The rising cloud& the new‘consumerisation’of workplacetechnology

O F F I C E WA R S 2 0 1 2

A R E P O RT B Y O R A N G E B O X I N T O

T H E C H A N G I N G W O R K P L A C E .

Boomers

Millennials

768 results for millenials

mil-len-ni-als[mil-len-ee-uhls]

Generation Yn.The generation following GenerationX, especially people born in theearly 1980’s to the late 1990’s.

millennials Searchx

change

For this report, we focus on the people and thetechnology. Through fourteen chapters we explorethe key revolutions/evolutions we believe aretopical, insightful and relevant to the changingworkplace.

Across all the research we covered, perhaps oneof the most salient insights on the need to betterunderstand the landscape we inhabit, comesfrom an observation in Deloitte’s ‘Human CapitalTrends 2011’.

‘The population changes that are driving diversitytoday form a clear and strong trend line. The waybusinesses approach diversity is a trend, too, buta different one.

Society will keep evolving under its own power,but a thoughtful strategy to derive strength fromdiversity takes conscious effort. You can’t stopthis train, but you can miss it.’

The New York Times reported it recently as, “A trend whichrepresents a significant shift from the last few decades, when themost advanced technologies were first available in the workplaceand eventually migrated into consumer products”.

Compared with the long established multinationalcorporations, Orangebox is a new player in theworld of office furniture. While we lack the in-houseresources of global mega brands, we share thesame ambition - to develop office furniture thatanswers the challenges of our rapidly changingworkplace, creatively and effectively.

To achieve this, we need to begin by trackingthe challenges and changes reshaping theworkplace, and enquire how organisations aremeeting these challenges.

Change is more dynamic than we want to believe.It’s good to remind ourselves that since the FTSE100 was established in 1984, 68 of those 100companies have now disappeared. “The TimesThey Are a Changing” may be a 47 year oldsong, but its message lies at the centre of businessdynamics today.

Gerard TaylorCreative Director / Orangebox

We are entering one of the most exciting periods of

within the workplace. Two fundamental assets within anyorganisation are its people and the technology they access. Both are changingmore rapidly than at any time in the history of the workplace.

A report by Orangebox into the changing workplace Introduction

Like it or not, the IT proliferation that has shapedthe personal lives of anyone under 30 has nowspilled into the corporate world.

Accenture

01

Boomers & Millennials Office Wars 2012

Office Wars 2012 is a project ofextensive research into the gamechanging new technologiesimpacting the workplace and the newworkforce at the centre ofworkplace technology.

tracking the challenges and changesreshaping the workplace

change

For this report, we focus on the people and thetechnology. Through fourteen chapters we explorethe key revolutions/evolutions we believe aretopical, insightful and relevant to the changingworkplace.

Across all the research we covered, perhaps oneof the most salient insights on the need to betterunderstand the landscape we inhabit, comesfrom an observation in Deloitte’s ‘Human CapitalTrends 2011’.

‘The population changes that are driving diversitytoday form a clear and strong trend line. The waybusinesses approach diversity is a trend, too, buta different one.

Society will keep evolving under its own power,but a thoughtful strategy to derive strength fromdiversity takes conscious effort. You can’t stopthis train, but you can miss it.’

The New York Times reported it recently as, “A trend whichrepresents a significant shift from the last few decades, when themost advanced technologies were first available in the workplaceand eventually migrated into consumer products”.

Compared with the long established multinationalcorporations, Orangebox is a new player in theworld of office furniture. While we lack the in-houseresources of global mega brands, we share thesame ambition - to develop office furniture thatanswers the challenges of our rapidly changingworkplace, creatively and effectively.

To achieve this, we need to begin by trackingthe challenges and changes reshaping theworkplace, and enquire how organisations aremeeting these challenges.

Change is more dynamic than we want to believe.It’s good to remind ourselves that since the FTSE100 was established in 1984, 68 of those 100companies have now disappeared. “The TimesThey Are a Changing” may be a 47 year oldsong, but its message lies at the centre of businessdynamics today.

Gerard TaylorCreative Director / Orangebox

We are entering one of the most exciting periods of

within the workplace. Two fundamental assets within anyorganisation are its people and the technology they access. Both are changingmore rapidly than at any time in the history of the workplace.

A report by Orangebox into the changing workplace Introduction

Like it or not, the IT proliferation that has shapedthe personal lives of anyone under 30 has nowspilled into the corporate world.

Accenture

01

Boomers & Millennials Office Wars 2012

Office Wars 2012 is a project ofextensive research into the gamechanging new technologiesimpacting the workplace and the newworkforce at the centre ofworkplace technology.

tracking the challenges and changesreshaping the workplace

Research ReviewWhere we extensively review and report on over100 books, reports, documents and mediaarticles from key and diverse industry sectors.

Millennials & Boomers WorkshopsReview and discussion of The Unwired 2011Global Survey, with thirty industry practitioners.

Ten Predictions by Philip RossA personal review from one of the most respectcommentators on changing workplace technologyand work culture.

Interview with Ron AlsopInsight from the renowned Wall Street Columnistand author of the seminal book ‘The Trophy KidsGrow Up’.

and reports from the frontline of change,by focusing on four key areas of insight.

‘Office Wars’takes a qualitative approach

(47 to 65 year olds)

(66 to 76 year olds)

(34 to 46 year olds)

(up to 14 year olds)

(15 to 33 year olds)

Traditionalists 1935 – 1945The ‘hanging in there’ group in the workplace.

Baby Boomers 1946 – 1964The dominant group in the workplace.

Generation X 1965 – 1977The increasingly important group in the workplace.

Millenials / Y 1978 – 1996The quickly growing group in the workplace.

Generation Z 1996 – 2020In education, but will enter the workplace soon enough.

Chapters

UK population 2010 (62.3 million)

11.8 millionGeneration Z

11.4 millionGeneration X

15.8 millionMillennials 14.9 million

Boomers

8.4 millionTraditionalists

The powerful combination of mobile smart phonesand tablets, innovative software applicationsdelivered through the internet, and the flexibility ofon-premises versus cloud-based ownership modelsis bringing an end to supremacy of the PC.

Cisco

02/03

A report by Orangebox into the changing workplace IntroductionBoomers & Millennials Office Wars 2012

Education, Construction, Design and Management.The day’s discussions focused on topics centralto the Boomers & Millennials debate.

13. Ten Predictions by Philip RossA timely and personal review from one of themost respect commentators on the changingtechnology and work culture of the last decade.Philip reflects on predictions that proved accurateand the ones that didn’t. He offers his view onhow the corporate world should deal with thechanges as discussed within Boomers & Millennials,through the next five years.

14. Interview with Ron AlsopThe ‘Trophy Kids Grow Up’ is an internationalbest seller that examines how Millennials areshaking up the workplace and is regarded asone of the most insightful books on this subject.Described by INSEAD Business School as “provingwhy we can’t afford to overlook Millennials attitudes,ambitions and behaviors”, the former Wall StreetJournal columnist shares his ideas on subjectsranging from how organisations can achieve thebest from Millennials to the legacy of Steve Jobs.

15. Credits and References

9. Wealth or KIPPERS?The idea of enjoying increasing affluence as weage and a prosperous retirement is diminishingfast. What’s replacing it is the realisation that wehave a KIPPER generation (Kids in Parents’Pockets Eroding Retirement Savings) who can’treally afford to retire from organisations that can’tafford to lose their experience and knowledge.

10. Boomers: ten key insightsThe workplace of the mid-1960’s when the earlyBoomers first began working bears littleresemblance to today’s workplace, both in termsof what work means and how we achieve it.

11. Millennials: ten key insightsThey’re the most educated generation ever, yetthey struggle with a workplace that seems to dothings way too slowly. And as for the nine to five‘face time’ model - well, that’s just old school.

12. London Millennials & Boomers workshopAs part of the Boomers & Millennials research,Orangebox and Unwired held round tablediscussions in London in the autumn of 2011,with thirty industry practitioners, each involved indiverse aspects of realising the contemporaryworkspace. Sectors ranged from Banking,Technology, Media, Transport, Pharmaceuticals,

5. Collaborating in an ‘always on’ workplaceWe’re beginning to get a sense that while our‘always on ‘technology culture does allow us to bequicker, more dynamic and productive, it’s alsoputting each of us under continuous pressure. Thisdoesn’t necessarily make our working lives moreenjoyable.

6. Rethinking IT securityIf a lock-down technology strategy is proving tobe unworkable, how will organisations embracea workplace of personalised IT, via customiseddownloads?

7. The rising cloudIt’s not just about redefining outsourcing. Thesenew technologies will help keep costs down, deliverimportant environmental benefits and redefinehow small companies and multinationals compete.

8. Knowledge work know-howBy 2014, knowledge workers will account for 45%of all UK workers. It’s vital that knowledge workis better analysed, quantified and facilitated withintoday’s organisations. Their future depends on it.

1. Boom goes our technology gadgetsIt started with two million iPads sold in the first sixmonths of their release, rising to 64 million tabletssold worldwide in 2011. The new tablet sectoralone is projected to be worth £74 billion by 2015.By 2013, the mobile phone is predicted to becomethe most common device for accessing the internetand Apples Tim Cook is now projecting that tablets,will soon outsell laptop and desktop computers.

2. Six Killer AppsWe may be excited by the look and feel of ourgadgets but actually it’s the software solutions thatare bringing all these sophisticated IT gadgets alive.And with the projection that we will download 183billion apps annually by 2015, apps are provingto be the new essential work tools.

3. Say hello to emerging economiesFact. The new generations in China, India and Brazilare leading the way in uptake of new technologies.

4. Millennials at workIt all began with the telex. Then came the fax, thenemail, which is now giving way to texting, instantmessaging and social networking. What’s next?

To achieve clarity, Office Wars focuses on the two ‘bookend’ generations within the workplace, Boomers and the Millennials.

Research ReviewWhere we extensively review and report on over100 books, reports, documents and mediaarticles from key and diverse industry sectors.

Millennials & Boomers WorkshopsReview and discussion of The Unwired 2011Global Survey, with thirty industry practitioners.

Ten Predictions by Philip RossA personal review from one of the most respectcommentators on changing workplace technologyand work culture.

Interview with Ron AlsopInsight from the renowned Wall Street Columnistand author of the seminal book ‘The Trophy KidsGrow Up’.

and reports from the frontline of change,by focusing on four key areas of insight.

‘Office Wars’takes a qualitative approach

(47 to 65 year olds)

(66 to 76 year olds)

(34 to 46 year olds)

(up to 14 year olds)

(15 to 33 year olds)

Traditionalists 1935 – 1945The ‘hanging in there’ group in the workplace.

Baby Boomers 1946 – 1964The dominant group in the workplace.

Generation X 1965 – 1977The increasingly important group in the workplace.

Millenials / Y 1978 – 1996The quickly growing group in the workplace.

Generation Z 1996 – 2020In education, but will enter the workplace soon enough.

Chapters

UK population 2010 (62.3 million)

11.8 millionGeneration Z

11.4 millionGeneration X

15.8 millionMillennials 14.9 million

Boomers

8.4 millionTraditionalists

The powerful combination of mobile smart phonesand tablets, innovative software applicationsdelivered through the internet, and the flexibility ofon-premises versus cloud-based ownership modelsis bringing an end to supremacy of the PC.

Cisco

02/03

A report by Orangebox into the changing workplace IntroductionBoomers & Millennials Office Wars 2012

Education, Construction, Design and Management.The day’s discussions focused on topics centralto the Boomers & Millennials debate.

13. Ten Predictions by Philip RossA timely and personal review from one of themost respect commentators on the changingtechnology and work culture of the last decade.Philip reflects on predictions that proved accurateand the ones that didn’t. He offers his view onhow the corporate world should deal with thechanges as discussed within Boomers & Millennials,through the next five years.

