tomorrow's workplace jboye 2017

Confidential – Not for Distribution. Jonathan Phillips | @DigitalJonathan | +44 7540 838593 | [email protected]

It’s hard to make predictions…

... especially about the future

Niels Bohr Danish Physicist 1865 - 1962


Jonathan Phillips

Founder, ClarityDW• 15 years digital experience• Intranet, internet, social,

communication, collaboration• Advisor to HM Government• Co-Founder of intranetizen.com• Non-exec director

Digital Workplace Consultancy

Communication | Collaboration | Strategy


Tomorrow’s Workplace• Who are we and who will we be?• What work will we do?• How will we work?• Where will we work?

Future demographic changes and the impact on the workplace

Who are we and who will we be?


Who are we and who will we be?• Labour shortage• Skills mismatch• Cultural Challenges

• Our health


What’s going on?• Decrease in fertility• Decrease in mortality• Higher life expectancy

The global age profile is changing – we’re getting old!


The workforce isgetting older

• Accessibility• Styles of communication/collaboration

need to be considered• Significant age workplace age gaps

new norm. Social cohesion focus• New norms on work hours 1

• Continuing digital divide

1. http://fortune.com/2016/02/11/retirement-age-2050/

http://fortune.com/2016/02/11/retirement-age-2050/

http://fortune.com/2016/02/11/retirement-age-2050/


New skills and labour may not be where the jobs are


… and this will lead to a labour shortages

Rainer Strack, Boston Consulting Group – The Workforce Crisis and How to start Solving it now

https://www.ted.com/talks/rainer_strack_the_surprising_workforce_crisis_of_2030_and_how_to_start_solving_it_now?language=en






Skill mix changes as work/workplace evolves

1. Complex Problem Solving (#1 no change)2. Critical Thinking (#4 +)3. Creativity (#10 +)4. People Management (#3 - )5. Coordinating with Others (#2 - )6. Emotional Intelligence (new)7. Judgment and decision making (#8 +)8. Service Orientation (#7 - )9. Negotiation (#5 - )10. Cognitive Flexibility (new)

2020 Skills – World Economic Forum

Source: Future of Jobs Report, World Economic Forum

http://www3.weforum.org/docs/WEF_Future_of_Jobs.pdf


Global Workforce Crisis = Labour Shortage + Skills Mismatch + Cultural Challenge

Rainer Strack, Boston Consulting Group – The Workforce Crisis and How to start Solving it now




Health and Wellbeing

Tackling Obesities: Future Choices –Modelling Future Trends in Obesity and the Impact on Health

https://www.gov.uk/government/uploads/system/uploads/attachment_data/file/295149/07-1662-obesity-modelling-trends.pdf



To employers• Flu jabs• Health insurance• Gym memberships

To us

Our health matters

• Health initiatives often presented as benefits to employees when, in fact, they are benefits to employers.

SPHERESensor Platform for HEalthcare in a Residential Environment• One Bristol house (next step, 100!) packed with sensors to measure how we live• Characterise the sedentary behaviour that is linked to so many conditions• Detect correlations between factors such as diet and sleep• Measure changes in movement, posture and patterns of movement over months.• Analyse eating behaviour• Detect periods of depression or anxiety and intervene using a computer based therapy

What kind of work will we all be doing in an age of increased automation?

What work will we do?


The Industrial Revolutions

1760 - 1840 1840 - 1870 1950s - Now - Source: Christoph Roser, allaboutlean.com


Characteristics of the Fourth Industrial Revolution

The ability of machines, devices, sensors, and people to connect and

communicate with each other via the Internet of

Things (IoT) or the Internet of People (IoP)

The ability of cyber physical systems to make

decisions on their own and to perform their tasks

as autonomous as possible. Only in case of

exceptions, interferences, or conflicting goals, tasks are delegated to a higher

level

The ability of information systems to create a virtual copy of the physical world by

enriching digital plant models with sensor data.

This requires the aggregation of raw sensor

data to higher-value context information

First, the ability of assistance systems to support humans by

aggregating and visualizing information comprehensibly for making informed decisions and

solving urgent problems on short notice. Second, the ability of

cyber physical systems to physically support humans by

conducting a range of tasks that are unpleasant, too exhausting, or unsafe for their human co-workers

Interoperability

Information Transparency

Technical Assistance

Decentralised Decisions

The reason it's different is that, just in the past few years, our machines have started demonstrating skills they have never, ever had before: understanding, speaking, hearing, seeing, answering, writing, and they're still acquiring new skills Andrew McAfee, MIT


Machines are getting smarter


… and we don’t always like it.


Customer CollaborationProduct Organisation

Impacts of Industry 4.0

Customers are the epicentre of the new economy.

