Mitel Smart Working White Paper

7/31/2019 Mitel Smart Working White Paper

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WORK 3.0

THE NEXT GENERATION MODEL FOR

SMARTER BUSINESS

JULY 2012

A MITEL WHITE PAPER


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COPYRIGHT Copyright 2012 Mitel Networks Corporation. This document is unpublished and the ollowing notice is axed to protect Mitel Networks Corporation in the event o inadvertentpublication: All rights reserved. No part o this document may be reproduced in any orm, including photocopying or transmission electronically to any computer, without prior written consento Mitel Networks Corporation.

TRADEMARKS Product names mentioned in this document may be trademarks or registered trademarks o their respective companies and are hereby acknowledged.

CONTENTSEXECUTIVE SUMMARY ...................1

TECHNOLOGY:

SETTING THE AGENDA ....................2

PHYSICAL ENVIRONMENT:

NEXT GENERATION WORKPLACES 4

BUSINESS PRACTICE:

A TRULY GLOBAL MARKET .............7

CULTURE SHOCK:

THE SOCIETAL IMPACT

OF CHANGE .....................................8

CONCLUSION.................................10


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MITEL WHITE PAPER | 1

EXECUTIVE SUMMARY

Todays world o business is increasingly ast-paced, competitive, technology-led and global.

Cultural, technological and physical elements are working together to drive a rapid pace o change like never

beore. From demand or more reedom in the way we work and the Bring Your Own Device (BYOD) trend,

to technology innovation and the increasing adoption o new devices, platorms and applications, to the

breaking down o international and regional barriers.

This paper explores the our critical elements that orm todays working world - technology, physical location, working cultureand business markets. It brings together resh research revealing the demands and requirements o todays workorce, opinionrom leaders in technology and innovation, alongside insights rom analysts and experts in workplace psychology and

modern architecture.

We reveal how the interplay between technology, location, culture and business is transorming where, when and how we work.

For workers, it means taking control o their working lives; choosing their devices and technologies, and how, where and when

they want to work. Traditional commuting patterns will be eradicated and a culture will evolve that supports multi-acetedcareers. Sel-discipline and adjusting to reduced live ace-to-ace interaction will be critical and the education system will betasked with preparing new generations o workers to adapt to a ar less restrictive working culture.

For businesses, the resulting cost savings and productivity boom, with virtually limitless access to a global pool o talent, willdramatically improve operations and drive business growth. The new landscape will become ertile or start-ups, as traditionaloverheads such as real estate and sta become virtual and can be scaled up or down almost instantly.

Trusting and managing remote workorces will become central to HR policies, alongside equipping sta with the tools andworkspaces they need to collaborate eectively both remotely and ace-to-ace; and this will be underpinned by a robusttechnological inrastructure.

For vendors, the workplace revolution brings a huge new market opportunity, but the one size ts all single vendor model willbecome obsolete. Businesses will be populated with interoperable best-in-class technologies. This will drive a undamental shit

in vendor models to contribute to an ultimate solution, working alongside other vendors, rather than competing on an all-or-nothing basis. Some o the biggest vendors in the networking and sotware world today will have to adapt in order to succeedin this more dynamic, open model.

Generation Work 3.0 is evolving. Read on to discover why we are at the tipping point o a workplace revolution that will signala model or dynamic, adaptive and smarter business that is ocused around the human cloud workorce.

CONTRIBUTORS

Rob Charlton, Architect and CEO o Space Group: www.spacegroup.co.ukGavin Andrews, Leadership Lecturer at Middlesex University Business School and independent consultant: www.jamesonturnbull.comStephen Tanner, Founder, OcePOD Ltd: www.ocepod.co.uk

Simon Voelker, Researcher, BendDesk: http://hci.rwth-aachen.de/benddeskRoger Philby, Founder, The Chemistry Group: www.thechemistrygroup.comBelinda Kent-Lemon, Founder, Occam HR: http://www.occamhr.comFabio Rosati, CEO, Elance: http://www.elance.com


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WORK 3.0 - THE NEXT GENERATION MODEL FOR SMARTER BUSINESS

1. TECHNOLOGY: SETTING

THE AGENDA

Technology has long been a driver o cultural changes, buttodays workorce has seen an explosion o technologicalinnovation which has enhanced how we communicate,interact and collaborate. Employees demands or fexibleworking practices, coupled with an insatiable appetite orthe latest devices and applications, are infuencing theadoption o technology in business.

