NEW WORK - THE DAY AFTER TOMORROW

We are living in
exponential times...
Digital Data (2005 to 2020):
From 130 to 40,000 exabytes
Facebook (from 2009 to 2015):
From 100 to 1,600m active users
p. month
Google (2014) queries p. day:
2,100bn
IoT (number of connected
devices 2014): 17bn
Source: www.tairawhititechxpo.com

...in which machines will rapidly improve
themselves thanks to artificial intelligence!*
*“Explosion of intelligence”

The winner takes it all!
Even the one in
second place
behind the market
leader is soon
gone!

Accelerating innovation speed demands from the winner ...
… the transformation of the current
business model (EXPLORE) and
the efficient pursuit of the current
core business (EXPLOIT)!
Detecon study “Innovation Culture”

Exploit alone is not enough:
89% of the Fortune 500 companies
from the year 1955 ...
… no longer exist in the
same form today!

But what does that mean for the labor market and the
workforce?
“These changes [from digitalization] bring with them the
greatest opportunities for HR people because they can build
working worlds.”
“Technological intelligence is like a new member of
the family we have to get along with.”
“Some of the most important innovations are not the result of new
technologies, but arise from different ways to collaborate and organize
our work.”
Thomas Sattelberger,
German manager
Christian Schuldt,
author at the Zukunftsinstitut
and expert for digital
transformation
Thomas W. Malone,
Professor at MTI,
author of the book
“The Future of Work”

A mAjor pArt of todAy’s work profiles will disAppeAr
...
“I for one welcome our new computer
overlords. Just as factory jobs were
eliminated in the twentieth century by new
assembly line robots, Brad and I were the
first knowledge-industry workers put out of
work by the new generation of ‘thinking
machines’ (…) and won’t be the last.”
(Jennings “Jeopardy champion” after being beaten by
Watson)

Routine activities will be
completely digitalized
and automated!

Secondary
processes will be
taken
over by identical
ICT solutions in
all companies!

Employees will be relieved of routine
activities and will concentrate on
tasks that generate value!
Responsibility will grow ... 1972 2002 2012
0.5 x 2 x 3
Employees Salary Productivity
Source: Brynjolfsson/McAfee:
“The Second Machine Age”

Where do humans have any
competitive advantages over
machines at all?

Creativity, communication, and social skills make the
difference!
But how can an environment that
encourages creativity,
communication, and social skills be
created?

NEW Work as a composition along the lines of the
dimensions “PeoPle”, “Places”, and “Tools” is The answer!
PEOPLE PLACES TOOLS

“PeoPle”: from rigid sTrucTures and conTrols ...
BEFORE:
FUTURE WORK
Department/Hierarchy Time/
Control
Line
Workplace = Location
Superior/
One Way

… to liquid networks And A culture of trust.
AFTER:
FUTURE WORK
Results/
Trust
Team/Network
Coaching/
360 Degrees
Activity-based working Project

“Places”:
From THE CELL ...
BEFORE:

… to A communicAtive environment thAt encourAges
creativity.
AFTER:

“Tools”:
from monitor-based workplaces
BEFORE:
My desk is my castle!
Culture of physical
presence
Commuter stress

… to virtuAl interconnectivity And collAborAtion.
“Tailored To your working sTyle.”
FUTURE
WORK:
COLLABORATION
TOOLS & USE OF
VR
E-LEARNING TOOLS,
E.G., VIRTUAL
CLASSROOMS
IT DEVICES (LAPTOP,
SMARTPHONE, ETC.)
DESK-SHARING
RESERVATION
SYSTEM
PAPERLESS WORK!
WEB MEETING,
E.G., SKYPE FOR
BUSINESS, LYNC
INTRANET
CLEVER ROOM
RESERVATION TOOL

Because fast decision-
making processes,
democratic leadership
culture, and creative
workshops not only make
a company more
attractive to its
employees, but also
increase revenues.
YES
!

