Mobile Scotland 2015 Conference

An exploration of the psychological
factors affecting remote e-worker’s job
effectiveness, well-being & work-life
balance
Mobile & Flexible Working Conference
Edinburgh
26th February, 2015
Dr Christine Grant, AFBPsS, FHEA
Chartered & HCPC registered Occupational Psychologist
Psychology & Behavioural Achievement Research Group
Coventry University, UK

• ICTs have changed the nature of ‘office based’ working practices, remote work can now be completed
from multiple locations, including home and is portable:
• 1.3 billion mobile workers predicted by 2015 representing 37% of the workforce (IDC,
2013)
• The Americas region, (United States, Canada, and Latin America), will see the number of
mobile workers grow from 182.5 million in 2010 to 212.1 million in 2015. North America
has the largest number of mobile workers in this region, with 75 percent of the workforce
mobile in 2010 (IDC, 2013)
• ‘Bring your own device’ to work is swelling figures. O2 major mobile provider expects that two
thirds (65%) of British businesses expect 30% more of their employees equivalent to just over 7
million people to become mobile workers as the demand to work more flexibly, on the move, out
of the office or from home expands.
• UK home workers at 1.3m, with a further 3.7m sometimes working at home or remotely (ONS,
2010)
• ICTs can produce the facility for greater productivity but they need interaction with the individual to
realise performance gains:
• Teleworking requires associated changes in working practices and development of specific skills
(Kowalski and Swanson 2005, Baruch 2000)
• Attitudes and personality types to telecommuting are emerging as important factors (Brown,
2011, Clark, Karan, Michalisin, 2012)
Background

Phase One: Definitions
Definition of e-working:
‘working independently i.e., off site, using technology to communicate
with others remotely. For example, it could be defined as ‘any form
of substitution of information technologies (such as
telecommunications and computers) for work-related travel: moving
work to the workers instead of moving workers to the work’
(Nilles,1998)
Flexible working:
‘employers and employees working together to find out how they can
both gain from more imaginative approaches to working practices’
(Department of Trade and Industry, 2000).
Work-life Balance:
‘a better quality of life outside work’ & ‘the ability to balance work
commitments with those of your life outside’ (Interviews, 2006)

Research Aims
• Devise an e-worker typology categorising e-workers by their e-
working skills and experience, behavioural competencies and key
outcomes:
– Develop a new scale to measure the impact of remote working on job
effectiveness, well-being and work-life balance.
– Explore the definition of e-workers and the variability in working styles
and practices, including work-life balance issues to establish a
classification defining the ‘developed and ‘undeveloped’ e-worker.
– Develop a typology providing individuals and supervisors with a
benchmark against which to aid identify potential problem areas
leading to improvements in their e-working skills and competencies.
– Provide the basis for the development of a diagnostic tool to help e-
workers to improve their overall performance and productivity.
Dr Christine Grant Commercial in confidence. E-work life tool: Coventry University © All rights reserved

Phase One
Phase Three
Phase Two
Review literature
Confirm definitions
Qualitative i/vs
exemplars
Thematic analysis
Qualitative interviews
Framework analysis
Revised Typology
Design & Method: Phasing
Quantitative survey
Using competencies and
skills
Thematic analysis to open
ended questions
Typology drafted

Phase One: Qualitative Interviews
• Semi-structured interviews
• Exemplar e-workers voluntary based on:
– Length experience as e-worker
– Proficiency to use technology remotely
• Three sectors: public, private, voluntary
• Five organisations
• Thematic analysis: 10 themes

Findings
Phase One: Research themes
Remote
e-working
E-working
Practices
Work-life
Integration
Social
Interaction
Role
Autonomy
Managing
Boundaries
Decision
Making
Productivity
&
Performance
Trust
Individual
Differences

Phase One: Sample Quotations
Positive:
‘gives me an option, a choice, so if I do need to work at home I can’
‘I can see emails straight away, I’m very good at setting
boundaries’
‘I think employers see the positive effect it has on the work force
and the increased productivity’
Negative:
‘life outside work probably is not so good as it starts blurring
boundaries, you do not simply walk out of the office and lock the
door, you have got the office in brief case wherever you are’
‘I can be on a computer at 2am, this is not good for health’
‘Some work cultures do not want to go the e-working route, there is
a cloud of mistrust’

Phase Two: E-work life Survey and measure
development
• Generate items from thematic analysis
literature to form item pool (104 items)
• Develop suggested dimensions
• Validity checks made, items reduced to 76
• Qsort n = 13 exemplar e-workers
• Expert panel – items refined/reduced to 39
items
• E-Work life survey conducted n=187 e-workers

Phase Two: Sample items
When e-working I often think about work related problems
outside of my normal working hours
When e-working from home I do not know when to switch
off/put work down so that I can rest
My supervisor gives me total control over when and how I
get my work completed when e-working
I trust my line manager to advise me if I am not effectively
performing while e-working
My organisation trusts me to be effective in my role when I
e-work remotely

Analysis found 8 factors:
1.Work life integration
2.e-working effectiveness
3.e-job effectiveness
4.e-well being
5.Managing boundaries
6.Role conflict
7.Trust
8.Management Style
• Finalised 28 item uni-dimensional scale α=0.851
Phase Two: 8 Dimensions for
measuring e-workers

Developing a remote worker
competency framework
Personal
Qualities
Skills
Behaviours
• Individual differences
• Motivation
• Personality
• Procrastination
• Self confidence
• Technology
• Communication
• Time management
• Networking
• organised
• Work-life balance
• Self discipline
• Ability to work alone
• Tenacity
• Social relationships
• Trust
• Productive
Attitudes:
• Conscientious
• Integrity
• Stays in touch
• Open to new
ideas

The ‘Resilient E-Worker’ Competency ?
Attributes:
– Manages work/home boundaries
– Effectively integrates work and home responsibilities
– Well organised meets deadlines
– Productive
– Technically competent with IT and new developments
– Able to self motivate and work alone
– Self disciplined
– Communicates using appropriate technology
– Networks in the wider community to stay in touch with developments
– Adheres to health and safety legal requirements
– Exercises and looks after well-being
– Satisfied
– Is trusted….