Alongside this, technology trends such as virtualisation,cloud computing and unied communications are astbecoming a viable way to drive eciencies and benets intothe workplace. These three elements present a powerul

proposition or a new workplace, where virtualised, unied

communication that operates entirely in the cloud can drivea consistent communication experience across any deviceand location or every user.

VIRTUALISATION AND THE CLOUD

Running multiple virtual machines rom a single, physicalplatorm that shares its resources across multiple environments

can deliver an abundance o benets, including cost savingsthrough lower power consumption, reduced support andmanagement resource, and enhanced green credentials dueto ewer physical servers being powered.

Making use o applications and sotware in the clouddelivers similar benets and many businesses are alreadygetting a taste o what smarter business could look like bytapping into the increasing number o hosted services andproviders that are available.

Popularity and demand or cloud-based and virtualisedservices that underpin undamental IT inrastructures isincreasing ast, even more so as businesses turn to the data

centre, hosted voice communications and ront-end, cloud-based applications and services such as Google Docs and

IBMs SmartCloud or Social Business.

This trend is evidenced by the Compound Annual GrowthRate o virtual value added resellers compared to non-virtual.

Its a way o working that is quickly being adopted by

consumers too, with solutions such as Dropbox and ApplesiCloud leading the wider public into the cloud.

UNIFIED COMMUNICATIONS ANDCOLLABORATION

Unied communications (UC) is becoming an infuentialdriver in changing working practices, encouraging ecient

real-time audio and visual communication or workersacross an increasingly diverse range o channels.

Crucially, UC has the potential to enable employees toachieve an in-oce experience rom anywhere, on anydevice. This means any worker can collaborate virtually withteam members as eectively as they would i they were

sharing a meeting room; conerencing and collaborationtools can be accessed via sot, desk or smartphones,providing the ability or workers to share a corporatedirectory, work on documents or presentations, set up audioand video calls, send instant messages and see anotherspresence status.

The need to enable truly eective mobile working makesUC-based technology developments undamental inrevolutionising the workplace as we know it. New ways oworking can increase productivity and streamline eectivecommunications, changing how individuals, groups andorganisations work while reducing communications costs

and IT management time.

Virtual VAR (vVAR)

Non-Virtual VAR

TOTALPRODUCTREVENUE

vVAR revenue growth rates > 20% CAGR - well in excess of market growth

vVAR application attach rates are 50% higher than non-vVARs


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THE RISE OF THE END USER

Technology is infuencing almost every aspect o our daily

lives and an almost insatiable appetite or gadgets andcutting-edge technologies is infuencing the workplace like

never beore. While businesses used to be the main driverso telephony, computing and communication adoption, it isclear they are no longer setting the agenda.

Instead, the dominant orce in technological advancements

has become the end user. Research rom Mitel shows theBYOD trend is no longer in its inancy, as around two-thirdso employees are using their own smartphones, tablets andother devices or work.

Traditional working patterns are also under pressure, asMitel data shows that the majority (81%) o workers now

want to break ree rom their organisations nine to veculture in avour o fexible hours and working locations.This gure is even higher (87%) or younger generationswho appear to be the biggest drivers o the revolution.

With workers pushing to bring their own devices into theworkplace and calling or fexibility in working where, whenand how they want, should businesses be taking advantageo this enthusiasm or technology-driven change?

Providing a fexible and robust inrastructure that canaccommodate personal devices and choice could oeremployees the reedom to work exactly how they want to,

whilst at the same time lessening the hardware investmentburden o trying to keep up with the latest devices.

BEST OF BREED

In order to capitalise on all o these technology

developments and meet the demands o the individualswithin their workorces, businesses need the reedom to

support a vast and dynamic network o hardware andapplications the best tools or the job, at an individuallevel, all working together seamlessly and intelligently.

Traditionally, relying on a single vendor as a one-stop-shop

or a complete solution gave IT and network managerscomplete control over their network, while integration,security and management was relatively straightorward.But its an approach that is ast becoming obsolete. Itis inherently infexible and many organisations are nownding their inrastructure cannot be tailored to their

specic needs.With the rise o cloud computing, virtualisation, applicationsand web services, the single vendor, one size ts allstrategy is entirely inappropriate. No single vendor iscapable o oering a complete solution and problems occur

when vendors stray into each others domains. It is only byembracing an eco system o partners that organisationscan ensure a reasonable counterbalance to any technology-driven argument, and be condent they have taken a trulybest in breed approach.

