • Pattern Variations in the Top Digital Workplaces
  • Digital Workplace Maturity: Averages by Industry
  • Nine Key Insights

Four Business Scenarios

  • Scenario 1: Empowerment of the Customer-Facing Workforce
  • Scenario 2: Learning in the Natural Flow of Work
  • Scenario 3: Organizational and Business Flexibility
  • Scenario 4: Retaining Knowledge and Know-How

Customer Focus

  • Business Functions and the Digital Workplace
  • Customer and Service Delivery Support
  • Interfacing and Collaborating with External People
  • Video for Business Purposes
  • Customer-Facing Workforce Enabled by the Digital Workplace
  • Customer-Facing: Ease of Getting Information

In Practice – Mini Cases

  • Arup – Networks and Social Learning
  • Minter Ellison – Social and Real-Time Business
  • Orange – Knowledge Management Key to Corporate Strategy
  • NRMA Motoring & Services – Customer Service and the Digital Workplace

Working Out Loud

  • Empowering People Today and 5 Years Ago
  • The Individual Voice: User-Generated Content
  • Internal Company “Tubes” – Video by People
  • Co-creating in the Natural Flow of Work
  • Reacting to Information and Ideas

In Practice – Mini Cases

  • Danish Refugee Council (DRC) – Innovation in Emergency Response
  • BASF SE – New Way of Working to Better Meet Business Goals
  • Unisys – Crowdsourced Glossary of Terms, Acronyms, and Concepts

New Organizational Design

  • Team and Community Spaces
  • Community Leaders Officially Established in Early Adopters
  • Enterprise Social Networks – Perspective over 6 Years
  • Enterprise Social Network Deployment
  • Low Level of Active Users Social Networks
  • Building Awareness Around Social Networking
  • Social Collaboration: Involvement of Stakeholders
  • Social Collaboration: Involvement of Top Management

In Practice – Mini Cases

  • Alcatel-Lucent – Social and Real Time, Flow of Work and Life
  • Utrecht University – Profile Pages Blend Hierarchy and Horizontal
  • Aegon – Enterprise Q&A to Share Knowledge
  • Air Liquide Group – Communities as Part of ‘Business as Usual’

Humanizing the Enterprise

  • Mobile Interest and Investment
  • BYOD Making Its Way in the Enterprise
  • Bring Your Own PC: BYOPC an Emerging Trend
  • Bring Your Own App: BYOA a New But Growing Trend
  • Mobile Services for the Workforce
  • Mobile Services Planned For Next 12 Months
  • Real-time communication common in Early Adopters
  • Local Languages in Global Organizations
  • Learning in the Natural Flow of Work
  • Impact of the Digital Workplace on Learning in the Flow
  • Scorecards for Learning in the Natural Flow of Work

In Practice – Mini Cases

  • PCL Constructors Inc. – Reaching Floor-Field, Sharing Knowledge
  • BT plc – Learning Through Communities
  • Jyske Bank A/S – Fast Replies Add to Personal Drive and Motivation
  • COWI – Project Sites – Virtual Water Cooler in a Global Company

The Smart, Agile Organization

  • Reaching Everyone, Including Floor-Field Workforce
  • Search, Neglected Part of the Digital Workplace
  • Search: Why So Much Dissatisfaction?
  • Search Strategies and Maintenance
  • Finding People and Expertise Through Rich Profiles
  • Scorecards for Two Aspects of Findability
  • Information Management Across the Organization
  • Use of the Digital Workplace by Communication, IT and HR
  • Employee Life Services Moving Online
  • Crowdsourcing Inside the Organization
  • Organizational and Business Flexibility
  • Flexibility Through Reach and Leadership
  • Retaining Knowledge and Know-How
  • Knowledge Retention: The People Factor Difference

In Practice – Mini Cases

  • Tata Steel Europe – Operational, Future-Leaning in Real Time
  • PwC US – Information Always at Your Fingertips
  • Mercy Corps – “Office in a Box” – Quick Response in a Crisis

The Mindset Impact

  • Enterprise Transformation Programs
  • Strategic Drivers for the Digital Workplace
  • Digital Workplace, a Strategic Asset
  • Top Management Support
  • Management Styles
  • Top Management Communication to the Workforce
  • Strategic Decision-Making: Internal and External Platforms
  • Strategic Decision-Making: Internal Digital Workplace
  • Management Levels Involved in Strategic Decisions
  • Functions Involved in Strategic Decisions
  • Organizational Cultures

In Practice – Mini Cases

  • Lexmark International, Inc. – Agility in a Fast-Changing World
  • Unisys – Communities, Cornerstone of Collaboration
  • Chubb Group of Insurance Companies – When Social is Business Critical

The New Workplace

  • Teleworking
  • Workplace Design for New Ways of Working
  • Challenges Beyond the Digital Workplace Itself
  • Concerns Impacting the Digital Workplace
  • Change Drivers
  • Change Drivers in Early Adopters and the Majority
  • Planning for the Future

In Practice – Mini Cases

  • Grégoire Charpe-Civatte – Interview: Gen Y Employee in an Industrial Enterprise
  • OFS brands – Workplace, the Body Language of Your Company

