**4. Digital workplace strategy**

The key of success of digital workplaces lies in an effective implementation of a digital workplace strategy, and the first step in this transformation strategy is a cultural change supported by learning measures.

Digital workplace strategy can be understood as the dynamic alignment of an organization's work patterns within the digital work environment to enable peak performance and reduce costs. As each workplace strategy, a digital one supports to fulfill business objectives such as reducing property costs, improving business performance, merging two or more organizations/cultures, and relocating or consolidating occupied buildings. The workplace strategy and its implementation quite often occur at an opportune moment such as a property lease break or a company merger or acquisition [4, 11].

Some special reasons to build and adopt a digital workplace strategy could be the following [4, 12, 13, 14]:


Many organizations are convinced about the importance of a digital workplace strategy and invest money in supporting digital workplace strategies that promise ROI. Sure, to support these outcomes, you need to assure for employee's tools they need to collaborate, communicate, and connect with each other. Clear road maps should be created to ensure digital workplace with measurable business, deliverable, and minimal risks.

Business drivers for building a digital workplace strategy are:


**25**

*Implementation of a Digital Workplace Strategy to Drive Behavior Change and Improve…*

define success criteria, manage the process, and assess results" [13].

organization. A workplace consultant may be retained to engage the team, help

• External workplace consultants are professionals from a number of backgrounds: business management, interior design and architecture, building surveying, real estate and facility management, human resources, and building research.

In the file [8], a proposal for a digital workplace framework is presented with the

The employees should be able to do their job by using digital technologies for collaborating, communicating, and connecting with others. Productive business relationships can be created within and beyond natural work groups and enable knowledge sharing across the organization. In the next part, we develop

Each organization already has a digital workplace toolbox with different tools to support digital workplace in different ways. It is necessary to adopt the right tools for employees to do their jobs. The digital workplace toolbox can be defined in categories to support the ways in which you communicate, collaborate, connect, and deliver day-to-day services. Often the development of digital tools does not follow a digital workplace strategy where the business focus is clearly defined. Organization

• Guiding principles: identify the business goals to be achieved with the digital workplace, and translate them into guiding principles to drive ongoing

• Information governance strategy: determine the focus of digital workplace strategy, and align it with organization's existing information management or

• Roles and responsibilities: identify key stakeholders, and create a suitable and

• Training and certification: ensure employees have access to training to be

• Policy training: in addition to technical training, employees need policy

• Orchestrated presence: by organizing channels within the digital workplace.

• Crisis management: if a crisis occurs, react quickly (within the first day).

*DOI: http://dx.doi.org/10.5772/intechopen.85135*

**4.1 Collaborate, communicate, and connect**

**4.2 Technology: the digital toolbox**

culture should be also considered.

development.

training.

**4.3 Control: governance, risk, and compliance**

information governance strategy.

sustainable interaction model.

Some components of digital workplace governance are:

prepared to have advantages of digital developments.

following layers:

this issue.

organization. A workplace consultant may be retained to engage the team, help define success criteria, manage the process, and assess results" [13].

• External workplace consultants are professionals from a number of backgrounds: business management, interior design and architecture, building surveying, real estate and facility management, human resources, and building research.

In the file [8], a proposal for a digital workplace framework is presented with the following layers:
