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The Future of Work
The presentation discusses how new technologies and changing customer and employee attitudes are transforming the future of work. It explores how technologies like social/collaboration tools, mobile devices, cloud platforms, the internet of things, and big data/analytics are driving changes in business models, products, and interactions. It also examines shifting customer expectations around experience, transparency, and influence, as well as changing employee needs around knowledge work, consumer-like tools, and personalization. The presentation argues that businesses must adapt by applying new technologies, creating new business models, and making cultural changes like encouraging collaboration, aligning incentives with goals, and rewarding problem-solving.
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The Future of Work
- 1. Sandy Kemsley ●www.column2.com ● @skemsley The Future of Work Leveraging new technologies and adopting new cultural norms to survive the new world of business
- 2. Agenda What’s differentfor the future of work? Technologies driving change Changing customer attitudes Changing employee attitudes How do we adapt? Applying technologies Cultural changes Copyright Kemsley Design Ltd., 2015 2
- 3. The future isalready here — it's just not very evenly distributed — William Gibson Copyright Kemsley Design Ltd., 2015 3
- 4. Business Is Changing… New business models New products New interaction methods New customers New employees Copyright Kemsley Design Ltd., 2015 4
- 5. Is Your BusinessKeeping Pace? Creating desirable products Reducing transactional friction Adopting new technologies Attracting valuable customers Attracting skilled employees Copyright Kemsley Design Ltd., 2015 5
- 6. Technology Drives Change Theimpact of new consumer and enterprise technologies Copyright Kemsley Design Ltd., 2015 6
- 7. Social and Collaboration User-created content User-directed collaboration Emergent, rather than predefined, structure and content Distributed co-creation Copyright Kemsley Design Ltd., 2015 7
- 8. Mobile Devices Alwaysavailable Device-specific capabilities Phone Camera GPS NFC Unique form factor Copyright Kemsley Design Ltd., 2015 8
- 9. Cloud Platforms Enablesexternal sharing and collaboration Elastic expansion/contraction to meet unexpected demands High availability for access anytime Subscription pricing model Copyright Kemsley Design Ltd., 2015 9
- 10. Internet of Things Connected devices generate and consume information Devices become actors within a business process Copyright Kemsley Design Ltd., 2015 10
- 11. Big Data andAnalytics Monitor and respond to events, not just outcomes Detect patterns, correlation, causation Predictions/recommendations Sentiment analysis Next best action Simulation Proactive problem avoidance Copyright Kemsley Design Ltd., 2015 11
- 12. Technology Interactions Copyright KemsleyDesign Ltd., 2015 12 Social/Collaboration Mobile Enables always-on access to Informs Creates data for Big Data/Analytics Creates data for Creates data for Internet of Things Generates events for Generates events for
- 13. Social in theEnterprise User-driven social interface to work Strengthen weak ties through social interaction Goal-oriented social production Standalone or built-in social features Social platforms and networks Built into core business platforms for “purposeful collaboration” Online communities of practice Copyright Kemsley Design Ltd., 2015 13
- 14. Social BPM: Ahead ofthe Curve Social at design time: Agile collaborative process modeling Social at runtime: Goal-directed processes with dynamic modeling Ad hoc task management Ad hoc collaboration Activity stream view of events Copyright Kemsley Design Ltd., 2015 14
- 15. Social BPM: Adoption Failures IT/operational management disable social features Attempt to control workers’ activities Results in ad hoc “off the record” collaboration Workers ignore social features Insufficient training Insufficient incentives to collaborate Copyright Kemsley Design Ltd., 2015 15
- 16. Social BPM GoneWrong “In spite of evidence that collaborative, dynamic, goal-directed processes can improve agility, profitability and customer satisfaction, many enterprises maintain a corporate culture and management style that does not allow or incent workers for these activities.” Copyright Kemsley Design Ltd., 2015 16
