This document provides an overview of key trends shaping the future of work, including opportunities and challenges for different types of workers and businesses. It discusses how the COVID-19 pandemic has accelerated the adoption of remote work and digital transformation. Factors like technological advances, demographic shifts, and climate change are also transforming the workforce. The future of work involves supporting distributed teams through communication and collaboration tools, as well as automating workflows. Different groups like women, older workers, freelancers, and "deskless" workers face various challenges that future workplace applications need to address through flexibility, training, and mobile access to information.
Remote teams Are Future By Sahil Chugh, CEO at WebScoot.ioWebScoot.io
Many businesses were trying remote teams. With 2020, we're left with no other choice. Here are some tools and tips on how can your business achieve more with remote teams. To know more, read here: https://webscoot.io/blog/remote-teams-future-strategies/
What we saw last year was the world of work changing forever. We saw massive shake-ups. We moved past decades of 9-5 office hours. We embraced a digital-first work culture that’s flexible.
We also saw a few key trends that are likely to shape remote work in 2021 and beyond. Presenting our latest blog.
For more such fascinating blogs, click:
https://www.capitalnumbers.com/blog
Is remote working a blessing or a burden for companiesshubhamjain1340
COVID-19 has had an impact on almost every aspect of our daily lives, including overall productivity. The most significant change has been the concept of working from home. It is currently practised by roughly half of the country's population. This kind of exercise has never been done before on the planet. Will work from home in its current form be temporary or permanent? Can organisations see that as a viable option, especially with people claiming that the boundaries between work and life have almost vanished? We see changes in operational levels, changes in daily routines, and how workers stay on top of things outside of the use of work and productivity tools. Many major technology companies have announced plans to allow their employees to work from home for the majority of 2020. Others are making the transition more permanent. Some businesses have taken the following actions: Twitter announced that jobs would be able to be operated remotely "forever." Facebook Inc has announced that it will allow its employees to work from home until July of next year, while Google has extended remote working time for employees who do not need to be in the office until June of next year.
Visit at-: insellers.com
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.
IWG plc research report: the future of workAlyceTyler
We delve into what the new world of work
will look like for firms, from startups to
multinationals, and examine how a flexible,
mobile series of workplace options can
ensure business success.
Download and share the report
Many large businesses have already committed to hybrid working for the future. The past pandemic year has proven that there are advantages to remote working and employers are able to trust that their employees can carry out tasks from home.
Visit: https://blog.wurkr.io/blog/the-secret-to-successful-hybrid-working
This report, conducted by an independent research firm and commissioned by Upwork, uses data from two surveys of U.S. hiring managers: one fielded in November 2019 prior to the COVID-19 crisis, and the other fielded during the crisis in April 2020. The surveys polled a combined 1,500 U.S. hiring managers to provide a holistic picture of workforce trends impacting business organizations. Find out how companies are building for the future.
Remote teams Are Future By Sahil Chugh, CEO at WebScoot.ioWebScoot.io
Many businesses were trying remote teams. With 2020, we're left with no other choice. Here are some tools and tips on how can your business achieve more with remote teams. To know more, read here: https://webscoot.io/blog/remote-teams-future-strategies/
What we saw last year was the world of work changing forever. We saw massive shake-ups. We moved past decades of 9-5 office hours. We embraced a digital-first work culture that’s flexible.
We also saw a few key trends that are likely to shape remote work in 2021 and beyond. Presenting our latest blog.
For more such fascinating blogs, click:
https://www.capitalnumbers.com/blog
Is remote working a blessing or a burden for companiesshubhamjain1340
COVID-19 has had an impact on almost every aspect of our daily lives, including overall productivity. The most significant change has been the concept of working from home. It is currently practised by roughly half of the country's population. This kind of exercise has never been done before on the planet. Will work from home in its current form be temporary or permanent? Can organisations see that as a viable option, especially with people claiming that the boundaries between work and life have almost vanished? We see changes in operational levels, changes in daily routines, and how workers stay on top of things outside of the use of work and productivity tools. Many major technology companies have announced plans to allow their employees to work from home for the majority of 2020. Others are making the transition more permanent. Some businesses have taken the following actions: Twitter announced that jobs would be able to be operated remotely "forever." Facebook Inc has announced that it will allow its employees to work from home until July of next year, while Google has extended remote working time for employees who do not need to be in the office until June of next year.
Visit at-: insellers.com
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.
IWG plc research report: the future of workAlyceTyler
We delve into what the new world of work
will look like for firms, from startups to
multinationals, and examine how a flexible,
mobile series of workplace options can
ensure business success.
Download and share the report
Many large businesses have already committed to hybrid working for the future. The past pandemic year has proven that there are advantages to remote working and employers are able to trust that their employees can carry out tasks from home.
Visit: https://blog.wurkr.io/blog/the-secret-to-successful-hybrid-working
This report, conducted by an independent research firm and commissioned by Upwork, uses data from two surveys of U.S. hiring managers: one fielded in November 2019 prior to the COVID-19 crisis, and the other fielded during the crisis in April 2020. The surveys polled a combined 1,500 U.S. hiring managers to provide a holistic picture of workforce trends impacting business organizations. Find out how companies are building for the future.
This study was undertaken to know and understand the challenges of remote working and it’s impact
to workers. The research objectives generally aims to determine the following: (1) the media of communication
between the company and its remote workers? (2) the important skills needed to be a remote worker? (3) the
possible benefits and challenges of working remotely? (4) the difficulties encountered by a remote worker?
Further, descriptive method of research was used in this study and the instrument used in gathering data is a
researcher-constructed questionnaire
Independent professionals are more in demand than ever before. Upwork’s #FutureWorkforce Report found 47% of hiring managers are now more likely to hire independent talent than they were prior to the COVID-19 crisis. Find out how companies are building for the future in this annual report.
#RemoteWork #HireAProfessional #BusinessDevelopment #B2B
UNIVERE BLUE CONNECT - How to define your hybrid work modelInteractiveNEC
Ford® is working on it. Along with CitiGroup® and Target® and Twitter® – plus Google™ and Microsoft®1. And just about every organization in business a year after COVID-19 first required the
work world to shelter in place. The “it,” of course, is a hybrid work model, one that accommodates employees working from the office and/or home without forcing “normal” business operations to skip a beat.
Job satisfaction factor of employees in virtual workplace Maheshkumar Mohite
Abstract:
Business success depends on Job satisfaction of employees. It is essential key part of organization. There is need to understand factors behind job satisfaction and need of employee for better output. It will help in increasing business activities. Now a day’s, most employees work at virtual place. Knowing his or her factors of job satisfaction of such employees, it will get most important source of information for improving companies’ overall growth, increasing product and services level. There are various factors affects on Job satisfaction; it may be common or different. This paper is focusing on literature reviews of paper on Job Satisfaction factors of employees who work in virtual workplace. To Knows Job Satisfaction Factors of Employee will helps to all.
An educational presentation that explores how technology is changing the way people work together. Learn more at http://www.odesk.com/.
A video version can be found at: http://www.youtube.com/watch?v=G8Yt4wxSblc
The human resources department is at the heart of every organization. Here we explore how HR intranet portals deliver on two-way communications, relationship building, remote working, and increase employee engagement.
Presentation at Strategic HR Network Annual Congress on The Future of Work. The Future of Work is Social, Collaborative and Connected.
Examining how employee behaviours at work are being shaped by wider consumer technology trends and social media
- Harnessing the power of social technology to build collaboration, connection and enterprise networks
- Implications for leadership within the organisation
Upwork's Work Without Limits Executive Summit 2019Upwork
Upwork’s annual Work Without Limits Executive Summit brought over 100 senior-level executives from Fortune 1000 organizations such as Microsoft, Procter & Gamble, Oracle, LinkedIn, and Deloitte to discuss how work is evolving. Executives, HR visionaries, and industry influencers shared best practices for organizational transformation and leveraging distributed, flexible teams.
Highlights from this year’s event include:
2 “The future isn’t who you are, the future is who you’re becoming. Who you’re becoming relies directly on who you hire” -Bodell
3 “We don’t want to sit around and wait for the future, you want to create it.” -Bodell
5 “The inhibitor to innovation is not the ability to learn new things but the inability to unlearn mindsets, behaviors and methods that were once effective but now limit success” -O’Reilly
Leaders must UNLEARN, to impact mindset you don’t start thinking differently, you need to start by behaving differently.