14. Interview with Ron AlsopThe ‘Trophy Kids Grow Up’ is an internationalbest seller that examines how Millennials areshaking up the workplace and is regarded asone of the most insightful books on this subject.Described by INSEAD Business School as “provingwhy we can’t afford to overlook Millennials attitudes,ambitions and behaviors”, the former Wall StreetJournal columnist shares his ideas on subjectsranging from how organisations can achieve thebest from Millennials to the legacy of Steve Jobs.

15. Credits and References

9. Wealth or KIPPERS?The idea of enjoying increasing affluence as weage and a prosperous retirement is diminishingfast. What’s replacing it is the realisation that wehave a KIPPER generation (Kids in Parents’Pockets Eroding Retirement Savings) who can’treally afford to retire from organisations that can’tafford to lose their experience and knowledge.

10. Boomers: ten key insightsThe workplace of the mid-1960’s when the earlyBoomers first began working bears littleresemblance to today’s workplace, both in termsof what work means and how we achieve it.

11. Millennials: ten key insightsThey’re the most educated generation ever, yetthey struggle with a workplace that seems to dothings way too slowly. And as for the nine to five‘face time’ model - well, that’s just old school.

12. London Millennials & Boomers workshopAs part of the Boomers & Millennials research,Orangebox and Unwired held round tablediscussions in London in the autumn of 2011,with thirty industry practitioners, each involved indiverse aspects of realising the contemporaryworkspace. Sectors ranged from Banking,Technology, Media, Transport, Pharmaceuticals,

5. Collaborating in an ‘always on’ workplaceWe’re beginning to get a sense that while our‘always on ‘technology culture does allow us to bequicker, more dynamic and productive, it’s alsoputting each of us under continuous pressure. Thisdoesn’t necessarily make our working lives moreenjoyable.

6. Rethinking IT securityIf a lock-down technology strategy is proving tobe unworkable, how will organisations embracea workplace of personalised IT, via customiseddownloads?

7. The rising cloudIt’s not just about redefining outsourcing. Thesenew technologies will help keep costs down, deliverimportant environmental benefits and redefinehow small companies and multinationals compete.

8. Knowledge work know-howBy 2014, knowledge workers will account for 45%of all UK workers. It’s vital that knowledge workis better analysed, quantified and facilitated withintoday’s organisations. Their future depends on it.

1. Boom goes our technology gadgetsIt started with two million iPads sold in the first sixmonths of their release, rising to 64 million tabletssold worldwide in 2011. The new tablet sectoralone is projected to be worth £74 billion by 2015.By 2013, the mobile phone is predicted to becomethe most common device for accessing the internetand Apples Tim Cook is now projecting that tablets,will soon outsell laptop and desktop computers.

2. Six Killer AppsWe may be excited by the look and feel of ourgadgets but actually it’s the software solutions thatare bringing all these sophisticated IT gadgets alive.And with the projection that we will download 183billion apps annually by 2015, apps are provingto be the new essential work tools.

3. Say hello to emerging economiesFact. The new generations in China, India and Brazilare leading the way in uptake of new technologies.

4. Millennials at workIt all began with the telex. Then came the fax, thenemail, which is now giving way to texting, instantmessaging and social networking. What’s next?

To achieve clarity, Office Wars focuses on the two ‘bookend’ generations within the workplace, Boomers and the Millennials.

Boomin the first six months of their release, rising to 64 million tablets soldworldwide in 2011. The new tablet sector alone is projected to be worth £74billion by 2015. By 2013, the mobile phone is predicted to become the mostcommon device for accessing the internet. Apple’s Tim Cook is now projectingthat tablets will soon outsell laptop and desktop computers.

A report by Orangebox into the changing workplace Boom goes our technology gadgets

embraced by the workplace has been disruptiveto all the best-laid technology plans. You couldsay consumers’ embracing of the iPad in theworkplace has even taken Apple by surprise.Their worldwide billboard campaign focused onMillennials sitting comfortably at home reading orwatching diverse digital media rather than workingat the office.

The New York Times reported that, ‘During aconference call with investors and analysts inJanuary, Apple said more than 80 per cent ofFortune 100 companies were using or testing theiPad, an increase from 65 per cent three monthsearlier. Among them, said Peter Oppenheimer,Apple’s chief financial officer, are JPMorgan Chase,Sears Holdings and companies as diverse asDuPont, General Electric, Wells Fargo, Mercedes-Benz and Medtronic.

And as a string of devices tailored for the officeenters the market — from the likes of Motorola,Research in Motion, and Samsung, Tablets are allbut certain to flood the workplace. In August 2011,The Financial Times reported that, ‘ “Our industryis being redefined and the cards are beingreshuffled. Companies are resetting their strategiesby taking bold moves”. Behind the upheaval liesdeep changes in personal computing that havebeen set in motion by the industry’s most creativemind: Steve Jobs.

goes ourtechnology gadgetsIt started with two million iPads sold

75%of Millennials have created a profileon a social network site

450 millionpeople now access the web frommobile devices

Boomers & Millennials Office Wars 2012

‘Our industry (technology) is beingredefined and the cards are being reshuffled’.

Financial Times

A recent study by the Office of NationalStatistics showed that 4.9 million peopleconnected through hotspots such as hotels,cafes and airports over the last year in theUK, up from 0.7 million in 2007.

BBC News

Tablets are walking in through the back door,as employees bring their favorite new tech toyto work and demand access to their corporatee-mail, calendars and other applications.

The New York Times

Makers of PCs and consumer electronicsare noticing the shift in consumer expectations.They’re incorporating features popularisedby the iPad into the new products.

Gartner

The U.S. PC market continued to contract in2Q11. One of the main factors for this declineis buyers’ continued focus on increasing theshare of their IT budget in new IT solutionssuch as cloud and virtualization, andconsumer interest shifts to media tablets.

International Data Corporation

04/05

Facebook now has 800 million users

200 million users

400 million users

600 million users

800 million users

Moore’s uncannily accurate law of 1965 statedthat computer power capacity would doubleannually and that technology would move apace.Yet, it is still surprising that there is more computingpower in today’s smart phone than in the AppleMac’s revolutionary design of 2000.

Yet, there is a consciousness that we are only ‘atthe foothills’ of what technology innovation willdeliver, as this Guardian article describes: ‘Thesheer speed of change in the digital economy andthe fact that the internet will continue to alter theway we connect with the creators of digital contentare two major issues that Tech Media 100 bossessee affecting their businesses in the future.’

“I see continuing disruption for a long time to come,”says Mark Curtis from mobile social network,Flirtomatic. “In mobile, for instance, I suspect weare still very early in a long cycle of major innovation- so early that we are comparable to the early daysof steam engines in the industrial revolution.”

“Augmented reality, cashless payment and near-field communication all hold out the promise ofsignificant disruption. The relationship betweenthe web, TV and mobile has a long way to go toevolve into anything that looks settled.”

The introduction of the Tablet, seemingly fromnowhere, and the speed with which it has been

Boomin the first six months of their release, rising to 64 million tablets soldworldwide in 2011. The new tablet sector alone is projected to be worth £74billion by 2015. By 2013, the mobile phone is predicted to become the mostcommon device for accessing the internet. Apple’s Tim Cook is now projectingthat tablets will soon outsell laptop and desktop computers.

A report by Orangebox into the changing workplace Boom goes our technology gadgets

embraced by the workplace has been disruptiveto all the best-laid technology plans. You couldsay consumers’ embracing of the iPad in theworkplace has even taken Apple by surprise.Their worldwide billboard campaign focused onMillennials sitting comfortably at home reading orwatching diverse digital media rather than workingat the office.

The New York Times reported that, ‘During aconference call with investors and analysts inJanuary, Apple said more than 80 per cent ofFortune 100 companies were using or testing theiPad, an increase from 65 per cent three monthsearlier. Among them, said Peter Oppenheimer,Apple’s chief financial officer, are JPMorgan Chase,Sears Holdings and companies as diverse asDuPont, General Electric, Wells Fargo, Mercedes-Benz and Medtronic.

And as a string of devices tailored for the officeenters the market — from the likes of Motorola,Research in Motion, and Samsung, Tablets are allbut certain to flood the workplace. In August 2011,The Financial Times reported that, ‘ “Our industryis being redefined and the cards are beingreshuffled. Companies are resetting their strategiesby taking bold moves”. Behind the upheaval liesdeep changes in personal computing that havebeen set in motion by the industry’s most creativemind: Steve Jobs.

goes ourtechnology gadgetsIt started with two million iPads sold

75%of Millennials have created a profileon a social network site

450 millionpeople now access the web frommobile devices

Boomers & Millennials Office Wars 2012

‘Our industry (technology) is beingredefined and the cards are being reshuffled’.

Financial Times

A recent study by the Office of NationalStatistics showed that 4.9 million peopleconnected through hotspots such as hotels,cafes and airports over the last year in theUK, up from 0.7 million in 2007.

BBC News

Tablets are walking in through the back door,as employees bring their favorite new tech toyto work and demand access to their corporatee-mail, calendars and other applications.

The New York Times

Makers of PCs and consumer electronicsare noticing the shift in consumer expectations.They’re incorporating features popularisedby the iPad into the new products.

Gartner

The U.S. PC market continued to contract in2Q11. One of the main factors for this declineis buyers’ continued focus on increasing theshare of their IT budget in new IT solutionssuch as cloud and virtualization, andconsumer interest shifts to media tablets.

International Data Corporation

04/05

Facebook now has 800 million users

200 million users

400 million users

600 million users

800 million users

Moore’s uncannily accurate law of 1965 statedthat computer power capacity would doubleannually and that technology would move apace.Yet, it is still surprising that there is more computingpower in today’s smart phone than in the AppleMac’s revolutionary design of 2000.

Yet, there is a consciousness that we are only ‘atthe foothills’ of what technology innovation willdeliver, as this Guardian article describes: ‘Thesheer speed of change in the digital economy andthe fact that the internet will continue to alter theway we connect with the creators of digital contentare two major issues that Tech Media 100 bossessee affecting their businesses in the future.’

“I see continuing disruption for a long time to come,”says Mark Curtis from mobile social network,Flirtomatic. “In mobile, for instance, I suspect weare still very early in a long cycle of major innovation- so early that we are comparable to the early daysof steam engines in the industrial revolution.”

“Augmented reality, cashless payment and near-field communication all hold out the promise ofsignificant disruption. The relationship betweenthe web, TV and mobile has a long way to go toevolve into anything that looks settled.”

The introduction of the Tablet, seemingly fromnowhere, and the speed with which it has been

It’s now abundantly clear for organisations bothlarge and small that this revolution in technology,hardware and software - which has been driven bythe culture of the Millennial generation, offers newpotential that will require all of us to embraceflexibility and change in how we work and collaborate.Changes that didn’t exist just five years ago.

How much and how quickly the ‘consumerisation’of technology within the workplace will continueat this pace, we can’t be sure. The marketcapitalisation of leading internet innovationcompanies may give an indication. From a standingstart of just a few years ago - Facebook is nowvalued at $83 billion (August 2011), Google $179billion, Yahoo $98 billion, Twitter $8.4 billion,LinkedIn $8 billion and the most recent Dropbox(Fileshare) $ 4 billion, after a recent funding round.

In August 2011, albeit briefly, Apple deposedExxon Mobile as the world’s most valuablecompany at $351 billion. Just five years ago,Apple was valued at $60 billion. Five of the topten companies worldwide (i.e. Apple, Microsoft,IBM, China Mobile and Google) are technologycompanies, against only two, ten years ago. Itseems that technology companies are viewed assafe bets for the future.

