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It’s	hard	to	make	
predictions…
...	especially	about	
the	future
Niels Bohr	Danish	Physicist	1865	- 1962
• Senior	Manager,	Digital	Communications
• Co-Founder	Intranetizen.com
• Communication	Consultant	to	HM	Government
Jonatha...
Tomorrow’s	Workplace
• Introductions
• People
• What Work?
• Models of Work
• Physical Workplace
© 2016 The Coca-Cola Company. All rights reserved. Coca-Cola is a registered trademark of The Coca-Cola Company.
We are th...
© 2016 The Coca-Cola Company. All rights reserved. Coca-Cola is a registered trademark of The Coca-Cola Company.
We work h...
© 2016 The Coca-Cola Company. All rights reserved. Coca-Cola is a registered trademark of The Coca-Cola Company.
People
Fu...
People
• Labour shortage
• Skills mismatch
• Cultural Challenges
• Our health
The	global	age	profile	is	changing
• Decrease	in	fertility
• Decrease	in	mortality
• Higher	life	expectancy
The	workforce	is
getting	older
• Accessibility
• Styles	of	
communication/collaboration	
need	to	be	considered
• Significa...
New skills	and	labour	may	not	be	where	the	jobs	are
UN	Demographic	Summary
• Shifts	in	the	current	population	rankings
• Growing	population	in	Africa
• Slower	world	populatio...
Rainer	Strack,	Boston	Consulting	Group	– The	Workforce	Crisis	and	How	to	start	Solving	it	now
But	this	will	lead	to	a	labo...
Skill	mix	changes	as	work/workplace	evolves
2020	Skills
1. Complex	Problem	Solving	(#1	no	change)
2. Critical	Thinking	(#4...
Culture	of	Work
• Workplace	cohesion,	
collaboration and	
communication
• New	ways	of	working
• Retaining staff
• Cultural...
Global	Workforce	Crisis	=	
Labour Shortage	+	Skills	Mismatch	+	Cultural	Challenge
Rainer	Strack,	Boston	Consulting	Group	–...
Health	and	Wellbeing
Tackling	Obesities:	Future	Choices	–Modelling	Future	Trends	in	Obesity	and	the	Impact	on	Health
Our	health	matters
To	employersTo	us
• Flu	jabs
• Health	insurance
• Gym	memberships
SPHERE
Sensor	Platform	for	HEalthcare in	a	Residential	Environment
• One	Bristol	house	(next	step,	100!)	packed	with	senso...
© 2016 The Coca-Cola Company. All rights reserved. Coca-Cola is a registered trademark of The Coca-Cola Company.
What	Work?
What	Work?
• The Fourth Industrial Revolution
• What will we do?
The	Industrial	Revolutions
1760	- 1840 1840	- 1870 1950s	- Now	-
Source:	Christoph Roser,	allaboutlean.com
Characteristics	of	the	Fourth	Industrial	Revolution
The	ability	of	machines,	
devices,	sensors,	and	people	
to	connect	and...
The	reason	it's	different	is	
that,	just	in	the	past	few	
years,	our	machines	have	
started	demonstrating	
skills	they	hav...
Customer CollaborationProduct Organisation
Impacts	of	Industry	4.0
Customers	are	the	
epicentre of	the	new	
economy.	Data-...
The	impact	is	already	here
Demographic	and	Socio-Economic Technological
Source:	Future	of	Jobs	Report,	World	Economic	Forum
What	will	we	do?
• Jobs	that	machines	do	
poorly
• Programming
• Systems,	Processes
• Mathematics
• Management
Models	of	
Work
Nature	of	Work
• New models of work
• Practical considerations for work
”Like	the	movie studios”
Hollywood
"No	one’s	the	boss;	everyone’s	
the	boss"
Holacracy
"Do	one	task	incredibly	well.	
Repe...
• With	EU	Working	Time	Directive	(or	simply,	duty	of	care),	what	about	
the	number	of	hours	an	employee	works?
• Should	we...
© 2016 The Coca-Cola Company. All rights reserved. Coca-Cola is a registered trademark of The Coca-Cola Company.
Physical	...
Three	workplace	models
• Proximal working
• Remote working
• Tele-commuting
The	office	is	changing	shape
Diagram	after	Gensler http://www.archdaily.com/297629/gensler-to-envision-the-office-building...