6 “New platforms, applications and devices are connecting us like never before. We have extraordinary mobile computing power, allowing anyone to work from anywhere, enabling everyone to gather, generate and share data at warp speed and it’s not going to slow down anytime soon.” -Wade
7 “We’re all struggling to work out how to deal with this as many traditional rules and practices become irrelevant, or at least inadequate. Each one of us is interpreting these changes in different ways” -Wade
8 “The pace of evolution is going to pick up as more and more Millennials are in positions to not only influence but direct how work is done at their organizations” -Gregg
9 How Millennials lead differently
10. Many of us work in the traditional notion of a job that was created with the assembly line. Fast forward to today, we’re seeing the democratization of information and work and the rapid ability to deconstruct jobs, redistribute tasks to anywhere in the world, and the opportunity to reconstruct work in a fundamentally different fashion. It’s a tipping point of the future of work.
11 As skills and technology advance -- speed is the new premium.
12 In 1955, the average age of a Fortune 500 company was 60 years old. Today, less than 12% of the original list remains. The average lifespan is now 20 years old. They all have CHANGE in common and you can either embrace the change and thrive, or resist the change.
13 Work is changing:
-Millennials increase earning power, while baby boomers seek learning opportunities to stay employable
-The number of careers in an life is increasing. Business and talent leaders and workers must plan for careers that span 50–60 years
-Millennials say business should prepare workers
-Freelancers are proactively updating skills to stay marketable
15 “New technology allows you to do things in new ways. But fear holds people back. How do we create a tool that is ‘ordinary and boring’ that can serve as a useful ladder to go from early adopter to early majority?” -Winsor
What 2015 holds for Internal CommunicationsTrefor Smith
Here is our annual guide to where we think will be this years Internal Communication trends. This years guide outlines 5 main areas that we think are going to be key in 2015, along with sub themes and a wealth of hints and tips. We hope it is of benefit, and brings you success with your 2015 internal communications!
Preparing for the Next-Gen Worker: Is Your Organization Ready?Cognizant
With the emergence of more social and collaborative ways of working, organizations need to amend their hiring, onboarding and employee engagement practices, and fast, if they want to remain viable in the 21st century.
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.
The hybrid workplace model is a type of work environment that combines aspects of remote working and in-office working. In this workplace, all employees have the freedom to choose where and when they work, dividing their time between working from home.
Visit: https://app.wurkr.io/public/user-signup
Manufacturers were hard hit by COVID-19, but our research reveals the next best steps to take, based on the investments digital leaders in the industry have made and plan to make.
How to Manage Your Remote Workforce – What Does The New Norm Look Like post C...Darryl Judd
Times are tough and this pandemic has not only changed the way we go about our daily lives, but the way in which we work. A lot of jobs which previously were not considered suitable to be done remotely, now out of necessity can be undertaken from outside the office.
This study was undertaken to know and understand the challenges of remote working and it’s impact
to workers. The research objectives generally aims to determine the following: (1) the media of communication
between the company and its remote workers? (2) the important skills needed to be a remote worker? (3) the
possible benefits and challenges of working remotely? (4) the difficulties encountered by a remote worker?
Further, descriptive method of research was used in this study and the instrument used in gathering data is a
researcher-constructed questionnaire
Independent professionals are more in demand than ever before. Upwork’s #FutureWorkforce Report found 47% of hiring managers are now more likely to hire independent talent than they were prior to the COVID-19 crisis. Find out how companies are building for the future in this annual report.
#RemoteWork #HireAProfessional #BusinessDevelopment #B2B
UNIVERE BLUE CONNECT - How to define your hybrid work modelInteractiveNEC
Ford® is working on it. Along with CitiGroup® and Target® and Twitter® – plus Google™ and Microsoft®1. And just about every organization in business a year after COVID-19 first required the
work world to shelter in place. The “it,” of course, is a hybrid work model, one that accommodates employees working from the office and/or home without forcing “normal” business operations to skip a beat.
Job satisfaction factor of employees in virtual workplace Maheshkumar Mohite
Abstract:
Business success depends on Job satisfaction of employees. It is essential key part of organization. There is need to understand factors behind job satisfaction and need of employee for better output. It will help in increasing business activities. Now a day’s, most employees work at virtual place. Knowing his or her factors of job satisfaction of such employees, it will get most important source of information for improving companies’ overall growth, increasing product and services level. There are various factors affects on Job satisfaction; it may be common or different. This paper is focusing on literature reviews of paper on Job Satisfaction factors of employees who work in virtual workplace. To Knows Job Satisfaction Factors of Employee will helps to all.
An educational presentation that explores how technology is changing the way people work together. Learn more at http://www.odesk.com/.
A video version can be found at: http://www.youtube.com/watch?v=G8Yt4wxSblc
The human resources department is at the heart of every organization. Here we explore how HR intranet portals deliver on two-way communications, relationship building, remote working, and increase employee engagement.
Presentation at Strategic HR Network Annual Congress on The Future of Work. The Future of Work is Social, Collaborative and Connected.
Examining how employee behaviours at work are being shaped by wider consumer technology trends and social media
- Harnessing the power of social technology to build collaboration, connection and enterprise networks
- Implications for leadership within the organisation
Upwork's Work Without Limits Executive Summit 2019Upwork
Upwork’s annual Work Without Limits Executive Summit brought over 100 senior-level executives from Fortune 1000 organizations such as Microsoft, Procter & Gamble, Oracle, LinkedIn, and Deloitte to discuss how work is evolving. Executives, HR visionaries, and industry influencers shared best practices for organizational transformation and leveraging distributed, flexible teams.
Highlights from this year’s event include:
2 “The future isn’t who you are, the future is who you’re becoming. Who you’re becoming relies directly on who you hire” -Bodell
3 “We don’t want to sit around and wait for the future, you want to create it.” -Bodell
5 “The inhibitor to innovation is not the ability to learn new things but the inability to unlearn mindsets, behaviors and methods that were once effective but now limit success” -O’Reilly
Leaders must UNLEARN, to impact mindset you don’t start thinking differently, you need to start by behaving differently.
6 “New platforms, applications and devices are connecting us like never before. We have extraordinary mobile computing power, allowing anyone to work from anywhere, enabling everyone to gather, generate and share data at warp speed and it’s not going to slow down anytime soon.” -Wade
7 “We’re all struggling to work out how to deal with this as many traditional rules and practices become irrelevant, or at least inadequate. Each one of us is interpreting these changes in different ways” -Wade
8 “The pace of evolution is going to pick up as more and more Millennials are in positions to not only influence but direct how work is done at their organizations” -Gregg
9 How Millennials lead differently
10. Many of us work in the traditional notion of a job that was created with the assembly line. Fast forward to today, we’re seeing the democratization of information and work and the rapid ability to deconstruct jobs, redistribute tasks to anywhere in the world, and the opportunity to reconstruct work in a fundamentally different fashion. It’s a tipping point of the future of work.
11 As skills and technology advance -- speed is the new premium.
12 In 1955, the average age of a Fortune 500 company was 60 years old. Today, less than 12% of the original list remains. The average lifespan is now 20 years old. They all have CHANGE in common and you can either embrace the change and thrive, or resist the change.
13 Work is changing:
-Millennials increase earning power, while baby boomers seek learning opportunities to stay employable
-The number of careers in an life is increasing. Business and talent leaders and workers must plan for careers that span 50–60 years
-Millennials say business should prepare workers
-Freelancers are proactively updating skills to stay marketable
15 “New technology allows you to do things in new ways. But fear holds people back. How do we create a tool that is ‘ordinary and boring’ that can serve as a useful ladder to go from early adopter to early majority?” -Winsor
What 2015 holds for Internal CommunicationsTrefor Smith
Here is our annual guide to where we think will be this years Internal Communication trends. This years guide outlines 5 main areas that we think are going to be key in 2015, along with sub themes and a wealth of hints and tips. We hope it is of benefit, and brings you success with your 2015 internal communications!
