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Digital Workplaces Demystified: Insights with ClearBox Consulting
Digital Workplace

Digital Workplaces Demystified: Insights with ClearBox Consulting

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20 minutes read time
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Published on Apr 3rd, 2024
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Written by Sam Marshall

In this enlightening episode, Sam Marshall and Suzie Robinson from ClearBox Consulting guide us through the intricate world of the digital workplace. As experts in intranet strategy, SharePoint deployments, Office 365, and the broader specter of employee engagement solutions, they illuminate the challenges and opportunities that define today’s ever-changing digital work environment.

We discuss their acclaimed 'Intranet and Employee Experience Platforms Report,' one of the most robust independent analyst reports charting the complex landscape of digital workplace vendors.

In addition, we explore areas of digital workplace strategy, define trends in employee experience solutions, the rise of AI, and much more.

The following has been adapted from The Workgrid Podcast. The entire episode can be listened to here:

[RR] Hello Sam, hello Suzie, welcome to The Workgrid Podcast. Before we get started could you tell us a little bit about yourself and for those who may not be aware a bit about ClearBox Consulting

[SR] I am Suzie Robinson. I have worked in the world of intranets and internal comms for a really disturbing amount of time now when I think about it. It's about 15 years I've worked in the industry. I was a practitioner for many years mainly working in organizations with a lot of frontline workers and I joined ClearBox Consulting back in 2019 just before the pandemic. I was brought in to look after the reports that Sam and the ClearBox team have been publishing for a number of years at that point. I took over managing those, also joined the consulting side of the business as well, which I'll let Sam talk about in a bit more detail, and I head up the report writing and creation and editing process for the for the team.

[SM] I'm Sam Marshall I'm the owner and founder of ClearBox Consulting so I've been way more than15 years disturbingly in this space. Thanks, Suzie, for setting me up for that one. I started out in artificial intelligence and then moved into intranet and digital workplaces over 20 years ago, and for the last 17 years at ClearBox we've really focused on the people and business side of intranet and digital workplaces. Most of what we do is around strategy advisory work and of course the reports that Suzie mentioned. When people come to us I see ourselves as a little bit like gym coaches. You buy the equipment right from Microsoft or Workgrid or some of the other vendors out there, but then the question is well how are you going to use this in a way that's optimal for your organization? So we're like the coaches that say well let's have a look at the team, let's have a look at your goals, and figure out a program that's just right for you and then we set them off on their way and we move on to any other kind of industry vertical. You know we find it really fascinating to work with everybody from small charities through to multinational Telcos and construction companies.

[RR] That's great! One of the topics I would like to discuss today is the latest version of the Intranet and Employee Experience Report. This report is incredibly comprehensive, spanning almost a thousand pages. It provides extensive coverage of the industry, surpassing the offerings of many other analyst firms. I would love to hear more about its history and how it has evolved over the past few years.

[SM] So, let's start with the history. We began our research back in 2015, during a time when SharePoint had a poor reputation for its user experience. It was often considered clunky, and there was a common saying that you could build anything in SharePoint as long as you had enough time, money, and aspirin. As a result, there was a rise in service providers offering products to enhance SharePoint.

In our first report, we examined six of these products. In the following report, we expanded our scope and looked at around 26 products. As the demand grew, we continued to expand our research, with the next report covering approximately 58 products.

During this time, we also recognized the emergence of other trends. We observed the rise of non-SharePoint independent intranets that were implementing innovative solutions. Additionally, there was a noticeable increase in frontline worker and employee-oriented apps. This is where Suzie's expertise came into play. We saw a significant opportunity to broaden our horizons and explore what else was happening in the industry.

[SR] In 2019, I joined the team and took over the SharePoint report that was already in progress. This gave me a crash course in report writing and allowed me to familiarize myself with the various products we were working with. Additionally, I spent time meeting with different vendors and exploring the employee mobile app market. It was interesting to see how these products approached their audiences in unique ways, especially when comparing intranet providers to the needs of frontline workers. I conducted extensive research on these topics and used the findings to create the employee mobile apps report. This report underwent multiple revisions and was written during the pandemic, which actually helped me focus my efforts. We published the report and soon after released an independent intranets report, which focused on products that don't rely on SharePoint. In recent years, we have been consolidating our separate reports into one, as we noticed similarities in how they address different scenarios. Although their purposes may vary, they all aim to achieve similar goals. We are pleased to offer this consolidated report as a free resource, which has allowed us to expand our readership and assist more individuals in finding the right solutions.