It is inevitable that vendors themselves will have toadapt the way they think and open themselves up to

work alongside each other. In doing so, UK businesseswill become populated with interoperable best-in-classtechnologies and this will drive a change in vendor models,to become contributors to an ultimate solution, rather thancompeting based on all-or-nothing.


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2. PHYSICAL ENVIRONMENT:

NEXT GENERATION WORKPLACES

The rise o fexible hours, mobile and remote working,and hot-desking are challenging the traditional oceenvironment. Many workorces are no longer required todiligently travel to an oce building on a daily basis to sit ata dedicated desk, and this trend is rapidly growing.

The technological changes outlined in Section 1 will havea undamental impact on physical workspaces, rom adesk-level, to the oce building and the towns and citiesthey are located in. New, innovative working environmentswill emerge that are no longer tied to a single location,providing the catalyst or the new human cloud.

THE HUMAN CLOUD

The shit in working practices has moved well beyond theneed to accommodate individual requests or fexible homeworking options. Employees are demanding new ways oworking, and whether its rom a coee shop, logging into anetwork rom another site, or setting up a home oce, thetechnologies are available to mobilise the workorce.

As a result, businesses will no longer operate rom static,physical places. Instead, employees will work within a humancloud, supporting companies rom limitless locations.

Mitel research has revealed the importance o a dedicatedhome oce too, with the majority (62%) o people who

work rom home preerring a dedicated work space that isdistinctly separate rom the rest o their home - and theybelieve they work better as a result.

The chartered building surveyor behind the OcePODconcept, Stephen Tanner, predicts home oce innovationwill come rom creating productive working environmentsoutside o the spare room.

An organisation cannot promote the idea o lexibleworking and merely cover the provision o a deskand a chair in a spare room. Employers have a dutyto provide sta with the tools they need to workeectively and productively; this should include asuitable working environment, wherever that happensto be. This type o beneit could be a replacementor the traditional company car, which would alsoencourage greener practices.

Stephen Tanner, Founder OcePOD Ltd

Image appears courtesy o OcePOD


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OFFICES: REAL ESTATE REASSESSED ANDRATIONALISED

Oces no longer need to be places where employeesregularly go to work, and some companies are realising they

dont need physical oce space at all. By embracing thehuman cloud and virtual working, many businesses will ndthey can perorm eectively without a single xed location.

Those who continue to rely on centralised, physical oces

will view and use them in an entirely dierent way,turning them into hot-desking and collaborative workingenvironments. Desk space will be a shared resource,

utilised by any number o workers through plug-and-playtechnologies such as UC and desktop virtualisation.

VIRTUAL DESKS

The uture o desks is virtual. The concept o isolatingan operating system rom a physical device is not a newidea and according to Gartner around 10% o mid-sized

organisations have already deployed desktop virtualisation.

The step change lies in the desktop itsel. As Gartnerpredicted in a March 2012 report, the personal cloud willreplace the personal computer as the centre o users digital

lives by 2014, eliminating the ocus on individually-ownedPCs and laptops. Rather than taking ownership o a physicalspace, workers will be able to access their oce in the cloudat a moments notice rom any device.

Mitel research supports Gartners predictions, revealingthe reliance that newer entrants to the workorce haveon smartphones, tablets and multiple screens, comparedto more manual tools such as Filoaxes and hardwareaccessories which are still relied upon by older generations.

Image appears courtesy o Simon Voelker, BendDesk

Mitel UC360TM Next Generation Collaboration

I use iCloud or many o my documents andIm looking to completely drop my laptop

soon as the cloud means I only really needmy tablet and smartphone. As a companywe are also moving towards keeping and

managing everything in the cloud and thatwill make sharing and accessing documents

even easier. Whatever we need, wheneverwe need it, accessible rom whichever device

is most suitable and available at the time.

Rob Charlton, CEO, Space Group


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THE CITYSCAPE

Despite the evolution o the human cloud and demand or

remote working, it is likely that access to a proessionaloce will continue to be required or in-person connection.