Preparing for the Next-Gen Worker: Is Your Organization Ready?Cognizant
With the emergence of more social and collaborative ways of working, organizations need to amend their hiring, onboarding and employee engagement practices, and fast, if they want to remain viable in the 21st century.
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.
The hybrid workplace model is a type of work environment that combines aspects of remote working and in-office working. In this workplace, all employees have the freedom to choose where and when they work, dividing their time between working from home.
Visit: https://app.wurkr.io/public/user-signup
Manufacturers were hard hit by COVID-19, but our research reveals the next best steps to take, based on the investments digital leaders in the industry have made and plan to make.
How to Manage Your Remote Workforce – What Does The New Norm Look Like post C...Darryl Judd
Times are tough and this pandemic has not only changed the way we go about our daily lives, but the way in which we work. A lot of jobs which previously were not considered suitable to be done remotely, now out of necessity can be undertaken from outside the office.
The Covid 19 pandemic caught us off-guard and caused us a lot of difficulties. The world economy is on the verge of going into recession. The unemployment rate is the highest in many years. Now, companies must plan the Future of Work so that they can recover from this loss and continue thriving.
Experts at Deloitte India identified seven key learnings relevant to the acceleration of Future of Work in India. As conclusive remarks, they also have presented what a COVID adjusted strategy could look like for any organisation looking to embrace the Future of Work. See More : https://www2.deloitte.com/in/en.html
Coronavirus Effect of Chinese Consumer Behavior by daxue consultingDaxue Consulting
How the Coronavirus changes Chinese consumer behavior? We observed the Chinese consumer behavior during the Coronavirus and witnessed a radical shift from brick and mortar physical services towards online services in China. What did Chinese consumers buy the most during the epidemic? Where did Chinese consumers shop during the epidemic? How did Chinese consumers entertain themselves at home? Will the consumption boom after COVID-19?
A comprehensive report on the coronavirus effect of Chinese consumer behavior is offered by daxue consulting
Coronavirus Effect of Chinese Consumer Behavior Report by daxue consultingDaxue Consulting
How the Coronavirus changes Chinese consumer behavior? We observed the Chinese consumer behavior during the Coronavirus and witnessed a radical shift from brick and mortar physical services towards online services in China. What did Chinese consumers buy the most during the epidemic? Where did Chinese consumers shop during the epidemic? How did Chinese consumers entertain themselves at home? Will the consumption boom after COVID-19?
A comprehensive report on the coronavirus effect of Chinese consumer behavior is offered by daxue consulting - strategic market research firm.
As senior managers assess the fallout of the pandemic, top priorities range from accelerating digital initiatives amid cost-cutting pressures, to ensuring health and well-being, according to our recent study.
On-switch: Applied Lessons on Moving up the Digital Maturity CurveCognizant
What separates digital beginners from leaders? No matter what your starting point is, our recent research sheds light on where and how much to invest, and the ROI and performance gains to expect.
Digital transformation is fundamentally changing people’s lives and the
ways companies do business. Around the world, we’re working to develop
solutions that give time back, make us safer and healthier, and bring
significant environmental benefits. People around the world are working
hard to create a future where we’re never delayed during air travel due to
mechanical issues. Where smart buildings have ambient intelligence that
allows meeting rooms to adjust to your preferences. They’re envisioning a
world where automobile accidents are almost nonexistent, and your car
becomes a living room or office on wheels. And a world where medical
treatment is personalized based on your DNA, dramatically improving your
health and quality of life. This is what Microsoft calls the digital difference.
We asked Harvard Business Review Analytic Services to help us look at the pace of innovation
and how prepared business leaders are for this change. We also wanted to know what projects
mattered most and what industries were most receptive to and ready for change.
We were surprised by the strategy gap and encouraged by the optimism. Business leaders know
their industries are ripe for transformation, and in most cases are eager to bring the benefits of
technology to their businesses.
At Microsoft, we aim to partner with business leaders to find the digital difference they can make.
Partnering with companies of all sizes, we recognize that one big idea isn’t enough anymore.
Decades ago an innovative shoe design, a beautiful device, or smartly designed software could
lead a company to achieve market dominance for a long time. But now micro revolutions occur
every 12-18 months, so companies must be in a continual state of transformation.
We are moving into a time when rapid innovation and speed to market are more critical than ever.
This makes the partnership between humans and machines critical—when we combine people’s
ideas and creativity with advanced technology, we get digital leadership.
A business leader interviewed for the study said we need to transform “the engine of the
company.” To do this, leaders need to bring in tech and cultural changes that empower their
employees, engage customers in new ways, optimize operations, and transform products.
Rebuilding an organization around these areas creates a fully digital company that can change
ahead of its customers and competition.
Customers are now looking to ITOps & DevOps to support digitization. while maintaining the continuity of operations with seamless work experiences and uninterrupted services.
With respect to global digitization benchmarks, APAC is showing the way in many areas, ahead of Europe and just behind North America in digital transformation, for example.
IT Outsourcing in Covid Environment: Is It Really Relevant?Pixel Crayons
The IT outsourcing industry was a game-changer in 2020. COVID 19 has accelerated innovation across all the facets of technology—in some cases, there is an advancement in some unexpected areas too. It has accelerated the momentum of services in industries like grocery and healthcare where social distancing was prohibited.
This report explores how technology outsourcing companies have become the ultimate solution to all the problems.
Plataformas colaborativas: ¿Cómo gestionar tus comunicaciones y proyectos con...IBM Digital Sales Colombia
Las nuevas plataformas “Enfocadas en Personas” ponen en su centro a sus empleados, integrando comunicaciones, conexiones a contenidos y proyectos con un enfoque laboral. Contar con un flujo de actividad personalizado permite a los empleados mantenerse al tanto de sus requerimientos, actualizaciones y notificaciones.
Empodera tu equipo a través de colaboración y redes sociales empresariales con IBM Connections y sus aplicaciones: XCC y Projexec.
COVID-19 has increased the need for intelligent decisioning through AI, but ROI is not guaranteed. Here's how to accelerate AI outcomes, according to our recent study.
3.0 Project 2_ Developing My Brand Identity Kit.pptxtanyjahb
A personal brand exploration presentation summarizes an individual's unique qualities and goals, covering strengths, values, passions, and target audience. It helps individuals understand what makes them stand out, their desired image, and how they aim to achieve it.
Enterprise Excellence is Inclusive Excellence.pdfKaiNexus
Enterprise excellence and inclusive excellence are closely linked, and real-world challenges have shown that both are essential to the success of any organization. To achieve enterprise excellence, organizations must focus on improving their operations and processes while creating an inclusive environment that engages everyone. In this interactive session, the facilitator will highlight commonly established business practices and how they limit our ability to engage everyone every day. More importantly, though, participants will likely gain increased awareness of what we can do differently to maximize enterprise excellence through deliberate inclusion.
What is Enterprise Excellence?
Enterprise Excellence is a holistic approach that's aimed at achieving world-class performance across all aspects of the organization.
What might I learn?
A way to engage all in creating Inclusive Excellence. Lessons from the US military and their parallels to the story of Harry Potter. How belt systems and CI teams can destroy inclusive practices. How leadership language invites people to the party. There are three things leaders can do to engage everyone every day: maximizing psychological safety to create environments where folks learn, contribute, and challenge the status quo.
Who might benefit? Anyone and everyone leading folks from the shop floor to top floor.
Dr. William Harvey is a seasoned Operations Leader with extensive experience in chemical processing, manufacturing, and operations management. At Michelman, he currently oversees multiple sites, leading teams in strategic planning and coaching/practicing continuous improvement. William is set to start his eighth year of teaching at the University of Cincinnati where he teaches marketing, finance, and management. William holds various certifications in change management, quality, leadership, operational excellence, team building, and DiSC, among others.
Implicitly or explicitly all competing businesses employ a strategy to select a mix
of marketing resources. Formulating such competitive strategies fundamentally
involves recognizing relationships between elements of the marketing mix (e.g.,
price and product quality), as well as assessing competitive and market conditions
(i.e., industry structure in the language of economics).
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.
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.
[Note: This is a partial preview. To download this presentation, visit:
https://www.oeconsulting.com.sg/training-presentations]
Sustainability has become an increasingly critical topic as the world recognizes the need to protect our planet and its resources for future generations. Sustainability means meeting our current needs without compromising the ability of future generations to meet theirs. It involves long-term planning and consideration of the consequences of our actions. The goal is to create strategies that ensure the long-term viability of People, Planet, and Profit.
