Digital Disruption in the Workplace

Digital Disruption in the Workplace26 July 2016

Cushman & Wakefield | Digital Disruption

Digital Disruption and the Workplace


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05 Q&A

04 eBay and Paypal Case Study Derrick Bock

03 Digital WorkplaceSaptarshi Routh

02 Characteristics of Digital Business in London Juliette Morgan and Rory Young

01 Drivers for Digital Disruption and the impact of the Digital Workplace Neil McLocklin

Digital Disruption & The Workplace


Digital DisruptionIs changing the rules for competition

Which sector is forecast to be

MOST IMPACTED

by Digital transformation?

BANKING

TECH

LIFE SCIENCE

MANUFACTURING

Neil McLocklinStrategic Consulting, EMEA,Global Occupier Service,Cushman & Wakefield

Drivers for Digital Disruption and the impact of the Digital Workplace


Let’s start at the beginningSurvival of the fittest – driven corporate culture


Not the strongest – but most adaptable to change

“It is not the strongest of species that survives, not the most intelligent that survives. It is the one that is most adaptable to change.”Charles Darwin


“It is the long history of humankind (and animal kind, too) those who learned to collaborate and improvise most effectively have prevailed.”


A key foundation to Digital is ‘openness’ and sharing


Radical opennessThe four core principles of radically open organisations

These principles have the potential to transform the way work is performed within the organisation and the design and use of the workplace. THEY ARE THE FOUNDATION OF A DIGITAL BUSINESS

TRANSPARENCY

COLLABORATION

INTER-CONNECTED SHARING


Client co-creation and collaborationProviding co-working spaces

KPMG 20 Grosvenor Street, 40,000 sq ft

RBS Edinburgh, for growth businesses SAP Palo Alto, HanaHaus

BNP Paribas Brussels, supporting startupsNAB Melbourne, Customer Innovation Centre


Blurring the boundaries inside the workplace & beyondRadically open and collaborative

Traditional Workplace Digital Workplace

Global

Home

Co-working

Office


Your workplace experience


Experience drives everything

EXPERIENCE PRODUCTIVITY EFFICIENCY

Proactive/Predictive AnalysisHeat Map GranularityLive floorplate status


…a just in time data driven efficient service

…delivers the brand promise at every touch point

…changes with the seasons and the business rhythm

…provides seamless security but opens up opportunity

…and talks back to connect you ‘…and did you know William is in today?’

…you can talk to – ‘which desk is quiet and cool today?’

Workplace that needs to respond

A WORKPLACE

THAT ...

…curates such a great experience you want to invest in the commute


Closed Open

Structured Dynamic

Formal Informal

Inflexible Flexible

Hierarchical Inter-connected

Self-centred Wider social goals

Changing nature of workTraditional to the new

NEW

TRADITIONAL

MORE NATURAL and MORE HUMAN – DARWIN WOULD HAVE LOVED IT

JULIETTE MORGANPartner, Global Tech Group, London, Cushman & Wakefield

RORY YOUNGLondon Occupier Representation, Global Tech Group,Cushman & Wakefield

Characteristics of Digital Business in London


Tech City London


Digital Disruption


Disruption: What is all this noise about?

DISRUPTION in when a SMALLER company with FEWER RESOURCES enters the market place and is able to successfully

CHALLENGE an established incumbent business.

DISRUPTIVE INNOVATION has the ability to make seeminglyINVINCIBLE companies fail. By definition, there are two points of entry in the market for a technology to be truly

defined as disruptive:

01

02

Low-end footholds where incumbents only concentrate on their most profitable and demanding customers

New-market footholds where disrupters create a brand new market and value proposition


DISRUPTION occurs when companies fail to cater to their entire customer base and instead focus on the most profitable and demanding customers.

Companies will continue to better their products to appeal to their most demanding customers through a series of SUSTAINING INNOVATIONS. This occurs simply because it is COUNTER INTUITIVE for a business to invest in a product which is simpler than their current value proposition and delivers lower margins.

Disruption: How does it happen?