Phase Three: Sample Quotations from
interviews
‘As a manager I would expect an e-worker to achieve
targets, would I be precious about the time they take no,
it is about task management’
(Senior Manager, Voluntary sector)
‘..I try and compartmentalise as much as possible because
obviously my children are very young so it would be
difficult to work with them around, so I arrange child-
care or do evenings after they have gone to bed’
(Professional, Public sector)

Phase Three: Sample strategies
• Individual:
– Engender trust by delivering against
objectives and requirements
• Supervisory:
– Be a good role model for e-working
• Organisational
– Encourage a culture of trust that is based on
outputs and productivity as opposed to
presenteeism

Risks for employees
• Working long hours ‘the triple shift’
• No rest/time for recuperation away from work
• Work-life balance: impact on family/friends/other
life and life satisfaction
• ‘Always on’ culture ‘addiction’ to work
• No-one is aware of extra hours being worked
• Stress levels may increase without line
manager’s awareness
• Increased mistakes due to tiredness
• Poor health, back/neck/eye strain very common

Risks for employers
• Health & Safety may be breached
• Ergonomics – need to consider physical health
of employees when working off site
• The ‘invisible’ worker - line managers may not
be aware of long hours spent working
• Stress cannot necessarily be seen
• Line managers may set poor examples ‘always
on’ culture
• Can lead to absenteeism, low productivity,
reduced job effectiveness (mistakes), isolation

Practical implications for Senior Managers
What can organisations do differently?
• Assessing new and existing e-workers based on key competencies
the ‘resilient’ e-worker
• Provide training for existing, and particularly for new e-workers on
the issues surrounding both over and under working, well-being
including physical/mental fitness and social concerns
• Consider providing new remote e-workers with a mentor/buddy
• Line Managers/supervisors offer support and coaching to remote
workers, e.g., work-life balance, health and workload
• Good management practices may provide a much needed link to
remote e-workers effectiveness and well-being
• Consider the ‘always on’ culture and the impact this may have on
employee stress and burn out.

Summary & Conclusions
Main findings:
• There are differences between e-workers in autonomy, access to technology
and ability to manage workload
• Key competencies and skills were found to be important for ‘developed’ e-
workers
• The ‘resilient e-worker’ will have certain attributes
• The ‘effective’ e-worker typology provides a means to benchmark illustrates
the need for development and training
Next steps for research:
• The typology could inform occupational health policies and best practice for
organisations
• Further validation and piloting of the online e-work life scale (looking for
organisations to take part)
• Competency Framework for Manager’s of remote e-workers

E-work life tool: http//:ework-life.org.uk

Key references
• Baruch, Y. (2000) 'Teleworking: Benefits and Pitfalls as Perceived by Professionals
and Managers'. New Technology Work and Employment 15 (1), 34-49
• Grant, C.A., Wallace L.M. and Spurgeon P. C. (2013) An exploration of the
psychological factors affecting remote e-worker’s job effectiveness, well-being and
work-life balance. Employee Relations Vol 5, 35
• Handy, C. (1995) ‘Trust and the Virtual Organisation’. Harvard Business Review 40-
50 cited in Jackson, P. J., and Van der Wielen, J. M. (1998) Teleworking:
International Perspectives from Telecommuting to the Virtual Organisation. New
York: Routledge: 11
• Kowalski, B. K. and Swanson, J. A. (2005) ‘Critical Success factors in developing
teleworking programs.’ Benchmarking: An international Journal 12 (3), 236-249
• Morgan, R. E. (2004) 'Teleworking: An Assessment of the Benefits and Challenges’.
European Business Review 16 (4), 344-357
• Nilles, J. M. (2007) ‘Editorial: The future of e-Work’. The Journal of E-Working (1), 1-
12

Email: christine.grant@coventry.ac.uk
Web site: http://ework-life.org.uk
Twitter: @GRANTMSC
Blog: http://www.v3.co.uk/2396909

Adapting to the evolution of the
workplace
Ksenia Zheltoukhova
CIPD Research

Top characteristics of an agile business
• Rapid decision-making and execution
• A high-performance culture
• The ability to access the right information at the right time
• Accountability and credibility
• Flexible management of teams and human resources
• Decentralised or “flat” management reporting structure
• Lean operations
The Economist Intelligence Unit
Human capital core to creating
organisational value

Employees’ expectations
are changing…
Traditional career preferences 2005 2014
Striving for promotion into more senior posts 55 33
Work as central to your life 48 28
Career success is very important to you 58 41
A job that pays a lot of money 15 21

And the ways in which they interact
with the workplace
35%
would like to change their
working arrangements
14
%
47
%
Regularly
work extra
hours
…to match
their
preferred
pace of
working
45% take
calls or
respond to
emails when
not at work
11%
read
but
don’t
reply36% do so
through
choice
1 in 10 are at a customer/client
site most of the time
Less than 2 in 3 are at
the same work station
most days

Types of agility
Workforce agility
Flexible
working
Organisational
processes and
structures
Skills
Evolving
business
needs
Changing
employee
needs

Barriers to overcome
• Focus on risk management in the ‘now’
• 56% name operational pressures as the top barrier to training
and development of staff; 58% - to greater workplace flexibility
• 39% of employees say they can rarely find time for training
and development
• Low-trust environment
• 35% are concerned about the quality of work among atypical
staff
• Negative line manager and senior manager attitudes – a
barrier to flexible working
• Lack of a systemic approach in improving
organisational responsiveness to change
• 5% of job roles have time (‘slack’) built in for experimentation
and rapid response
• 5% use commission outcomes (no fixed hours, only an output
target)

Case study - Deloitte
WorkAgility programme: principles approach
• Outcomes, not inputs, matter
• Mutual trust
• Two-way communication
‘It requires a shift in mindset from the traditional 9–5 with an hour for lunch, which is rarely a
reality, to much more nimble thinking that recognises nothing is static. It’s about give and
take, starting with the principle of mutual trust and that people are accountable for their role
in delivering the best service to their clients. It’s about finding a fair and flexible balance of
what works for the firm and the team, as well as the individual meaning.’
‘People are now looking for an experience which isn’t governed by a very hard and fast set
of rules. I think that’s a shift in mind-set, from an HR point of view, in terms of how you work.
It’s being a little bit more open to thinking about and finding ways of making things work.
That particularly relates to how well you implement agility, because it’s very difficult to drive
agility through a rigid set of processes and systems.’
Build the business case (quick
wins)
Design an enabling
environment (collaboration
with Facilities and IT)
Socialise the new ways of
working (Q&A with line
managers)

