© 2012 IBM Corporation

Smarter Workplace of the FutureOverview and Outlook

Stephan Beck, Budapest November 15th, 2012

© 2012 IBM Corporation2

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

© 2012 IBM Corporation

Megatrends

Society

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

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

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

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Megatrends

Society

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• New workplace concepts.• New worktime models.

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

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

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MegatrendMobile 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.

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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

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MegatrendMobile

• 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.

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

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MegatrendDiversity 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.

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MegatrendIncrease of new Communication Channels

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

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

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Who are this users?

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

Digital Natives

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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/

Key sources of sustained economic valueHuman capital

Customer relationshipsProducts / services innovation

Brand(s)

Business model innovation

Technology

Partnership networks

Data access / data-driven insights

R&D, intellectual property

Price / revenue innovation

Assets (physical, infrastructure)

Corporate social responsibility

Access to raw materials

71%

66%

52%

43%

33%

30%

28%

25%

22%

19%

15%

13%

8%

IBM CEO Study 2012Key sources of sustained economic value

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The nature of work is changing

• Lifelong Employer• 9 to 5 fixed office hours• Office is primary workplace• Focus on Business and Career

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• Temporary contracts & crowd sourcing• Flexible working hours• Home office & remote work• Private Lifevs.

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E-mail vs. facebook

• Traditional Users primarily use E-Mail• Social Networks are only used by 29%

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• The digital natives use 76% networks• E-mail is out, Sharing is in.• Messaging is in.• They are driving Social Networking into

the Enterprise!vs.

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Technology is dramatically changing the way we live

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People are empowered like never before

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The disruptions leading to Social Business & SocialStudent

Analytics Cloud Social Mobility Global

Security

Global Markets

Cloud

Analytics / Big Data

Social PersonalSocial

Business

Mobile Enterprise

growth!

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IBM Connections @

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And across devices

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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

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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

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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

95% of standout organizations will focus more on “getting closer to the customer” over the next 5 years.

– IBM CEO Study 2010

Standout organizations are 57% more likely to allow their people to use social and collaborative tools.

– IBM CHRO Study 2010

Why Social Business is important...

69% of respondents report measurable business benefits from Web 2.0 tools, including better access to knowledge, lower costs of doing business, and higher revenues.

– McKinsey Global Survey 2009

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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.

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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.

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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

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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.

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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

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

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A new way of workingInsights from global leaders

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

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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.

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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.

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How will Organizations change?

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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

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The Digital IBMer Hub

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LinkedIn as HR Tool

35Source: http://www.linkedin.com/groups/IBM-Marketing-Romania-4548971?gid=4548971&trk=hb_side_g

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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.

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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, simplifiedSo 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... 38

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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

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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.

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Links

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

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Links

• IBM Social Businesswww.ibm.com/social-business/

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Links

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

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Links

• IBM Smart Workwww.ibm.com/smartwork

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Links

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

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Links

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

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Me

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

https://twitter.com/derstephanbeck

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

http://de.slideshare.net/silversurfer12

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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 or implied. In addition, this information is based on IBM’s current product plans and strategy, which are subject to change by IBM 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 governing the use of IBM software.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 discretion based on market opportunities or other factors, and are not intended to be a commitment to future product or feature availability in any way. Nothing contained in these materials is intended to, nor shall have the effect of, stating or implying that any activities undertaken by you will result in any specific sales, revenue growth or other results. Performance is based on measurements and projections using standard IBM benchmarks in a controlled environment. The actual throughput or performance that any user will experience will vary depending upon many factors, including considerations such as the amount of multiprogramming in the user's job stream, the I/O configuration, the storage configuration, and the workload processed. 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 may have achieved. Actual environmental costs and performance characteristics may vary by customer.IBM, the IBM logo, Lotus, Lotus Notes, Notes, Domino, Quickr, Sametime, WebSphere, UC2, PartnerWorld and Lotusphere are trademarks of International Business Machines Corporation in the United States, other countries, or both. Unyte is a trademark of WebDialogs, Inc., in the United States, other countries, or both.Adobe, the Adobe logo, PostScript, and the PostScript logo are either registered trademarks or trademarks of Adobe Systems Incorporated in the United States, and/or other countries.Java and all Java-based trademarks are trademarks of Sun Microsystems, Inc. in the United States, other countries, or both.Microsoft and Windows are trademarks of Microsoft Corporation in the United States, other countries, or both.Intel, Intel Centrino, Celeron, Intel Xeon, Intel SpeedStep, Itanium, and Pentium are trademarks or registered trademarks of Intel Corporation or its subsidiaries in the United States and other countries.UNIX is a registered trademark of The Open Group in the United States and other countries.Linux is a registered trademark of Linus Torvalds in the United States, other countries, or both. Other company, product, or service names may be trademarks or service marks of others.