[SM] I find it interesting that many clients I've spoken to struggle to understand the offerings in this particular space. When they search, they come across numerous options that overlap or initially seem suitable but are actually more focused on HR services or document management platforms, which is not what they're looking for. We have compiled a directory of over 240 products that we believe fit into the categories of intranet and employee experience. This market is quite unique compared to HR systems or CRM systems, where there are far fewer options to consider. In those cases, it usually comes down to a shortlist of about half a dozen players. This is why we see an opportunity to assist people in navigating this space.

Another challenge is that once you have a long list of potential products, it becomes difficult to understand what each vendor actually offers. They all claim to boost productivity, engage employees, enhance motivation, and reflect the employer brand. However, it's unclear how they achieve these outcomes and what sets them apart from one another. Our reports aim to address this by providing scores based on various criteria and scenarios. We don't claim to identify the best product for every situation, but rather highlight that products are designed with specific user bases or use cases in mind. We aim to uncover what the vendor is trying to achieve, how they perceive the world, and the problems they intend to solve.

Just like choosing a car, there are trade-offs involved. An SUV is great for families but not particularly sporty, while a truck is ideal for hauling but not fuel-efficient. Similarly, there are trade-offs when selecting a platform for your company's needs. It's important to find the right fit based on your requirements.

[RR] Yeah, and I find your report really cuts through the muddiness that is out there particularly with the intranet vendors because they are playing a bit of a me too game in terms of vernacular, value prop, ROI Etc. and if you're not close to the space you may not necessarily know vendor history like their technology heritage actually came up from knowledge management, vendor B came up from social collaboration, those could look very different. The criteria that you use, how do you begin to define and evaluate the vendors in your reports, and what are some of the criteria for those who are unfamiliar that you look at to really put that lens in and understand okay these folks do this, these folks do this, help the clients really understand well who's doing what?

[SR] A lot of it actually starts with the digital workplace framework that we use for our consulting work. If you visit our website, you can easily find our framework, which we view as a town plan. We use this analogy because when implementing technology for a business, it's rare to start from scratch. We see the different components of the framework, such as communication, engagement, collaboration, and business services, as buildings that need to be connected by roads and sewers.

This framework serves as a starting point for our work, including the scenarios we use to assess products in our report. We also consider the technology available in the market and incorporate it into our framework. This helps us evaluate how well different products meet the needs and desires of users.

The scenarios we create are based on real business situations, not just a checklist of features. For example, we want to assess how well an internal communicator can create and manage news pieces, as well as collaborate with others and distribute content across different channels. These scenarios allow us to evaluate vendors and their products based on how well they address these business cases.

By using the same framework to assess all vendors, we ensure a fair and direct comparison between them. This approach allows us to provide objective evaluations and recommendations to our clients.

[SM] Yeah, Suzie made a great point. I would like to add that as consultants, we have extensive experience working with clients of all sizes who are going through a similar decision-making process. They come to us when they have identified the need to replace a platform and are preparing for a significant internal change. They seek our assistance in selecting the right platform for their needs.

Typically, we start by understanding their requirements. If they are unsure about their requirements, we help them develop an overall strategy for their intranet or digital workplace, which then drives the requirements. Once we have a clear understanding of their requirements, we can proceed with evaluating the technology options.

During this in-depth process, we pay close attention to the specific challenges and gaps in the employee experience that the client wants the new platform to address. Over time, we have noticed a shift in priorities. In the past, the intranet was primarily used for collaboration on documents. However, with the emergence of tools like Microsoft Teams and Slack, this workload has shifted away from the intranet. Interestingly, employee communication and engagement have become more prominent, with a stronger demand for a corporate voice of authority, a single source of truth, and high-quality reference information.

Another significant shift we have observed is the increasing number of tools employees have to navigate in their daily work. Simple tasks like requesting leave, arranging a desk move, or onboarding a new supplier can become complicated due to the multitude of tools available. Tools like Workgrid directly address this problem by providing a centralized platform for managing such requests.

To ensure our reports accurately reflect the needs and preferences of potential buyers, we constantly review and update our scenarios. We always prioritize the buyer's perspective and aim to help them navigate through the various vendor choices. In fact, we recently made significant adjustments to our scenarios for the most recent report.

Overall, our goal is to provide valuable insights and guidance to buyers as they make critical decisions about their digital workplace platforms.