Case study – Matt Black
Design the organisation in support of Autonomy, Mastery and Purpose (Dan Pink)
• Holistic system that replicates the complexity of the external environment (e.g.
regulatory, health and safety)
• Employees operate as entrepreneurs (from design to manufacturing to sales)
• Internal marketplace to agree targets and share workloads
‘It is not so much how we do things but the fact that all people and processes are
arranged as a system. We champion organisational design, not a specific model, the
same way we would champion bicycle design rather than a single model of bicycle.
Most organisations are assembled rather thoughtlessly from a bag of popular
organisational “bits”, then patched to overcome the worst and most immediate
problems. This is not a good way to design bicycles, nor is it a good way of designing
organisations.’
Traditional operating model
External incentives to change
the way of working
Organisational environment
enables a new way of
working

In summary
• World of work increasingly diverse
• Employees expectations are changing
• Workplaces need to adapt to the needs of
people and the business

Mobile Scotland 2015
CREATING AN
INFRASTRUCTURE TO
SUPPORT MOBILE WORKING
John Cooke – Mobile Operators Association
www.mobilemastinfo.com

Mobile working boosts productivity. The gains from 4G LTE mobile broadband could be
worth around £1.1 billion to Scotland’s economy. The value to public sector productivity in
Scotland from improved mobile services could be up to £116 million per annum.
Such benefits depend on having a mobile signal in place. And having mobile signal
depends on having a network of base-stations or ‘masts’ in place. If there’s no mast, you
won’t get a signal.
Mobile network operators are already investing around £5½ billion to upgrade their
networks, and have agreed to provide voice and text coverage to at least 90% of the UK
land mass by the end of 2017.
Low population density and difficult topography increase the costs of building and
running network infrastructure in much of Scotland. Around half of all the operators’ base-
stations run at a loss.
Regulation also increases operators’ costs and prevents the deployment of more
infrastructure.
The single biggest regulatory barrier to better mobile coverage is the Electronic
Communications Code. Whatever the outcome of the General Election, the next UK
Government needs to introduce legislation to reform the Code as a matter of urgency.
Local councils should consider using the powers in the Community Empowerment Bill to
reduce business rates on masts in areas where the economic case for providing mobile
coverage is weak.
Local authorities should determine planning applications on the basis of planning policy
and law, not on the basis of the objections of a vociferous minority motivated by alarmist
tabloid headlines. They need to consider the adverse economic and social implications of
not having full coverage or capacity in an area.

Introduction
Good morning. I am John Cooke, Executive Director of the Mobile Operators
Association, which represents the four UK mobile network operators – EE, Telefónica
UK, Three UK, and Vodafone.
We‘ve already heard today about some of the cultural and organizational issues that
need to be addressed to enable mobile working. I’ve been asked to talk about the
physical infrastructure that needs to be in place to enable connectivity. In some ways,
providing that is simpler than overcoming some of the cultural barriers, though it’s not
without its challenges.
In the next twenty minutes, I’m going to say a bit about how networks are expanding to
improve coverage; and about some of the challenges operators face in doing that.
First, though, I’d like to discuss some of the benefits of mobile working for firms and for
the public sector. And I’m going to talk about that first, because the benefits of mobile
working are why we are all here. If there weren’t any benefits, we wouldn’t bother
doing it.

The Benefits of Mobile Working
There have been numerous studies showing that increased mobile penetration boosts economic
growth, and that mobile working increases productivity. At the macro-level, a recent report from
Capital Economics says that the eventual productivity gains from 4G LTE mobile broadband could be
worth up to 0.7 per cent of GDP, or £12 billion annually in today’s prices. That’s a UK-wide figure.
Scotland’s share of that would be in the order of around £1.1 billion.
Another report, this one for Scottish Government, in March 2014, estimated the value to public sector
productivity in Scotland from improved mobile services as rising to about £116 million per annum by
2023.
So the headline numbers tell us that mobile working increases productivity. For those more
interested in the human side of the equation, the benefits are equally clear.
We have some excellent hospitals here in Scotland. But if you are in, say, parts of Argyll & Bute or
Sutherland, you are a long way from specialist centres of excellence. Mobile telecommunications
allow patients with complex conditions to be diagnosed or have measurements taken from them, and
then the details can be sent to a specialist who can then advise them on their treatment. That’s just
one example, and there are many more in the ‘National Telehealth and Telecare Plan for Scotland’.
That Scottish Government, CoSLA and NHS Scotland strategy sets out how the use of technology
can transform access to and availability of services in homes and communities, and in more acute
settings. Capital Economics. ‘Improving connectivity — stimulating the economy:
Mobile network operators and the UK economy,‘ November 2014
£12bn x 8.4% (population share) = £1.008bn; x 9.6% (Scotland’s contribution to UK taxes) =
£1.152bn
Gain is against 2012 baseline. Report is at: http://www.scotland.gov.uk/Publications/2014/03/6913/1
http://www.scotland.gov.uk/Publications/2012/12/7791
Capital Economics. ‘Improving connectivity — stimulating the economy:
Mobile network operators and the UK economy,‘ November 2014
£12bn x 8.4% (population share) = £1.008bn; x 9.6% (Scotland’s contribution to UK taxes) = £1.152bn
Gain is against 2012 baseline. Report is at: http://www.scotland.gov.uk/Publications/2014/03/6913/1
http://www.scotland.gov.uk/Publications/2012/12/7791

How Mobile Networks Function
All those benefits depend on having a mobile signal in place. And having mobile signal
depends on having a network of base-stations or ‘masts’ in place. If there’s no mast, you
won’t get a signal.
By the way, I’m using the term ‘base stations’, because not all of them will be the large
lattice-type masts that you see in open country. In urban areas in particular, there are
also mobile phone antennas on rooftops, or deployed on what we call ‘streetworks’ –
things that look quite like lamp-posts. There are also small cells, often not much bigger
than a burglar-alarm box, which tend to be mounted on the side of buildings.
I won’t go into vast detail about base stations. However, the point I do want to make is
that mobile devices are low powered radio sets. And base stations receive and transmit
the signals - in the form of radio waves - from mobile devices, whether phones, laptops,
or tablet computers. Each base station only covers a limited geographic area; and each
one can support only a limited number of users at any one time. So coverage depends
on how many base stations you’ve got, and where they are. Not everybody loves them,
but I repeat – if you don’t have a mast, you won’t get a signal.
For more information, see - http://www.mobilemastinfo.com/mobile-networks-what-they-
are-and-how-they-work/jargon-buster.html

