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Mobile Scotland 2015 Conference
1.
2. 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
3.
4. • 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
5. 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)
7. 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
8. 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
10. 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’
11. 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
12. 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
13. 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
14. 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
16. 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)
17. 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
18. 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
19. 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
25. Adapting to the evolution of the
workplace
Ksenia Zheltoukhova
CIPD Research
26.
27. 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
28. 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
29. 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
30. Types of agility
Workforce agility
Flexible
working
Organisational
processes and
structures
Skills
Evolving
business
needs
Changing
employee
needs
31. 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)
32. 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)
33. 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
34. In summary
• World of work increasingly diverse
• Employees expectations are changing
• Workplaces need to adapt to the needs of
people and the business
35. Mobile Scotland 2015
CREATING AN
INFRASTRUCTURE TO
SUPPORT MOBILE WORKING
John Cooke – Mobile Operators Association
www.mobilemastinfo.com
36. 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.
37. 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.
38. 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
39. 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
40. 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
Ofcom, Communications Market Report, Scotland, August 2014
https://www.gov.uk/government/news/mobile-operators-sign-up-to-coverage-improvements--2
41. 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.
42. 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.
43. 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.
Ofcom, Communications Market Report, Scotland, August 2014
44. 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.
45. Mobility?
We need to talk…
What next?
Martyn Wallace
Head of Digital Channel Sales – Enterprise
@MW_O2UK Slide 1 of 622
46. 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
47. 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
48. 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
49. 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
50. Smartphones are
Always On, Always with
You
say they don’t
leave home
without their
device
78%
Source: Google Survey on Internet Usage
51. Not so long ago, people
just danced at concerts.
Now they click, video,
share & tweet_
52. 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
53. 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
55. 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
56. 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
57. 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
58. 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.
59. 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.
60. 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”
65. 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
66. • 124m hours lost in 1 week in January in UK
• Price tag - £470m per day
• Snow
• Floods
• Volcanoes
• Fires
• Personal situations
Weather Report
68. 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?
69. • 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
70. The Benefits of Unified Communications
& Flexible Workplace Models
Benefits
Reduced
Costs
Productivi
ty
Increase
Employee
Retention
Business
Continuit
y
71. • 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
72. 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
80. 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
81. 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
82. 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
83. 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
84. 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
85. 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
87. Multiple Valid Device Management Approaches
MDM
Manage the Device
Containerisation
Manage a
Workspace
Hybrid
Example: BYOD
Example:
Corporate-owned
87
88. 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
89. 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
90. 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
91. 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
92. 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
93. 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
94. • 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
95. 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
97. 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
98. 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
100. 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
104. 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
105. 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
106. 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
107. 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.”
108. 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.”
109. 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)
112. 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
113. 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”
114. 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
115. 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
117. 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
118. Ross McKenzie
Associate
Direct Dial: +44 (0)1224 618550
Mobile: +44 (0)7876 861 828
Email: Ross.McKenzie@burnesspaull.com
Ross.McKenzie@burnesspaull.om
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