A Checklist for a Modern Core Digital Workplace and/or Intranet

One of the most challenging questions to answer about digital employee experience today is where the center of gravity for it lies. As in, where does the worker, by default, spend most of their time using it. The answer used to be that the worker themselves determines it, often with specific guidance or training, by figuring out how to apply the devices, applications, tools, and platforms to which they are given access, to their daily job. This self-guidance generally defines the typical digital workplace journey even today, and constitutes the sort of benign neglect, throw-it-over-the-wall situation that we current find in many organizations.

Knowing where the center of gravity should actually be has become important lately for several strategic reasons. First, it’s very useful in identifying where digital workplace teams should spend the majority of their design and analytics time so they can ensure what they provide works well and is optimized for the purposes to which its currently being used. Second, because the digital employee experience has become so fragmented and siloed that just finding and navigating apps, data/docs, channels, and experiences has become its own significant overhead, it allows us to identify where we should be integrating said side journeys into a common hub.

Finally, it just gives us a better operating lens to the digital life of the employee and the business: We can see how to better situate IT within the broader worker journey to produce the best outcomes, onboarding and cross training becomes simplified through a more standardized user experience and thus faster/easier, which means satisfaction and retention becomes higher, adoption/effectiveness of digital workplace investments is greater, and so on. Why? Because this lens provides a more systematic and overarching view that aims at overall stakeholder needs better. It also avoids the traditional point solution myopia that makes it hard to see the big picture or understand properly how an IT system actually contributes to the business (a surprisingly thorny problem.)

An Integrated Holistic Employee Experience and Digital Workplace/Intranet

A number of virtual “places” have come and (largely) gone over the years that attempt to partially address the center of gravity issue. That’s because of the significant payoff in doing so compared to focusing on less traveled — off dramatically less, areas of the digital workplace (see: SharePoint team site graveyards, largely abandoned intranets, and almost useless search engines.) There’s also a lot of edge IT to sort through: The average large enterprise has, to the surprise of most I find, between 1,000 and 3,000 applications that run the business.

But in my experience over the last couple of decades, although the number of apps keeps growing substantially, most employees only use a small subset on a regular basis, usually a foundational set that almost every employees uses, then a different set of apps based on their work persona.

Currently, my rule of thumbs is that core employee experience can be addressed by putting the hundred or so core apps (give or take 50, depending on the enterprise), as well docs, comms channels, and systems of engagement, into a more centralized experience. Yes, the future of IT is distributed, but experiences are not. They are the vital new outcome-centered, cohesive journeys that take workers through their role-based processes, tasks, and helps them get to value-based outcomes as quickly as possible.

I would strongly suggest that if we are to see any dramatic improvements to the digital workplace, it will require moving beyond a largely accidental one to a more deliberately designed one, albeit a digital environment where the edges and even much of the center are shaped, personalized, and customized easily by IT, the worker, the local team, and managers as a collaborative effort.

While parts of this notion are now gaining broader acceptance, what’s even better is that we’re now seeing a generation of digital workplace tools emerge that actually enable it (I’ll explore these soon.) Thus, I am now being asked what does such a core experience look like? How does it manifest itself? Is it a Web desktop, smart intranet, a digital experience platform, or a converged mobile app? Is all of these or what? This is what we’re collectively trying to determine, and has been the crux of the issues and roadblocks for so many digital workplace teams of late.

Key Features of a Modern Digital Workplace

Having been on a number of such enterprise-wide digital workplace design efforts in recent years, I can attest to what such a core digital workplace should consist of. Borrowing from my projects with clients, industry research, and analysis, here is what — at an absolute minimum — I believe must be the capabilities and features of any modern digital workplace hub or center of gravity:

  • A central experience accessible from any digital environment the worker will use
  • A consistent usability model to the degree possible given a highly heterogeneous user experience within the hub
  • Foundational feature set (file/doc sharing, content management, task management, collaboration, comms, online community)
  • A straightforward and easy-to-learn information architecture, variable by persona
  • A way to define personas with easy matching to unique branches in the experience, IA, central experience
  • Global search and discovery that works
  • Administration and community management features
  • Robust 3rd party software integrations and app store
  • Online training and digital adoption features, native or add-on
  • Easy-to-add business software integrations (for custom built, internal LOB apps)
  • Customization options for branding, internal whitelabeling, etc.
  • Datacenter locations and choice (logic and data residency)
  • Deployment options (on-premises, cloud, hybrid)
  • Directory integration (people and groups) including multi-directory
  • A persona mapping tool and/or assessment process to take the employee directory and assign workers to personas
  • A rich ecosystem of customers, partners, ISVs
  • Extensibility and integrations via modern microservices/master graph, APIs and SDKs
  • Governance and compliance controls
  • Native-quality mobile access
  • Personalization features (manual or algorithmic, AI)
  • Low code/no code experience and workflow creation by IT or business users
  • A digital studio to design task specific end-to-end business processes across multiple apps
  • Smart assistive AI across ad hoc cross app usage and workflows
  • Reporting tools and workstream/outcome analytics, across integrated apps
  • Next gen interfaces including voice input, voice/video transcription, smart assistants, gesture control, VR/AR
  • Scalability and robustness
  • Security and privacy features
  • No restrictions on who the worker can collaborate with (any audience, inside or outside the org)
  • Data migration/import from older/previous platforms

The details of what some of these features actually consist of is an exercise for broader industry discussion, which I plan to continue collaboratively online. But it’s safe to say that I think most practitioners would support the majority of what’s listed here. However, I would go a step forther further and underscore that each and every feature is the absolute minimum acceptable set today to achieve an effective digital workplace and employee experience.

