1. Business outcomes: Measurable, quantifiable goals an organisation wants to achieve.
2. Workplace experience: The sum of a human’s lived experiences at work and how the workforce feels about their organisation. Essentially, how work impacts life and outlook, including the job itself, coworkers, mission, work-life balance and personal growth.
3. Technology capabilities: With a clear sense of their intended business outcomes—and a deep understanding of the optimal workplace through lived experiences—companies can implement and sustain the systems or platforms that enable the digital workplace.
4. Digital mindset and adoption: Companies understand that in order to effectively set and meet business objectives, their digital workplace must be equipped to mature, embracing an agile mindset of continuous improvement.

1. Basic: An organisation’s digital workplace is not designed to deliver on desired outcomes and the worker experience and technology capabilities tend to be siloed and disjointed.
2. Developing: The organisation’s capabilities are developing through using fewer platforms, but some tools may be redundant. The worker experience is somewhat connected across siloes.
3. Expanding: The workforce experience is integrated across the enterprise and technology is streamlined, providing intuitive, integrated, and personalised user experiences. Workers have greater connectivity and experience is more personalised.
4. Leading: Workers are fully connected and the organisation is able to achieve complex outcomes in their digital environment. The experience is seamless, hyper-personalised and continuously improved.

Basic to Developing

• Basic Before: The manager’s team is siloed, causing them to feel disconnected from the organisation as a whole and dampening their enthusiasm, productivity and engagement in their day-to-day work.
• Developing After: The manager can step back and focus on teambuilding and goal setting, which better positions them to create assets that improve the bottom line.

Developing to Expanding

• Developing Before: A financial services organisation has teaming solutions with many social and collaboration tools, but redundancy and limited features make it hard for a new employee to feel a sense of inclusivity or belonging. They feel overwhelmed and don't know where to direct questions.
• Expanding After: They onboard quickly and become an engaged employee because seamless technology and practices have been put in place. This encourages connection and fosters positive workplace culture across the company.

Expanding to Leading

• Expanding Before: Content is centralised and personalised, but the HR agent’s organisation still has siloes, limiting them from offering the level of cross-functional support that best serves employees and job candidates.
• Leading After: Because the HR agent is doing the work they are uniquely qualified for alongside other engaged employees, they feel more engaged. Meanwhile, their productivity is increased and employees report higher satisfaction interacting with HR.