Leading companies such as Nike, Toyota, and Siemens are prioritizing sustainable innovation in their business models, setting an example for others to follow. In this Sustainability training presentation, you will learn key concepts, principles, and practices of sustainability applicable across industries. This training aims to create awareness and educate employees, senior executives, consultants, and other key stakeholders, including investors, policymakers, and supply chain partners, on the importance and implementation of sustainability.
LEARNING OBJECTIVES
1. Develop a comprehensive understanding of the fundamental principles and concepts that form the foundation of sustainability within corporate environments.
2. Explore the sustainability implementation model, focusing on effective measures and reporting strategies to track and communicate sustainability efforts.
3. Identify and define best practices and critical success factors essential for achieving sustainability goals within organizations.
CONTENTS
1. Introduction and Key Concepts of Sustainability
2. Principles and Practices of Sustainability
3. Measures and Reporting in Sustainability
4. Sustainability Implementation & Best Practices
To download the complete presentation, visit: https://www.oeconsulting.com.sg/training-presentations
Personal Brand Statement:
As an Army veteran dedicated to lifelong learning, I bring a disciplined, strategic mindset to my pursuits. I am constantly expanding my knowledge to innovate and lead effectively. My journey is driven by a commitment to excellence, and to make a meaningful impact in the world.
"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
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2. Table of Contents
2
I. U.S. Labor Market Overview – Which Groups Have We Overlooked?
II. COVID-19 Tailwinds – A Likely Permanent Shift
III. Future of Work – For Businesses of All Sizes and Workers of All Types
IV. Market Overview – A Growing Space Ripe for Innovation
V. Key Opportunities Deep-Dive – Investment Opportunities We Are Exploring
VI. Related Pipelines
3
8
17
29
49
63
4. How Big Is the U.S. Addressable Market?
Source: U.S. Bureau of Labor Statistics as of July 2020
U.S. Civilian
Noninstitutional
Population
260MM
U.S. Civilian
Labor Force
160MM
U.S. Employed
Labor Force
142MM
4
5. The Labor Market is Transforming –
Groups We Might Have Overlooked
Source: U.S. Bureau of Labor Statistics as of July 2020
Participation Rate by Gender Growth of Older Age Groups
77%
75%
68%
64%
67%
63%
52%
60%
57%
1980A 2000A 2020A
Men Women
Total
78% 76% 75%
65% 65%
68%
17% 20%
23%
2008A 2018A 2028P
16-54 65+
55-64
5
6. The Labor Market is Transforming –
Groups We Might Have Overlooked (Cont’d)
Source: Deskless Workforce 2018; Statista; Fortunly, Gig Economy Statistics 2020
The Deskless Workforce Freelancers
80%
of global workforce is deskless…
Agriculture: 858M
Retail: 497M
Hospitality: 122M
Education: 226M
Manufacturing: 427M
Healthcare: 148M
Construction: 265M
Transp. & Logistics:
189M
~60M
of Freelancers working in the U.S.,
representing 1/3+ of total labor force
They work
11 – 30 hours per week on average
90%+ of U.S. workers would consider freelancing or
independent contracting work
6
7. Forces Shaping Our Future Workforce
Technological
Breakthroughs
Rapid advances
in automation,
robotics, AI and
other
technological
innovation
Demographic
Shifts
The changing
size, distribution
and age profile of
the world’s
population
Repaid
Urbanization
Significant
increase in the
world’s
population
moving to live in
cities
Climate
Change
Depleted fossil
fuels, extreme
weather, rising
sea levels and
water shortages
COVID-19
Impact
A global health
crisis that has
disrupted and
transformed
our daily lives
Source: PwC, Workforce of the Future report 7
9. COVID-19 Impact Index by Industry
Negatively
Impacted
Positively
Impacted
Minimal
Impact
Energy
Industrials
Consumer
Disc.
Materials
Real
Estate
Comm.
Services
Utilities
Consumer
Staples
Financials
Health
Care
Info
Tech
Source: FactSet Earnings Insight, July 31, 2020
To estimate the impact of COVID-19 by industry, we used y/y Q2 2020 revenue growth of S&P
500 companies as general guidance
9
10. CLM
Impact of COVID-19 on Software
Source: Goldman Sachs, Future of Work Report, May 22, 2020
Sales
Cycle
Shorter
Longer
Near-term COVID-19 Impact
Headwinds Tailwinds
Video
Conferencing
Team
Messaging &
Collaboration
Web App
Security &
Performance
Public Cloud
VDI / DaaS
Endpoint
Security
UCaaS
Identity
Management
Monitoring
Omnichannel
& CPaaS
E-Signature
Project
Management
HCM
CRM
FMS
10
11. Remote Working - A likely permanent shift
Source: GitLab, The Remote Work Report
2020
Earlier: New FoW applications and remote work was
primarily adopted for a select few valley companies within the
Tech & Media Industry, mainly for design and product teams.
Even within the tech industry, Sales teams, Finance teams
didn’t adopt remote work
Now: Almost every industry of the world is adopting remote
work, especially for knowledge workers, with multiple firms
extending working from home until a reliable vaccine is found
or announcing work from home forever option
All-Remote is Surging Everyone Can Contribute
43% of remote workers feel
that it is important to work
for a company where all
employees are remote
56% of remote workers said
that everyone in their
company can contribute to
process, values, and
company direction
11
12. Source: Statista
62%
84%
84%
86%
86%
87%
90%
I would consider leaving my co-located company for a remote role
My leadership team understands what it takes to operate a team
remotely
I am able to accomplish all of my tasks remotely
Remote work is the future of work
My leadership team gives me agency and autonomy while working
remotely
I am satisfied with tools and processes that enable remote team
communication
I would recommend working remotely to a friend
Shift in Employee Attitudes
Attitudes on remote work for employees in companies with digital output in 2020
12
13. Shift in Employer Attitudes
Per a recent Gartner survey, nearly 75% of CFOs plan to shift a
portion of previously on-site employees to permanently remote
positions post-crisis.
Fully Remote Companies
§ Stripe was one of the first to announce a fully remote
development hub way back in early 2019. Smaller,
emerging companies such as Zapier, Gitlab, Invision
had fully remote/distributed teams even before COVID-
19 outbreak
§ Post COVID-19, established tech companies have
become fully remote indefinitely
§ This trend is not just limited to the valley but can be
seen in India, China, Singapore and other countries
Source: Gartner; Data complied by Goldman Sachs Global Investment Research
26%
27%
25%
17%
4%
2%
0% 5% 10% 20% 50% >50%
What % of your workforce will remain permanently
remote post-COVID who were not before COVID?
13
14. § Teams concentrate on high-value results,
getting rid of low-value routines (such as
unnecessary meetings) that actually impede high
performance
§ Teams develop ways of communicating that are
effective, efficient, and enable time for
concentrated work effort as well as for
personal or family life
§ Time usually spent in stressful and often long
commutes morphs into more relaxed time for
personal pursuits or for concentrating on work
§ Higher levels of job satisfaction, employees
are less likely to look for other jobs or quit
Advantages and Challenges Faced by Employees
Advantages Challenges
3%
4%
7%
8%
8%
10%
17%
19%
22%
Finding reliable WiFi
Other
Taking vacation time
Staying motivated
Being in a different time zone
than teammates
Distractions at home
Collaborating and/or
communication
Loneliness
Unplugging after work
14
15. Challenges Faced by Employers
Source: Statista COVID-19 Survey
29%
38%
25%
16%
38%
30%
71%
62%
75%
84%
62%
70%
Sales have decreased Conferences or other
meetings have been
cancelled or
postponed
Problems with supply
chains, such as
decreased availability
from usual suppliers
Staff shortages due to
illness
I have been asked to
work from home
Other
Yes No
15
16. Second Degree Impact of COVID-19
Macro:
§ Remote Work levels the playing field and may encourage more participation from women who
may have left the workforce to focus on family and children. Remote work also fosters a
better sense of work/life harmony and creates opportunity for everyone to contribute in the
workplace
§ Increases availability of talent beyond geographical limitations: Technology companies can
now hire best in-class talent from across the world (Asia, Eastern Europe).
