What are and what will be the biggest challenges for the digital Workplace responsible in the forthcoming years?

        • Some of the speakers from IntraTeam Event Copenhagen 2019 have answered questions regarding the intranet/digital workplace in the future. Below you can read what the speakers think about the question What are and what will be the biggest challenges for the intranet/digital Workplace responsible in the forthcoming years?

       

       

        • Benjamin Niaulin – Sharegate:
        • In 3 years? Likely we will be implementing or just finished implementing changes to our core processes. Instead of taking what we used to do and make it digital, we will be looking at technology to re-invent how we do things within our organization. I also suspect we will stop using the word Digital Workplace as it will be more of a common way of work.

       

        • Cecilie Rask – Danish National Police:
          Findability and preservation of knowledge across platforms and tools. 

       

        • Christian Buckley – CollabTalk:
          The biggest issue is, and will continue to be, poorly designed information architecture, which limits our access to the right data at the right time and in the right context. It impacts search, navigation, security, compliance, and even performance of our environments.

       

        • Elizabeth Marsh – Digital Work Research:
          Sheer complexity of the environment; balancing governance with responsiveness to needs/new technologies; making search work; embedding a measurement approach; driving up digital literacy across the workforce; cultural shift needed as new technologies are introduced.

       

        • Frank Sielaff – Merck:
        • Manage requirements from various organization units as well as expectation management of top management.

       

        • Gillian McCannWorkgrid Software:
        • The biggest challenge for the digital workplace will be to align the digital workplace to a great employee experience. It’s easier to just take a siloed approach and implement new modern technologies and applications for employees but departments (HR, IT, Communications, Finance, etc.) will need to work together to ensure the overall employee experience that makes up the digital workplace is one that aligns to the needs and expectations of employees.

       

        • Jesper Bylund – Region Skåne:
        • Organisational red tape and turf wars within the company/organisation. The DWP must be approached with a holistic mindset, and this is not easily done in old, hierarchic organisations. 

       

        • Kimberley MorrisonArriva:
        • 1) Shadow IT.  2) Changes in the next generation entering the workforce. 3) A boom in remote working.

       

        • Kristian Norling – Region Västra Götaland:
        • Competence, knowledge on all things digital. We will focus on supporting employees in learning digital ways of working.

       

        • Laura RogersIW Mentor:
        • I think accountability will be a big challenge. With more remote workers, and more millennials joining the workforce, it will be interesting to see how productivity will be maintained, with the workforce having so much freedom and flexibility.

       

        • Lena HildebergBonnier Broadcasting:
        • Budget, cash, resources – call it what you like. Services for customers will – and should – always come first. At least in the private business sector.

       

        • Luis Suarez Panagenda:
        • Mainly, the challenge we have been facing over the course of the last decade with #SocBiz #ESNs and Change programmes: (Senior) Management. 
        • We are not going to be able to get rid of that challenge in 3 years time. Technology has never been a barrier and it’s not going to start now. It’s our (senior) management teams the ones that are the problem for their inability to learn new ways of leadership as well as adapting to different social / digital tools. 
        • Change is hard because of our different behaviours, many dysfunctions and specific mindset and plenty of all of those are influenced by (senior) management. There are ways on how we can go about these challenges and turn them into opportunities. Drop a comment here and I will tell you how. 😉 

       

        • Malou de Rooy – JACOBS DOUWE EGBERTS:
        • – Minimizing the “email-culture”.
          – Return on investment (value vs costs).
          – Engaging generation X/baby boomers .

       

       

        • Neil Barnett – Heathrow:
        • Research and profiling of the workforce to create personas that then define the digital goals and objectives. This will always be the biggest challenge. 

       

        • Patrik BergmanHaldex AB:
        • The biggest hurdles are never based in the technology. It will continue to be the culture and the willingness of the employees to change and work even smarter. What we often hear referred to as change management will be crucial – if you don´t get the others to join you the technology will fall flat.

       

        • Per Birk OlsenDanish National Police:
        • Findability across different tools used in the digital platform.

       

        • Ralf Larsson – Electrolux:
        • How to enroll non pc staff, e.g. in production in an engaging way. And how to make the workplace a productive enabler. Having shared and cross-functional KPI:s and proofing the value is key.

       

        • Richard Harbridge – 2toLead:
        • Pro-actively planning and executing in a way that is accelerated by industry changes – ride the many waves of innovation and intelligence that are coming as effectively as possible. 

       

        • Simon Thompson – Experience Applied:
        • The main challenge will be balancing bottom-up demand with top-down need for control. Maintaining the quality of interfaces and content is not going to get easier as the number of new tools and places to use them grows.

       

        • Stacy Wilson – Eloquor Consulting:
        • Challenges for those responsible for the DW: 
        • – Limited resources and executive support; the inability of an organization’s senior leadership team to jointly support a shared vision and strategy is a real problem for many organizations; too many leaders off on their own tangents. 
        • – User participation in the planning/development/evolution process; this continues to be a crucial step many skip.
        • – Limited adoption and resulting low ROI. This is a direct result of limited investment in adoption/training activities. 

       

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