1.
The world of work
and emerging trends.
Love your work.
Love your life.
June 2015

2.
In this pack we share our insights on
emerging work trends which underpin
why we built PlanDo.

3.
Social and Technological Change
Social, technology

4.
The 4 ages of organised production or
the story of work.
Agrarian Age (10,000 years) – agricultural (subsistence) labour performed by individuals and small collectives
Industrial Age (200 years) – mechanisation and manufacturing
• hierarchical management models, command and control structures (borrowed from church and state)
• unskilled labour perform repetitive tasks to achieve predictable outcomes
• homogenous workforce – staff
Information Age (50 years) – digital information
• knowledge based work
• skilled labour – employees
Networked Intelligence Age – social connectivity and collaboration
• dynamic, complex workplaces
• managers become leaders
• cloud, social, mobile, big data technologies
• rise of the individual – markets of 1, single units of production
• flexible labour market – consumers

5.
Source http://miovision.wpengine.netdna-cdn.com/wp-content/uploads/2013/07/technology-growth.png

6.
3 big forces set the
future of work trajectory.
• Social
• Economic
• Technology

7.
The social co-ordinate.
The rise of the individual.
• Global labour market impacts – urbanisation, better education, better connectivity,
better resources
• Millennials are the largest generation in the workforce in 2015 – KPCB, 2015
• Inequality of labour cost
• Workplace participation is higher than ever (4 generations at work at the same time
for the first time
• Employees expect greater flexibility – geographic mobility, part-time, full-time, opting
in and out of the workplace over a working life
• Individuals are better educated than ever before
• Average tenure of 30 year old high potential employees is 28 months – HBR, Sept
2012
• Purpose, values and vision increasingly drive employment choices
• For graduates today, 50% of roles that will evolve during a working life don’t exist yet
• Careers are no longer linear – you can expect to have 3-4 careers across your
working life

8.
One third baby boomers out.
One third millennials in.

9.
Millennials and Gen X viewed from the
perspective of managers.

10.
The economic co-ordinate.
Pressure on enterprise to adapt.
• Casualization is on the rise. McKinsey (2012) found that 60% of the CEOs surveyed
expected to increase their contingent workforce by at least 20% in the next 5 years.
Currently, 20% of the Fortune 500 workforce are contingent workers; 40-50% by 2020 –
IDC, May 2014
• Organisation structures are flatter – the permafrost of middle management squeezed out
• Organisation’s strategy are more agile, adaptive and client centric – Heifetz, 2009
• Accountability, goal setting devolved to the individual for better results
• Career paths have collapsed – BRW, August 2014
• The psychological contract for work has changed – Reid Hoffman, ‘The Alliance’, 2014
• 45% of young professionals would trade salary for flexibility, that includes on demand
work
• 75% employees want to work remotely, either full time or part time

11.
Casualisation is on the rise.
Millennials are the largest cohort of
on demand workers growing by x2 Y/Y.

12.
The technology co-ordinate.
The rise of the consumer.
• ‘3rd platform’ (IDC 2014) – describes the evolution of
technology from mainframes, then LAN to cloud based,
social, mobile, big data
• The ‘nexus of forces’ (Gartner, 2014) – describes the
convergence of these technology megatrends
• Market disruption through lower barriers to entry – lower
capital requirements
• Personal cloud is leading to BYOD (device), now BYOA
(app) – Skype, Evernote, LinkedIn, DropBox – IDC, May
2014
• ‘Shadow IT’ (non employer sanctioned IT) accounted for
17% of all IT budget expenditure – IDC, May 2014
• Gamification drives ‘the quantified self’ and viral adoption

13.
Millennials want
flexibility and technology at work.

14.
Karl Marx believed technology
determines social interaction and
organisation structure.

15.
The psychological contract for work
has changed.
“The employer employee relationship is broken. Managers
face a seemingly impossible dilemna: you can’t afford to
offer lifetime employment. But you can’t building a lasting,
innovative business when everyone acts as a free agent.”
– Reid Hoffman, Co-author, The Alliance, 2014

16.
Here’s the further
complication.
• We are using old models of organisation design and structure, old
models of leadership and management to ‘manage’ an entirely new
type of work.
• We want conversations that rely on mutual respect – adult to adult to
create mutual and sustainable success. We can no longer expect to
‘manage’ through command and control. We can take a new mindset
that says ‘I ‘manage’ projects and ‘lead’ people’.
• Management by authority or power has been the last or only resort for
poorly equipped organisations and leaders.

