eBook Future Of Work 2016

8/19/2019 eBook Future Of Work 2016

1/38

THE FUTURE OF WORKIN THE INFORMATION AGE

10 KEY TRENDS TO WATCH IN 2016AND BEYOND


2/38

INFORMATION

MANAGEMENT

INTELLIGENTASSISTANTS

02AUTOMATION

01VIRTUALREALITY

03WEARABLES

04

THE NEWCIO

09CYBERSECURITY

10EVOLUTION OFINTERNAL

COMMS

08

TECH &INNOVATION

INFORMATION

MANAGEMENT

EMPLOYEESTRENGTH

05GIG

ECONOMY

06NEW

WORK-LIFEBALANCE

07 GENERATIONALSHIFT


3/38

FOREWORD

Productivity, innovation and collaboration – these are the essential foundations needed for an organisation to succeed, and survive, in themarket of the future.

The combined inuence of new technologies, new generations with their refreshing attitudes to more traditional workplace ways, and anabundance of data on our behaviour has, and continues to shape and reimagine the way we work and live.

Just 15 years ago, a future where executives accessed the latest company information on their phone, collaborated with colleagueswithout leaving their desk, and held meetings with staff in other continents with video conferencing, would have seemed radical.Today, these behaviours are the norm. Today, these changes are only the beginning.

To help prepare for the next phase, we’ve examined ten key trends in workplace culture and outlined how they can help you and your teamin the years to come.

Jack & Lloyd

Skim.it co-founders


4/38

TECH &

01-04

INNOVATION

TECH & INNOVATION


5/38

01AUTOMATION

F u n d i n g

0

50

100

150

200

250

$300million

Year

2010 2011 2012 2013 2014

Data:CB Insights

Total venture capital money for pure AI startups, by year

The coming together of what were – until recently – isolatedtechnologies mean we now stand on the verge of anunprecedented revolution that will transform business operations.

A perfect storm of technological innovations have combined toaccelerate a shift towards automation in the workplace.

Ever-increasing computer processing power anddecreasing cost of data storage

Advances and investment in Articial Intelligence.Illustrated by gure 1.

Improved Big Data analysis, largely due to developmentsin Machine Learning

The Internet of Things

Figure 1. Startup Investment

AUTOMATION


6/38

McKinsey & Company 2015

The arrival of AI powered automation in the workplace isinevitable. However, just how it will impact the employmentlandscape of the future is the source of much debate.

Argument 1:

Displacement of workers from automation isalready happening and about to get much worse.

Argument 2:

Advances in automation will change jobs, butwon't reduce them.

Pew Research Centre, 2014

When examined in isolation, any technological advance can beeither positive or negative for employment. The outcome ultimatelydepends upon the social and political apparatus within which thetechnology operates.

Given the above and the absence of a denitive view on the

pace of transformation in the workplace resulting fromautomation, it is advisable that, at this point, a short term view ofits impact should be taken. Therefore over the next ten to 15years focus will likely be on the automation of tasks rather thanentire jobs.

Knowledge work automation will be the most

signicant disruptive technology to inuence the

world over the next 10 years, second only to theaddition of 2 – 3 billion new mobile internet

users by 2025.

M o b i l e

I n t e r n e t o f T h i n g s

A u t o m a t i o n o f k n o w l e d g e w

o r k

C l o u d

A d v a n c e d R o b o t i c s

A d v a n c e d V e h i c l e s

G e n o m i c s

E n e r g y S t o r a g e

3 D

P r i n t i n g

A d M a t e r i a l s

Fig.2 DisruptiveTechnologies

AUTOMATION


7/38

AUTOMATION

Examples

Identifying leads, sending prospective emails, sending follow upemails, arranging meetings and gathering info on the prospect.Recognise this process? Correct – it's sales. Another area ripefor automation.

Consider the common issue of arranging meetings. A greatdeal of time is wasted sending email messages back-and-forthtrying to arrange a date, time and place that works for all partiesinvolved.

Instead, automation tools such as X.AI and Clara Labs, whencopied into any email, use AI to understand your availabilityand preferences to then schedule meetings on your behalf.All you have to do is turn up!

Automation of tasks can empower employees, teams andorganisations, eliminating tedious and time-consumingjobs, driving increases in productivity the likes of which

the business world has never before seen.

Many ground breaking companies are using AI poweredautomation – specically Machine Learning – to revolutionizetheir use of data. AI can extract patterns and relationships fromhuge volumes of data, providing data scientists with theknowledge of where to focus their work.

Humans can typically create one or two (data

analysis) models a week; machine learning can

now create thousands of models a week

Thomas H Davenport, 2014Author of Big Data@Work and Senior Advisor to Deloitte

AUTOMATION


8/38

AUTOMATION

KEY TAKEAWAYS

Intelligent automation isn’t an option, it’s mandatory. The question is

whether you have the capabilities to not just use it, but also implement it

across every aspect of your organisation and maximise the benets.

Accenture, 2015

Begin identifying the areas and processes where investment in automation would be benecial,

eg. labour-intensive processes, repetitive mundane tasks, or data-heavy applications.

Keep an eye on the speed and direction automation is taking across industries.

Develop a plan to build, buy and/or support your automation capabilities.

Continually build understanding on the implications automation could have on your employees –specically for their skill development. A 'people rst' approach is key to automation success.


9/38

02INTELLIGENT

ASSISTANTS

INTELLIGENT ASSISTANTS

An intelligent assistant, IA, will notify you of the need to leavefor your morning meeting (accessing your calendar, GPS, andtrafc info). On your way the IA will serve you the agenda, alongwith the latest content/news relevant to your meeting. During themeeting any important voicemails you receive will be transcribedby the IA into text to be read on your device.

During your meeting the IA would have also scheduled furthermeetings, and notied your colleagues of your imminentreturn. When back in the ofce your IA updates you onprogress, important company news, and who's available inthe workplace to collaborate with.

While the daily workow described on the left is not yet mainstream,it is very much in development.

[IPsoft’s Amelia], a ‘virtual service-desk employee’that learns on the job and can reply to email,

answer phone calls and hold conversations, is

being tested by several multinationals.

The Economist, 2015


10/38

Of UK smart phone users say theyare ready to integrate IAs into

their everyday work lives

Intel 2015


The development of IAs in the consumer world is very much infull swing. Apple has Siri, Microsoft has Cortana, Google hasGoogle Now, and Facebook has Facebook M.

