The future workplace - Kulak Lecture by Bruno Segers

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Niet alleen technologische trends maar zeker ook maatschappelijke en sociale trends zorgen ervoor dat bedrijven een nieuwe impuls moeten geven aan hun medewerkers hoe met elkaar samen te werken en …

Niet alleen technologische trends maar zeker ook maatschappelijke en sociale trends zorgen ervoor dat bedrijven een nieuwe impuls moeten geven aan hun medewerkers hoe met elkaar samen te werken en informatie te delen. Als CEO van een groot ICT bedrijf is Bruno Segers perfect geplaatst om niet alleen deze trends toe te lichten, maar ook om de visie en het antwoord van RealDolmen op deze materie te delen.

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  • Generation Y - they are not intimidated by IT were born with and grew-up with technologyThey grew-up in a timeframe where everything became discussable, they have been allowed to speak openly & freely and they have been encouraged to build their own opinion about things They got the space, the freedom and the monetary support to develop to their own wishes and capabilities, this is a happy generation, without fear and full of optimismThey care less about status & salary, for them work is some kind of entertainment and a good way to extend their social network. They are looking for a good split between work & private. They want their employer to provide flexibility, permanent coaching, training & feed-back.You know, when I used to do my homework, I was usually in a dark room, with this typical - I think it was Ikea – Bureaulamp which you had in multiple colors (Red, blue, Yellow, black & White) in order to concentrate & not to be distracted by the environment. And when I was stuck, and if I was lucky, I could go in the hallway and make a phonecalltoa a classmate. But not for long, as after max 15’, my dad would open the door to remind me how expensive it is to make phone calls and that it was the 3th time this week and that I’d better hurry-up and pay more attention while in class.Well today, youngsters make their homework before television with a laptop, while surfing on the internet and chatting with multiple classmates at the same time. They are used to escalating a chat session into a phone call or a ‘web’ conference. Generation Y's strength is its technological sophistication. Digital communication is Generation Y's birthright. Members grew up in an on-demand world where access to information is immediate. Technology has been and remains an integral part of their daily lives, including their relationships. Thus, they possess the tools and savvy needed to work with the information systems running companies today and to address the challenges of working in virtual teams on complex problems. Raised to be team players, Millennials are especially suited for collaborative work environments. Millenials, generation Y, digital nativeswilldeterminerulesThey are used toSharingCo-creationUsingsocial mediaTeamworkTheyvalueAuthenticityethicalcompanies respectTheydemand tools & technology to workanywhere, anytime, anyplaceConsumerization of IT
  • Demographicevolution is speeding upBy 2020 , for every 10 peopleleaving the Belgian job market, only 7 newpeople enter it.Toomany 50 plus are leaving the job market to soon. Why is that? Coulditbethat a newworld of workthat’sbuildsontheirexperience and talent butalsotakesinto account theirlonging to slow down is needed? Notemployers, but employees willdecidewhere and whentheywork in the (near) futureScarcity of new talent willbe the rule.
  • Traffic jams are costingoureconomymillions of euro everyyear (figure?)We have to thinkaboutalternativeways to deal withthis:Public transportFlexiblehoursButalso time/place independent working
  • People make the difference !Robust content and access — An HPW consists of rich media support (highly effectivecommunication); relevant content (to the job, to interests and which is appropriately complex);relevant and sophisticated push, pull and alerts; individual, intra-enterprise and interenterpriseassociation, profiling and personalization; taxonomies represented in user-recognizable termswith relevant links; and content that is searchable or browsable with ease.High-performing communities — These are working environments in which intra- andintercompany communities form and disband easily; where people are linked in natural work-andinterestcommunities; and one in which the tools and processes are available for teams toallocate work and data spaces, and share complex tasks.Flexible process and technology support — The HPW integrates a diversity of perspectivesand a variety of technologies, including business intelligence, collaboration support, businessprocess management, content and knowledge management, communications, e-learning,productivity tools, and the physical workplace and related infrastructure.Rich user experience — The HPW is defined by rich, diverse and agile support for workbehaviors, along with support for personal preferences, provides an enhanced user experience.Support for technologies and processes should be focused at abstracting the complexities of"doing" work (for example, applications, technology and processes). Support of the HPW focuseson providing support and encouraging skilled workers to become more engaged and measurablymore productive.Understanding and support of knowledge-based processes — Having defined processesmakes a company and its people more efficient, but the HPW must strike a balance betweendefining processes and enabling them to be flexible. The HPW needs ad hoc processes that aresupported and augmented by knowledge-based processes. Tools and techniques that enableprocess definition and support without prescribing each step in an inflexible way are essentialparts of an HPW strategy.The support of an HPW is about finding the right and appropriate balance of investment (peopleprocess, physical environment and technology) in cost-savings efforts and in enhancing the abilityfor users to learn, discover, innovate, discover, team and lead. A core success factor insupporting an HPW is to continually rebalance your investments based on your evolving businessstrategies and value, and based on the changes in how people work and their impact on thebusiness.

