the 7 ‘d’s driving the future of work · bt’s research & innovation british...
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BritishTelecommunicationsplc2017
The7‘D’sdrivingthefutureofwork
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DrNicolaJ.MillardHeadofCustomerInsight&[email protected]@DocNicola
£2.8bnspentonR&Doverthelast
fiveyears
3rdlargestinvestorinR&Din
thefixedlinetelecomssectoroverpasttenyears
3rdlargestinvestorinR&DintheUKoverpasttenyears
4,900patentsinourportfolio
13,000Scientistsemployed
worldwide
£520minvestedinR&Din
2016/17
30+directuniversityresearch
relationships
4thhighestnumberofpatentsfiledwithEuropeanPatent
OfficeofUK-basedcompanies
BT’sResearch&Innovation
BritishTelecommunicationsplc2018
The7‘D’s’drivingthefutureofwork
Dr.No
Dolly
Distance
DilbertDiversity
Droids
Copyright:BTGlobalServices,2017
Digital
Digital is all about productivity – but what exactly is “productivity”?
9 in10
9in10businessexecutivessaymobileandcollaborationtechnologieshave
improvedtheproductivityoftheirworkplace.
Productivityisthemainbenefitofimprovingdigitalexperiences(ITDMs)
Improvingemployeeproductivityisourtop
Productivityisthemainbenefitofimprovingdigitalexperiences(ITDMs)
IfIwasCEOimprovingproductivitywouldbemyNo1priority
India
98%SouthAfrica
81%
91%
81%
Ireland
94%Spain
93%France
92%
HongKong
92%
USA
92%UK
89%
Singapore
89%Germany
84%4
97%
Australia
96%
Source:BTGlobalServices/DaviesHickmanPartners,2018
50% YoucantellhowhardpeopleworkfromtheirIMstatus(ITDMs)
Digitalexperiencesincreaseproductivity.
BritishTelecommunicationsplc2018
TheRiseofDiversity:5generationsatworkby2020
2010 2020 2030
Traditionalists Boomers GenX GenY GenZ
40%
30%
20%
10%
0%
Source:LondonBusinessSchool,2013
Copyright:BTGlobalServices,2017
Traditionalworkpatterns.
Newworkpatterns.
Source:Gratton&Scott(2016),The100YearLife,Bloomsbury.
Workisnolongerlinear.
BritishTelecommunicationsplc2018
ThetoolsforadigitalworkforceandthedeathofDrNo.
Source:BTGlobalServices/DaviesHickmanPartners,2018 BritishTelecommunicationsplc2018
54%
71%Execs
63%
50%
64%
62%
37% 29% 26%CEOs ITDMs Execs
Describingthedigitalemployee
experiencetheirorganisationprovidesasExcellent
69%Mysmartphoneis
betterthanmyworkone(Execs)
2ndtoppriorityforITDMsisinvestingin
betterdevices(ITDMs)
68%Employeeswantingtousetheirowndevicescreatesrealproblems(45%2015)(ITDMs)
Beginningtousechatmorethane-mail(ITDMs)
YoucantellhowhardpeopleworkfromtheirIMstatus(ITDMs)
ITDMsSayingitiseasytouseWhatsAppforwork
IMmakesiteasiertocommunicateacrosscountries
IMmakesiteasiertoapproachCEOs&seniordirectors
IMisratedasthe2ndmostproductivecollaborationtechnology Useinworkinghoursfor
workpurposesregularly(ITDMs)
2015 2017
WhatsApp 43% 60%
SMS 42% 49%
Twitter 25% 40%
ThedeathofDilbert:thechangingnatureoftheoffice.