§ Will observe a “wage normalisation” especially in the Tech industry which has seen drastic
wage inflation in the last decade or so
Micro:
§ Labor productivity is lower leading to longer product, sales and financing cycles
§ IT spending decreases overall thus leading to a decrease in SaaS ARRs
§ Entrepreneurial activity may see a short-term dip as funding dries up and the employment
environment
§ Industry-specific solutions will gain more traction vs. horizontal solutions
16
18. What is ‘Future of
Work’?
“
Future of Work is a complex
interplay of globalisation,
technological and demographic
changes which leads to new
opportunities as well as new
challenges for all forms of
workers (knowledge, liquid or gig
workers) and enterprises of all
shapes and sizes
”
-OECD
19. Workplace Applications Is at a Tipping Point
1 COVID-19’s impact on workplace applications has been unprecedented,
accelerating adoption of remote working and digital transformation
2 Organizations of all sizes want to modernize workplace application to
improve employee experience and promote a more inclusive culture
3 Today’s diverse workforce have varied preferences and expectations,
making it difficult to reach, engage and align them
4 Emerging technologies focusing on business intelligence, automation and
digital experience create new opportunities and challenges
19
20. The Future of Workplace Applications
Built to Connect
Distributed Teams
Intelligent Automation
Is Here to Stay
Human-Centric,
Not Process-Centric
§ Transition from a
centralized hub-and-spoke
model to a mesh network
§ Supporting teams that are
dislocated in both time and
location
§ New tools for enterprise
communication, employee
engagement, collaboration
and knowledge sharing
§ Build a culture bringing in
workers of all types
§ Simplify legacy HR
solutions that are complex
and riddled with manual
processes
§ Automation workflows turn
distanced workers into
citizen developers
20
23. What Do Today’s SMBs Need?
§ Full view of end-to-end HR, benefits
and payroll processes
§ Single technology partner for all
troubleshooting issues
§ Lower integrations & training costs
§ Automate time-consuming and
complicated tasks
§ Reduce human errors in data
management
§ Self-service solution with lower
implementation hurdle
§ Move from DIY spreadsheet to HR
software with intuitive workflows
§ Expedite new-hire processes through
organized procedures
§ Simplify compliance efforts
All-in-One Platform Organized Processes
Automation
23
24. What Do Today’s Enterprises Need?
§ Best-of-breed solution for a specific
department
§ Deep functionality for one channel
§ The ability to easily replace the
specific component in the ecosystem
§ Integration with other HR applications
to ensure a streamlined process
§ Integration with the wider ERP
systems to ensure full visibility
§ Generate insights on employee
engagement & productivity with data
analytics
§ High usability with customizable
features and unified reporting
Best-in-Class
Point Solutions
Analytics & Reporting
Integration
24
25. What Do Today’s Workers Need? – Female Workers
Today’s Female Workers What are the Challenges? What Do They Need?
Source: Catalyst, Women in the Workforce; Deloitte, Women in the Workplace 2019
Gender Parity at Senior Levels
For every 100 men promoted and
hired to manager, only 72 women
are promoted and hired
Lack of Sponsorship
47% of HR leaders surveyed said
a lack of sponsorship is the biggest
challenge for women
Biased Behaviors
73% of women continue to
experience microaggressions
Balancing Caregiving
Responsibilities with Work
The labor force participation rate
for working parents with children
under 18 was 71% for mothers
and 93% for fathers
Clear and Specific Evaluation Criteria
Set in Place
Diverse Slates of Candidates at All
Levels Required for Hiring and
Promotions
Mentorship / Sponsorship from
Higher-Level Employees and
Executives
E-Learning Platforms Designed Train
Women in More Technical Skills
Work-Life Flexibility (e.g. maternity /
paternity leave)
Identification of Potential Biases with
Data Learning Platforms
Continual Assessment of Diversity
Metrics and Workplace Environment
§ Obtain more higher-education
degrees than men
§ Still earn less than their male
counterparts
§ Overrepresented in the industries
most likely to be affected by
automation
§ Scarce among senior leaders
§ Undertake unpaid caregiving
responsibilities disproportionally
compared to men
25
26. What Do Today’s Workers Need? – Older Generations
Today’s Older Workers What are the Challenges? What Do They Need?
Source: AAPR, The Value of Experience: AARP Multicultural Work & Jobs Study
Age Discrimination
61% of individuals age 45+ have
experienced age-related
discrimination in the workplace
Long-Term Unemployment
Older jobseekers are more likely to
be long-term unemployed,
resulting in an erosion of skills and
career networks
Age-Related Health Decline
Older workers tend to have more
health issues due to their age
Inadequate Training
25%+ of workers age 45+
surveyed would stay with their
current employer longer if their
employer would provide for more
work-related training
Work-Life Flexibility (e.g. remote
working, sick / vacation leave )
Benefits that Tend to Appeal to Older
Workers (e.g. Health Insurance,
Retirement Benefits)
Training / Development Programs
Designed for Continuous Learning
Identification of Potential Biases with
Data Learning Platforms
Continual Assessment of Diversity
Metrics and Workplace Environment
Employee Engagement Tools &
Events that Drive Insights and ROIs
§ Employees age 65+ are the
fastest-growing segment of the
workforce
§ Have a higher labor force
participation rate than their
counterparts in the past
§ Often considered less capable and
less able to adapt than younger
peers
26
27. What Do Today’s Workers Need? – Freelancers
Today’s Freelance Workers What are the Challenges? What Do They Need?
Source: The Freelancers by Cotently
Attracting Clients
Finding clients and holding onto
them are ongoing challenges faced
by freelancers
Lack of Stability
Freelancers often find themselves
facing periods of no work or
unwanted crowded schedules
Managing Time Effectively
Issues with low productivity and
poor time management often arise
as undesired byproducts of a
flexible work schedule
Not Getting Paid
More than 70% of freelancers
have trouble getting paid at some
point in their careers
Platforms Aggregating a Diverse
Range of Projects / Clients
Project Management Solutions
Designed for Both Short-Term Tasks
and Long-Term Projects
Portfolio Builders to Create Online
Portfolios
Time Management / Calendar and
Productivity Tools
Social Media Management Tools to
Expand Online Presence
Legal and Finance Assistance in
Insurance, Retirement and Taxes
Mediation and Resolution Services to
Ensure Payment Collection
§ Perform temporary or
supplemental work on a project-to-
project basis
§ Want to have more control over
their own schedule and a better
work-life balance
§ Want the flexibility to work from
anywhere
§ Supplement full-time positions with
extra income in a short-term way
§ Choose projects based on
expertise and passion
27
28. What Do Today’s Workers Need? – Deskless Workers
Today’s Deskless Workers What are the Challenges? What Do They Need?
§ Do not work in the office
§ Usually on the road
§ Limited or no access to a computer
§ Do not have a corporate email
§ Receive limited or no training
§ Cannot easily access company
news and updates
Source: TheEMPLOYEEApp, Challenging Realities of America’s Deskless Workforce Inforgraphics
Dated Communications
Only 9% of companies are using
mobile and mobile apps as a
channel to reach their employees;
the rest rely on old school methods
Inadequate Training
12% of workers surveyed were
not fully satisfied with the amount
of training they receive
Underappreciation
27% workers surveyed said they
receive no appreciation for the
work they do
Lack of Engagement
40% of the workers surveyed do
not value performance feedback
Mobile-Based Solution
Vertical-Specific Solution
Digital Multimedia SOPs
Offline Mode that Allows Data
Synchronization
Real-Time Data Capture
Analytics that Turn Operational Data
into Actionable Insights
Mobile Learning Platform Providing
Microlearning in Efficient and Engaging
Format
KPIs that Track Workplace Safety,
Recognition Initiatives, Engagement
and Performance
Integration with ERP Systems
28
30. Market Landscape – Platform Solutions
Individual Team
Communication
Collaboration
Project Mgmt
Productivity
Knowledge Sharing
Scheduling
Search & Context
30
31. Communication
Key Offerings Example Features
1
Centralized Communication for
Distributed Teams
§ Provides frontline / remote workforce with real-time
information
§ Public channels for key announcements
§ Reduce notifications to focus on what matters
2
Personal, Asynchronous
Communication
§ Direct chats for quick conversations & follow-ups
§ Private channels for focused teams
§ Focus on non-real time communication
Two-Way Communication Instead
of One-Way Announcement
§ Foster continuous dialogue among and with employees
§ Include previously marginalized groups
Re-Inventing Communication
Experience
§ Video / audio-based communication
§ Simplified and advanced email experience
§ Cross-channel and cross-application integration
Our Take - Deskbound workers have a plethora of communication tools, whereas the deskless workforce remains
under catered. While the crowded landscape may even lead to a fragmented communication ecosystem in the
white-collar space, there is still an opportunity in the market serving deskless workers despite the recent
fundraises of BeeKeeper, CrewApp, etc.
