Smarter Workplace of the Future

Stephan Beck, Budapest November 15th, 2012

Smarter Workplace of the Future
Overview and Outlook

© 2012 IBM Corporation

Agenda today

• Trends for the Smarter Workplace of the Future
• What does these trends mean?
• What will change?
• Which tools to be used?
• What is social software?
• „A new way of working“
Insights from global leaders
• IBM Smart Work
• Outlook

2 © 2012 IBM Corporation

Megatrends

• Mobility and Flexibility increases
Society
• Job and Privacy are merging together

• Increasing cost pressure with higher efficency
Business
• Scarcity of skilled employees - overaging society

• Independency from OS, Brands, Devices
Technology
• Job and Privacy are merging together


Megatrends

• New workplace concepts.
Society
• New worktime models.

• Smartphones & Mobility & BYOD
Business
• Social Everywhere (New Channels)

• Cloud
Technology
• Cloud, SaaS, OpenSource, Bandwith, Devices


Megatrend
Mobile working

• Resistance to working remotely can come from employees with concerns over the
boundaries of their personal time being compromised. It can also come from employers
concerned over employee abuses of working remotely in the form of personal calls from the
corporate mobile phone or reduced productivity combined with less time in the office.
Provided that clear expectations and a "contract" between employer and employee is set,
these concerns can be overcome and abuses from either side can be mitigated.

Source: IDC#221309E http://www.google.com/url?sa=t&rct=j&q=&esrc=s&source=web&cd=1&ved=0CB8QFjAA&url=http%3A%2F


Megatrend
Mobile

• In 2016, more than 1.6 billion smart mobile devices will be purchased globally. Two-thirds of the
mobile workforce will own a smartphone, and 40 percent of the workforce will be mobile. The
challenge for (IT) leaders is determining what to do with this new channel to their customers
and employees.
• “Mobile is about computing at the right time, in the moment. It is the point of entry for all
applications, delivering personalized, contextual experiences,” Mr. Sondergaard said. “It
means: marketing gets more time with the customer; employees become more productive; and
process flows get dramatically cut.”
• In less than two years, iPads will be more common in business than Blackberries.
Mr. Sondergaard said some CIOs are now placing orders for tens of thousands of iPads at a
time.

Source: http://www.gartner.com/it/page.jsp?id=2207915


Megatrend
Diversity of Devices

• Mobile device battles topped the list, with the expectation that by 2013, mobile phones will
overtake PCs as the most common Web access devices worldwide.
• Since 2011 mobile phones have overtaken landlines in business.


Megatrend
Increase of new Communication Channels

Source: http://www.briansolis.com/2012/07/please-help-us-update-the-conversation-prism-v4-0/


Source: http://thenextweb.com/facebook/2012/10/04/facebook-hits-1-billion-active-users/


Who are this users?

Digital Natives

Source: http://creativeterritory.blogspot.ro/2012/10/facebook-just-keeps-growing-in-nt.html


IBM CEO Study 2012
Key sources of sustained economic value
Key sources of sustained economic value
Human capital 71%

Customer relationships 66%

Products / services innovation 52%

Brand(s) 43%

Business model innovation 33%

Technology 30%

Partnership networks 28%

Data access / data-driven insights 25%

R&D, intellectual property 22%

Price / revenue innovation 19%

Assets (physical, infrastructure) 15%

Corporate social responsibility 13%

Access to raw materials 8%

Source: Q24 “What do you see as the key sources of sustained economic value in your organization?”
http://www-935.ibm.com/services/us/en/c-suite/ceostudy2012/


The nature of work is changing

• Lifelong Employer • Temporary contracts & crowd sourcing
• 9 to 5 fixed office hours • Flexible working hours

vs.
• Office is primary workplace • Home office & remote work
• Focus on Business and Career • Private Life


E-mail vs. facebook

• Traditional Users primarily use E-Mail • The digital natives use 76% networks
• Social Networks are only used by 29% • E-mail is out, Sharing is in.

vs.
• Messaging is in.
• They are driving Social Networking into
the Enterprise!