New Work implementation overall
Employerattractiveness
correlates with:
Creative workspaces:
Democrat. leadership culture:
Fast decision-making processes:
0.25
0.24
0.21
0.27 New Work implementation overall:
REVENUE
correlates with:
Creative workspaces:
0.27
0.26
0.22
0.24
New Work implementation overall
Employee fluctuation
correlates with:
Home office
-0.25
-0.22
-0.23
-0.24 New Work implementation overall:
Flexible working hours:
0.37
0.36
0.30
0.36
Employee satisfaction
correlates with:
Detecon study on the future of the working world and work organizations (New
Work)

Great Place to Work (GPTW) – Next Level.
 Conduct of top management interviews
(CXO Level) and interviews with experts
 Comprehensive desk research on previous projects
 Developmentof a decision-making memo for management
board for the development of the initiative GPTW nL
 Scope: 4 consultants
 Period: May to July 2016
Development of content Detecon support
Objective of the initiative “GPTW nL” — building on the experience from the previous initiative GPTW
— is to bring the innogy work culture to life.
Concrete realization concepts must be developed along the lines of the dimensions “Working
Culture”, “Places”, “Tools”, and “Principles and Regulations”; their purpose is to strengthen the
innogy innovation culture and heighten its flexibility/agility.
The initiative is supposed to build on the previous experience from GPTW and the experience from
lighthouse projects (such as Digital, InnovationHub), and Detecon best practice experience.
“GPTW nL is for us the key initiative for defining and bringing to life a new and agile
work culture at innogy. Within a very short time, Detecon collaborated with us to
develop a joint approach for the initiative, one that was supported by the entire innogy
management board. We look forward to our continuedcooperation and the joint
continuation of the initiative.”
Uwe Tigges, Chief HR Officer RWE/innogy

new workPlace “non-food” – Tchibo (Hamburg)
 Conduct of a comprehensive analysis of needs for the
division “Non-Food” (approximately 300 employees,
including design units), including management
presentation
 Support of the conceptualization “New Workplaces” during
various workshops and coaching of the project
management
 Support during conceptualization and implementation of a
showroom for product management
 Ideas for the strategic orientation of the unit “HR Work
Environment”
 Period: April to June 2016
Conceptualization and implementation of the functions Detecon support
People: Flexible structuring of work from the implementation of “activity-based working”
Places: Realization of an open-space environment, including communication and creative zones
and a showroom for designers
“Because of our good experience in the past, we took Detecon for the
implementation of ‘New Workplaces’ in the ‘Non-Food’ division and are thrilled by
the support — highly pragmatic and professional methods with high impact for
our division.
We look forward to the future joint projects.”
Dr. Delia Schindler, Head of HR Work Environment

FUTURE WORK – DEUTSCHE TELEKOM AG (various sites)
 Conceptualization and developmentof a central framework for the
implementation along the lines of the dimensions “People”, “Places”,
“Tools”
 Developmentof a comprehensiveFuture Work Toolbox for executives,
project managers, and employees
 Support of the social partner management, including developmentof a
sample works agreement
 Interim management of the work streams “Framework” and “Change
Managementand Communication"
 Managementof the central transformation office
 Comprehensive guidanceof the lighthouse project “Konzernhaus
Hamburg”
 Period: April 2014 to present (ongoing)
People: Flexible structuring of working hours and workplace and support of the
Telekom leadership principles
Places: Design and realization of an activity-based working room concept with various
room modules in a new building (Hamburg) and in existing buildings Desk sharing
quota of 1:1.3 and target of 1:1.7
Tools: Collaborationacross all hierarchical levels in combination with standard mobile
IT equipment, including “bring your own device”
“Detecon collaborated in setting up the program
‘Future Work’ and made a major contribution to
the development of content and successful
implementation.
I look forward to our continued successful
collaboration.”
Dietmar Welslau, Senior Vice President
Group Representative HR Transformation

