The New Digital Workplace - Employee Productivity, Brand Image, Business Value
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The New Digital Workplace
Employee Productivity, Brand Image,
Business Value
Transform to the power of digital
Key Takeaways 2
The Digital Workplace is policies and improving the standard way
of working. For the Chief Digital Officer, it
considered as an overall
would be about channels and improving
company asset. the customer experience through better
interactions with the employees of the
Seen as an IT infrastructure component
company. Today, the Digital Workplace
for years, the workplace is now a
has become a functional area. However,
strategic challenge for companies; the
unlike the other functions such as CRM,
“Digital Workplace” brings a disruptive
Finance, and Supply chain, it doesn’t
value-added differentiating element
have a clear representation in the
in a highly competitive market where
executive committee. For the CIO, it’s a
new needs have emerged: mobility,
tremendous opportunity to leverage his/
seamless experience across multiple
her traditional position in the company
devices, self-care, social media and
by going beyond their traditional role
global collaboration… Furthermore,
of ensuring service quality or providing
these needs cannot be addressed
systems when requested by the
through traditional methods of delivering
business.
workplace services.
Addressing the Digital The Digital Workplace will
Workplace as a whole is a become the future “Digital
fantastic opportunity for Hub” for cloud services in
CIOs to emerge as Digital the company.
Champions.
As emerging technologies are rapidly
The Digital Workplace raises a question integrated in the consumer market,
about its ownership in the organization: the time-to-user becomes critical for
who shall now be accountable for an companies. For IT organizations, this
asset that must address such a wide need for speed cannot be addressed
range of needs? For the Chief Technical through standard delivery models. With
Officer, the primary concern would be to the rise of Cloud services, positioning
implement new IT services and support the workplace as a “digital hub” presents
new devices. For the Chief Human a disruptive opportunity for promoting
Resources Officer, it would be about new services to end users by combining
determining new employee benefits cloud or in-house services.
3From a Traditional Workplace to a
Digital Workplace
4The workplace constantly undergoes mobile phones, more than 6 billion are in businesses are compelled to get their
a game-changing transformation, circulation. Mobility is seen as the key area services in line with their stakes. With
driven by new technologies, approximately for technological investments over 2013 – these ever-increasing demands, they
every 10 years when these technologies 2014. The use of multi-devices is also a need to accelerate the time-to-market
– considered “new” for a certain time key topic as 66% of the users are found and have quick access to relevant data.
frame – have finally proven their viability to be working with at least 2 devices IT organizations are aware that the quality
to the public. Each transformation is in 2013. In fact, 70% of tablets used in of workplaces that they provide mirrors
the stepping stone for the next, and companies are funded by employees. their capacity to answer business needs:
missing one makes the climb even more These innovations are widely used by they must adapt their services to this new
challenging. In the 90s, companies consumers and employees alike. The situation and contain the dwindling use
connected their employees together increased use of new digital technologies of in-house services. The gap between
through networks, and in the 2000s, the such as tablets, smartphones, enterprise IT and businesses will continue to rise
Internet connected these computers to social networks or cloud services have unless IT organizations understand that
the world. Throughout the history of digital already become mainstream in many they have to transform the way they
collaboration, by and large, organizations business environments. deliver services if they do not wish to lose
have been following these changes in this battle.
their business ecosystems either as early
adopters or as aware followers. Today, End-users want no less than an
organizations are at the threshold of a experience as close as possible to
new digital revolution: the era of mobility what they get at home. Employees
and the “Digital Workplace”. often have better digital solutions at
home than they do at work, and many
customers are more technology savvy
The Digital Workplace revolution than the people trying to sell to them. They
is already there, and it impacts want to access their data anywhere and
everyone. In their relatively brief period of anytime. They also want to communicate
existence, social and mobile technologies with tools and applications that they use
have found favor with consumers faster in their personal space as well. Owing to
than any previous technology did. As for the high expectations of their employees,
5The Digital Workplace is a
Business Enabler
6The Digital Workplace is the core costs, while providing a new end-user
of a complex digital ecosystem. experience. The Digital Workplace is
Whatever the function in the organization therefore not just a pure IT topic; rather
and whatever the business challenge, it’s an opportunity for companies to
addressing the digital dimension is akin become end-user centric in order to
to addressing the Digital Workplace. activate new performance levers. By
Transforming the traditional workplace doing so, the Digital Workplace will be
into a Digital Workplace involves re- considered as an overall company asset,
inventing the working environment, which is critical for the business just as
taking control of the disruptive digital any other core services.