1
2
3
4
31
32. Collaboration
Key Offerings Example Features
All-in-One Workspace
§ Centralized information to allow simplified knowledge storing,
sharing and searching
§ Visually assign projects / tasks to team members
§ Comment, start conversations and call upon colleagues
Workflow Automation
§ Auto-assign tasks based on predefined rules
§ If-then workflow to automate messages
§ Library of company templates
Intuitive Organizations of Content
and Data
§ Notes organizations tools
§ Database-like features in spreadsheet
§ Shared inbox
Our Take – We’ve seen the rise of workplace collaboration software over the past decade. Companies such as
Slack and Atlassian succeeded by unbundling email, Gsuite, Microsoft office and other legacy offerings. The
market opportunity remains immense, but today’s collaboration tools need to focus on user-friendly features
serving a dislocated and distributed team to continue to enjoy networked growth with a self-service motion.
1
2
3
32
33. Project Management
Our Take – Product-led distribution strategies have become the dominant factor driving adoption. As companies
attempt to shorten product launch timeline and to drive business initiatives, the project management market has
experienced rapid growth over the past decade. However, today’s project management tools should expand into
non-tech industries in order to continue its current success.
Key Offerings Example Features
1
Project Management and
Prioritization
§ Organized view on what work needs to be done and when
work is due
§ Task list that prioritizes work across projects
2
Centralized Dashboard Allowing
Coordination Among Members
§ Centralized information to allow simplified knowledge storing,
sharing and searching
§ Visually assign projects / tasks to team members
§ Share roadmaps, feedbacks, files and status updates
Continuous Progress Tracking
and Monitoring
§ Status monitoring to identify red flags and manage workloads
Visibility to Ensure Alignment with
Company-Wide Goals
§ Real-time updates on how the organization is tracking toward
strategic objective
1
2
3
4
33
34. Productivity
Key Offerings Example Features
To-Do List
§ Organize and prioritize tasks and projects
§ Include both work-related and personal items
Goal Tracking
§ Set daily and weekly goals
§ Visualize productivity trends
Integration with Other Work
Management Tools
§ Pull in tasks from project management tools
§ Sync with calendars to keep track of tasks and meetings in
one place
Our Take – Even though there have been various productivity tools in the market, adoption rate among
professionals remains low. The market is hyper-competitive with low barriers to entry. Turnkey solutions that offer
an all-in-one platform and integrations with other workplace applications are seeing more success. Productivity
software that specifically target freelancers will be an interesting use case as well.
1
2
3
34
35. Knowledge Sharing
Key Offerings Example Features
Document Management
§ Include a standard set of library services, such as versioning,
check-in / check-out and document viewers
§ Serve as a secure corporate repository to support records
management and regulatory compliance
Team Workspace
§ Support knowledge workers who need access to relevant
documents in the context of their project in a consolidated
workspace
Integrated Business Applications
§ Integration of content capabilities into common horizontal and
vertical applications
Our Take – As organizations continue infrastructure modernization efforts that move files from local storage to
cloud repositories, knowledge sharing has become mission-critical. Dominated by players such as Dropbox, Box
and Google, the market remains highly consolidated and has matured quickly, with minimal product differentiation
across players. We’ve yet to see a solution that has mobile-first features and targets deskless workers.
Source: Gartner, Critical Capabilities for Content Services Platform
1
2
3
35
36. Scheduling
Our Take – Though calendar management has long been identified as inefficient and various scheduling tools
have emerged, no solution has received massive adoption among working professionals, especially outside of the
tech sector. A user-friendly interface and a bottom-up strategy are core to success. However, we believe
scheduling does not need to be a standalone tool and can simply be a feature of other communication software.
Key Offerings Example Features
Personal Calendar Management
§ Allow counterparty to pick a time based on your availability
§ Integration with Google, Outlook, Office 365, iCloud and
other calendars
§ Set buffer times between meetings
§ Allow for uninterrupted blocks of time to focus
§ Detect time zone automatically
Team Calendar Management
§ Allow all parties to select the preferred time slots for a call /
meeting
§ Access to everyone’s workload and status
§ Organize notes, action items and feedback associated with a
call / meeting
1
2
36
37. Search & Context
Key Offerings Example Features
Unified Desktop Search Tool
§ Single interface for all work management applications
§ Open any document, contact or file using a single command
§ Retrieve structured and unstructured information across all
applications and databases
Predictive AI*
§ Key phrase extraction
§ Natural language processing (NLR)
§ Optical character recognition (OCR)
Privacy & Security
§ Defined user permissions for accessing information
§ Data encryption
§ Multi-layer security across cloud, physical data centers,
intranet and operations
Our Take – With the amount of apps used and information created increasing, managing information becomes
more difficult. Search & Context is a relatively new and untapped market that attempts to bring a consumer-like
experience to enterprise search. However, because technologies such as predictive AI remain immature, the
functionalities of enterprise search tools are still limited.
1
2
3
* Signals technology that is not yet mature 37
38. Market Landscape – Point Solutions
Hiring
Training, Assessment
& Engagement
Function Specific
Tools
SG&A
38
39. Hiring
Our Take – The talent acquisition market is crowded. However, opportunities remain for solutions that offer creative
sourcing channels (e.g. people affected by layoffs, passive candidates, talent matching games) or address
companies’ needs in one specific category (e.g. freelancers, skilled consultants, tech talents).
1
2
Key Offerings Example Features
Candidate Pipeline
§ Marketplace for skilled, niche workforce (e.g. software
engineers and data scientists)
§ One-click job posting to job sites
§ Personalized email campaigns
§ Searchable databases of candidate profiles
Candidate Evaluation
§ RPA screening
§ Interview scheduling; integration with calendars
§ Interview kits, feedback forms and scorecards to ensure fair
and objective evaluations
39
40. Training, Assessment and Engagement
Key Offerings Example Features
People & Culture Platform
§ Examine company culture and detect employee
disengagement through surveys
§ Measure against past survey results to track the health of
company culture over time
§ Peer-to-peer recognition, custom bonuses and rewards
Employee Training at Individual
and Company Level
§ Scalable, enterprise-friendly programs with universal
accessibility
§ Customized, leadership coaching
§ On-demand, mobile coaching with micro-learning sessions
Analytics and Measurement
§ Performance evaluations and goal tracking
§ Tangible return on investment (ROI)
§ Measurable business impact and outcomes
Our Take – As companies seek to tackle both employee development at scale, legacy solutions that provide
cookie-cutter enterprise-wide training sessions are no longer sufficient. Training, assessment and engagement has
become a revitalized market with a shifted focus on developing culture and supporting minority groups. However,
most of the existing tools have yet to be proven effective in improving culture in a quantifiable way.
1
2
3
40
41. Function-Specific Tools
Our Take – Function-specific tools, especially those with low / no-code (LCNC) features, will enable the rise of
citizen developers. The LCNC market is large and fragmented, with the majority of companies being point
solutions that lack a sustainable product moat. However, the market value for first-to-market technologies with
deep bolt-on functionality and a multitude of workflows remains high.
Key Offerings Example Features
Web Builder
§ Drag-and-drop style with pre-built elements
§ Built in SEO tools
§ Publish to a hosting stack
Mobile App Builder
§ Drag-and-drop style with pre-built elements
§ Preview on mobile devices
§ Publish a draft build
Internal Tool Builder
§ Display and filter data through tables
§ Forms with text inputs, dropdowns, data pickers etc.