Source:BTGlobalServices/DaviesHickmanPartners,2018 BritishTelecommunicationsplc2018
62%ITDMs
54%Execs
IwouldrathermyITdepartmentinvestedinthe
besttechnologyforusewhenI’monthemove/athomethanformydeskin
theoffice
IfyouweretheCEOofyourorganisation,whatwouldyousayarethemostimportantprioritiesforenablingyouandyourcolleaguestoworkeffectivelyattheoffice?(Execs)Veryimportant:
63%BetterWi-fi51% Bettermobilephonesignal39% Interactivesmartcollaboration
screens38% Biggerandmoredesktopsscreens38% Bettertransportlinks35% Recreationarea/imaginationzone33% Carparking32% Videorooms32% Innovativelightingandfurniture29% LargeTVscreensonthewallswith
organisationaltargetsandKPIs28% Moremeetingrooms
Contemplate ConcentrateCommunicate Collaborate
ThedeathofDilbert:balancing“we”&“me”.
BritishTelecommunicationsplc2018
SocialisingintheOffice,workingintheCloud.
BritishTelecommunicationsplc2018
Thedeathofdistance:collaboration,trustandourinner“Neanderthal”.
Source:BTGlobalServices/DaviesHickmanPartners,2018 BritishTelecommunicationsplc2018
Poor Rich
Inyourexperience,whatareexamplesoftechnologiesorworkingpracticesthathavebeenputinplaceinyourorganisation,oranyotherorganisationwhichyouknowof,thathavemostimprovedthecollaboration,communicationandproductivityofemployeesintheworkplace?
VR&ARasrecruitment,trainingandcollaborationtools
BritishTelecommunicationsplc2018
TheDeathofDolly:Productivity,collaborationandwellbeing.
• Techno-overload(“toomuch”):informationoverloadandmulti-tasking.
• Techno-uncertainty(“toofast”):workandtechnologychangesaretoofasttokeepupwith.
• Techno-complexity(“toodifficult”):peoplearefindingtheirtechnologytoocomplexandintimidatingtouse.
• Techno-invasion(“always-on”):Pressuretobeconstantlyavailable.
• Techno-insecurity(“paranoia”):peoplefeelinsecureintheirjob.
Source:Tarafdar,M.Tu,Q.Ragu-Nathan,T.S.&Ragu-Nathan,B.S.(2011),Technostress:CrossingOvertotheDarkSide,CommunicationsoftheACM,Vol.54No.9,Pages113-120.
BritishTelecommunicationsplc2018
“Theproblemofthefuturewillnotbethatwecannot
connect–itwillbethatwecannot
disconnect”,KevinKelly,Wired.
TheRiseoftheDroid:what’sdoestheresearchtellus?
3.Chui,Manyika&Miremadi(2016),Wheremachinescouldreplacehumans—andwheretheycan’t(yet),http://www.mckinsey.com/business-functions/digital-mckinsey/our-insights/where-machines-could-replace-humans-and-where-they-cant-yet
2.Frey&Osbourne(2013),TheFutureofEmployment:HowSusceptibleareJobstoComputerisation?
4Nedelkoska,L.andG.Quintini(2018),Automation,skillsuseandtraining,OECDSocial,EmploymentandMigrationWorkingPapers,No.202,OECDPublishing,Paris.http://dx.doi.org/10.1787/2e2f4eea-en
ofjobswillbefullyautomatedwithinthenext10years
14%
5%ofjobswillbefully
automatedwithinthenext10years 3
4
BritishTelecommunicationsplc2018
Why‘easy’thingsareoftendifficult:Moravec’sParadox.
Easytoencode:ConsciousTasks
• Highlevelreasoning.
• Playinggames.
• Interpretingthestockmarket.
• Writingsimplearticles.
• Mathematical&symbolicinterpretation.
• Followingprocesses.
• Operatingmachines.
Hardtoencode:UnconsciousTasks
• Walking.
• Manualdexterity.
• Seeing&recognisingobjects.
• Empathy/socialskills
• Gutfeeling.
• Conversation.
• Negotiation.
• Collaboration.
• Creativity/Innovation.
Copyright:BTGlobalServices,2017
BritishTelecommunicationsplc2017
ThankYou
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DrNicolaJ.MillardHeadofCustomerInsight&[email protected]@DocNicola