The document discusses trends in people, business, and technology and how their interaction is catalyzing changes. It explores how work is shifting from the workplace to the work space and from scheduled communication to availability across contexts. Coordination is emphasized over control as problems become more interconnected across boundaries. The future of work involves providing tools and contexts rather than limiting access, and bringing more voices into discussions through inviting participation over exclusion.

1. EXPLORINGINTERNAL CORPORATECOMMUNICATIONS2020

3. RelationsPerceptionsSocietyAttitudesProcessesBehaviourPeopleChallengesSHIFTSWE CAN SEE

4. PeopleBusinessTechnologyCATALYTIC INTERACTIONOF TRENDS

5. PeopleBusinessTechnologyCATALYTIC INTERACTIONOF TRENDS

6. TRENDSTECHNOLOGYReal-TimeMobile AppsInternet of ThingsCloud ComputingBattery LifeServicesLocation AwarenessAugmented RealityMedia ConvergenceMOBILITY

7. YESTERDAY

8. TODAY

9. TOMORROW

10. TRENDSPEOPLE CollaborationCommunityCrowdsourcingMembershipDialogueSharingInfluenceEngagementTRIBE

11. YESTERDAY

12. YESTERDAY

13. TODAY

15. TOMORROW

17. TOMORROW

18. Doing Business in an IntegratedWorldTRENDSBUSINESS InnovationSpeedGlobalizationCoordinationOperational ExcellenceThe Creative ClassSelf Organization

19. THE EDGEOF CHAOS

20. ...problems are interconnected;they cross-organizational and jurisdictional boundaries, and they are inter-organizational. No single agency, organization, jurisdiction, or sector has enough authority, influence, or resources to dictate visionary solutions.Some problems are interconnected; they cross-organizational and jurisdictional boundaries, and they are inter-organizational.No single agency, organization, jurisdiction, or sector has enough authority, influence, or resources to dictate visionary solutions...Inspired from Jeffrey S. Luke, 1998

21. THE COST OF MANAGINGValue of managingActivities whose costs are higher than the potential value for both firms and markets simply do not happen.VALUECurrent cost of managing”MOST THINGS REMAIN UNDONE”Clay Shirky”Here Comes Everybody” 2008

22. ...we have generated a fantastic creative potential but lack the social and economic systems to maintain and harvest...Inspired fromRichard FloridaThe Rise of the Creative Class (2001)

23. Most good ideas came from people who were bridging ”structural holes”, which is to say people whose immediatesocial network included employees outside their department….Ronald Burt The social origin of good ideas

24. THE LONG TAILMost smart people do not work for you...The wisdom of crowds...

26. The moving of Knowledge VelocityViscosityWhen tacit and explicit Knowledge meetConditions for Knowledge Management and Knowledge Work

27. SELF ORGANIZING SYSTEMS AND PROCESSES

28. A SCHOOLOF FISH

30. Successful leadership in an integrated world has the difficult challenge of solving complex, boundariless problems in highly interconnected political and interorganizational contexts in which authority is shared and power is fragmented. Such leadership is essentially nonhierarchical and occurs outside organizational boundaries.Inspired from Jeffrey S. Luke, Catalytic Leadership 1998

31. The solutions meant to meet the requirements of tomorrow is unfortunately often meet by the criteria of yesterday. What got the job done will not get the job done.”If you always do what you always did, you will always get what you always got!”

32. PeopleBusinessTechnologyCATALYTIC INTERACTIONOF TRENDS

33. Things we do a lot of in 2020 are things we do today, but we do more, more often, with more people, in more situations, for more purposes, and effortless

35. HERETHERESYNCH.ASYNCH.

36. One2ManyOne2OneMany2OneMany2ManyCommunication

38. 7 INSIGHTSFOR A 20/20 VISION

39. PROVIDINGnot finding

40. PROVIDINGnot finding

41. WORK SPACEnot work place

42. WORK SPACEnot work place

44. CONTEXTnot the media

46. COORDINATINGnot ordinating

48. INVITINGnot excluding

50. CROWD PLEASINGnot crowd control

52. OMNIPRESENCETECHNOLOGY PEOPLE BUSINESSCORPORATE COMMUNICATIONS