The New York Times of February 20th 2011,reported that Ted Schadler, a vice president andprincipal analyst with Forrester Research, said heexpected tens of millions of tablets would be inuse in America’s workplaces by 2015.

“That’s huge growth,” Mr. Schadler said. “It will bethe fastest uptake of any device ever. Faster thanPCs, laptops and smart phones”.

Impactful as the tablet may be, perhaps evenmore powerful has been the rapid developmentof apps for both Apple and Android devices.100,000+ apps and counting (as highlightedelsewhere in this report) are already rapidly winningtheir way into worker’s lives as increasinglyessential office tools.

In the same article, The New York Times reportedthat, ‘To a large extent the iPad’s entry into thebusiness world was paved by the iPhone. WhenApple first released the iPhone, it lacked capabilitiesto link up securely with corporate email systems.

But as executives tried the device, they oftenpreferred it to their Blackberrys and other smartphones, and soon began demanding support forthem. Apple gradually added capabilities, andthe iPhone became standard issue in scoresof large businesses. Companies that waitedtwo or three years to support the iPhone beganadopting the iPad just weeks after its release.’

A report by Orangebox into the changing workplace Boom goes our technology gadgetsBoomers & Millennials Office Wars 2012

Over the last two years

and 15% less timee-mailingon their pc’s.McKinsey Quarterly

iPhone usershave spent45% moretime on e-mailon theirsmartphone

IDC´s latest survey in consumer trendsshows an increasing interest among WesternEuropeans in iPads and media tablets asnext purchase, and a drastic decrease ininterest in laptops.

IDC’s ConsumerScape 360°

The UK has the most registered wi-fihotspots in the world, according to the Wi-FiAlliance. London Mayor, Boris Johnson, haspledged to have city-wide wi-fi in time for the2012 Olympics.

BBC News

Financial Times

Gartner“We can’t tell people not to use this technologyat work. If we did, they’d continue to use itand we’d be in the dark about what they do.”

Brandon Edling.Director of workplace technology at NBC Universal

41%

... by 2013 the mobile phone isprojected to become the mostcommon device for accessingthe internet

Cisco

ofMillennialsonly use amobilephone andhave nolandlinePew Research

of teens and young adults are regularly online

93%of Apple’s iPhone and iPad have set off the biggestrealignment in the tech world since the advent of the PC30 years ago.’

In the third quarter of 2011, the Western Europe PC Marketdeclined 11%, mobile devices grew 5.6% and Smartphonesales increased 42%.

... this revolution in technology, hardware andsoftware offers new potential that will require all ofus to embrace flexibility and change in how we workand collaborate. Changes that didn’t exist just fiveyears ago.

4 billioncell phones arenow used worldwideMcKinsey Quarterly

06/07

World-Wide

Asia Pacific

Europe

North America

Latin America

Distribution of Internet Users, Age 15+

Source: comScore

male 15-34 male 35+ female 35+female 15-34

28% 25% 26% 22%

32% 25% 25% 18%

24% 23% 28% 25%

23% 23% 27% 28%

32% 30% 19% 19%

of us are using smartphones to goonline, up from 32% in 2008McKinsey Quarterly

‘The one-two punch

By November 2011 Gartner Research reportedthat, ‘Multitouch interfaces are essential forextending the deployment of computing devicesinto new markets, Smartphones, tablets andtablet hybrids will become the first pathway tothe Internet for many,’ and ‘the iPad has createda transformational change in how people interactwith computers’.

They also report that ‘makers of PCs and consumerelectronics are noticing the shift in consumerexpectations and are incorporating featurespopularised by the iPad into the new productsthey are developing. Multitouch technology hasbecome the de facto interface’, and ‘multitouchis becoming the norm and will prove to beone of the most disruptive technologies ofthe decade.’

It’s now abundantly clear for organisations bothlarge and small that this revolution in technology,hardware and software - which has been driven bythe culture of the Millennial generation, offers newpotential that will require all of us to embraceflexibility and change in how we work and collaborate.Changes that didn’t exist just five years ago.

How much and how quickly the ‘consumerisation’of technology within the workplace will continueat this pace, we can’t be sure. The marketcapitalisation of leading internet innovationcompanies may give an indication. From a standingstart of just a few years ago - Facebook is nowvalued at $83 billion (August 2011), Google $179billion, Yahoo $98 billion, Twitter $8.4 billion,LinkedIn $8 billion and the most recent Dropbox(Fileshare) $ 4 billion, after a recent funding round.

In August 2011, albeit briefly, Apple deposedExxon Mobile as the world’s most valuablecompany at $351 billion. Just five years ago,Apple was valued at $60 billion. Five of the topten companies worldwide (i.e. Apple, Microsoft,IBM, China Mobile and Google) are technologycompanies, against only two, ten years ago. Itseems that technology companies are viewed assafe bets for the future.

The New York Times of February 20th 2011,reported that Ted Schadler, a vice president andprincipal analyst with Forrester Research, said heexpected tens of millions of tablets would be inuse in America’s workplaces by 2015.

“That’s huge growth,” Mr. Schadler said. “It will bethe fastest uptake of any device ever. Faster thanPCs, laptops and smart phones”.

Impactful as the tablet may be, perhaps evenmore powerful has been the rapid developmentof apps for both Apple and Android devices.100,000+ apps and counting (as highlightedelsewhere in this report) are already rapidly winningtheir way into worker’s lives as increasinglyessential office tools.

In the same article, The New York Times reportedthat, ‘To a large extent the iPad’s entry into thebusiness world was paved by the iPhone. WhenApple first released the iPhone, it lacked capabilitiesto link up securely with corporate email systems.

But as executives tried the device, they oftenpreferred it to their Blackberrys and other smartphones, and soon began demanding support forthem. Apple gradually added capabilities, andthe iPhone became standard issue in scoresof large businesses. Companies that waitedtwo or three years to support the iPhone beganadopting the iPad just weeks after its release.’

A report by Orangebox into the changing workplace Boom goes our technology gadgetsBoomers & Millennials Office Wars 2012

Over the last two years

and 15% less timee-mailingon their pc’s.McKinsey Quarterly

iPhone usershave spent45% moretime on e-mailon theirsmartphone

IDC´s latest survey in consumer trendsshows an increasing interest among WesternEuropeans in iPads and media tablets asnext purchase, and a drastic decrease ininterest in laptops.

IDC’s ConsumerScape 360°

The UK has the most registered wi-fihotspots in the world, according to the Wi-FiAlliance. London Mayor, Boris Johnson, haspledged to have city-wide wi-fi in time for the2012 Olympics.

BBC News

Financial Times

Gartner“We can’t tell people not to use this technologyat work. If we did, they’d continue to use itand we’d be in the dark about what they do.”

Brandon Edling.Director of workplace technology at NBC Universal

41%

... by 2013 the mobile phone isprojected to become the mostcommon device for accessingthe internet

Cisco

ofMillennialsonly use amobilephone andhave nolandlinePew Research

of teens and young adults are regularly online

93%of Apple’s iPhone and iPad have set off the biggestrealignment in the tech world since the advent of the PC30 years ago.’

In the third quarter of 2011, the Western Europe PC Marketdeclined 11%, mobile devices grew 5.6% and Smartphonesales increased 42%.

... this revolution in technology, hardware andsoftware offers new potential that will require all ofus to embrace flexibility and change in how we workand collaborate. Changes that didn’t exist just fiveyears ago.

4 billioncell phones arenow used worldwideMcKinsey Quarterly

06/07

World-Wide

Asia Pacific

Europe

North America

Latin America

Distribution of Internet Users, Age 15+

Source: comScore

male 15-34 male 35+ female 35+female 15-34

28% 25% 26% 22%

32% 25% 25% 18%

24% 23% 28% 25%

23% 23% 27% 28%

32% 30% 19% 19%

of us are using smartphones to goonline, up from 32% in 2008McKinsey Quarterly

‘The one-two punch

By November 2011 Gartner Research reportedthat, ‘Multitouch interfaces are essential forextending the deployment of computing devicesinto new markets, Smartphones, tablets andtablet hybrids will become the first pathway tothe Internet for many,’ and ‘the iPad has createda transformational change in how people interactwith computers’.

They also report that ‘makers of PCs and consumerelectronics are noticing the shift in consumerexpectations and are incorporating featurespopularised by the iPad into the new productsthey are developing. Multitouch technology hasbecome the de facto interface’, and ‘multitouchis becoming the norm and will prove to beone of the most disruptive technologies ofthe decade.’

A report by Orangebox into the changing workplace Six Killer AppsBoomers & Millennials Office Wars 2012

Six Killer Apps

08/09

‘It’s the economy, stupid’a whole US presidential election. It’s the samewith our technology… it’s not the hardwarebut the software’.

defined183 Billion Annual Mobile App Downloads by 2015

At September 2011, 6.7 millionApps are downloaded each day viathe Apps Store, which is nowavailable in 77 countries.

International Data Corporation

CNN

our workday is beingreshaped by new start-ups and oftensmall, innovative technology companies.

We may get excited by the look and feel of gadgets but actually, it’s thesoftware solutions that are bringing all these sophisticated ITgadgets alive.

The following six, currently available apps are just the tip of the iceberginto how, bit by bit, quickly and surely, our workday is being reshapedby new start-ups and often small, innovative technology companies.

Able to sell their innovations online for a few dollars to a worldwideaudience, they are, amongst other things, ensuring Apple earns considerablymore revenue than Microsoft.

Perfect OCRTake a picture of a block of text with your iPhoneand e-mail to yourself, to use however you choose.

Word LensTranslate from one language to another in real timevia the built-in video camera in your handheld iPhone

RecorderWhen it may be critical, you can now record yourtelephone conservation.

Jump DesktopLets you control your computer from your iPhone.

iSinseThis App tells you how many clicks are comingyour way via your advertisement on Google aswell as and how much your current spend is.

SquareAre you a small start-up and want instant payment intoyour bank account? Add a credit card reader toyour iPhone and take instant payment, as well assend electronic receipts.

A report by Orangebox into the changing workplace Six Killer AppsBoomers & Millennials Office Wars 2012

Six Killer Apps

08/09

‘It’s the economy, stupid’a whole US presidential election. It’s the samewith our technology… it’s not the hardwarebut the software’.

defined183 Billion Annual Mobile App Downloads by 2015

At September 2011, 6.7 millionApps are downloaded each day viathe Apps Store, which is nowavailable in 77 countries.

International Data Corporation

CNN

our workday is beingreshaped by new start-ups and oftensmall, innovative technology companies.

We may get excited by the look and feel of gadgets but actually, it’s thesoftware solutions that are bringing all these sophisticated ITgadgets alive.

The following six, currently available apps are just the tip of the iceberginto how, bit by bit, quickly and surely, our workday is being reshapedby new start-ups and often small, innovative technology companies.

Able to sell their innovations online for a few dollars to a worldwideaudience, they are, amongst other things, ensuring Apple earns considerablymore revenue than Microsoft.

Perfect OCRTake a picture of a block of text with your iPhoneand e-mail to yourself, to use however you choose.

Word LensTranslate from one language to another in real timevia the built-in video camera in your handheld iPhone

RecorderWhen it may be critical, you can now record yourtelephone conservation.

Jump DesktopLets you control your computer from your iPhone.

iSinseThis App tells you how many clicks are comingyour way via your advertisement on Google aswell as and how much your current spend is.

SquareAre you a small start-up and want instant payment intoyour bank account? Add a credit card reader toyour iPhone and take instant payment, as well assend electronic receipts.

A report by Orangebox into the changing workplace Say hello to emerging economiesBoomers & Millennials Office Wars 2012

sayhello‘Jumping the Boundaries of Corporate IT’, arecently published report from Accenture, drawsattention to how new technology is being embracedin these economies.