- 17. Case Management Focuson knowledge work Goal-driven, not pre-defined processes Guided by rules and events Content (case folder) as central permanent artifact Dynamically configurable to meet worker’s needs Supports rather than controls Copyright Kemsley Design Ltd., 2015 17
- 18. Case Management Features A combination of process, content, rules, events, collaboration, analytics... Persistent case folder Pre-defined checklists for common tasks Guidance/guardrails via declarative rules Personalization for worker preferences Prediction and what-if scenarios Copyright Kemsley Design Ltd., 2015 18
- 19. Case Management Components Copyright KemsleyDesign Ltd., 2015 19 Customer Information Ad hoc Tasks & Collaboration Predefined Processes Events Compliance & Rules Analytics & Recommendations
- 20. Process Repeatability Copyright KemsleyDesign Ltd., 2015 20 Structured • e.g., automated regulatory process Structured with ad hoc exceptions • e.g., financial back- office transactions Unstructured with pre-defined fragments • e.g., insurance claims Unstructured • e.g., investigations
- 21. Spectrum of Predictability CopyrightKemsley Design Ltd., 2015 21 Source: Keith Swenson, Fujitsu, www.social-biz.org
- 22. Usage Scenarios Processorchestration Transaction-centric Predefined processes Complex knowledge work Content/information-centric Predefined tasks, selected by worker Simple task/process management Goal-centric Checklist created/assigned by worker Copyright Kemsley Design Ltd., 2013 22
- 23. The Changing Customer CopyrightKemsley Design Ltd., 2015 23
- 24. More Informed, LessLoyal Always-on access to information Price/product comparison “Showrooming” Uses consumer services from multiple vendors Switches vendors to take advantage of offers Mobile plans Banks and credit cards Copyright Kemsley Design Ltd., 2015 24
- 25. Higher Expectations Userexperience Problem resolution Price/performance Process transparency Copyright Kemsley Design Ltd., 2015 25
- 26. Uncensored Read/write opinionson social media General social media platforms, e.g., Twitter, Facebook Industry and product-specific communities, e.g., TripAdvisor, Get Satisfaction Vendor marketing is no longer in control of the message Ignore at your own peril Copyright Kemsley Design Ltd., 2015 26
- 27. Challenges Retaining Customers Competitionfrom smaller/nimbler companies Showrooming/price comparison Inability to personalize customer experience No loyalty Copyright Kemsley Design Ltd., 2015 27
- 28. The Changing Natureof Work Copyright Kemsley Design Ltd., 2015 28
- 29. The Two Facesof Work Copyright Kemsley Design Ltd., 2015 29 Routine Work Execute transactions Efficiency Compliance/standardization Process improvement Automation Knowledge Work Solve problems Collaboration User-created processes Assist human decisions Collect supporting artifacts
- 30. From Routine WorkTo Knowledge Work Goals shift from efficiency to problem- solving Routine work automated Unpredictable, customer-facing work often ad hoc and poorly supported Copyright Kemsley Design Ltd., 2015 30
- 31. Consumer Software Sets ExpectationsFor Business Consumption Participation and collaboration Co-creation User experience Access anywhere, on any device 31Copyright Kemsley Design Ltd., 2012
- 32. Information Is Everywhere Transparency of business and personal information Rich informational context for decision-making Analytics refine, predict and recommend Copyright Kemsley Design Ltd., 2015 32
- 33. Challenges In Enabling KnowledgeWorkers Rigid processes No incentives for collaboration or innovation Inability to personalize employee experience Copyright Kemsley Design Ltd., 2015 33
- 34. Creating New Business Models Creatingthe business of the future Copyright Kemsley Design Ltd., 2015 34
- 35. Changing Business Models Customer-centric/customer-inclusive Reinvent how business is done Innovate products Copyright Kemsley Design Ltd., 2015 35
- 36. Classic Business Metrics MetricEnabled by Cost cutting Automation Removing geographic constraints Process reengineering Compliance Policy enforcement Reporting Agility Model-driven design Lightweight development methods Rules integration 36Copyright Kemsley Design Ltd., 2012
- 37.