The IA race is the one that all of the big tech players are tryingto win.

Why is this race so important?

Well, because the big players are betting on the ultimate version ofan IA being the sole way we all interact with the digital world.

Gone will be standalone apps and web pages; instead everythingwill be connected – Internet of Everything – and plug-in to a singleinterface - the IA.



62%


11/38


KEY TAKEAWAYS

We're not quite in the world of I,Robot just yet. However IAs lookset to be the future of intelligent automation.

IAs will take the form of sophisticated decision awaresoftware that will sit on our smart devices .

Mark Armstrong, 2015 VP Progress Software

Therefore, based on a user's smart device interactions, alongwith an ecosystem of complex data sets, the IA will learn howto provide a personalised information experience; one thatanticipates employees needs, delivering information andservices when they need it, wherever they are. And doing soseamlessly – without instruction or obtrusion – across all of theirdevices.

While the big tech players are trying to win the IA race, it is arace that has got many years left to run.

The race enterprises should be trying to win is the race to gureout how to best manage and integrate large complex data sets,to ultimately create autonomous decision engines. Innovationand competitiveness are at risk for those who simply wait for thearrival of an all-encompassing enterprise IA.


12/38

03VIRTUAL REALITY

VIRTUAL REALITY

Virtual Reality (VR) technologies, such as Oculus Rift, blend thephysical world with the virtual. So much so that users becomeimmersed in an environment that feels real. It is a technologythat offers huge opportunities in the workplace.

Examples of the use of VR in the workplace include:

Teleportation/VR conference calls: VR will allow people, whocould be thousands of miles apart, to inhabit the same virtualenvironment together. Also, developments in mapping usersfacial expressions onto human avatars looks set to create moreconvincing virtual social interactions.

Training: Virtual situations could be created that are moreengaging and cost effective. Dangerous environments couldbe replicated for employees to develop their skills within; andaccess to teachers and conferences, for multiple workers,would be possible.

Data: VR could deliver data that you can visualise andmanipulate in 3D, with co-workers from around the world– improving collaboration, efciency and innovation.

The feeling of being in a relevant location amongst colleagues willimprove the connectedness and engagement of remote workers –helping to take virtual working and collaboration to the next level.

Immersive technologies therefore appear to be the next logicalstep on from current workplace mobility. Particularly so givenMark Zuckerberg (who acquired Oculus Rift for $2bn) is a fan.

Immersive virtual and augmented reality will become a part

of people’s everyday life.

Mark Zuckerberg, 2015

KEY TAKEAWAYS


13/38

04WEARABLES

WEARABLES

Organisations should start identifying the tasks and processes thatrequire brief employee interactions or could be improved if theemployees were hands free.

Avoid creating apps just for the sake of it. An app must help toincrease employee engagement, productivity, or operationalefciency.

KEY TAKEAWAYS

Smart glasses – eg Glass at Work; which is Google Glass forthe enterprise – allow users to interact with or record informationhands-free, offering clear safety and productivity benets.

Smart Watches – eg Apple Watch – allow for improvedltering of information. An employee can ensure they onlyreceive notications when the information really concerns themand with a single glance can make decisions and take actions

in a seamless, unobtrusive manner. Tracking project progress,receiving key updates from their community, or getting thelatest sales gures, just some of the features leading smartwatch apps, such as SalesForce are focussing on.

Trackers allow organisations to monitor employee activity,whether for wellness, location or security.

Organisations need to begin planning for the end-user demand ofwearables in the workplace.

94% of professionals that own or plan to purchase a

wearable device want to use it for work

Mobile Iron, 2015


14/38

GENERATIONAL

SHIFT05-07


15/38

05EMPLOYEE STRENGTH

EMPLOYEE STRENGTH

The millennial generation, born between 1980 and

2000 now entering employment in vast numbers, will

shape the world of work for years to come. Attracting

the best of these millennial workers is critical to the

future of your business. Their career aspirations,attitudes about work, and knowledge of new

technologies will dene the culture of the 21st

century workplace.

Respondents to the survey also stated that the most-often namedroot cause of talent and skills shortages is generational:

Newer generations are less interested in traditional roles and seethemselves as free agents (trend 6).

The scarcity of people with skills required for emerging rolesis perceived as the most critical market shortage.

Millennials at work – reshaping the workplacePWC, 2012

In KPMG's Global 2014 HR Centre of Excellence Survey, themajority of respondents agreed that there is a new war for talent,and this war is different from those of the past.


16/38

EMPLOYEE STRENGTH

Employees are also displaying signs of strength from withinthe organisation.

Knowledge workers (KWs) have been largely responsible fordriving the digital transformation of the workplace, to satisfy theirneed for improving collaboration, innovation and mobility,ultimately to access and manage information better, so they cando their job more productively.

Cisco, 2013

KWs desire to share information freely within an organisation hasalso forced many organisations to do away with traditional‘command and control’ hierarchical structures, resulting withmany organisations now operating at, open structures.

Way back in 1992, in an Essay for Harvard Business Review, PeterDrucker declared that:

Increasing the productivity of knowledge workers

was the most important contribution management

needs to make in the 21st century.

Yet, more than 20 years later, it can be said that management hasplayed a very small role in helping increase the productivity of KWs.KWs' strength alone has been the biggest driver of change.

EMPLOYEE STRENGTH


17/38

Organisations can also use the strength of employees to their

own advantage by investing more heavily in employeeadvocacy programs.

Employee advocacy programs allow organisations to takeadvantage of their employees' own networks, allowing companycontent to reach a larger audience with a greater inuence.

However, the days of organisations simply telling employees toshare a certain piece of content, to best shape the public viewsof the company, look to be over.

Employees will become a lot more involved in the process, by notonly identifying the types of content they and other employeesshould be sharing, but by also creating their own content for theorganisation to share too.

It means both the employee and the organisation will beadvocating for each other. A win-win situation.

Not only does this help to create an authentic view of the

organisation, but it helps build the brand of each employee –something that is important for workers in the gig economy(trend 6).

Employees continue to be the most credible and

highly trusted sources of company information

EMPLOYEE STRENGTH

Edelman, 2015

EMPLOYEE STRENGTH


18/38

KEY TAKEAWAYS

In order to attract and recruit top talent, organisations will need tostrengthen their employer brand – focussing on the values whichalign with those of potential employees, such as exibility, careerprogression and innovative workplace technologies.