[RR] The evolution of the intranet space has seen various changes over the years. From being referred to as an employee experience platform or a digital workplace, it has now transitioned into platforms like Teams and Slack, with other options also emerging. The value proposition of the intranet has significantly transformed since 2015 when it was primarily associated with Jive or SharePoint. Nowadays, there are different trends shaping the intranet landscape in 2024. Could you please provide more details about the specific trends mentioned in the report?

[SR] There have been numerous changes, particularly with the introduction of smartphones and the rise of social media platforms. This shift has extended from personal lives to the workplace, where people now expect the same user experience for internal tools as they do for external ones. Even small features like social activities on intranets are now expected to offer a range of reaction types beyond just a thumbs up or a like. This is just one example of the broader change that has taken place.

Interestingly, the adoption of mobile technology in addressing employee needs, especially for frontline workers, has been slow. Some hesitation exists among clients when it comes to delivering a mobile-first product, partly due to concerns about disturbing employees during their free time and legal considerations in certain countries. However, there is a genuine need and opportunity to better address these needs, particularly for intranet managers and those managing similar tools.

While technology and tools have evolved over time, the fundamental purpose of an intranet or similar tool remains the same: to enhance people's daily lives and improve their work experiences. Whether it's simplifying tasks like booking holidays or recording job-related information, consolidating these functions into a single technology can be highly beneficial. This area still holds immense potential for growth and improvement across the industry.

[SM] A couple of things have caught my attention. Firstly, there has been a shift towards a more comprehensive approach to communication across various channels. In the past, the intranet was the primary channel for presentations, while email newsletters were sent out in abundance. However, now there is a desire to create content in one place and distribute it to the appropriate channels, such as employee apps, intranets, newsletter digests, and even digital signage for in-person experiences. This centralized management allows for a unified set of analytics, enabling us to understand if users engage with the content on social channels, online communities, or through email links. This shift is driven by internal communications professionals observing the advanced tools used by external communication and marketing teams, which provide excellent analytics, content management systems, and user journeys on platforms like LinkedIn, Facebook, and Instagram. It's only natural that we want similar capabilities to maximize our effectiveness.

Another notable trend is the increased awareness of the attention economy. We recognize that employees are busy and easily distracted, so we must be mindful of the demands we place on them. This is where frontline worker-first apps come into play, offering short, two-minute learning cards or quick quizzes to convey information. These formats mirror the way people consume content on platforms like Instagram and TikTok, with bite-sized, easily digestible pieces. However, in the workplace, there are instances where detailed information is necessary, such as health and safety guidelines that everyone must follow. While we can break it down into smaller chunks, there comes a point where access to in-depth reading is essential. We shouldn't shy away from providing this level of detail; instead, we should be mindful of when we ask employees to dedicate time to it. Personalization and precise targeting are also becoming increasingly important. While we have always recognized their value, they now rank higher on people's wish lists. It is crucial to provide content that feels personally relevant to individuals when they engage with our platform.

[RR] That's a valid point, especially regarding personalization. There seems to be a divide between mobile-first players and those with a technology heritage who are more focused on frontline and intranet solutions. However, we are now seeing mobile-first players also trying to break into the intranet space. The question is, what does the future hold in terms of bridging this gap? Are there vendors who are successfully accomplishing both a beautiful mobile-first experience and meeting the needs of desktop users? A few years ago, it was challenging to find someone who could do it all.

[SR] The improvements in employee mobile app products and intranet vendors have been remarkable, especially in the last year. Many intranet vendors have developed app versions of their products, making them more streamlined and customizable for intranet managers. However, employee mobile app products on desktop still lack certain complexities such as branding, enterprise search, and thorough document management. These tools are more focused on frontline employees and may not meet the needs of organizations requiring a broader range of features. On the other hand, intranet vendors have recognized the need for a mobile experience and have made positive developments in this area. Some vendors offer a more comprehensive intranet experience, while others provide a narrower focus that is more suitable for certain organizations. To learn more about specific products that excel in both areas, I recommend reading our report rather than mentioning them directly. This will give you a better understanding of what these tools offer and whether they align with your organization's expectations.

[SM] It's a subtle thing, and while it may not be a technological barrier, the strength of many mobile-first frontline vendors lies in their deep understanding of specific industries and the requirements for successful deployment in those environments. Unlike the industry-agnostic nature of the Intranet space, mobile app vendors often excel in verticals such as Transportation or the service industry. This is because they possess the knowledge and expertise to effectively engage the workforce with specific roles and activities.

