The Working Parent's Guide to Working from Home (or Anywhere Else)
Anywhere Working Perspectives
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Transcript of Anywhere Working Perspectives
Anywhere Working PerspectivesAlan Dormer | Research LeaderNovember 2013
DIGITAL PRODUCTIVITY AND SERVICES FLAGSHIP
Digital Productivity and Services Flagship
• CSIRO’s 10th Flagship• A $4B research initiative • Approx 150 staff
Grow productivity in Australia
through frontier services
innovation
develop & deliver more
efficient & innovative services
unlock the value of broadband
communications
improve people’s health,
wellbeing & prosperity
create more than $4B p.a. in added value for the Australian
economy
Flagship goal
Why do we need this Flagship?
• To tackle a national priority: productivity• Services sector represents approx 80% of Australia’s GDP
Digital Productivity & Services Flagship
Help business and government deliver new, faster, better services:• Efficiently and effectively• Doing old things in new ways• Doing new things in completely new ways
About the Government and Commercial Services ThemeGoal: Transforming the productivity of Australia’s government and
commercial services by delivering innovative and insight, better decisions and data, creating net benefit of more than $1.4B per annum.
What we do
• Evidence based policy and decision support
• Service delivery transformation
• Customer centric services
Capabilities Research Interests
Capabilities and Research
Design of Experiment
Statistical Analysis
Modelling
Social Science
Economics
Behavioural Science
Measuring Innovation
Urban Liveability
Quality of Life
Productivity Measurement
Anywhere Working
The Business Case for AW
• Productivity•Efficiency•Participation
• Work/life balance
• Urban congestion
Challenges
• Type of work: type of worker
• Isolation
• Not being noticed
• Management anxiety
• Innovation/problem solving
Anywhere Working
RECENT STUDY:
13% productivity gain
22% cost reduction
Presentation title | Presenter name
What’s Stopping Us
• Business Case•How much? How soon? How sure?
• Priority•ROI & absolute gain•Competing initiatives
• Management quality•Bandwidth/Mindshare•Imagination
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Presentation title | Presenter name
Australian Management
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Individual Motivation
• Lifestyle• Flexibility
• Inertia• Value of time• Opportunity cost• Conformity
Measuring Quality of Life
Accommodation security
Personal security
Mental health
Physical health
Personal relationships
Social inclusion
Employability
Education and skills
Socially cohesion
Quality of life =
Digital Strategy
Teleworking—by 2020, Australia will have doubled its level of telework to at least 12 per cent of Australian employees.
Coalition PolicyThe (12%) goal is misleading and irrelevant: The alleged starting point of 6 per cent is seven years old. It dates
from the 2006 ABS Time Use Survey (no longer collected). The only ABS survey of telework was in 2001 for the NSW
Government and showed 8 per cent of employees used telework. 29
Transport NSW also estimated 8 per cent teleworking in 2009. 30
According to the US Bureau of Labor Statistics, 23 per cent of US workers worked from home at least part of the time in 2013. 31
Most informal estimates suggest the 2020 objective for Australia has been reached – this should be confirmed by survey data.
29 ABS 1373.1, Oct 2001: http://www.abs.gov.au/ausstats/[email protected]/mf/1373.1 30 See: http://www.atrf.info/papers/2011/2011_Corpuz.pdf 31 See United State Bureau of Labor Statistics, Available: http://www.bls.gov/news.release/atus.nr0.htm
Big Data and Beyond
• Analytics
• Who? How many?
• Psychology
• Why?
• Behavioural Science
• Strategies to promote change
Major objective to support Service Delivery Reform
Dept Human Services (DHS) Alliance
• “…making customers' dealings with government simpler and more efficient, using modern technologies to trip out unnecessary contracts and providing easier pathways to services”*
• “...streamline services and reduce red tape - for example, making improvements to the website so that customers have more options to carry out their business online”*
• *Centrelink Annual Report
Centrelink Service Delivery Reform
DHS Alliance
Greater productivity throughTask reductionBetter outcomes
Reduce Cost of Routine Customer InteractionsTailored information deliverySelf help in on-line communitiesImprove communicationsMigrate more transactions to website
Reduce cost of routine
customer interaction
More staff available
making more effective
interventions
Better outcomes and
lower staff costs
More Effective InterventionsCustomers needs analysisMeasuring outcomesTreatment response modelling
Service Delivery Reform$1.4Bn investment$200M annual savings
• Connected staff
• Connected customers
• Distributed teams
• Focus on outcomes
Future Service Delivery
Future Service Delivery
NGB Impact
• ACBI – Australian Centre for BroadBand Innovation
• Impact Evaluation Project– Benefits to society– Benefits to economy
• Research– Consumer survey– SME’s– Expert panel– Economic analysis
The information age could shift literally millions of jobs out of the factories and offices, into which the Industrial Revolution had swept them, right back to where they came from originally: the home
Alvin Toffler, The Third Wave (1980)
The Future
Presentation title | Presenter name | Page 25
Millions of journeymen knowledge workers, working from home or with their customers, bidding for work over the Internet with organisations all over the world. It is easy to imagine how this intense level of competition will drive relentless, rapid innovation, out of sheer necessity and natural selection
For example:
Freelancer.com.au
The Future
Presentation title | Presenter name | Page 26
• Benefits
–productivity and work/life balance
• Challenges
–management
• Externalities
AnyWhere Working Potential
DIGITAL PRODUCTIVITY AND SERVICES FLAGSHIP
Thank youAlan DormerGovernment and Commercial Services Themee [email protected]