This is the first of a series of papers we're writing to explore what's going on in workplaces and what methods can be used to draw organisations and end-users into a more constructive dialogue about people, their devices and spaces.
The world of work has changed, have you changed with it?Steljes
Find out more about our research into the world of business productivity and news ways of working including how collaboration technologies can help you to save time, reduce costs and boost productivity.
Muraya's presentation from the annual Asia OfficeSpace Congress in Beijing on 7 June, 2013.
In Beijing record high rents and low availability is driving an examination as to how the workplace has evolved and what can still change to encourage efficiency, productivity and smart spending in China's Modern Workplace.
Find out more at www.muraya.com.
Follow us on Social Media:
http://www.linkedin.com/company/muraya
https://www.facebook.com/MurayaDCE
http://e.weibo.com/muraya?ref=http%3A%2F%2Fwww.muraya.com%2F
The world of work has changed, have you changed with it?Steljes
Find out more about our research into the world of business productivity and news ways of working including how collaboration technologies can help you to save time, reduce costs and boost productivity.
Muraya's presentation from the annual Asia OfficeSpace Congress in Beijing on 7 June, 2013.
In Beijing record high rents and low availability is driving an examination as to how the workplace has evolved and what can still change to encourage efficiency, productivity and smart spending in China's Modern Workplace.
Find out more at www.muraya.com.
Follow us on Social Media:
http://www.linkedin.com/company/muraya
https://www.facebook.com/MurayaDCE
http://e.weibo.com/muraya?ref=http%3A%2F%2Fwww.muraya.com%2F
12 Trends Influencing the Future of How We WorkPaul Taylor
What are the factors influencing how we deliver our services in the future? This deck looks at 12 of them from public perceptions of organisations to technical shifts such as AI and VR.
Business Productivity Statistics PresentationGordon Rimmer
Working with some of the world’s leading technology innovators, Steljes has developed the Business Productivity Suite to help you change the way you work for real and lasting benefit. The Business Productivity Suite comprises of the cream of today’s productivity technology, under one roof, designed to address five focus areas that businesses tell us they need to make more efficient: meetings, video and data conferencing, workspaces and flexible working, training and marketing and communications.
Agile to boost value for customers, employees and communitiesEmiliano Soldi
Covid-19 crisis we are experiencing is teaching us, once again, that everything in this world is interconnected. Paraphrasing Lorenz, we could say that a banal behavior of a bat or snake in China can trigger a pandemic in Europe or in the United States.
How can societies and humans can leverage on these mechanisms and produce more value for customers, employees and communities?
We believe that with its values, approaches and principles, Agile can make a difference.
FABERNOVEL INSTITUTE and BAP are releasing the results of a study about collaboration that reviews its practices and standards. The survey was conducted among 50 French and international companies between February and April 2018.
Collaboration is not a new concept. It's been 15 years that its Google Trends curve oscillates slightly but keeps the same dynamics. First used in the field of learning, the word "collaboration" is experiencing - thanks to the emergence of the new economy and its actors, GAFA, unicorns and start-ups - a certain rebirth. The first result of the survey shows that for 80% of respondents, collaboration is beneficial to the company.
The study both questions some mainstream ideas that still exist and shows that the digital revolution has succeeded in spreading its practices to large organizations.
Essential steps for a successful transition to the virtual workspaceElena Badea
Until now, working from home was an option used to increase employee motivation through the concept of work-life balance, the share of working from home being in most cases 1 day / week. Today, under the impact of the COVID-19 crisis, working from home is no longer an option but a solution. Thus, it has become the obligation of companies to create a digital work environment that allows remote working.
What are the main drivers of the digital age? What is the impact of automation and AI on the workforce? How to tackle the organizational implications of New Work? What are best-practice use cases & references for a successful New Work implementation? What are lessons learned? What to learn more? directly contact: marc wagner@detecon.com
Agile has literally undermined many of the key principles on which organizations are based: culture and organizational structures, value creation, power, innovation. It gave them, new forms, new meanings.
Companies are struggling in interpreting this phenomena and, instead of persuading management to promote approaches aimed at simplification, collaboration, transparency, they erroneously tend to create new procedures, roles and levels of coordination, rules and controls.
It is precisely this excess of complication that negatively impacts corporate culture, making the decision-making process slow and cumbersome and significantly hindering the innovation process.
It's paramount for leaders then, to be more connected to the life of the teams on the field, transform themselves into true connectors of work groups placed in different corporate “suburbs”, creating social platforms aimed at integrating knowledge, experiences and skills.
Life Cycle Design e Circular Economy: un caso reale Francesco Fullone
Come si trasforma il modello di business di un'azienda che stampa plastica per farle abbracciare logiche di economia circolare? In questo breve case study vedremo le logiche dietro al Life Cycle Design. Capiremo che impatto ha il proprio business sull'ambiente e come ridurlo in un'ottica di economia circolare.
12 Trends Influencing the Future of How We WorkPaul Taylor
What are the factors influencing how we deliver our services in the future? This deck looks at 12 of them from public perceptions of organisations to technical shifts such as AI and VR.
Business Productivity Statistics PresentationGordon Rimmer
Working with some of the world’s leading technology innovators, Steljes has developed the Business Productivity Suite to help you change the way you work for real and lasting benefit. The Business Productivity Suite comprises of the cream of today’s productivity technology, under one roof, designed to address five focus areas that businesses tell us they need to make more efficient: meetings, video and data conferencing, workspaces and flexible working, training and marketing and communications.
Agile to boost value for customers, employees and communitiesEmiliano Soldi
Covid-19 crisis we are experiencing is teaching us, once again, that everything in this world is interconnected. Paraphrasing Lorenz, we could say that a banal behavior of a bat or snake in China can trigger a pandemic in Europe or in the United States.