Engaging this type of workforce can be challenging at a practical level. Unlike office workers, frontline employees, who may be hourly or contingent workers, often lack email addresses or even dedicated mobile phone numbers. Therefore, the onboarding process requires careful consideration. Fortunately, there are some innovative solutions that have caught my attention. For instance, the use of QR codes allows employees to easily scan and download the app, enabling self-enrollment.

Additionally, I came across an app (unfortunately, I can't recall the name) that offers a clever feature. Team supervisors have the ability to reset passwords for their team members, typically around six to ten individuals. This eliminates the need to contact a central IT Help Desk in case of a forgotten password, which is unlikely to happen anyway. Instead, employees can simply approach their supervisor, who knows them personally and can promptly issue a new password on the spot.

[SR] Something I would add to that is the fact that our employee app products go beyond just providing tools. We actually have boots on the ground, so to speak, where our team physically goes to our clients and assists them with the roll out of these tools. One example is our work with Blink, where we have photos in our report of our team setting up booths to help people get on board, explain the necessary steps, and provide demos. This hands-on approach ensures that our clients can rely on us to handle the entire process, alleviating any concerns they may have. Additionally, our team consists of experts who know the product inside out, so employees can have their questions answered by the best in the field. This level of support sets us apart from other intranet vendors and is a significant differentiator for us.

[SM] That's a significant shift for you, Rob. I remember back in 2015 when SharePoint and Jive were the main platforms. I recall talking to clients and asking them about the percentage of employees using the intranet. They would often say it's around 80 or 90%, which sounded impressive considering the large workforce of 5,000 people, including those in factories. However, it turned out that they didn't include the factory workers in that percentage. So, in reality, it was more like 40% of the entire workforce. It was a missed opportunity because frontline workers possess a wealth of knowledge. They interact with customers and witness firsthand how the product is used and adapted in various scenarios. Their insights could inspire innovation and provide valuable feedback to the engineering team. Now, we have the chance to establish two-way communication channels and tap into that frontline experience. With most people having access to iPads or laptops, connecting with them is easier than ever. As an intranet manager, your focus is no longer on the capital cost of providing technology but on finding ways to engage with them effectively, taking into account their work environment and time constraints.

[RR] Where do you think that appreciation has grown out of? The appreciation for the fact that we do need to be connecting with our frontline workers, for those who are in the field and in the thick of it regardless. from a CX perspective, in terms of opportunity but it sounds like you've seen that come around.

[SM] Some of the content is from the CX perspective. We often discuss customer journeys and how to understand the parts of the journey that involve interactions with representatives and sales staff, rather than just the website. During the pandemic, frontline workers and key workers continued to go to the office while others worked from home. This highlighted their importance to the organization and may have empowered them to ask for more. Another driver is the prevalence of consumer technology, such as mobile phones. Employees now have higher expectations due to their familiarity with technology. This has led to the emergence of "Shadow IT," where employees use unofficial messaging systems like WhatsApp for work-related communication. While this may be convenient for employees, it also presents security concerns for employers. As a result, employers need to find a more enterprise-grade solution that meets both employee needs and security requirements.

[SR] I believe there has always been a desire to address a specific group of people. In many cases, there is an awareness that a significant portion of the organization is unreachable or that reaching them requires specialized knowledge. As a result, decision-makers who aim to impact the entire business may struggle to have meaningful conversations on how to reach this group. However, technology has played a role in shaping internal discussions. Departments responsible for frontline workers, such as operations, have taken it upon themselves to find tools that can be shared with their teams. This may involve using shadow tech or bypassing the IT team altogether. For example, in the construction industry, builders have downloaded their own tools to create electronic to-do lists and save photos as evidence of their work on specific houses. Intranet managers and related roles are now recognizing the possibilities offered by technology and connecting the dots between what is now achievable and the needs of the business. This joint development between technology and business needs has been instrumental in driving progress.

[SM] One of my favorite examples is from Transport for London, the organization responsible for running the subway system. The night shift of engineers started posting pictures of tunnels or junctions on social media, challenging the office staff to guess which part of the underground network they were from. This simple activity created a sense of intrigue and engagement among the office workers, who were typically disconnected from the night shift. Suddenly, the night shift engineers were receiving recognition and interest for their work, fostering unplanned but valuable connectivity. This example highlights the benefits of providing digital tools to everyone, rather than limiting access to just the office workers.