However, this does not mean privately-owned, centrally-located real estate.

Instead, smart shared work centres will give easy access tomeeting space, enabling businesses to take advantage o

on-demand reception services and other business supportservices. Serviced oce companies such as Regus andAvanta with shared and/or temporary oce spaces wereonce seen as suited to small and start-up businesses thatcould not commit to obtaining their own real estate. Butattitudes are shiting and the prestige associated with

owned property is likely to diminish.Longer-term, we expect to see traditional oces replacedwith purpose-built, economical buildings based oncollaborative spaces, shared by multiple organisations. Asa result, concentrated city areas will become diluted, as

workers look or shorter commutes and access to businesscentres dispersed across larger region

Rob Charlton o Space Group adds:London is choked;and the recession has meant that many companies

are paying through the nose or oce space which

is currently let empty. Companies are now increasingly

looking or shorter, fexible leases that can grow

and contract with the business, which is a practicethat would really help streamline Londons

real estate whilst promoting protability or

UK businesses.

This will drive a lasting change in the landscape o cities aswe now know them, which could become weighted towardsresidential and retail buildings, while we look to lessconcentrated, easy to access areas on the outskirts to houseother commercial buildings. Suburban borders will blur and

there will be a positive impact on transport networks, ascongestion bottlenecks are eased and widespread uptakeo homeworking or working in satellite oces dramatically

reduces uel consumption and carbon emissions.Workers will appreciate signicant time and cost savingstoo, as commutes are moved o-peak or eradicatedcompletely, and the average worker commute o over 200hours a year is reduced dramatically.

Weve converted an unused part o our headquartersinto a lexible workspace or local businesses andentrepreneurs, where instead o long-term leaseswe oer ar more lexible acilities, and that goesor everything rom individual oices to collaborativespaces. People pay a monthly subscription and can dropin and use our acilities by the hour, or even just visitour ca, which means theyre part o a communityeven though most work airly independently.

Rob Charlton, CEO, Space Group

Space Groups headquarters


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3. BUSINESS PRACTICE: A TRULY

GLOBAL MARKET

Such a signicant shit in working practices alongsidecountless technological innovations is set to makebusinesses more nimble, ecient and competitive.

For example, city-wide cloud computing platorms couldhelp start-ups take advantage o new technologies andapplications without having to invest huge sums o moneyin in-house hardware and sotware.

THE GLOBAL TALENT POOL

The virtual model is already altering recruitment strategiestoo. Faced with a global skills shortage, good talent is

increasingly hard to nd, but technology has created a globaltalent market that simply wasnt accessible previously.

This means that the UK labour market will need to prepare

or an extremely competitive landscape, but at thesame time UK businesses can prosper with a globallybest-in-class workorce.

For the HR team, this poses new questions/challenges: how

does a companys use o local talent weigh up against aremote workorce?

Striking a healthy balance and supporting remote workersthrough the provision o collaboration tools and creating

productive environments or small work groups when theyneed to get together will become critical.

Online reelance worker platorms like Elance.com are

already contributing to the shit in business dynamics asthe adoption o contracted workers or many types o jobunctions grows.

Many SMEs and startups have already embraced hiring and

managing talent in the cloud in this way, but we are alsonow seeing a sharp increase in Fortune 1000 and FT 500companies moving into the human cloud.

BUSINESS AGILITY

Large and multinational enterprises are adopting the

online employment model that gives them the fexibility toscale up and down, hire aster, make cost savings and take

advantage o act on demand opportunities. Business toolsand acilities need to refect this dynamic model.

Increasingly, individuals are adopting portoliocareers whereby they undertake several paid activities

simultaneously rather than being limited to a single job role.This lends itsel perectly to the new reedoms and fexibilityo the next generation work model.

All o these trends make or a much more ertile landscapeor start-ups setting up shop, but it doesnt need to stopat the entrepreneur. Todays businesses have access to

ree tools, innovative cloud-based technologies and vastinternet resources.

The next generation work model brings great opportunitybut also poses challenges or many dierent parts o abusiness and all divisions will be impacted, rom HR andoperations to sales and nance.

The beauty o the Elance platorm is that anyone canuse the service no matter where they are in the world.

Over hal a million Elancers across the globe helpclients get work done online. With global economiesexperiencing severe diiculties, we believe the modelo empowering online workers and businesses tooperate in new ways is more relevant than ever.