Technology is dramatically changing the way we live


People are empowered like never before


The disruptions leading to Social Business & SocialStudent

Social Analytics Mobility Cloud Global
Cloud
Mobile Social
Enterprise Social
Personal
Business
Analytics / Global
Big Data Markets
Security

growth! © 2012 IBM Corporation
11

IBM Connections @


And across devices


The future of mail is social

IBM Connections Mail is the evolution of
collaboration and messaging
– Not a product – a service you can tap into wherever you are
– Brings all your interactions together in one place – mail, social homepage, communities,
centralized/shared information, business applications and processes
– Accessible from anywhere – using your device of choice
– Tailored to you and your device

Evolved capabilities
– Simple – intuitive and easy to use
– Integrated – find what and who you need in one place, without switching between
applications
– Social – the familiarity of e-mail in the context of a social networking experience Secure –
mitigates security risks
Source: http://www.google.com/url?sa=t&rct=j&q=&esrc=s&source=web&cd=2&cad=rja&ved=0CCoQFjAB&url=http%3A%2F%2Fwww-10.lotus.com


Importance of Social Business for Standout Organizations

People are transforming the way they interact...
and this transformation is impacting the way
business is being done

Why Social Business is important...

95% of standout 69% of respondents report Standout organizations are
organizations will focus measurable business benefits 57% more likely to
more on “getting closer from Web 2.0 tools, including allow their people to use
to the customer” over better access to knowledge, social and collaborative
the next 5 years. lower costs of doing business, tools.
and higher revenues.

– IBM CEO Study 2010 – McKinsey Global Survey 2009 – IBM CHRO Study 2010


A social business optimizes interactions among people to create
business value and gain competitive advantage

As barriers between people disappear, organizations can tap into collective intelligence,
advocacy, and distributed talent across their entire business network to drive business results.


Connected? Hyper-connected!

• Hyper-connectedness is a property of most organizations, existing within networks of
networks, unable to completely control any of them.
• Hyper-connectedness will lead to more work crossing company boundaries in both formal
and informal relationships. This has implications for how people work and how IT supports or
augments that work.

Source: Gartner Research (Tom Austin) Continuing Changes in the Nature of Work, 2010-2020; ID Number: G00174602, 30 March 2010
http://www.bbc.co.uk/news/business-16968125


Where is my office?

• The workplace is becoming increasingly virtual: with meetings occurring across time zones and
between organisations, and with participants who barely know each other working in swarms
to tackle rapidly emerging problems.
• Nevertheless, employees will still have a "place" of work, though many will have neither a
company-provided physical office nor a desk, and their work will increasingly happen 24 hours
a day, seven days a week.
• In this work environment, the lines between personal, professional, social and family matters, will
disappear.
• Individuals need to manage the complexity created by overlapping demands, whether from
the new world of work or from external, non-work-related, phenomena.

Source: Gartner Research (Tom Austin) Continuing Changes in the Nature of Work, 2010-2020; ID Number: G00174602, 30 March 2010
http://www.bbc.co.uk/news/business-16968125


A new way of working
Insights from global leaders

• What can nearly 300 executives teach you about what separates outperforming organizations
from their peers?

Organizations that are
significantly outperforming their
industry peers also happen to
new approaches to work!


How can organizations work smarter?

• Dynamic - adjusting rapidly to changing business conditions
• Collaborative - bringing together resources, both internal and
external, to share insights and solve problems.
• Connected - enabling access to information regardless of time,
distance or organizational silos.


Where outperformers lead

• Easily identify individuals with needed skills
• Display and deliver information to meet the needs of various
audiences
• Quickly build skills to address changing conditions.


How will Organizations change?


IBM is the Social Business Leader

Source: http://www.google.com/url?sa=t&rct=j&q=&esrc=s&source=web&cd=1&cad=rja&ved=0CCsQFjAA&url=http%3A%2F%2Fwww.ibm.com


The Digital IBMer Hub


LinkedIn as HR Tool

Source: http://www.linkedin.com/groups/IBM-Marketing-Romania-4548971?gid=4548971&trk=hb_side_g

The Business of Social Business:
What Works and How It's Done

Social business represents a significant
transformational opportunity for organizations.
Many companies, after initial forays into
external social media, are now realizing the
value of applying social approaches, internally
as well as externally.