[SR] There's another example from Transport for London that I find impressive. They organize an annual competition called Underground In Bloom, where station staff take photos of flower displays, paintings, and other artistic creations. Participants vote for each other, and a winner is chosen at the end. During the lockdown, with fewer staff and passengers, some stations were closed and many employees were furloughed. However, they turned the competition around and focused on creating their own gardens, flower displays, and parks. This transformed what could have been an isolating experience into an opportunity to foster a sense of community and build a strong culture within the team, even while working remotely. It's a fascinating story that showcases how a digital tool can bring people together in a remote setting.

[RR] Those are great stories to hear! It's impressive how they're leveraging technology to align their organization and enrich their culture. This kind of success is not always seen in other cases. Now, let's shift to the consultative side. What are some of the biggest misconceptions you often have to address, especially regarding intranets and digital workplace technologies? It's important for application owners and digital workplace leaders to truly understand the landscape and align the technology with their culture.

[SM] I think we often talk about culture in business as if it's something that can be changed at the end of a process. However, culture is actually a constraint that needs to be considered from the beginning. When working with clients, they often express a desire for certain outcomes, such as knowledge sharing across different departments. Instead of trying to change the culture to make people share, it's more effective to work with the existing culture in a way that encourages and facilitates sharing. This can be done through social networks, having experts lead the way, or creating internal posts, videos, or snippets of learning. The approach may vary depending on the organization, as some may respond better to validation and amplification of good work, while others may benefit from highlighting positive examples and encouraging others to follow suit.

For example, we worked with a client who had a Greek employee share his experience of coming out in a macho culture. The internal communications team recognized the alignment of this story with the company's values and culture, and decided to amplify it. This post became the most commented post across all platforms, demonstrating the power of highlighting positive examples. By focusing on these highlights and finding ways to make them more visible, we can encourage others to follow suit.

[SR] I think I may go with a controversial suggestion. When it comes to the preconceptions that clients have, it's important to note that while not all organizations fall into this category, some have already made up their minds about their tech solution before determining their actual goals. This could be due to past investments or the presence of a suite of applications that may seem tempting to use. However, it's crucial to remember that just because these applications are available doesn't necessarily mean they are the right fit. While it is possible to find effective ways to utilize them and integrate them within an organization, automatically deciding on technology can potentially harm the projects we are involved in.

For instance, let's take Microsoft and SharePoint as an example, as it is a commonly known platform. The Microsoft Suite offers a wide range of applications, many of which are excellent. However, when it comes to a frontline workforce, it becomes debatable whether Microsoft's suite of applications is truly suitable and appropriate. This is due to the practical tasks they need to perform, as well as their communication and collaboration needs, which often involve informal chats and simple processes. The Microsoft Teams app, for example, may not be the most suitable tool for these purposes. Even apps like Viva Connections or Viva Engage may not be the right fit, especially considering the challenges that arise from requiring an entra ID to access them. It's important to recognize that the availability of these tools does not automatically mean organizations should use them.

[SM] This is a common issue we observe among our clients. They often find themselves stuck with three different solutions to the same problem, which can lead to confusion and inefficiency. For example, they may have Viva Engage, a social application within the intranet, and Chatter on Salesforce, all used by frontline employees. As a result, there is no centralized platform for conversations to take place. This poses a challenge for employees who want to share information about their projects, as they are unsure of the appropriate platform to use. Without proper governance or clear decision-making, all three platforms may become underutilized and fail to achieve the critical mass necessary for success. To address this issue, it is important to establish effective governance and make strategic decisions to ensure a single, cohesive platform for communication within the company.

[RR] And that takes quality rationalization, understanding your tech debt, your landscape, and being able to make the hard decisions. Saying “we're not going to be pulled by the gravity of all those unused toys and we're going to focus on what's right for our employee in their journey.”

[SR] Just because you don't use one of the applications within a suite of tools doesn't mean you can't use any of them. If you're considering the front line again, perhaps one of the Microsoft applications isn't the best choice for them. For example, SharePoint may be the ideal tool for your intranet. There's no reason you can't use one without the other, and vice versa.

If SharePoint isn't the best solution for your intranet, you can still utilize Microsoft Teams as your collaboration tool. Additionally, you could use the Viva Engage application for your collaboration and community needs. These tools are independent and can be considered separately. They aren't just one solid mass of tools that must all be used or none of it used.