FUTURE WORK@LIFTSTAR
 Conduct of scoping and strategy workshops
 Various kick-off events
 Conduct of a comprehensive analysis of activities
 Coordination of Future Work concept with involved
stakeholders
 Period: May to July 2016
Development of content Detecon support
The focus of the project “Future-Work@Liftstar” is on the creation of an inspiring and flexible working
environment that will make a lasting contribution to company success.
The rigorous introduction of activity-based working and desk sharing for all hierarchical levels is expected to
encourage collaboration across all divisions and hierarchies and promote creativity. A working environment
appropriate to the specific work situation is to be available to all employees.
Another goal is the enhancement of employer attractiveness.
The project is being conducted in close cooperation with top management, executives, the Liftstar culture
team, and the architects in charge.
“We were enthusiastic about the ideas and practical experience of the Detecon team right from the
beginning. Thanks to a comprehensive analysis of activities and the intensive involvement of our
executives, we received a concept that was perfectly aligned with our company. We look forward to
further cooperation.”
Hartmut Bulling, top management at Liftstar

Optimization of Customer Service at Sächsische Lotto GmbH
(Leipzig office)
 Conceptualization and developmentof a new customer service strategy
 Reorganization of customerservice with the creation of a new, independent
servicegroup
 Design of a new room and workplace concept based on the Future Workplace
principle
 Creation and implementation of a new pay scale group system
 Developmentand implementation of a flexibleworking hours model
 Support of social partner management
 Process optimization with the support of the sBPM methodology
 Selection and recommendation of a new customer service communication
system
 Period: August 2014 to July 2015
Conceptualization and implementation of the
functions
Detecon support
People: More flexible structuring of working hours with a volatile, service-oriented shift
model
Places: Design and implementationof a new room concept for customer service with
the goal of creating a modern, smart, and ergonomic working environment
Tools: Selection and recommendation for the implementationof a new omnichannel-
capable communicationcenter system and a new workplace configuration
“Detecon built up a new, modern, efficient structure in the newly created group
‘Service’ for us and replaced old work procedures that no longer functioned well with a
new organization unit. The Detecon team proved their value to us, both professionally
and personally, and helped us a lot. It’s not possible to achieve more.”
Siegfried Schenek, Managing Director Sachsenlotto GmbH

UNITYMEDIA – COLOUR SPACE (various sites)
 Support during communication and change management
actions
 Ideas for the realization of the working environment (incl.
best practice example Detecon)
 Input on special subjects such as acoustics, employee
participation
 Support during project structuring
 Sparring partner for the project management/sponsor
 Period: June 2015 to present (ongoing)
Conceptualization and implementation of the
functions
Detecon support
People: Open and hierarchy-free communication and encouragement of cross-departmental
collaboration
Places: Implementation of open spaces and activity-based working communication zones,
partial desk sharing
“Detecon gave us important ideas for our smart working implementation —
from the design of the working environment, change, and communication to
subjects such as acoustics. We are highly satisfied and would use Detecon’s
services again.”
Frank Schiefer, Head of Group Facility Management

Products & Innovation (Darmstadt)
 Conceptualization “Smart Working” for group strategy
Deutsche Telekom Human Resources
 Implementation of situation-orientedworkplace concept as
blueprint for the Smart Working working world at Telekom
 Anchoring of practical experience and theoretical components in
Smart Working framework
 Holistic overall approach with all involved positions (IT, Real Estate,
HR)
 Best practice employee integration
 Overall project responsibility in planning, design, and realization
 Period: Sep 2012 to Apr 2013
People: Implementation of trust-based working hours and result-oriented
leadership culture
Places: Design of flexible, situation-oriented working worlds with a sharing quota of
1.3 in an HR environment
Tools: Collaboration across all hierarchical levels in combination with standard
mobile IT equipment, including “bring your own device”

Products & Innovation (Darmstadt)
 Working individually
 Wi-Fi connectivity
 Daily business in various
communication zones
 Flexible workplace concept
 Workplace completely
equipped with IT services
 Think Tank/Meeting Rooms
 Room for confidential atmosphere
 Team meeting
 Wi-Fi connectivity and appropriate equipment
such as TV, HDMI, conference phones, etc.
 Short-term workplaces
for visitors

