• Describe the different elements of the digital workplace, as discussed during the course
• Identify and describe a digital business transformation need (or an ongoing transformation) that could be enabled by a digital workplace
• Convincingly argue for the best combination of elements (technology, space, workforce, new ways of working, leadership) to develop a specific instance of a digital workplace that enables the identified business transformation
• Reflect on the different opportunities and threats that the proposed digital workplace may create

Fall 2020 - Online Session:

In this course, we explore four inter-related elements of the digital workplace:

1. Technologies of the digital workplace
2. The digital workforce
3. New ways of working
4. Leadership

The technological environment that enables information sharing, collaboration, and communication is at the heart of the digital workplace. Technologies of the digital workplace is thus the first element of the course, where we will discuss the necessary digital capabilities that organizations must have. Crucially, however, a digital workplace is unlikely to be fully virtual; we thus also consider how hybrid digital-physical spaces will be key in the future.

The workforce is the second critical element of a digital workplace. We will look into the workforce trends of the future and raise some of the dilemmas related to such trends. We will also discuss what makes the digitally savy workforce tick and how the workforce of the future is changing with e.g. automation and algorithms.

The third element is the various novel work practices that constitute the digital workplace. We will look at new ways of working at an individual, team, and organizational level -and discuss what boosts work-life flexibility, worker agility, and engagement. We will critically reflect on new work trends and their role in workforce management.

Finally, the fourth element of the course is the role of leadership. In a digital workplace, it is crucial to consider how different leadership styles together can foster new ways of working such as employees managing their own work and agile teams.

It is important to consider the synergies between the four elements when designing a digital workplace. Furthermore, a successful digital transformation is not a technology-driven endeavor; rather, it is a cultural and organizational transformation. We will conclude this course by discussing digital workplace design and transformation as key enablers of organizing for digitalization

Spring 2021 - Face-2-Face session:

In this course, we explore four inter-related elements of the digital workplace: (1) Technologies of the digital workplace; (2) The digital workforce; (3) New ways of working and leadership in the digital workplace; and (4) Workplace transformation as an enabler of digital business. The technological environment that enables information sharing, collaboration, and communication is at the heart of the digital workplace. We will talk about the necessary digital capabilities that organizations must have. Crucially, however, a digital workplace is unlikely to be fully virtual – we thus also consider how hybrid digital-physical spaces will be key in the future. The workforce is the second critical element of a digital workplace. We will look at what makes the digitally savvy workforce tick and how the workforce of the future is changing with automation and algorithms. The third element of the digital workplace is the various novel work practices. We will look at new ways of working and leadership that boost work-life flexibility, worker agility, and engagement. We will also critically reflect on new trends such as People Analytics and their role in workforce management. The fourth, and final, element we touch upon in this course relates to the digital workplace as an enabler of broader, strategic digital transformations (e.g., in business models). Without internal agility, and an engaged workforce, externally-oriented digital transformations will be difficult to achieve.

Various academic and practitioner articles on the topic of digital work and organization. For example:

Hoeven, C. L., & Zoonen, W. (2015). Flexible work designs and employee well‐being: examining the effects of resources and demands. New Technology, Work and Employment, 30(3), 237-255.

Dery, K., Sebastian, I. M., & van der Meulen, N. (2017). The Digital Workplace is Key to Digital Innovation. MIS Quarterly Executive, 16(2).

Donovan, J., & Benko, C. (2016). AT&T’s Talent Overhaul. Harvard Business Review, October 2016 Issue. 

Cross, R., Rebele, R., & Grant, A. (2016). Collaborative overload. Harvard Business Review, January-Febuary 2016 Issue.

Please note that the specific articles are subject to change.