The Next Digital Workplace Will Not Resemble Today’s

I also believe large forces and missed opportunities are at work, given the rapid growth we’re seeing in shadow IT for digital workplace, the relatively dire state of the overarching tech-enabled employee experience (workers are generally just clamoring for the rudiments to actually work well, and only 22% think they have a good employee experience at all reports Deloitte). The implication is that most enterprises are not even delivering the fundamentals well, much less zeroing in on the right feature sets that will move them into the future. Instead we are focusing on isolated, over-centralized, one-size-fits-all content-based experiences, and neglect the overall condition of the journey. Instead, we must shift focus to more holistic and connected app-based experiences explicitly designed to deliver the meaningful and effective user experiences that we so deeply wish for and desire.

For the better, the approach of rolling out a largely disconnected grab bag of apps from a checklist is no longer a viable strategy for tech-enabled employee experience. Instead, the modern digital workplace is becoming much more of a common fabric upon which we can design, contextualize, analyze, and optimize the worker experience. It is also highly malleable, 1:1 personalized, and hyperintegrated. Finally, this new smarter digital workplace is anticipatory, predictive, journey-based, data-driven, user-obsessed, and design-informed, including, perhaps most importantly, explicit design for loss of control.

Additional Reading

The Challenging State of Employee Experience and Digital Workplace Today

A Comprehensive Overview of Modern Digital Workplace Trends and Emerging Practices

My Predictions for the Future of Work in 2020

The Challenging State of Employee Experience and Digital Workplace Today

It’s a very difficult time to be in the business of providing a digital employee experience today. By digital employee experience, I mean the totality of the end-to-end digital touchpoints that a worker uses to get their job done. This view is also sometimes called the digital workplace, and it includes all the devices, apps, and data that a worker employs in their day-to-day work, whether it’s company provided or not (as we’ll see, an increasingly fraught topic.)

But digital workplace is now seen by many, including by myself, as an inadequate and incomplete construct. Certainly, it consists of the local intranet, computer desktop, productivity tools, enterprise search engine(s), collaboration apps, and line of business systems, most of which was acquired and deployed with almost no thought to how they should fit together as an overall digital journey.

In other words, though I now see more and more digital workplace groups within organizations who are actually in charge of it, the reality is that we’re a long way from a consistent, seamless, effective, widely adopted, and well-designed digital workplace.

The Complex Digital Workplace Landscape of Apps, Data, and People We Must Design Into an Employee Experience

The Issues in Realizing an Effective Digital Journey for Workers

There are a complex and interrelated set of factors on why digital workplace is in reality very much on the ropes in many, if not most, organizations. In my view, the critical factors are:

  • Employee experience is proving to be a more complete and effective view of digital enablement, but comes in at a harder-to-address and rather disruptive angle. The employee experience takes into account a much more complete view (physical, cultural, and technological) of what employees should have addressed in their digitally-enabled work lives. Yet this view, while likely to produce substantially better outcomes if it’s realized through this lens, is highly problematic in that it clearly straddles at least two major organizational silos: HR (the people component) and IT (the digital side) in order to achieve, plus some other groups as well, including everyone from facilities to compliance and regulatory. Getting all of these groups to work together at the same time — and with the same vision — is very challenging.
  • Apps have proliferated by the millions and become hyperspecialized. Every function in the business (marketing, sales, operations, legal, HR, etc) are getting highly targeted apps that they can use to address their work much better than the general purpose, one-size-fits-all that IT much prefers (for cost, manageability, governance, etc.) Consumer and enterprise app stores are filled with countless solutions that will do exactly what you need for an individual task. The supply side of IT has become so vast and large that it’s almost impossible to be a departmental conduit for it (like IT is supposed to be) or design up-to-date experiences around this galaxy-sized pool of choices.
  • The cloud (especially SaaS) and mobile app stores have definitively disrupted IT, creating vast and rapidly shifting Shadow IT dominions on the edges of organizations. While ERP, HR benefits systems, e-mail, and the proverbial cafeteria menu/corporate HQ driving directions pages on the intranet don’t seem to be affected, everything else, starting with CRM and going deep into every corporate function, satisfying near every user requirement, whatever it is, for cheap (often for free), available right now at a button click, has upended the game. Marketing departments are almost certainly the leading example of this: The excellent Scott Brinker has been tracking the vast explosion of apps in this category, going from about 150 in 2011 to a staggering 7,000+ in 2019. What’s more, the churn in the category is astonishing, with 83% of marketers ripping and replacing key apps each year. Other functions are seeing similar proliferation of choice as I’ve shown in the past (and they’re often very good options indeed), though not quite to the degree that marketing groups are experiencing.
  • A strong desire and legitimate need to have a more integrated, centralized, simplified, and streamlined set of digital workplace tools. The above trends are driving a strong inclination — even an imperative in many organizations I speak with — to create a center of gravity for digital work. This is where apps, data, and people are brought together as much as it makes sense and where functionality can be more easily accessed and used (and searched), without switching between hundreds of apps or importing/export data all day or struggling to get co-workers to join and adopt yet another new app, service, channel, or collaboration tool. I’ve called this the digital workplace hub, and something like it is needed, though arguments have been made (by me as well) that mobile devices and their operating systems are ultimately heading in this direction. Enterprise apps such as Slack, Box, and others have increasingly managed to create large numbers of integrations to business systems that workers can use, though said workers are not actually trained for the most part how to benefit from or use these emerging hubs.
  • Design is absent from the overall digital employee experience. We simply haven’t used employee experience as the lens to consider what we should do, and moreover, we haven’t had the tools or composable apps to achieve a more designed experience. With the widespread rise of microservices and easy-to-integrate online apps via APIs, this is now all changing. We are now able to carve out and bring together the features, experiences, and journeys from most of our IT systems into a more comprehensible design that’s better designed (though, never finished and very much co-designed with individual workers, who already do most of their employee experience design day-to-day.
  • The need for digital workplace, and consequently now employee experience, to reflect a wider range of an employee needs, to drive overall engagement, which digital tools are actually very capable of delivering. I often say that nothing is worse that hiring smart people and then giving them poor tools to do their job, or just as bad, a terrible overall employee experience. We simply have to do much better with design of our employee experiences.
  • Limited tools, platforms, models, or prior experience to dealing with all of this in our industry. To be clear, we are in uncharted waters here. Never has the digital workplace or employee experience landscape ever been anything close to as large or complex as it is now, and it will only get worse for most. While I am tracking some early lessons learned, new tooling, and initial planning/design frameworks, we are in early days. As with most of digital, we will all have to get very good at complexity management at high scale.
  • High levels of technical debt and insufficient willpower or support to comprehensively address the core issues. I’ve talked about issues of ever-faster accumulating technical debt before, and it can’t be forgotten how much this hold positive change back. Cloud will help for a while, but new architectures are going to be required.

How Will We Overcome These Challenges?

What is IT, and indeed, HR and the whole organizations due to address these very considerable obstacles and headwinds? That is the question. I’ve argued that the methods that we ar led to by the concept of Design for Loss of Control will be key. I believe in this more now, than ever before.

People will also be key to this. While cultural change will be the hardest and take the most time, we don’t have to wait for it. Harnessing and enabling change agents who are hungry to improve their local digital workplaces and employee experience will provide a lot of the scale and local change that we need. Other techniques are emerging, such as digital adoption platforms. I am actually very hopeful that we’ll get to a much better place, but not until we’ve learned a lot of those hard lessons. I’ll be surveying our BT150 digital leaders en masse early this year to see what they’re doing to improve this state of affairs. I’ll release the data when I have it.

Until then, we have to take what we’ve already learned to heart and apply it: Use employee experience as the master lens over it all, and use exponential methods to realize it. Collaborate with everyone in our organizations that we’ll need to make it a reality. Measure and improve it often. Be inclusive, and don’t overcontrol. Good luck.

Additional Reading

Creating the Modern Digital Workplace and Employee Experience

How to Develop the Minimum Viable Employee Experience

Tech Foundation for Employee Experience: An Integrated Stack

Designing the Digital Workplace for the End-to-End Employee Experience

As digital becomes instrumental to virtually every aspect of how we do our work in organizations today, two parallel and closely related concerns have joined the industry discussion. These two concerns, workforce engagement (which technology can very much help with) and the employee journey, have risen as urgent topics and joined the overall conversation about the needed capabilities of our work environments. This is because the designs of our future digital workplaces will so deeply inform and define these issues.

Over the last few years, I’ve noticed that most enterprises are still not adequately addressing how to effectively develop and maintain a straightforward and effective approach to technology enablement of the most important activities in the workplace. The proximate cause is sheer complexity as well as experiential noise, mostly of too much information with too little filter. Yet ironically, our businesses actually need to incorporate more technology and data into work procsses, not less, to do our jobs better and evolve the organization.

Thus, the way workplace technology is selected, provided, situated, and supported as a whole has proven generally insufficient to the task of addressing the trio of concerns I’d outlined above. We also have some significant new headwinds that aren’t helping and must be addressed constructively: Pronounced channel proliferation and fragmentation as well as an explosion of apps that run or better enable the business, especially in the mobile space. We generally need these applications, but not when their isolation (most don’t connect well to other systems) and fragmented data creates cognitive overload or involves too much effort for us to effectively use.

The Digital Transformation of the Workplace for End-to-End Employee Experience

Thus I still see many too many workers that in their day-to-day jobs still have to focus on spending much of their time feeding their work systems manually, via import/export and numerous other means, cobbling together an ad hoc experience across dozens of apps, just to prepare to begin their jobs for the day, instead of focusing on the more strategic higher-order knowledge work at hand.