Furthermore, organisations must cultivate the right culture, andfocus on the practice of employee engagement, in order tomaximise the ability and productivity of each employee and to

keep them for as long as possible.

Organisations need to better support the needs of knowledgeworkers by making it easier for them to access information fromall areas of the organisation. Otherwise, innovation and businesssuccess are jeopardised.

Employee advocacy needs to evolve, whereby employees are not

just the sharers but the creators of content too.

EMPLOYEE STRENGTH


19/38

06THE GIG

ECONOMY

THE GIG ECONOMY


20/38

THE GIG ECONOMY

New generations will continue to drive the gig economy. These groupsare motivated by having a sense of purpose and achieving work/lifebalance, something that they believe being their own boss allows themto achieve.

They are also very open to jumping from job to job. The new generationsabsence of loyalty can be seen in gure.3 below, with 44% notexpecting to stay in a job for longer than two years, and only 16% ofmillennials expecting to still be in the same job a decade from now.Therefore even permanent jobs can be viewed as gigs.

The UK freelancers’ association IPSE

said that at the end of 2014 there

were 1.88m independent professionals

working in the UK, a 35 per cent jumpfrom 2008.

Financial Times, 2015

The 2016 Deloitte Millennial Survey

Figure 3. Percentagewho expect to leave inthe next:

THE GIG ECONOMY


21/38

But... the gig economy offers organisations big benets too.

Organisations can be more agile and exible, allowing them to boost or cut theirstafng levels in accordance with changing demand. Simply, talent is moving froma xed cost to a variable cost.

Also a greater pool of talent, and availability of in-demand skills means specialistskills can be accessed and brought in for short-term projects easily and costeffectively.

The gig economy is also being fuelled by technology platforms, such asUpwork and Pronder that allow freelancers and employers to more easilyconnect with one another.

Rich collaborative tools such as Slack , and productivity apps such as Trello are also making it far easier for freelancers to work remotely andcollaboratively with organisations.

Entrepreen

Although not all of the UK’s self

employed and micro businesses

will require coworking space, these

groups incorporate millions of

people and the scale of their growthmeans many of them will contribute

to future demand for more exible

working environments.

The Coworking Revolution, 2015

Coworking spaces and work friendlycoffee shops have also assisted the gigeconomy.

THE GIG ECONOMY

THE GIG ECONOMY


22/38

While entrepreneurs create and start businesses, intrapreneursbuild, grow and sustain businesses. Intrapreneurs can help largeorganisations keep up with the fast pace of new market

opportunities, by adopting a startup mentality.

Yet amazingly, many large organisations still fail to recognise theimportance of intrapreneurship, instead simply letting it go quietlyunnoticed behind the scenes, without any structure in place tosupport it.

Consequently this ‘corporate way of doing things’ means manyinnovative, entrepreneurial employees are left feeling frustrated.As a result, top talent is leaving large organisations to either work

on their own projects or to join start-ups.

Building an intraprenuerial culture in 2016 is vital, for two keyreasons:

1. Innovation is now the most important factor for business growth

and success. Intrapreneurs are those who drive innovation withinan organisation.

2. Organisations risk not only losing top innovative talent, but failingto attract it too.

Intrapreneurship provides the platform on which

innovation can be built and developed –

achieved through the idea of employees acting

like entrepreneurs INSIDE of a large organisation.

THE GIG ECONOMY

Even full time employees are looking to satisfy their need for gigwork, by undertaking projects at work that are outside of theirdaily duties – known as intrapreneurship:

Deloitte Digital, 2015

THE GIG ECONOMY


23/38

Organisations must attract freelancers in order to compete.

Organisations not only need to make themselves more attractiveto freelance talent, but they need to ensure that they have theright tools and processes in place to efciently manage the newfreelance ways of working.

A long-standing bargain made between employees andemployers is how:

Employees gave loyalty and theorganisation gave security

Daniel Pink,

What motivates us at work , 2012

It’s an arrangement that perhaps looks set to be absent from thefuture of work, as freelancing looks set to increase in popularityfor individuals and organisations alike.

KEY TAKEAWAYS


24/38

07NEW

WORK-LIFEBALANCE

The future of the working world is not striving for work-life balance.Instead, integrating work into your life, and life into your work, isthe answer.

Today’s organisations need to give their employees the ability towork where, when, and how they want. Doing so will not only giveemployees greater personal satisfaction, but also yield higher levelsof productivity too.

Work-life balance is out, work-life integration is in.

KEY TAKEAWAYS

There was a time when the boundaries between work and home lifewere pretty clear. Today, keeping the two completely separate inorder to maintain a clear work-life balance is not easy. For most, it'salmost impossible.

Instead of ghting for the separation, Stewart Friedman (The formerhead of Ford Motor’s Leadership Development Centre) believeseveryone should:

Integrate the different parts of their lives to

reinforce and enhance each other


25/38

INFORMATION

08-10

MANAGEMENT


26/38

08EVOLUTION OFINTERNAL COMMS

We are witnessing the rebirth of internal communications.

Moving from purely the communicating of internal

information to shaping the digital experience of work.

Digital Workplace Group, 2015

The arrival of new generations and new technologies into the workplaceis changing the way everyone works with each other. And it is falling uponthe IC function to act as the support structure for many of theorganisations new working requirements.

In short, IC functions will be those responsible for facilitating all of thedifferent types of digital interactions and conversations in the workplace.Based around three key areas.

EVOLUTION OF INTERNAL COMMS


27/38

1. Collaboration

IC will help employees, managers and teams to improve the way they worktogether, by educating and training them on the best and most appropriatedigital collaboration tools. Vital because:

One such new technology is Slack; an internal messaging app that hasalready earned the title of the 'fastest growing app ever ' (Forbes, 2015).

Social networking and instant messaging apps are becoming the

communication channel of choice due to the way they better replicatenatural ‘in the moment’ conversations, and provide a level of collaboration(sharing/retrieval of knowledge) that email simply can’t match – proving to bethe complete antithesis to email.

160 Average number of emails sent by one worker inone day

2-4 hoursTime spent on email each work day by the

average employee

The Grossman Group, 2012

Improved communication and collaboration through new

social technologies could raise the productivity of

interaction workers by 20 to 25 percent.

McKinsey Global Institute



28/38

2. Information management

IC will continue to create and distribute content, but the way inwhich they do so will be transformed.

