ABOUT THE REPORT. The general report, The State of Enterprise Work Report, can be viewed in its entirety at:

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1 PRESENTED BY WORKFRONT AND CONDUCTED BY HARRIS POLL 2015

2 ABOUT THE REPORT The survey was conducted online from July 6-24, 2015 among 617 U.S. adults aged 18 years and older, employed full-time or part-time, who work at a company with 500 or more employees and who work on a computer and collaborate with other people. Survey participants are referred to as office workers. The total sample of 617 office workers includes 207 office workers who work in a marketing department, referred to as marketers, and 410 office workers who work in other departments, referred to as others. The general report, The State of Enterprise Work Report, can be viewed in its entirety at: 2 Send any inquiries to Workfront at: info@workfront.com

3 EXECUTIVE SUMMARY In your hands you hold the marketing results of our 2015 study on the State of Enterprise Work, an annual report on how work is managed and what employees are concerned with in enterprises, which this study defines as companies with 500 employees or more. As marketing teams and the enterprises around them grow, so do the demands on marketers in terms of productivity and communication. Too often, this pushes existing tools, processes, and schedules to the breaking point. Gaining a vantage point into what is actually happening on marketing teams becomes nearly impossible. Without visibility, conflict and misperceptions flourish, team workloads become unbalanced, and marketers work increasingly longer hours. In this report, you ll find that marketers consider themselves productive, but they also work regularly beyond standard business hours. You ll also find glimpses into their perceptions of each other and the things that keep them from getting more work done. For example: Marketers spend 36% of their week on their primary job duties, thanks to time spent in (16%), meetings (both useful and wasteful - 21%), and other distractions and activities (27%). Nearly 9 in 10 marketers (89%) log in to work/work outside of standard business hours during a typical work week; 56% do this every day. For nearly 2 in 5 marketers, lack of communication/miscommunication is the most common source of conflict with other departments/groups/teams (36%). We hope this report proves helpful for marketing leaders looking to build more productive, effective teams. 3

4 MARKETERS DISTRACTIONS the STATE OF ENTERPRISE WORK //

5 INEFFICIENCY EDGES OUT REAL WORK For marketers, wasteful meetings and excessive s tower over all barriers to getting work done. Take a look at how much of marketers time is left for their primary job duties, and it becomes clear how large of an impact these barriers have. Is it possible that marketers are so preoccupied with inefficient practices that they are unable to get to their real work? QUESTION: Which of the following, if any, ever get in the way of your work? Please select all that apply. Wasteful meetings (e.g., not not engaging, inefficient) 64needed, 64% Exessive s (e.g., sending, sorting) 61responding, 61% Excessive oversight (e.g., needing too many approvals or reviews.) 48 48% Lack of standard processes for workflow Unexpected phone calls Lack of collaboration within my team Poor work prioritization methods at my company 32Client hand-holding % 32% 3232% 25% 32% 39% 45% MARKETERS ARE MOST LIKELY TO CITE WASTEFUL MEETINGS AND EXCESSIVE AS EVER GETTING IN THE WAY OF WORK Excessive delegation from my boss or manager 2919% 29% Poor alignment between my team and overall corporate goals 13Something else 25 25% 10% 24% 11Nothing 7% [population: marketers; base size: 207] 5

6 QUESTION: Please give a best guess estimate for what percentage of your work week is taken up by each of the following. Sending, responding to, and sorting 16% Administrative tasks 12% Performing the primary duties of your job 36% Marketers Useful and/or productive meetings 12% MARKETERS SPEND ONLY 36% OF THEIR WEEK DOING THEIR PRIMARY JOB DUTIES, THANKS IN PART TO TIME SPENT IN AND MEETINGS D Everything Else 7% Sending, responding to, and sorting 12% Wasteful meetings 9% Interruptions for non-essential tasks 9% Administrative tasks 10% 6 Performing the primary duties of your job 46% D Other Departments Everything Else 7% Wasteful meetings 8% Useful and/or productive meetings 9% Interruptions for non-essential tasks 8% {population: marketers and others; marketers base size=207; others base size=410]

