The 7 ‘D’s shaping the future of work...The 7 ‘D’s shaping the future of work Dr Nicola J....

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The 7 ‘D’s shaping the future of work

Dr Nicola J. MillardPrincipal Innovation Partner| [email protected]@DocNicola

BT’s research and innovation

2.8bspent on R&D over the last five years

3rdlargest investor in

R&D in the fixed line telecoms sector over

past ten years

3rdlargest investor in

R&D in the UK over past ten years

5000+patents in

our portfolio

13kscientists employed

worldwide

£643minvested in R&D in

2016 / 17

30+direct university

research relationships

4thhighest number of

patents filed with the European Patent Office by a UK-based company

Copyright: British Telecommunications PLC, 2019

The Digital Workplace is

changing:

Digital Work

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Dilbert Dr NoDolly DiversityDroids Distance

Customer Experience

How we did the research: 1,100 Business executives (execs) and 600 IT Decision Makers (ITDM) across 11 global markets.

Spain UKGermanyAustralia USAIndia SingaporeFrance South AfricaHong Kong Ireland

Source: BT/ Davies Hickman Partners, 2018

Gender - global

Female 41%

Male 59%

Age

Under 35 41%

Over 35 59%

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81%Improving employee

productivity is our top

91%Productivity is the

main benefit of

improving digital

experiences

(ITDMs)

81%If I was CEO

improving

productivity would be

my No 1 priority

50%You can tell how hard

people work from

their IM status

(ITDMs)

Digital is all about productivity –

but what exactly is

“productivity”?

5

9 in 10 business executives

say mobile and

collaboration

technologies have

improved the productivity

of their workplace.

Productivity is the main benefit of

improving digital experiences

(ITDMs)

India

98%South

Africa

97%

Ireland

94%

Spain

93%Franc

e

92%

Hong Kong

92%

USA

92%UK

89%

Singapore

89%

Germany

84%

Australia

96%


Digital experiences are about

productivity and collaboration


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The Rise of Diversity:

5 generations at work by 2020

2010 2020 2030

Traditionalists Boomers Gen X Gen Y Gen Z

40%

30%

20%

10%

0%

Source: London Business School, 2013

The tools for a digital workforce

IM is rated as the 2nd mostproductive collaboration technology

Beginning to use chat

more than e-mail (ITDMs)

IM makes it easier to

communicate across

countries

Saying it is

easy to use

WhatsApp for

work

IM makes it easier to

approach CEOs & senior

directors

63

%64

%62

%54

%Execs

71

%ITDM

s

69%My smartphone is

better than my work

one (Execs)

2nd top priority for

ITDMs is investing in

better devices (ITDMs)

68%Employees wanting to

use their own devices

creates real problems

(45% 2015) (ITDMs)

Use in working hours

for work purposes

regularly (ITDMs)

2015 2017

WhatsApp 43% 60%

SMS 42% 49%

Twitter 25% 40%

Describing the digital employee

experience their organisation

provides as Excellent

37%CEOs

29%ITDM

s

26%Execs

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The death of Dr No: making it secure


Security of our organisation’s data

has become a more important

priority in the last 2 years (ITDMs)

I worry that employees use

public social media to

communicate confidential or

sensitive information about

work (ITDMs)

Have ever lost or had stolen a

mobile device (Laptop, Blackberry,

smartphone or tablet) you used for

work

Security concerns are the biggest

barrier to providing a better digital

experience (ITDMs)

86

%76

%

54

%27

%9

The death of Dilbert: the changing nature of the office

If you were the CEO of your organisation, what

would you say are the most important priorities for

enabling you and your colleagues to work effectively

at the office? (Execs) Very important:

63% Better Wi-fi51% Better mobile phone signal

39% Interactive smart collaboration screens

38% Bigger and more desktops screens

38% Better transport links

35% Recreation area / imagination zone

33% Car parking

32% Video rooms

32% Innovative lighting and furniture

29%Large TV screens on the walls with

organisational targets and KPIs

28% More meeting rooms

I would rather my IT

department

invested in the best

technology for use

when I’m on the

move/at home than

for my desk in the

office

62%ITDMs

54

%Exec

s

10


The death of Dilbert: balancing “we” & “me”.