Network Expansion – A £5½ billion Programme
On several measures, mobile connectivity in Scotland is actually pretty good. Here, 99.5% of premises can
get a 2G signal from at least one network, and 97.3% can get 3G. And over 50% of premises already have
access to a 4G signal. Those figures are from Ofcom data from June last year, by the way, and coverage
on 4G, will have increased significantly since then.
That said, I’ll be the first to acknowledge that there are plenty of places in Scotland where the availability of
mobile signals is less than brilliant.
However, the good news is that the mobile network operators are already investing around £5½ billion to
upgrade their networks to deploy 4G, over three or four years, in addition to routine maintenance and
upgrade work.
You will probably also have seen the recent announcement that the four UK mobile operators have
voluntarily reached an agreement to provide voice and text coverage to at least 90% of the UK land mass
by the end of 2017.
Now, a minute ago, I was talking about 99% of premises in Scotland having access to a signal; so why the
big deal about the new agreement to provide 90% coverage? The answer, of course, is that the new 90%
agreement is about geographic coverage, not just people or premises. Nearly a third of the population of
Scotland lives in either Edinburgh or Greater Glasgow alone. If you add in the rest of the Central Belt and
the rest of our cities, that leaves vast areas of our land-mass with very few people. Population density in
Argyll & Bute is a mere 30 per square mile; and in Highland it’s only 20 per square mile. The new
agreement will extend coverage into some of our less densely populated areas.
Ofcom, Communications Market Report, Scotland, August 2014
https://www.gov.uk/government/news/mobile-operators-sign-up-to-coverage-improvements--2
For more information, see - http://www.mobilemastinfo.com/mobile-networks-what-they-are-and-how-they-work/jargon-buster.html
https://www.gov.uk/government/news/mobile-operators-sign-up-to-coverage-improvements--2

Challenges: Population Density, Topography, and Regulation
Talking about population density brings me to the challenges to providing connectivity in Scotland.
In areas of low population density, the revenue operators get from people using their network will not
cover the cost of building and running the base-stations needed to provide a signal. In fact, around half of
all the operators’ base-stations in the UK as a whole run at a loss.
Topography also affects the economics of providing mobile telecoms infrastructure – just as it affects the
economics of providing other types of infrastructure. It typically costs much more to build a new mast in a
rural area than in an urban area. That’s because each mast has to have an electricity supply, and a
connection to the main telephone network – which we call ‘backhaul’. In rural areas, those connections
are usually more expensive than in an urban area. That’s because connecting a base-station to the
electricity supply or main telephone network in an urban setting –say, just outside Dynamic Earth here –
involves digging a few metres of trench. In a rural location, it might mean digging a trench a kilometre or
more.
The costs of providing infrastructure are even more expensive in upland areas. In rural areas, where
there isn’t a fibre cable available, backhaul is often provided by a microwave link. That’s easy if you are
in somewhere flat, like Lincolnshire. But in an upland area, you will need a chain of base stations. That’s
because mobile devices rely on radio waves; and radio waves travel in straight lines. They won’t go
through mountains. And here in Scotland, we have lots of hills and mountains. Sure, there are some
relatively flat bits, like parts of Angus or Stirlingshire; but much of Scotland is much hillier than most of
England.
So topography and population density are a barrier to building the infrastructure needed to provide
mobile signals, and hence enable mobile working.
However, regulation and policy play a part in affecting the economics of base-stations. And policy and
regulation operates at three levels: UK Government, Scottish Government, and local authority.

Scottish Government Regulation
Most of the regulations affecting mobile telecoms are reserved to Westminster: the only
two areas where Scottish Government has any real control are on planning and on
business rates.
On planning, when I was addressing this sort of event 18 months or two years ago, I
would complain about the planning system for telecoms here in Scotland. It used to be
much more restrictive than its English and Welsh counterparts. However, last year,
Scottish Government brought in some changes that moved Scotland from being the most
restrictive in the UK, to being in a position where it’s at least as supportive of telecoms
infrastructure deployment as anywhere else. So Scottish Government has done much to
support connectivity, although ideally, we would have liked the Scottish planning reforms
to have gone further, specifically in relation to new masts,
Scottish Government is also taking some action on the burden of business rates. The
Community Empowerment Bill, now progressing through the Scottish Parliament, will if
enacted give individual local authorities the power to reduce rates for specific activities.
So in places like The Borders or Aberdeenshire, local authorities might look at reducing
rates on masts in areas where providing a mast would otherwise be uneconomic. Now I
know that local government finances are stretched. However, if a mast isn’t built at all,
because it’s uneconomic to do so, there will be no business rates income anyway. But
reduced rates on a mast that is built are better than nothing; and having a mast will also
boost economic activity, more efficient public service delivery, increase social inclusion,
and enhance the sustainability of small communities in areas that currently suffer from
poor connectivity.

The Role of Local Communities
That brings me on to the role of local communities and local planning authorities in improving
connectivity. They should look at the powers under the Community Empowerment Bill once it becomes
law. In the meantime, they can help find sites that are available at reasonable rents.
Some of them should also take a more supportive attitude to planning applications for new masts. If you
wanted to build a new mast in rural Aberdeenshire or the Borders, you probably won’t get many
objections, because folk there are keen to get better mobile coverage. But that isn’t the case
everywhere, either here in Scotland or elsewhere in the UK.
The places where you tend to get more objections are those where there is already some coverage. So
folk will say “we’ve already got a signal here, we don’t need any more masts”. However, we will need
some more base stations, especially in urban areas, to provide extra capacity on networks. In recent
years, there has been a huge and rapid growth in the volume of mobile traffic. That’s not people making
more calls – it’s more and more people accessing the Internet from a smartphone or tablet – perhaps
viewing something on YouTube or BBC iPlayer, for example. Here in Scotland, 62% of adults have a
smartphone, and 42% of us have tablet computers. All this puts demands for additional capacity on
mobile networks. That’s because data takes up far more capacity than voice calls or texts. A video clip
will take around 10 times as much capacity on networks as a voice call. So we need more base stations
to cope with that.
So when councillors on planning committees are considering applications for telecoms sites, they
should talk to those in their local authority who are responsible for economic and social development.
They should also do so on the basis of planning law and policy, not on the basis of a tabloid headline
about the alleged health effects of phone masts. I’ll happily take questions on that in the Q&A session.
All I’m going to say about it now is that there is simply no credible scientific evidence that mobile phone
masts operating within guideline levels cause any adverse health effects.

