Smarter Workplace of the Future

2,601 views

Published on

Keynote on the "PERSONAL HUNGARY" 2012 in Budapest. "Smarter Workplace of the Future"

Published in: News & Politics
0 Comments
4 Likes
Statistics
Notes
  • Be the first to comment

No Downloads
Views
Total views
2,601
On SlideShare
0
From Embeds
0
Number of Embeds
4
Actions
Shares
0
Downloads
72
Comments
0
Likes
4
Embeds 0
No embeds

No notes for slide

Smarter Workplace of the Future

  1. 1. Stephan Beck, Budapest November 15th, 2012Smarter Workplace of the FutureOverview and Outlook © 2012 IBM Corporation
  2. 2. Agenda today• Trends for the Smarter Workplace of the Future• What does these trends mean?• What will change?• Which tools to be used?• What is social software?• „A new way of working“ Insights from global leaders• IBM Smart Work• Outlook 2 © 2012 IBM Corporation
  3. 3. Megatrends • Mobility and Flexibility increasesSociety • Job and Privacy are merging together • Increasing cost pressure with higher efficencyBusiness • Scarcity of skilled employees - overaging society • Independency from OS, Brands, DevicesTechnology • Job and Privacy are merging together 3 © 2012 IBM Corporation
  4. 4. Megatrends • New workplace concepts.Society • New worktime models. • Smartphones & Mobility & BYODBusiness • Social Everywhere (New Channels) • CloudTechnology • Cloud, SaaS, OpenSource, Bandwith, Devices 4 © 2012 IBM Corporation
  5. 5. MegatrendMobile working• Resistance to working remotely can come from employees with concerns over the boundaries of their personal time being compromised. It can also come from employers concerned over employee abuses of working remotely in the form of personal calls from the corporate mobile phone or reduced productivity combined with less time in the office. Provided that clear expectations and a "contract" between employer and employee is set, these concerns can be overcome and abuses from either side can be mitigated.Source: IDC#221309E http://www.google.com/url?sa=t&rct=j&q=&esrc=s&source=web&cd=1&ved=0CB8QFjAA&url=http%3A%2F 5 © 2012 IBM Corporation
  6. 6. MegatrendMobile• In 2016, more than 1.6 billion smart mobile devices will be purchased globally. Two-thirds of the mobile workforce will own a smartphone, and 40 percent of the workforce will be mobile. The challenge for (IT) leaders is determining what to do with this new channel to their customers and employees.• “Mobile is about computing at the right time, in the moment. It is the point of entry for all applications, delivering personalized, contextual experiences,” Mr. Sondergaard said. “It means: marketing gets more time with the customer; employees become more productive; and process flows get dramatically cut.”• In less than two years, iPads will be more common in business than Blackberries. Mr. Sondergaard said some CIOs are now placing orders for tens of thousands of iPads at a time.Source: http://www.gartner.com/it/page.jsp?id=2207915 6 © 2012 IBM Corporation
  7. 7. MegatrendDiversity of Devices• Mobile device battles topped the list, with the expectation that by 2013, mobile phones will overtake PCs as the most common Web access devices worldwide.• Since 2011 mobile phones have overtaken landlines in business. 7 © 2012 IBM Corporation
  8. 8. MegatrendIncrease of new Communication ChannelsSource: http://www.briansolis.com/2012/07/please-help-us-update-the-conversation-prism-v4-0/ 8 © 2012 IBM Corporation
  9. 9. Source: http://thenextweb.com/facebook/2012/10/04/facebook-hits-1-billion-active-users/ 9 © 2012 IBM Corporation
  10. 10. Who are this users?Digital NativesSource: http://creativeterritory.blogspot.ro/2012/10/facebook-just-keeps-growing-in-nt.html 10 © 2012 IBM Corporation
  11. 11. IBM CEO Study 2012Key sources of sustained economic value Key sources of sustained economic value Human capital 71% Customer relationships 66% Products / services innovation 52% Brand(s) 43% Business model innovation 33% Technology 30% Partnership networks 28% Data access / data-driven insights 25% R&D, intellectual property 22% Price / revenue innovation 19% Assets (physical, infrastructure) 15% Corporate social responsibility 13% Access to raw materials 8%Source: Q24 “What do you see as the key sources of sustained economic value in your organization?”http://www-935.ibm.com/services/us/en/c-suite/ceostudy2012/4 © 2012 IBM Corporation