§ Visualize geographic data and display objects on a map
Workflow Automation and
Integration
§ Integration between apps and business systems
§ API connections
1
2
3
4
41
42. SG&A
Our Take – From SMEs to enterprises, companies are increasingly looking to automate repetitive tasks across all
functions. While the automation tools for HR and finance remain a crowded space, automation tools for legal,
customer service, IT and other departments are rising. For these SG&A tools, integration with the large ERP
system is a crucial factor to success.
Key Offerings Example Features
HR Process Automation
§ Payroll and benefits
§ Hiring and onboarding
Finance Process Automation
§ Accounting and bookkeeping
§ Cap table management
Legal Process Automation
§ Founder, team and employee agreements
§ Compliance with privacy and other regulations
Customer Service
§ Centralize support tickets
§ Conversational AI
§ Integration with existing CRM, Shopify, Magento and others
1
2
3
4
42
44. Slower Adoption Outside of the Tech Industry
§ New workplace applications such as Notion, Slack and Airtable still mainly cater to the
“tech knowledge worker”
§ Non-tech savvy knowledge workers take a longer time to adopt these platforms
• Leads to higher initial user churn and results in slower conversion from free to
paid usage
• May also limit the usage of these platforms to employees or teams in the tech
industry and not expand to other industries such as manufacturing and healthcare
§ MSFT and Facebook Workplace have seen success in scaling to multiple industries as
they have simplified the user adoption journey
§ Specifically, Facebook Workplace has been targeting enterprises with a large number
of frontline workers, such as Walmart, Campbell’s and Starbucks
44
45. Ecosystem Premium of Incumbents
§ With its dominant position in the workplace app space, Microsoft Teams grabs more
market share, making product bundling and integration with Office 365 an essential
entry point
§ Despite Slack’s first-mover advantage into the chat applications space, Microsoft
Teams was able to accelerate quickly and eventually win shares from Slack, especially
in the enterprise space
§ Microsoft already has access to a lot of large enterprise clients from all verticals before
launching Teams. By leveraging its vast distribution channel and long-term
relationships with enterprise customers, it remains as the market leader
§ Microsoft has won the battle many times by creating a similar product to its
competitors’ – Internet Explorer vs Netscape, or Lotus/WordPerfect/Harvard Graphics
vs Excel/Word/PowerPoint
§ Its ecosystem premium and wide distribution channels will create a barrier to entry and
even stifle the growth of the next upcoming workplace app
45
46. MSFT still Dominates the Workplace
Source: Statista
3%
6%
8%
15%
33%
35%
Google Hangouts
Worplace by Facebook
Slack
Other
Microsoft Teams
Skype for Business
Survey of the Most Popular Workplace Chat Applications
46
47. MSFT still Dominates the Workplace (cont’d)
Source: Statista
Chat applications used in organizations by priority
29%
11%
5%
14%
6%
30%
15%
3%
6%
8%
33%
35%
Other
Google Hangouts
Workplace by Facebook
Slack
Microsoft Teams
Skype for Business
2019 2018
47
48. Monetization Remains Elusive for the Newer Players
600,000
660,000
88,000
110,000
575 893
Jan-19 Jan-20
Organizations with 3+ Users Paid Customers Paid Customers > $100,000
Despite its rapid growth, monetization remains elusive for Slack – only 17% of customers are paid customers in
Jan-20 (15% in Jan-19). While its freemium model drives adoption, Slack faces problem improving its conversion
rate. The same issue applies to other players. Improving usage rate remains key.
48
50. Market Opportunities
Low-code/No-code function-
specific tools
Developers, Designers, Sales teams etc. - each
individual team or function area is looking for
specific solutions. Thus, we see an emergence of
Figma, Invision, Miros of the wold.
2
Deskless Workforce
Communication & Management
This is a majorly unsolved problems as most of the
new-age team communication and collaboration
platforms are built for knowledge workers and don’t
have a mobile-first approach.
1
Team Productivity
Given increasing percentage of remote
workforce & no clear market leader in this space,
there is an opportunity to build a category leader.
The challenge however is to quantify productivity
and deliver attributable results.
4
Point Solutions for SG&A
More and more new-age solutions are
being adopted by enterprises and SMBs to
streamline their SG&A activities and cut
down expenditure. RPA solutions fall into
this bracket
3
Increasing order of ease
of evaluation & pipeline
50
52. § Employee Engagement still viewed as a cost-base
§ Though deskless technology is deployed remotely, most of the
decisions are still made top-down from headquarters. 51% of buying
decisions are made by the C-suite, 38% by mid-level managers and
only 11% by the end user. This causes an interesting dynamic
where the technology purchased is rarely used by the decision
maker.
§ While GTM strategy must focus on the top, in order to be
successfully deployed and adopted, product design must focus on
the end users' needs, surroundings, capabilities, and preferences
Employee Engagement Tools for Deskless Workforce
Trends
§ Only 13% of employees across 142 countries worldwide feel engaged
at work. The result is low individual and company-wide productivity,
increased turnover, and a suffering bottom line
§ Many of these deskless industries have outdated processes that
undermine productivity and efficiency as many of them still rely on the
good old-fashioned clipboard and pen
Market Opportunity
§ 80% of Global Workforce is Deskless
§ The top 8 deskless industries: Agriculture, Education, Healthcare,
Retail, Hospitality, Manufacturing, Transportation, and Construction,
employ 2.7B employees.
§ Even though these industries have traditionally been tech laggards
but have show increasing interest in tech adoption to manage
frontline millennial workforce who are “mobile-first”
§ Business technology market is $300 billion but only $3 billion is
directed towards the deskless workforce
Considerations
§ Venture is underfunding Deskless Technology
§ Despite the interest in increasing spend on deskless technologies,
only 1% of software venture funding is going towards
technology serving 80% of the world's workforce. Thus, there is
a big opportunity for new company creation.
Source: Deskless Workforce 2018 52
53. Deskless Workforce Often Lack Engagement and Work-
Life Balance
#1 Low engagement
§ Only 14% of employees feel connected to their
organization's HQ
§ Many deskless workers don’t believe they can
communicate effectively with their employer
§ Many deskless workers, especially in industries such as
logistics and retail, don’t feel valued by their employer
#3 Impact on work satisfaction
§ 31% believe lack of communication and advance notice about their work schedule is hurting their work/life balance.
§ Communication tends to go one way - in favor of managers
§ As a ”mobile-first” generation, 87% of millennials are contacted by employers “out of hours” compared to 74% of Baby Boomers
#2 High Employee Churn
§ A major pain point is the ability for companies to
effectively recruit and retain employees
§ The turnover rate for hourly workers is often orders of
magnitude higher than the yearly turnover rate for office
workers; cost of turnover is both a loss of expertise and
a lose of revenue, regardless of the industry
§ Over 60% of workers have considered leaving their job
in the Retail, Hospitality, Logistics, Healthcare &
Transportation Industries
53
54. Spending on Technology for Deskless Workers Is on
the Rise
54
55%
75%
77% 78%
82% 83%
91%
100%
Agriculture Education Healthcare Constructi on Hospitality Retail Manufacturing Transportation
