This document discusses the next generation workplace and how over 205,000 knowledge workers will communicate and collaborate. It notes that technology is a fundamental tool for organizational change, and that the "new way of working" challenges organizations in every dimension. Research insights show that factors like leadership, vision, management skills, and involvement have a greater impact on change initiatives than traditional activities like training and communication. The main challenge is to create awareness of how collaboration tools can implement sustainable change and new, smarter ways of working.

1. NÅR MER ENN
205.000 KUNNSKAPSARBEIDERE
SKAL KOMMUNISERE OG SAMHANDLE…
CONTACT INFO:
LarsSverre Gjølme
lars.sverre.gjolme@accenture.com
M:+47 98290025

2. “NEXT GENERATION WORKPLACE”
NGWP is a go to market initiative based on a collection of “Point
of Views” and “Offerings” around thematic hot spots extracted
from our client discussionsgoing on right now
It statesthat technology is one of the most fundamental enabling
toolboxes when organizational change is on the agenda –
especially around how this is focusing on utilizing the power of
the “human network “ and it’s inhabitants
This “new way of working” challenges all dimensions in a
corporation – where the best recipe probably is to join forces and
start exploring together in the sandbox…
is happening right now…

3. Research insights provide the hard evidence about what is important
when delivering a “high performance” NGWP based change initiative
ChangeLeadership
Systemsand Processes
Risks and Roadblocks
Passion and Drive
Involvement
Disturbance
Vision and Direction
ManagementSkills
Communication
Training and Information
Accountability
Source: ChangeTrack Research
(R2=0.482,N=41725)
High negative High positive
Relative importance of factors that drive
improvement in business performance
Traditional change
managementactivities –
training and
communication, are the
least impactful activities
in driving improved
business performance
throughchange efforts.

4. Changes in how we work
Source: Gartner, Inc., “Future Worker 2015: Extreme Individualization,” Mar 27, 2006
- 64% of the work is done away from the desk…

5. Trends and predictions of the future work styles
♫ Virtual/remote work styles continue to
gainpopularity – will challenge how we
organizeour offices – or workforce
locations
♫ Mobile unified messaging and
collaboration will become a reality
♫ Personal TelePresence will be widely
embraced as an alternative to travel
♫ Social networking services will be a
standardpart of all enterprise portals
♫ Web-based tools will become the
cornerstone of workplace collaboration
♫ Real-time, virtual over-the-shoulder
learning will gain wide acceptance

6. The next generation workforce – NetGen,
Millennials, Y-gen…
Free software & content
Email is passé
Choose what they
use/BYOC
Oblivious to corporate
policies
Expect latest
technologies
Life over work
No secrets
online
Always on, always
texting
Prefer tech based communication over F2F
Expect instant access,
24/7 services

7. Collaboration2.0 - The Power of Pulling together
Enablecross-team collaboration andpersonal productivity
Bring social networking into Accenture
Foster collaborationwithoutconsider problemswith people location
Leverage experts in a “1-to-many” model
Improve accessibility of colleagues,
experts, and clients
Reduce cycle time for decision making
among globalteams
Hire one - get 205.000
Attract and retain the best people
The vision of “Collaboration 2.0” focus on people enablement:
“Drivemeasurablevaluefor Accenture
and our clients”

8. The main challenge is to create enough awareness to be able to demonstrate how a combination of
these tools can be used to implement sustainable change - developing new way’s of working
smarter and more effective in the context of connecting, sharing, networking, teaming, learning and
innovating together with co workers, partners and customers...
UC&Cfocus |Setting up new infrastructure and implementing a set of cool tools
only takes care of 25% of the job…


CORPORATE INTELECTUAL CAPITAL ECOSYSTEM
CONNECT NETWORK LEARNTEAM INNOVATESHARE
TECHNICAL INFRASTRUCTURE
UC&C TOOLS
LEAN ENABLED & VALUE ADDING PROCESSES
The ”HOW TO”
and the ”WHY”
The FM
challenge
Project rooms
Library Innovation Center
Lobby
Cofee machine

9. “NCC | Future Office Study”
The Constructor’s view on Office of the
future…
I kunnskapssamfunnetspiller kontormiljøeten helt ny rolle i kampen om de beste hoder.
Det handler ikke lenger om å utnytte kvadratmeternekvantitativt,men kvalitativt.
Fremtidenskontorer ikke kun en arbeidsplass, men i høyeste grad et møtested som
inspirerermedarbeidernetil å yte sitt beste.

10. Is the office landscape = effectiveness???
Will designing “World Class” office space lead to
reduced production cost, shorter time to market or
really have an impact on how we perceive the
company brand ?
Is it possible to be sure about how the future work
style or “Way of Work” will be?
Where do we spend time conducting work related
activities – short term vs long term? Is these concepts
industry segment oriented?
Will there be a distinct work-life balance in the future
and how will one “side” influence the other?

11. Collaborative Environments
Telepresence
Rooms
Open Space
Work Areas
Home Offices Project
“War Rooms”
On The Road
Control/
Operation
Rooms
Individual
Offices
Presentation
Rooms
Virtual
Environments

12. Dedicated Work Environment

13. On-Demand/Grab&Go Environment

14. Who is actually responsible for “kosen”?
When we started to throw out the file cabinets, we
also had to think about what we should do with the
“design elements” – the plants, the pictures of the
family, the sport trophies' etc.
New ways of communicating in the office landscape –
“teddybear” throwing…

15. Anno 1983
The Executive War Room
Anno 2010

16. “NCC Future Office Study”
The Future Branch office…

17. “NCC Future Office Study”
The Next Generation Partition…

18. The Office space – is it inside the furnitures?
Physical design – static vs dynamic areas
What is actually an office in the future?
How do we
design the
office space
in a context
like this?

19. «The Corridor»
Always on – connecting remote rooms, sites, projects…

20. 20
«Interactive Wall»
O’Hare / JFK Airports
Virgin Megastore Pilot, NYC
Rome Museum Pilot

21. Wrap up
The future needs to be addressed horizontally – also
architects and designers must understand how people,
technology, structures and workspace’s will function together
Presence is key, but virtual knowledge workers will continue
to grow. How can we design physical rooms for the virtual
present workforce?
Designing the next generation office space must involve both
Net generation and senior brains. They all have to be more
adaptable to technology
There is room for moving up in the value chain – somebody
actually have to take care of the building
The future workforce may not belong to the company – how
can a fun place@office attract the knowledge nomads?
Will there be a Michelin Guide to the “Next Generation Office
Space”?