Technology is changing the landscape of work; One of the drivers is AR/VR and Mixed Reality. We discuss the possible scenarios.

1. The Impact of
Mixed Reality and
Emotional
Recognition on Work
Source: Robot Heart 2011

2. Drivers of change
Globalization
No boundaries
The Millennial
Workforce
New attitudes,
expectations & ways of
working
Technologies
Processing power, cloud
computing, collaborative
technologies, big data;
IOT, VR/AR
Mobility
Work anytime,
anywhere & on any
device
New Behaviors
Shaped by Social
Media & the web
• Why MR & Why now?
• Rise of powerful
technology and
techniques, such as
image processing and
computer vision
• Need for rapid
information overlap
between systems
• Proven scope of
AR/VR/MR in
education and
healthcare sector1

3. Defining VR, AR and MR
VIRTUAL REALITY (VR) immersive multimedia or
computer generated reality that fully envelops user
allowing them to interact in that world
AUGMENTED REALITY (AR) overlay of unanchored
content on the real world
MIXED REALITY (MR) overlay of virtual content that is
both anchored and interacts with the real world. A
mixture of AR and VR.
Source: Google 2014
Source: Johnson, Eric, “What are the differences among virtual, augmented and mixed reality?” July 2016
http://www.recode.net/2015/7/27/11615046/whats-the-difference-between-virtual-augmented-and-mixed-reality

4. Source: Microsoft 2016

5. The Rise of AR/VR/MR
Augmented/Virtual Reality Revenue
Forecast 2020
Augmented/Virtual Reality Revenue Share 2020F
Source: Augmented/Virtual Reality revenue forecast revised to hit $120 billion by 2020
http://www.digi-capital.com/news/2016/01/augmentedvirtual-reality-revenue-forecast-revised-to-hit-120-billion-by-2020/#.WEf9UPmLTIV

6. Emotional Recognition
Real-time Feedback of
subject:
Source: Dir. Eran May-raz. Independent (Student). Columbia, 2012. Film.
• Emotional state
• Engagement
• Lie detection

7. Social Acceptance
Social Rejection
Elite Democratised
Minority
ReportElysium
1984 Matrix
Source: Wikimedia.org
Scenarios: MR in 2027

8. Impact on work – Positives/Opportunities
• Performance
• Increased emotional intelligence  trust & empathy2
• Better cross-cultural communication  efficiency3
• Customer engagement
• Transparent customer emotions  improved products/services4
• Transparent employee satisfaction  customer satisfaction5
• Authentic leadership
• Reduction in crime and dishonesty6
• Faster adoption of change7

9. Impact on work – Negatives/Threats
• Tear social cohesion
• Inability to make white lies8
• Greater division between socioeconomic strata
• Honest emotions may be punished
• Performance
• Surveillance  Negative morale, reduced productivity9
• Greater potential for collusion
• Exploitation of customers/workers
• Privacy concerns & hacking
• Government Overregulation

10. • Market-based Offering
• Facilitate Opportunities
• Performance - encourage empathy through ER sensitivity training10
• Engagement - Incentivize participation and demonstrate benefits
• Authentic Leadership – CEO should establish culture of honesty6
• Avoid Threats
• Social cohesion & morale – establish industry ethics/regulations body
• Collusion – Introduce neutral third party ”ER” auditing
• Barriers - Track barriers such as Privacy and Regulation
• Exploitation - Prioritize moral, authentic leadership6
• Hacking – Lobby for severe penalties, emphasize security11
Strategy to secure positive outcomes

11. Sources
• 1Bichlmeier, Christoph, “The CAMDASS Project – AR Mission to Space,” Medical Augmented Reality, December 2011,
http://medicalaugmentedreality.com/2011/12/the-camdass-project-ar-mission-to-space/
• 2Gentry, Werber, and Sadri, “Empathy in the Workplace,” Center for Creative Leadership, April 2007, http://www.ccl.org/wp-
content/uploads/2015/04/EmpathyInTheWorkplace.pdf
• 3Chuang, Szu-Fang, “Essential Skills for Leadership Effectiveness in Diverse Workplace Development,” Online Journal for Workforce
Education and Development, Vol 6 Issue 1, 2013, http://opensiuc.lib.siu.edu/cgi/viewcontent.cgi?article=1133&context=ojwed
• 4Magids, Zorfas, and Leemon “The New Science of Customer Emotions,” Harvard Business Review, November 2015,
https://hbr.org/2015/11/the-new-science-of-customer-emotions
• 5Kruse, Kevin, “Employee Engagement: The Wonderdrug of Customer Satisfaction,” Forbes, Jan 2014,
"http://www.forbes.com/sites/kevinkruse/2014/01/07/employee-engagement-the-wonder-drug-for-customer-
satisfaction/#3a66c0d52981
• 6Jeffrey Sonnenfeld and Paul Lawrence, “Why Do Companies Succumb to Price Fixing?” Harvard Business Review, July 1978,
https://hbr.org/1978/07/why-do-companies-succumb-to-price-fixing
• 7Schaeppi, Inken. “Authentic Leadership as a critical driver during large change transformations,” Pro Zurich Change Management
Forum, November 2015 http://www.pro-global.com/uploads/files/Pro_Zurich_Change-
Management_Forum_November_2015_Article.pdf
• 8Iñiguez, Govezensky, Dunbar, et al, “Effects of Deception in Social Networks,” Proceedings of the Royal Society, Biological Sciences,
July 2014, http://rspb.royalsocietypublishing.org/content/281/1790/20141195
• 9Katz, Lee Michael, “Monitoring Employee Productivity: Proceed with Caution,”Society for Human Resource Management Magazine,
June 2015, https://www.shrm.org/hr-today/news/hr-magazine/pages/0615-employee-monitoring.aspx
• 10Kofman, Ava,”Can virtual reality training for US police help stop officer-involved shootings?” The Guardian, July 2016,
https://www.theguardian.com/us-news/2016/jul/11/police-virtual-reality-training-stop-shootings
• 11Oh, Sangkyo and Lee, Kyungho, “The Need for Specific Penalties for Hacking in CriminalLaw,” The Scientific World Journal Vol. 2014,
Published June 2014 https://www.hindawi.com/journals/tswj/2014/736738/