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Människor i arbetslivet står inför tsunamis av förändringsvågor. Ny teknik på arbetsplatsen är en kritisk framgångsfaktor för att möjliggöra förmågor såsom samarbete och innovation. Trots all ny teknik så är de flesta organisationer fast i traditionella arbetssätt och kämpar förgäves med att anpassa ledarskap och beteenden. Resultatet är att cirka 9 av 10 organisationer misslyckas med att åstadkomma ökad produktivitet och mätbara effekter inom områden såsom innovationskraft, effektivitet och ökat engagemang. Trenden är tydlig; människor i arbetslivet mår allt sämre. Stressnivåerna ökar och endast 16 procent av svenskarna uppger att de är engagerade i sina yrken.

För några dagar sedan fick jag möjligheten att föreläsa på Digital Workplace Summit på Rival. I publiken fanns hundratals organisationer representerade. Jag passade därför på att “ta pulsen” genom att ställa några frågor via mentimeter;


En intressant, dock inte förvånande reflektion, är att ineffektiv möteskultur toppar listan över tidstjuvar följt av e-post och att bli avbruten av kollegor. Möteskultur är primärt inte en teknikfråga.


Vad gäller den största utmaningen inom den digitala arbetsplatsen så är det endast 1 procent som uppger att tekniken är den största utmaningen. Det är uppenbart att det för de allra flesta organisationer inte längre handlar om “ytterligare ett system”. De senaste årens teknikupprustning har lett till en relativt hög teknikintensivitet. Dessvärre upplever väldigt många människor att den nya tekniken är förvirrande. Utmaningarna år 2017 handlar istället om ledarskap, beteenden och förändringsvilja samt målbild och strategi.


Den digitala arbetsplatsen är en fråga om arbetsmiljö som syftar till att möjliggöra förmågor såsom att samarbeta och kommunicera i syfte att öka konkurrenskraft. Många yrkesroller uppger att de spenderar över 70 procent av sin arbetsvardag i den digitala arbetsmiljön. Så var är HR någonstans i diskussionen gällande den digitala arbetsmiljön och dess påverkan på stress, hälsa, engagemang och produktivitet?


Det finns uppenbart en hel del förbättringsområden gällande den digitala arbetsmiljön. En sak står tydligt; Det finns ingen större organisation som har genomfört “den perfekta resan” gällande den digitala arbetsmiljön”. Resan tycks heller aldrig ta slut då förändring är konstant. Däremot finns gott om exempel på organisationer som ligger i framkant och lyckas åstadkomma mätbara förändringar som leder till ökat engagemang hos medarbetarna inkluderande nya arbetssätt, som står i direkt relation till ökad konkurrenskraft, nöjdare kunder och ökad lönsamhet.

Så vad utmärker då ledare och organisationer i framkanten av den digitala resan? Här kommer 5 snabba reflektioner;

  1. De förstår att digital arbetsplats handlar om arbetsmiljö
  2. De betraktar medarbetarnas digitala upplevelse på samma sätt som kundens
  3. De pratar inte om “ytterligare ett system”, de pratar om förmågor
  4. De bryter ner effektområden till konkreta beteenden (börja göra, sluta göra)
  5. De förstår vikten av ledarskap och koppling till övergripande strategi

Låt 2018 bli året då ledarskapet på allvar förstår vikten av den digitala arbetsmiljön.

Gustav Molnar

5 Reasons why you should try Shared Office Spaces 

In case you aren’t familiar with the word, a shared office space is an abstractly defined location used as a traditional office. The trend is a result of today’s way of working. The future of digitalization is taking over traditional office jobs and has rapidly changed the way we work – enabling everyone to work out of office with the right software.

One of the biggest drivers of this trend is the emergence of entrepreneurs, freelance and arising start-ups – shaping the future of office space through the supply and demand chain. But why are shared office spaces so appealing in the first place?

1. Cheap

No need to go into discussion on how expensive buying or even renting an office in the city centre is today. With membership fees that can get as low as $50 a month (500SEK), shared spaces have a major advantage for entrepreneurs with small budgets and uncertain futures.

2. Fewer responsibilities

When signing up for shared office space, cleaning and maintenance are taken care of by the property owner. Most of the annoying tasks and responsibilities are already accounted for.

3. Expanding your professional networking

Dozens of other professionals occupying the same office space as you and demographics will likely change every month. It’s a perfect place to expand your network.