Where	and	how…
Geographical	considerations Hack	Projects	or	New?
• Your	next	office	may	not	be	where	your	company	is	locat...
Modern	Offices	don’t	help	work
Average	productive	minutes	per	person	per	day	lost
Trying	to	do	solo	work Trying	to	interac...
“[Open	plan]	is	ideal	for	a	trading	floor	but	developers	need	to	concentrate.	The	
more	things	you	can	keep	in	your	brain	...
1. The	more	you	can	block	out	distractions,	the	better	you	are	at	productive	
working	in	an	open	plan	office
2. The	more	y...
• The	home	office	will	increase	in	popularity
• Commercial	office	space	is	expensive
• It	can	be	hard	to	focus	in	such	spa...
• Growth	in	populations	with	labour and	skills	are	not	necessarily	where	
businesses	are	based
• Every	company	is	a	global...
As	we	move	into	the	future,	culture	will	be	
the	glue	that	ties	employees	together.
Anita	Van	de	Velde
• The	workforce	will	change	significantly
• The	Fourth	Industrial	Revolution	will	drive	changes	to	what	we	do
• The	9-5	wo...
Thank you!
Tomorrow’s Workplace: How technology and people will shape tomorrow’s workplace BY Jonathan Phillips AT Coca-Cola European...
Tomorrow’s Workplace: How technology and people will shape tomorrow’s workplace BY Jonathan Phillips AT Coca-Cola European...
Tomorrow’s Workplace: How technology and people will shape tomorrow’s workplace BY Jonathan Phillips AT Coca-Cola European...
Tomorrow’s Workplace: How technology and people will shape tomorrow’s workplace BY Jonathan Phillips AT Coca-Cola European...
Tomorrow’s Workplace: How technology and people will shape tomorrow’s workplace BY Jonathan Phillips AT Coca-Cola European...
Tomorrow’s Workplace: How technology and people will shape tomorrow’s workplace BY Jonathan Phillips AT Coca-Cola European...
Tomorrow’s Workplace: How technology and people will shape tomorrow’s workplace BY Jonathan Phillips AT Coca-Cola European...
Tomorrow’s Workplace: How technology and people will shape tomorrow’s workplace BY Jonathan Phillips AT Coca-Cola European...
Tomorrow’s Workplace: How technology and people will shape tomorrow’s workplace BY Jonathan Phillips AT Coca-Cola European...
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Tomorrow’s Workplace: How technology and people will shape tomorrow’s workplace BY Jonathan Phillips AT Coca-Cola European Partners

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Slides from Jonathans' workshop at J. Boye's Aarhus16 conference in Aarhus on Thursday 3-Nov-16.

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Tomorrow’s Workplace: How technology and people will shape tomorrow’s workplace BY Jonathan Phillips AT Coca-Cola European Partners

  1. 1. It’s hard to make predictions… ... especially about the future Niels Bohr Danish Physicist 1865 - 1962
  2. 2. • Senior Manager, Digital Communications • Co-Founder Intranetizen.com • Communication Consultant to HM Government Jonathan Phillips
  3. 3. Tomorrow’s Workplace • Introductions • People • What Work? • Models of Work • Physical Workplace
  4. 4. © 2016 The Coca-Cola Company. All rights reserved. Coca-Cola is a registered trademark of The Coca-Cola Company. We are the business behind the bottle 300 million consumers 2.5 billion unit cases sold annually 13 countries 25,000 employees 90% of products made locally Listed Euronext Amsterdam, Euronext London, NYSE, Spanish Stock Exchange €11 billion net sales 6,200 sales force 1
  5. 5. © 2016 The Coca-Cola Company. All rights reserved. Coca-Cola is a registered trademark of The Coca-Cola Company. We work hand in hand with The Coca-Cola Company B2B Customer focus 13 countries 25,000 employees Bottling and distribution, customer marketing, market execution and innovation 130,600 employees 200 countries worldwide Consumer focus Brand ownership, product development and innovation; brand marketing and advertising 2
  6. 6. © 2016 The Coca-Cola Company. All rights reserved. Coca-Cola is a registered trademark of The Coca-Cola Company. People Future demographic changes and the impact on the workplace
  7. 7. People • Labour shortage • Skills mismatch • Cultural Challenges • Our health
  8. 8. The global age profile is changing • Decrease in fertility • Decrease in mortality • Higher life expectancy
  9. 9. The workforce is getting 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 1. http://fortune.com/2016/02/11/retirement- age-2050/
  10. 10. New skills and labour may not be where the jobs are
