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Quadriga 6th Conference Internal Communication
Finding the right
digital tools for your
internal
communication
strategy
Berlin
29.10.2015
Stephan Schillerwein
www.schillerwein.net
www.intranet-matters.com
@IntranetMatters
Offices:
- CH – Klingnau (AG)
- CH – S. Antonio (TI)
Digital * Work * Design
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HOW FAR HAVE WE COME ?
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Source: Vin Jones, Business Practices That Refuse To Die #44: Email Trees,http://www.youtube.com/watch?v=QIqA_YKeboc
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Hard facts about our current Ways of Working
25%
Time-loss due to informationoverflow and interruptions
29%
Reduction in organisational performance
63%
Managers taking businesscritical decisions w/o theright information
3h Time spent searching per week (other sources: up to2hrs per day!)
20%
Usage of talents, ideas andexperience of employees
85%
Employees who could bemore productive if work was better organised
62%
Companies that don’t trusttheir own information
82%
Outdated, inefficient, ineffective ways of working(from emp. perspective)
10%
Employees that master theirIT-tools
70%
Customer interactions thatlack critical informationen
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Sources for previous slide
1. Basex: “Information Overload: Now $900 Billion – What is Your Organization’s Exposure?”, 2008, http://www.basexblog.com/2008/12/19/information-overload-now-900-billion-what-is-your-organizations-exposure/
2. Capgemini, 2008 (as cited in: Stephen E. Arnold, Martin White: Successful Enterprise Search Management)
3. Capgemini: “The Information Opportunity Report“, 2008, http://www.uk.capgemini.com/news/pr/pr1605/
4. IntraFind/Datacom Research, 2013,http://www.intrafind.de/de/unternehmen/download-center/index.php?page=category&cat_id=59
5. Internal survey among ABN Amro Bank‘s 100'000 employees
1. Workplace Productivity Report, http://www.stuff.co.nz/the-press/news/8928152/Digital-stress-overwhelming-workers-study
2. AIIM Industry Watch: „State of the ECM Industry 2011”
3. Ricoh: «A New Perspective: Ricoh DocumentGovernance Index 2012», http://thoughtleadership.ricoh-europe.com/chde/anewperspective
4. Jeff Fernandez: “How the 'Digital Skills Gap' Bleeds $1.3 Trillion a Year From US Businesses”, 07/2014, https://smallbusiness.yahoo.com/advisor/39-digital-skills-gap-39-bleeds-1-3-103000171.html
5. Omega Management Group Corp. and Coveo: “The Knowledge-Driven Support Organization and its Impact on the Customer Experience”, 2011, http://www.coveo.com/en/resources-and-videos/Harsh_Realities_for_Contact_Centers?mkt_tok=3RkMMJWWfF9wsRoluqzBZKXonjHpfsX64%2BQsWKeg38431UFwdcjKPmjr1YEHT8R0dvycMRAVFZl5nQ9XDOWa
6Picture credit: Steve Kay, „Bored“, http://www.flickr.com/photos/nifmus/2385966735/
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Intranet and Digital Workplace Maturity StagesLe
vel o
f W
ork
Op
tim
isat
ion
& B
usi
nes
s V
alu
e Le
vel o
f In
tegr
atio
n, C
ult
ure
-dep
end
ency
, Req
uir
eme
nts
, …
Tim
e &
Mat
uri
ty
1. Generation:Info-IntranetPassive“Systems of Record”
2. Generation:Work-IntranetActive“Systems of Engagement”
3. Generation:Digital WorkplaceIntegrated“Systems of Context”
Generation 4+:The FuturePro-active“Systems of Intent”
Stephan Schillerwein, version 1.6 –Licensed under a Creative Commons Attribution-ShareAlike 3.0 Unported License
SimpleMedium
Advanced
Generic Social Collaboration and
Process Support
Advanced and specific Social
Collaboration and Process
Support
…
…
Communication & Information
Infrastructure & Cross-system functions
ca. 80 %+ of all Companies are
still here
ca. 15 % <5 %
Scope & UseCases
? Success ?
8Picture Credits: Ed Schipul «silver bullet», https://www.flickr.com/photos/eschipul/4160817135/
Technology is not a …
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What are the right
digital tools for
your internal
communication
strategy?
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WHAT IS SUCCESS ?
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Lets ask Dilbert …
Source: http://dilbert.com/strip/2012-10-29
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Success is the by-product of focussing on …
Real Value for all Stakeholders!(Stakeholders = People)
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Some examples
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Barclays
Best mobile Intranet came out of …
… Digital Business Transformation
17’000 «Digital Eagles» take customers,
potential customers und co-workers
into the digital world.
Video: https://www.youtube.com/watch?v=Tymv-6XO5JU
15Source: Intranet Summit
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Catholic Church in the Canton of Zurich:From Paper to Digitalisation of core process in 1 Step
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Deutsche Post DHL: Social Extranet
Source: Daniel Pankatz, IOM Summit 2013
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HOW DO WE GET THERE ?
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Worst Practise #1
Assumptions!
Not involving those who
it is for or involving
them, but asking the
wrong questions!
Ford’s «Faster Horses»
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If you ask the wrong questions…
• Wrong answers!
• Wrong decisions!
• Weak arguments!
Plus: it can take a longtime until you notice…
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Don’t start a [Digital Tool of Choice] project!