Fabio Rosati, CEO at Elance


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4. CULTURE SHOCK: THE SOCIETAL

IMPACT OF CHANGE

We currently have a workorce made up o manygenerations, but the situation is exacerbated when weconsider the rapid pace o technological change. In justa ew years, someone who used to be well versed on thelatest email platorms and online collaboration tools is acedwith a plethora o social media channels and smartphone apps.

THE INDIVIDUALISATION OF WORK

Such a diverse workorce is divided by dierent personalitiesand personal preerences, and dierent ways o working.For example, Mitel research has shown that women valuefexible working hours and locations, whilst men value

choice over tools and technology.

Todays younger workorce, which has grown up using theweb and advanced personal computing devices, appearsto be more open to new ways o working, as the Mitelresearch shows they are more welcoming to the idea oonline and virtualised working. One in ve o those aged18 to 29 say they nd the prospect o a portolio career

appealing, compared to only one in ten workers overall.

According to change management expert Belinda Kent-Lemon o Occam HR, portolio careers are oten appealing

to those at the beginning and end o their careers, where

some nancial fexibility can be accommodated. But orthe majority o those in their 30s and 40s, the nancialdemands o children and a mortgage mean that at least onepartner will need a reliable income.

TECHNOLOGY AS THE CULTURAL ENABLER

Looking ahead, there will be no traditional way o working,

as organisations look to appeal to a diverse workorce thatwants to pick and choose its projects, hours, devices and

location. But organisations could be making a mistake ithey simply roll out technology to appeal to this diversity.

Technology should not dene a business, but becomethe enabler or a business to dene its culture, its spaces

and the kind o organisation it wants to be, as RogerPhilby, ounder o The Chemistry Group, explains: Manyorganisations make the mistake o giving employees all thetools they need to work fexibly, but how these are usedneeds to come rom the leadership table. What culture doyou want to create? What behaviour do you want to incite?

Its important that direction is given on how employees usethis technology.

The emphasis or fexible working is oten acilitating thisoutside o the oce environment, but Mitel research showsthat many workers still value the traditional oce space or

social interaction, sharing ideas and meeting with dierentparts o the organisation.

According to Roger Philby, the value o fexible working isits inherent fexible nature:

For some people, home working is like a death

sentence, while others struggle to cope with a

noisy, highly-charged oce environment. Butultimately, fexible working needs to work or the

organisation as well as the individual. I you know

what culture you are trying to create then fexible

working needs to become integral to this. I it is,

you will naturally attract the right kind o people

or your business.

MERGING HOME AND WORK SPACES

Our research revealed there is demand or more fexiblehours and working spaces, with less reliance on a centraloce location. Almost two-thirds o those people whoregularly or occasionally work rom home would preer

to have a dedicated space or work and this is morepronounced among workers aged 18 to 29.

But until home oce innovations such as the OcePODreally take o, many workers may nd work-lie balancedicult as personal and working environments merge in thesame place. As the OcePOD creator, Steve Tanner, pointedout an organisation cannot promote the idea o fexibleworking and merely cover the provision o a desk and a

chair or their spare room.

18 TO 29 YEAR OLDS

ALL WORKERS

I FIND THE PROSPECT OF A

PORTFOLIO CAREER APPEALING

I FIND THE PROSPECT OF A

PORTFOLIO CAREER APPEALING


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NATURE VS. NURTURE

Over the next twenty years, those workers who knew littlebeyond the nine to ve culture will move into retirementand younger people entering the workplace will have grown

up having seen their parents work fexibly. But or now atleast, nature and nurture both have roles to play, as workerslook to adjust to an increasingly diverse range o colleaguesand approaches.

The experience gained in the education system will be

critical in shiting our culture and equipping young peoplewith the skills they need to work in less structured ways. ButGavin Andrews, Leadership Lecturer at Middlesex UniversityBusiness School and independent consultant, says there islittle evidence o the education system adapting in order toprepare students or new ways o working:

The younger generation still struggles with

independent work, even at university level, and

this could lead to serious productivity issues in the

uture i our workers lack the discipline to work

eectively o their own accord.

EMPOWERMENT OR DISENGAGEMENT?