How can societies and humans can leverage on these mechanisms and produce more value for customers, employees and communities?
We believe that with its values, approaches and principles, Agile can make a difference.
FABERNOVEL INSTITUTE and BAP are releasing the results of a study about collaboration that reviews its practices and standards. The survey was conducted among 50 French and international companies between February and April 2018.
Collaboration is not a new concept. It's been 15 years that its Google Trends curve oscillates slightly but keeps the same dynamics. First used in the field of learning, the word "collaboration" is experiencing - thanks to the emergence of the new economy and its actors, GAFA, unicorns and start-ups - a certain rebirth. The first result of the survey shows that for 80% of respondents, collaboration is beneficial to the company.
The study both questions some mainstream ideas that still exist and shows that the digital revolution has succeeded in spreading its practices to large organizations.
Essential steps for a successful transition to the virtual workspaceElena Badea
Until now, working from home was an option used to increase employee motivation through the concept of work-life balance, the share of working from home being in most cases 1 day / week. Today, under the impact of the COVID-19 crisis, working from home is no longer an option but a solution. Thus, it has become the obligation of companies to create a digital work environment that allows remote working.
What are the main drivers of the digital age? What is the impact of automation and AI on the workforce? How to tackle the organizational implications of New Work? What are best-practice use cases & references for a successful New Work implementation? What are lessons learned? What to learn more? directly contact: marc wagner@detecon.com
Agile has literally undermined many of the key principles on which organizations are based: culture and organizational structures, value creation, power, innovation. It gave them, new forms, new meanings.
Companies are struggling in interpreting this phenomena and, instead of persuading management to promote approaches aimed at simplification, collaboration, transparency, they erroneously tend to create new procedures, roles and levels of coordination, rules and controls.
It is precisely this excess of complication that negatively impacts corporate culture, making the decision-making process slow and cumbersome and significantly hindering the innovation process.
It's paramount for leaders then, to be more connected to the life of the teams on the field, transform themselves into true connectors of work groups placed in different corporate “suburbs”, creating social platforms aimed at integrating knowledge, experiences and skills.
Life Cycle Design e Circular Economy: un caso reale Francesco Fullone
Come si trasforma il modello di business di un'azienda che stampa plastica per farle abbracciare logiche di economia circolare? In questo breve case study vedremo le logiche dietro al Life Cycle Design. Capiremo che impatto ha il proprio business sull'ambiente e come ridurlo in un'ottica di economia circolare.
Autoradio dvd gps opel mokka 3 g wifi écranradiovoiture
Description rapide
Autoradio DVD GPS Opel Mokka Ecran tactile 8" HD 800X480 DVD - 3G/WiFi - Phone book - GPS - TNT - IPOD - SD - PIP - Mémmoire 20 dics (4go) - UBS - FM – RDS - Bluetooth - Can Bus
Desconforto Respiratório Neonatal - Seminário apresentado no Internato em Pediatria I (PED I) da Universidade Federal do Rio Grande do Norte (UFRN) - Natal, Brasil
Gone are the days of heading to the office for a 9-5 workday in a grey office environment. Remote work is happening everywhere, from coffee shops to airports. Dynamic companies are embracing the concept of workplace agility – where digital solutions, physical space and company culture influence output. Here are some ways an agile workplace operates:
Designing a people-centric workplace will give
employees a safe working environment where they enjoy their work, collaborate, stay healthy and
achieve the objectives of their organisations
Metamorphosis Of The Indian Workspace | Godrej InterioShreeGodrej
Employee expectations about how and where work is done are the crux of the metamorphosis across workspaces. To know more about it, download the complete whitepaper.
Positive Impact of Remote Work on Companiesroeland8
In recent years, remote work has become an increasingly attractive way of doing business. This shift towards remote work, initially brought about by necessity during the pandemic, has revealed many advantages that extend far beyond convenience. However, despite these advantages, many companies have also chosen to return to on-site-only or hybrid work.
No doubt that remote work can come with challenges. But it also comes with benefits beyond managerial preferences. This is why it's worth looking at it more thoroughly and understanding the holistic potential including increased profitability, productivity, diversity, and sustainability which we will look into here.
At the same time, we believe it may be a case-by-case decision. We want to provide you with a solid foundation to make the decision for your business to have a partial or full adoption of remote work practices, and to benefit from its upsides.
As advocates of remote work, we want to share our first-hand experiences and insights from other remote-first companies. By doing so, we hope to address any lingering doubts and misconceptions surrounding remote work, while also emphasizing its incredible potential for businesses across sectors.
Getting Real: Transforming the Workplace at SCAN HealthJames Ware, PhD
This presentation was delivered at the IFMA Industries Forum in Vancouver, BC, on April 2, 2009. It was presented by Charlie Grantham, Jim Ware of the Work Design Collaborative, and Diane Coles of SCAN Health.
Space Matters: Shaping the Workplace to Get the Right Work DoneCognizant
To enable co-creation, collaboration, agility and other digital workstyles, organizations need to reimagine the interplay between workspace, performance and culture.
Flexible Working enables both the employee and the business’ needs to be met through agility and adjustments to when, where and how both choose to work.
This is mutually beneficial to both the employer and employee and result in outcomes the reap success.
Design Thinking Comes of AgeThe approach, once.docxdonaldp2
Design
Thinking
Comes
of Age
The approach, once
used primarily in product
design, is now infusing
corporate culture.
by Jon Kolko
ARTWORK The Office for Creative Research
(Noa Younse), Band, Preliminary VisualizationSPOTLIGHT
66 Harvard Business Review September 2015
SPOTLIGHT ON THE EVOLUTION OF DESIGN THINKING
HBR.ORG
There’s a shift under way
in large organizations,
one that puts design
much closer to the
center of the enterprise.
