● ● Lessons for and from Digital Workplace Transformation in Times of Crisis - Sundermeier (2022)

Question 1

Key information digital workplace transformation article

Answer 1

• Digital transformation of workplaces following the Covid 19 pandemic
• The main insight gained is that workplace transformation can only be successful if the digital toolset, organizational culture and physical spaces are properly aligned to support the increasing need for asynchronous workflows.

Question 2

Four Phases of Digital Workplace

Answer 2

Phase 1: Inertia
Phase 2: Experimental Repatterning
Phase 3: Leveraging Causation Planning
Phase 4: Calibration

Question 3

Four Phases of Digital Workplace: Phase 1: Inertia

Answer 3

Lasted between three and six months
○ Temporary transfer of physical workplace logic to digital working
environments without any adjustments

Digital toolset impact
○ Digital tools company had didn’t change
- Already had licenses for cloud computing productivity and collaboration tools which allowed their employees to communicate and coordinate
○ Most workers preferred to use tools they were familiar with (WhatsApp/ FaceTime) - Shadow IT “hardware, software, or services built, introduced and/or used for the job without explicit approval or even knowledge of the organization.”

Cultural assets impact
○ No noticeable adjustments were made to the cultural assets
■ Values of collaboration remained the same
■ Language used in communication channels remained formal
■ Attire remained rather formal (at least that visible in video)

Physical space impact
○ Companies maintained their physical offices
○ Required all their employees to work from there as far as regulatory
constraints allowed this

Question 4

Four Phases of Digital Workplace: Phase 2: Experimental Repatterning

Answer 4

lasted about 1 year ( last quarters 2020 - last q’s 2021 )
○ experiments with digital, physical and cultural arrangements to overcome
inertia and obtain consent for the gradual transition to a digital workplace logic
Digital toolset impact
■ Stage of overcoming inertia and adapting their digital toolset to the new workplace requirements
■ Realization that new tools where needed
● Pool of digital tools identified
● Potential tools that passed initial screening where tested in
small scales
● Approved tools rolled out company-wide
● Regular meetings held to share insights, feedback and most
efficient uses
Cultural assets impact
■ Divide between workers at home and in the office was created
● The impression was that physical presence was valued more
highly and that information was distributed asymmetrically.
● Led to uncertainties among employees
Physical space impact
■ Physical office spaces still played an important role
■ Policies for remote working became more flexible
■ Hybrid meetings needed redesigning of conference rooms

Question 5

Four Phases of Digital Workplace: Phase 3: Leveraging Causation Planning

Answer 5

lasted about 6 months ( last q’s 2021 - first q’s 2022 )

○ developing and implementing a long-term strategy for the optimal alignment of various workplace arrangements to enable and support asynchronous workflows
Digital toolset impact
■ Companies established deadlines for making a final decision on the
digital tool set required to establish properly functioning digital
workplaces
■ The digital toolset had to enable and support asynchronous workflows
■ Increased employee independence by allowing access to project
management tools for all employees
■ Introduction of various communication channels to enable effortless
communication
Cultural assets impact
■ Profound adjustments were finally made to their cultural assets.
● Fundamental cultural changes had to made for sustainability
■ Creating a culture that is centered around remote working
● While still creating a sense of belonging and fostering
engagement, loyalty and enjoyment of work.
■ Maximum transparency policy (documenting all formal and informal
meetings)
■ Communication coaches and workshops given
Physical space impact.
■ Physical office spaces had to be changed in line with cultural adaptations
■ All companies, to different extents, reduced their physical office spaces

Question 6

Four Phases of Digital Workplace: Phase 4: Calibration

Answer 6

Final phase (phase in action at the time paper was written)
○ The companies balance long-term planning with experimenting with novel
digital tools and cultural assets and redesigning physical spaces
○ Companies have to constantly evaluate and adjust the design of their
now-digital workplaces.
○ Companies are seeing benefits from the digital workplace logic
○ Staff turnover has decreased
Transition Roadmap and Recommended Management Actions
● Recommendation 1: Develop a Crisis Response Plan for Orchestrating Digital, Cultural and Physical Workplace Arrangements
● Recommendation 2: Encourage Experimentation with Shadow IT
● Recommendation 3: Counteract the Formation of Two Tiers of Employees

Question 7

Concluding comments: digital transformation

Answer 7

● A digital transformation requires companies to comprehensively align their digital, cultural and physical workplace arrangements.
● Responding in times of crisis requires leaders to overcome the many obstacles that stand in the way of enabling remote work and meaningfully connecting distributed workplaces under time pressure and resource constraints.