Transcript

  • 1. www.realdolmen.com NO FUTURE WITHOUT THE WORKPLACE OF THE FUTURE BRUNO SEGERS, CHIEF EXECUTIVE OFFICERMAY 7, 2012 | SLIDE 1
  • 2. AGENDA  Bruno Segers  RealDolmen  IT Trends that shape the IT market  Trends that shape our current society  The future workplaceMAY 7, 2012 | SLIDE 2
  • 3. BRUNO SEGERS?MAY 7, 2012 | SLIDE 3
  • 4.  „83 started as Industrial Engineer at Hessenatie, Ebes & Agfa  ‟86-90 first commercial experience at Digital Equipment & Oracle  ‟90-00 local & international career at Lotus/IBM  ‟01-06 Country General Manager Microsoft Belgium & Luxemburg  ‟07-11 From Real Software via Real to RealDolmenMAY 7, 2012 | SLIDE 4
  • 5. MAY 7, 2012 | SLIDE 5
  • 6. REALDOLMEN?MAY 7, 2012 | SLIDE 6
  • 7. Single-source provider 1170 employees in Active in Benelux and Belgium, 347 in France of integrated ICT France and 57 in Luxemburg solutions (+1500) Revenu 2010/11: 83% overall client 31 Solutions domains satisfaction score 244 mio/ Ebitda: 17.2 “Service Provider Performance in mio/profit 7.3 mio the BeLux” survey by Equaterra 795 followers on Simple for Customers Home for Employees Twitter, and counting…MAY 7, 2012 | SLIDE 7
  • 8. A BROAD SINGLE-SOURCE OFFERING Business Solutions  Turnkey Solutions  Service Oriented Architecture  Enterprise Resource  Unified Communications Planning  Supply Chain Mgmt  Customer Relationship  CAD/GIS Management  Mobility  Business Intelligence  Enterprise Asset Mgmt  ECM/WCM  Clinical Trial Mgmt Systems  Web Solutions  Private Banking Solutions built with own software or on top of 3rd party platforms. In this area we sell services and products (such as 3rd party software or own IP) under the form of licenses. Professional Services  Development  Networking  Outsourcing  Testing  Managed Services  Support & Helpdesk  Project Management  Security  Training Services  Enterprise Application Integration  Business Process  Service Oriented Architecture Management Encompasses services (both development and infrastructure competences) and products (own IP under the form of courseware, development methodologies, project management methodologies, building blocks, etc). Infrastructure Products  Data Center  IP Communications  Front-end  Voice Over IP  Networking  Security Hardware products and software licensesMAY 7, 2012 | SLIDE 8
  • 9. IT TRENDS THAT SHAPE THE IT MARKETMAY 7, 2012 | SLIDE 9
  • 10. GARTNER HYPE CYCLE FOR 2012 AND BEYONDMAY 7, 2012 | SLIDE 10
  • 11. TECHNOLOGY DRIVERS FOR 2012 Mobile Social Internet of Cloud (apps & Computing Big Data Things devices)  And their related topics such as:  Bring Your Own Device (BYOD)  Privacy  Security  Contextual & location-aware applications  Collaboration  Social Media  Data Quality  Next-Gen AnalyticsMAY 7, 2012 | SLIDE 11
  • 12. 3 KEY MARKET TRENDS FOR 2012 CLOUD COMPUTING & CLOUD BROKERAGES First, cloud computing: In the post-modern business, we‟ll witness the emergence of cloud brokerages, which will act as specialist intermediaries between customers and cloud service providers. Cloud brokerages aggregate, integrate, govern and customize cloud services to make those services more specific to the needs of the customers. IT leaders must engage cloud brokers to make it easier to trade in a world of specialists.MAY 7, 2012 | SLIDE 12
  • 13. 3 KEY MARKET TRENDS FOR 2012 FOCUS ON SIMPLICITY FOR CUSTOMERS & EMPLOYEES Second, as business gets reinvented and becomes highly dynamic, IT leaders must change their systems in order to deliver simplicity to their customers and employees. To create simplicity CIOs need to put customers and their needs at the center of design and make the user experience simple by building context-aware solutions. The demand for simplicity has been bolstered by the shift to mobile technologies, and context-aware computing is also assuming greater importance.MAY 7, 2012 | SLIDE 13
  • 14. 3 KEY MARKET TRENDS FOR 2012 CREATIVE DESTRUCTION TO ELIMINATE LEGACY TECH Third, IT leaders must embracecreative destruction to eliminate legacy technologies, selectively remove low-impact systems and take calculated risks to employ new solutions, the effects of which will threaten or eliminate the old. Most IT organizations have 70 percent or more of their time, money and mind share locked into reliability and just keeping things going, yet demands for game-changing IT capabilities are growing every year.MAY 7, 2012 | SLIDE 14
  • 15. TRENDS THAT SHAPE OUR CURRENT SOCIETYMAY 7, 2012 | SLIDE 15
  • 16. GEN-Y EXPECTATIONSMAY 7, 2012 | SLIDE 16