It is common in these scenarios that companies eventually OVER ENGINEER their products which in turn leads to TECHNOLOGY OVERSHOOTING.

It is at this point that the DISRUPTIVE INNOVATION which initially underperformed the competing product begins to DEFUSE into the market and gain market share.

More often than not, by the time the businesses at the top end of the market can make a BUSINESS CASE to invest in the disruptive technology, it is already too LATE.


DATA IS THE NEW OIL It’s only useful once it has been refined


Businesses now use digital technology to INFORM all DECISIONS

The biggest isn’t necessarily the best anymore – It is all about who is the most INFORMED

Technology has significantly LOWEREDBARRIERS to ENTRY in every market, thereby paving the way for DIGITAL DISRUPTION

As a result traditional value chains have been permanently altered and the lines with which a ‘traditional’ company should sit within have been BLURRED BEYOND RECOGNITION

A digital worldWe now live in a world where every company is in its own right a technology company

Uber

Facebook

Alibaba

Airbnb

The world’s largest taxi company, owns no vehicles

The most valuable retailer, has no inventory.

The world’s largest accommodation

provider, owns no real estate

The world’s most popular media

owner, creates no content

SOMETHING INTERESTING IS HAPPENING


KPMG’s Tech trends buzz score Trends and their scores

CLOUD COMPUTING

15%INTERNET OF THINGS

13%

DIGITAL PAYMENTS

12%

BIG DATA & ANALYTIC

9%

ROBOTICS

7%

AUTONOMOUS VEHICLES

6%VIRTUAL REALITY

5%

CYBERSECURITY

5%WEARABLES

4%

AUGUMENTED REALITY

3%

3D PRINTING

3%

MOBILE PAYMENTS

2%

HOME HEALTH

MONITORING

2%

SPEECH ANALYTICS

1%

LOCATION BASED

1%


Augmented reality and virtual reality

VIRTUAL REALITYImmerses the user in

manufactured surroundings

AUGMENTED REALITYOverlaying contextual data over the physical

environment around you

Disruptive potential to recast long-standing business processes and tasks: Now is the time of the telecommuting workforce. It is estimated that up to 30% of works will telecommute in developed countries by 2019…slowly but surely scraping away the demand for conventional offices.


Blockchain

A distributed ledger that provides a way for information to be recorded and shared by a community. The information of choice for the majority of the Blockchain community takes the form of the digital currency Bitcoin.


Trends

Member lounges

Open plan

Co-working

Surprise me-pop up retail

Coffee culture

Focus on design

Independent retail

Serious informality

Focus on community

Stimulus vs. Quiet space


Trends

Infantilisation of space

Copycat architecture

Property with venture capital investment

Lease tension & investment returns

Speculation


Trends: future

Wellness

Digital interface/app

Networking

Pre-fibred buildings

Social curation – ecosystem in a box


Does your company see new technology start-ups as…?

• Disruptors in your market place

• Enablers to your own transformation

• Both of the above

• Neither / do not know

SAPTARSHI ROUTHSenior Director & Digital Business Practice Leader for Manufacturing & Retail EMEA

Digital Workplace: Gartner View

This presentation, including any supporting materials, is owned by Gartner, Inc. and/or its affiliates and is for the sole use of the intended Gartner audience or other intended recipients. This presentation may contain information that is confidential, proprietary or otherwise legally protected, and it may not be further copied, distributed or publicly displayed without the express written permission of Gartner, Inc. or its affiliates. © 2016 Gartner, Inc. and/or its affiliates. All rights reserved.

Building a Digital Workplace Strategy

Saptarshi Routh, Sr. Director – Digital Business Practice Leader

33 © 2016 Gartner, Inc. and/or its affiliates. All rights reserved.

“We cannot solve our problems with the same thinking we used when we

created them"


The Journey Onward — to Digital Business

Traditional Business

Goes Online

EDIBI

Portals

E-business

CRMWeb

Web

Static Web Presence

Pre Web

Traditional Business

ERPCRM

Analog

Focus

Entities

Technologies

People People Business People Business

MobileBig dataSocial

D-marketing

Going to the

Customers

People Business

Post Nexus

BlurringPhysical &

Digital

Sensors3D printing

Smart Machines

D-business




Digital Business is changing “business” , and how business is conducted

Digital Business changes how an organization integrates with suppliers, customers, partners, and the public.