4. No strings attached

Thanks to the digitalization, and the fast turnover rate for tech start-ups, launching your business from scratch happens fast these days. Leases tend to cover periods of several years but a shared office space can be reduced down to the hour.

5. Dream location

Shared office spaces usually occupy urban centers, making them a perfect fit to a dream location. Central locations encourage you to explore the city with access to unlimited range of stores, restaurants, and entertainment – convenient and mutually accessible.

So where can I get me one of those memberships?!

If you are looking for a space for you or/and your team to work from for an hour, day, week, month or year then Regus offers locations in Airports, Libraries, Shopping malls, Hotels, Universities and even Railway stations in 120 countries.
If you are more of the jet set entrepreneur who´s looking for a luxurious solution where you can focus on work and work only then Convendum will take care of both your back office and social life in their properties – offering everything between conference service to breakfast club and after work. Maybe you are searching for the ultimate flexible solution Palaver solves your problems for only 50 bucks (499SEK) a month. The membership offers hourly space in luxurious hotel lounges, fine dining restaurants and urban cafés. Including free Wi-Fi and endless refill of coffee.

Not only do creativity blossom when working in a changing environment but an effect to that – a rapidly growing professional network. Diwo have developed digital workplaces for many of Sweden’s largest companies, evolving work from stationary computers and desktops to a mobile first solutions – radically changing the current way of working, both enabling a new how and a new where!

Pssst… Want to know more about future office trends? Visit ReThinkOffice

//Sofia Caravaggi

Before discussing the outcome, we would like to point out that there is a significant variety within different markets, industries and size of companies, hence the compiled result from various numbers of prestudies, e.i the spider charts below, should not be used as input for decision making at a single organization. Instead, we hope that this compilation will be inspirational and provide an overall understanding of challenges for the region as a whole, within the area of digital workplace. With that said, let’s get on with it.

During the past 2 years, Diwo has performed a great number of prestudies, interviews, surveys, business cases etc., (preliminary target group is medium-large size companies in the Nordic market) in a various number of industries. As the outcome of each prestudy is specific for the organization subject for the prestudy, there has been no real reason to compile the result from several prestudies. However, we believe that the amount of data collected in the past two years is adequate to back some conclusions regarding the main challenges that mid-large organizations are facing today.



Almost all organizations that we came across during the last two years stresses the importance of managing, control and aligning there digital transformation with the organizations strategic objectives, especially within the area of governance. Very, very few companies have succeeded with this.

It is evident that organizations are struggling with how information is stored, communicated, and governed as a result of not being able to control content in their digital environment. The reason for why this is ranked as the biggest drawback is (in our experience) because the effect of a non-functional information governance structure is effecting the end-user experience. It is perceived as very frustrating to not have a clear policy around these things.

Generally, we have seen that is not clear to employees where they are supposed to store information, thus everyone makes a best guess and stores it where they think it belongs. Even though the intention is of such behavior is good, the inevitable result is that the information is impossible to find. An unwanted side effect of this is that new versions of existing information will be created, leading up to several copies of the information, which in turn will create confusion amongst employees as they do not know which information they can trust…

What’s interesting (but impossible to read from the chart) is that this parameter is a big challenge for all organizations, even those who don’t have a lot of different systems. Is seams as the routines for how to work with information/content is the main reason for why information governance is at the top of the compiled result, not only the fact that there are a lot of different systems where the information can be stored. Of course, many organizations are facing both problems.

Another interesting observation is that despite the fact that we have better prerequisites than ever before (because of the endless possibilities with all the new tools/platforms/systems) to communication and present one’s abilities to colleagues, roles and responsibilities is one of the most challenging things for organizations in recent years. Why is it so hard for organizations to get their employees to fill out their profile? Perhaps it is scary for individuals to uncover their abilities as they feel that they are not good enough and might be questioned in their profession. Perhaps it is the culture that does not invite for openness and humbleness? We can assume that the reason for why is different for everyone, but it is fascinating that this is a problem in 2017.

In contrast, it’s interesting to learn that “encourage innovation & creativity” is not mentioned as one of the top challenges. It’s is probably something that management teams would rank higher, but the perception amongst employees is that this is not something that is frustrating or disturbing to the extent that it would be ranked higher. It could be so that as long as there is friction and frustration within variables that effects the everyday work, innovation and creativity does not even reach a level where you as an employee feel that it is important that you contribute.

As a follow-up of this short analysis, we will try to break out different industries and markets and compare them to each other to study the difference.