  • 17. WAR FOR TALENT BELGIAN JOB MARKET 2014 2020 10 out = 10 in 10 out = 7 inMAY 7, 2012 | SLIDE 17
  • 18. MOBILITY, OR THE LACK OFMAY 7, 2012 | SLIDE 18
  • 19. INFORMATIONOVERLOAD The available technical 9 million blogposts every information day doubles every 2 yearsMAY 7, 2012 | SLIDE 19
  • 20. SOCIAL NETWORKS% of people with an active account on the followingsocial media platforms…Plus, we take this behaviour with us to our workplacestatistics from an October 2011 Survey in the U.K. MAY 7, 2012 | SLIDE 20
  • 21. 100% 80% 60% WORK STYLES Different time, different place 40% (and different device) Same time, different place (and different device) 20% Same time, same place Working alone 0% Percentage of work that 2000 2005 2010 depends on group inputWORK – LIFE(RE)BALANCEMAY 7, 2012 | SLIDE 21
  • 22. CONSUMERIZATION OF IT Consumerization of IT is forcing more and faster changes than any other TrendMAY 7, 2012 | SLIDE 22
  • 23. THERE IS A NEED FOR A FUTURE WORKPLACEMAY 7, 2012 | SLIDE 23
  • 24. TRENDS THAT SHAPE THE FUTURE WORKPLACEDemographics Mobility Consumerization Information (Social) (Technology) wave Network - War 4 talent - Traffic jams - Consumerisation/BYOD - Filtering - Social networks - Generation Y - Work from - Multiple devices - Knowledge - Closing knowledge gap everywhere at fingertips MAY 7, 2012 | SLIDE 24
  • 25. THE NEW NORMAL – BY “THOUGHT LEADER” PETER HINSSENEXPLORE THE LIMITS OF THE DIGITAL WORLD HALF-WAY THERE The past twenty years were about becoming digital. Technology = Key The next twenty will be about being “clever” with digital. Innovation = Key MAY 7, 2012 | SLIDE 25
  • 26. “The greatest management achievement in the 20th century was thefifty-fold improvement in productivity of the factory worker… ...The biggest challenge in the 21st century is to increase the productivity of the knowledge worker in a similar fashion.” - Peter DruckerMAY 7, 2012 | SLIDE 26
  • 27. Innovative People become Companies‟ greatestassets so… Not the workplace is the center, but the person as knowledge worker… …The workplace is state of the art technology to support activities such as discover, learn, collaborate, innovate, lead,… Source: GartnerMAY 7, 2012 | SLIDE 27
  • 28. HOW WE PLAN – BUILD – OPERATE THIS FUTURE WORKPLACEMAY 7, 2012 | SLIDE 28
  • 29. REALDOLMEN HIGH PERFORMANCE WORKPLACE DEFINITION Meet the RealDolmen high performance workplace, a people-centric environment where we enable efficient processes, efficient information and efficient communication & collaboration Independant of Location, Device or Time.MAY 7, 2012 | SLIDE 29
  • 30. • My tasks , to-do‟s and alerts • Process visualization and progress • Adaptive for the knowledge • Integrated with LOB worker • Adaptive for the knowledge worker • Integrated • Connected enterprise services • Easy retrieval of (company) info• Retrieval of any kind of information • Digital inbound & outbound info• Access to any kind of application • Inbound & outbound services • Physical documents governance•Desktop, laptop, Smartphone, tablet • Find colleagues with similar… experience• Corporate vs. Private devices • Easy starting point to ask a question• Consumerization of IT - BYOD • Self-learning possibilities • Presence • Document & Information sharing • Synchrone vs Asynchrone channels • Collaboration on documents • Voice vs Video • Track changes, versioning, rating • Formal vs Informal MAY 7, 2012 | SLIDE 30
  • 31. THE REALDOLMEN WAY Together we build a SOLUTIONTogether we create a VISION Build Together we maximize the VALUEMAY 7, 2012 | SLIDE 31
  • 32. PLAN TOWARDS A PHASED IMPLEMENTATION  ECM Roadmap • Evaluate SWP‟s according to: • Value for organisation • Implementation complexity • High-level budget • Prioritize PhasesMAY 7, 2012 | SLIDE 32
  • 33. PLAN TOWARDS A PHASED IMPLEMENTATION  SWP Readiness program • Specific per SWP • Business Req. & Technical WS • Budget • PID • 5 daysMAY 7, 2012 | SLIDE 33
  • 34. BUILD A PHASED IMPLEMENTATION  Following Best Practices  Using Best of breed add-ons  Using RealDolmen project Accelerators  Based on “The RealDolmen Way” methodologyMAY 7, 2012 | SLIDE 34
  • 35. OPERATE „ACTIVATION‟ OF YOUR PRODUCTIVITY PLATFORM True ‘ACTIVATION’ of the platform  user adoption frameworkMAY 7, 2012 | SLIDE 35 Back
  • 36. For more information: visit our website WWW.REALDOLMEN.COM Follow us on: Selected presentations are available on: THANK YOU Or scan this QR code with your Smartphone to immediately go to the websiteMAY 7, 2012 | SLIDE 36