The bottom line: Most practitioners I speak with believe there is plenty of room to improve this situation considerably, but aren’t generally sure how yet. Because of this unclear path forward, most of workplaces are still not expending any real effort in developing a more workable and usable overall employee digital experience. This is a major lost opportunity and it ultimately fails to serve our workers, our organizations, and our customers in vital ways. What’s more, it’s only going to become more of a challenge in the near future as IT continues to proliferate in every part of our enterprises.

Yet I do find that some of the solution(s) to this situation — and which will take real vision, commitment, and sustained change to realize — do exist in early form and are increasingly at hand.

Reconciling digital workplace with employee experience

To address all this, a while back I suggested that we were going to have to develop multi-layered strategies based on one or two experience hubs to cope with the increasingly dense and rich landscape of digital workplace tech. Sooner, rather than later, that we’re going to have to make the user experience, data experience, and community experiences more connected, holistic, and integrated, into some form of better integrated whole that probably looks like a) an enterprise social network, b) an intranet platform, or c) other experience platform where the employee digital experience can be better designed, orchestrated, simplified, aggregated, and connected to the apps and data needed to get work done.

I still believe this, but I also now realize that even with this we’re still neglecting the overall picture of employee experience, something that human resources (HR) has long focused on but that IT generally has not, even though our workplaces have inexorably become more and more digitized.

The opportunity is clear: By apply coherent purpose and design to the full end-to-end employee experience (pre-hire, employment, and post employment) — yet also proactively allowing ‘eccentric activity’ all around the margins that will drive needed the digital competition for new ways of working (and therefore rapid forward progress) — we can simplify, streamline, and direct the design of our workplaces (digital and physical) as it relates to technology to realize a far better employee experience.

To be clear, we won’t — and can’t — design or control the entire employee experience. That’s simply not possible, nor desirable, in today’s highly complex, fast changing, and sophisticated operating environments. Instead, we’ll use a design for loss of control mindset to transform the employee experience while focusing on the major use cases and employee journeys that matter most, while letting local change agents pioneer new ideas around the edge.

Using Design Thinking and Digital Workplace Strategy to Design and Develop a Better Employee Experience

To realize this change we’ll need to make digital workplace a higher order design journey with close partnership between HR and IT (really, in my projects, it’s mostly had to be the CIO and CHRO, who almost exclusively have the purview to mandate bringing together employee experience of every kind under a single umbrella.) Organizations that go from an accidental digital workplace to a more designed one will have much better results with their overall employee experience as well as targeted use cases (typically sales, project management, operations, product development) that have both high impact and strategic significance to the organization.

I’ll be exploring this confluence of the three main organizational experiences (worker, customers, and supplier) increasingly as part of my work in understanding the digital leadership issues in the enterprise. I believe these must be the primary focus of our organizations going forward, and addressing one helps address the others.

Catch me in person: You also can join me in Rotterdam, the Netherlands on May 21st, 2018 to further this discussion as I explore how to apply design thinking and digital workplace strategy to end-to-end employee experience from my latest digital workplace project efforts.
Engage Workshop, Rotterdam, Netherlands with Dion Hinchcliffe and Ellen Feaheny on Digital Workplace and End-to-End Employee Experience

What We Know About Making Enterprise Social Networks Successful Today

It’s a little hard to believe that it’s been over ten years now since the first early enterprise social networks (ESN) emerged on the market to make their initial forays into our organizations. They showed us then — and I believe even more now today — the bright new possibilities for how we might work together in more innovative and effective ways by becoming fundamentally better connected organizations.

We’ve certainly learned a great deal along the way through thousands of ESN deployments around the world since that time. I have tracked or been involved in a good many of these types of efforts over the years, and so I thought I’d revisit what I believe that we’ve learned so far from the more successful efforts. Sharing this knowledge is vital now, as I still see many practitioners starting almost from scratch. That’s because there is still no single source of knowledge on what works best when it comes to being successful in crafting a next-generation digital workplace with an ESN.

Note: We do have a useful body of industry knowledge now, but it’s currently spread out and must be put together to create a fully integrated picture. The three sources I that think are the most valuable currently are a) the Community Roundtable‘s annual State of the Community Management report, the latest edition of which I explored on ZDNet a little while back, b) Jane McConnell’s excellent Organization in the Digital Age report, and lastly, c) Vanessa Dimauro’s various work at Leader Networks, such as her new Business Impact of Communities report.

Making an Enterprise Social Network Thrive

Looking in the ESN Mirror: Far Too Much Attention on the Tools

Early makers of enterprise social networks such as Jive, Newsgator, and Socialtext blazed the trail initially, making it possible for workers to engage in truly open and self-organizing collaboration by adapting the social networking model that had worked so well in the consumer world to the enterprise. In particular, these early offerings were based on the early successes of consumer social media and social networking, namely services like Facebook and MySpace, as well highly successful online communities for business like the SAP Community Network. While wikis and blogs were the first genuine contemporary social software used in businesses (groupware, and arguably e-mail were actually the very first social tools), it was the social networking model that ultimately became the leading one.

