Tomorrow's workplace jboye 2017
-
Upload
jonathan-phillips -
Category
Business
-
view
340 -
download
4
Transcript of 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
Confidential – Not for Distribution. Jonathan Phillips | @DigitalJonathan | +44 7540 838593 | [email protected]
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
Confidential – Not for Distribution. Jonathan Phillips | @DigitalJonathan | +44 7540 838593 | [email protected]
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?
Confidential – Not for Distribution. Jonathan Phillips | @DigitalJonathan | +44 7540 838593 | [email protected]
Who are we and who will we be?• Labour shortage• Skills mismatch• Cultural Challenges
• Our health
Confidential – Not for Distribution. Jonathan Phillips | @DigitalJonathan | +44 7540 838593 | [email protected]
What’s going on?• Decrease in fertility• Decrease in mortality• Higher life expectancy
The global age profile is changing – we’re getting old!
Confidential – Not for Distribution. Jonathan Phillips | @DigitalJonathan | +44 7540 838593 | [email protected]
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/
Confidential – Not for Distribution. Jonathan Phillips | @DigitalJonathan | +44 7540 838593 | [email protected]
New skills and labour may not be where the jobs are
Confidential – Not for Distribution. Jonathan Phillips | @DigitalJonathan | +44 7540 838593 | [email protected]
… and this will lead to a labour shortages
Rainer Strack, Boston Consulting Group – The Workforce Crisis and How to start Solving it now
Confidential – Not for Distribution. Jonathan Phillips | @DigitalJonathan | +44 7540 838593 | [email protected]
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
Confidential – Not for Distribution. Jonathan Phillips | @DigitalJonathan | +44 7540 838593 | [email protected]
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
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?
Confidential – Not for Distribution. Jonathan Phillips | @DigitalJonathan | +44 7540 838593 | [email protected]
The Industrial Revolutions
1760 - 1840 1840 - 1870 1950s - Now - Source: Christoph Roser, allaboutlean.com
Confidential – Not for Distribution. Jonathan Phillips | @DigitalJonathan | +44 7540 838593 | [email protected]
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
Confidential – Not for Distribution. Jonathan Phillips | @DigitalJonathan | +44 7540 838593 | [email protected]
Machines are getting smarter
Confidential – Not for Distribution. Jonathan Phillips | @DigitalJonathan | +44 7540 838593 | [email protected]
… and we don’t always like it.
Confidential – Not for Distribution. Jonathan Phillips | @DigitalJonathan | +44 7540 838593 | [email protected]
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
Confidential – Not for Distribution. Jonathan Phillips | @DigitalJonathan | +44 7540 838593 | [email protected]
We are already feeling the impact
Demographic and Socio-Economic
Technological
Source: Future of Jobs Report, World Economic Forum
Confidential – Not for Distribution. Jonathan Phillips | @DigitalJonathan | +44 7540 838593 | [email protected]
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?
Confidential – Not for Distribution. Jonathan Phillips | @DigitalJonathan | +44 7540 838593 | [email protected]
”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?
Confidential – Not for Distribution. Jonathan Phillips | @DigitalJonathan | +44 7540 838593 | [email protected]
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?
Confidential – Not for Distribution. Jonathan Phillips | @DigitalJonathan | +44 7540 838593 | [email protected]
Three workplace models
• Proximal working
• Remote working
• Tele-commuting
Confidential – Not for Distribution. Jonathan Phillips | @DigitalJonathan | +44 7540 838593 | [email protected]
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
Confidential – Not for Distribution. Jonathan Phillips | @DigitalJonathan | +44 7540 838593 | [email protected]
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
Confidential – Not for Distribution. Jonathan Phillips | @DigitalJonathan | +44 7540 838593 | [email protected]
“[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/
Confidential – Not for Distribution. Jonathan Phillips | @DigitalJonathan | +44 7540 838593 | [email protected]
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
Confidential – Not for Distribution. Jonathan Phillips | @DigitalJonathan | +44 7540 838593 | [email protected]
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?
Confidential – Not for Distribution. Jonathan Phillips | @DigitalJonathan | +44 7540 838593 | [email protected]
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?
Confidential – Not for Distribution. Jonathan Phillips | @DigitalJonathan | +44 7540 838593 | [email protected]
As we move into the future, culture will be the glue that
ties employees together.
Anita Van de Velde
Confidential – Not for Distribution. Jonathan Phillips | @DigitalJonathan | +44 7540 838593 | [email protected]
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
Confidential – Not for Distribution. Jonathan Phillips | @DigitalJonathan | +44 7540 838593 | [email protected]
Thank you!
@DigitalJonathan | +44 75 40 83 85 93 | [email protected]