Building upon the business moment, the organization will become bi-modal in the

relationships and technology.Digital Business is changing the very nature of work, forcing new engagement models for employees, and

reimagining the workplace.


Major workplace changes are happening, driving the pivot to a digital workplace

From 2002 to 2015,the importance ofteam-oriented outputgrew from 20% to 50%

60% of jobsare nonroutine,up from 40% in 1975

Millennials are 75% ofworkforce in 2025

Telecommuting has risen79% between 2005and 2014

Structured processes are no longer the primary way work is organised

Younger workers are mobile, visual and social

Employee value shiftsfrom individuals to teams

Work teams are increasingly virtualisedand span organisations


Introducing Carlos, One of Our Digital Workplace Personas

Works at: MissionX Corp.

Job: Partner Relationship Manager

Age: 29

Family: Two Kids at Home

Education: B.A., Political Science


Carlos Is Digitally Literate …

Embraces device diversity

Hungers for new apps

Excels at information discovery

Self-support is the norm

Naturally social online

Technology evangelist


Carlos Brings His Own Apps to Work …

Book flight Book lodgingCreate, share

itinerary

Navigatetraffic

Flight alerts

Speak thelanguage

Share theexperience

Communicatewith family


What Does the Business Want From Carlos?

Productive collaboration across far-flung groups

Focus on innovation

Data-driven decisions

Transparency in work processes

Customer centricity

Digital dexterity


What Does Carlos Want From the Business?

Easy access to relevant content and data

Tablets, Macs and smartphones

Apps, not applications

Rich suite of collaboration tools

Engaged IT support

Digitally literate leadership


What Traditional IT (Thinks It) Knows About Carlos

Standard build.20% mobile use, email only.20% content creation.50% of time spent in CRM/PRM applications.

Photo on File


Digital Workplace Transforms the IT Charter

Innovative role for IT organization Innovative role for IT organization

Work StylesDigital Dexterity High-Impact Performance

Business Outcomes

Secure and StableBusinessSystems

Digital WorkplaceProgram

Employee Focus Enterprise FocusExpands


Nearly 3 out of 4 organizations are either creating or have already implemented a digital workplace program

Gartner findings from Digital Workplace Adoption Survey shows 72% of organizations are in progress of adopting a Digital Workplace program

Manufacturing19%

Services15%

Government8%

Banking11%

Insurance7%

Healthcare6%

Utilities5%

Sample composition45%

27%26%

1%0%10%20%30%40%50%

We have aprogram in

place

We arecurrently

creating aprogram

No programin place, butinterest isgrowing

No programin place andno interest increating one

Digital Workplace Adoption

N= 490

Does your organization have a digital workplace program, planned or underway, designed to increase collaboration and knowledge sharing among employees?


How Are Organizations Responding to the Need for Digital Workplace Initiatives?

Reactive Exploratory Emerging Integrative Optimizing

DoingNothing

DoingSomething

Unknowingly

Specific DWProjects, but

Disconnected

DW Run as a Portfolio of Services

EnterprisewideStrategy

Treated asPervasive


Project Approach

,


DoingNothing

DoingSomething

Unknowingly


Disconnected



Treated asPervasive

The project approach targets technology initiatives that create employee agility through a more consumerized approach.


Project Approach

Project-Based Approach

Redesigning the corporate intranet

Migrating to a cloud office platform such asOffice 365 or Google Apps for Work

Deploying mobile enterprise filesynchronization and sharing

Facilitation of video-based informationdelivery and creation

Using all the tricks from the best consumer-facing websites

Access to many new innovative workgroup tools, often originally found on the consumer side

Meets growing preference forconsumer video — first preference

Meeting demand for easy sharingand mobile access


Portfolio Approach


DoingNothing

DoingSomething

Unknowingly


Disconnected



Treated asPervasive

The portfolio approach creates a persistent and reusable suite of digital workplace skills, tools and services that can be applied to many different business situations.