Focus on users’ experiences, especially
their emotional ones. To build empathy with
users, a design-centric organization empowers em-
ployees to observe behavior and draw conclusions
about what people want and need. Those conclu-
sions are tremendously hard to express in quanti-
tative language. Instead, organizations that “get”
design use emotional language (words that concern
desires, aspirations, engagement, and experience)
to describe products and users. Team members
discuss the emotional resonance of a value propo-
sition as much as they discuss utility and product
requirements.
A traditional value proposition is a promise of
utility: If you buy a Lexus, the automaker promises
that you will receive safe and comfortable trans-
portation in a well-designed high-performance ve-
hicle. An emotional value proposition is a promise
of feeling: If you buy a Lexus, the automaker prom-
ises that you will feel pampered, luxurious, and af-
fluent. In design-centric organizations, emotion-
ally charged language isn’t denigrated as thin, silly,
or biased. Strategic conversations in those compa-
nies frequently address how a business decision or
a market trajectory will positively influence users’
experiences and often acknowledge only implicitly
that well-designed offerings contribute to financial
success.
The focus on great experiences isn’t limited to
product designers, marketers, and strategists—it
infuses every customer-facing function. Take
finance. Typically, its only contact with users is
through invoices and payment systems, which are
designed for internal business optimization or pre-
determined “customer requirements.” But those
systems are touch points that shape a customer’s
impression of the company. In a culture focused
on customer experience, financial touch points are
designed around users’ needs rather than internal
operational efficiencies.
Create models to examine complex prob-
lems. Design thinking, first used to make physical
objects, is increasingly being applied to complex, in-
tangible issues, such as how a customer experiences
a service. Regardless of the context, design thinkers
tend to use physical models, also known as design
artifacts, to explore, define, and communicate.
Those models—primarily diagrams and sketches—
supplement and in some cases replace the spread-
sheets, specifications, and other documents that
SPOTLIGHT ON THE EVOLUTION OF DESIGN THINKING
But the shift isn’t about aesthetics. It’s about apply-
in.
Design Thinking Comes of AgeThe approach, once.docxcuddietheresa
Design
Thinking
Comes
of Age
The approach, once
used primarily in product
design, is now infusing
corporate culture.
by Jon Kolko
ARTWORK The Office for Creative Research
(Noa Younse), Band, Preliminary VisualizationSPOTLIGHT
66 Harvard Business Review September 2015
SPOTLIGHT ON THE EVOLUTION OF DESIGN THINKING
HBR.ORG
There’s a shift under way
in large organizations,
one that puts design
much closer to the
center of the enterprise.
Focus on users’ experiences, especially
their emotional ones. To build empathy with
users, a design-centric organization empowers em-
ployees to observe behavior and draw conclusions
about what people want and need. Those conclu-
sions are tremendously hard to express in quanti-
tative language. Instead, organizations that “get”
design use emotional language (words that concern
desires, aspirations, engagement, and experience)
to describe products and users. Team members
discuss the emotional resonance of a value propo-
sition as much as they discuss utility and product
requirements.
A traditional value proposition is a promise of
utility: If you buy a Lexus, the automaker promises
that you will receive safe and comfortable trans-
portation in a well-designed high-performance ve-
hicle. An emotional value proposition is a promise
of feeling: If you buy a Lexus, the automaker prom-
ises that you will feel pampered, luxurious, and af-
fluent. In design-centric organizations, emotion-
ally charged language isn’t denigrated as thin, silly,
or biased. Strategic conversations in those compa-
nies frequently address how a business decision or
a market trajectory will positively influence users’
experiences and often acknowledge only implicitly
that well-designed offerings contribute to financial
success.
The focus on great experiences isn’t limited to
product designers, marketers, and strategists—it
infuses every customer-facing function. Take
finance. Typically, its only contact with users is
through invoices and payment systems, which are
designed for internal business optimization or pre-
determined “customer requirements.” But those
systems are touch points that shape a customer’s
impression of the company. In a culture focused
on customer experience, financial touch points are
designed around users’ needs rather than internal
operational efficiencies.
Create models to examine complex prob-
lems. Design thinking, first used to make physical
objects, is increasingly being applied to complex, in-
tangible issues, such as how a customer experiences
a service. Regardless of the context, design thinkers
tend to use physical models, also known as design
artifacts, to explore, define, and communicate.
Those models—primarily diagrams and sketches—
supplement and in some cases replace the spread-
sheets, specifications, and other documents that
SPOTLIGHT ON THE EVOLUTION OF DESIGN THINKING
But the shift isn’t about aesthetics. It’s about apply-
in ...
Falcon stands out as a top-tier P2P Invoice Discounting platform in India, bridging esteemed blue-chip companies and eager investors. Our goal is to transform the investment landscape in India by establishing a comprehensive destination for borrowers and investors with diverse profiles and needs, all while minimizing risk. What sets Falcon apart is the elimination of intermediaries such as commercial banks and depository institutions, allowing investors to enjoy higher yields.
Business Valuation Principles for EntrepreneursBen Wann
This insightful presentation is designed to equip entrepreneurs with the essential knowledge and tools needed to accurately value their businesses. Understanding business valuation is crucial for making informed decisions, whether you're seeking investment, planning to sell, or simply want to gauge your company's worth.
Remote sensing and monitoring are changing the mining industry for the better. These are providing innovative solutions to long-standing challenges. Those related to exploration, extraction, and overall environmental management by mining technology companies Odisha. These technologies make use of satellite imaging, aerial photography and sensors to collect data that might be inaccessible or from hazardous locations. With the use of this technology, mining operations are becoming increasingly efficient. Let us gain more insight into the key aspects associated with remote sensing and monitoring when it comes to mining.
