“So, within this article you will find an assessment of Gartnerâ€™s eight building blocks for a digital workplace, based on DWGâ€™s extensive digital workplace research programme and evaluation experience.”
Digital workplace strategy: write a comprehensive road map
Workplace employee engagement: encourage a corporate culture of autonomy, accountability and empowerment
Digital workplace organizational change: this changes everything
Digital workplace processes: how to be the right kind of enabler
Digital workplace information: on demand and on target
Digital workplace metrics: measurement as a tool for change and evaluation
Digital workplace technology: get smart
the areas where it is lacking, which include:
user experience design (UXD) and employee experience
governance and ownership
cross-functional management and delivery.
f you havenâ€™t heard the quote by famous management professor Peter Drucker, â€œCulture eats strategy for breakfastâ€, this can now be your new go-to smart thing to say in important meetings.
Gartner has usefully included a focus on organizational culture within their digital workplace building blocks framework, with attention on employee engagement and management practices or â€œleadership cultureâ€.
They took it one step further in explaining the importance of business-value metrics, rather than the much less strategic usage statistics (we call them â€œvanity statsâ€) that are much more common.
Gartnerâ€™s building block #6 â€œDigital workplace informationâ€ highlights the importance of: 1) making humanâ€“computer interfaces much more human, Ã la Appleâ€™s Siri and Google Now; and 2) making search functions much better at surfacing the right content and tools.
“Ms. Rochet’s charge, as Chairman-CEO Jean-Paul Agon put it at the time, is to “accelerate L’Oreal’s digital transformation regarding consumer experience, service-based innovation, customer service and technology platforms.””
“By contrast, companies in a range of industriesâ€”including the five highlighted belowâ€”have begun to successfully transform their products and operations by taking a structured approach to digital. Rather than searching for the perfect strategy, they have committed themselves to a policy of quick action and experimentation, launching small-scale initiatives and then building up their digital capabilities through experience.”
Retail Player Quickly Rolls Out a Mobile App <!–googleon: all–>
A multinational big-box retailer operating in an emerging market launched a quick-win initiative with a mobile app to boost declining sales at its physical stores. Rather than develop a grand digital strategy or conduct detailed market research to determine the scope of the opportunity, the retailer outsourced the entire app-development process so it could get something to market quickly.
A Telecom Company Evolves from Network Provider to Digital Service Provider <!–googleon: all–>
A telecom company that dominated its home market recognized the risks of commodification early. It knew that focusing on voice and data networks put it in danger of becoming a mere conduit for information, while digital start-ups built innovative mobile services that customers would access (and pay for) through its wireless network. To capture some of this emerging revenue in digital, the company began to leverage its wireless network to offer new services.
An Insurer Creates a Joint Venture to Enter a Challenging Market <!–googleon: all–>
A global insurer wanted to enter a fast-growing Asian market, but several initial efforts had failed. The company then developed a joint venture that would enter the market through a â€œTrojan horseâ€â€”a noninsurance product marketed under a new brand name.
An Auto Manufacturer Uses a Two-Speed IT Structure to Support a Digital Initiative <!–googleon: all–>
A multinational automobile company wanted to use digital technology to improve its sales cycle. The management team studied the car-buying process and identified several â€œmoments of truthâ€ when customers were turning away rather than continuing to engage. Market research indicated that the company could improve sales by reaching out to customers through digital channels at those junctures, with more targeted marketing messages, vehicle specifications, and other information intended to win customers over
A Global Bank Revamps Its Organizational Model <!–googleon: all–>
With digital innovators increasingly influencing customer expectations, a global bank embarked on an internal transformation with three objectives:
Allow the bank to respond faster to changing customer requirements
Increase efficiency by breaking down organizational silos and bureaucracy
Increase staff engagement and make the bank more attractive to digital talent
Payors and governments have an ever sharper focus on managing costs while delivering improved patient outcomes, putting an even greater onus on pharma companies to demonstrate the value of their drugs in the real worldâ€”not just in randomized controlled trialsâ€”if they are to retain market access and premium pricing
Patients are becoming more engaged
In a digital age, patients are much less dependent on their doctors for advice, increasingly able and willing to take greater control of their own health. They feel empowered by the vast amount of health information available online and on apps, and by the array of health and fitness wearables such as FitBit and Apple Watch
New competitors are moving in
Information and insights into patientsâ€™ histories and clinical pathways are no longer the preserve of the traditional healthcare establishment. Where once health providersâ€™ paper-based medical records were the main source of patient health data, and drug research and development data were kept within the walls of the pharma companies, today, technology companies such as Apple, IBM, and Qualcomm Technologies are moving into healthcare.
More information is available about product performance
Historically, pharma companies have controlled both the generation and dissemination of information about their products. Digital technologies have weakened that control,
Process efficiency and agility is improving dramatically
Advanced analytics, sensors, and the automation of complex decisions are capable of delivering a step change in the efficiency, speed, quality, and responsiveness of business processes in all industries.
Personalized care: Sensors and digital services for tailored, 24/7 treatment
The ability to personalize interactions with stakeholders is a key value driver from digital technology in any industry. In pharma, this value will be realized in large part through the use of sensors and digital services to provide tailored care around the clock.
Fuller engagement: Omnichannel conversations with physicians and patients
Digital-engagement technologies open up a whole new world for marketing, the exchange of information, and recruitment for trials. Pharmaceutical sales reps, medical-science liaisons, and patient-service teams can inform and influence patients, physicians, and caregivers in person
Data-driven insight: Advanced analytics to increase pipeline and commercial value
Pharma companies sit on a wealth of data, usually locked away in different technical and organizational silos.
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