Scorecards per Industry

  • Chemicals, Construction and Engineering, Consumer and Retail, Education, Energy and Resources, Financial Services, Government and Public Services, Healthcare, Hospitality and Leisure, Humanitarian, Manufacturing, Pharmaceuticals, Professional Services, TMT: Technology-Media-Telecommunications

Digital Workplace Trends (2013)

167 pages, published 2013, projection format: with one idea per page


Transformation: Organizational Intelligence and Efficiency

  • Strategic goals
  • The “why” of the digital workplace
  • Integral part of enterprise transformation
  • Floor-field and desk-office, different emphases
  • Moving towards the digital workplace today
  • Early adopters defined

In Practice – Mini Cases

  • International Power – GDF SUEZ –  Digital workplace from vision to reality
  • Swisscom AG –  Getting the basics right in the digital workplace
  •  Alcatel-Lucent – The digital workplace, a way of working
  •  BASF SE – Senior sponsor and strategic alignment
  • Mobile 29

Mobile: Enabling People to Work from Anywhere

  • High rise in interest and investment in mobile
  • No predominant approach to mobile development
  • Effort focused on management and traveling workforce
  • Scope of mobile services limited
  • Business value from mobile
  • Security management is the top concern
  • Early adopters less concerned about cost issues

In Practice – Mini Case

  • Architect of the Capitol – Connecting with ‘onsite teleworkers’

Social collaboration: Empowering Individuals and Self-Managed Groups

  • A wide range of social collaborative capability deployed
  • Relatively low overall satisfaction with adoption
  • Adoption lagging especially for “disruptive” social capabilities
  • Boom in enterprise social networks
  • Enterprise social networks not yet thriving
  • Content creation and interaction not yet common
  • User-generated news & knowledge sharing
  • Reacting through commenting and rating
  • Multimedia sharing
  • Working in real time
  • Real time working widely adopted except for activity streams
  • Video-conferencing tried and true
  • Activity streams rare
  • Networking – a big leap forward
  • Co-creation of content increasing
  • Finding people and expertise not yet satisfactory
  • Connecting and creating communities not widely used
  • Internal crowdsourcing, ideation and open innovation are rare

In Practice – Mini Cases

  • Elsevier – Engagement, a business reason
  • Carl Zeiss AG – Commenting is first step towards social culture
  • Colacem – Finance Group – Wikis overcome resistance to sharing information
  • Sodexo – First “baby step” for global knowledge sharing
  • Wells Fargo – Put social where people do their work

Process: Governing and Integrating

  • Decision-making, policies and guidelines stalled overall
  • Increasing role of high-level stakeholders
  • Little integration of social into enterprise processes
  • Social integration improves processes

In Practice – Mini Cases

  • Scottish Enterprise – Online processes reduce errors
  • Danske Bank – Proactive information strategy saves time
  • Echo Entertainment Group – Self-service and collaboration for efficiency
  • COWI – Global project sites enable a global organization

Platform Experience: Coherence, Availability and Security

  • Digital workplace components, traditional and new
  • Highly collaborative digital workplaces for early adopters
  • Platform and user experience fragmentation
  • The cloud
  • Relevance of the cloud varies by sector
  • Security and data safety, top concerns
  • Systems in the cloud, social leading
  • Early adopters early in the cloud
  • Main benefits around cost and flexibility 104
  • Major concern is security and data safety
  • Security risks limit the digital workplace
  • Benefits from dealing with security risks
  • Customer information primary concern
  • Mixed interpretations of security-related concerns
  • Investment 111

Investment Priorities, Indicators, Value

  • Budget management
  • Central control predominant budget approach
  • Central control greater in early adopters
  • Training and change management lowest budget item
  • Budgeting issues entwined with ownership issues
  • Investment priorities
  • Mobile an investment priority for 2013-2014
  • Different priorities for early adopters
  • Indicators
  • Level of activity a measure of success

In Practice – Mini Cases

  • RSPB – If money’s tight, get the basics right
  • Alstom – Invest in change
  • Grundfos HoldingA/S – How is your digital workplace actually doing?
  • University of Auckland, New Zealand – Big value from simple metrics
  • Van Marcke Group – Social inside increases business reactivity
  • OFS Brands – Online engagement brings strong sales
  • Fortune 500 global technology company – Digital workforce has better performance

Change – Leading not Managing

  • Trust and knowledge sharing strong in early adopters
  • Organizational openness greater in early adopters
  • Concerns about value of social collaboration
  • Management resistance to social collaboration
  • Resistance to social collaboration from different functions
  • Dealing with resistance to social collaboration
  • Champions key to success
  • Peer behavior is strongest change driver
  • Drivers differ with organizational social maturity
  • Community management essential role
  • Different interpretations of community management
  • Limited success in overcoming resistance
  • Time and external influence

In Practice – Mini Cases

  • U.S. Bank – Leverage different adoption stages
  • An international law firm – Organic growth is peer-driven
  • Pacific Gas and Electric Company – Encourage change in a practical  way
  • Deloitte Touche Tohmatsu Limited – Encourage change in an organized way
  • UNICEF – Selling the ‘Digital Workplace’ via use cases
  • Unisys Corporation – Show business value at the employee level

Finding your direction