Detecon – Future Work Office (COLOGNE)
 Concept “New Work” at Detecon
 Took charge of the interfaces to stakeholders, esp.
Facility Management
 Steering of creative agencies for office fittings, art
agency
 Took charge of program management processes
 Methodological assessment of all risks and tracking
 Social partner management
 Period: Oct 2010 to July 2012
 Core team: 10 Detecon employees from all units, project
manager: 1 Managing Consultant with complete
responsibility
Conceptualization and implementation of the functions Scope of performance
Pool offices/Desk sharing: Network-based work concepts to ensure
high productivity (non-territorial concept for consultants1:1.8).
Art concept: Fostering of new ideas and approaches by inspiring
surroundings (1:10)
Smart Office concept: pool workplaces and parking spaces can be
reserved in seconds
New HR instruments: e.g., performance management
PLACES
Tools/
People

Detecon – Future Work Office (COLOGNE)
RECEPTION/LOBBY WORK AREAS/POOL OFFICE
COMMUNICATION ZONES - STAGE DESIGN
https://www.youtube.com/watch?v=vf83TzJxyRQ

T-Systems Switzerland (Zollikofen)
 Concept “T-One” at T-Systems CH
 Consolidation of multiple building areas
 Implementation of situation-oriented
workplace concept and use description
 Design of a fully comprehensive clean desk
concept
 Definition of rules for use of areas
 Period: Jul 2009 to Dec 2009
Conceptualization and implementation of the functions Scope of performance
Efficiency: Use of standardized workplaces in combination with a desk
sharing quota of up to 1.5
Productivity: Open and inspiring design for situation-oriented working
Culture: High integration of employees in concept and design of the
project to heighten employee satisfaction
Clean desk: The implementation of a comprehensive clean desk concept
in combination with a solid security concept assures the implementation
of desk sharing
PLACES
Tools/
People

T-Systems Switzerland (Zollikofen)
CADDY GARAGE WORK AREAS/POOL OFFICE
COMMUNICATION ZONES — MEETING SITUATIONS

A holistic
procedural model
along the lines of
the dimensions
“people”, “plAces”,
And “tools” Assures
the success of the
implementation

DESIGN BUILD
months
SET-UP/
ASSESSMENT
Nov Dec JanAug Sep Oct
CUT-OVER
Change
Management/
Communication
Project
management
PMO for content
IT
Social partner
management
Advisor*
TESTING (evaluation group)
Zero measurement
FW readiness check
Guidance of Go Live
evaluation group
Installation of project
structure
Creation of project
structure
Challenging of
concepts
Facilitation Steering
Committee
Installation of
meeting structure
Creation of
framework
Installation of project
reporting
Monitoring of
milestones
Challenging of
concepts
Stakeholder
management
Committee
Creation of
framework
Guidance of regular
meetings
Monitoring of
milestones
Challenging of
concepts
Stakeholder
management
Committee
Creation of
framework
Guidance of regular
meetings
Monitoring of
milestones
Challenging of
concepts
Evaluation
evaluation group
Committee
Creation of
framework
Guidance of regular
meetings
Monitoring of
milestones
Go Live 01/01/2016
Stakeholder analysis Creation of change
architecture
Stakeholder analysis
Creation of
blueprints change
management
Stakeholder analysis
Creation of
communication plan
Creation of
blueprints change
management
Creation of
blueprints
communication
Guidance of creation
of IT architecture
Guidance of SP
stakeholder analysis
Creation of
blueprints
communication
of IT concept
of negotiation
concept
of IT concept
Challenging/sparring
negotiation concept
Challenging/sparring
negotiation concept
Guidance social
partner negotiations

 Digital revolution
 Heavily hit sectors:
Utilities, Automotive,
Retail,
Print …
Trend Topics NEW Work
DISRUPTION
 Interaction between
humans and machine
 Robotics:
Opportunity + Risks?
ARTIFICIAL
INTELLIGENCE
 Demographic
transformation
 Gender discussion
SOCIAL DEVELOPMENT
 Half-life of knowledge
 Skills on demand
 Life-long learning
EDUCATION
 Skills buildup
(particularly for
skills gaps in
MINT subjects)
 Direct integration
support
INTEGRATION