The Role of UK Government
All the other regulatory levers that might remove some of the barriers to better mobile coverage are
reserved to Westminster. Electricity costs and the cost of backhaul are susceptible to regulatory
intervention, and we have suggested that UK Government should look at these.
There is also a piece of UK legislation called the Electronic Communications Code that acts as a barrier to
providing mobile site and that needs to be reformed. In fact, in terms of improving coverage in rural areas,
reforming the Electronic Communications Code is the single most important thing that UK Government
could do.
Conclusion
Mobile and flexible working offers huge potential benefits to Scotland. The catch-22 is that although our
geography means that those benefits are potentially even greater than in more densely-populated
countries; but it also means that providing the infrastructure to facilitate connectivity is more expensive.
Operators are investing over £5½ billion to upgrade the mobile networks, but can’t improve coverage
without support from others.
Scottish Government has already done much in terms of reform of the planning system.
Local councils should consider using the powers in the Community Empowerment Bill to reduce rates.
When they are looking at planning applications, they should also worry less about unfounded tabloid
headlines, and think instead about the economic and social implications of not having full coverage or
capacity in an area; if you don’t have a mast, you won’t have a signal.
And whatever the outcome of the General Election, the next UK Government needs to introduce legislation
to reform the Electronic Communications Code.

Mobility?
We need to talk…
What next?
Martyn Wallace
Head of Digital Channel Sales – Enterprise
@MW_O2UK Slide 1 of 622

Everyone now has the power to innovate in
a digital world thanks to the marriage
between the two great innovation platforms
of the 21st century: internet and mobile.
Dr. Mike Short, VP Telefónica,
Financial Times, April 2013

1973 1983
Motorola
DynaTAC
8000X
20031999 2007 2013
Motorola
International
Motorola
StarTAC
Nokia
8110
Motorola
Razr
Nokia
N80
Nokia
1200
Apple
iPhone
Samsung
Galaxy SIII
BlackBerry Z10
Samsung
Galaxy S4
First
mobile
call
4G
Nokia
2110
1993
Nokia
Communicator
O2 xda
The mobile phone is over 40
2014
3G2G1G

Smartphones are used everywhere
97%
85%
72%
64%
61%
61%
59%
52%
44%
28%
16%
Home
On the move
Work
In-store
Coffee Shop
Public Transport
Restaurant
Social Gathering
Airport
Doctors
School
Source: Google Survey on Internet Usage

Smartphones are a central
part of our daily lives
say they have used their
smartphones every day in the past 7
days
59%
Source: Google Q1 2013

Smartphones are
Always On, Always with
You
say they don’t
leave home
without their
device
78%
Source: Google Survey on Internet Usage

Not so long ago, people
just danced at concerts.
Now they click, video,
share & tweet_

Time spent per day by O2 UK smartphone users,
by application
Source: UK Smartphone Data 2012 (O2 users only)
25 mins
17 mins
16 mins
14 mins
12 mins
11 mins
10 mins
9 mins
9 mins
3 mins
Browsing the internet
Social networks
Listening to music
Playing games
Making calls
Email
Texting
Watching TV/Films
Reading books
Taking photos
128
TOTAL
MINUTES
PER DAY

Media + Data Upload + Sharing from mobiles =
Ramping fast and is still in early stages
Explosive growth
but still early
stage.
Photos Video Audio Data upload
Ramping fast Still emerging Still emerging
NowFirst

0.9%
2.4%
6.0%
10.0%
15.0%
0.0%
5.0%
10.0%
15.0%
20.0%
25.0%
30.0%
35.0%
2009 2010 2011 2012 2013 2014 2015
Mobile traffic as % of total Internet traffic
Global mobile Internet traffic as a % of total Internet traffic 2009-2013
Source: Statcounter Global Stat 5/13.
Actual Q1 14

YouTube uploads reach 100 hrs per minute!
6 years ago it was nada.
0
20
40
60
80
100
120
2007 2008 2009 2010 2011 2012 2013
Source: YouTube
100hrs
per min
No. hours of video uploaded to YouTube every minute

Technology cycles
Mainframe
computing
1960s
Still early cycle on smartphones & tablets.
Now wearables coming on strong, faster than the typical 10-year cycle.
1970s 1980s 1990s 2000s Today
Mini
computing
Personal
computing
Desktop
Internet
computing
Mobile
Internet
computing
Wearable/
Anywhere
Internet
computing

Sensor-enabled wearable technology
Where technology meets fashion
3rd party apps
API partners
Accessories
Development Platform
Less distracting when
receiving alerts,
reminders and messages
Attention-getting
Voice or gesture control
Hands-free
Low power consumption
Instant wake
Background working/sensing
Always on
Wifi
3G/4G
Bluetooth
NFC
Connected
GPS
Accelerometer
Compass
Camera
Environment aware
Source: MIT, KPCB

Innovation: Sensory Intelligence
Sensors will get smarter and become more
pervasive in 2014. We already have cars that can
help us parallel park and thermostats that
learn based on how you use them. We even
have sensors built into athletes’ helmets that
measure the impact of blows thus potentially
preventing further injury.
No longer
will our
plants die if
we go on
holiday, we
can keep
them alive
through
tweets.

Innovation: Internet of Things hits mainstream
For years we have spoken about the internet of
things, but they have never impacted our daily lives.
In 2014 the internet of things became bigger, with a
number of physical products becoming internet
enabled and creating networked services and
solutions.
From the creation of connected bikes, to reality that
you will never lose anything again thanks to Tile.
These things
will really
change
consumer
behaviour.

CYBER PROTECTION
Unified Comms.
Managed IT
SIP
Mobile Apps
IoT / M2M
Internet
VDC
Cloud Insights
Interactive Messaging
Converged
core
Voice
Security
A complete, secure e2e Vision_
“From the device to the data center”

Robert Hutchison
Director, Exactive
robert.hutchison@exactive.co.uk
@themissinglync
The Case for
Mobile Working
Strategy

 359,000 workers took the day off
 Price tag - £37m
 Why?
 Miserable weather
 Commuting in the dark
 Long gap between holiday
 Depression over Christmas debt
“National Sickie Day” – 2nd Feb

• 124m hours lost in 1 week in January in UK
• Price tag - £470m per day
• Snow
• Floods
• Volcanoes
• Fires
• Personal situations
Weather Report

Weather Forecast:
4 inches of snow tomorrow

1. Completely flexible immediately
• Everyone can work remotely until back to normal
• Staff know exactly what to do
• Everyone has access to their usual systems
2. Flexible in theory but not in practice
• There’s technology in place but in reality people need to
be in the office to be considered working
• People feel they need to be in the office
3. Not flexible at all
• No access to systems from outside the workplace
• Staff need to be in the office or they’re not considered to
be working
How Flexible is Your Organisation?

• Insufficient technical systems or knowledge on how to use them
• Unclear rules around flexibility of work
• Trust – Adopting a productivity over presenteeism approach
• Insufficient boundaries between work and private life
Biggest Stumbling Blocks

The Benefits of Unified Communications
& Flexible Workplace Models
Benefits
Reduced
Costs
Productivi
ty
Increase
Employee
Retention
Business
Continuit
y

• Overworking
 People tend to work much longer
 They forget to switch off
 Energy levels decrease, stress levels increase
• Colleague support
 Flexible working needs to be in the DNA of the
organisation
 Work is something that you do, not somewhere you
go
 Trust is important
Challenges

1. Define
Vision and Goals
2. Involve
Management
3.
Verify Feasibility
4. Implement
New Rules
5. Define
Rules of
Engagement
6. Involve
employees
7.
Measure Success
7 Step Work Anywhere Checklist

Those who fail to plan…
plan to fail

www.Exactive.co.uk/working-home-calculator
Robert.Hutchison@Exactive.co.uk
@themissinglync

© 2014 VMware Inc. All rights reserved.
Bring Your Own <Anything>
Alistair Sutherland
February 2015

Why Change? Drivers
• Employee satisfaction is
distinct from productivity
76
Gartner 2014

Why Change - Obstacles
77
• Cost and complexity
remain major
obstacles

78
Devices will be
lost
Breaches can
be expensive
Passwords aren’t
good enough
Policies can be
tricky in real-life
Think globally

Stuart Smith - techwriter (contractor)
80
Who is Stuart?
Skills and role
• Technical writer
and illustrator
• Long periods of
solo-working
• Works with
many
companies
Devices Apps and Data
• Office, Adobe
creative suite,
Online Project
Management,
HR tools
• Access to
product
documentation,
internal
development
documents
Devices
• Lives on his
MacBook Pro –
• Uses iPad in
meetings
• Gets email on
an iPhone
Workstyle
• Does his best
work in the
evenings
• Flexible
schedule
• Long hours to
meet deadlines
• Minimizes office
time
Risks
• Internal
intellectual
property, but
primarily
external facing

Stuart Smith- techwriter (contractor)
81
In an ideal mobile-cloud world…
Skills and role
 Allow Stuart to
onboard and
get productive
day 1
Devices Services
 Allow Stuart to
use his
productivity and
creative apps
 Deliver
company
specific apps
on-demand (in
this case web
apps and SaaS
 Easily
collaborate with
client(s)
Devices
 Allow use of
personal
devices
 Avoid logistics
of issuing and
returning a
temporary
device
Workstyle
 Same
experience no
matter where he
is working
 No training
required
Risk Mitigation
 Protect
sensitive
documents
through
encryption and
DLP
 Keep all of his
devices off of
the network
 Enforce SSO for
easy
onboarding and
separation

Dr. Lucy McCall
82
Who is Dr. Lucy?
Skills and role
• Hospital
Consultant
• Private practice
Devices Apps and Data
• Occasional use
of productivity
apps
• EMR system in
practice
• EMR system at
the hospital
• Radiology
viewer
• Mobile patient
vitals telemetry
app
Devices
• She has a
personal laptop
• She has an
iPad
• Gets email on a
personal iPhone
• She has
practice-owned
PC in her office
• Hospital-owned
PCs in-room /
cart at the
hospital
Workstyle
• Works at home
– all hours
• Works from her
private practice
(scheduled
hours)
• Works from the
hospital, both
scheduled and
unscheduled
Risks
• Inability to
access records
required for
patient care
• Patient records
–regulated
privacy laws -
personal
liability, hospital
liability for lost
information

Dr. Lucy McCall
83
In an ideal mobile/cloud world…
Skills and role
 Dr. Lucy wants
to provide the
best possible
care and use
any tools she
can to get there
Devices Services
 Allow Dr. Lucy
to have access
to EMR /
Clinical apps
 Leverage the
latest native
mobile clinician
apps
 Collaborate with
colleagues
Devices
 Allow Dr. Lucy
to use the
device of her
choice (as she
will anyway)
Workstyle
 Has ability to
care for her
patients
wherever she
happens to be,
at any time of
the day or night
 Minimal training
required – no
distractions or
learning new
processes
Risk Mitigation
 Ensure the
protection of
patient
information
 Keep sensitive
data off of any
device that
could be lost or
stolen
 Maintain
safeguards for
information not
available
outside the
hospital

What do these use cases have in common? (or not)
84
Device choice
Complex workstyles
Applications
Data leakage protection
Tolerance for IT
There is no one-size-fits-all technology

Where to start?
Policy Engine
App Store / Service
Catalog
Identity
Management
• Seamless SSO
• All credentials
under IT control
• More than just
passwords
• Standardise connections, not assets
• Activity-level tracking and control
• Legacy and new services
(external too)
• Scenario-based
• By user and user group
• Activity, not access
• Extensible

Multiple Valid Device Management Approaches
MDM
Manage the Device
Containerisation
Manage a
Workspace
Hybrid
Example: BYOD
Example:
Corporate-owned
87

Mobile Device Management (MDM)
• Extend IT security policies to mobile deployments
• Enable access to enterprise services and resources
– Device wide passcodes
– Certificate distribution for WiFi
• Configure device settings and policies through profiles
• Assign profiles based on device, ownership or group
• Quarantine devices and manage by exception
• Automate IT processes and workflows
• Provide helpdesk and self-service to corporate users
• View and report all mobile assets and policies
A policy & configuration tool to
help enterprises manage and
secure devices and corporate
resources

Containerisation
• Provides a separate encrypted space on a
device to manage
– Enterprise apps
– Secure access to apps, email and data
– With added security
• Allows access to enterprise data without
requiring full MDM
– For example think about passcode to access
corporate app not their own device!
89