Operations: Go Live, Use & Sustain
Phase 4: Build & Implement
Stream a: Technology Stream b: Content & Structure Stream c: Organisation Stream d: Change & Adoption
Phase 3: Prepare & Design
Roadmap Solution Concepts Organisational Concept Change & Adoption Concept System Evaluation
Phase 2: Explore & Envision
Analysis Vision & Strategy Business Requirements
Phase 1: Project Initialisation
Project Scope Project Setup
Phase 0 (Pre-Project): Business Case & Strategic Direction PlanxP
hase
A: P
roject &
Expectatio
nM
anagem
ent
xPh
aseB
: Co
mm
un
ication
Stephan Schillerwein, version 3.0 –Licensed under a Creative Commons Attribution-ShareAlike 3.0 Unported License
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Pre-Project: understanding what it’s really about
Understandwhat’s there
Understandthe Business
DiscoverPatterns
Create a Blueprint forthe Future of
Work
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Some data about what you will discover whenasking the right questions …
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High potential in work based on digital tools
2% 6%
20%
72%
Time spent with IT-based work (emp./d)
<1h
1-2.5h
2.5-4h
>4h
25
Knowledge Work is the most widespread type ofwork
22%
78%
Process Work (blue) and Knowledge Work (green)
Sacharbeit
Wissensarbeit
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Broad spectre of problems and potentials
82%
73%
71%
66%
67%
68%
63%
66%
0% 20% 40% 60% 80% 100%
(1) INFORMATIONEN & DOKUMENTE
(2) ZUSAMMENARBEIT, AUSTAUSCH & CO.
(3) SELBSTORGANISATION & ARBEITSMANAGEMENT
(4) PROJEKTE
(5) PROZESSE
(6) ORGANISATORISCHE LEISTUNGSFÄHIGKEIT
(7) MITARBEITERZUFRIEDENHEIT
(8) UNTERNEHMENSKULTUR
Skala: Relevanz des Value Drivers ist …100% = geschäftskritisch, 80% = sehr hoch, 60% = hoch, 40% = mittel,
20% = niedrig, 0% = keine
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Root-causes on all layers of an organisation
38%37%
26%
SHARED VALUESSTRATEGY
STRUCTURE
SYSTEMS STYLESTAFFSKILLS
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About every 2nd problem cannot be adressed bytechnology
57%
43%Intranet
NON-Intranet
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1st Generation isn’t an option at all, 2nd just an intermediate step
5%
14%
46%
34%
1%
1. Generation
1. Generation - teilweise
2. Generation
3. Generation
4.+ Generation(en)
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Typical minimal time loss and potential forraise in productivity
40min/employee/day
3020
Time lost
Productivity potential
Real raise in productivity
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With a foundation like that, it is even possibleto overcome what happens in each digital project …
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What a typical Digital Project looks like
Pre-Project Specification Implementation
Scope & Benefits
Expectations
Usage
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How to overcome this situation
Scope & Benefits
Expectations
Value Drivers
Productivity
Core Behaviours
Project as Pilot of New Work
Biz-focussed Strategy
Value based Use Cases
Target Groups
Value based System Evaluation
CostValue Ratio
of Functionalities
Driving Adoption
Controlling of Value
Holistic Approach focused on Work Practises not Workplaces, Work Tools, Channels, etc.
Pre-Project Specification Implementation Usage
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A [Digital Tool of Choice] needs Transition on all Layers
Today (Current State)
Shared Values
Strategy
Structure
Systems
Style
Staff
Skills
Future (Target State)
Shared Values
Strategy
Structure
Systems
Style
Staff
Skills
The «7S» as definied by McKinsey («The McKinsey 7S Framework»)
Requirements, Solution Concept,
System Evaluation, …
Business Case
Change Management,
Culture, Ways of Working,
…
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A LOOK AT THE MARKETPLACE AND SOMETOOLS
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«Digital Internal Comms Tools» doesn’t even existas a market segment
IntranetCMS
All-in-OnePortals
«On Top» Products
Intranet Suites
ECMSocial
Collaboration
Workflow & BPM, ACM
Integration Layers
Other Systems with Intranet-
Functions
…
Each box contains dozend or even hundreds of vendors
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But some market segments matter more thanothers …
= potential core systems
= potential «add-on»-systems
IntranetCMS
All-in-OnePortals
«On Top» Products
Intranet Suites
ECMSocial
Collaboration
Workflow & BPM, ACM
Integration Layers
Other Systems with
Intranet-Functions
…
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Don’t try reducing complexity byoversimplification
© Gartner: Magic Quadrant for Social Software in the Workplace
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Discover many innovative examples
http://www.gilleran.net/internal-communications-apps-social.html
Screenshots taken from (from top to bottom):
https://www.hipchat.com/ , http://www.waggl.it/how-it-works ,
https://weekdone.com/ , https://www.vocoli.com/
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But please keep in mind: Find out which Use Cases matter to your people
5% 5%
1%
5%
4%
1%
3%
10%
9%9%
3%4%
1%
2%2%
4%
1%
2%
4%
1%
4%
7%
1%
6%
3%
1%
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COMING BACK TO THEORIGINAL QUESTION
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How do we integrate the
potential of digital and social
technologies as what they
are – enablers of new ways
of working – into our internal
communications strategy?
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Questions ?
Thank you !
Digital * Work * Design
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About Stephan Schillerwein
Extensive experience (15+ years) in Digital Media and Information Management, specializing in Digital Work Design through Intranets, Social Collaboration and Digital Workplaces
Formerly Online and Intranet Manager at several large enterprises and Director at the Intranet Benchmarking Forum
Business computer scientist – speaks language of “both sides”
Author, conference speaker, seminar trainer, …
Partner of the Worldwide Intranet Challenge
Intranet & Digital Workplace Advisor
120+Projects
60+Clients
0Vendor
Contracts
1Global Net-work