‘Millennials in the Americas and Asia-Pacific havevery positive perceptions of technology, whereas alarge share of them in France, Belgium, theNetherlands and ltaly feel that technology consumestoo much time.

The negative perceptions in Western Europe mayresult from lack of access to effective technology,as only between 16 per cent and 26 per cent ofMillennials in those countries say that they haveaccess to the right technologies at work.

China and lndia lead the pack in emergingmethods of employee communication. 27 percent of employers in China already use onlinechat and 20 per cent use mobile texting tocommunicate with employees.

to emerging economiesAlmost a quarter of the Fortune Global 500firms, the world’s biggest by revenue,come from emerging markets; in 1995 itwas only 4%.

The Economist

In China during an average week Millennialsspend:9.2 hours on email9.2 hours on instant messaging6 hours texting3.3 hours in a blog or tweet3 hours in a virtual community2.9 hours social networking33.6 hours per week.

Accenture

Accenture

34 hours per week

In China, the workforce spends 34 hours perweek on new communication tools,

china

11 hours per weekrest of the world

Fact. The new generations in China, India and Brazilare leading the way in uptake of new technologies.

The accelerated changes in new technologies and their rapidadoption within the workplace may seem rapid to us. The factis, they’re slower than in emerging economies.

India absorbs about 4 million to 5 millionmobile phones a month, and its mobilerates are about 1 cent a minute, the lowestin the world.

Bloomberg Businessweek

10/11

Global balanceEconomies’ share of world GDP, %

100

90

80

70

60

50

40

30

20

10

1990 1995 2000 2005 2010 2015 2020

emerging

forecast

developed

Source: Bloomberg

More broadly, Millennials in China, India, andBrazil lead the world in use of emergingtechnologies for work purposes, while mostEuropean countries and Japan are lagging.

Young Chinese employees, in particular, arepushing the boundaries of multi-tasking. While thetime spent on email is similar to their UScounterparts, the Chinese outpace the rest of theworld in using real-time communication tools.’

The combined output of the developingeconomies accounted for 38% of worldGDP (at market exchange rates) in 2010,twice its share in 1990. On reasonableassumptions; it could exceed the developedworld within seven years.

The Economist

A report by Orangebox into the changing workplace Say hello to emerging economiesBoomers & Millennials Office Wars 2012

sayhello‘Jumping the Boundaries of Corporate IT’, arecently published report from Accenture, drawsattention to how new technology is being embracedin these economies.

‘Millennials in the Americas and Asia-Pacific havevery positive perceptions of technology, whereas alarge share of them in France, Belgium, theNetherlands and ltaly feel that technology consumestoo much time.

The negative perceptions in Western Europe mayresult from lack of access to effective technology,as only between 16 per cent and 26 per cent ofMillennials in those countries say that they haveaccess to the right technologies at work.

China and lndia lead the pack in emergingmethods of employee communication. 27 percent of employers in China already use onlinechat and 20 per cent use mobile texting tocommunicate with employees.

to emerging economiesAlmost a quarter of the Fortune Global 500firms, the world’s biggest by revenue,come from emerging markets; in 1995 itwas only 4%.

The Economist

In China during an average week Millennialsspend:9.2 hours on email9.2 hours on instant messaging6 hours texting3.3 hours in a blog or tweet3 hours in a virtual community2.9 hours social networking33.6 hours per week.

Accenture

Accenture

34 hours per week

In China, the workforce spends 34 hours perweek on new communication tools,

china

11 hours per weekrest of the world

Fact. The new generations in China, India and Brazilare leading the way in uptake of new technologies.

The accelerated changes in new technologies and their rapidadoption within the workplace may seem rapid to us. The factis, they’re slower than in emerging economies.

India absorbs about 4 million to 5 millionmobile phones a month, and its mobilerates are about 1 cent a minute, the lowestin the world.

Bloomberg Businessweek

10/11

Global balanceEconomies’ share of world GDP, %

100

90

80

70

60

50

40

30

20

10

1990 1995 2000 2005 2010 2015 2020

emerging

forecast

developed

Source: Bloomberg

More broadly, Millennials in China, India, andBrazil lead the world in use of emergingtechnologies for work purposes, while mostEuropean countries and Japan are lagging.

Young Chinese employees, in particular, arepushing the boundaries of multi-tasking. While thetime spent on email is similar to their UScounterparts, the Chinese outpace the rest of theworld in using real-time communication tools.’

The combined output of the developingeconomies accounted for 38% of worldGDP (at market exchange rates) in 2010,twice its share in 1990. On reasonableassumptions; it could exceed the developedworld within seven years.

The Economist

Lynda Gratton remarked when researching herbook, ‘The Shift,’ “I have been fascinated,surprised and intrigued by what I have found. Ihad no idea that in 2010, China was building 45airports; or that the centre of innovation ofhandheld money devices is Kenya; or that by2025 more than 5 billion people will be connectedwith each other through handheld devices.”

In her insightful book, she projects forward toimagine how technology will alter the way wework in the near future.

‘The joining up of working time zones across theworld began seriously from 1990 onwards, whenthe markets of the world became truly global. Itwas from this time that there was extraordinarygrowth in emerging markets such as China andIndia, Brazil and South Korea, among others. Infact, by 2009 the emerging markets accountedfor half of the global economy and by 2010 were

James Kynge in ‘China Shakes The World’, abook focused on exploring the rapidly changingdynamics between China and the West, pointsout that in Europe we happily subsidies cows‘which get more than $2 a day – more than thedaily income of 700 million Chinese’.

And that when Intel, the semiconductor companyran their annual Science and Engineering Fair in2004 - 65,000 US students participated, against6 million Chinese students, (via pre selectionworkshops).

Perhaps The Financial Times journalist JohnAuthers explained the topsy-turvy globalisedworld in which we all now work, when he pointedout in his 2010 book, ‘Fearful Rise of Markets’that through 2009 `the strongest stock market inthe world was Peru. Its fortune was almostentirely a function of China and its appetite forcommodities like copper.’

A report by Orangebox into the changing workplace Say hello to emerging economiesBoomers & Millennials Office Wars 2012

The Chinese spend 14.8 hours a weekplaying video games (versus 3.4 for the restof the world), 5.1 hours shopping on theinternet (versus 1 hour)

Accenture

China, India, and Brazil came to IT relativelylate but fresh, without the legacy of earlier,less flexible technologies. These leapfroggershave proven to be aggressive users of all theemerging technologies. Accenture researchshows that young IT users in such emergingmarkets are, if anything, more tech-savvythan their European & American counterparts.

Accenture

they won't bepart of theconversation.

Accenture also report that

Social networks have become intertwinedwith business networks.One in four Millennials globally and four in five in China and India usesocial networking to investigate employers, superiors, clients, andservice providers.

75% in 2050

Half of the world’s people now live inurban centres and that share is projectedto rise to 75% by 2050.

generating the bulk of the growth in the worldeconomy. During that year, the six largest emergingeconomies (the 'B6' - Brazil, China, India, Mexico,Russia and South Korea) grew by 5.1%. In thenext two decades they were joined by a secondwave of economic activity in locations such asEgypt, Nigeria, Turkey, Indonesia and Malaysia.’

We know that complacency kills. This isperhaps even truer in the business worldthan anywhere else. We live in an everaccelerating, super connected world of work.New technologies and generations arerealising that these profound changes arenot only occurring in developed economies,but worldwide.

Almost a quarter of the Fortune Global 500firms, the world’s biggest by revenue, comefrom emerging markets; in 1995 it was only4%.

China and India have invested a rising share of theirGDP over the past decade, in sharp contrast to richcountries. In 2010, America’s investment was a paltry16% of GDP, compared with 49% in China.

The Economist

Accenture

12/13

50% in 2011

The Economist

Accenture

Lynda Gratton remarked when researching herbook, ‘The Shift,’ “I have been fascinated,surprised and intrigued by what I have found. Ihad no idea that in 2010, China was building 45airports; or that the centre of innovation ofhandheld money devices is Kenya; or that by2025 more than 5 billion people will be connectedwith each other through handheld devices.”

In her insightful book, she projects forward toimagine how technology will alter the way wework in the near future.

‘The joining up of working time zones across theworld began seriously from 1990 onwards, whenthe markets of the world became truly global. Itwas from this time that there was extraordinarygrowth in emerging markets such as China andIndia, Brazil and South Korea, among others. Infact, by 2009 the emerging markets accountedfor half of the global economy and by 2010 were

James Kynge in ‘China Shakes The World’, abook focused on exploring the rapidly changingdynamics between China and the West, pointsout that in Europe we happily subsidies cows‘which get more than $2 a day – more than thedaily income of 700 million Chinese’.

And that when Intel, the semiconductor companyran their annual Science and Engineering Fair in2004 - 65,000 US students participated, against6 million Chinese students, (via pre selectionworkshops).

Perhaps The Financial Times journalist JohnAuthers explained the topsy-turvy globalisedworld in which we all now work, when he pointedout in his 2010 book, ‘Fearful Rise of Markets’that through 2009 `the strongest stock market inthe world was Peru. Its fortune was almostentirely a function of China and its appetite forcommodities like copper.’

A report by Orangebox into the changing workplace Say hello to emerging economiesBoomers & Millennials Office Wars 2012

The Chinese spend 14.8 hours a weekplaying video games (versus 3.4 for the restof the world), 5.1 hours shopping on theinternet (versus 1 hour)

Accenture

China, India, and Brazil came to IT relativelylate but fresh, without the legacy of earlier,less flexible technologies. These leapfroggershave proven to be aggressive users of all theemerging technologies. Accenture researchshows that young IT users in such emergingmarkets are, if anything, more tech-savvythan their European & American counterparts.

Accenture

they won't bepart of theconversation.

Accenture also report that

Social networks have become intertwinedwith business networks.One in four Millennials globally and four in five in China and India usesocial networking to investigate employers, superiors, clients, andservice providers.

75% in 2050

Half of the world’s people now live inurban centres and that share is projectedto rise to 75% by 2050.

generating the bulk of the growth in the worldeconomy. During that year, the six largest emergingeconomies (the 'B6' - Brazil, China, India, Mexico,Russia and South Korea) grew by 5.1%. In thenext two decades they were joined by a secondwave of economic activity in locations such asEgypt, Nigeria, Turkey, Indonesia and Malaysia.’

We know that complacency kills. This isperhaps even truer in the business worldthan anywhere else. We live in an everaccelerating, super connected world of work.New technologies and generations arerealising that these profound changes arenot only occurring in developed economies,but worldwide.

Almost a quarter of the Fortune Global 500firms, the world’s biggest by revenue, comefrom emerging markets; in 1995 it was only4%.

China and India have invested a rising share of theirGDP over the past decade, in sharp contrast to richcountries. In 2010, America’s investment was a paltry16% of GDP, compared with 49% in China.

The Economist

Accenture

12/13

50% in 2011

The Economist

Accenture

Organisations are recognising that collaborativeworking via circular emails - when you can’t evenbe sure the right people are involved, may notactually be the best way to collaborate andcommunicate anyway.

Accenture recently reported a client experience:‘When they moved the discussion to a blog, theiremail inboxes emptied and the right people joinedin as needed. When you open up the communityand define its focus, you almost guarantee thatyou have the right people,’ explained the company’sCIO. Within the same report, Accenture alsooutlined that companies: ‘that successfully engageyoung workers, establishing the right balancebetween IT boundaries and IT freedoms are farmore likely to generate breakthrough businessideas than competitors who want their workers toconform to ‘old school’ IT policies and procedures.

They are also more likely to retain their best-performing Millennials. Given the realities oftoday’s complex business environment, it isno longer possible to satisfy a workforcewith one broad, standard approach.’

