Digital Workplace Development
A smart Digital Workplace that helps people connect, share and get their work done is the foundation of any digital organisation.
Digital workplace technology options have improved, but most organisations still struggle with adoption, embedding new ways of working into existing work, and overcoming the ‘learned helplessness’ that has surrounded the use of digital workplace tools for too long.
As pioneers of enterprise digital tools, we have unrivalled experience helping organisations improve adoption and ROI for the digital workplace by focusing on the human factors – solid use cases, in-the-flow support, contextual prompts and ongoing learning from peers – as well as technology and user experience design.
Digital Workplace development should encourage people to try new ways of working using digital tools, while developing their skills and reducing the tech support overhead.
Our approach starts with a Digital Hub designed to share practical, real-world use cases and success stories, together with support from a network of Digital Guides (digitally-confident colleagues who are happy to help), and a Digital Concierge bot that can answer questions about the technology and help direct queries to the appropriate content. Implemented together, these represent the best way to maximise the value of digital workplace technology and move from tool adoption to better ways of working and organisational transformation.
Challenges we address
- Digital workplace needs a central purpose in overall transformation journey
- Developing essential digital skills and helping people work smarter
- Reducing help-desk overhead using peer-to-peer support model
- Cultivating a network of Digital Guides to champion new ways of working
- Moving from basic tool-focused adoption to organisational transformation
- Digital workplace technology evaluation
- Use case development
- Digital Hub configuration and integration
- Digital Hub content licensing
- Custom learning design & development
- Guides network animation
- Concierge bot design & deployment
- Testing, optimisation, launch and support
- Increased adoption and utility for digital workplace tools
- Lower end-user support costs
- Digital skills development for employees and leaders
- Improved user engagement for digital ways of working
- Maximise the ROI of Digital Workplace technologies
A 21st century organisation uses systems thinking to enable agility. Shipping working code is an example of a highly valuable system that most startups develop early. When startups scale, everything moves so fast that the sole focus is on shipping the product to specified deadlines. If diversity isn’t engrained into the system of shipping the product, it will be forgotten during scaling…
In a complex world where few of us have time to understand the intricate detail of data, accounting, law and perhaps even code, we will need trusted professionals to help us navigate complexity. So whilst automation and technology will probably reduce headcount in the profession overall, the prize for those who can use our new technology superpowers to create value for their clients will be ever greater. Algorithmic transparency and code standards can help us trust the underlying machinery, but I predict we will still place our trust in humans to make the final judgement.
The aspect of the future of the digital workplace that most excites me is its data. The social and organisational network data produced by these tools provides a wealth of possibilities to explore. These can be as simple as a chatbot that replaces an IT help-desk, or as complex as being able to understand the behaviour patterns of your business.
In HR, the concept of job families is one example of a practice that needs revising to stay relevant. Clustering a set of roles into a ‘job family’ allowed for transparency in rewards, promotions and career paths, but today this can create artificial barriers to collaboration and personal development.
At the end of a conference presentation, I was recently asked “how can I tell if an enterprise agile team is failing?”. A question for which I didn’t have an immediate satisfactory answer…
The challenge of transforming large, complex organisations that have grown up around calcified hierarchies and process management structures is a hard one, so we should not be surprised that people often have different areas of focus or emphasis about where to start and what matters. But at some point, we have to face up to and challenge the core system that sustains the old and holds back change…