technologies, optimizing capital
The Digital Workplace is at the core of the Digital Ecosystem
Fast ongoing Cloud Services
technological cycle
Digital
Ultra mobility World Efficiency
"Expert user" Agility
"Fun" Digital User Digital Business
WORKPLACE
Up-to-date technology Communication
Performance Mobility
Digital
Company
Multi channel approach Brand Image
Extended working Attractiveness for
environment digital generation
7By taking ownership of the Digital ownership of the Digital Workplace in the organizations to leverage disruptive
Workplace, CIOs become enablers of organization, the CIO can leverage this methods for delivering services. To
the digital transformation, fostering opportunity to extend his/her footprint address the new business requirements
behavioral changes of stakeholders and move beyond simply implementing related to mobility, collaboration or self-
and end users.The Digital Workplace new IT services. By embracing these care, while ensuring performance and
topic can be handled in many different new digital technologies, the CIO will cost efficiency, CIOs have to build a
ways, from employee benefits policies for strengthen and develop his/her strategic new service platform which is accessible
the CHRO to social media and customer position within the digital ecosystem, both in-house and on the Cloud. The
interactions for the CMO and CDO. In improving employee experience, digital maturity of companies varies from
the last 18 months, several technical regulating innovation intensity and one company to another. Nonetheless,
and high-investment projects have been optimizing costs. the journey of setting up the Digital
launched in certain companies: OS Workplace as a digital hub has already
upgrades to move away from Windows begun.
XP, mass roll-out of tablets to address The Digital Workplace is an
the growing demands of end users and innovative and business focused
IT consumerization, testing the BYOD to “Digital Hub” and no longer a
find levers to optimize running costs, etc. technical infrastructure component.
The workplace is one of the few topics Organizations have spent years and a lot
that impacts the vast majority of users of efforts to industrialize the workplace.
in a company: it is now time to address Today, the arrival of several new cloud-
it globally. Furthermore, without clear based operating models enables
The journey towards a Digital Workplace
Intensify THE JOURNEY TO DIGITAL WORKPLACE…
Innovation
Digital Hub
Business Industrialized innovation
focused
innovation
Agile model Complete business
focused services
Innovation Industrialized Innovation
Full flexibility at a
End User care center managed cost
Industrialized model
Industrialization of IT
Commodities at lowest price
Optimization of costs
IT demand IT constraints over end user Industrialized and
managed care
orchestrated cloud
Isolated Cloud delivery models
« Cost center » delivery models
1 2 Improve
Full industrialization Full flexibility
User Satisfaction
Legend : Intensify Innovation Improve User Satisfaction Reduce costs
8The Digital Workplace innovation cycle
Emerging services and technologies Services adoption Full integration
356
Dropbox iCloud Cloud based Application Enterprise social Webconf & chat Visio Collaborative
office apps stores network conferencing platform
3D Professional Email &
Other Operating File sharing smartphones shared agenda
Quantum 3D Printing Analytics BYOD
Systems
Computing
My
Remote access
(VPN)
Predictive Support Smart objects Smart Surface Video sharing Professional Windows 7 ToIP
tablets
The transformation of the Digital in the consumer market, but the adoption that the emerging technology brings
Workplace is a sustainable process can be a long and complex to the business and the share of users
phenomenon: it is likely to evolve task. Several innovations are already who are likely to be impacted due to
further and IT must be ready for that. on their way: Google glass, iWatch, the arrival of an emerging technology in
As emerging technologies are rapidly connected objects, electronic pens, 3D their workplace. It is fundamental for an
integrated in the consumer market, the printing, Wi-Fi printing, curved screens... IT organization to adapt its governance
time-to-user in workplace innovation Clearly, there is no end to innovation. The model to prevent the “gadgetization” of
becomes critical for the business. Digital IT organization must optimize the time- the landscape and to make it possible to
users expect the IT to manage new to-user by launching technology watch industrialize innovation.
technological trends once these appear programs to identify the potential value
9Capgemini Consulting's Digital Workplace Transformation Framework 10
We have applied our in-depth experience Capgemini Consulting’s Digital tangible performance results:
and knowledge acquired through Workplace Transformation Framework
Strategy & Ownership
years of consulting to top IT executives comprises 3 service areas which are
to develop the Digital Workplace detailed in the following segment: Devices & Mobility
Transformation Framework. Capgemini
Consulting develops its perspectives Digital Workplace maturity Applications & Cloud services
on the best practices related to digital assessment Data & System security
transformation trends across the world
The starting point of the Digital Workplace Collaborative services
through our joint research program with
Transformation journey is an assessment
the MIT Center for Digital Business. The User care.
of the company’s current maturity with
research program allows us to better
regard to the Digital Workplace agenda.
understand the profound impacts of With this assessment, our clients have
The findings will be compared to industry
the changing digital technologies and a concrete “snapshot” of their current
benchmarks and real use cases across 6
to further refine our framework and maturity with regard to their operating
key areas in the assessment to quantify
approach. model, their tools and their financial KPI.