Millennials are a generation for whom email is anantiquated and slow means of communicating.And forget about asking them to use a landline.

They view instant messaging, text messaging,blogs and social networking as much moreeffective collaboration tools than having to trawlthrough a static email inbox or have a ‘live’ one-to-one telephone conservation. MeanwhileBoomers have allowed themselves to becomeprisoners of their email inbox.

Then came the fax, then email, which is nowgiving way to texting, instant messaging and social networking. What’s next?

A report by Orangebox into the changing workplace Millennials at work

In his extensive study of Millennials, ‘The TrophyKids Grow Up’, Ron Alsop observes that it’shardly surprising that Millennials arrive in theworkplace with a new mindset, given theireducation experience. ‘To hold the attention ofeasily distracted Millennials, schools and collegesare making learning a multimedia experience byincorporating podcasts, videos, computer games,and other interactive technologies into theirlessons’. He also sets out the implications of whatthis means when Millennials join the workplace.

‘More companies are realising that to compete fortalent, they must satisfy the Millennial generation’sdemands for such tools as instant messaging,social networking, blogs, wikis and corporatetraining podcasts. Some employers, however, stillban instant messages and videos from the workplacebecause of concerns about lower productivityand potential security and technical problems.’

In a report published by the United Nations thatinvestigated the four generations within theworkplace, it came to a similar finding to Alsop.‘The advent of interactive media such as instantmessaging, text messaging, blogs, and especially

multi-player games have generated new skills andstyles of collaborating to such a degree that it hasmade them different. This ‘always on, alwaysconnected’ mindset is at the heart of some of thefriction that exists between the generations.

Millennials have grown up using Facebook,Twitter, YouTube, blogs and wikis and expectto use the same tools or their equivalents inthe workplace.

Millennials advocate for a more fluid use of time intheir workday. ‘Why not work from morning tillnoon, take off part of the afternoon, restart againat 5pm and continue till midnight?’ In their mindsand in their ‘always on world’, they see thisarrangement as perfectly legitimate, as long asthey get their work done and meet customerexpectations.’

The Financial Times reported an observation byJerrold Grochow of the Massachusetts Instituteof Technology that, “For today’s teenagers, emailis the equivalent of a written letter – they use itonly for formal communication. To them email isfor old people”. And The Dean of Yale School of

Management remarked that: “This generationthinks in hyperlinks. If I give a student a 20-pagecase study, he complains that it’s too long. Yet hehas no problem with more than 1,000 pages worthof content that he can navigate through online.”

It’s clear that asking this new generation tocommunicate using ‘legacy technology’ mayperhaps not be the brightest thing to do.

It all began with the telex.

Boomers & Millennials Office Wars 2012

Globally, more than 25% of Millennials expressdisappointment with the employer providedtechnology they use.

Accenture

The social networking world at IBM includesmore than 10,000 blogs and 15,000 wikis,which are knowledge-sharing Web sites thatpeople can freely edit or add content to.

The Trophy Kids Grow Up

OMGAFAIKY R URWORDSNOW

LOL

For Millennials, Facebook is the dominantdigital communication channel.

McKinsey Quarterly

Dow Chemical set up its own social networkto help managers identify the talent they needto execute projects across different businessunits and functions. To broaden the pool oftalent, Dow has even extended the network toinclude former employees, such as retirees.

McKinsey Quarterly

Cisco

“The students we hire are used to having Wi-Finetworks and walking around campus with theirbackpacks, laptops, and cell phones...”

(oh my god)

(as far as I know)

(why are you)

(are)

(laugh out loud)

14/15

Organisations are recognising that collaborativeworking via circular emails - when you can’t evenbe sure the right people are involved, may notactually be the best way to collaborate andcommunicate anyway.

Accenture recently reported a client experience:‘When they moved the discussion to a blog, theiremail inboxes emptied and the right people joinedin as needed. When you open up the communityand define its focus, you almost guarantee thatyou have the right people,’ explained the company’sCIO. Within the same report, Accenture alsooutlined that companies: ‘that successfully engageyoung workers, establishing the right balancebetween IT boundaries and IT freedoms are farmore likely to generate breakthrough businessideas than competitors who want their workers toconform to ‘old school’ IT policies and procedures.

They are also more likely to retain their best-performing Millennials. Given the realities oftoday’s complex business environment, it isno longer possible to satisfy a workforcewith one broad, standard approach.’

Millennials are a generation for whom email is anantiquated and slow means of communicating.And forget about asking them to use a landline.

They view instant messaging, text messaging,blogs and social networking as much moreeffective collaboration tools than having to trawlthrough a static email inbox or have a ‘live’ one-to-one telephone conservation. MeanwhileBoomers have allowed themselves to becomeprisoners of their email inbox.

Then came the fax, then email, which is nowgiving way to texting, instant messaging and social networking. What’s next?

A report by Orangebox into the changing workplace Millennials at work

In his extensive study of Millennials, ‘The TrophyKids Grow Up’, Ron Alsop observes that it’shardly surprising that Millennials arrive in theworkplace with a new mindset, given theireducation experience. ‘To hold the attention ofeasily distracted Millennials, schools and collegesare making learning a multimedia experience byincorporating podcasts, videos, computer games,and other interactive technologies into theirlessons’. He also sets out the implications of whatthis means when Millennials join the workplace.

‘More companies are realising that to compete fortalent, they must satisfy the Millennial generation’sdemands for such tools as instant messaging,social networking, blogs, wikis and corporatetraining podcasts. Some employers, however, stillban instant messages and videos from the workplacebecause of concerns about lower productivityand potential security and technical problems.’

In a report published by the United Nations thatinvestigated the four generations within theworkplace, it came to a similar finding to Alsop.‘The advent of interactive media such as instantmessaging, text messaging, blogs, and especially

multi-player games have generated new skills andstyles of collaborating to such a degree that it hasmade them different. This ‘always on, alwaysconnected’ mindset is at the heart of some of thefriction that exists between the generations.

Millennials have grown up using Facebook,Twitter, YouTube, blogs and wikis and expectto use the same tools or their equivalents inthe workplace.

Millennials advocate for a more fluid use of time intheir workday. ‘Why not work from morning tillnoon, take off part of the afternoon, restart againat 5pm and continue till midnight?’ In their mindsand in their ‘always on world’, they see thisarrangement as perfectly legitimate, as long asthey get their work done and meet customerexpectations.’

The Financial Times reported an observation byJerrold Grochow of the Massachusetts Instituteof Technology that, “For today’s teenagers, emailis the equivalent of a written letter – they use itonly for formal communication. To them email isfor old people”. And The Dean of Yale School of

Management remarked that: “This generationthinks in hyperlinks. If I give a student a 20-pagecase study, he complains that it’s too long. Yet hehas no problem with more than 1,000 pages worthof content that he can navigate through online.”

It’s clear that asking this new generation tocommunicate using ‘legacy technology’ mayperhaps not be the brightest thing to do.

It all began with the telex.

Boomers & Millennials Office Wars 2012

Globally, more than 25% of Millennials expressdisappointment with the employer providedtechnology they use.

Accenture

The social networking world at IBM includesmore than 10,000 blogs and 15,000 wikis,which are knowledge-sharing Web sites thatpeople can freely edit or add content to.

The Trophy Kids Grow Up

OMGAFAIKY R URWORDSNOW

LOL

For Millennials, Facebook is the dominantdigital communication channel.

McKinsey Quarterly

Dow Chemical set up its own social networkto help managers identify the talent they needto execute projects across different businessunits and functions. To broaden the pool oftalent, Dow has even extended the network toinclude former employees, such as retirees.

McKinsey Quarterly

Cisco

“The students we hire are used to having Wi-Finetworks and walking around campus with theirbackpacks, laptops, and cell phones...”

(oh my god)

(as far as I know)

(why are you)

(are)

(laugh out loud)

14/15

One of the first serious insights to tackle thissubject is ‘Alone Together’ by Sherry Turkle,which examines in detail the implications ofthe Millennials ‘always on’ culture.

As observed by Howard Gardner of Harvard,‘Her book is essential reading for all whohope to understand our changing relation totechnology’.

Turkle sets the scene for her enquiry: ‘These days,being connected depends not on our distancefrom each other but from available communicationstechnology. Most of the time, we carry thattechnology with us. In fact, being alone can startto seem like a precondition for being togetherbecause it is easier to communicate if you canfocus, without interruption, on your screen.

In this new regime, a train station (like an airport,a cafe, or a park) is no longer a communal spacebut a place of social collection: people cometogether but do not speak to each other. Each istethered to a mobile device and to the peopleand places to which that device serves as a portal.

These demands will only increase as technology ramps up its potentialto deliver even more data to our screens. While we’ll no doubt embracethis, it’s becoming clear that what’s also required is a more responsiveworkplace. A place that recognises our needs and ambitions, provides anenvironment that allows repose and makes the workday more varied,pleasurable and stimulating.

Mobile technology has made each of us“pauseable.” Our face-to-face conversations areroutinely interrupted by incoming calls and textmessages.’

These changes, both outside and within theworkplace creep up on us and like the frog inslowly boiling water - it’s so continuous and subtlewe can’t get a sense of it happening to us. I’mhowever not the only person who notices (withinmy apartment building) all my new youngerneighbors are never ‘without connection’, whichinvariably means that while we are sharing thesame space like the lift, we share no connection,not even a pleasant good morning, or hi!’

‘Alone Together’ takes stock of this scenarioand points out important changes in howtechnology is altering our behavior, workpractices and its habit of continuouslydemanding more of us. In this example, sheis discussing behavior within the workplaceof lawyers.

“You wouldn’t want to call because then youwould have to get into a conversation.”

Alone Together

‘To keep Millenniels, companies must haveprogrammes for increased training, trusting,teaching and teamwork’.

‘They are full of fresh insight on how to reachtheir peers They are a diverse and inclusivegeneration and they have critical skills in ahighly specialised and fast moving economy’.

Deloitte

Now, technology makes it easy to expressemotions while they are being formed. Itsupports an emotional style in which feelingsare not fully experienced until they arecommunicated.

Alone Together

A report by Orangebox into the changing workplace Collaborating in an ‘always on’ workplaceBoomers & Millennials Office Wars 2012

Teenagers flee the telephone. Perhapsmore surprisingly, so do adults. They claimexhaustion and lack of time; always oncall, with their time highly leveragedthrough multitasking, they avoid voicecommunication outside of a small circlebecause it demands their full attentionwhen they don't want to give it.

Alone Together

3

8 25

‘always on’

‘The lawyers insist that they are more productiveand that their mobile devices ‘liberate’ them towork from home and travel with their families.The women, in particular, stress that the networkedlife makes it possible for them to keep their jobsand spend time with their children.

Yet, they also say that their mobile devices eataway at their time to think. One says, “I don'thave enough time alone with my mind." Otherssay, “I have to struggle to make time to think.” “Iartificially make time to think.” “I block out time tothink.” These formulations all depend on an “l”imagined as separate from the technology, a selfthat is able to put the technology aside so that itcan function independently of its demands.’

And even the apparently great ‘easy to communicate’invention of email takes on a life of its own thatdemands ever more from us. The problem withhandling your email backlog is that when youanswer mail, people answer back! So for each10 you handle, you get 5 more! Heading downtowards my goal of 300 left tonight, and 100tomorrow. “This is becoming a common sentiment.

16/17

Some aspects, though, are already emerging. We’re beginning to get asense that while our ‘always on’ technology culture does allowus to be quicker, more dynamic and productive, it’s also puttingeach of us under continuous pressure. This doesn’t necessarilymake our working lives more enjoyable.

As described elsewhere in this report, we may well be at ‘the foothills’ of what technology will becomewithin the workplace and the profound changes it will bring to how we work in the future.