% of Companies Planning to Increase Spending on
Deskless Technology by Industry
Top Reasons for Investing in Deskless Technology
While Productivity is #1, keeping employees happy is critical to
reduce turnover rates. Technology plays an important role in both
retention as well as getting new hires up the productivity curve
33%
23%
21%
11%
10%
2%
Productivity Employee
Experience
Cost Savings Communication Customer
Experience
Compliance
Source: Deskless Workforce 2018; Statista
55. What Makes for an Ideal Tool for Deskless Workforce?
#1 Vertical versus horizontal
§ Many deskless application areas are better-suited to a
vertical (industry specific) approach rather than a horizontal
(industry agnostic) approach
§ If the company still takes a horizontal approach, they may
need to quickly deploy industry-specific functionality and
marketing in order to compete with vertically-focused players
#3 Go-to-market
#2 Usability
§ There is a premium on usability when it comes to
deskless workers
§ Optimize for making the most important actions and
information accessible in a highly intuitive way
§ Invest heavily in UX testing initially
#4 Multiple features
§ Freemium is much harder to do in many deskless
environments as individual users in the deskless world
often have limited spending authority and may have less
influence with key IT decision-makers
§ 89% of buying decisions for deskless workers is still top-
down. Hiring sales professionals with experience in top-
down selling early-on is essential
§ Decision-makers often seek one-stop products which
serve multiple needs of the deskless workforce
§ Deskless workers also prefer the ease of having one
super-app for all their needs vs. switching apps to fetch
different information on their mobile device
§ Most popular features are a) scheduling, b) task-tracking,
c) P2P communication, d) training, e) repository of
documents and checklists
55
57. § The low-code / no-code market is big ($5BN+), fragmented (200+
companies) and growing quickly (40%+ CAGR; reaching $52BN in
revenue by 2024)
§ By 2023, 50%+ of medium to large enterprises will have adopted a
low-code application platform as one of their strategic application
platforms
§ The majority of citizen development software costs are covered by
business unit budgets (73%) versus IT budgets
Low-Code/No-Code (LCNC) Function-Specific Tools
Market Drivers
§ Shortage of software engineers: On an annual basis, 120K computing
jobs should be made available through 2022, while only 40K new
graduates will enter the workforce
§ Digital transformation: Speed is crucial in introducing new disruptive
products, engaging and responding to customers across different
channels, and adapting existing services based on shifting competitive
drivers
§ Successful exits and high valuation of recent startups have validated the
market
§ Low-code is a platform that enables rapid application delivery with a
minimum of hand-coding
§ Low-code solutions have been around for 15+ years. They
traditionally have been considered insufficient for enterprise use
cases, were generally built for on-prem environments and have
retained an antiquated UI
§ However, as programming languages and GUIs mature, low-code
platforms is combining the simplicity of graphical interfaces and the
power of programming languages to enhance user experience
Market Overview
§ The number of startups has exploded in the past three years. With
no-code tools, startups require little capital to scale. Many
companies can build a solid beta product with a single developer
§ Large enterprises across all industries need more software for
every part of their business and there are not enough developers to
deliver what is desired
§ SMBs outside of the tech industries do not have the capabilities to
enable software development but are also are currently going
through digital transformation
Source: Forrester; Gartner, Magic Quadrant for Enterprise Low-Code Application Platforms; Medium, Where next for no-code?; WSJ, Can’t Code? You Can Still Make Your Own Apps 57
58. Market Segmentation 1: General Product Flexibility vs.
Product Functionality
Scenario
Flexibility
Functional Breadth
Database
Request-
handling
Mobile-first
Process
General-
purpose
Scenario Flexibility: the breadth of use-cases that the product is currently servicing or can service
Functional Breadth: the different functional areas within an organization that the product is currently being used
58
59. Market Segmentation 2: User and Use-Case
User: Business Unit User Content Creator / Designer Developer
Use Case:
Productivity automation
Spreadsheets / databases
Docs
Mobile / Web app
Robotic process automation
Internal tooling
Data science
Membership
Content creation automation
Marketing automation
Mobile app
Website application
Game development
Data science
Voice
AR
API creation/ management
Internal tooling
The go-to-market and customer value proposition is substantially different depending on the user and use case
59
60. A Lot of Fluff, but Valuable Unlocks
§ Low-code products enable more types of people (non-developers) to deliver software thus “10x”-ing the speed
of tool and application development. These “non-developers” can be
• Business analysts that work in large enterprise companies, or even
• Your local restaurant franchise owner, the GM of a regional bank, the owner of your favorite coffee shop,
and the yoga instructor teaching live classes online
§ Given the maturity and crowdedness of the low-code market, new companies building maximally flexible /
general-purpose platforms are unlikely to see traction
• The majority of LCNC companies are functionally, point solutions. Many do not have a sustainable product
moat and lack the growth rates and features to attain $100 million in revenue
• The big winners (e.g. Notion, Airtable) are likely already chosen given the strong first-mover dynamics.
For companies with easy-to-built products, their growth is most dependent on efficient customer
acquisition, giving incumbents strong new customer acquisition advantages
§ With that said, the market value for first-to-market technologies with bolt-on functionality is very high
§ Our take: Deep functionality for one specific end user group that is with a multitude of workflows drives
scalable product uniqueness and is core to success
60
61. What Are The Takeaways for Investing in LCNC Tools?
§ Because user-experience is so important for a low-code
platform, it would be difficult for existing platforms to
seamlessly incorporate a new technology in a way that does
not significantly disrupt their established UX
§ We should consider investing in a maximally flexible low-
code platform if it brings a new technical capability to the
mass-user
§ Companies like Orbiter and Rosebud.ai are making AI/ML
more accessible for non-developers
#1 New Capability
#2 Vertical Niches
§ Industry-specific applications are likely to face less fierce competition,
especially as big tech such as Microsoft, Salesforce and Google are
entering the space
§ There are also opportunities in vertical niches where customers will pay
high amounts for a uniquely, useful product
§ These niche products demand prices multiple-fold higher than general
products (e.g., Airtable charges $10/month per user but industry specific
applications can charge up to hundreds of dollars per month). General
products are also more likely to face price compression, as the market
becomes more crowded
§ Admittedly, a company might pay once at the company level for a niche
tool and for multiple users for a more general application like Airtable
§ More diligence should be conducted on a specific solution’s tradeoff
between price and usage
Potential Under-Explored Opportunities
Hotel industry
workflow
Booking, cancellations, cleaning
Independent bars TV content automation, promotion workflows
Health insurance Communication between carriers and broker
platforms
Creator economy Content management, CRM tools
61
62. What Are The Takeaways for Investing in LCNC Tools?
(Continued)
§ Enterprises are also currently served by process automation
vendors, which tend to better meet enterprises’ demands
§ While opportunities still exist with non-business users within
enterprises, we believe the best opportunities lie with SMBs
that have been using paper, traditional spreadsheets, and
obsolete, unintuitive applications to handle their processes
§ While we’ve seen high adoption of various LCNC tools, it is
unclear how deeply these tools will be used in enterprises
§ If a low-code application becomes recognized as mission
critical, businesses may want more control over the
application than low-code platforms typically allow. They may
want enhanced customizations, security and admin tools
#3 Targeting SMBs as the First Market
#4 Go-to-Market
§ The majority of citizen development software costs are
covered by business unit budgets (73%) versus IT budgets.
This suggests an upper bound on pricing for an effective
GTM
§ Ideally the product is purchasable by the business unit
without escalation to higher levels for approvals
§ Citizen development is driven by need for speed, while ease
of app building is most important tool criterion
Source: Gartner, Survey Analysis: Citizen Development Is Happening and IT Needs to Be More Engaged
11
18
35
18
15
21
15
16
10
44
49
66
Fast time-to-market for apps
Ease of integration into existing
enterprise applications
Ease of building apps
Most Important 2nd Most Important 3rd Most Important
Top Three Criteria for Selecting a Citizen Development Tool
62
63. Related Pipelines
If you want to discuss pipeline or curious about Work 3.0 write to me: dmolugu@chicagobooth.edu
63
66. Evaluation Criteria
Products with a B2B revenue model and a B2C GTM & growth strategy
We are seeing a consumerization of the enterprise/SaaS space – the decision funnel is moving more and more bottom-up. Under
these scenarios, evaluation metrics will be consumeristic in nature such as
§ User growth, engagement & retention metrics
§ Penetration / usage rate in a team
§ Ease of onboarding & integrations
§ L28 distribution / cohort analysis
§ Minimum adoption barrier - a thumb-rule number which reflects the minimum amount of user penetration and engagement
needed to make the product sticky and vital. This number is specific to the nature of the product. For example
1
2 Products with a B2B revenue model and GTM & growth strategy
Under these scenarios, key non-GAAP performance metrics still apply
§ Retention: gross & net retention (showcase how mission critical a product is and whether it has product-market fit)
§ Salesforce efficiency: customer payback period (targeting 12-24 months), CAC ratio (targeting 1.5x+), quota achievement rate
§ Customer value: average contract value (ACV), lifetime value (LTV), LTV/CAC (targeting 3.0x+)
§ Pipeline metrics: win rate, conversion rate, sales cycle length, etc.
2000 messages sent One file in one Dropbox
folder on one device
User returns 1 day after
signing up
X users followed
Y% followed back
User connects with
10 friends in 7 days
66