Gone will be the days of static Intranets that act as dumpinggrounds for information destined to never be read. Instead theintranet will be revitalised and IC will take advantage of the newdigital channels to repurpose content accordingly – providingemployees with the opportunity to lter information relevant tothem, much like they do in the consumer world when using socialnetworking platforms.

As touched upon within trend 5 – employee strength –organisations need to motivate employees to create their owncontent to be shared in and outside of the workplace and IC willbe responsible for facilitating this process.

The Intranet is set to become the front door into

the wider digital workplace

Paul Miller, 2015



29/38

3. Data analysis

IC will be required to look beyond surveys and questionnaireswhen collecting employee data. Instead focus will be on capturingthe vast array of valuable data that can be found in digitalcommunications, such as within employee communities on socialnetworks. This data can more effectively identify the issues thatemployees are citing as being detrimental or benecial toengagement.

Data analysis can also identify the inuencers who can helpamplify campaign communications.

Identication of those with specic knowledge and expertiseis also crucial in helping to nurture a 'learning organisation' –helping to connect employees with the knowledge and informationthey need.

Crucially, IC will need to measure the success of IC programs andinitiatives, to show leadership how IC is helping to achieve

business goals.

Properly designed and managed social media tools

have great potential to harness the experientialdimension of the workplace to deliver relevant learning

experiences that reect both proven expertise within a

function or industry and timely access to an

organisation’s best thinking, wherever it might be.

Accenture Skills Gap Study, 2015



30/38

KEY TAKEAWAYS

Organisations should undertake an internal communications audit, toreveal the effectiveness of their current IC function, and also to identifythe tools employees may be using that the IC function is not.

Measure, measure, measure. Data is crucial for identifying bestperforming content, channels and employees. And for proving toleadership the effectiveness of the IC function.

IC needs to support the development of community and connection withinthe organisation. Facilitate conversation between employees at every leveland in every part of the organisation, increase learning and informationgathering, and gather business intelligence.


31/38

09THE NEW CIO

46% of CIOs now report to the CEO,

highlighting the increasingly strategic role

that IT plays in the corporate world .

Driving business innovation

Identifying opportunities for competitive differentiation

Developing and rening business strategy

Leading change efforts

Developing new go-to-market strategies and tech

51%

41%37%

35%

33%

Figure.4 The activities CIOs would like to spend more time on in thenext three to ve years.

The state of the CIO, 2016

The state of the CIO, 2016

Digital transformation is a priority for all organisations, withsuccess being:

highly dependent on a close and effective

working relationship between the IT organisation

and the lines of business

IDC, 2015.

Therefore CIOs will take responsibilty for the digitaltransformation, and in doing so will occupy one of the mostcrucial roles in the organisation.

THE NEW CIO


32/38

As was shown in gure.4, CIOs want to move away from ‘managing and maintaining’technology, so that they can free up their time to focus on higher-level strategic work.

To do so, organisations will place more technology in the hands of managed serviceproviders brought in via the cloud.

Service providers will enable Enterprise IT to become more agile, allowing them to keep upto date with business innovation, as they will be free from costly legacy systems – crucialnot just for achieving competitive advantage, but for survival.

Integration of the services across the business will be an important element of the CIO role.The service of IT in an organisation will move from that of being a provider to that ofintegrator – which has lead many to suggest the CIO should now be the:

Chief Integration Ofcer

Deloitte University Press 2015

THE NEW CIO


33/38

Successful CIOs will be those who empower, strategise, facilitateand integrate. Rather than sticking with their traditional approach of‘provide and control’, CIOs will become the enablers of innovationacross the organisation.

CIOs, by working closely with lines of business, should be thoseresponsible for:

Identifying the parts of business that could be transformed by technology

Keeping abreast of emerging technologies that couldaccelerate digital transformation

Managing implementation of the new digital technologies

KEY TAKEAWAYS


34/38

10CYBER

SECURITY

New technologies entering the workplace, often brought in byemployees, offer huge business benets, such as increasesin productivity and mobility. But, for organisations, these can alsorepresent a considerable security risk.

IT departments, software and hardware companies are of coursegiving great attention to solving security problems. Mobile DeviceManagement (MDM) is one such area helping to minimise thesecurity issues that can arise from BYOD.

But, somewhat frustratingly for IT security, is the fact that humanerrors are still the number one cause of data breaches(CompTIA’s Trends in Information Security ). Lost devices, weakpasswords, a lack of digital understanding and a general

carelessness, are cited as some of the key reasons.

KEY TAKEAWAYS

Organisations need to invest in creating a security consciousculture. Security should be ingrained into every aspect of working

life. Cyber security education and training will be crucial in 2016.

Furthermore, organisations need to stay up to date on the latestinnovations in security. Focussing on Wearables (trend 4) andother advanced mobile authentication technologies; eg facialrecognition, ngerprint sensors.


35/38

CONCLUSION

We stand on the verge of the Fourth Industrial Revolution,where only those organisations who build strong capabilitiesin automation, engaging a new generation of workers, andmanaging information effectively, will survive.

Organisations need to act now by making short and long termplans to build the capabilities needed to capture thecompetitive advantages that are available in the future of work.

One last parting piece of advice: 'people rst.' That is theapproach that all organisations should take when planning for

the future.

Cheers

Jack & Lloyd

ABOUT SKIM.IT

Skim.it is a digital tool that allows you to share and manageinformation more efciently. Born out of a frustration of wasting timewhen sharing links and repurposing content.

We use machine learning to transform digital content into adigestible format that is easier to share and consume on all devices.