IBM Smart Work

• Smarter Work in IBM addresses how our working environment can be made more effective.
That‘s not only the processes, but also the workplace itself with the related technology.
• Advantages: With Smart Work processes work can be centralized, standardized, simplified -
even beyond frontiers or departments.
• For example HR, Procurement or Marketing processes, which have been 5 years ago country
individual, can now be fulfilled in one physical place. Centralized, standardized, simplified
So in terms of education, collaboration and control you can increase quality and reduce
mistakes.
• With collaboration we have new possibilities of knowledge and skill exchange.
We are creating learning organizations. This collaborative approach increases teamwork and
creativity - and also efficiency.
• We recommend not to change all processes at once, but rather start with a time consuming
and complex process, with different stakeholder like a procurement or HR process.
• Collaboration works best in e.g. Product Development or Marketing, where different team
members will work together around the globe.
• Digital natives will bring a change of paradigm in the organization and the will amplify the
collaboration approach. To attract this people, companies need to offer these digital natives
an environment that can offer this virtual teams, global exchange of documents, ideas and
skills...

People are Working Differently

• Within six years, workers will collaborate 80% of their time
• Work will flow seamlessly, fluidly, across fully connected and visible processes
• Work increasingly will involve external partners
• Agility will become a key performance metric
• Proactive processes will be strengthened with predictive capabilities
• Work will not be centered on an organization but on a community of people
• Batch processing will be forgotten; real-time will be the new normal


Smarter Workplace of the Future

• Will be focused on innovation, creativity and collaboration.
• There will be a culture for collective intelligence boosted by
collaboration.
• Will not be one physical location - but rather flexible.
It will follow an increasing mobility in our life.
• All megatrends will be supported by technology, such as
Cloud, mobile devices, social software. This technology will be
intuitive, embedded in our environment and non intrusive.


Links

• Download the Study
The Business of Social Business:
What Works and How It's Done
http://www.ibm.com/social-business/us/en/?
S_TACT=109HD4SW


Links

• IBM Social Business
www.ibm.com/social-business/


Links

• Download the Study
„A new way of working“
http://bit.ly/W5Rwmd


Links

• IBM Smart Work
www.ibm.com/smartwork


Links

• Download Social Business white
papers:
http://www.ibm.com/smarterplanet/
uk/en/socialbusiness/overview/
index.html


Links

• Peter Sondergaard, Gartner, Discusses Outlook for Mobile
Video: http://www.youtube.com/watch?v=6cNRhI-CG-
I&feature=BFa&list=UUSNX50LYGXWV_e5UWZGPGbw


Me

https://www.xing.com/profile/Stephan_Beck3

http://www.linkedin.com/in/stephanbeck1

https://twitter.com/derstephanbeck

http://de.slideshare.net/silversurfer12


Legal disclaimer
© IBM Corporation 2012. All Rights Reserved.
The information contained in this publication is provided for informational purposes only. While efforts were made to verify the
completeness and accuracy of the information contained in this publication, it is provided AS IS without warranty of any kind, express
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without notice. IBM shall not be responsible for any damages arising out of the use of, or otherwise related to, this publication or any
other materials. Nothing contained in this publication is intended to, nor shall have the effect of, creating any warranties or
representations from IBM or its suppliers or licensors, or altering the terms and conditions of the applicable license agreement
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References in this presentation to IBM products, programs, or services do not imply that they will be available in all countries in which
IBM operates. Product release dates and/or capabilities referenced in this presentation may change at any time at IBM’s sole
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Performance is based on measurements and projections using standard IBM benchmarks in a controlled environment. The actual
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Therefore, no assurance can be given that an individual user will achieve results similar to those stated here.
All customer examples described are presented as illustrations of how those customers have used IBM products and the results they
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