Mobile Application Management
• Manage enterprise, public and purchased
apps
• Integrate with App Store, Google Play,
Amazon
• Create a custom Enterprise App Catalog
90
• Add security to existing applications
• Track app inventory, versions and
compliance
• Enable single sign-on for enterprise
applications
• Run reputation scanning

Mobile Content Management
• Provides enterprise-grade security policies
and data loss prevention (DLP)
• Should offer flexible content storage in the
cloud or existing repositories
• Content sharing, editing, feedback and
peer collaboration
• Content dashboard and analytics with
complete audit trails
• Device-aware file distribution, access
and compliance with MDM
Mobile Application
Sync content
Desktop Client
Sync content
Web
Self-Service Portal

Mobile Email Management
• Automate configuration of settings and credentials
• Define email compliance policies and actions
• Block email access based on make, model or OS
• Install, remove and manage email certificates
• Encrypt email attachments for data loss
prevention
• Prevent copy/paste of data to 3rd party apps
• Wipe attachment content from compromised
devices
92

Mitigate Business Risks
• Require users to accept Terms of Use to access corporate services
• Inform users about data captured and actions allowed on the device
• Track, report on compliance and update agreements over time
• Assign and enforce different agreements based on:
– User role – End users vs. administrators
– Ownership – Corporate vs. employee
– Platform – iOS vs. Android
– Department, business unit or country
• Support multi-lingual agreements across the company

• GPS location
• User info
• Name
• Phone
number
• Email
account
• Public apps
• Telecom data
• Calls
• Messages
• Data usage
Protect Employee Privacy
Ensure privacy of personal data
• Set privacy policies that do not
collect personal data
• Set custom policies for employee-
owned devices
Define granular privacy policies

5 steps to success with BYO programs
95
Start planning by
identifying people
(name them)
Get clear on the
objective…
Build a list of
services and
prioritise
Design policiesIdentify the top
risks of data loss /
network breach

Is BYOD part of your wider EUC
Strategy?
96

A Method for Building EUC Strategic Plans
 Traditional planning approaches evaluate requirements as a “still life picture” - they need to see
them as a moving picture
 Think of “low resolution” frames in that moving picture for today (current state) and a desired
future state
 First define business objectives, then make technology choices. This ensures the future state is
in tune with business goals
 After the defining low resolution, you can move to create a “high resolution” version of EUC
journey, with intermediate steps
Current
State
Future
State

Approach
In order to evaluate the business drivers
and objectives for both current and future
state in “low resolution” we use
the GRAPE Model to produce an overall
score
a user segmentation model that plots user
mobility, autonomy
98
•How do you decide which devices can be used and which
applications are deployed by which workers?
Governance
•How do you make sure end-user applications are kept up
to date?
•How do you deal with unplanned outages?
Risk
•How do you maintain records of user activity and access
for compliance regulations?
Audit
•Do users believe they have the right tools to perform their
work effectively?
Productivity
•What workforce growth or contraction plans do you have?
Elasticity

Recommendations
100
Match the
technology to the
business case
(MDM/
containerisation/
MAM)
Build policy by
user and group
with focus on
activity not
access
BYOD should
be part of a
wider EUC
strategy

Mobile Working:
The Legal Implications
Ross McKenzie
26 February 2015
Aberdeen
Edinburgh
Glasgow

Identifying Your Data
Business
Know-
How
Client
Lists
Employee
Records
Financials

Identifying Your Data
Personal Information
• Data Protection Act 1998
• Privacy & E-Comms Regs
• Related ICO Guidance
Business Know-How
• Obligations to 3rd parties
• General risk for business
• Industry standards?
• Freedom of Information

Key Risk Area – Misuse of Confidential Info
• Mobile working makes it easier for information to be
disclosed and IP to be leaked
• Use of contracts and undertakings
– Employee and supplier
• Should you allow certain employees to even work
from home e.g. highly sensitive research

Key Risk Area - Data Protection Act 1998
• A human right
• Information about living individuals is protected by
8 principles
• Individuals have a right to know what information is
held about them
• Enforced by the ICO

Principle 7- Security
• Requires that “appropriate technical and
organisational measures should be taken against
unauthorised or unlawful processing of personal
data and against accidental loss or destruction of, or
damage to, personal data.”

Proportionality Test
• “Having regard to the state of technological
development and cost of implementing any measures,
the measures must ensure a level of security appropriate
to:
(a) the harm that might result form such unauthorised
or unlawful processing or accidental loss, destruction or
damage as are mentioned in the 7th principle; and
(b) the nature of the data to be protected.”

ICO Focus on Security
• Very vast majority of enforcement action due to
security breaches affected sensitive personal data
• Guidance
– Bring Your Own Device Guidance
– Report on IT Security
– Data Sharing Code of Practice
• Recognition of “Cyber Essentials Scheme” by
Christopher Graham (Information Commissioner)

What happens when things
go wrong?

Monetary Penalty Notices
£500k

Aberdeen City Council Monetary Penalty Notice
• Facts
– Employee working from home on personal computer
and inadvertently uploaded 4 documents containing
sensitive personal data from USB stick to internet
which could be accessible from the web
– No home working policy in place and staff permitted
to work from home
– DP policy was seen as “impractical and ambiguous”
– “Tele-working” policy addressing health and safety
issues but not data security issues

Aberdeen City Council Monetary Penalty Notice
• Fine of £100,000
– Council failed to take appropriate technical and
organisational measures against unauthorised
processing e.g.
• No home working policy;
• Not providing appropriate equipment to make home
a safe place to work;
• Insufficient training;
• No checks in place.
– High fine due to nature of information and breach of a
kind likely to cause “substantial distress”

Top Tips
• Implement a “Bring Your Own Device” policy and
related Data Protection Policies
• General security steps (where penalties are issued):
– Encryption and access (eg VPN)
– Webmail and removable media?
• Undertake training of staff to raise awareness
• Engaging management?
• Use a Privacy Impact Assessment

Undertake a Privacy Impact Assessment
Step 5 –Integrate Outcomes into Project Plan and Consult Throughout
Step 4 – Identify Privacy Solutions
Step 3 – Identify the Privacy and Related Risks
Step 2 – Describe the Information Flows
Step 1 – Identify Need for PIA

New EU Data Protection
Regulation...