Example of a Digital Workplace maturity assessment outcome
Strategy Devices Applications Data & System Collaborative User Care
& ownership & Mobility & Cloud services security services
“State of
the art”
High Market adoption Market adoption
Market adoption Market adoption Market adoption
Medium
Your Company
Your Company
Low Your Company
Market adoption Your Company
Topic not Your Company
Your Company
addressed
No commitment Some solutions Lack of
Ongoing Early ongoing available
from the interoperability No appropriate
projects initiatives
Comments Executive Network and global service
all across on strategic
Committee capabilities to consistency catalog
the Group topics
on the topic be upgraded of all solutions
11Transformation of the end- Figure 5: The Digital Workplace strategic positioning model
user experience
When thinking about the Digital Intensifying Innovation boosts
Workplace, CIOs have to solve a the time-to-user delay
complex equation resulting from User and the User Satisfaction
Satisfaction, Innovation Intensity and
Cost Effectiveness. To resolve this issue,
all end-user experiences have to be
reassessed and all services realigned.
n
Inn tens
tio
tisf r
In
Sa Use
ov ity
ac
ati
on
Costs
Management
User Satisfaction enables Optimizing the Workplace’s
the identification of TCO releases extra
services’ overestimations budget to intensify Innovation
Focus the workplace transformation on initiatives targeting user centricity
Wo
rkp
Global & Intelligent service desk lac Security & mobility management
rt Devices
e
o
pp
se
Self care New devices management
rvi
su
ces
ser
Service Catalog Cloud applications
End u
Externals Top Execs
Collaboration
Creatives User Road Warriors
Office users Power users
Cloud services
i o
n
r at
O rc h e st In-house services
12Capgemini Consulting helps process, built to quickly deliver tailored of enterprise architectures incorporating
companies to completely rethink their services, designed at the lowest cost, digital technologies like mobility, security,
workplace services (technology, global to guarantee the highest end-user cloud services, collaborative solutions,
collaboration, mobility) to achieve lean experience. and the intelligent service desk to
and error-free processes, leveraging establish an agile interaction layer, while
Business Process Management preserving your legacy foundations for
techniques. Business cases, people Digital Workplace transactional processes. Our Digital
performance and change management enterprise architecture Workplace Enterprise Architecture
analyses, combined with financial and Model, end-user experience,
user satisfaction criteria, provide the Capgemini Consulting, in collaboration applications and infrastructure are
right insights to CIOs enabling them to with our network of experts across the supported by a fully service-based and
achieve an optimal state in this equation: Capgemini Group, provides services integrated “Global Architecture”.
in other words, an efficient innovation related to the design and optimization
Global architecture of the Digital Workplace
Integrated framework
Guiding principles
Defining discrete value Potential consumer Private consumer Business consumer Business partner User
Global helpdesk and on-site support
Devices
Loosely coupled and Headquarters Fields Stores
highly cohesive
Identity Partner Context based SE Apps Store MDM
App store
Access layer management extranet access control
service Integration
Internal
Service based
services
Re-use and integrated Self provisioning External
Interface layer Self service portal
portal
Clear service level Service orchestration
definition and Application integration & business Service integration Service aggregation
management process
Workplace & User environment
Virtual desktop
management
Private hybrid
OA Back-end
Virtualization AWS Radian 6 Box
cloud
IT services Oracle Service
SAP Fusion storage …
IaaS, PaaS, SaaS Office …
MS Salesforce.com
365 Azure
Based on pervasive Global Regional
Business Apps Bridge Bridges …
standards Public Cloud / SaaS
13The Transformation Journey 14
The Digital Workplace Transformation Prove the value overall transformation while assessing
journey is flexible, but based on a few key the impacts on the operating model and
steps which are discussed below. Each A short diagnosis around the case for the organizational changes. In addition,
organization will go through its unique change, developed during Phase 1, detailed transformation maps are
digital transformation journey with the the “Discover” phase, is carried out developed.
individual starting point depending on its based on our Digital Workplace Maturity
digital maturity and the direction set by Assessment. This comprises focus
its strategy and ambitions. interviews with key executives and Support a sustainable
also data gathering to complete the transformation
benchmarking segment of the maturity
assessment. The value is proven through Several transformation waves will be
Discover – "Digital Day" launched with clear milestones defined
factual evidence and value models.