Eventually, the hard knocks of marketplace competition ultimately led to the domination of the top part of the industry by a few players that executed well: IBM (with Connections and a host of associated platforms), Microsoft (with Yammer, Sharepoint, and now Groups, and probably Teams as well), Salesforce (with Chatter/Community Cloud), and finally Jive as the only truly dedicated enterprise player still standing from the inception of the industry.

But as useful as these platforms were and are in helping enable the right changes in digital workplace mindset and behavior, it was never the technology that was the hardest part. In fact, one of the clearest lessons from the first decade of the rise of the ESN was that virtually all of the major challenges with ESN success are about people, not technology. Making enterprise social networks thrive by fostering stronger, richer connections across organization silos while spurring widespread knowledge sharing and co-creation is an activity that is almost entirely made successful by how you situate the tools among the people involved, what skills you develop amongst them, and the type of goals, encouragement, support, and leadership you establish.

Thus, in the realm of digital collaboration, people come first and technology is second. In fact, I’ve often argued that organizations can actually become effective social businesses without any additional technology at all, like W.L. Gore (10,000 employees, $3.2B revenue) with its famously flat, open and self-organizing culture which was a social businesses long before the technology arrived. (They have since adopted the ESNs as one of their core tools.)

A Signature Lesson: People Must Change with the Tech, So Guide Them

I’d even go as far as to say this (to borrow a concept from the Internet of Things): The enterprise social network actually creates a side-by-side virtual “twin” of your organization, one that is more natural, organic, collaborative, scalable, and self-organizing. The digital twin represented by your ESN must therefore be nurtured in the same way as your business is (because it is the business too.)

Just like you’d never let your organization operate without a well-articulated vision, a relentless focus on growth and development, regular investment in better performance, careful strategic oversight, and passionate involvement by leadership as well as the rank and file, your ESN can’t lack for these elements either.

Thus, here’s the short list of the top factors I now believe drive success with enterprise social networks today. By and large, these factors are not technological in nature, though they often are highly reflective of — and can be directly aided by — the technology environment in which they operate. Instead these success factors represent the foundational types of human activities and skills that helps organizations more readily tap into the increasingly well understood benefits of operating as a social business. Lack more than a couple of these factors, and your ESN isn’t likely to be much of an improvement over say, an e-mail or unified communications system, in terms of the truly differentiated impact it can have.

The Hard Won Lessons of Thriving ESNs

  • Purposeful use case design. Unlike generic communications systems, enterprise social networks perform at their best when they’re designed around specific business activities. While having user profiles, activity streams, groups, and posts at a basic level is useful in itself — and that’s what ESN platforms offer out of the box — it’s designing for specific use cases like budgeting, recruiting, supply chain exception management, and dozens of other key activities where the real business value and impact comes in. For example, I am seeing a strong push in many ESN efforts this year to help teams collaborate more effectively in the field, particularly with sales teams, as that function matters a great deal to most businesses and is one of the best ways to demonstrate value early on. But the user experience of the ESN must be extended to natively support these use cases and make them better. This generally means bespoke experiences that extend and expand the ESN to realize the highest value use cases in an optimized way, instead of hoping that generic, out-of-the-box ESN functions will somehow enable them. While most ESN platforms have tools and APIs that make this relatively straightforward, I find that most practitioners expect that their ESN will do most of what is needed out of the box.

    This is simply not the case today. In fact, some of the most compelling examples of ESN solutions are found when specific high impact use cases are enabled through purposeful design, such as with custom-designed Plus Relocation’s Elo community, which lies at the very core of how they run their business, or the Milwaukee School of Engineering’s Bridge platform, which greatly accelerates the admission process via a carefully designed and gameified experience. All of this began to be understood back in 2011 when a widely discussed post by Laurie Buczek noted from her efforts at Intel were far too disconnected from the actual work of the business to matter very much. Well-known analysts in the ESN space such as Constellation’s Alan Lepofsky identified purposeful collaboration as a key success factor back in 2013. Attached below are a sample of the some of the functional use cases that enterprise social networks can be dramatically improved through open collaboration, which I’ll be exploring in more detail soon:
    enterprise_social_networks_business_use_cases_for_social_business