[SM] Back to the gym analogy, you don't have to use every piece of equipment in the gym for every workout. It's about being selective and saying what's the right match for our needs.

[RR] As I've learned as I've entered middle age, absolutely there's certain equipment you stay away from. One of my one of my last questions I have for you here is beyond the report and kind of what you saw as a steady state, I have to ask the AI question. Where do you see AI and ML taking shape within intranet's digital workplaces and what are your hopes for the future and a little bit beyond?

[SM] We've done really well not to mention AI up to now. Suzie, do you want to talk about some of the patterns we've seen this year around Ai and I'll maybe talk about the future?

[SR] Yes, Sam is the proper expert on this. However, in the past year, there have been significant changes in the AI landscape. Previously, AI tools were not referred to as such by vendors. While there were existing AI technologies, they were not positioned as such. However, in the last year, we have witnessed the emergence of various generative AI features that have proven to be very supportive. From my perspective, this is where AI development should focus - as a support for people rather than replacing enjoyable aspects of their work.

As a communicator, you may find it helpful to have assistance in making your writing more concise, especially if you tend to be verbose. Tools like Oak Engage offer a policy generation feature that can generate a generic policy in a set template, which can serve as a framework for further editing. Additionally, AI has made advancements in search, with AI-generated likely answers when you search for something. Intranet tools now have the ability to analyze the content and provide relevant answers. However, it would be beneficial to have more validation and teaching steps incorporated into AI systems.

Outside of generative AI, there are other interesting developments. For example, Mango Apps offers a feature where AI can convert written content into an audio file. This is particularly useful for frontline workers or individuals with vision issues who prefer listening to news rather than reading it. This feature requires no effort on the part of Communications, as the system handles the conversion.

Overall, there are numerous exciting and fun applications of AI in various areas.

[SM] The aspect of generative AI that really captures people's attention is the ability to generate images or text. However, the unsung hero in all of this is dialogue management. In the past, chatbot interactions were limited, and if you wanted to make changes halfway through a process, you would often have to start over. But now, with advancements like chatGPT, you can have longer discussions where you can refer back to previous parts of the conversation and the chatbot will understand you. For example, you can ask about the top 20 customers in the last year and then inquire about the ones based in France in the last quarter. Despite the ambiguity in the questions, the chatbot will understand what you mean based on the context of the conversation. This is particularly useful for intranets where you can receive answers based on a series of dialogues. It can serve as a valuable supplement to traditional HR helplines, providing assistance with simple questions or guiding users through a series of inquiries.

Another area that I'm hoping to see more development in is AI assistance for intranet and digital workplace governance and analytics. While we have had analytics packages that generate various charts and graphs, the insights derived from them often don't lead to significant changes or actions. AI coaching could make a difference by identifying patterns in platform usage and providing recommendations on what actions to take. Even better, AI could automatically orchestrate responses, such as scheduling long reads for the optimal time based on user behavior. Ultimately, personalized experiences could be created based on individual preferences and interactions. This kind of AI assistance has the potential to greatly enhance intranet and digital workplace management.

[RR] Technology that enables the employee, gets out of their way, and doesn't add friction into their day. Suzie, Sam, thanks so much for coming on the show today. Where can folks learn more about the report and really the fantastic consultancy work that you folks do as well?

[SM] Thank you very much for having us on it's been a great pleasure. Our website https://www.clearbox.co.uk/

[SR] And then it's just https://www.clearbox.co.uk/reports/ you'll find reports there and some of the other things that we're planning to work on in the next year as well. Also have a look at our blogs. We blog very frequently still and talk about all sorts of things so if you're looking for any inspiration, or even a particular topic, go and have a look there. And then in the resources section you'll also find that big directory that Sam referenced with all of the tools that we're aware of on the market so you can go and have a look and see what else is there if you want to do additional research.

For more information on ClearBox Consulting services and their reports:

Website: ⁠https://www.ClearBox.co.uk/⁠

Intranet and Employee Experience Platform Report: ⁠https://www.ClearBox.co.uk/reports/⁠

Blog: ⁠https://www.ClearBox.co.uk/blog/⁠

LinkedIn: ⁠https://www.linkedin.com/company/ClearBox-consulting-ltd

This blog was adapted from The Workgrid, a podcast about the digital workplace, technology, and everything in between. For the complete episode, please visit: Digital Workplaces Demystified: Insights from ClearBox Consulting

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