The Future of Work

Sandy Kemsley ● www.column2.com ● @skemsley
The Future of Work
Leveraging new technologies and
adopting new cultural norms to
survive the new world of business

Agenda
 What’s different for the future of work?
 Technologies driving change
 Changing customer attitudes
 Changing employee attitudes
 How do we adapt?
 Applying technologies
 Cultural changes
Copyright Kemsley Design Ltd., 2015 2

The future is already here — it's just not
very evenly distributed
— William Gibson

Business Is Changing…
 New business models
 New products
 New interaction methods
 New customers
 New employees

Is Your Business Keeping
Pace?
 Creating desirable products
 Reducing transactional friction
 Adopting new technologies
 Attracting valuable customers
 Attracting skilled employees

Technology Drives Change
The impact of new consumer and enterprise technologies

Social and Collaboration
 User-created content
 User-directed collaboration
 Emergent, rather than predefined,
structure and content
 Distributed co-creation

Mobile Devices
 Always available
 Device-specific capabilities
 Phone
 Camera
 GPS
 NFC
 Unique form factor

Cloud Platforms
 Enables external sharing and
collaboration
 Elastic expansion/contraction to meet
unexpected demands
 High availability for access anytime
 Subscription pricing
model

Internet of Things
 Connected devices generate and
consume information
 Devices become actors within a
business process

Big Data and Analytics
 Monitor and respond to events, not
just outcomes
 Detect patterns, correlation, causation
 Predictions/recommendations
 Sentiment analysis
 Next best action
 Simulation
 Proactive problem avoidance

Technology Interactions
Social/Collaboration
Mobile
Enables
always-on
access to
Informs
Creates
data for
Big Data/Analytics
Creates
data for
Creates
data for
Internet of Things
Generates
events for
Generates
events for

Social in the Enterprise
 User-driven social interface to work
 Strengthen weak ties through social
interaction
 Goal-oriented social production
 Standalone or built-in social features
 Social platforms and networks
 Built into core business platforms for
“purposeful collaboration”
 Online communities of practice

Social BPM:
Ahead of the Curve
 Social at design time:
 Agile collaborative process modeling
 Social at runtime:
 Goal-directed processes with dynamic
modeling
 Ad hoc task management
 Ad hoc collaboration
 Activity stream view of events

Social BPM:
Adoption Failures
 IT/operational management disable
social features
 Attempt to control workers’ activities
 Results in ad hoc “off the record”
collaboration
 Workers ignore social features
 Insufficient training
 Insufficient incentives to collaborate

Social BPM Gone Wrong
“In spite of evidence that collaborative,
dynamic, goal-directed processes can
improve agility, profitability and
customer satisfaction, many enterprises
maintain a corporate culture and
management style that does
not allow or incent workers
for these activities.”

Case Management
 Focus on knowledge work
 Goal-driven, not pre-defined processes
 Guided by rules and events
 Content (case folder) as central permanent
artifact
 Dynamically configurable to meet
worker’s needs
 Supports rather than controls

Case Management Features
 A combination of process, content, rules,
events, collaboration, analytics...
 Persistent case folder
 Pre-defined checklists for common tasks
 Guidance/guardrails via declarative rules
 Personalization for worker preferences
 Prediction and what-if scenarios

Case Management
Components
Customer
Information
Ad hoc Tasks &
Collaboration
Predefined
Processes
Events
Compliance
& Rules
Analytics &
Recommendations

Process Repeatability
Structured
• e.g., automated
regulatory process
Structured with
ad hoc
exceptions
• e.g., financial back-
office transactions
Unstructured with
pre-defined
fragments
• e.g., insurance
claims
Unstructured
• e.g., investigations

Spectrum of Predictability
Source: Keith Swenson, Fujitsu, www.social-biz.org

Usage Scenarios
 Process orchestration
 Transaction-centric
 Predefined processes
 Complex knowledge work
 Content/information-centric
 Predefined tasks, selected by worker
 Simple task/process management
 Goal-centric
 Checklist created/assigned by worker

The Changing Customer

More Informed, Less Loyal
 Always-on access to information
 Price/product comparison
 “Showrooming”
 Uses consumer services from multiple
vendors
 Switches vendors to take advantage
of offers
 Mobile plans
 Banks and credit cards

Higher Expectations
 User experience
 Problem resolution
 Price/performance
 Process transparency

Uncensored
 Read/write opinions on social media
 General social media platforms, e.g., Twitter,
Facebook
 Industry and product-specific communities,
e.g., TripAdvisor, Get Satisfaction
 Vendor marketing is no longer in
control of the message
 Ignore at your own peril

Challenges Retaining
Customers
 Competition from smaller/nimbler
companies
 Showrooming/price comparison
 Inability to personalize customer
experience
 No loyalty

The Changing Nature of
Work

The Two Faces of Work
Routine Work
Execute transactions
Efficiency
Compliance/standardization
Process improvement
Automation
Knowledge
Work
Solve problems
Collaboration
User-created processes
Assist human decisions
Collect supporting artifacts

From Routine Work To
Knowledge Work
 Goals shift from efficiency to problem-
solving
 Routine work automated
 Unpredictable, customer-facing work
often ad hoc and poorly supported

Consumer Software Sets
Expectations For Business
 Consumption
 Participation and
collaboration
 Co-creation
 User experience
 Access anywhere,
on any device
31Copyright Kemsley Design Ltd., 2012