RMD24 | Retail media: hoe zet je dit in als je geen AH of Unilever bent? Heid...BBPMedia1
Grote partijen zijn al een tijdje onderweg met retail media. Ondertussen worden in dit domein ook de kansen zichtbaar voor andere spelers in de markt. Maar met die kansen ontstaan ook vragen: Zelf retail media worden of erop adverteren? In welke fase van de funnel past het en hoe integreer je het in een mediaplan? Wat is nu precies het verschil met marketplaces en Programmatic ads? In dit half uur beslechten we de dilemma's en krijg je antwoorden op wanneer het voor jou tijd is om de volgende stap te zetten.
Buy Verified PayPal Account | Buy Google 5 Star Reviewsusawebmarket
Buy Verified PayPal Account
Looking to buy verified PayPal accounts? Discover 7 expert tips for safely purchasing a verified PayPal account in 2024. Ensure security and reliability for your transactions.
PayPal Services Features-
🟢 Email Access
🟢 Bank Added
🟢 Card Verified
🟢 Full SSN Provided
🟢 Phone Number Access
🟢 Driving License Copy
🟢 Fasted Delivery
Client Satisfaction is Our First priority. Our services is very appropriate to buy. We assume that the first-rate way to purchase our offerings is to order on the website. If you have any worry in our cooperation usually You can order us on Skype or Telegram.
24/7 Hours Reply/Please Contact
usawebmarketEmail: support@usawebmarket.com
Skype: usawebmarket
Telegram: @usawebmarket
WhatsApp: +1(218) 203-5951
USA WEB MARKET is the Best Verified PayPal, Payoneer, Cash App, Skrill, Neteller, Stripe Account and SEO, SMM Service provider.100%Satisfection granted.100% replacement Granted.
Unveiling the Secrets How Does Generative AI Work.pdfSam H
At its core, generative artificial intelligence relies on the concept of generative models, which serve as engines that churn out entirely new data resembling their training data. It is like a sculptor who has studied so many forms found in nature and then uses this knowledge to create sculptures from his imagination that have never been seen before anywhere else. If taken to cyberspace, gans work almost the same way.
Skye Residences | Extended Stay Residences Near Toronto Airportmarketingjdass
Experience unparalleled EXTENDED STAY and comfort at Skye Residences located just minutes from Toronto Airport. Discover sophisticated accommodations tailored for discerning travelers.
Website Link :
https://skyeresidences.com/
https://skyeresidences.com/about-us/
https://skyeresidences.com/gallery/
https://skyeresidences.com/rooms/
https://skyeresidences.com/near-by-attractions/
https://skyeresidences.com/commute/
https://skyeresidences.com/contact/
https://skyeresidences.com/queen-suite-with-sofa-bed/
https://skyeresidences.com/queen-suite-with-sofa-bed-and-balcony/
https://skyeresidences.com/queen-suite-with-sofa-bed-accessible/
https://skyeresidences.com/2-bedroom-deluxe-queen-suite-with-sofa-bed/
https://skyeresidences.com/2-bedroom-deluxe-king-queen-suite-with-sofa-bed/
https://skyeresidences.com/2-bedroom-deluxe-queen-suite-with-sofa-bed-accessible/
#Skye Residences Etobicoke, #Skye Residences Near Toronto Airport, #Skye Residences Toronto, #Skye Hotel Toronto, #Skye Hotel Near Toronto Airport, #Hotel Near Toronto Airport, #Near Toronto Airport Accommodation, #Suites Near Toronto Airport, #Etobicoke Suites Near Airport, #Hotel Near Toronto Pearson International Airport, #Toronto Airport Suite Rentals, #Pearson Airport Hotel Suites
"𝑩𝑬𝑮𝑼𝑵 𝑾𝑰𝑻𝑯 𝑻𝑱 𝑰𝑺 𝑯𝑨𝑳𝑭 𝑫𝑶𝑵𝑬"
𝐓𝐉 𝐂𝐨𝐦𝐬 (𝐓𝐉 𝐂𝐨𝐦𝐦𝐮𝐧𝐢𝐜𝐚𝐭𝐢𝐨𝐧𝐬) is a professional event agency that includes experts in the event-organizing market in Vietnam, Korea, and ASEAN countries. We provide unlimited types of events from Music concerts, Fan meetings, and Culture festivals to Corporate events, Internal company events, Golf tournaments, MICE events, and Exhibitions.
𝐓𝐉 𝐂𝐨𝐦𝐬 provides unlimited package services including such as Event organizing, Event planning, Event production, Manpower, PR marketing, Design 2D/3D, VIP protocols, Interpreter agency, etc.
