Module 3 asks you to evaluate your organisation’s current use of digital technology internally to improve operating efficiency, reduce costs, building an agile, fast moving, responsive organisation ‘fit-for-purpose’ in an era of turbulent change; identifying areas for future improvement.
The concept of Digital Workplaces is highly relevant to Module 3.
A good overview can be found here – Digital Workplaces Explained in Four Tag Clouds.
You may also find other articles in the Digital Workplace series to be of interest – see here.
"A digital workplace is one which leverages the full potential of technology to rethink the way things are done, breaking free from the limits imposed by outdated systems. Technology, supported by a strong digital culture, is used to build Digital Operational Advantage – becoming a more efficient, cost effective, collaborative, agile, responsive organisation ‘fit-for-purpose’ in an increasingly digital world."
Digital Operating Advantage
Current and emerging digital technologies provide exciting opportunities for your organisation to rethink the way you operated, the way you work, breaking free from the limits imposed by outdated legacy systems.
The concept of Digital Operating Advantage is relevant here - embedding technology at the core of everything your organisation does to streamline internal systems and processes, improve efficiency, reduce costs, becoming a more agile, fast-moving data driven business, ‘fit-for-purpose’ in a digital age. Technology embedded at the core of your organisation, building a Digital Operating Advantage difficult for others to copy.
The four key pillars of Digital Operating Advantage are shown in Figure 3.1 below:
Figure 3.1: Building Digital Operating Advantage
Module 3 asks you to identify opportunities for digital operational improvement in your own business/organisation and propose solutions.
Some of the key issues your organisation should be addressing include the following:
- What are the main productivity busters, bottlenecks and frustrations in your organisation?
- What scope exists for leveraging current and emerging technologies for overcoming these bottlenecks, building Digital Operating Advantage (improved systems, processes, efficiency, costs, speed of response, data etc)?
- How well is your organisation utilising enterprise social tools for reducing the burden of excessive e-mail, supporting collaboration and knowledge sharing, internally and externally with business partners?
- What progress has been made in deriving actionable insight from the wealth of data held by your organisation; do staff have access to modern, visual-based, self-service Business Intelligence software, or are your BI needs still centrally controlled by IT?
- Does your organisation suffer from a legacy IT problem, a legacy management problem or both?
- What progress has your organisation made in using digital technology to streamline internal systems and processes, to reduce costs and improve efficiency, becoming a more agile, fast-moving, data driven business?
- How well have you embedded technology at the core of everything your organisation does, building a Digital Operating Advantage difficult for existing competitors and new market entrants to copy?
- Is your organisation leveraging the full potential of digital technology for supporting collaboration and knowledge sharing?
Questions 12 to 14 of the Interactive Polling Tool will give you a good overview of the wide range of issues to be considered here. You can access these by going to www.menti.com using the code number 337826 to login.
Please do not rush forward and answer any other questions in the Interactive Poll. For the moment, please just focus on Q12 to 14. The other questions can be answered as you work through subsequent modules.
Internal Digital: To what extent do you disagree/agree with the following statements?
- Our organisation is too hierarchical, bureaucratic and controlling.
- Excessive use of e-mail is a major productivity buster in our organisation.
- Our organisation uses enterprise social technologies to improve internal communications and knowledge sharing.
- There is a very high level of employee engagement/motivation in our business.
- Decision-making in our organisation is based on analytics rather than 'hunch'.
- We have regular access to workplace analytics.
- “The system won't allow us to do that.
- Digital natives would find our organisation attractive to work for.
List up to five main operational barriers in your organisation (frustrations, bottlenecks, inefficiencies, productivity blockers). The question allows you to add more than five answers if you wish.
Building Digital Operating Advantage: What scope for improvement exists in your organisation's use of technology to?
- Digitise key business processes.
- Support staff engagement, building a more collaborative, agile workplace.
- Derive actionable insights from data through access to self-service, visual based BI software.
- Your use of emerging technologies such as voice, digital workplaces, automation, IoT, the blockchain etc.
Module 3: Background Reading
The links below provide useful background reading for Module 3.
- Digital workplaces explained in four tag clouds
- Video – business practices that fail to die, email trees
- How does your organisation spend its time? Video of Workplace Analytics for Office 365
- Maximising the impact of enterprise social
- The 2017 State of the Digital Workplace Report (free registration required)
- The role of an analytics translator: the new must-have role
- Sloan Review - How people analytics improves employee performance
- Book: When Millennials Take Over: Preparing for The Ridiculously Optimistic Future Of Business
- Recent Microsoft report on the benefits of Digital Workplaces
- The next-generation operating model for the digital world
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Dr Jim Hamill