  • Professional community management. I am sometimes surprised how often I still encounter a poor appreciation of the vital importance of capable community management — see TheCR’s skill wheel to understand how involved a job it is — in ensuring the long-term growth and success of an ESN. Last year I even wrote an open letter, aimed at the IT department which often does the technology implementation for an ESN (and gets charged about half the time with actually operating it), about the criticality of developing this strategic social business capability. Short version: Digital communities are a new type of entity requiring a new form of support and enablement. Do not use interns for this, don’t use the inexperienced, don’t add it to someone’s already busy day job. Instead, use experienced professionals, like you would with any other important business function. Outsource if you have to (what I call Community Management as a Service.) Invest early and plan for the long hual as the Community Roundtable has correlated it directly with the maturity level of an ESN effort.
  • Working out loud. Of all the digital skills that workers should be developing now, perhaps the one that most naturally is an onramp to most of the others and leads to both positive outcomes and compelling emergent results is the act of working out loud (WOL) in digital channels. John Stepper’s Working Out Loud book and his push for organizations to create WOL circles to build skills around the technique is probably the best place to start. My industry colleague Michelle Ockers recently posted some fascinating insights into how WOL can work with actual results from a large organization. In short, working out loud will develop vital network leadership skills, cultivate social capital, and produce higher level of knowledge sharing, collaboration, and institutional knowledge, to name just a few of the benefits by virtue of simple and straightforward daily activities in the ESN.
    Working Out Loud Fundamentals for an Enterprise Social Network
  • Network leadership. As organizations become more virtual, decentralized, and digitally-enabled, it will be in social tools that leadership will soon be wielded most effectively. Managing our organizations through digital networks has become an essential skill, just not one that we’re training for in most organizations yet, and now we must. The majority of ESN deployments spend very little time developing these skills or educating team leaders, managers, and executives in the basic skills of network leadership, yet are often surprised when highly meaningful and impactful activity to the organization doesn’t take place there.
  • Digital collaboration skill development. In general, organizations are not developing the human skills as much as they are developing their digital workplace technologies. Almost every ESN effort I have encountered is under-delivering in some way on building the new skills required to get the most from social collaboration, as it depends on very different thinking such as letting the network do the work and designing your work processes for loss of control. These needn’t be — and shouldn’t be — complex digital skill education programs. Collaborate with your learning and development team and build some lightweight digital collaboration skill development content (videos, quick starts), add ESN education to new hire onboarding, cultivate WOL circles, and then evangelize and educate at every opportunity across the organization.
  • Supportive and engaged senior stakeholders. Perhaps the fastest and most effective way to get traction and sustain success with an ESN is to have active and fully participative leadership. This means both support and sponsorship as well as active presence in the enterprise social network itself. One of the first thing ESN practitioners should focus on is landing at least two senior executives willing to lend their reputation and standing in the organization to the effort. How important is this really? In the Community Roundtable’s survey data, year-after-year, it generally comes in as a top two factor, so it’s high on the importance scale.
  • Guardrails on activities that impede being a connected company. There are some easy ways that organizations can inadvertently reduce the benefits of social collaboration. One of the top ones is making it too easy to create private groups in the ESN. This is easy to remedy, if you’re aware of it: Leading social business exemplars like Bosch require users to submit a business case for private groups as a “tax” to place friction on keeping information hidden. Not retiring aging digital channels that are less open and participative can also be factor, as workers will initially tend to gravitate back to the tools and channels they know. In general, be diligent in not breaking FLATNESSES, which is a more detailed mnemonic I adapted from Andrew McAfee’s initial SLATES mnemonic describing what makes social tools different and more powerful than what came before.

ESNs are about people + digital technology: Focus in that order

Are there other success factors? Sure, and they vary widely depending on the organization, its culture, inclinations, and level of digital competency. If you want a deeper drive, I previously explored in detail, by pulling from several dozen client studies and industry case examples, what early adoption success patterns for ESNs were, since that phase was what most organizations were focused on then. We’ve learned some additional lessons since then — most of which are summarized above — but it’s still a useful breakdown if you need more techniques to drive success.

Does all of this sound overly complex? Not really. Social technologies themselves are getting very good at making the fundamentals easier, while there is a growing body of knowledge that can be used as a template for the structures and processes one needs to put into place. I’ve previous explored the structure side several times, both in terms of specific roles and organizational capability, while the process side is well-depicted in aforementioned community manager skill wheel.

In short, never before has it been easier to adopt enterprise social networks and achieve significant impact. It just takes a focus on what matters most, which is a steady choreography that consists of shifting human skills and supporting collaboration technologies together towards business goals. I now believe that most organization can get to ESN success quickly and repeatably, but only if they assess and adequately address the full dimension of people and technology concerns required.

Additional Reading

How Social Technology has Emerged as an Enterprise Management Model

Can we achieve a better, more effective digital workplace?

It’s Time to Transform ERP into a System of Engagement

The IT industry has steadily been moving beyond its roots in data management and record keeping for a few decades now, approximately since the advent of corporate e-mail. As I’ve tracked over the years, this trend is more broadly known as the shift from systems of record to systems of engagement. Over the years, we’ve witnessed how the value of IT systems grows dramatically when they focus as much on connecting people and systems together with as little friction as possible, as they do on storing and retrieving information.

We’ve also collectively learned as an industry that one-size-fits-all technology, especially in the enterprise, often ends up fitting the needs much fewer people than we expect. Put simply, despite all countless industry lessons learned, enterprise systems are still far too unwieldy, adapted poorly to individual users needs, difficult to use, and an impediment towards value creation, especially at the edges of our organization, where key business activities such as sales, marketing, service delivery, and customer care take place.

Today’s Successful Enterprise Systems Engage Effectively

In recent years, new highly personal forms of digital engagement have demonstrated a new path to us through the large scale global success of social media, use-anywhere smart mobile devices, and consumer apps that are essentially effortless to acquire and use.