Sports events - Golf competitions/billiards competitions/company sports events: dynamic and challenging
⭐ 𝐅𝐞𝐚𝐭𝐮𝐫𝐞𝐝 𝐩𝐫𝐨𝐣𝐞𝐜𝐭𝐬:
➢ 2024 BAEKHYUN [Lonsdaleite] IN HO CHI MINH
➢ SUPER JUNIOR-L.S.S. THE SHOW : Th3ee Guys in HO CHI MINH
➢FreenBecky 1st Fan Meeting in Vietnam
➢CHILDREN ART EXHIBITION 2024: BEYOND BARRIERS
➢ WOW K-Music Festival 2023
➢ Winner [CROSS] Tour in HCM
➢ Super Show 9 in HCM with Super Junior
➢ HCMC - Gyeongsangbuk-do Culture and Tourism Festival
➢ Korean Vietnam Partnership - Fair with LG
➢ Korean President visits Samsung Electronics R&D Center
➢ Vietnam Food Expo with Lotte Wellfood
"𝐄𝐯𝐞𝐫𝐲 𝐞𝐯𝐞𝐧𝐭 𝐢𝐬 𝐚 𝐬𝐭𝐨𝐫𝐲, 𝐚 𝐬𝐩𝐞𝐜𝐢𝐚𝐥 𝐣𝐨𝐮𝐫𝐧𝐞𝐲. 𝐖𝐞 𝐚𝐥𝐰𝐚𝐲𝐬 𝐛𝐞𝐥𝐢𝐞𝐯𝐞 𝐭𝐡𝐚𝐭 𝐬𝐡𝐨𝐫𝐭𝐥𝐲 𝐲𝐨𝐮 𝐰𝐢𝐥𝐥 𝐛𝐞 𝐚 𝐩𝐚𝐫𝐭 𝐨𝐟 𝐨𝐮𝐫 𝐬𝐭𝐨𝐫𝐢𝐞𝐬."
India Orthopedic Devices Market: Unlocking Growth Secrets, Trends and Develop...Kumar Satyam
According to TechSci Research report, “India Orthopedic Devices Market -Industry Size, Share, Trends, Competition Forecast & Opportunities, 2030”, the India Orthopedic Devices Market stood at USD 1,280.54 Million in 2024 and is anticipated to grow with a CAGR of 7.84% in the forecast period, 2026-2030F. The India Orthopedic Devices Market is being driven by several factors. The most prominent ones include an increase in the elderly population, who are more prone to orthopedic conditions such as osteoporosis and arthritis. Moreover, the rise in sports injuries and road accidents are also contributing to the demand for orthopedic devices. Advances in technology and the introduction of innovative implants and prosthetics have further propelled the market growth. Additionally, government initiatives aimed at improving healthcare infrastructure and the increasing prevalence of lifestyle diseases have led to an upward trend in orthopedic surgeries, thereby fueling the market demand for these devices.
What is the TDS Return Filing Due Date for FY 2024-25.pdfseoforlegalpillers
It is crucial for the taxpayers to understand about the TDS Return Filing Due Date, so that they can fulfill your TDS obligations efficiently. Taxpayers can avoid penalties by sticking to the deadlines and by accurate filing of TDS. Timely filing of TDS will make sure about the availability of tax credits. You can also seek the professional guidance of experts like Legal Pillers for timely filing of the TDS Return.
What are the main advantages of using HR recruiter services.pdfHumanResourceDimensi1
HR recruiter services offer top talents to companies according to their specific needs. They handle all recruitment tasks from job posting to onboarding and help companies concentrate on their business growth. With their expertise and years of experience, they streamline the hiring process and save time and resources for the company.
The world of search engine optimization (SEO) is buzzing with discussions after Google confirmed that around 2,500 leaked internal documents related to its Search feature are indeed authentic. The revelation has sparked significant concerns within the SEO community. The leaked documents were initially reported by SEO experts Rand Fishkin and Mike King, igniting widespread analysis and discourse. For More Info:- https://news.arihantwebtech.com/search-disrupted-googles-leaked-documents-rock-the-seo-world/
Accpac to QuickBooks Conversion Navigating the Transition with Online Account...PaulBryant58
This article provides a comprehensive guide on how to
effectively manage the convert Accpac to QuickBooks , with a particular focus on utilizing online accounting services to streamline the process.
Accpac to QuickBooks Conversion Navigating the Transition with Online Account...
Transforming workplaces and workspaces
1. WORKPLACES & WORKSPACES
SYSTEMS AND USER-CENTRED DESIGN APPROACHES
Towards a digital workplace strategy with Konica Minolta
Paul Chaplin
Business Innovation Centre EU
Konica Minolta Inc.
TRANSFORMING
2. TRANSFORMING WORKPLACES & WORKSPACES SYSTEMS AND USER-CENTRED DESIGN APPROACHES 2
There is a growing divide in working practice between what people want to do with information at work, and what
organisations are able to offer. It is a divide often born from good reasons, such as security and cost efficiencies, but
also occasionally bad ones, such as ingrained cultures or narrow focus on the short-term. But whatever the cause, it only
becomes possible to unlock new opportunities and create greater social value in a business through closing this divide.
To achieve this, we are advocating a change in workplace practice, so that employees are enabled by technology rather than
restricted by it. This means setting specific design processes within, and between, organisations that consider both employee
needs and broader system requirements at the same time. The emphasis must be on understanding what is happening in a
specific workplace, and working with the people who see the problems first hand, rather than basing technological decisions
on the description of a utopia which rarely materialises.
Our belief is that companies need a composite design strategy. On the one hand, it must contain user-centred approaches to
aid understanding of how advanced technology in workplace design can meet employee needs. On the other, there must be
a system oriented design approach, to understand how technology should be created, sourced and deployed within the wider
organisation, and the subsequent effects of doing so.
In order to demonstrate this approach, in this paper we will consider the divergence of ‘workplaces’ and ‘workspaces’, why
it matters now, what new challenges can be anticipated, and conclude with an approach to framing systemic workplace
strategies which focus on meet the needs of people within an organisation.
To begin this exploration, let’s ask a question:
INTRODUCTION
What is the difference between
a workplace and a workspace?
3. TRANSFORMING WORKPLACES & WORKSPACES SYSTEMS AND USER-CENTRED DESIGN APPROACHES 32
At first, the distinction between workplace and workspace appears artificial, a simple matter of semantics. But the
more we explored conversations with clients, consultants and within our own organisation, it became apparent that
there is an important difference between the two.