Portfolio Approach

Portfolio-Based Approach

Developing a rich capability in mobile appdevelopment and delivery

Exploiting user experience design, personasand journey maps for application development

Encouraging and facilitating citizendevelopment and citizen integration

A more employee-friendly IT serviceoperation, offering community support

and genius bars

Meets consumer preferencefor mobile first

Borrowing consumer-facing application development tricks

Support the way employees want it, not how the IT group wants it

Tapping into growing employee technology competencies


Pervasive Approach


DoingNothing

DoingSomething

Unknowingly


Disconnected

DW Run as a Portfolioof Services


Treated asPervasive

The pervasive approach represents a wholesale commitment to the digital workplace. It focuses on alignment with HR and on culture change.


Pervasive Approach

Pervasive-Based Approach

A productive approach toexploiting shadow IT activities

Greater use ofembedded IT personnel

A close IT/HR partnership to focus onengagement programs, changing demographics,skills, globalization and organizational structure

Work with facilities/spacemanagement on physical office space

Embracing, rather than fighting, a growing trend

Promoting greater alignment ofbusiness and technology

The physical workplace advances many digital workplace goals

The common goal is boosting workforce agility to drive growth


The Three Stages and Three Execution Methods of a Digital Workplace

The pervasive approach represents awholesale commitment to the digitalworkplace. It focuses on alignment

with HR and on culture change.

The project approach targets technologyinitiatives that create employee

agility through a more consumerized approach.

Pervasive

Project

The portfolio approach creates a persistent and reusable suite of digital

workplace skills, tools and servicesapplied to many different business situations.

Portfolio

Botto

m-U

p

Top-

Dow

n

ByMultidisciplinary

Team

By IT RoleBy IT Project


Vision & Goals to Requirements to Roadmap & Plans

Initial project tasks identify the necessary functions and requirements of the new workplace and the way people

work.

The way people work is segregated into personas to plan and select the types of End User Platforms (and policies)

best suited for the user and enterprise.

End User Platform choices are categorized and offered to users based upon their

Personas

Other “enabling technologies” are architected to ensure a seamless environment allowing the end

user to work (officially) “anywhere, anytime, and with any (approved) device.”

Roadmaps and Implementation plans to close gaps in capabilities needed in the

transformation to a Digital Workplace


Begin with YOUR company's end in mind. Find and embrace a major compelling event as a catalyst for your

digital workplace. Document and validate stakeholder expectations for strategy and roadmaps:

– Warning: If only IT is building the roadmap, you've only just begun.

Challenge yourself. A great roadmap is:– Visionary.

– Actionable.

– Defines evaluation points and measurements.

– Gives direction, but leaves room for changes.

Recommendations


ResearchIndustry’s largest database

113,760 documents across 1,253 technology and business topics

Advisory ServicesUnique client perspective

1,000 analysts conduct 215,000 one-to-one client interactions annually

ConsultingResults on initiatives

3,200 custom engagements a year fueled by 5,000 benchmarks

EventsNetworking with peers

50,000 professionals a year attend 60+ worldwide events

Gartner brings unique scale and global IT perspective to your business problems Clients in 10,000 distinct enterprises across 90 countries

eBay and Paypal Case StudyDERRICK BOCK Head of Workplace Strategy,Germany, Cushman & Wakefield


Connected commerce

CONNECTED COMMERCECreating more opportunity together eBay Inc. is a global

commerce platform and payments leader

PayPal offers flexible and innovative payment solutions for consumers and merchants of all sizes

eBay delivers one of the world's largest online marketplaces to customers via any connected device, connecting people with the things they need and love

eBay Enterprise helps companies of all sizes drive commerce growth – delivering exceptional, engaging shopping experiences online and offline


EBAY HELPS YOU EASILY

DISCOVER, CONNECT WITH, and ENJOY

THE THINGS THAT MATTER TO YOU


Our brand positioning and pillars

BRAND POSITIONINGeBay helps you discover, connect with, and enjoy the things that matter to you

eBay creates tailored shopping experiences designed for your needs, with relevant and curated selection that feels personalized. eBay gives you amazing tools that help you find the things that fit your life, and the expertise to get the most out of what you own and sell.