When I look at most enterprise IT today however, it’s clear that the buyer is not the end-user but IT departments and other stakeholders who won’t have to use the systems themselves. The traditional ERP system, which runs much of the mission critical infrastructure, is possibly the worst offender and most in need of remediation in today’s era of highly consumable personal IT, which runs rings around most enterprise technology when it comes to usability, personalization, fitness to purpose, and responsive design.

The Contemporary Enterprise: Systems of Records and Systems of Engagement

Certainly, enterprise systems often have a very different set of goals than consumer IT, including much higher levels of security, more rigor in data structure and quality, complex operating requirements, and other factors that consumer IT simply doesn’t have to contend with. I’d argue these are, however, just not valid excuses for meeting the standards of modern IT systems when it comes to improving productivity, usefulness, and effective results in our organization. As I’ve long argued, we need to unclog the arteries of enterprise IT for competitive reasons as well as basic employee retention, given trends I’m seeing in end-user expectations of how IT systems should work.

At this point in IT industry evolution, I’d argue that the nature of the enterprise procurement process, along the roles of those typically charged with IT acquisition each conspire against the kinds of systems that users — and the business itself — would find more useful and productive in getting their work done. Plenty of evidence now shows that usability and accessibility have large benefits when it comes to getting results from enterprise IT.

An actual data point from the respected Nielsen Norman Group serves to make the point here: Allocating a mere 10% of the budget of your IT system to usability will approximately double the quality metrics for the system. Yet few projects allocate anything like this amount, especially to off-the-shelf systems.

Modernizing the ERP for Engagement by Augmenting It

So how can we overhaul the poor effectiveness of today’s ERP systems and bring the latest advances in today’s systems of engagement to bear to increase the poor usability of ERP systems that Jon Innes famously lamented back in 2010.

Given the slow rate of change in the usability and reach of ERP systems over the years, I’d now argue that we’re not going to see a major improvement in the design of ERP systems themselves. Instead, I now see that enterprises, which have invested enormous amounts in their existing enterprise systems, have little choice from most of the leading vendors. Instead, the typical ERP system should instead be augmented with the capabilities that will provide the full measure of value creation that was originally hoped for.

To this end, I’ve authored a new white paper that lays out my analysis that we’re about to enter a new era of enterprise IT. One that is not just more consumerized and highly usable, but focused on both the needs of the business and end-user both. By augmented ERP with effective systems of record, most organization can now take the power of today’s sophisticated ERP systems and extend them to wherever they are needed in a far more personalized, dynamic, and focused way.

As a new generation of IT thinking emerges, I now see that this will be the pattern of ERP and most enterprise IT systems, in that they will become a fusion of capable foundational systems of record and systems of engagement. The latter will either be purpose-built or developed by a new generation of enterprise IT companies that understand the new generation of IT, consumerization, design thinking, and usability on top of traditional IT requirements.

How ERP Will Become the New Systems of Engagement White Paper by Dion Hinchcliffe

Credit: I’d like to thank Capriza for making my time available for the research and analysis that went into this white paper, which is freely available for download.

Vital Trends in Digital Experience and Transformation in 2016

This year I was invited again to come to Dreamforce in San Francisco and present on the latest developments in digital experience and digital transformation for the conference’s Emerging Tech Trends track. Surprisingly well-attended given the satellite location of the track at the Hilton Union Square, having to prepare this session is always a good opportunity for me to go over my research in the last year and map out what’s likely going to happen next.

For myself at least, it’s clear that human change has become closely linked to and as important as digital change, so I have divided up the trends list in the last two years into a tech dimension and a human dimension.

The bottom line: How we think, work, and react as people has tremendous impact on the usefulness and effectiveness of emerging technology. It’s what separates the digital native from those who are just beginning the journey. For example, those not inclined to share information won’t get much use from the technologies and techniques of social business, nor will those who are uncomfortable and unused to spending time in virtual worlds be able to take advantage of the rich opportunities of virtual reality. And if we’re not changing our leadership skills to be more network-centric as opposed to hierarchy-centric, then much of the business value of digital experience and engagement is wasted on us. The list goes on.

What’s more, not only are we co-evolving with our tech, but we need to understand how we need to change just as much as the technology is changing. This is required in order to a) understand the art of the possible and b) to be able to access technology’s unique and historic new value propositions.

What's Next in Digital and Social Experience and Digital Transformation in 2016

Another point I make early in the presentation is the technology is changing exponentially right now and has climbed into a rather steep part of the curve, yet our organizations just don’t change on the same curve. Instead, we change far more linearly, at best logarithmically (see slide 8.) That’s not to say that that enterprises can’t organize themselves to change much faster, but in order to do so we must employ fundamentally new ways to transform organizations. Certainly, some organizations are adapting faster and digital transforming more sustainably (see data on slide 4.)

Sidebar: I’ve recently been exploring what these new models for sustainable yet highly scalable models for digital transformation, even proving them out on client projects I’ve been working on over the last few years. The key seems to be a more network-based, decentralized, and emergent approach I’ve called a Network of Excellence.