One of the first serious insights to tackle thissubject is ‘Alone Together’ by Sherry Turkle,which examines in detail the implications ofthe Millennials ‘always on’ culture.

As observed by Howard Gardner of Harvard,‘Her book is essential reading for all whohope to understand our changing relation totechnology’.

Turkle sets the scene for her enquiry: ‘These days,being connected depends not on our distancefrom each other but from available communicationstechnology. Most of the time, we carry thattechnology with us. In fact, being alone can startto seem like a precondition for being togetherbecause it is easier to communicate if you canfocus, without interruption, on your screen.

In this new regime, a train station (like an airport,a cafe, or a park) is no longer a communal spacebut a place of social collection: people cometogether but do not speak to each other. Each istethered to a mobile device and to the peopleand places to which that device serves as a portal.

These demands will only increase as technology ramps up its potentialto deliver even more data to our screens. While we’ll no doubt embracethis, it’s becoming clear that what’s also required is a more responsiveworkplace. A place that recognises our needs and ambitions, provides anenvironment that allows repose and makes the workday more varied,pleasurable and stimulating.

Mobile technology has made each of us“pauseable.” Our face-to-face conversations areroutinely interrupted by incoming calls and textmessages.’

These changes, both outside and within theworkplace creep up on us and like the frog inslowly boiling water - it’s so continuous and subtlewe can’t get a sense of it happening to us. I’mhowever not the only person who notices (withinmy apartment building) all my new youngerneighbors are never ‘without connection’, whichinvariably means that while we are sharing thesame space like the lift, we share no connection,not even a pleasant good morning, or hi!’

‘Alone Together’ takes stock of this scenarioand points out important changes in howtechnology is altering our behavior, workpractices and its habit of continuouslydemanding more of us. In this example, sheis discussing behavior within the workplaceof lawyers.

“You wouldn’t want to call because then youwould have to get into a conversation.”

Alone Together

‘To keep Millenniels, companies must haveprogrammes for increased training, trusting,teaching and teamwork’.

‘They are full of fresh insight on how to reachtheir peers They are a diverse and inclusivegeneration and they have critical skills in ahighly specialised and fast moving economy’.

Deloitte

Now, technology makes it easy to expressemotions while they are being formed. Itsupports an emotional style in which feelingsare not fully experienced until they arecommunicated.

Alone Together

A report by Orangebox into the changing workplace Collaborating in an ‘always on’ workplaceBoomers & Millennials Office Wars 2012

Teenagers flee the telephone. Perhapsmore surprisingly, so do adults. They claimexhaustion and lack of time; always oncall, with their time highly leveragedthrough multitasking, they avoid voicecommunication outside of a small circlebecause it demands their full attentionwhen they don't want to give it.

Alone Together

3

8 25

‘always on’

‘The lawyers insist that they are more productiveand that their mobile devices ‘liberate’ them towork from home and travel with their families.The women, in particular, stress that the networkedlife makes it possible for them to keep their jobsand spend time with their children.

Yet, they also say that their mobile devices eataway at their time to think. One says, “I don'thave enough time alone with my mind." Otherssay, “I have to struggle to make time to think.” “Iartificially make time to think.” “I block out time tothink.” These formulations all depend on an “l”imagined as separate from the technology, a selfthat is able to put the technology aside so that itcan function independently of its demands.’

And even the apparently great ‘easy to communicate’invention of email takes on a life of its own thatdemands ever more from us. The problem withhandling your email backlog is that when youanswer mail, people answer back! So for each10 you handle, you get 5 more! Heading downtowards my goal of 300 left tonight, and 100tomorrow. “This is becoming a common sentiment.

16/17

Some aspects, though, are already emerging. We’re beginning to get asense that while our ‘always on’ technology culture does allowus to be quicker, more dynamic and productive, it’s also puttingeach of us under continuous pressure. This doesn’t necessarilymake our working lives more enjoyable.

As described elsewhere in this report, we may well be at ‘the foothills’ of what technology will becomewithin the workplace and the profound changes it will bring to how we work in the future.

Living within a continuously connected worlddemands continuous attention and input andyoung Millennials may not be as enamored withthis as the media would like us to believe.

These issues are crucial for the work environment.As this report sets out to illustrate, the fourgenerations collaborating within the workplacedo not share the same values and culture. Infact at times they may well see the world fromcompletely different viewpoints. Yet they have towork together to achieve the goals of theiremployers and their clients. If the Millennialsalready within the workplace are different, ‘AloneTogether’ offers invaluable insight into what’s tocome, as Turkle observes: ‘“You have to give toFacebook to get from Facebook.” He continues,“If you don't use it, people are not going tocommunicate with you. People are going to see noone’s communicating with you, and that, I think,leads to kids spending hours on Facebook everyday trying to buff it out.”

The media has tended to portray today's youngadults as a generation that no longer cares aboutprivacy. I have found something else, somethingequally disquieting. High school and collegestudents don't really understand the rules.

‘Turkle begins to focus on the early adopters ofour new communication technologies and throughextensive interviews and observation gets asense that while Millennials love their communicationtools, they are beginning to get a sense of theirpotential downsides.

‘I interview Sanjay, sixteen. We will talk for an hourbetween two of his class periods. At the beginningof our conversation, he takes his mobile phoneout of his pocket and turns it off. At the end of ourconversation, he turns the phone back on. Helooks at me ruefully, almost embarrassed. He hasreceived over a hundred text messages as wewere speaking. Some are from his girlfriend who,he says, Is having a meltdown.” Some are from agroup of close friends trying to organise a smallconcert. He feels a lot of pressure to reply andbegins to pick up his books and laptop so he canfind a quiet place to set himself to the task. As hesays goodbye, he adds, not speaking particularlyto me but more to himself as an afterthought tothe conversation we have just had, “I can't imaginedoing this when I get older.” And then, more quietly,“How long do I have to continue doing this?’

A report by Orangebox into the changing workplace Collaborating in an ‘always on’ workplaceBoomers & Millennials Office Wars 2012

“With instant messaging, is all you need to say.Reynold makes it clear that IM does notneed “content.” You just need to bethere; your presence says you are opento chat.Alone Together

'Whassup?'

When people have phone conversations inpublic spaces, their sense of privacy issustained by the presumption that thosearound them will treat them not only asanonymous but as if absent.

Alone Together

‘The advent of interactive media such asinstant messaging, text messaging, blogs,and especially multi player games havegenerated new skills and styles ofcollaborating to such a degree that it hasmade them different. This “always on,always connected” mind-set is at the heartof some of the friction that exists betweenthe generations. Millennials are challengingthe rigidity of the eight to five workday’.

United Nations

Talking on a landline with no interruptionsused to be an everyday thing. Now it isexotic, the jewel in the crown.

Alone Together

In the middle of a conversation,she takes out her BlackBerry. She wasn’t speakingon it. I wondered if she was checking her e-mail. I thoughtshe was being rude, so I asked her what she was doing.She said that she was blogging the conversation.

18/19

There is an upside to vagueness. What you don'tknow won't make you angry. Take Julia for example,who says, “Facebook and MySpace are my life.”If she learned something too upsetting aboutwhat, say, Facebook can do with her information,she would have to justify staying on the site. ButJulia admits that whatever she finds out, even ifher worst fears of surveillance by high schooladministrators and local police were true, shewould not take action. She cannot imagine herlife without Facebook.

One sixteen-year-old says, and her comment istypical, “Oh, they [Facebook] keep changing thepolicy all the time. You can try to change theirpolicy, but usually they just put the policy in fineprint.” She herself doesn't read the fine print.She assumes that in the end, Facebook will takewhat it wants. "You can try to get Facebook tochange things.”

Today’s young people have a special vulnerability.Although always connected, they feel deprived ofattention. Some, as children, were pushed onswings while their parents spoke on cell phones.Now, these same parents do their e-mail at thedinner table.’

Not only is Turkle describing a cultural clash, buta profound change in how this generation viewsprivacy and discretion. As outlined within ‘RethinkingIT Security and Protocol’ in this report, thesechanges will cause sleepless nights for IT Directors;and yet a corporate ‘lock-down’ of IT cannot bethe response either.

As Accenture described in their report on IT andMillennials, if the potential of the Millennialgeneration is to be realised, mindsets have tochange and quickly. If not, the ‘opportunity toimprove performance for organisations that canintegrate the social shifts and technology-basedskills that Millennials bring to the businessenvironment’, will not be realised.’

They also point out that, ‘Millennials routinelybypass corporate approval when usingdevices and applications. For example, astaggering 45 per cent of employed Millennialsglobally use social networking sites at work, whetherprohibited or not.

Only 32 per cent say that the social networksthey use are supported by their IT departmentand meet their expectations. The majority of

underserved or unsatisfied Millennials areaccessing social networks from a free website.Millennials also regularly download free, non-standard technology from open source communities,including ‘mash up’ and ‘widget’ providers.’

Being vague or uncommitted is not an option inhow we realign our workplace to deal with thechanges sweeping our way. We all want tocollaborate with our colleagues, whatever theirage or background. We all want to have accessto the best technology.

To do this, the workplace will need to changeaccordingly.

"Some people try to have

conversations on texts, and I

don't like that."

Teenagers turn away from the "real-time"

demands of the telephone and disappear into

role-playing games they describe as

"communities" and worlds. >:

-D

:\

\:

-. Alone Together

Alone Together

Alone Together

121

Living within a continuously connected worlddemands continuous attention and input andyoung Millennials may not be as enamored withthis as the media would like us to believe.

These issues are crucial for the work environment.As this report sets out to illustrate, the fourgenerations collaborating within the workplacedo not share the same values and culture. Infact at times they may well see the world fromcompletely different viewpoints. Yet they have towork together to achieve the goals of theiremployers and their clients. If the Millennialsalready within the workplace are different, ‘AloneTogether’ offers invaluable insight into what’s tocome, as Turkle observes: ‘“You have to give toFacebook to get from Facebook.” He continues,“If you don't use it, people are not going tocommunicate with you. People are going to see noone’s communicating with you, and that, I think,leads to kids spending hours on Facebook everyday trying to buff it out.”

The media has tended to portray today's youngadults as a generation that no longer cares aboutprivacy. I have found something else, somethingequally disquieting. High school and collegestudents don't really understand the rules.

‘Turkle begins to focus on the early adopters ofour new communication technologies and throughextensive interviews and observation gets asense that while Millennials love their communicationtools, they are beginning to get a sense of theirpotential downsides.

‘I interview Sanjay, sixteen. We will talk for an hourbetween two of his class periods. At the beginningof our conversation, he takes his mobile phoneout of his pocket and turns it off. At the end of ourconversation, he turns the phone back on. Helooks at me ruefully, almost embarrassed. He hasreceived over a hundred text messages as wewere speaking. Some are from his girlfriend who,he says, Is having a meltdown.” Some are from agroup of close friends trying to organise a smallconcert. He feels a lot of pressure to reply andbegins to pick up his books and laptop so he canfind a quiet place to set himself to the task. As hesays goodbye, he adds, not speaking particularlyto me but more to himself as an afterthought tothe conversation we have just had, “I can't imaginedoing this when I get older.” And then, more quietly,“How long do I have to continue doing this?’

A report by Orangebox into the changing workplace Collaborating in an ‘always on’ workplaceBoomers & Millennials Office Wars 2012

“With instant messaging, is all you need to say.Reynold makes it clear that IM does notneed “content.” You just need to bethere; your presence says you are opento chat.Alone Together

'Whassup?'

When people have phone conversations inpublic spaces, their sense of privacy issustained by the presumption that thosearound them will treat them not only asanonymous but as if absent.