Any practical change?
• Fines of up to 5% annual worldwide turnover
• Express consent
• Specialist DPO if 5000+ data subjects affected
• Privacy impact assessments will be required

Ross McKenzie
Associate
Direct Dial: +44 (0)1224 618550
Mobile: +44 (0)7876 861 828
Email: Ross.McKenzie@burnesspaull.com
Ross.McKenzie@burnesspaull.om
We’d like to hear from you....

Who are Grant Thornton UK LLP?
• leading business and financial advisor
• over 30 locations in the UK
• led by over 200 partners and employs over 4,500
people
• personalised Assurance, Tax and Advisory
• leading agenda for growth
• member of Grant Thornton International Limited

Drivers for mobile solutions – the business
• technology enhancements
• client and intermediary higher expectations
• continuing desire to provide excellent client service
• desire to provide flexibility to our people
• drive to reduce travel costs
• maximise effective use of property
• improved business continuity

Benefits for Grant Thornton - the user
• not tied to the office or laptop
• have easy access to People Directory, calendars,
corporate applications
• people updated easily on key information
• spend more time out with clients
• easy updates to CRM activities
• enterprise voice – follow me anywhere unified
communications

Invested in developing Blackberry Apps
• internal representative focus group
• key is secure authentication
• applications
– "Who's Who" (people directory)
– CRM system
– weekly internal communications
– relationship checks
– creditor payments re: Insolvency clients
– ad hoc (eg budget summary)

And then …….

Challenges of user expectation vs business needs
• "Command and control" approach no longer
appropriate
• CYOD, BYOD – need to find a way to
accommodate and work for both business and it's
people
• security is still key – for any endpoint
• impact on internal infrastructure eg Wi-Fi from
device usage
• need to be aware of costs

Lessons Learned
• ensure the approach used aligns to business
strategy, culture and be transparent
• good broadband and /or Wi-fi is absolutely critical
• CIO/IT Director work with FD on financial policies
• CIO/IT Director work with HR people policies
• have a review schedule for BYOD & CYOD
• strategy for identity management is key
• adopt a flexible development platform
• security awareness by your people

one thing is for certain
In summary, there is no turning back!

© 2015 Gartner, Inc. and/or its affiliates. All rights reserved. Gartner is a registered trademark of Gartner, Inc. or its affiliates. This publication may not be reproduced or distributed in
any form without Gartner's prior written permission. If you are authorized to access this publication, your use of it is subject to the Usage Guidelines for Gartner Services posted on
gartner.com. The information contained in this publication has been obtained from sources believed to be reliable. Gartner disclaims all warranties as to the accuracy, completeness
or adequacy of such information and shall have no liability for errors, omissions or inadequacies in such information. This publication consists of the opinions of Gartner's research
organization and should not be construed as statements of fact. The opinions expressed herein are subject to change without notice. Although Gartner research may include a
discussion of related legal issues, Gartner does not provide legal advice or services and its research should not be construed or used as such. Gartner is a public company, and its
shareholders may include firms and funds that have financial interests in entities covered in Gartner research. Gartner's Board of Directors may include senior managers of these
firms or funds. Gartner research is produced independently by its research organization without input or influence from these firms, funds or their managers. For further information
on the independence and integrity of Gartner research, see "Guiding Principles on Independence and Objectivity."
Richard M Marshall PhD
@rmmarshall
+richardmmarshall
Mobile and the
Future of Work

Mobility Is Key To Digital Business
Personal Professional
Consumer Enterprise
Any job, Anywhere, Anytime, Any application,
Any device, Any network, Any customer, Any partner…
The ANY Generation
Unmanaged
Open
Managed
Regulated

Mobility is The Future of Work
144
Hands-free
Operation
Many
Different
Devices
Project-Specific
Apps
More and more
Measurement
Direct
Data
Capture
Smart
Equipment
More
Casual
Usage
Multi-Media
Catalogs and
Manuals

Enterprise Apps Escape The Firewall
145
App
App
App
App
App
All applications will
become effectively mobile
App
App
App
App
AppApp

I need an app.
NOW!
From Standalone App to Portfolio:
Mobile Becomes Strategic
I need an app.
I need an app.
Actually we
need a suite
of apps.
I need an app.

Integration Is Essential
Integration Enables Efficient Working
Mobilization transforms business processes
App value is maximized when information is combined
CRM
Asset Register
Sharepoint
147

Apps Will Be Everywhere

User Centricity Is The Only Option
149149
Bring information to the user

Context Becomes Fundamental
Home Traveling
Commuting Lunch
Business Meetings
With the Customer
Between
Sales Calls
Walking to
the Car
With Partners
Sporting
Events
At the gym
Shopping
Trade Shows
Many factors
form context

API Portfolio
Service Discovery As Foundation
151
Home Context
API Portfolio
Work Context
API Portfolio
Gym Context
API Portfolio
Airport Context
• Internet
• Printer
• Displays
• Heating
• Lights
• Internet
• Printer
• Displays
• Phone
• Files
• Data
• Internet
• Availability
• Subscription
• Performance
• Internet
• Flight and gate Info
• Maps
• Shopping
• Security
Dynamic apps via
service discovery
• Usually over Wi-Fi
• Enables interoperation
• Evolving standards
• RAML
• SWAGGER
• WADL
• Automation tools
• Sample data, SDKs

Real-Life Example
152
Images curtesy of Rentokil
Where is the nearest
pest controller?
We have a “guest”! Details auto
completed
Reroute team to
closest jobs
Where is the trap?

Action Plan
Monday Morning:
- Start shaping your mobile strategy if you do not already have one.
- Audit mobile apps, skills and tools in use with your organization.
Next 90 Days:
- Enable mobile working with enterprise mobility management.
- Build a mobile interoperation platform.
Next 12 Months:
- Track how channels are evolving, especially wearables.
- Plan for a fully-mobile future.
- Measure how your mobile solutions are being used.

Recommended Gartner Research
 The Future of Mobile Apps and Their Development
Richard M Marshall (G00266385)
 Adopt a Bimodal Approach to Mobile App Development
Strategy
 How to Estimate the ROI of Mobile Apps for Employees
 How to Determine the Right Mobile Architecture
 Enable Your Digital Business With a Mobile App Integration
Architecture
 Prioritize Mobile Application Development to Maximize
Business Value
Richard M Marshall Jason Wong Adrian Leow (G00261751)

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