17.
Traditional career paths
were stable, predictable and linear.

18.
Emerging career paths
are not linear.

19.
How this translates into the
new world of work.
Pain Points Mitigating Strategies
Employers
More flexibility and control
around largest expense – labour
è
Flexible, contingent workforce
Less management structure,
overhead and effort
è
Agility through autonomy and
distributed leadership
Competitive advantage through
agility and capability
è
Execution through skill, performance
and engagement
Employees
Certainty and control è Self sufficiency
Career progression è Ongoing performance and growth
Purpose and meaning è Alignment and cultural fit

20.
Leadership is now a mindset
for shared success.
Contemporary leaders are self directed in what they set out to achieve. They are
accountable and responsible for their successes and failures. In the new world of
work, accepting those qualities self means accepting them in others – driving
respect, accountability, autonomy.
4 key leadership behaviours to build self directed work places, boosting
productivity, capability and engagement –
• Listen – we value individuals who are more than their current role
• Invest – take time, provide resources and support necessary for success
• Permit – build trust and rapport, allow individuals to learn and grow
• Let go – get out of the way, enable their success

21.
DNA of shared
success.

22.
Social psychology and
technology come together.
Self determination theory (SDT) (Deci & Ryan) is the most
cited academic research in social psychology. The theory
describes the importance of autonomy, competence or mastery
and meaning. SDT underpins gamification, the use of game
thinking and mechanics in non game contexts. Gamification is
becoming increasingly important in professional ‘serious
games’ design and is driving big data analytics through
mapping many things including engagement and achievement.
Self determination is popular in progressive organisations
where a leader-coach relationship between employees and
employers is encouraged. SDT is believed to drive retention
and unlocked discretionary effort. Applied SDT has been
proven to improve performance and engagement in many
workplaces. Most importantly, SDT aligns well with the notion
of the rise of the individual and consumer.
Meaning
–
finding
purpose
in
what
you
do,
joining
others
who
share
your
purpose
and
passion,
aligned
to
a
bigger
community
Mastery
–
opportuni9es
to
grow
skills,
learn
and
respond
to
changing
environments
–
to
draw
upon
all
your
strengths,
mo9vators,
skills
for
good
effect
Autonomy
–
the
capacity
to
be
self
directed,
to
make
choices
and
take
responsibility
for
your
choices
and
ac9ons,
see
a
posi9ve
future

23.
It’s time to hand career ownership
to career owners.
“The biggest mistake
that you can make is to
believe that you are
working for somebody
else… The driving force
of a career must come
from the individual”
Earl Nightingale
Usefulness – our contribution
through work – is key to our
sense of identity, agency and
lifelong wellness. People who
are most satisfied at work are
ultimately most productive in
work and life.
Prof Ian Hickie, Brain Mind Institute,
Australia

24.
PlanDo unlocks
discretionary effort.
PlanDo is your DIY career management platform that
helps you achieve, grow and contribute everyday.

25.
PlanDo at a glance.
Mobile first
Puzzle
Autonomy
SDT
Distributed Leadership

26.
PlanDo delivers value for
individuals, leaders and employers.
Individuals Leaders Enterprise
✓ Know your purpose, passion
and skills
✓ Know what’s driving your people ✓ Create alignment, improve
performance and productivity
✓ Build your strengths and skills
everyday
✓ Be a stronger leader with the
tools and information you need
to build trust and rapport with
your team
✓ Provide individual
development plans and
individual achievement plans
to all employees
✓ Build your personal brand,
share your achievements and
progress
✓ Know the skills and strengths of
your team and how to work with
them for great outcomes
✓ Build capability every day,
integrate achievement,
tracking into business as
usual
✓ Navigate towards your career
goals faster
✓ Invest in the growth of yourself
and others with simple, easy to
use tools
✓ Boost autonomy and
accountability
✓ Drive your own satisfaction,
be more involved and
engaged
✓ Drive engagement across your
team
✓ Increase engagement, reduce
turnover
✓ Take control of your future
✓ Support others to be their best,
do their best. Invite shared
success
✓ Provide a technology solution
your people can own and love

27.
PlanDo is a consumer product
which will lead in the enterprise
market.

28.
Uber
PlanDo enables the consumerisation
of the human capital market.

29.
Sign up to plando.com today. For you, your team or your
organisation.
Contact us at info@plando.com to find out more about our
ideas, insights and workshops or to book our subject
matter specialists to speak at your next event.
©PlanDo. The thoughts and ideas expressed in this presentation belong to PlanDo.
Where they don’t, we’ve provided references. Please acknowledge the source when using this content.
The future is here.
PlanDo now.

30.
Thank you.
Love your work.
Love your life.