  12. 12. The nature of work is changing• Lifelong Employer • Temporary contracts & crowd sourcing• 9 to 5 fixed office hours • Flexible working hours vs.• Office is primary workplace • Home office & remote work• Focus on Business and Career • Private Life 12 © 2012 IBM Corporation
  13. 13. E-mail vs. facebook• Traditional Users primarily use E-Mail • The digital natives use 76% networks• Social Networks are only used by 29% • E-mail is out, Sharing is in. vs. • Messaging is in. • They are driving Social Networking into the Enterprise! 13 © 2012 IBM Corporation
  14. 14. Technology is dramatically changing the way we live 14 © 2012 IBM Corporation
  15. 15. People are empowered like never before 15 © 2012 IBM Corporation
  16. 16. The disruptions leading to Social Business & SocialStudent Social Analytics Mobility Cloud Global Cloud Mobile Social Enterprise Social Personal Business Analytics / Global Big Data Markets Security growth! © 2012 IBM Corporation11
  17. 17. IBM Connections @34 © 2012 IBM Corporation
  18. 18. 18 © 2012 IBM Corporation
  19. 19. 19 © 2012 IBM Corporation
  20. 20. 20 © 2012 IBM Corporation
  21. 21. And across devices 21 © 2012 IBM Corporation
  22. 22. The future of mail is social IBM Connections Mail is the evolution of collaboration and messaging – Not a product – a service you can tap into wherever you are – Brings all your interactions together in one place – mail, social homepage, communities, centralized/shared information, business applications and processes – Accessible from anywhere – using your device of choice – Tailored to you and your device Evolved capabilities – Simple – intuitive and easy to use – Integrated – find what and who you need in one place, without switching between applications – Social – the familiarity of e-mail in the context of a social networking experience Secure – mitigates security risksSource: http://www.google.com/url?sa=t&rct=j&q=&esrc=s&source=web&cd=2&cad=rja&ved=0CCoQFjAB&url=http%3A%2F%2Fwww-10.lotus.com 22 © 2012 IBM Corporation
  23. 23. Importance of Social Business for Standout Organizations People are transforming the way they interact... and this transformation is impacting the way business is being done Why Social Business is important... 95% of standout 69% of respondents report Standout organizations are organizations will focus measurable business benefits 57% more likely to more on “getting closer from Web 2.0 tools, including allow their people to use to the customer” over better access to knowledge, social and collaborative the next 5 years. lower costs of doing business, tools. and higher revenues. – IBM CEO Study 2010 – McKinsey Global Survey 2009 – IBM CHRO Study 20109 © 2012 IBM Corporation
  24. 24. A social business optimizes interactions among people to createbusiness value and gain competitive advantageAs barriers between people disappear, organizations can tap into collective intelligence,advocacy, and distributed talent across their entire business network to drive business results. 24 © 2012 IBM Corporation
  25. 25. Connected? Hyper-connected!• Hyper-connectedness is a property of most organizations, existing within networks of networks, unable to completely control any of them.• Hyper-connectedness will lead to more work crossing company boundaries in both formal and informal relationships. This has implications for how people work and how IT supports or augments that work.Source: Gartner Research (Tom Austin) Continuing Changes in the Nature of Work, 2010-2020; ID Number: G00174602, 30 March 2010http://www.bbc.co.uk/news/business-16968125 25 © 2012 IBM Corporation
  26. 26. Where is my office?• The workplace is becoming increasingly virtual: with meetings occurring across time zones and between organisations, and with participants who barely know each other working in swarms to tackle rapidly emerging problems.• Nevertheless, employees will still have a "place" of work, though many will have neither a company-provided physical office nor a desk, and their work will increasingly happen 24 hours a day, seven days a week.• In this work environment, the lines between personal, professional, social and family matters, will disappear.• Individuals need to manage the complexity created by overlapping demands, whether from the new world of work or from external, non-work-related, phenomena.Source: Gartner Research (Tom Austin) Continuing Changes in the Nature of Work, 2010-2020; ID Number: G00174602, 30 March 2010http://www.bbc.co.uk/news/business-16968125 26 © 2012 IBM Corporation