Information Is Everywhere
 Transparency of business and
personal information
 Rich informational context for
decision-making
 Analytics refine, predict and
recommend

Challenges In Enabling
Knowledge Workers
 Rigid processes
 No incentives for collaboration or
innovation
 Inability to personalize employee
experience

Creating New Business
Models
Creating the business of the future

Changing Business Models
 Customer-centric/customer-inclusive
 Reinvent how business is done
 Innovate products

Classic Business Metrics
Metric Enabled by
Cost cutting Automation
Removing geographic constraints
Process reengineering
Compliance Policy enforcement
Reporting
Agility Model-driven design
Lightweight development methods
Rules integration

New Business Metrics
Metric Enabled by
Customer
experience
Mobile/social/cloud
Event-driven processes
Revenue
generation
Mobile/social/cloud
Gamification
Business
innovation
Mobile/social/cloud
Big data
Internet of things

Transform Customer
Experience: Link Social
Presence To Core Process
 Changes the customer relationship
 Extends the ends of the process
 Increases external collaboration
 Forces operational transparency

Boost Revenue: Reduce
Friction, Add Gamification

Innovate Business Models:
Create A New Market Segment

Adopting Emerging
Technologies
Embracing new technologies to support the future of work

Customer Experience
 Platform agnostic: web, phone, in-
person, mobile app
 Always on
 Self service to full service: let your
customer do your work
 Personalized with customer’s
informational context

Think “Outside The Firewall”
 Model the customer as part of the
process
 Link external/social information to
core business processes
 Support customer devices of choice

Tools for Knowledge Work
 Intelligent processes
 Contextual information
 Analytics
 Decisioning
 Recommendations
 Flexible, adaptive processes
 Internal and external collaboration
 Activity streams for monitoring

Manage Events, Not Just
Outcomes
 Activity streams and event processing
 Real-time response to processes in
flight
 Predictive analytics to fix the problem
before it’s a problem

Employee Experience
 Personalized for individual work
patterns
 Integrated user experience
 Automate all possible tasks to allow
focus on knowledge work

BPM Buzzword Bingo
B P M
Social
collaboration
Mobile Cloud
Big data &
analytics
Case
management
Automation
Decisions
Events
& IoT
Prediction

What Knowledge Workers
Need
 Goal-driven work with a complete
view of customer
 Collaboration on demand
 Remote work
 Pre-emptive problem resolution

Goal-Driven Work
B P M
Social
collaboration
Mobile Cloud
Big data &
analytics
Case
management
Automation
Decisions Events & IoT Prediction
 Rich customer context
 Create activities and
flows dynamically
 Delegate routine tasks
to automation
 Detect patterns for
process improvement
 Use case: claims
management

Collaboration On Demand
B P M
Social
collaboration
Mobile Cloud
Big data &
analytics
Case
management
Automation
 Social in the flow of
work
 Cross-silo collaboration
to fuel innovation
 In-network experts or
recommendations
 Include remote and
external participants
 Use case: co-design

Remote Workers
B P M
Social
collaboration
Mobile Cloud
Big data &
analytics
Case
management
Automation
 Collect information
remotely on mobile
devices
 Work from anywhere
 Use cases: industrial
inspections; claims
adjusters; outpatient
healthcare

Pre-Emptive Problem
Resolution
B P M
Social
collaboration
Mobile Cloud
Big data &
analytics
Case
management
Automation
 Event detection and
correlation
 Predictive analytics
and alerts
 Automated problem
avoidance
 Use case:
transportation
logistics

Managing Work in a
Customer-Led World
 Understanding what contributes to
business success: not a piece-work
mentality

Encouraging Cultural
Change
Changing how you work

Employee Collaboration
 Collaboration opportunities
 Share knowledge
 Apply the right skills to get work done
 Train new workers
 Why not collaborate?
 Time requirement to complete assigned
work
 Competitive advantage through hoarding
knowledge

Identifying Mismatch of
Rewards and Goals
 Intrinsic versus extrinsic motivations
 Recognition versus monetary rewards
 Team versus individual goals

Building In Social Incentives
 Capture social metrics on systems of
interaction
 Social graph and interactions
 Flexibility and innovation
 Quality of decision/problem resolution
 Peer assessment
 Combine with traditional metrics
 Immediate feedback with social
recognition and gamification

Boost Teamwork
 Reward team goals as well as individual
 Strengthen weak ties with dynamic, self-
organizing teams
 Encourage joint ownership of goals,
activities to increase buy-in
 Leverage social ties/pressure to adopt
new ideas
 Teamwork is not just “doing your job”

Self-Organizing Teams vs
Hierarchical Crowdsourcing
Red Balloon Challenge
 Time-critical search
challenge
 Reward team
recruiters and
problem-solvers
 The people build the
organization, then
solve the problem
Mechanical Turk
 Pre-defined atomic
tasks assigned to
anonymous workers
 No network
interactions
 No incentive to solve
the overall problem
Source: Social Physics, Alex Pentland, 2014

Align Incentives with
Business Objectives
 Reward problem-solving over
efficiency
 Reward for valuable work outside their
job description
 Reward workers for recruiting problem
solvers

Summary
 The changing business landscape
 The technologies driving change
 Changing customer behaviour
 Changing nature of work
 Dealing with change
 Creating new business models
 Leveraging emerging technologies
 Creating incentives for change

Questions
Sandy Kemsley
sandy@kemsleydesign.com
www.column2.com
@skemsley

The Future of Work

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