THE WORKPLACE IS COMMUNAL. It is the responsibility of the employing organisation; all of the
people, devices and spaces in which that company’s work takes place.
THE WORKSPACE IS PERSONAL. All of the personalised workspaces created for individuals; the
tools, devices and resources they’re provided with to carry out the work they are responsible for.
The workplace is determined by the organisation’s policy, whilst each workspace is (to a greater extent) down to the preference of
the individual. Why do we need to draw this distinction now?
In the distant past, workplaces were the workshops where things were made. They tended to be small and singular where a few
people gathered under a master to learn a particular craft. Skills were learnt with physical materials and acquired through hands-on
experience and observation of others; the apprentice would copy the journeyman, the journeyman would copy the master. Learning
from others broadened capabilities on the path to becoming a craftsman.
The industrial revolution transformed many small workplaces into large-scale factories, where physical objects such as cloth and
latterly complex assembly such as cars. Everyone worked around and inside the machines, housed in specifically designed factories.
Then, during the shift to knowledge economies, a typical office held both the workplace, and all of the individual workspaces of
which it was comprised. These of course appeared in a variety of styles and systems, such as open-plan format pioneered by
Quickborner in Germany in the 1950s, or the Herman Millar ‘Action Office’ which gave us the cubicle in the 1960s.
The uniting factor throughout all of these eras is that work belonged in a single geographical place. There was no need to distinguish
between workplace and workspace because they were one and the same thing.
WORKPLACE OR WORKSPACE?
4. TRANSFORMING WORKPLACES & WORKSPACES SYSTEMS AND USER-CENTRED DESIGN APPROACHES 4
Until comparitively recently, the whole workplace, the entity that the organisation must look after, was bound by the physical
location. The workplace was the site where every individual’s workspace was kept. It was easy to manage and maintain.
But now, the workspace an employee might demand to do their job effectively has a near-endless scope. Workspaces are
highly diverse in location and time, shape and size, across your devices and theirs. How can you design a workplace that can
deliver what every individual employee is starting to expect?
WORKPLACE
WORKSPACES
PROJECT TITLEAbstract
Process map
Process map
Data
Inputs
Name new Planet:
76 15 23
WORKPLACE
www.
WORKSPACES
5. TRANSFORMING WORKPLACES & WORKSPACES SYSTEMS AND USER-CENTRED DESIGN APPROACHES 54
We no longer have all our tools and knowledge in one physical location. Electronic data represents our work in many differ-
ent forms and versions, often scattered over a number of systems, some of which we own, some of which are shared. We
assemble, disassemble and rebuild tasks or processes, often repeatedly, both virtually or physically. This flexible practice is
made possible by a combination of technology advances and evolving working policies.
What we create for ourselves are increasingly known as ‘workspaces’, and can appear wherever we want to work, within a set
of boundaries determined by our role, company culture or industry. More and more employees are becoming nomadic, and
are increasingly adept at crafting their own different workspaces. It may be through selective connections and interactions
with other people, choosing their own mix of devices (both the software and the hardware), or selecting carefully the spaces in
which they feel they are at their most productive.
This is the modern workspace sought by employees of all generations, and when done well it can bring with it the feeling of
effective and natural interaction, despite being physically remote.
It has been pocket technology, much more than just portable computing, that has facilitated this mobility. The smartphone
has become an engine that generates new ways to find and interact with others when we choose, or even to be found and
interacted with when we haven’t.
What’s interesting is that real mass adoption of pocket technology at work started with the end-user demand, rather than the IT
function supply. The locked-down, IT-approved mobile device disappeared quickly (and in the case of some brands, famously)
as employees started requesting that their more powerful, flexible personal mobile devices be integrated into their work lives.
This has given rise to the most commonly heard phrases at work today; “I can do this at home, why is it so difficult here..?”
This is the heart of the matter. As workplaces and workspaces become more separated, how do organisations design technol-
ogy systems in support of user needs, not in spite of them?
The obvious answer here is to employ user-centred design processes to build the technological infrastructure your organisation
provides to employees. Starting with well focused research at the point of use, talking with users and understanding their
problems, iterating solutions to test and using data to focus direction and deployment are all core parts of the method that’s
being increasingly used in a variety of different fields.
But only using user-centred design methodologies in isolation runs the risk of creating a bottom-up shopping list of demands.
Without a view of the whole system within an organization, an understanding of the workplace and not just the workspaces,
then the job is only half done.
–– 14% of the UK’s workforce was working from home in 2014 – the highest since
records began but still the majority is made up of self-employed people (IPPR)
–– Research by Citrix indicated that employers in the US, China and India are provid-
ing or expanding teleworking environments for remote working, more than employ-
ers in Europe – almost 20% difference between the US and France.
–– Six years ago, the proportion of people using teleworking outside working hours
was higher than using teleworking within working hours. By 2015, this number
balanced out – more people are working remotely than ever before (Gallup)
UNDERSTANDING WORKSPACES
Contrast the origins of workplaces with where we are today in most developed economies. As individuals and teams,
we are considerably less bound by office geography:
6. TRANSFORMING WORKPLACES & WORKSPACES SYSTEMS AND USER-CENTRED DESIGN APPROACHES 6
For organisations, the conversation and research around employees within workplaces has never been louder. There are debates
about the value of ‘workplace happiness’, the meaning and value of productivity, and concerns about the risk of paying too much
attention to well-being of individuals. Combined with this, there’s a new generation of employees coming through who’re not
looking for long-term salaried roles, but more short–term contractual work on projects they’re passionate about.