To nd out even more, and to try Skim.it for yourself, please visitwww.skim.it.

http://skim.it/http://skim.it/http://skim.it/


36/38


37/38

REFERENCES

The future of work: A journey to 2022. 2014.Retrieved at http://www.pwc.co.uk/assets/pdf/future-of-work-report.pdf

What Peter Drucker Knew About 2020. Oct 16 2014.Retrieved at https://hbr.org/2014/10/what-peter-drucker-knew-about-2020

The Future of Business Collaboration. 2015.Retrieved at http://go.pgi.com/genspec-ebook-sc-futrbuscollab-sc891

Internal communications predictions for 2015. Jan 9 2015.Retrieved at https://www.simply-communicate.com/news/2015-predictions/internal-com-munications-predictions-2015

My 10 digital workplace predictions for 2016. Nov 19 2015.Retrieved at http://digitalworkplacegroup.com/2015/11/19/my-10-digital-workplace-pre-dictions-for-2016/

Machine Learning Reveals Employees’ Unrealized Skills. July 7 2014.Retrieved at https://www.enterpriseirregulars.com/75977/machine-learning-reveals-em-ployees-unrealized-skills/

Top 12 Emerging Digital Workplace Technologies. Oct 8 2015.Retrieved at http://www.gartner.com/smarterwithgartner/top-12-emerging-digital-work-place-technologies/

The software secretaries. Sep 12 2015.Retrieved at http://www.economist.com/news/business-and-nance/21664071-technolo-gy-rms-are-competing-become-consumers-personal-secretaries-big-implications

Putting free AI-driven services to work in your business. Sep 1 2015.Retrieved at http://www.zdnet.com/article/putting-free-ai-driven-services-to-work-in-your-business/

CIO Of The Future In One Word: Fast. Aug 9 2015.Retrieved at http://www.informationweek.com/strategic-cio/digital-business/cio-of-the-future-in-one-word-fast/a/d-id/1307006

The Great Generational Shift - Why the differences between generations will reshape yourworkplace. Oct 29 2014.Retrieved at http://issuu.com/hudsonaustralia/docs/generation_bites-brochure-au-web?e=13443589/9618597.

Trends in Information Security. Retrieved at https://www.comptia.org/resources/trends-in-information-security-study

The rise of the Intraprenuer. Retrieved at http://www.fastcompany.com/3046231/the-new-rules-of-work/the-rise-of-the-intrapreneur

Mobility as a strategy: Beyond BYOD, consumerisation of IT.Retrieved at http://www.wired.com/insights/2014/01/mobility-strategy-beyond-byod-con-sumerization/

AI Is About To Go Mainstream And Reshape The Workplace. Sep 29 2015.

Retrieved at http://techcrunch.com/2015/09/29/ai-is-about-to-go-mainstream-and-re-shape-the-workplace/#.rkrkiez:7w5D

Next-Generation Knowledge Workers Accelerating the Disruption in Business Mobility.2013. Retrieved at https://www.cisco.com/web/about/ac79/docs/sp/Business-Mobility.pdf

AI, Robotics, and the Future of Jobs. August 6 2014

Retrieved at http://www.pewinternet.org/2014/08/06/future-of-jobs/

Articial Intelligence Startups See 302% Funding Jump in 2014. Feb 10 2015.Retrieved at https://www.cbinsights.com/blog/articial-intelligence-venture-capital-2014/

The Automation of Knowledge workRetrieved at http://rainbird.ai/content/uploads/2015/12/RainBird_WhitePaper_

KnowledgeAutomation_Digital.pdf

Four fundamentals of workplace automation. November 2015.Retrieved at http://www.mckinsey.com/business-functions/business-technology/our-insights/four-fundamentals-of-workplace-automation

Industrial-Strength Analytics with Machine Learning. September 11 2013Retrieved at http://blogs.wsj.com/cio/2013/09/11/industrial-strength-analytics-with-machine-

