Dimensions of the Foundational Framework

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Capabilities

Individual: Creating, sharing, learning and growing.

  • Digital deployment
    • Sharing information and knowledge with others
    • Co-creating content
    • Reacting to news, information and content
    • Communicating in real time
    • Sharing media (photos, video, audio)
    • Using video to capture know-how and expertise
  • Work practices
    • Being responsible for own learning and developing
    • Setting own goals, self-managing
  • Organizational context
    • Support provided for people to do their jobs
    • Opportunities for projects, career progression clearly communicated

Customer: Serving clients, customers or users of the organization’s services and products.

  • Digital deployment
    • Use of video for sales, marketing and live interaction with customers/users
    • Mobile services for sales, service and operational teams
  • Organizational context
    • Use and participation in the digital workplace by operations, engineering, sales & marketing, customer service and other business-related functions
    • Involvement in social/collaborative initiatives by operations, engineering, sales & marketing, customer service and other business-related functions
  • Customer relations
    • Means and practices for interfacing and collaborating with customers and external partners

Enterprise: Cross-organizational perspective: working across silos as a networked organization.

  • Digital deployment
    • Locating expertise from across the organization
    • Finding information from anywhere in the organization
    • Search across social conversations within the organization
  • Work practices for teams
    • Flexible teams with people are involved in multiple projects, changing teams and roles based on internal and customer needs.
    • Distributed, cross-functional teams where people work together across traditional silos.
    • Teams set their own goals and objectives.
  • Organizational context
    • People’s objectives are visible across the organization.
    • Teams”work out loud,  willingly making their work visible to the larger organization as they work, and before the work is finished through ongoing use of internal communication channels.

Enablers

Structure: Virtual operational units such as communities, teams and networks complementing hierarchical structures.

  • Communities: internal only and/or with external members
    • Community of practice, single function (Communication, Financial, HR, etc.)
    • Community of interest (professional topic-based community, multi-functional)
    • Personal interests (sports, leisure, hobbies)
    • Project-based, with deliverables, limited in time
    • Problem-solving
    • Innovation and co-development
    • Community of action (spontaneous, volunteer-based groups of people gathered together for a specific, time-limited purpose)
    • Custodian / stewardship role for knowledge
  • Enterprise social network
    • Single one or several
    • Degree of deployment if single
  • Scope of the digital workplace strategy
    • Internal only or internal+external

Process: New and simplified processes to reflect social collaborative ways of working.

  • Collaboration
    • Incentives: team-based or individual
    • Working collaboratively recognized as a valued behavior
    • Social performance management: continuous dialogue and feedback rather than the traditional one-shot annual exercise
  • Simplification
    • Teams enabled to act and, when necessary, shortcut enterprise processes in order to advance rapidly
    • Identity management: transparent, integrated or fragmented
  • New values
    • Teams have business responsibility and are accountable for producing actionable output
    • Workforce satisfaction measured regularly
    • Practices around experiential learning (simulations, gamification)
    • Co-creating, crowdsourcing and co-developing ideas

Reach: Equal, relevant, interactive digital access for the entire workforce. Connecting everyone anywhere, anytime.

  • Coverage of the workforce by the digital workplace
    • Geographies: countries, regions
    • Business divisions, business units
  • Mobile services for the workforce: implemented, piloting, under development, planning)
    • Email
    • News
    • Sales, customer, product/service information
    • Customer service data, deliveries, issues
    • Operational info, reports, alerts, messaging
    • Field service: work orders, update info
    • Project information: status, updates, task, workflow
    • Employee self-service: HR, admin, logistical
    • Learning: training, e-learning
    • Daily tasks, workflow
    • Access to document repositories
    • Co-creating and sharing documents
    • Social network/activity streams
    • Short messaging: texts, chat
    • Video conferencing
    • Reporting information: dashboards, performance indicators
    • Business intelligence
  • Mobile policies
    • Corporate/organizational devices
    • BYOD (device), BYOPC (computer) and BYOA (application)
  • Sync and share capability (content synchronization and sharing across devices)
  • Video accessibility outside organizational walls (firewall)
  • Availability of training remotely (online, outside organizational walls)

Mindset

Leadership: Influence from any level and from any part of the organization that results in change.

  • Awareness and involvement of top management in digital initiatives (from vocal support to visible, sustained commitment)
  • Distributed decision-making (vs. highly centralized)
  • A future-oriented perspective on the part of management
  • Clarity on the part of management regarding the place of digital transformation within the overall organizational strategy
  • An open, participatory leadership style on the part of management (senior management, and functional such as Communications, HR , IT and Business-related managers)

Culture: Attitudes, behaviors, styles and expectations.

  • Overall organizational culture based on 6 criteria:
    • Team-oriented vs. Individually competitive work styles and behavior
    • Primarily open vs. primarily closed information systems
    • Entrepreneurial vs. follow absolute compliance to rules
    • Strong, shared vs. Inconsistent, unclear sense of organizational purpose and identity
    • Open, reactive to influence of external world vs. closed environment, little interest in external world
    • Willingness to take risks vs risk averse
  • Work practices
    • Business goals and plans are communicated throughout the organization.
    • People feel free to give input to business goals and plans.
    • People freely challenge ideas including our business model and work practices.
  • Trust
    • Organizational trust: peers, people elsewhere in the organizations, local management, global/corporate management

Strategic Asset: Managing the digital workplace as a strategic asset, essential for the organization.

  • Decision-making
    • Involvement across the organization: levels and functions
    • Level of top person responsible for digital strategy
  • Vision
    • Compelling vision for digital transformation / initiatives
    • Vision clearly communicated
    • Clear goals and indicators defined
  • Cross-organizational involvement
    • Active involvement from all or most business units
    • Ownership of change initiatives by frontline and operational people
    • Collaborative and cross-organizational decision-making and planning
  • People
    • Effort to understand and improve the user experience

Read about the 2016-2017 report.  Request a free copy of the Executive Summary. See how to purchase the report.