Proportion of part-time self-employment in selected Europe-24 countries, 2007 and 2012
40%
35%
30%
25%
20%
15%
10%
5%
0%
Netherlands UK Sweden Germany France Poland Spain
Source: IPPR calculations using EULFS (Eurostat 2014b)
So at the same time as you need user-centred design approaches to understand current employee needs, you also need to
hold a system orientated design view of how your organisation works as a whole, and will work into the longer term.
As an example, taking a cue from the Stewart Brand’s ‘shearing layers’, you might choose to breaking down your system into a series
of layers, from the slowest moving (ECONOMY) to the fastest (SKILLS), allowing you to think about the effects on the workplace:
1. ECONOMY: Over time, the nature of work and its contracting process is going to change (e.g. nearly half EU residents
have expressed a preference to be self-employed). If you want greater flexibility in terms of resource contracting, then new
flexible workspaces will be needed. Planning your building and service infrastructure to reflect this shift needs to start now.
2. COMPANY: The workplace and workspace represent a basis for competition for new skills – if you need a new genera-
tion of skills, you need a new workplace strategy which reflects a ‘to be’ state. Your workplace must be more open and
adaptable to change than your competitors.
3. DIVISION: New disruptive businesses are taking workplace and workspace strategy seriously as a reflection of their values
and operational model; for instance, AirBnB’s Chief Employee Experience Officer replaced a traditional HR role and runs
cross-functional teams addressing workplace quality. Divisions must be involved in determining their own environments.
4. TEAM: If you want to assemble powerful cross-functional teams to address specific business challenges, you need
depth of knowledge and stability, agility and adaptability. Great teams today are a flexible combination of long-term and
transitory, specialists and generalists. To work together well, look beyond traditional remote conferencing and files sharing
tools to form new workspaces, with new workspace tools and methods, especially around physical-virtual collaboration.
5. SKILLS: Digital workplaces will become more commonplace – you will need to understand what they are and how to
develop a digital workplace practice, selectively testing and deploying new digital workplace services. Start to understand
which skills are more prized throughout your organization: who become the de facto experts because they understand
how to do useful things others do not.
UNDERSTANDING WORKPLACES
7. TRANSFORMING WORKPLACES & WORKSPACES SYSTEMS AND USER-CENTRED DESIGN APPROACHES 76
With our Japanese heritage, we believe in transforming workplaces as a learning practice, rather than big bang
approaches across whole organisations. There is an opportunity now to build workplaces and workspaces like never
before, which begin to take advantage of a new wave of technology, striking a dynamic balance between what people
want and what is available through policy and tempered by legislative requirement. But this requires a methodical
approach. Our suggested approach is as follows:
1. Engage in a method or process which seeks to identify common understanding of workplace challenges, for example
around information flow, and assemble the ideal solution from the components required. This system-view allows a
general map of the organization to be understood, from which user-research requirements may be specified.
2. Collect research from specific areas and disciplines, identifying from the people within different parts of the organization
the issues and opportunities they see when it comes to their personal workspaces. This user-view of the organisation
must have a wide enough sample to build up the map with specific requirements by role and division.
3. Establish a cross-functional working party with a vision such as ‘Workplace 2020’ and involve end users and works
councils as appropriate, to test hypotheses which emerge from combining the system and user views. For instance, this
may be trials of prioritised practices and technologies to gauge feedback across the cross-functional teams, so as to
validate tools before making practical steps towards adoption.
HOW MIGHT THE JOURNEY
TOWARDS GENERATING NEW
WORKPLACES AND SPACES
BEGIN?
As with Brand’s model, we can see that these layers are all related, dependent on one another, and more robust because of
the different pacing. A sharp change in the fast skills layer, for instance, will be absorbed by the slower moving, sturdier team
and division layers underneath.
To understand workplaces and workspaces requires a new dialogue, between the system-level workplace, and the individual-
level workspace. This means an inter-disciplinary approach involving human resources functions, facilities management,
information technology, finance and end-users.
In essence, creating a dialogue means establishing a two-way conversation which is educational, informative and transfor-
mational, so that workplace practice creates the right environments for effective workspace management by individuals and
groups. It is less about designing perfect solutions to be deployed once, but designing systems in which teams and people
can safely discover and refine the right solutions as they go. This way, responsibilities become more widely recognised and
shared and ideally, that workplace personalisation becomes enabled by policy.
8. TRANSFORMING WORKPLACES & WORKSPACES SYSTEMS AND USER-CENTRED DESIGN APPROACHES 8
Let’s take this approach, and see how it would work in a specific scenario.
If workspaces can be created anywhere, the workplace has to demonstrate special features to make person-to-person
communication especially effective. As one CEO sees it, the workplace is much more important as an environment in which to
communicate face to face, than it is as a piece of real estate. To make this happen is less a matter of policy and more a matter
of designing different facilitating environments, however temporary.
If the ideal facilitating environment is one which adapts to the needs of what or whom it contains, then we can infer that
technology will play a significant role in helping organisations create these facilitating environments. Adaptive workplaces that
rely on a combination of technology and capabilities should result in environments which change in realtime, or near-realtime,
according to the presence or absence of people. They are design to act as an environmental chameleon which changes to
blend in with whomever is present.
WHAT MIGHT THIS LOOK LIKE?
How can we use our three step approach to begin to design such a workplace?
Firstly, the system level map. This can be pulled together at a sketch level from a fusion of organisation charts, building maps, meeting
rooms calendars, travel data and device/service usage. Every organisation already has the data to use as a basis for workplace and
workspace adaptation, but often it’s not brought together to create a global view of what is happening in the current given state.
Rather than use this map to arbitrarily decide on what technologies will suit a business, it should be used to steer the
second step, a granular, user-up piece of research that tests some of the hypotheses that the system view throws up.