Communicat

eContemplate Concentrate Collaborate

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Socialising in the Office, working in the Cloud

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Virtualisedworking

Co-working hub/ “Coffice” worker

Activity based working

Home worker


Understanding collaboration: social physics

Digital connections

Collaboration: Trader performance vs. idea flow

Physical spaces: friends meet at a fewmeaningful places, strangers pass randomly

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Distance, trust and our inner “Neanderthal”.

In your experience, what are examples of technologies

or working practices that have been put in place in your

organisation, or any other organisation which you know

of, that have most improved the collaboration,

communication and productivity of employees in the

workplace? Audio

Video

Text

Poor Rich

Source: BT / Davies Hickman Partners, 201814


VR & AR as recruitment, training and collaboration tools

Use of 360 degree VR as a

recruitment and training toolVR conferencing

Use of AR as an engineer

training

and collaboration tool

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The Death of Dolly: Productivity, collaboration and wellbeing

• Techno-overload (“too much”): information

overload and multi-tasking.

• Techno-uncertainty (“too fast”):

work and technology changes are too fast to keep

up with.

• Techno-complexity (“too difficult”):

people are finding their technology too complex and

intimidating to use.

• Techno-invasion (“always-on”): Pressure to

be constantly available.

• Techno-insecurity (“paranoia”): people

feel insecure in their job.

“The problem of the future will not be that we cannot connect –

it will be that we cannot disconnect”,

Kevin Kelly, Wired.

Source: Tarafdar, M. Tu,Q. Ragu-Nathan, T.S. & Ragu-Nathan, B.S. (2011), Technostress: Crossing Over to the Dark Side, Communications of the ACM, Vol. 54 No. 9, Pages 113-120.

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Copyright: British Telecommunications PLC,

2019

The rise of the Droid: what does the research tell us?

47%of jobs are at risk of being automated in the next ten years1

60%of jobs could have 30 per cent of

their activities automated in the next 10 years2

5%of jobs will be fully

automated within the next ten years2

14%of jobs will be fully

automated within the next 10 years3

2. Chui, Manyika &Miremadi (2016), Where machines could replace humans—and where they can’t (yet), http://www.mckinsey.com/business-functions/digital-mckinsey/our-insights/where-machines-could-replace-humans-and-where-they-cant-yet

1. Frey & Osbourne (2013), The Future of Employment: How Susceptible are Jobs to Computerisation?

3 Nedelkoska, L. and G. Quintini (2018), Automation, skills use and training, OECD Social, Employment and Migration Working Papers, No. 202, OECD Publishing, Paris. http://dx.doi.org/10.1787/2e2f4eea-enCopyright: British Telecommunications PLC, 2019

Why ‘easy’ things are often difficult: Moravec’s Paradox

Hard to encode: unconscious tasksEasy to encode: conscious tasks

“It is comparatively easy to make computers exhibit adult level performance on intelligence tests or playing checkers, and difficult or impossible to give them the skills of a one-year-old when it comes to perception and mobility.”

Hans Moravec, roboticist

High level reasoning

Playing games

Interpreting the stock market

Writing simple articles

Mathematical and symbolic interpretation

Following processes

Pattern recognition

Walking

Manual dexterity

Empathy / social skills

Gut feeling

Conversation

Negotiation

Collaboration

Creativity / innovation

18Copyright: British Telecommunications PLC, 2019

2 5 /1 1 /2 0 1 9© British Telecommunications plc

Thank YouDr Nicola J. MillardPrincipal Innovation Partner| [email protected]@DocNicola

The 7 ‘D’s shaping the future of work...The 7 ‘D’s shaping the future of work Dr Nicola J....

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