Alone Together

‘The advent of interactive media such asinstant messaging, text messaging, blogs,and especially multi player games havegenerated new skills and styles ofcollaborating to such a degree that it hasmade them different. This “always on,always connected” mind-set is at the heartof some of the friction that exists betweenthe generations. Millennials are challengingthe rigidity of the eight to five workday’.

United Nations

Talking on a landline with no interruptionsused to be an everyday thing. Now it isexotic, the jewel in the crown.

Alone Together

In the middle of a conversation,she takes out her BlackBerry. She wasn’t speakingon it. I wondered if she was checking her e-mail. I thoughtshe was being rude, so I asked her what she was doing.She said that she was blogging the conversation.

18/19

There is an upside to vagueness. What you don'tknow won't make you angry. Take Julia for example,who says, “Facebook and MySpace are my life.”If she learned something too upsetting aboutwhat, say, Facebook can do with her information,she would have to justify staying on the site. ButJulia admits that whatever she finds out, even ifher worst fears of surveillance by high schooladministrators and local police were true, shewould not take action. She cannot imagine herlife without Facebook.

One sixteen-year-old says, and her comment istypical, “Oh, they [Facebook] keep changing thepolicy all the time. You can try to change theirpolicy, but usually they just put the policy in fineprint.” She herself doesn't read the fine print.She assumes that in the end, Facebook will takewhat it wants. "You can try to get Facebook tochange things.”

Today’s young people have a special vulnerability.Although always connected, they feel deprived ofattention. Some, as children, were pushed onswings while their parents spoke on cell phones.Now, these same parents do their e-mail at thedinner table.’

Not only is Turkle describing a cultural clash, buta profound change in how this generation viewsprivacy and discretion. As outlined within ‘RethinkingIT Security and Protocol’ in this report, thesechanges will cause sleepless nights for IT Directors;and yet a corporate ‘lock-down’ of IT cannot bethe response either.

As Accenture described in their report on IT andMillennials, if the potential of the Millennialgeneration is to be realised, mindsets have tochange and quickly. If not, the ‘opportunity toimprove performance for organisations that canintegrate the social shifts and technology-basedskills that Millennials bring to the businessenvironment’, will not be realised.’

They also point out that, ‘Millennials routinelybypass corporate approval when usingdevices and applications. For example, astaggering 45 per cent of employed Millennialsglobally use social networking sites at work, whetherprohibited or not.

Only 32 per cent say that the social networksthey use are supported by their IT departmentand meet their expectations. The majority of

underserved or unsatisfied Millennials areaccessing social networks from a free website.Millennials also regularly download free, non-standard technology from open source communities,including ‘mash up’ and ‘widget’ providers.’

Being vague or uncommitted is not an option inhow we realign our workplace to deal with thechanges sweeping our way. We all want tocollaborate with our colleagues, whatever theirage or background. We all want to have accessto the best technology.

To do this, the workplace will need to changeaccordingly.

"Some people try to have

conversations on texts, and I

don't like that."

Teenagers turn away from the "real-time"

demands of the telephone and disappear into

role-playing games they describe as

"communities" and worlds. >:

-D

:\

\:

-. Alone Together

Alone Together

Alone Together

121

A report by Orangebox into the changing workplace Rethinking IT SecurityBoomers & Millennials Office Wars 2012

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When it comes to IT, the typical attitude is,

Asked which technologies they currently use or access forwork-related activities that are not supported by their employers

mobile phones 39%social networking sites 28%instant messaging 27%open source technology19%online applications12%

“Who says I need permission?”

“For me it was a scary call because she was sowilling to comply. A lot of this could facilitateserious attacks if used by the right people”, saidChris Hadnagy, one of the conference organisers.

There is no doubt that Millennials and Gen Z willpresent profound challenges for those whomanage IT. This is the most tech savvy generationto ever enter the workplace and we have allexperienced the reality that older generations area little slow in recognising the potential of thesenew technologies. The other factor is thatMillennials are profoundly different in how theyview and use personal information and securityprotocols within the workplace.

‘Jumping the Boundaries of Corporate IT’, arecent insight by Accenture, reports on Millennialsuse of technology in the workplace.

‘Having practically been nursed via personalcomputers and mobile phones, they don't seebright lines between work and personal, virtualand physical, sanctioned and prohibited. It’s not“would you approve this, boss?” but “whatevergets the job done”.

The truth is that Millennials are probably ignoringor violating a company’s IT policies right and leftusing non-standard applications and improvisingwhere they think it makes sense.

The Defcon conference is organised by benevolenthackers, partly to promote research on securityvulnerability. During the conference, they held aweekend competition to illustrate why bigcorporations seem to be such easy prey for cybercriminals. Their findings were that it’s mainly theresult of corporate workers being poorly trainedin security.

In some cases, hackers taking part in thecompetition found it ridiculously easy in somecases to trick employees at some of the largestUS companies into revealing information that canbe used in planning cyber attacks against them.

The contestants also managed to get employeesto use their corporate computers to browsewebsites the hackers suggested. Had thesebeen criminal hackers, the websites could haveloaded malicious software onto the PCs.

In one case, a contestant pretended to work for acompany's IT department and persuaded anemployee to give him information on theconfiguration of her PC, data that could help ahacker decide what type of malware would workbest in an attack.

This was the headline to an article published onmultiple web media by London’s ‘Telegraph’ inAugust 2011. It reported on a presentation at therecent Defcon conference in Las Vegas that aimedto discover the next generation of computersecurity experts. The ten year old ‘got boredwaiting for virtual crops to grow in a game, soshe hacked the game and advanced theclock’. She explained: “It was hard to makeprogress in the game, because it took so longfor things to grow. So I thought, why don't Ijust change the time?’ ”

Technology in Millennials' choice of employer

If a lock-down technology strategy is proving to be unworkable,how will organisations embrace a workplace of personalisedIT, via customised downloads?

10-YEAR-OLD GIRL HACKER DISCOVERS SMARTPHONE SECURITY FLAW.

IT security

They’re interacting with customers, vendors, andpartners in new ways through new channels. AsBaby Boomers retire over the next two decades,Millennials will be increasingly prominent both inabsolute and relative terms, as employees,customers, partners and competitors.

This demographic shift can be eitherfrightening or exhilarating, maybe a bit of both.But it can’t be ignored.

McKinsey, reporting on the same concerns alsohighlighted that: ‘Advancing technologies andtheir swift adoption are upending traditionalbusiness models. Senior executives need tothink strategically about how to prepare theirorganisations for the challenging new environment.

The rapidly shifting technology environment raisesserious questions for executives about how to helptheir companies capitalise on the transformationunderway. Exploiting these trends typically doesn’tfall to any one executive and as change accelerates,the odds of missing a beat rise significantly.’

The new collaborative, connected workplace isnot only about redefining our mindset about whatfurniture we need and how our office space needsto be reconfigured to be effective. It requires aprofoundly different appraisal of how people andtechnology interact, for the benefit of employerand employee alike.

20/21

45% of Millennials globally are using socialnetworking sites from a free website atwork, whether prohibited or not

Accenture

Accenture

Social networking accounted for 22.8% ofall page views in Europe in 2010

Comscore

“Technology is part of the DNA of today’syounger generation, says Karen CaIo, IBM’svice president for global talent. “They’renaturally attracted to things like Second Lifeand expect IBM as an innovative companyto be there.”

The Trophy Kids Grow Up

Globally, almost one in two mid-Millennials(age’s l8-22) expect not only to use thecomputer of their choice once they are onthe job, but also to access their preferredmobile and technology applications.

AccentureAccenture

Perhaps because they are so mobile, 10percent of working Millennials tell us thattheir employers already communicate withthem through online chat and mobile texting.

But twice as many (20 percent) would preferthat employers communicate with themmore through online chat and mobile textingand less in person, via email, or by phone.

Accenture

52% United States

45% China

72% India

A report by Orangebox into the changing workplace Rethinking IT SecurityBoomers & Millennials Office Wars 2012

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When it comes to IT, the typical attitude is,

Asked which technologies they currently use or access forwork-related activities that are not supported by their employers

mobile phones 39%social networking sites 28%instant messaging 27%open source technology19%online applications12%

“Who says I need permission?”

“For me it was a scary call because she was sowilling to comply. A lot of this could facilitateserious attacks if used by the right people”, saidChris Hadnagy, one of the conference organisers.

There is no doubt that Millennials and Gen Z willpresent profound challenges for those whomanage IT. This is the most tech savvy generationto ever enter the workplace and we have allexperienced the reality that older generations area little slow in recognising the potential of thesenew technologies. The other factor is thatMillennials are profoundly different in how theyview and use personal information and securityprotocols within the workplace.

‘Jumping the Boundaries of Corporate IT’, arecent insight by Accenture, reports on Millennialsuse of technology in the workplace.

‘Having practically been nursed via personalcomputers and mobile phones, they don't seebright lines between work and personal, virtualand physical, sanctioned and prohibited. It’s not“would you approve this, boss?” but “whatevergets the job done”.

The truth is that Millennials are probably ignoringor violating a company’s IT policies right and leftusing non-standard applications and improvisingwhere they think it makes sense.

The Defcon conference is organised by benevolenthackers, partly to promote research on securityvulnerability. During the conference, they held aweekend competition to illustrate why bigcorporations seem to be such easy prey for cybercriminals. Their findings were that it’s mainly theresult of corporate workers being poorly trainedin security.

In some cases, hackers taking part in thecompetition found it ridiculously easy in somecases to trick employees at some of the largestUS companies into revealing information that canbe used in planning cyber attacks against them.

The contestants also managed to get employeesto use their corporate computers to browsewebsites the hackers suggested. Had thesebeen criminal hackers, the websites could haveloaded malicious software onto the PCs.

In one case, a contestant pretended to work for acompany's IT department and persuaded anemployee to give him information on theconfiguration of her PC, data that could help ahacker decide what type of malware would workbest in an attack.

This was the headline to an article published onmultiple web media by London’s ‘Telegraph’ inAugust 2011. It reported on a presentation at therecent Defcon conference in Las Vegas that aimedto discover the next generation of computersecurity experts. The ten year old ‘got boredwaiting for virtual crops to grow in a game, soshe hacked the game and advanced theclock’. She explained: “It was hard to makeprogress in the game, because it took so longfor things to grow. So I thought, why don't Ijust change the time?’ ”

Technology in Millennials' choice of employer

If a lock-down technology strategy is proving to be unworkable,how will organisations embrace a workplace of personalisedIT, via customised downloads?

10-YEAR-OLD GIRL HACKER DISCOVERS SMARTPHONE SECURITY FLAW.

IT security

They’re interacting with customers, vendors, andpartners in new ways through new channels. AsBaby Boomers retire over the next two decades,Millennials will be increasingly prominent both inabsolute and relative terms, as employees,customers, partners and competitors.

This demographic shift can be eitherfrightening or exhilarating, maybe a bit of both.But it can’t be ignored.

McKinsey, reporting on the same concerns alsohighlighted that: ‘Advancing technologies andtheir swift adoption are upending traditionalbusiness models. Senior executives need tothink strategically about how to prepare theirorganisations for the challenging new environment.

The rapidly shifting technology environment raisesserious questions for executives about how to helptheir companies capitalise on the transformationunderway. Exploiting these trends typically doesn’tfall to any one executive and as change accelerates,the odds of missing a beat rise significantly.’

The new collaborative, connected workplace isnot only about redefining our mindset about whatfurniture we need and how our office space needsto be reconfigured to be effective. It requires aprofoundly different appraisal of how people andtechnology interact, for the benefit of employerand employee alike.

20/21

45% of Millennials globally are using socialnetworking sites from a free website atwork, whether prohibited or not

Accenture

Accenture

Social networking accounted for 22.8% ofall page views in Europe in 2010

Comscore

“Technology is part of the DNA of today’syounger generation, says Karen CaIo, IBM’svice president for global talent. “They’renaturally attracted to things like Second Lifeand expect IBM as an innovative companyto be there.”