  27. 27. A new way of workingInsights from global leaders• What can nearly 300 executives teach you about what separates outperforming organizations from their peers? Organizations that are significantly outperforming their industry peers also happen to new approaches to work! 27 © 2012 IBM Corporation
  28. 28. How can organizations work smarter?• Dynamic - adjusting rapidly to changing business conditions• Collaborative - bringing together resources, both internal and external, to share insights and solve problems.• Connected - enabling access to information regardless of time, distance or organizational silos. 28 © 2012 IBM Corporation
  29. 29. 29 © 2012 IBM Corporation
  30. 30. Where outperformers lead• Easily identify individuals with needed skills• Display and deliver information to meet the needs of various audiences• Quickly build skills to address changing conditions. 30 © 2012 IBM Corporation
  31. 31. 31 © 2012 IBM Corporation
  32. 32. How will Organizations change? 32 © 2012 IBM Corporation
  33. 33. IBM is the Social Business LeaderSource: http://www.google.com/url?sa=t&rct=j&q=&esrc=s&source=web&cd=1&cad=rja&ved=0CCsQFjAA&url=http%3A%2F%2Fwww.ibm.com3 © 2012 IBM Corporation
  34. 34. The Digital IBMer Hub 34 © 2012 IBM Corporation
  35. 35. LinkedIn as HR Tool 35 © 2012 IBM Corporation Source: http://www.linkedin.com/groups/IBM-Marketing-Romania-4548971?gid=4548971&trk=hb_side_g
  36. 36. The Business of Social Business:What Works and How Its DoneSocial business represents a significanttransformational opportunity for organizations.Many companies, after initial forays intoexternal social media, are now realizing thevalue of applying social approaches, internallyas well as externally. 36 © 2012 IBM Corporation
  37. 37. 37 © 2012 IBM Corporation
  38. 38. IBM Smart Work• Smarter Work in IBM addresses how our working environment can be made more effective. That‘s not only the processes, but also the workplace itself with the related technology.• Advantages: With Smart Work processes work can be centralized, standardized, simplified - even beyond frontiers or departments.• For example HR, Procurement or Marketing processes, which have been 5 years ago country individual, can now be fulfilled in one physical place. Centralized, standardized, simplified So in terms of education, collaboration and control you can increase quality and reduce mistakes.• With collaboration we have new possibilities of knowledge and skill exchange. We are creating learning organizations. This collaborative approach increases teamwork and creativity - and also efficiency.• We recommend not to change all processes at once, but rather start with a time consuming and complex process, with different stakeholder like a procurement or HR process.• Collaboration works best in e.g. Product Development or Marketing, where different team members will work together around the globe.• Digital natives will bring a change of paradigm in the organization and the will amplify the collaboration approach. To attract this people, companies need to offer these digital natives an environment that can offer this virtual teams, global exchange of documents, ideas and skills... 38 © 2012 IBM Corporation
  39. 39. People are Working Differently• Within six years, workers will collaborate 80% of their time• Work will flow seamlessly, fluidly, across fully connected and visible processes• Work increasingly will involve external partners• Agility will become a key performance metric• Proactive processes will be strengthened with predictive capabilities• Work will not be centered on an organization but on a community of people• Batch processing will be forgotten; real-time will be the new normal 39 © 2012 IBM Corporation
  40. 40. Smarter Workplace of the Future• Will be focused on innovation, creativity and collaboration.• There will be a culture for collective intelligence boosted by collaboration.• Will not be one physical location - but rather flexible. It will follow an increasing mobility in our life.• All megatrends will be supported by technology, such as Cloud, mobile devices, social software. This technology will be intuitive, embedded in our environment and non intrusive. 40 © 2012 IBM Corporation
  41. 41. Links• Download the Study The Business of Social Business: What Works and How Its Done http://www.ibm.com/social-business/us/en/? S_TACT=109HD4SW 41 © 2012 IBM Corporation