Components and task structure of a joint Future Work
project (focus areas/lead roles)
Culture and change
• Organization (network, etc.)
• Performance assessment, etc.
• Home office, mobile working, result-
oriented leadership
• Corporate culture and leadership
Working environment
“activity-based working”
• Buildings (Wi-Fi, LAN phone, etc.)
• Personal IT equipment; “use what you
sell” (PCs, BYOD, equipment,
smartphones)
• Collaboration (social media, videos,
knowledge, skills)
Hygiene
(i.e., error-free functioning of the tools as a
prerequisite for successful implementation)
buildings (Wi-Fi, LAN, phone, etc.)
• Personal IT equipment;
“use what you sell” (PCs, BYOD,
equipment, smartphones)
• Collaboration (social media, videos,
knowledge, skills)
PEOPLE PLACES
ORANGE COUNCIL, a content/strategic
coach (including for creativity+ effects
on innovation strength)
TOOLS/ICT

A joint approach of Detecon and Orange
Council breaks down into 3 phases.
Preparation, conceptualization, and
implementation of the Future Work
concept within 14 to 16 weeks.

1st PHASE: PREPARATION/APPROX. 2 WEEKS
An initial review meeting will be set after three weeks and further support from
Detecon will be discussed.
Determine initial target
Target group is management,
above all management board
Strategy and storyline
2nd PHASE: CONCEPTUALIZATION/APPROX. 4 WEEKS
Determine tasks by backward calculation
Golden Circle (why, what, how, ...)
….
Phases 1 + 2
Define project scope
Create project structure plan
Determine supporter network, committees
and disseminators
Project setup
Examination of documents
PMO for content (project structure plan,
project governance, etc.)
Project team kick-off
Sketch timeline
Structure partial projects (change
management, communication, and PMO)
Derivation of tasks from structuring of
products according to People, Places, and
Tools
Generate atmosphere
Compile work structures and requirements
Derive possible room modules
Analysis of needs and activities
Interviews with “key disseminators” by a
Golden Circle with management
Steering of the analyses of needs and activities
Derivation of room concepts and modules
from the need analysis
Environmental analysis
Sparring partner and idea giver for change
and communication concept
Change and communication concept
Inclusion of lessons learned, experience from
other implementation projects
Project
objectives
Procedure Project kick-off

3rd PHASE: IMPLEMENTATION/APPROX. 8–12 WEEKS
Continuous feedback loops using supporter networks and disseminators whenever possible
(pit stops and pulse checks, formulate and post stories regularly, etc.)
Holistic information
Clarify misunderstandings and
alleviate fears
Create trust
Transparency
Project
objectives
Initial information events for
executives and employees
regarding
- Background
- Motivation
- Procedure and timeline
- Benefits
- Feedback
Market stands with open
question sessions and lunch
Phase 3
Deep-dive information of the
affected directorial level
Gain trust and authorize executives
Empowerment
Discussion groups with executives
for clarification of open questions
Joint development of a scrapbook
for “Flexible Working Worlds” (as a
living document)
Joint “Clean-up Action”
Procedure
Operationalize concept with
affected employees
Avoidance of the “not invented
here” syndrome
Discussion
Develop joint “rules of the game
for the collaboration” (code of
conduct)
Trial living in the new area with
subsequent obtaining of
feedback
Possibly selective room design by
team
Distribute concept and generate
followership
Create opportunities for
interactive sharing
Participation
Planning and organization of an
event “Redesign of Our Working
World”, possibly in combination
with a TED talk
Feedback grid to generate
atmosphere
Generate and publish success
stories
Foster involvement with the
subject
Generate understanding for
various viewpoints
Personal workshop (fears, my
success, my benefits) on
“Flexible Working Worlds”
Become acquainted with the area:
Guided Tours
Followership

Responsible positions of Orange
Council and Detecon
 Storytelling
 Communication
 Press (brand awareness,
especially in the art world)
 Room design
 Imagination
 Creativity

CONTACT
… 89% no longer exist in
the same form today!
MARC WAGNER
Managing Partner
Global Head of Transformation, People Management & Integral Business
Cell: +49 175 2206049
marc.wagner@detecon.com

NEW WORK - THE DAY AFTER TOMORROW

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