For instance, here are three hypotheses we imagine may come up in a system view around adaptive environments:
–– Environmental adaptation – heating, light quality, air-quality, workspace allocation should be attuned to the individual desk
level wherever possible, and optimised against the cost of used / unused space
–– Context adaptation – individual files should be made available automatically according to personal or group requirement,
aligned to calendar, project and process management systems, obviating the need for teams and individuals to search for
every data file needed for a scheduled meeting
–– Information systems adaption – the platforms needed to access different systems become invisible to the end-user. We will
be able to access different systems without the need for different tablets, screens and devices – and the information we need
will adapt to where we are and what we’re doing.
9. TRANSFORMING WORKPLACES & WORKSPACES SYSTEMS AND USER-CENTRED DESIGN APPROACHES 98
These hypotheses must be tested at an individual user level, rather than simply validated from the system level. How does it
feel for people working in an office where the environmental aspects are dictated to them automatically, irrespective of whether
it’s based on personal data? How unnerving is it to walk into a meeting unprepared, relying on a system to gather the right files
and folders for you automatically? Are you happy to lose all personal devices, and work on public surfaces instead?
Matching up the workplace system view with a proper understanding of the workspaces people want creates a dialogue
between the two realms, and in doing so, means you can learn what an ideal working environment might look like from both
the company and employee perspective.
This leads us to the third step, the trialing of potential solutions within given contexts. This often means using new technolo-
gies, or minimum viable prototypes of them, in specific situations that emerge both from a user-up perspective (“we want this
to be better”) as well as the system view (“if we solve this, it helps a lot of people in the business”).
Let’s look back to our adaptive technology examples. The environmental elements (heating, lighting and so on) could be
explored using an assembly of off-the-shelf consumer technologies blended with larger-scale workplace ones, to see how and
if groups of people can create common comfort. Should it prove useful in small environments, this sort of test can be used to
set the requirements for a larger more robust system throughout the organisation.
For context adaptation, you might set-up a ‘hand-cranked’ file system that everyone on a particular project relies upon – one
person in the background creates a file system as if it were automated, to see how supported the participants feel they are.
Before finding out if automation is the solution, it’s easy to use this methodology to test the real effects it might have.
Finally, for information systems adaption, you might create a temporary combination of adaptive services for a team working
on a sales pitch, and track progress of the ideas, the feelings of the participants in the room, as well as the end result itself
which emerges from a new way of working. Asking people to test a whole new way of working for just one specific project
allows them to express ideas and feel confident whilst working ‘inside’ that prototype, rather than feeling anxious that they are
permanently losing ways of working they currently rely on.
10. TRANSFORMING WORKPLACES & WORKSPACES SYSTEMS AND USER-CENTRED DESIGN APPROACHES 10
In our work so far, we have seen how employing both a system oriented design approach (to understand the workplace
requirements for technology) and a user-centred approach (to describe workspace requirements) offers a framework
that can both meet employee needs and overall organisational requirements.
Having specific design processes to follow, which makes the most of current and emerging information flows, means that
different layers in the digital workplace are recognised in an open and collaborative decision-environment. It can be done
in relatively small scale ways using prototypes of what will become robust systems operating at scale. This way, workplace
strategy shifts from the tendancy to simply patch-in technologies to designing environments that have lasting, positive,
measurable effects, that are widely adopted by people, whatever their generation, across the emerging world of work.
CONCLUSION
11. TRANSFORMING WORKPLACES & WORKSPACES SYSTEMS AND USER-CENTRED DESIGN APPROACHES 110
As a 140 year old manufacturing company headquartered in Tokyo, Japan, Konica Minolta may not be immediately
associated with workplace services. Yet in fact, the company has been quietly present in all manner of workplaces –
especially offices – over that time, and today is found in over 1.5 million locations in Europe alone, providing everything
from multifunctional printers and copiers to medical equipment.
From this vantage point, we understand a physical environment can be in shaping people’s interaction with technology,
together with the implications for cost and creativity. We work closely with leaders and teams from information technology and
facilities departments, and more recently with human resources as understanding of workplaces and workspaces develops.
HOW WE CAN HELP
To further explore how machines and people interact, we have devised a digital workplace toolkit which maps out the way
information flows between people, devices and spaces. It works by creating dialogue between the system level of the work-
place, and the user level of the workspace.
Over the last year, we have been testing this approach with clients in both the public and private sectors; listening and learning
in different work environments. Konica Minolta is pleased to facilitate such dialogue on workplaces and workspaces with our
clients, and welcomes approaches from organisations with an interest in developing their working environments towards 2020.
You can reach our digital workplace researcher at:
paul.chaplin@konicaminolta.eu
12. Konica Minolta
Business Solutions Europe GmbH
Europaallee 17
30855 Langenhagen Germany
Tel.: +49 (0) 511 74 04-0
Fax: +49 (0) 511 74 10 50
www.konicaminolta.eu
03/2016Image(s)orFootage(asapplicable),usedunderlicensefromShutterstock.com
Further titles planned
–– Balancing Automation with Human Regulation (June 2016)
–– Establishing Digital Workplace as a Practice (September 2016)
Further Recommended Reading
–– The Changing Workforce, Nick Martindale, July 2014, Confederation of British Industry
–– How Buildings Learn, Stewart Brand, 1994, Penguin
–– Workspaces That Move People, October 2014, Harvard Business Review
–– The Craftsman, Richard Sennett, 2008, Penguin
–– Self Employment in Europe, 2015, IPPR
–– Five trends that are dramatically changing work and the workplace, Knoll, 2011
–– Four fundamentals of workplace automation, Chui, Manyika and Miremadi, McKinsey
Quarterly, November 2015
–– Gallup Workplace Study, US Sample, August 2015