learning/

http://www.pwc.co.uk/assets/pdf/future-of-work-report.pdfhttp://www.pwc.co.uk/assets/pdf/future-of-work-report.pdfhttps://hbr.org/2014/10/what-peter-drucker-knew-about-2020https://hbr.org/2014/10/what-peter-drucker-knew-about-2020http://go.pgi.com/genspec-ebook-sc-futrbuscollab-sc891http://go.pgi.com/genspec-ebook-sc-futrbuscollab-sc891https://www.simply-communicate.com/news/2015-predictions/internal-communications-predictions-2015https://www.simply-communicate.com/news/2015-predictions/internal-communications-predictions-2015https://www.simply-communicate.com/news/2015-predictions/internal-communications-predictions-2015https://www.simply-communicate.com/news/2015-predictions/internal-communications-predictions-2015http://digitalworkplacegroup.com/2015/11/19/my-10-digital-workplace-predictions-for-2016/http://digitalworkplacegroup.com/2015/11/19/my-10-digital-workplace-predictions-for-2016/http://digitalworkplacegroup.com/2015/11/19/my-10-digital-workplace-predictions-for-2016/http://digitalworkplacegroup.com/2015/11/19/my-10-digital-workplace-predictions-for-2016/https://www.enterpriseirregulars.com/75977/machine-learning-reveals-employees-unrealized-skills/https://www.enterpriseirregulars.com/75977/machine-learning-reveals-employees-unrealized-skills/https://www.enterpriseirregulars.com/75977/machine-learning-reveals-employees-unrealized-skills/https://www.enterpriseirregulars.com/75977/machine-learning-reveals-employees-unrealized-skills/http://www.gartner.com/smarterwithgartner/top-12-emerging-digital-workplace-technologies/http://www.gartner.com/smarterwithgartner/top-12-emerging-digital-workplace-technologies/http://www.gartner.com/smarterwithgartner/top-12-emerging-digital-workplace-technologies/http://www.gartner.com/smarterwithgartner/top-12-emerging-digital-workplace-technologies/http://www.economist.com/news/business-and-finance/21664071-technology-firms-are-competing-become-consumers-personal-secretaries-big-implicationshttp://www.economist.com/news/business-and-finance/21664071-technology-firms-are-competing-become-consumers-personal-secretaries-big-implicationshttp://www.economist.com/news/business-and-finance/21664071-technology-firms-are-competing-become-consumers-personal-secretaries-big-implicationshttp://www.economist.com/news/business-and-finance/21664071-technology-firms-are-competing-become-consumers-personal-secretaries-big-implicationshttp://www.zdnet.com/article/putting-free-ai-driven-services-to-work-in-your-business/http://www.zdnet.com/article/putting-free-ai-driven-services-to-work-in-your-business/http://www.zdnet.com/article/putting-free-ai-driven-services-to-work-in-your-business/http://www.zdnet.com/article/putting-free-ai-driven-services-to-work-in-your-business/http://www.informationweek.com/strategic-cio/digital-business/cio-of-the-future-in-one-word-fast/a/d-id/1307006http://www.informationweek.com/strategic-cio/digital-business/cio-of-the-future-in-one-word-fast/a/d-id/1307006http://www.informationweek.com/strategic-cio/digital-business/cio-of-the-future-in-one-word-fast/a/d-id/1307006http://issuu.com/hudsonaustralia/docs/generation_bites-brochure-au-web?e=13443589/9618597.http://issuu.com/hudsonaustralia/docs/generation_bites-brochure-au-web?e=13443589/9618597.http://issuu.com/hudsonaustralia/docs/generation_bites-brochure-au-web?e=13443589/9618597.https://www.comptia.org/resources/trends-in-information-security-studyhttps://www.comptia.org/resources/trends-in-information-security-studyhttps://www.comptia.org/resources/trends-in-information-security-studyhttp://www.fastcompany.com/3046231/the-new-rules-of-work/the-rise-of-the-intrapreneurhttp://www.fastcompany.com/3046231/the-new-rules-of-work/the-rise-of-the-intrapreneurhttp://www.fastcompany.com/3046231/the-new-rules-of-work/the-rise-of-the-intrapreneurhttp://www.wired.com/insights/2014/01/mobility-strategy-beyond-byod-consumerization/http://www.wired.com/insights/2014/01/mobility-strategy-beyond-byod-consumerization/http://www.wired.com/insights/2014/01/mobility-strategy-beyond-byod-consumerization/http://www.wired.com/insights/2014/01/mobility-strategy-beyond-byod-consumerization/http://techcrunch.com/2015/09/29/ai-is-about-to-go-mainstream-and-reshape-the-workplace/#.rkrkiez:7w5Dhttp://techcrunch.com/2015/09/29/ai-is-about-to-go-mainstream-and-reshape-the-workplace/#.rkrkiez:7w5Dhttp://techcrunch.com/2015/09/29/ai-is-about-to-go-mainstream-and-reshape-the-workplace/#.rkrkiez:7w5Dhttp://techcrunch.com/2015/09/29/ai-is-about-to-go-mainstream-and-reshape-the-workplace/#.rkrkiez:7w5Dhttps://www.cisco.com/web/about/ac79/docs/sp/Business-Mobility.pdfhttps://www.cisco.com/web/about/ac79/docs/sp/Business-Mobility.pdfhttp://www.pewinternet.org/2014/08/06/future-of-jobs/http://www.pewinternet.org/2014/08/06/future-of-jobs/https://www.cbinsights.com/blog/artificial-intelligence-venture-capital-2014/https://www.cbinsights.com/blog/artificial-intelligence-venture-capital-2014/http://rainbird.ai/content/uploads/2015/12/RainBird_WhitePaper_KnowledgeAutomation_Digital.pdfhttp://rainbird.ai/content/uploads/2015/12/RainBird_WhitePaper_KnowledgeAutomation_Digital.pdfhttp://rainbird.ai/content/uploads/2015/12/RainBird_WhitePaper_KnowledgeAutomation_Digital.pdfhttp://www.mckinsey.com/business-functions/business-technology/our-insights/four-fundamentals-of-workplace-automationhttp://www.mckinsey.com/business-functions/business-technology/our-insights/four-fundamentals-of-workplace-automationhttp://www.mckinsey.com/business-functions/business-technology/our-insights/four-fundamentals-of-workplace-automationhttp://blogs.wsj.com/cio/2013/09/11/industrial-strength-analytics-with-machine-learning/http://blogs.wsj.com/cio/2013/09/11/industrial-strength-analytics-with-machine-learning/http://blogs.wsj.com/cio/2013/09/11/industrial-strength-analytics-with-machine-learning/http://blogs.wsj.com/cio/2013/09/11/industrial-strength-analytics-with-machine-learning/http://blogs.wsj.com/cio/2013/09/11/industrial-strength-analytics-with-machine-learning/http://www.mckinsey.com/business-functions/business-technology/our-insights/four-fundamentals-of-workplace-automationhttp://www.mckinsey.com/business-functions/business-technology/our-insights/four-fundamentals-of-workplace-automationhttp://rainbird.ai/content/uploads/2015/12/RainBird_WhitePaper_KnowledgeAutomation_Digital.pdfhttp://rainbird.ai/content/uploads/2015/12/RainBird_WhitePaper_KnowledgeAutomation_Digital.pdfhttps://www.cbinsights.com/blog/artificial-intelligence-venture-capital-2014/http://www.pewinternet.org/2014/08/06/future-of-jobs/https://www.cisco.com/web/about/ac79/docs/sp/Business-Mobility.pdfhttp://techcrunch.com/2015/09/29/ai-is-about-to-go-mainstream-and-reshape-the-workplace/#.rkrkiez:7w5Dhttp://techcrunch.com/2015/09/29/ai-is-about-to-go-mainstream-and-reshape-the-workplace/#.rkrkiez:7w5Dhttp://www.wired.com/insights/2014/01/mobility-strategy-beyond-byod-consumerization/http://www.wired.com/insights/2014/01/mobility-strategy-beyond-byod-consumerization/http://www.fastcompany.com/3046231/the-new-rules-of-work/the-rise-of-the-intrapreneurhttp://www.fastcompany.com/3046231/the-new-rules-of-work/the-rise-of-the-intrapreneurhttps://www.comptia.org/resources/trends-in-information-security-studyhttps://www.comptia.org/resources/trends-in-information-security-studyhttp://issuu.com/hudsonaustralia/docs/generation_bites-brochure-au-web?e=13443589/9618597.http://issuu.com/hudsonaustralia/docs/generation_bites-brochure-au-web?e=13443589/9618597.http://www.informationweek.com/strategic-cio/digital-business/cio-of-the-future-in-one-word-fast/a/d-id/1307006http://www.informationweek.com/strategic-cio/digital-business/cio-of-the-future-in-one-word-fast/a/d-id/1307006http://www.zdnet.com/article/putting-free-ai-driven-services-to-work-in-your-business/http://www.zdnet.com/article/putting-free-ai-driven-services-to-work-in-your-business/http://www.economist.com/news/business-and-finance/21664071-technology-firms-are-competing-become-consumers-personal-secretaries-big-implicationshttp://www.economist.com/news/business-and-finance/21664071-technology-firms-are-competing-become-consumers-personal-secretaries-big-implicationshttp://www.gartner.com/smarterwithgartner/top-12-emerging-digital-workplace-technologies/http://www.gartner.com/smarterwithgartner/top-12-emerging-digital-workplace-technologies/https://www.enterpriseirregulars.com/75977/machine-learning-reveals-employees-unrealized-skills/https://www.enterpriseirregulars.com/75977/machine-learning-reveals-employees-unrealized-skills/http://digitalworkplacegroup.com/2015/11/19/my-10-digital-workplace-predictions-for-2016/http://digitalworkplacegroup.com/2015/11/19/my-10-digital-workplace-predictions-for-2016/https://www.simply-communicate.com/news/2015-predictions/internal-communications-predictions-2015https://www.simply-communicate.com/news/2015-predictions/internal-communications-predictions-2015http://go.pgi.com/genspec-ebook-sc-futrbuscollab-sc891https://hbr.org/2014/10/what-peter-drucker-knew-about-2020http://www.pwc.co.uk/assets/pdf/future-of-work-report.pdf