Emergent Tech Trends Inputs

For this year’s round-up of emerging tech trends, in addition to original research, I used as inputs several items:

Major new additions to the list include digital assistants/bots/chatbots, blockchain, omnichannel, workplace app integration, and collaborative EMRs, along with significant tweaks in a variety of the existing trends.

You can see the whole deck with an overview of each trend on Slideshare. I’ll post any video that is produced as well.

Also, in other Dreamforce news, you can review my live blog of the main Dreamforce keynote as well as my current assessment this week of the Salesforce platform and ecosystem.

Additional Reading

Digital priorities for the CIO in 2016 | ZDNet

The Building Blocks of Digital Transformation: Community, Tech, Business Models, and a Change Platform

How Chatbots and Artificial Intelligence Are Evolving the Digital/Social Experience

Digital engagement is once again shifting, as we can see from the main discussions at Facebook’s F8 conference this week about the new release of Messenger and its smart chatbots, or when we look at what’s happening with popular team messaging services like Slack, which is being “overrun by friendly, wonderful bots.” While bots seem like a minor improvement to digital user experience, some believe — including myself — that a combination of today’s latest technologies will transform this what’s-old-is-new-again technology into a major new force in contemporary digital experience and social engagement.

Over the last couple of years, conversing in everyday language with our digital devices has become relatively commonplace with the advent of widely used digital concierge services like Siri, Google Now, and Amazon Echo. Known more formally as ‘conversational user experiences (UXs)’, this dialogue-based interaction model actually has quite a long history going way back to command-line programs like Eliza and Zork (both of which yours truly spent far too much time with when younger), the first commercial expert systems in the 1980s, IRC bots, and other early examples.

Anatomy of a Chat: How Conversational UXs Add Value

While there’s always been an assumption that bots had a bit code behind them with a little situated intelligence — from performing simple services like scheduling reminders via IM all the way up to the first textual AI-based systems such as MYCIN for helping doctors diagnose infections — most conversational interfaces tend to be relatively simple affairs with a little bit of basic natural language processing connected to a decision tree.

That’s clearly about to change in a major way as the introduction of more powerful forms of artificial intelligence and machine learning are combined with new UX channels like voice, video, virtual reality (and soon enough brain/machine) into solutions designed to assist people in their daily activities. These bots will ultimately be unleashed on a) all of the visible digital data in existence, b) apply vast computing power and cutting-edge algorithms to make sense of it all, and c) provide the ability to use this knowledge to converse with us about the world in a deeply meaningful way.

Siri on Apple devices, the conversational UX I use most, has been able to handle increasingly complex and useful queries over the years, often aided by deep smarts from 3rd party services like Wolfram Alpha. Siri is a good example of the overall progress of general purpose chatbots, but it — and the others like it — are really just the tip of the iceberg. I predict you’ll see chatbots appear in almost every user interface in the near future as a way to almost completely remove the friction between our computing systems and us.

How Chatbots Will Impact Online Community

How will the rise of chatbots with AI affect the most important new digital environments for our organizations, online communities and enterprise social networks? I wondered this recently, in particular how it might affect the highly strategic and valuable role of community management. To explore this more, I posed this question yesterday on Twitter to a couple of top colleagues in the space, Rachel Happe and Carrie Basham-Young, with Constellation’s Alan Lepofsky joining in:

Chatbots for Community Management: A Twitter Conversation with Rachel Happe, Alan Lepovsky, and Carrie Basham Young

Why would chatbots help with digital leadership roles like community management? By being connected to the global activity stream and then assisting in the most fundamental — and therefore most common — community management scenarios. This would offload a very overworked role to handle routine digital enablement like helping users through common issues, basic community skill building, ensuring a basic SLA for questions and answers, and providing coaching to community/ESN users on the fly. Other likely scenarios include capturing community data and reporting on it and providing a queryable interface on community needs, hotspots, and quiet zones to improve social business adoption and drive business performance. Chatbots in this space have great potential in my opinion and we’ll soon see them more and more in the social business world.

How Chatbots and Artificial Intelligence could Help Community Managers

But are chatbots for community management — and other domains of digital engagement — really going to happen? I’d argue that since they already are in many other similar functions, such as Web site sales and support, that it’s almost certain, as a greater share of conversation shifts from human-to-human (H2H) to human-to-machine(H2M.) In fact, an employee from Cognizant even chimed into the above Twitter conversation that they are actually working on this. A smart chatbot to aid in community management will likely do volumes to improve the effectiveness of online communities, which are still getting short shrift in terms of investment in the professional skills needed to manage and facilitate them well.

In short, I believe smart chatbots will revolutionize digital/social engagement by adding a much needed automation and support of communication, knowledge management, and collaboration. There are also high value scenarios for chatbots connected to the e-commerce especially, an area that Facebook was careful to emphasize at F8. Chatbots will likely contribute to some digital noise as well, but filtering has proven effective in general for social environments in recent years. Overall, the emerging ensemble of conversational technologies is going to offer a compelling new access point to digital value for the average people in a very substantial way. At this point, I’d strongly recommend that most organizations add them to the new enterprise technologies to watch.) I will be adding smart chatbots to my upcoming 2016 enterprise tech watchlist on ZDNet as well.