There are risks to the fexible working model. Could long-

term working relationships lessen and what impact willa lack o ace-to-ace contact have? Mitel research has

ound that UK workers still believe that social interactionand opportunities to collaborate are the best things aboutworking in an oce, so it is critical or businesses to provideopportunities or eective interaction, even with a virtual model.

Whilst the personalisation o working practices empowersindividuals, it could also erode a sense o belonging whichis a vital ingredient or motivated, productive and loyalworkorces.

It is essential at this early stage in the virtual workplaceevolution that we identiy the best methods to engender a

positive, binding working culture, through sel-managementskills, promoting leaders over managers and providingtools (through technology) to supplement this. Ultimately,balance will be key.

MONITORING AND SUPPORTINGVIRTUAL WORKFORCES

While workers are calling or fexible, oten home, workingpolicies in the workplace, issues around isolation anddetachment are oten ignored. Companies must ensure thatall employees, regardless o their work location, remain parto a well-inormed, close team and build time interacting

with colleagues into the work routine.

The right technology is crucial in delivering an eectiveremote working strategy. With the right tools andapplications, employees can have an in-oce experiencerom anywhere, on any device enabling remote workers tocollaborate virtually with team members so that work cancontinue and productivity and morale are not aected.

For several years, trust issues have been seen as a barrierto the deployment o ull-scale remote working but theseare gradually eroding as our culture adapts to this type o

practice. As Gavin Andrews points out, trust is an issueor businesses, whether remote or not.

The human cloud revolution will happen whether managerslike it or not. Instead o putting up barriers, managers

should accept this change and put in place approaches thatencourage interaction and collaboration. Getting the rightsystems in place that are conducive to a team environmentis important or any workorce, but absolutely critical or adisparate one.

One o the issues or organisations located

in city centre oices is that the young tech-savvy sta they wish to attract and retainare usually not yet homeowners with the

luxury o a spare room or other dedicatedworkspace, making the acilitation o home

working diicult. In contrast, those with theluxury o space or a home oice are otenmore comortable with a traditional oice

at least part o the working week.

Belinda Kent-Lemon, Founder, Occam HR


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5. CONCLUSION

Todays workorce has seen an explosion o technologies

that will have a lasting impact on the way we communicateand work. The culmination o rapid technologydevelopments, the demands o an increasingly diverseworkorce, and business dynamics is driving lasting changesin the workplace as we know it.

This paper has considered the elements that are infuencingtodays working environment and predicts that rapid, drasticchange is on the horizon with the potential to completelyoverturn the working world in this generation.

The impact o eradicating the traditional nine to veconvention will be elt across many aspects o our livesas new phenomena such as the human cloud workorcemodel drive changes in our oces, cities, economy andculture. To succeed as a smarter business, Mitels advice isthat organisations must embrace a more dynamic, fexible

working culture that will be o benet to individual workers,businesses and markets.

Technology is not only a key driver o this revolution, it willalso be the catalyst or making sure that businesses are

equipped to manage the change. With the right tools andinrastructure, organisations can use technology to optimisethe emerging human cloud as their primary asset, butavoiding the perils o single vendor infexibility will be key.

ABOUT MITEL

Mitel (NASDAQ: MITL) is a global provider o business

communications and collaboration sotware and services.Mitels Freedom architecture provides the fexibility andsimplicity organisations need to support todays dynamicwork environment. Through a single cloud-ready sotwarestream, Mitel delivers a powerul suite o advanced

communications and collaboration capabilities that providesreedom rom walled garden architectures and enablesorganisations to implement best-o-breed solutions on anynetwork; extends the in-oce experience anywhere, onany device; and oers choice o commercial options to tbusiness needs. For more inormation, visit:http://www.mitel.com

MITEL | SIMPLY COMMUNICATING


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mitel.comTHIS DOCUMENT IS PROVIDED TO YOU FOR INFORMATIONAL PURPOSES ONLY. The information furnished in this document, believed by Mitel to be accurate as of the dateof its publication, is subject to change without notice. Mitel assumes no responsibility for any errors or omissions in this document and shall have no obligation to you as aresult of having made this document available to you or based upon the information it contains.

M MITEL (design) is a registered trademark of Mitel Networks Corporation. All other products and services are the registered trademarks of their respective holders.

Copyright 2012, Mitel Networks Corporation. All Rights Reserved. GD 932_10664

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