38/38

REFERENCES

Intelligent Automation: The essential new co-worker for the digital age. 2016.Retrieved at https://www.accenture.com/t20160125T111718__w__/us-en/_acnmedia/Ac-centure/Omobono/TechnologyVision/pdf/Intelligent-Automation-Technology-Vision-2016.pdf

Rise of the software Machines. Jan 17 2013.Retrieved at http://www.economist.com/news/special-report/21569573-attractions-employ-ing-robots-rise-software-machines

Virtual Assistant gives employees the power to automate routine tasks. February 2013.Retrieved at http://www.intel.com/content/www/us/en/it-management/intel-it-best-practic-es/digital-personal-assistant-for-the-enterprise.html

MobileIron Foresees Staggering Demand for Apple Watch at Work. April 23 2015.Retrieved at http://investors.mobileiron.com/releasedetail.cfm?releaseid=908215

Millennials at work – reshaping the workplace.Retrieved at https://www.pwc.com/m1/en/services/consulting/documents/millennials-at-work.pdf

War for talent – time to change direction. 2014Retrieved at https://www.kpmg.com/Global/en/IssuesAndInsights/ArticlesPublications/ war-for-talent/Documents/war-for-talent.pdf

Edelman Trust Barometer. 2016.Retrieved at: http://www.edelman.com/insights/intellectual-property/2016-edelman-trust-barometer/

New ‘gig’ economy spells end to lifetime careers. 5 August 2015.Retrieved at: http://www.ft.com/cms/s/2/ab492ffc-3522-11e5-b05b-b01debd57852.html#axzz3iOmi8PDG

The 2016 Deloitte Millennial Survey Winning over the next generation of leaders. 2016.Retrieved at: https://www2.deloitte.com/content/dam/Deloitte/global/Documents/About-Deloitte/gx-millenial-survey-2016-exec-summary.pdf

The CoWorking RevolutionRetrieved at http://www.dtz.com/StaticFiles/UK/The_Coworking_Revolution.pdf

Five Insights into Intrapreneurship. A guide to accelerating innovation within corporations.2015.Retrieved at: https://www2.deloitte.com/content/dam/Deloitte/de/Documents/technology/ Intrapreneurship_Whitepaper_English.pdf

Drive: The Surprising Truth About What Motivates Us. Daniel Pink, 2011.

The Learning Enterprise.

Retrieved at https://www.accenture.com/us-en/insight-outlook-the-learning-enterprise.aspx

The state of the CIO: It’s complicated.Retrieved at http://www.cio.com/article/3022833/cio-role/state-of-the-cio-2016-its-compli-cated.html