Data-led customer experience driving

value, sales, emotion

Innovation and disruption requires

super-charged collaboration

Productivity UpCosts DownQuality Up

CultureManagement

Talent


We are already feeling the impact

Demographic and Socio-Economic

Technological

Source: Future of Jobs Report, World Economic Forum

http://www3.weforum.org/docs/WEF_Future_of_Jobs.pdf


What will we do?

• Jobs that machines do poorly

• Programming

• Systems, Processes

• Mathematics

• Management

The 9-5 has existed for a century, but will it be the way we work in the future?

How will we work?


”Like the movie studios”

Hollywood"No one’s the boss;

everyone’s the boss"

Holacracy"Do one stepincredibly well.

Repeat."

Microwork"Making the global world

work in our favour"

Displacement

The 9-5 is dying out. How ready are you for new ways of working?


Practical Questions

• With EU Working Time Directive (or simply, duty of care), what about the number of hours an

employee works?

• Should we concern ourselves with the time of day an employee works or simply, care that they get

the job done?

• Are your businesses ready for new ways of working?

How might the physical workplace evolve in the future?

Where will we work?


Three workplace models

• Proximal working

• Remote working

• Tele-commuting


The office is changing shape

Diagram after Gensler http://www.archdaily.com/297629/gensler-to-envision-the-office-building-of-the-future/shouting by Elena Rimeikaite from the Noun Project

1970: Generic office floor 2010: Company sized unchanged but more people working remotely so requiring less space

2020: Hyper-compressed, ultra mobile workforce

Drivers for change

1. Increased m2 costs2. Flexibility in architecture and furniture3. New demands of millennial workers

http://www.archdaily.com/297629/gensler-to-envision-the-office-building-of-the-future/

http://www.archdaily.com/297629/gensler-to-envision-the-office-building-of-the-future/


Modern Offices don’t help workAverage productive minutes per person per day lost

Trying to do solo workTrying to interact

12 12 14 6 5 87 7

Distracted by pop-ins

Distracted by noise

Waiting for feedback

Looking for people

Getting meetings started

Coordinating meetings

Walking to meetings

Waiting for latecomers

Source: DEGW The workplace’s impact on time use and time loss

http://lubswww.leeds.ac.uk/fileadmin/webfiles/cstsd/Images/PowerPoint_Presentations/Time_use_and_time_loss_-_DEGW_7Aug2010_-_FINAL.pdf

http://lubswww.leeds.ac.uk/fileadmin/webfiles/cstsd/Images/PowerPoint_Presentations/Time_use_and_time_loss_-_DEGW_7Aug2010_-_FINAL.pdf


“[Open plan] is ideal for a trading floor but developers need to concentrate. The more things you can keep in your brain at once, the faster you can code, by orders of magnitude.”

Joel Spolsky, CEO Stack Overflowhttp://qz.com/806583/programmers-hate-open-floor-plans/

http://qz.com/806583/programmers-hate-open-floor-plans/

http://qz.com/806583/programmers-hate-open-floor-plans/


Working in a open-plan office

1. The more you can block out distractions, the better you are at productive working in an open plan

office

2. The more you multi-task, the worse you become at blocking distractions

3. When habitual multi-taskers are interrupted by a colleague, it takes them longer to settle back into

what they were doing

4. When our senses become overloaded, it requires more work to achieve a given result

Source: Cognitive control in media multi-taskers

http://www.pnas.org/content/106/37/15583.full

http://www.pnas.org/content/106/37/15583.full


Remote Workers

• The home office will increase in popularity

– Commercial office space is expensive

– It can be hard to focus in such spaces

– Home offices are closer to the customer/field/problem

– For some new work methods, it’s the only way to work

• Employees will need assistance in creating practical, healthy, legal workspaces

• Is your business ready to support this as the new norm?


Telecommuters

• Growth in populations with labour and skills are not necessarily where businesses are based.

• Every company is a global company due to the internet; employees can be anywhere

• Management processes will need to flex – no more physical eye-to-eye contact

• Does your business support this?


As we move into the future, culture will be the glue that

ties employees together.

Anita Van de Velde

https://www.linkedin.com/pulse/whats-future-workplace-look-like-anita-van-de-velde?trk=prof-post

https://www.linkedin.com/pulse/whats-future-workplace-look-like-anita-van-de-velde?trk=prof-post


Summary Points

• The workforce will change significantly: Age, location, skills and more

• The Fourth Industrial Revolution will drive changes to what we do: Different jobs for a different age

• The 9-5 working day is dying: Different ways of working

• Work is a verb, not a place: We’ll be working everywhere

• Huge (positive) implications for the digital workplace: Get ready to lead the change


Thank you!

@DigitalJonathan | +44 75 40 83 85 93 | [email protected]

tomorrow's workplace jboye 2017

Business