7 MARKETERS WORK HOURS 7

8 NON-STANDARD HOURS THE NEW STANDARD The typical nine-to-five, 40-hour work week, it seems, is no longer sufficient for marketers. To get ahead of work, get all of their work done, work with teams in other time zones, or just meet company expectations, marketers are turning to logging in outside of standard hours in high numbers. In this struggle for more hours, the lunch hour is no longer an hour for most and marketers are not above delaying a restroom break for the sake of productivity. QUESTION: During a typical work week, how often do you log into work/work before or after standard business hours? This can be from the office, home, or another location D 4 days a week 13% Every day 56% 3 days a week 7% 2 days a week 4% 1 day a week 9% [population: marketers; base size: 207] Never 11% NEARLY 9 IN 10 MARKETERS (89%) LOG IN OUTSIDE OF STANDARD BUSINESS HOURS DURING A TYPICAL WORK WEEK, MOST EVERY DAY (56%) 8

9 QUESTION: How often do you log into work/work on the weekend? This can be from the office, home, or another location. NEARLY AS MANY MARKETERS LOG INTO WORK/WORK OUTSIDE OF STANDARD BUSI- NESS HOURS ON WEEKENDS (85%) AS ON WEEKDAYS (89%) 2-3 weekends a month 10% 1 weekend a month 9% Every weekend 52% Less than one weekend a month 14% [population: marketers; base size: 207] Never 15% D 9

10 QUESTION: What are the reasons why you work outside standard business hours? Select all that apply. Try to get ahead of my work 52% Too much work to do 37% I work with global employees/ employees in other time zones It is expected To be available for clients any time of the day or night Inefficient use of time during the work day To look more dedicated than my colleagues Other Fake overtime/make it look like I am working overtime 17% at my company % 32% 33% 22% 6% 9% 17% THE MAJORITY OF MARKETERS LOG IN OUTSIDE OF STANDARD BUSINESS HOURS TO GET AHEAD OF THEIR WORK (52%); ALMOST A THIRD DO IT TO MEET COMPANY EXPECTATIONS (32%) None of these 5% [population: marketers who work outside standard business hours; base size: 189] 10

11 QUESTION: Overall, how many hours do you work in a typical week? 24% 21% 17% 11% 8% 5% 4% 3% 4% 1% 1% 00% 0% 0% 0% 0% % * * [population: marketers; base size: 207] *equals less than 1% FOR FULL-TIME WORKERS, THE MEAN HOURS WORKED PER WEEK IS 44.3 HOURS 11

12 QUESTION: How much time do you typically take for lunch? 45 minutes 30 minutes 28% 27% 1 Hour 15 minutes or less 10% [population: marketers; base size: 207] More than an hour 8% I don t take a lunch break 16% D 12% 12

13 QUESTION: How many times in the last week have you delayed going to the restroom to meet a deadline? 17% 040% SIX IN 10 MARKETERS REPORT DELAYING A RESTROOM BREAK TO MEET DEADLINES; THESE MARKETERS EMPLOY THIS STRATEGY 4.3X PER WEEK, ON AVERAGE 7% 29% 31313% 435% 51717% 1%1400 0% 0% [population: marketers; base size: 207] 13

14 MARKETERS PRODUCTIVITY 14

15 THE PERCEPTION OF PRODUCTIVITY Ask marketers to rate themselves, their bosses, their co-workers, and their direct reports in terms of productivity, and it becomes clear how individual perceptions can cloud the issue. In terms of tools that are perceived as improving productivity, and the ability to access information from anywhere top the list; project management software and mobile devices are close runners-up. QUESTION: Which of the following, if any, ever get in the way of your work? Please select all that apply. 30% 20% 10% Least Productive Most Productive Company leadership My direct reports My co-workers My managers Myself [population: marketers; base size: 207] [not applicable responses are not shown] YES, MARKETERS RATE THEMSELVES HIGHEST IN PRODUCTIVITY, BUT THEY RE ALSO LIKELY TO GIVE CREDIT TO THEIR MANAGERS 15