The Discovery Workshop is a one-day Alternative operating models are also for every 3 months. Our Digital Workplace
collaborative session between experts explored to unleash the potential value Transformation journey enables you to
and key decision-makers from our of digital disrupters. leverage the complete range of services
client organizations and Capgemini of the Capgemini Group, as well as our
Consulting. At the end of the day, the The case for change is completed with partner alliances.
case for change is drafted based on the following deliverables:
discussions around worldwide trends To support this transformation, the
A complete vision governance model will be addressed
and the current assessment of your
organization, highlighting the: as a whole. Given that technologies
A transformation roadmap with the
continuously evolve, our transformation
Ambitions for the Digital Workplace in appropriate governance model
efforts are combined with specific work
your organization A documented business case. carried out for setting up a sustainable
governance model to address these
Future business and operating model
constant changes.
expectations
Initiate the transformation
Overall timeline for the future digital
After a positive outcome from Step 2,
journey.
“Prove the value”, the next phase involves
This one-day session is organized using piloting the real case implementations
facilitation workshop techniques, either in for a well-defined scope of services. The
your premises or ours, to bring collective Digital Workplace Enterprise Architecture
intelligence and innovation together. is completed to start planning for the
15Contact us to begin your Digital Workplace journey
Capgemini Consulting has developed a range of services to help our clients address their Digital Workplace transformation. By
leveraging our network of experts across the Group, we are in a position to support you from your early maturity assessment to the
management of your transformation. Our Digital Workplace Transformation Framework has been developed based on our in-depth
experience and knowledge acquired through years of consulting to top IT executives. Furthermore, Capgemini Consulting gains its
perspectives on the best practices related to digital transformation trends across the world through our joint research program with
the MIT Center for Digital Business.
Our expertise and research centers across the world, as well as our external partners, support Capgemini Consulting by providing
fresh ideas and innovative services to leading-edge organizations that have already embarked on their journey towards BYOD,
application stores, self-care and cloud services. For example, these services include:
Redesigning the employee experience by leveraging social media, cloud services, mobility and self-services
Providing platform solutions for implementing new operating models
Optimizing processes through IT, business process management and real-time analytics
Enhancing the digital nomad experience through the integration of all IT services on tablet computers.
The Digital Workplace is a major market trend that a CIO must embrace to stay ahead of the pack: on top of the agenda of every
company, this new digital challenge is no longer a mere fashion statement. By addressing this strategic challenge, the CIO will
become the “Digital Workplace leader” of his/her organization.
Contacts
Cyril François Benjamin Alleau Johann Desemery
Vice President Vice President Principal
cyril.francois@capgemini.com benjamin.alleau@capgemini.com johann.desemery@capgemini.com
Jaufre Surroca Romain Pasquale
jaufre.surroca@capgemini.com romain.pasquale@capgemini.com
About Capgemini
Capgemini Consulting is the global strategy and transformation With more than 125,000 people in 44countries, Capgemini is one
consulting organization of the Capgemini Group, specializing of the world’s foremost providers of consulting, technology and
in advising and supporting enterprises in significant outsourcing services. The Group reported 2012 global revenues
transformation, from innovative strategy to execution and with of EUR 10.3 billion. Together with its clients, Capgemini creates
an unstinting focus on results. With the new digital economy and delivers business and technology solutions that fit their
creating significant disruptions and opportunities, our global needs and drive the results they want. A deeply multicultural
team of over 3,600 talented individuals work with leading organization, Capgemini has developed its own way of working,
companies and governments to master Digital Transformation, the Collaborative Business ExperienceTM, and draws on
drawing on our understanding of the digital economy and Rightshore®, its worldwide delivery model.
our leadership in business transformation and organizational
change. Learn more about us at www.capgemini.com
Find out more at:
www.capgemini-consulting.com
Rightshore® is a trademark belonging to Capgemini
Capgemini Consulting is the strategy and transformation consulting brand of Capgemini Group. The information contained in this document is proprietary.
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