- 38. New Business Metrics MetricEnabled by Customer experience Mobile/social/cloud Event-driven processes Revenue generation Mobile/social/cloud Gamification Business innovation Mobile/social/cloud Big data Internet of things 38Copyright Kemsley Design Ltd., 2012
- 39. Transform Customer Experience: LinkSocial Presence To Core Process Changes the customer relationship Extends the ends of the process Increases external collaboration Forces operational transparency 39Copyright Kemsley Design Ltd., 2012
- 40. Boost Revenue: Reduce Friction,Add Gamification 40Copyright Kemsley Design Ltd., 2012
- 41. Innovate Business Models: CreateA New Market Segment 41Copyright Kemsley Design Ltd., 2012
- 42. Adopting Emerging Technologies Embracing newtechnologies to support the future of work Copyright Kemsley Design Ltd., 2015 42
- 43. Customer Experience Platformagnostic: web, phone, in- person, mobile app Always on Self service to full service: let your customer do your work Personalized with customer’s informational context Copyright Kemsley Design Ltd., 2015 43
- 44. Think “Outside TheFirewall” Model the customer as part of the process Link external/social information to core business processes Support customer devices of choice 44Copyright Kemsley Design Ltd., 2012
- 45. Tools for KnowledgeWork Intelligent processes Contextual information Analytics Decisioning Recommendations Flexible, adaptive processes Internal and external collaboration Activity streams for monitoring 45Copyright Kemsley Design Ltd., 2012
- 46. Manage Events, NotJust Outcomes Activity streams and event processing Real-time response to processes in flight Predictive analytics to fix the problem before it’s a problem 46Copyright Kemsley Design Ltd., 2012
- 47. Employee Experience Personalizedfor individual work patterns Integrated user experience Automate all possible tasks to allow focus on knowledge work Copyright Kemsley Design Ltd., 2015 47
- 48. BPM Buzzword Bingo BP M Social collaboration Mobile Cloud Big data & analytics Case management Automation Decisions Events & IoT Prediction Copyright Kemsley Design Ltd., 2014 48
- 49. What Knowledge Workers Need Goal-driven work with a complete view of customer Collaboration on demand Remote work Pre-emptive problem resolution Copyright Kemsley Design Ltd., 2014 49
- 50. Goal-Driven Work B PM Social collaboration Mobile Cloud Big data & analytics Case management Automation Decisions Events & IoT Prediction Rich customer context Create activities and flows dynamically Delegate routine tasks to automation Detect patterns for process improvement Use case: claims management Copyright Kemsley Design Ltd., 2014 50
- 51. Collaboration On Demand BP M Social collaboration Mobile Cloud Big data & analytics Case management Automation Decisions Events & IoT Prediction Social in the flow of work Cross-silo collaboration to fuel innovation In-network experts or recommendations Include remote and external participants Use case: co-design Copyright Kemsley Design Ltd., 2014 51
- 52. Remote Workers B PM Social collaboration Mobile Cloud Big data & analytics Case management Automation Decisions Events & IoT Prediction Collect information remotely on mobile devices Work from anywhere Use cases: industrial inspections; claims adjusters; outpatient healthcare Copyright Kemsley Design Ltd., 2014 52
- 53. Pre-Emptive Problem Resolution B PM Social collaboration Mobile Cloud Big data & analytics Case management Automation Decisions Events & IoT Prediction Event detection and correlation Predictive analytics and alerts Automated problem avoidance Use case: transportation logistics Copyright Kemsley Design Ltd., 2014 53
- 54. Managing Work ina Customer-Led World Understanding what contributes to business success: not a piece-work mentality Copyright Kemsley Design Ltd., 2015 54
- 55. Encouraging Cultural Change Changing howyou work Copyright Kemsley Design Ltd., 2015 55
- 56. Employee Collaboration Collaborationopportunities Share knowledge Apply the right skills to get work done Train new workers Why not collaborate? Time requirement to complete assigned work Competitive advantage through hoarding knowledge Copyright Kemsley Design Ltd., 2015 56
- 57. Identifying Mismatch of Rewardsand Goals Intrinsic versus extrinsic motivations Recognition versus monetary rewards Team versus individual goals Copyright Kemsley Design Ltd., 2015 57
- 58. Building In SocialIncentives Capture social metrics on systems of interaction Social graph and interactions Flexibility and innovation Quality of decision/problem resolution Peer assessment Combine with traditional metrics Immediate feedback with social recognition and gamification Copyright Kemsley Design Ltd., 2015 58
- 59. Boost Teamwork Rewardteam goals as well as individual Strengthen weak ties with dynamic, self- organizing teams Encourage joint ownership of goals, activities to increase buy-in Leverage social ties/pressure to adopt new ideas Teamwork is not just “doing your job” Copyright Kemsley Design Ltd., 2015 59
- 60. Self-Organizing Teams vs HierarchicalCrowdsourcing Red Balloon Challenge Time-critical search challenge Reward team recruiters and problem-solvers The people build the organization, then solve the problem Mechanical Turk Pre-defined atomic tasks assigned to anonymous workers No network interactions No incentive to solve the overall problem Copyright Kemsley Design Ltd., 2015 60 Source: Social Physics, Alex Pentland, 2014
- 61. Align Incentives with BusinessObjectives Reward problem-solving over efficiency Reward for valuable work outside their job description Reward workers for recruiting problem solvers Copyright Kemsley Design Ltd., 2015 61
- 62. Summary The changingbusiness landscape The technologies driving change Changing customer behaviour Changing nature of work Dealing with change Creating new business models Leveraging emerging technologies Creating incentives for change Copyright Kemsley Design Ltd., 2015 62
- 63.