Trends in Information Security StudyRetrieved at https://www.comptia.org/resources/trends-in-information-security-study
https://www.accenture.com/t20160125T111718__w__/us-en/_acnmedia/Accenture/Omobono/TechnologyVision/pdf/Intelligent-Automation-Technology-Vision-2016.pdfhttps://www.accenture.com/t20160125T111718__w__/us-en/_acnmedia/Accenture/Omobono/TechnologyVision/pdf/Intelligent-Automation-Technology-Vision-2016.pdfhttps://www.accenture.com/t20160125T111718__w__/us-en/_acnmedia/Accenture/Omobono/TechnologyVision/pdf/Intelligent-Automation-Technology-Vision-2016.pdfhttps://www.accenture.com/t20160125T111718__w__/us-en/_acnmedia/Accenture/Omobono/TechnologyVision/pdf/Intelligent-Automation-Technology-Vision-2016.pdfhttps://www.accenture.com/t20160125T111718__w__/us-en/_acnmedia/Accenture/Omobono/TechnologyVision/pdf/Intelligent-Automation-Technology-Vision-2016.pdfhttp://www.economist.com/news/special-report/21569573-attractions-employing-robots-rise-software-machineshttp://www.economist.com/news/special-report/21569573-attractions-employing-robots-rise-software-machineshttp://www.economist.com/news/special-report/21569573-attractions-employing-robots-rise-software-machineshttp://www.economist.com/news/special-report/21569573-attractions-employing-robots-rise-software-machineshttp://www.intel.com/content/www/us/en/it-management/intel-it-best-practices/digital-personal-assistant-for-the-enterprise.htmlhttp://www.intel.com/content/www/us/en/it-management/intel-it-best-practices/digital-personal-assistant-for-the-enterprise.htmlhttp://www.intel.com/content/www/us/en/it-management/intel-it-best-practices/digital-personal-assistant-for-the-enterprise.htmlhttp://www.intel.com/content/www/us/en/it-management/intel-it-best-practices/digital-personal-assistant-for-the-enterprise.htmlhttp://investors.mobileiron.com/releasedetail.cfm?releaseid=908215http://investors.mobileiron.com/releasedetail.cfm?releaseid=908215https://www.pwc.com/m1/en/services/consulting/documents/millennials-at-work.pdfhttps://www.pwc.com/m1/en/services/consulting/documents/millennials-at-work.pdfhttps://www.pwc.com/m1/en/services/consulting/documents/millennials-at-work.pdfhttps://www.pwc.com/m1/en/services/consulting/documents/millennials-at-work.pdfhttps://www.kpmg.com/Global/en/IssuesAndInsights/ArticlesPublications/war-for-talent/Documents/war-for-talent.pdfhttps://www.kpmg.com/Global/en/IssuesAndInsights/ArticlesPublications/war-for-talent/Documents/war-for-talent.pdfhttps://www.kpmg.com/Global/en/IssuesAndInsights/ArticlesPublications/war-for-talent/Documents/war-for-talent.pdfhttp://www.edelman.com/insights/intellectual-property/2016-edelman-trust-barometer/http://www.edelman.com/insights/intellectual-property/2016-edelman-trust-barometer/http://www.edelman.com/insights/intellectual-property/2016-edelman-trust-barometer/http://www.edelman.com/insights/intellectual-property/2016-edelman-trust-barometer/http://www.ft.com/cms/s/2/ab492ffc-3522-11e5-b05b-b01debd57852.html#axzz3iOmi8PDGhttp://www.ft.com/cms/s/2/ab492ffc-3522-11e5-b05b-b01debd57852.html#axzz3iOmi8PDGhttp://www.ft.com/cms/s/2/ab492ffc-3522-11e5-b05b-b01debd57852.html#axzz3iOmi8PDGhttps://www2.deloitte.com/content/dam/Deloitte/global/Documents/About-Deloitte/gx-millenial-survey-2016-exec-summary.pdfhttps://www2.deloitte.com/content/dam/Deloitte/global/Documents/About-Deloitte/gx-millenial-survey-2016-exec-summary.pdfhttps://www2.deloitte.com/content/dam/Deloitte/global/Documents/About-Deloitte/gx-millenial-survey-2016-exec-summary.pdfhttp://www.dtz.com/StaticFiles/UK/The_Coworking_Revolution.pdfhttp://www.dtz.com/StaticFiles/UK/The_Coworking_Revolution.pdfhttps://www2.deloitte.com/content/dam/Deloitte/de/Documents/technology/Intrapreneurship_Whitepaper_English.pdfhttps://www2.deloitte.com/content/dam/Deloitte/de/Documents/technology/Intrapreneurship_Whitepaper_English.pdfhttps://www.accenture.com/us-en/insight-outlook-the-learning-enterprise.aspxhttps://www.accenture.com/us-en/insight-outlook-the-learning-enterprise.aspxhttps://www.accenture.com/us-en/insight-outlook-the-learning-enterprise.aspxhttps://www.accenture.com/us-en/insight-outlook-the-learning-enterprise.aspxhttp://www.cio.com/article/3022833/cio-role/state-of-the-cio-2016-its-complicated.htmlhttp://www.cio.com/article/3022833/cio-role/state-of-the-cio-2016-its-complicated.htmlhttp://www.cio.com/article/3022833/cio-role/state-of-the-cio-2016-its-complicated.htmlhttp://www.cio.com/article/3022833/cio-role/state-of-the-cio-2016-its-complicated.htmlhttps://www.accenture.com/us-en/insight-outlook-the-learning-enterprise.aspxhttp://www.cio.com/article/3022833/cio-role/state-of-the-cio-2016-its-complicated.htmlhttps://www.comptia.org/resources/trends-in-information-security-studyhttps://www.comptia.org/resources/trends-in-information-security-studyhttps://www.accenture.com/us-en/insight-outlook-the-learning-enterprise.aspxhttp://www.cio.com/article/3022833/cio-role/state-of-the-cio-2016-its-complicated.htmlhttps://www.comptia.org/resources/trends-in-information-security-studyhttps://www.accenture.com/us-en/insight-outlook-the-learning-enterprise.aspxhttp://www.cio.com/article/3022833/cio-role/state-of-the-cio-2016-its-complicated.htmlhttp://www.cio.com/article/3022833/cio-role/state-of-the-cio-2016-its-complicated.htmlhttps://www.accenture.com/us-en/insight-outlook-the-learning-enterprise.aspxhttps://www.accenture.com/us-en/insight-outlook-the-learning-enterprise.aspxhttps://www2.deloitte.com/content/dam/Deloitte/de/Documents/technology/Intrapreneurship_Whitepaper_English.pdfhttps://www2.deloitte.com/content/dam/Deloitte/de/Documents/technology/Intrapreneurship_Whitepaper_English.pdfhttp://www.ft.com/cms/s/2/ab492ffc-3522-11e5-b05b-b01debd57852.html#axzz3iOmi8PDGhttps://www2.deloitte.com/content/dam/Deloitte/global/Documents/About-Deloitte/gx-millenial-survey-2016-exec-summary.pdfhttp://www.dtz.com/StaticFiles/UK/The_Coworking_Revolution.pdfhttp://www.ft.com/cms/s/2/ab492ffc-3522-11e5-b05b-b01debd57852.html#axzz3iOmi8PDGhttps://www2.deloitte.com/content/dam/Deloitte/global/Documents/About-Deloitte/gx-millenial-survey-2016-exec-summary.pdfhttps://www2.deloitte.com/content/dam/Deloitte/global/Documents/About-Deloitte/gx-millenial-survey-2016-exec-summary.pdfhttp://www.ft.com/cms/s/2/ab492ffc-3522-11e5-b05b-b01debd57852.html#axzz3iOmi8PDGhttp://www.ft.com/cms/s/2/ab492ffc-3522-11e5-b05b-b01debd57852.html#axzz3iOmi8PDGhttp://www.edelman.com/insights/intellectual-property/2016-edelman-trust-barometer/http://www.edelman.com/insights/intellectual-property/2016-edelman-trust-barometer/https://www.kpmg.com/Global/en/IssuesAndInsights/ArticlesPublications/war-for-talent/Documents/war-for-talent.pdfhttps://www.kpmg.com/Global/en/IssuesAndInsights/ArticlesPublications/war-for-talent/Documents/war-for-talent.pdfhttps://www.pwc.com/m1/en/services/consulting/documents/millennials-at-work.pdfhttps://www.pwc.com/m1/en/services/consulting/documents/millennials-at-work.pdfhttp://investors.mobileiron.com/releasedetail.cfm?releaseid=908215http://www.intel.com/content/www/us/en/it-management/intel-it-best-practices/digital-personal-assistant-for-the-enterprise.htmlhttp://www.intel.com/content/www/us/en/it-management/intel-it-best-practices/digital-personal-assistant-for-the-enterprise.htmlhttp://www.economist.com/news/special-report/21569573-attractions-employing-robots-rise-software-machineshttp://www.economist.com/news/special-report/21569573-attractions-employing-robots-rise-software-machineshttps://www.accenture.com/t20160125T111718__w__/us-en/_acnmedia/Accenture/Omobono/TechnologyVision/pdf/Intelligent-Automation-Technology-Vision-2016.pdfhttps://www.accenture.com/t20160125T111718__w__/us-en/_acnmedia/Accenture/Omobono/TechnologyVision/pdf/Intelligent-Automation-Technology-Vision-2016.pdfhttps://www.accenture.com/t20160125T111718__w__/us-en/_acnmedia/Accenture/Omobono/TechnologyVision/pdf/Intelligent-Automation-Technology-Vision-2016.pdf

eBook Future Of Work 2016

Documents

Transcript of eBook Future Of Work 2016