16 QUESTION: Which one of the following would do the most to improve your work productivity? More efficient work processes 22% Uninterrupted blocks of work time 20% More/better qualified people and resources 28% None of these 1% Other 1% More advanced technology 11% D More accountability from stakeholders/decision makers 18% [population: office workers; base size: 207] 16

17 Project management 22% 3% 12% 32% 30% software QUESTION: What is the impact of each of the following on your productivity? 1% 9% 38% 53% Working with employees 20% 4% 29% 29% 18% in multiple time zones Ability to access work 5% 2% 5% 28% information from anywhere % 12% 3% Mobile 8% 33% 44% devices [population: office workers; base size: 207] Not applicable Much less productive Somewhat less productive Somewhat more productive Much more productive THE MAJORITY OF MARKETERS SAY PROJECT MANAGEMENT SOFTWARE AND MOBILE DEVICES POSITIVELY IMPACT PRODUCTIVITY 17

18 MARKETERS COMMUNICATIONS 18

19 OLD HABITS ARE HARD TO BREAK Interestingly, although most marketers cite excessive s and wasteful meetings as the two biggest obstacles to their work, both and meetings were rated highest in terms of communication effectiveness. Also, adoption of instant messaging trails noticeably far behind that of , meetings, and shared files. QUESTION: Overall, how effective or ineffective do you think each of these types of communication is at your company? D D 2% 55% 39% 2% 2% 4% 5% 4% 60% Face-to-face 30% Meetings D 47% Very effective 5% Shared Documents/ Spreadsheets 8% [population: office workers; base size: 207] Somewhat effective 38% Somewhat Ineffective D 40% Instant Messaging 24% Very Ineffective 22% Not applicable DESPITE BEING LISTED AS A SOMEWHAT OR VERY EFFECTIVE TYPE OF COMMUNICATION, EXCESSIVE S ARE RATED AS THE SECOND MOST COMMON BARRIER TO GETTING WORK DONE. 8% 6% 19

20 CONFLICT AND MARKETERS 20

21 THE PRICE OF CONFLICT Very few marketers seem to dodge the proverbial bullet of workplace conflict. The most prominent cause of conflict is lack of communication/miscommunication. Lost productivity, more than any other consequence, seems to be the price that most marketing teams pay for this conflict. It s worth noting that all of the top sources of conflict are not personal or cultural in nature, but appear to be based on failures to provide adequate structure or communication between marketers and the teams with which they interact. QUESTION: Which of the following is the most common source of conflict with other departments/groups/teams? 2+98+D 98% experience conflict ONLY 2% OF MARKETERS SAY THEY DON T EXPERIENCE CONFLICT WITH ANY DEPARTMENT/GROUP/ TEAM AT WORK Lack of communication/ 40miscommunication 40% Conflicting priorities Lack of understanding about urgency/ time sensitive nature of task Incompetency Fighting over resources Personality/ Culture differences Don t experience conflict with any department/group/team 1Other % % 9% 4% 1% 2% 24% [population: marketers; base size: 207] FOR 2 IN 5 MARKETERS, LACK OF COMMUNICATION/ MISCOMMUNICATION IS THE BIGGEST CAUSE OF CONFLICT WITH OTHER DEPARTMENTS/ GROUPS/TEAMS 21

22 QUESTION: What is the most common consequence of conflict between your department/ group/team and others, meaning the one you most frequently encounter? Low morale/high turnover 15% D Missed deadlines 17% Don t experience conflict with my department/group/team [population: marketers; base size: 207] 2% Other 2% 22 Lost productivity 40% Lost confidence in other teams 23%

