1.
TECHNOLOGY TRENDS
RELEVANT TO CHANGE MANAGEMENT
IN 20 MINUTES
Philip Sheldrake
@sheldrake
London
3rd March 2015
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2.
context
“Changes in social and
organizational structures,
frequently driven by changing
technology, created an
environment of rapid and
discontinuous change.”
2
https://www.change-management-institute.com/sites/default/files/
CMBoK_Sample.pdf

3.
distributed
Your smartphone is your
exobrain and exo-peripheral
nervous system.
An unprecedented, distributed,
multi-sensory network.
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4.
power
iPhone launch weekend:
Apple sold 25x more CPU
transistors than were in all the
PCs on Earth in 1995.
4
Benedict Evans, Andreessen Horowitz
www.slideshare.net/a16z/mobile-is-eating-the-world-40841467/

5.
social
“Communications tools don't get
socially interesting until they get
technologically boring.”
For the avoidance of doubt, the
cloud and Web standards and
ubiquitous connectivity and
powerful mobile devices have
rendered them technologically
boring!
5
http://www.shirky.com/
Image of Google Hangout in progress. Source: Mike Lee https://www.flickr.com/
photos/curiouslee/9138750885/ – image slightly cropped

6.
fabric
The idea of the real world being
separate to the digital is archaic.
The idea of online and offline
being mutually exclusive is
dead.
The idea that the digital can be
overlaid once the real stuff is
sorted is negligent.
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7.
responsive
“The transformational design of
space encourages flow
conducive to achieving business
goals. When strategy inevitably
changes, as new projects
emerge, the people involved
must be able to reflow the
workplace to support the
corresponding new work flows.”
7
Gary Wheeler, Partner at WheelerKanik LLP
http://research.gigaom.com/report/the-responsive-back-office-lessons-from-lean-
agile-and-devops/

8.
BIM & FM
We can expose the data and
information held within BIM and
FM in the process of gifting the
built environment its voice.
The workspace becomes a
member of the team.
BLDG 2.0 is a research project initiated by CASE, in partnership
with New Buildings Institute, Arup Sustainability, SHoP Architects,
Columbia University and IDEO. Inspired by the principles of mass
collaboration and collective intelligence,
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(Building Information Modeling & Facilities Management)

9.
visual workplace
The visual workplace conveys
the intent of the teams it hosts to
anyone ‘walking around’ –
remember people still ‘look up’ in
the digital age.
How can we entwine the digital
and the analogue making the
digital visceral and the analogue
real-time?
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E-ink display

10.
beacons
Indoor proximity systems
employ Bluetooth Smart to
make smartphones aware of a
beacon’s presence.
What you do with such facility
depends on your organization’s
values and approach to
personal data.
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11.
personal data
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Traditional approach New perspective
Data actively collected with user awareness
Most data from machine to machine
transactions and passive collection –
difficult to notify individuals
Definition of personal data is predetermined
and binary
Definition of personal data is contextual
and dependent on social norms
Data collected for specified use
Economic value and innovation come from
combining data sets and subsequent uses
User is the data subject
User can be the data subject, the data
controller, and/or data processor
Individual provides legal consent but is not
truly engaged
Individuals engage and understand how
data is used and how value is created
Policy framework focuses on minimising
risks to the individual
Policy focuses on balancing protection with
innovation and economic growth
http://www3.weforum.org/docs/
WEF_IT_UnlockingValuePersonalData_CollectionUsage_Report_2013.pdf

12.
quantified org
People don’t so much dislike
change as being changed.
With the advent of the quantified
organization, how do we
empower individuals
(employees and customers) with
data and analytical capabilities
rather than simply hyper-surveil
them?
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The veillance compass, Professor Steve Mann
http://www.philipsheldrake.com/2014/10/mcveillance-coveillance-and-socioveillance-
in-the-context-of-social-business/
The quantified self, the quantified organization, and the organized self
http://www.philipsheldrake.com/2015/02/the-quantified-self-the-quantified-
organization-and-the-organized-self/

13.
influence flows
We have employed IT to track
the flows of time, money and
materials.
Now we can begin to wield
technology to help each of us
understand how influence goes
around comes around.
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The Six Influence Flows, The Business of Influence, Sheldrake, Wiley 2011
http://www.eulerpartners.com/influence-flows/

14.
the work graph
The static org chart has no role
in the dynamic organization.
Giving people visibility of the
work graph enables them to
orient themselves better in
aspiring to realise mutual value
faster than otherwise.
14
IBM Verse user interface. Source: IBM via:
http://research.gigaom.com/report/visualizing-work-new-ways-to-map-how-
businesses-operate/strategic-insight-through-the-work-graph/
The quantified self, the quantified organization, and the organized self
http://www.philipsheldrake.com/2015/02/the-quantified-self-the-quantified-
organization-and-the-organized-self/

15.
emergence
The responsive organization /
connected company / social
business modifies the deliberate
with the emergent.
Recognises command-and-
control structures cannot
navigate complexity. Only
complexity can rise up to
complexity.
15Dave Gray. Reproduced with permission. http://connectedco.com
The Future of Organization
http://www.philipsheldrake.com/2014/05/future-organization-video-presentation-
major-themes-new-provocations/

16.
web 3.0
Web 3.0 marks the transition to
a web that understands the
content that we put there.
aka Linked Data, semantic Web.
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17.
the hi:project
The human interface (HI) helps
everyone contribute more value
to and derive more value from
society and the organizations in
their lives.
www.hi-project.org
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18.
a social business story
Storytelling helps communicate
change.And the art of
storytelling is transformed by
today’s social media.
www.attenzi.com
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in association with