  11. 11. UN Demographic Summary • Shifts in the current population rankings • Growing population in Africa • Slower world population growth due to lower fertility rates • Ageing population growing rapidly • Higher life expectancy • Populations in many parts of the world are still young, creating an opportunity for countries to capture a demographic dividend UN 2015 World Population Prospects
  12. 12. Rainer Strack, Boston Consulting Group – The Workforce Crisis and How to start Solving it now But this will lead to a labour shortage
  13. 13. Skill mix changes as work/workplace evolves 2020 Skills 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) Source: Future of Jobs Report, World Economic Forum
  14. 14. Culture of Work • Workplace cohesion, collaboration and communication • New ways of working • Retaining staff • Cultural awareness • Training and retraining • Relationships with line managers and peers • Being appreciated • Work life balance
  15. 15. Global Workforce Crisis = Labour Shortage + Skills Mismatch + Cultural Challenge Rainer Strack, Boston Consulting Group – The Workforce Crisis and How to start Solving it now Global Workforce Crisis
  16. 16. Health and Wellbeing Tackling Obesities: Future Choices –Modelling Future Trends in Obesity and the Impact on Health
  17. 17. Our health matters To employersTo us • Flu jabs • Health insurance • Gym memberships
  18. 18. SPHERE Sensor 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
  19. 19. © 2016 The Coca-Cola Company. All rights reserved. Coca-Cola is a registered trademark of The Coca-Cola Company. What Work?
  20. 20. What Work? • The Fourth Industrial Revolution • What will we do?
  21. 21. The Industrial Revolutions 1760 - 1840 1840 - 1870 1950s - Now - Source: Christoph Roser, allaboutlean.com
  22. 22. 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 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
  23. 23. 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
  24. 24. 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 Up Costs Down Quality Up Culture Management Talent
  25. 25. The impact is already here Demographic and Socio-Economic Technological Source: Future of Jobs Report, World Economic Forum
  26. 26. What will we do? • Jobs that machines do poorly • Programming • Systems, Processes • Mathematics • Management
  27. 27. Models of Work
  28. 28. Nature of Work • New models of work • Practical considerations for work
  29. 29. ”Like the movie studios” Hollywood "No one’s the boss; everyone’s the boss" Holacracy "Do one task incredibly well. Repeat." Microwork "The space between supply and demand" Platform "Making the global world work in our favour" Displacement
  30. 30. • 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? Practical Questions
  31. 31. © 2016 The Coca-Cola Company. All rights reserved. Coca-Cola is a registered trademark of The Coca-Cola Company. Physical Workplace
  32. 32. Three workplace models • Proximal working • Remote working • Tele-commuting
  33. 33. 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 costs 2. Flexibility in architecture and furniture 3. New demands of millennial workers
  34. 34. Where and how… Geographical considerations Hack Projects or New? • Your next office may not be where your company is located • Your next office may not be new Source: Hacked Offices – Future of Workplace design
  35. 35. Modern Offices don’t help work Average productive minutes per person per day lost Trying to do solo work Trying 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
  36. 36. “[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 Overflow http://qz.com/806583/programmers-hate-open-floor-plans/
  37. 37. 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 Working in a open-plan office Source: Cognitive control in media multi-taskers
  38. 38. • 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? Remote Workers
  39. 39. • Growth in populations with labour and skills are not necessarily where businesses are based • Every company is a global company. Employees can be anywhere • Management processes will need to flex – no more physical eye-to-eye contact • Does your business support this? Telecommuters
  40. 40. As we move into the future, culture will be the glue that ties employees together. Anita Van de Velde
  41. 41. • The workforce will change significantly • The Fourth Industrial Revolution will drive changes to what we do • The 9-5 working day is dying • Work is a verb, not a place. We’ll be working everywhere Summary Points
  42. 42. Thank you!

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