Carol Rozwell, VP and distinguished analyst at the analyst firm, identifies the eight building blocks that application leaders would like once coming up with, directional and evolving digital geographical point programmes.
1. 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 organisation’s values and serve as a source of inspiration to the stakeholders who will craft the strategy and tactics to realise the vision.
2. Create a roadmap to reach the destination
3. Measure performance and value
How application leaders of digital geographic point programmes measure the worth of their initiatives ought to be associate extension of the organisation scurrent approach. Every initiative ought to be design to possess a positive impact on a business value metric. Like force effectiveness, worker lightsomeness, worker satisfaction and employee retention. Effective metrics conjointly give a feedback mechanism for continuous development of strategy and techniques.
4. Design for improved employee interaction
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.
5. Start small but think big
As digital workplace initiatives mature, they require considerable change to an organisation’s internal processes, departmental structures, incentives, skills, culture and behaviour. Ultimately, digital workplace initiatives will affect every system, process and role within the organisation.
6. Re-engineer how high-impact work is done
Digital work programmes are significantly powerful once they set their sights on increasing the effectiveness of people who do high-impact work. Such work edges from a lot of agile, responsive and cooperative processes that trust a lot of on the flexibility to retort chop-chop to dynamic circumstances. Re-engineering business processes needs a detailed cross-check however workers presently work, so as to design new work journeys. The new and improved ways in which of operating will involve the addition of new tools to enable cooperative work. Use of other new technologies and adaptation of outmoded processes.
7. Rework access and use of content and analytics
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 contextualised,based on their work, and delivered when they need it. By 2020, algorithms will improve the behaviour of over 1 billion workers.
8. Take a platform approach to workplace investments
Application leaders responsible for digital workplace programmes mustwork out how to use technology to reach customers, internet-connected “things” and ecosystems. They must also determine how new technologies such as artificial intelligence and 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.