PersonalisationeBay knows you

eBay seamlessly connects you to a world of great finds, great deals and a growing number of great brands from around the corner and around the world… …and to information and inspiration from the sellers, users, and friends who share your passions and beliefs.

ConnectioneBay makes meaningful connections

Because eBay is with you where ever you go we make your moments of inspiration instantly shop-able. eBay helps you explore and discover new things every day. The things you find and share on eBay help you express your unique style and identity.

EngagementeBay fuels your interests

POWER PILLARS


Brand personalities

CONNECTED TO EACH OTHER

HUMAN

TRUSTED

INNOVATE

SMART

DRIVEN

APPROACHABLE

INSPIRING

IMAGINATIVE

SMART

DYNAMIC


Connecting

ETHOSWhy?

• Shared purpose: Why we are here!• Commitments: Compete, Execute, Innovate, Enable, Create• Behaviours: Simplify, Debate Decide + Deliver, Empathy, Honesty,

Do the right thing, Sharing, Trust

CUSTOMERWho?

• Knowledge workers• Technologists• Customer support agents• Flexible Workforce: 2Connect

ZONESWhat?

Base, Creativity, Recovery, Focus, Social Networking, Formal Presentation, Wellbeing

SOCIAL SCALEWhere?

• The Grid: The module• Working Networks: myHome, myNeighborhood, myCommunity,

myWorld


eBay KNOWS YOUWhy do we come to the office, what do we do and need when we are there?

Activity based working

FOCUS [Ranging from small booths where people can absorb themselves in focused work, to a stimulating space where they can research and learn.]

BASE [A place to call home, not necessarily a desk but could be as simple as a locker.]

SOCIAL NETWORKING [Where people can gather to hold informal meetings and exchange ideas in a relaxed state. ]

FORMAL PRESENTATION [The familiar space for hosting formally chaired meetings.]

CREATIVITY [Where people can contextualize problems and expand their thinking.]

WELL BEING[We have an energy curve that runs throughout the day – different spaces encourage us to maximize our natural energy cycle.]

RECOVERY: BUILDING THE WAVE [ A quiet, low-light area where people can close their eyes in comfort for 5-15 minutes without anxiety.]


DEFINING THE NETWORKSWPe has established that eBay’s working society can be defined by four working networks open to all employees. These networks have different proportions or scales.

Social scale/where?

myCOMMUNITY[The shared resources in a building which all departments use. This working network is on a company scale.]

myHOME[A personal space, a desk, a seat, ... Any place for a person to work anywhere in their department. This working network is on a team scale.]

myNEIGHBOURHOOD [A shared space between adjoining departments where resources are pooled. This working network is on an inter-departmental scale.]

myWORLD[The shared resources throughout Europe and the world. This working network is on an inter-company scale.]


Design thinking process

EVOLUTION:The process of change, over time, by natural selection.

UNDERSTAND OBSERVE POINT OF VIEW IDEATE PROTOTYPE TEST


Workplace evolution

WORKSPACE AS A REFLECTION OF THE BRAND


Unique vision

Surprise and delight

Imagining new possibilities

IMAGINATIVEhaving or showing creativity or inventiveness

Brand personalities


Making your life better

Promoting self-expression

Sparking discovery

INSPIRINGcreate (a feeling, especially a positive one) in a person:


APPROACHABLEable to be reached from a particular direction or by a particular means:

Empathetic and helpful

Friendly tailored service

Embracing diversity


Perceptive and thoughtful

Intuitive experiences

Elegantsolutions

SMARTattractively neat and stylish, bright and fresh in appearance, fashionable and upmarket:


Refreshing ourselves everyminute

Staying current

A vibrant and growingcommunity

DYNAMICcharacterized by constant change, activity, or progress, positive in attitude and full of energy and new ideas:


?Q&A


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