Lecko’s guide to businesses’ internal digital transformation

“Expedition gear including a backpack, boots, jacket, camera, compass, and map” by Alice Donovan Rouse on Unsplash

Our vision of collaboration has been built over our 10 years of providing support to large organizations and growing a strong expertise on this topic. This new volume (#10!!) complements and encompasses the insights from the previous editions in order to provide you with a 360° view. We released it Q1 2018 and had the chance to host a presentation event in our offices, gathering 100+ participants.

You can download the study (free) by clicking here.

Let’s have a look on what’s in it and the main takeaways:

1- The new collaboration-based organizational models

Collaboration is a driver in an age of knowledge economy. The World Economic Forum pointed out that collaboration was one of the four key skills of the 21st century. Today’s employees want to drive change that favors peer mobilization to the detriment of hierarchical channels. In this part, Lecko claims that collaboration acts in three main areas of an organization: improving a process by networking its actors, increasing productivity and sharing transversal practices.

Collaboration acts in three main areas of an organization

2- Internal Change Management:

When we deal with internal digital transformation, we are talking about a methodological challenge. Without revisiting the companies’ reasons and need for change, the challenge is that their mid-and short-term survival is being threatened by deteriorating working conditions for their employees. Today, it seems that a consensus around this need to change is bringing the operational staff and managers together. On the other hand, the method is still not defined and is not often discussed in the organizations. And yet it is a key factor for two reasons: on the one hand, the cycle is long, and on the other hand, it requires considerable effort from everyone involved. Given this challenge, most companies have started assimilating digital tools. But this does not mean they are changing and getting ready for the digital age. We distinguish “modernization” (deploying new modern tools) from “transformation” (changing the way we work).

From modernization to transformation

What about the adoption? Commitment is progressing in companies at a rate of 15%. The commitment rate shows the level of collaborative maturity of a company and its evolution is a reflection of its cultural shift. Change is well under way.

Change in commitment in the 37 companies listed in the Lecko charts

Over the past four years, Lecko has been analyzing the corporate social network activity data from some 30 companies. This work is based on Lecko Analytics (analytics.lecko.fr). The charts contain 466,000 users who committed at least once. Companies participating in the Benchmarking: ADEO, AFD, Air France KLM, Arkema, Auchan, Axa, Bolloré, Bouygues Construction, Bouygues Immobilier, BPCE, Canal Plus, Crédit Agricole SA, Crédit Agricole Technologies et Services, Econocom, Engie, Fnac, Gemalto, GRDF, Groupama, Immochan, L’Oréal, La Poste, Lafarge, Louis Vuitton, Maif, Michelin, ONF, Orange, PMU, RATP, RTE France, Servier, Simply Market, SNCF, Sodexo, Suez, URSAFF Bretagne.

The current challenge is to bring about wide-scale change in an economical way by industrializing the development of collaborative uses and by focusing on the goals for collaboration. This is an ambitious challenge for a company because the achievements are above all local ones that are driven by people in the field; consequently, they are the hardest to replicate on a larger scale. To support this, Lecko is currently developping change management platforms, such as Lecko In’Pulse (https://inpulse.app.lecko.fr/). More on that soon 🙂

3- Our Benchmark: market analysis

Over the years, Lecko has developped a strong approach to analyze the market. The way in which companies equip themselves with tools has changed. Solutions are used by the operational staff. There are numerous turnkey offers, but they hardly interact with each other and they have large areas of overlapping features. Building a collaborative offer in this context can no longer be based on choosing one single “Swiss Army Knife” type solution based on a functional specification. We, as analysts, want to highlight collaboration experiences more than features. This year, we have benchmarked 60 collaboration and social solutions, based 150+ uses criteria, performed 87 meetings with vendors, had 14 Lecko consultants onboard for this analysis.

We put the market into perspective using numerous matrixes (social potential, productivity, knowledge management…)

Each solution has a detailed analysis with description sheet and radar

Want to learn more? You can download the study (free) by clicking here.

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