  42. 42. Links• IBM Social Business www.ibm.com/social-business/ 42 © 2012 IBM Corporation
  43. 43. Links• Download the Study „A new way of working“ http://bit.ly/W5Rwmd 43 © 2012 IBM Corporation
  44. 44. Links• IBM Smart Work www.ibm.com/smartwork 44 © 2012 IBM Corporation
  45. 45. Links• Download Social Business white papers: http://www.ibm.com/smarterplanet/ uk/en/socialbusiness/overview/ index.html 45 © 2012 IBM Corporation
  46. 46. Links• Peter Sondergaard, Gartner, Discusses Outlook for Mobile Video: http://www.youtube.com/watch?v=6cNRhI-CG- I&feature=BFa&list=UUSNX50LYGXWV_e5UWZGPGbw 46 © 2012 IBM Corporation
  47. 47. Me https://www.xing.com/profile/Stephan_Beck3 http://www.linkedin.com/in/stephanbeck1 https://twitter.com/derstephanbeck http://de.slideshare.net/silversurfer12 47 © 2012 IBM Corporation
  48. 48. 46 © 2012 IBM Corporation
  49. 49. Legal disclaimer © IBM Corporation 2012. All Rights Reserved. The information contained in this publication is provided for informational purposes only. While efforts were made to verify the completeness and accuracy of the information contained in this publication, it is provided AS IS without warranty of any kind, express or implied. In addition, this information is based on IBM’s current product plans and strategy, which are subject to change by IBM without notice. IBM shall not be responsible for any damages arising out of the use of, or otherwise related to, this publication or any other materials. Nothing contained in this publication is intended to, nor shall have the effect of, creating any warranties or representations from IBM or its suppliers or licensors, or altering the terms and conditions of the applicable license agreement governing the use of IBM software. References in this presentation to IBM products, programs, or services do not imply that they will be available in all countries in which IBM operates. Product release dates and/or capabilities referenced in this presentation may change at any time at IBM’s sole discretion based on market opportunities or other factors, and are not intended to be a commitment to future product or feature availability in any way. Nothing contained in these materials is intended to, nor shall have the effect of, stating or implying that any activities undertaken by you will result in any specific sales, revenue growth or other results. Performance is based on measurements and projections using standard IBM benchmarks in a controlled environment. The actual throughput or performance that any user will experience will vary depending upon many factors, including considerations such as the amount of multiprogramming in the users job stream, the I/O configuration, the storage configuration, and the workload processed. Therefore, no assurance can be given that an individual user will achieve results similar to those stated here. All customer examples described are presented as illustrations of how those customers have used IBM products and the results they may have achieved. Actual environmental costs and performance characteristics may vary by customer. IBM, the IBM logo, Lotus, Lotus Notes, Notes, Domino, Quickr, Sametime, WebSphere, UC2, PartnerWorld and Lotusphere are trademarks of International Business Machines Corporation in the United States, other countries, or both. Unyte is a trademark of WebDialogs, Inc., in the United States, other countries, or both. Adobe, the Adobe logo, PostScript, and the PostScript logo are either registered trademarks or trademarks of Adobe Systems Incorporated in the United States, and/or other countries. Java and all Java-based trademarks are trademarks of Sun Microsystems, Inc. in the United States, other countries, or both. Microsoft and Windows are trademarks of Microsoft Corporation in the United States, other countries, or both. Intel, Intel Centrino, Celeron, Intel Xeon, Intel SpeedStep, Itanium, and Pentium are trademarks or registered trademarks of Intel Corporation or its subsidiaries in the United States and other countries. UNIX is a registered trademark of The Open Group in the United States and other countries. Linux is a registered trademark of Linus Torvalds in the United States, other countries, or both. Other company, product, or service names may be trademarks or service marks of others.49 © 2012 IBM Corporation

×