Mastering The Art of Cloud Management

The Future of Work:
Mastering the Art of Managing in the Cloud

James P. Ware, PhD Citrix Online AsiaPac
Executive Director 27 July, 2011
The Future of Work…unlimited

A Tale of Two Books

The Difference
-1-
© Copyright 2011 by The Future of Work…unlimited. All rights reserved

Shift Happens—Again

-2-

Shift Happens—Again

-3-

Today’s Agenda

Why is remote/mobile What challenges does
work growing so the “anywhere office”
rapidly? present?

A conversation
about managing
remote teams and a
distributed workforce

How can you keep What does all this
remote employees mean for the future of
engaged? work?

-4-

Work Evolves

How
What
“work”
“work” is
gets done

Where What
“work” workers
gets done do

-5-

The “Anywhere Office” is a Reality Today

33% 35%

32%

“Third Places”

-6-

The Mobile Workforce is Growing Rapidly*

Mobile Workers as Percent of the Global Workforce
50%
Technology
45% Cost of space
40% Cost of commuting
35%
35% Cultural values
27% Public policy
30%
Sustainability
25%
20% 16% Old habits
15% Management discomfort
Investment costs
10%
Uncertainty about ROI
5% Difficulty measuring impact
0%
1
1990 2
1995 3
2000 4
2005 5
2010 6
2015 7
2020
* “Mobile” means working away from office at least two days per week.
Source: Future of Work Demographic Projections, 2011

-7-

Why Embrace Remote Management? Public
Policy

Cost Business
Reduction Continuity
Geographic
Diversification
Liability
Mitigation Environmental
Talent Impact
Attraction

-8-

Some Local Examples

Sydney Surges
to 14th-Most
Expensive City New Ash
in the World Cloud
- July 13, 2011
Grounds
Flights

-9-

Australia’s National Digital Economy Strategy*
Goals:
• online participation by Australian
"The comprehensive transition households;
of Australia's economy and • online engagement by Australian
society to a digital economy is businesses and not-for-profit
appropriately a market-led organisations;
phenomenon. Maximising the • smart management of our
benefit of the digital economy environment and infrastructure;
requires action by all levels of • improved health and aged care;
governments, industry and the • expanded online education;
community as a whole.” • increased teleworking;
• improved online government service
delivery and engagement;
• greater digital engagement in regional
* As reported by iTwire.com on 31 May 2011 Australia.
- 10 -

Unique Aspects of “Different Places” Work

More task
time, less Fewer
social accidental
interaction meetings

Less
face-to-face
time

- 11 -

Distributed Workers “Meet” and Interact in Four Ways*
Match the Technology to the Situation

Same

Time

Different

Same Different

* Adapted from a model first developed by Bob Johansen, Institute for the Future Place
- 12 -

Employee Engagement
The Critical Ingredient Clarity of
expectations

Regular Rewards for
feedback engagement

Quality of peer/
Inspirational
subordinate
relationships leadership

- 13 -

Engaging Distributed Team Members
Lead
Team-
building
exercises

Be a Celebrate
Teach
role life
empathy
model events

Build a
Playbook
of tactics

- 14 -

Forming a Virtual Team
Critical Team-Building Activities

- 15 -

Agree on Tangible Performance Measures for Each Job
. . . and Use Them

How will we
Why does this know it’s being
job exist? done well?

- 16 -

What Does All This Mean for You?

Lead
by Doing

Invest in Appropriate
Technologies

Embrace Distributed Work

- 17 -

For Further Information

James P. Ware, Ph.D. Special thanks for background research
Executive Director assistance to:
The Future of Work…unlimited
Berkeley, California Laurie Aznavoorian, Geyer Ltd.
+1 510 558 1434 voice Bevis England, Telework New Zealand/Australia
+1 510 558 1431 fax Kate North, e-Work.com
+1 510 206 8147 mobile Kate Lister, Telework Research Network
jim@thefutureofwork.net

Website: http://www.thefutureofwork.net

Blog: http://www.thefutureofwork.net/blog

Twitter: http://www.twitter.com/thefutureofwork

- 18 -

Mastering The Art of Cloud Management

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