23 APPRECIATION FOR MARKETERS 23

24 8383contribution to my company MARKETERS FEELING OPTIMISTIC Despite challenges at work, marketers report a general sense of optimism. The vast majority of them report feeling productive, supported, and heard by their superiors. They also report feeling under-compensated for their contributions. QUESTION: How strongly do you agree or disagree with each of the following statements? I feel productive at my job % 92% At least one person at work my back has 91% 91% My boss listens to me % 88% I feel I deserve higher compensation for my 83% 83% My work is visible throughout organization8087my 80% 87% I feel empowered at work % 75% [population: marketers and others; base sizes; marketers=207, others=410] MARKETERS ARE MORE LIKELY THAN OTHER OFFICE WORKERS TO FEEL THEIR WORK IS VISIBLE THROUGHOUT THEIR ORGANIZATION Other Departments Marketers 24

25 GENERATIONAL DIFFERENCES AMONG MARKETERS 25

26 THE GREATEST GENERATION? How marketers view each other varies widely according to the generation to which they belong. Asked to associate certain traits to Baby Boomers, Gen X-ers, or Millennials, respondents identify Millennials as creative and tech-savvy, but also high in complaining. Baby Boomers are identified negatively with being roadblocks. Generation X fare the best, being associated with productivity, work ethic, skill, and troubleshooting/problem-solving. QUESTION: Thinking about the employees at your company, which generation of workers does each characteristic most describe? GEN-X SEEMS THE MOST REVERED: RATED HIGHEST FOR WORK ETHIC, HARD WORK, PRODUCTIVITY, SKILL, TROUBLESHOOTING/ PROBLEM-SOLVING, AND FRIENDLINESS/HELPFULNESS 26 Hardest workers Most productive Strongest work ethic Most skilled Most creative Best troubleshooters/ problem solvers Most friendly/helpful Most tech-saavy Least cooperative/ teamplayer Least likely to take responsibility Bigest complainers Biggest roadblocks % 4% 20% 11% 17% 14% 22% 20% 24% 22% 25% 24% 27% 25% 26% 29% 24% 24% 29% 30% 33% 34% 41% 39% 47% 48% 46% 48% 44% 46% 47% 45% 51% 53% 52% 58% 62% [population: marketers; base size: 207] MILLENNIALS ARE RATED AS MOST CREATIVE AND TECH-SAVVY, BUT ALSO LEAST COOPERATIVE/TEAM PLAYERS, LEAST LIKELY TO TAKE RESPONSIBILITY, AND AS THE BIGGEST COMPLAINERS 74% Best Describes: Baby Boomers (Age 51-69) Gen X (Age 35-50) Millennials/Gen Y (Age 18-34)

27 Meet Workfront Workfront is a cloud-based Enterprise Work Management solution that helps IT departments, marketing service groups, and other enterprise teams conquer the problems associated with traditional project management. It provides a single system of truth that eliminates work chaos, provides global visibility, and increases productivity. Workfront offers a complete adoptable solution powerful enough for technical users, intuitive enough for business stakeholders, and flexible enough to support Agile, Waterfall, or a mix of the two. It works in the same ways you do. To learn more about Workfront Enterprise Work Management for IT, Marketing, and other teams, and how it can increase enterprise productivity, please contact us at the following: workfront.com (0) ABOUT THE HARRIS POLL Over the last 5 decades, Harris Polls have become media staples. With comprehensive experience and precise technique in public opinion polling, along with a proven track record of uncovering consumers motivations and behaviors, The Harris Poll has gained strong brand recognition around the world. The Harris Poll offers a diverse portfolio of proprietary client solutions to transform relevant insights into actionable foresight for a wide range of industries including health care, technology, public affairs, energy, telecommunications, financial services, insurance, media, retail, restaurant, and consumer packaged goods. Contact us for more information. harrispollonline.com 27

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