The Trophy Kids Grow Up

Globally, almost one in two mid-Millennials(age’s l8-22) expect not only to use thecomputer of their choice once they are onthe job, but also to access their preferredmobile and technology applications.

AccentureAccenture

Perhaps because they are so mobile, 10percent of working Millennials tell us thattheir employers already communicate withthem through online chat and mobile texting.

But twice as many (20 percent) would preferthat employers communicate with themmore through online chat and mobile textingand less in person, via email, or by phone.

Accenture

52% United States

45% China

72% India

A report by Orangebox into the changing workplace The rising cloudBoomers & Millennials Office Wars 2012

It’s not just about redefining outsourcing.

Medical records in the Cloud are now beingused to help medical teams in disparatelocations view the same information about apatient, update it and work in real time togetherto save lives and promote optimum health.

Accenture

Over the next 5 years, almost 50% of allCIOs expect to operate the majority of theirapplications and infrastructures via Cloudtechnologies.

Gartner

22/23

These new technologies will help keep costs down,deliver important environmental benefits and redefine howsmall companies and multinationals compete.

The computer within the workplace began withthe original mainframe versions of the 1960’s.Applications were run centrally, before migratingto the PC where the user had more control overcreating their own software and applications.This became the dominant role for decades.

Fast-forward to today and we’re entering an agewith a dizzying pace of change. Rapidly developingtechnology means the PC is giving way to amyriad of different devices that capitalise onthe computing infrastructure of the Cloud andvirtualisation technologies.

Three leading players advising on the migration toCloud technology - Accenture, IBM and McKinsey,report that: ‘A number of new and evolvingtechnologies have contributed to Cloud formation.Among them are: the continued commoditisationof hardware, virtualisation, service-orientedarchitectures, open-source software, the automationof technology management, bandwidth capacityincrease, enhanced mobility and social computingplatforms. These technologies are being combinedin ways that provide rapid access to massivecompute capacity and flexible functionality atdramatically lower price points’.

‘A new reality is emerging for organisations ofevery size from every part of the planet. It’s calledthe Cloud -a profound evolution of IT, creatingnew possibilities and enabling more efficient,flexible and collaborative computing models.

‘Cloud computing is a new model of consumingand delivering IT and business services. Itenables users to get what they need, as theyneed it - from advanced analytics and businessapplications to IT infrastructure and platformservices, including virtual servers and storage. Itcan provide significant economies of scale andgreater business agility, while accelerating thepace of innovation.’

‘Cloud computing is a tool that can assist executiveteams in keeping costs down. Corporate leadersare also using Cloud computing to help them findinnovative ways to move ahead in their marketsand leapfrog competitors who are not takingadvantage of Cloud’s benefits.’

These technology changes are rapidly reducingcosts by achieving a new economy of scale; allenterprises will eventually be able to access anduse even the most complex software andapplications. The Cloud means we no longerneed to individually invest in our own IT resource.

‘The Shift’ by Lynda Gratton explores the potentialof these technologies by projecting forward to anew world of work in the future. ‘What Jill lovesabout the Cloud is that it is convenient, on-demandand allows her to work with her colleagues to pooltheir resources. Jill does not actually own thephysical infrastructure she uses or the applicationsshe downloads.

Instead she rents usage as and when she needs it- paying only for the resources she uses. The Cloudhas also created endless possibilities for peopleacross the world to access pooled resources.

That’s one of the reasons why avatars andholographs are the norm. To use her avatar orwork in a holographic representation of her office,Jill simply has to hook up to the immensecomputational power available on demand fromCloud computing’.

While it can be argued that we’re still in the ‘earlyadopter’ phase of the new potential, the Cloudand virtualisations will bring, there is no doubt thatwe’ve entered a profound evolution of IT withinthe workplace that will change things dramatically.

“Connected devices beyond the PC willincreasingly come in a breathtaking numberof shapes and sizes, tuned for a broadvariety of communications, creation andconsumption tasks.

lt’s important that all of us do precisely whatour competitors and customers will ultimatelydo: close our eyes and form a realisticpicture of what a post-PC world mightactually look like”.

Ray Ozzie Microsoft CTO

Media tablets are changing what users willexpect out of their computing devices.

During the next 5-10 years, media tabletswill instigate change in computing form;modular designs will enable tablets to take onnew functions, becoming the cross-platformcontroller and brain for hybrid consumerelectronics and computers.

Tablets will be substitutes for several of theconsumer electronics consumers often carrywith them. Thin-and-light mobile PCs withtablet-like features will become mainstream,pushing out some bulkier PC styles that havebeen the norm.

Gartner

A report by Orangebox into the changing workplace The rising cloudBoomers & Millennials Office Wars 2012

It’s not just about redefining outsourcing.

Medical records in the Cloud are now beingused to help medical teams in disparatelocations view the same information about apatient, update it and work in real time togetherto save lives and promote optimum health.

Accenture

Over the next 5 years, almost 50% of allCIOs expect to operate the majority of theirapplications and infrastructures via Cloudtechnologies.

Gartner

22/23

These new technologies will help keep costs down,deliver important environmental benefits and redefine howsmall companies and multinationals compete.

The computer within the workplace began withthe original mainframe versions of the 1960’s.Applications were run centrally, before migratingto the PC where the user had more control overcreating their own software and applications.This became the dominant role for decades.

Fast-forward to today and we’re entering an agewith a dizzying pace of change. Rapidly developingtechnology means the PC is giving way to amyriad of different devices that capitalise onthe computing infrastructure of the Cloud andvirtualisation technologies.

Three leading players advising on the migration toCloud technology - Accenture, IBM and McKinsey,report that: ‘A number of new and evolvingtechnologies have contributed to Cloud formation.Among them are: the continued commoditisationof hardware, virtualisation, service-orientedarchitectures, open-source software, the automationof technology management, bandwidth capacityincrease, enhanced mobility and social computingplatforms. These technologies are being combinedin ways that provide rapid access to massivecompute capacity and flexible functionality atdramatically lower price points’.

‘A new reality is emerging for organisations ofevery size from every part of the planet. It’s calledthe Cloud -a profound evolution of IT, creatingnew possibilities and enabling more efficient,flexible and collaborative computing models.

‘Cloud computing is a new model of consumingand delivering IT and business services. Itenables users to get what they need, as theyneed it - from advanced analytics and businessapplications to IT infrastructure and platformservices, including virtual servers and storage. Itcan provide significant economies of scale andgreater business agility, while accelerating thepace of innovation.’

‘Cloud computing is a tool that can assist executiveteams in keeping costs down. Corporate leadersare also using Cloud computing to help them findinnovative ways to move ahead in their marketsand leapfrog competitors who are not takingadvantage of Cloud’s benefits.’

These technology changes are rapidly reducingcosts by achieving a new economy of scale; allenterprises will eventually be able to access anduse even the most complex software andapplications. The Cloud means we no longerneed to individually invest in our own IT resource.

‘The Shift’ by Lynda Gratton explores the potentialof these technologies by projecting forward to anew world of work in the future. ‘What Jill lovesabout the Cloud is that it is convenient, on-demandand allows her to work with her colleagues to pooltheir resources. Jill does not actually own thephysical infrastructure she uses or the applicationsshe downloads.

Instead she rents usage as and when she needs it- paying only for the resources she uses. The Cloudhas also created endless possibilities for peopleacross the world to access pooled resources.

That’s one of the reasons why avatars andholographs are the norm. To use her avatar orwork in a holographic representation of her office,Jill simply has to hook up to the immensecomputational power available on demand fromCloud computing’.

While it can be argued that we’re still in the ‘earlyadopter’ phase of the new potential, the Cloudand virtualisations will bring, there is no doubt thatwe’ve entered a profound evolution of IT withinthe workplace that will change things dramatically.

“Connected devices beyond the PC willincreasingly come in a breathtaking numberof shapes and sizes, tuned for a broadvariety of communications, creation andconsumption tasks.

lt’s important that all of us do precisely whatour competitors and customers will ultimatelydo: close our eyes and form a realisticpicture of what a post-PC world mightactually look like”.

Ray Ozzie Microsoft CTO

Media tablets are changing what users willexpect out of their computing devices.

During the next 5-10 years, media tabletswill instigate change in computing form;modular designs will enable tablets to take onnew functions, becoming the cross-platformcontroller and brain for hybrid consumerelectronics and computers.

Tablets will be substitutes for several of theconsumer electronics consumers often carrywith them. Thin-and-light mobile PCs withtablet-like features will become mainstream,pushing out some bulkier PC styles that havebeen the norm.

Gartner

A report by Orangebox into the changing workplace Knowledge work know-howBoomers & Millennials Office Wars 2012

The debate between the merits and needs ofprocessing work versus knowledge work isbecoming more fully understood within organisations- hardly surprising given “knowledge working”,was first defined in ‘Landmarks for Tomorrow’ bythe renowned business thinker and writer PeterDrucker, way back in 1959.

However, with this realisation comes increasingdemand from organisations that knowledge workis not only fully embraced and facilitated - buthas to account for its productivity in much morequantifiable ways.

An informative examination of this issue is theMcKinsey Quarterly of February 2011 by ThomasH Davenport. He argues that: ‘A wide variety ofrecent research has begun suggesting that‘always on’, multitasking work environments areso distracting that they are sapping productivity.

After researching the productivity of knowledgeworkers for years, I’ve concluded that organisationsneed a radically different approach.

Yes, technology is a vital enabler of communication,of collaboration, and of access to rising volumesof information. But less-common-denominatorapproaches involving more technology for allhave reached a point of diminishing returns.

It’s time for companies to develop a strategy forknowledge work - one that not only provides aclearer view of the types of information that workersneed to do their jobs, but also recognises that

the application of technology across theorganisation must vary considerably, according tothe tasks different knowledge workers perform.’

The implication is that we need a more variedenvironment for different working scenarioswhere we are interacting with technology - eitherindividually or collaboratively. We also need to bemore focused on the technology provided.

This need for achieving better control on the use,allocation and training of new technologies isalso highlighted in a McKinsey interview with JAJoerres, CEO of Manpower, in which heobservers: “When I look ahead I see a talentcrunch creating structural changes in theworkforce, and companies that aren’t payingattention might find themselves healthy one yearand in trouble the next – it will be that dramatic.

Companies will need to focus on the wholeequilibrium of talent because they’re runningthemselves so lean that if they get a little sand intheir gears, the whole organisation breaks down.”

“The largest companies have good trainingprograms, but they don’t mandate training,because there isn’t time in the day given this leanmachine they’ve created”.

And again as summarised by Deloitte in their 2011Human Capital Trends. “Today’s workplace isn’twhat it used to be: The pace of change is faster.Organisations are flatter. Work is more virtual,collaborative and project based. The corporate

Knowledgework

While workers may know how to usetechnology tools, they may not be skilled atsearching for, using, or sharing the knowledge.

24/25

Knowledge workers’ information needsvary. The key to better productivity isapplying technology more precisely.

McKinsey Quarterly

“Older workers who grew up in a face-timeculture believe young people have no workethic if they leave at five o’clock,” she says.“What they don’t realize is that the Millennialworker gets online and is working at homeat midnight.”

The Trophy Kids Grow Up

By 2014, knowledge workers will account for 45% of allUK workers. It’s vital that knowledge work is better analysed,quantified and facilitated within today’s organisations.

Their future depends on it.

40% of work is considered unproductive(consensus of UK conference executives)

McKinsey Quarterly

Business in the Community

Management Today

The average timebefore we areinterrupted at work.

Minutes

ladder, rooted in the industrial era, takes anoutdated, one-size-fits-all view of managing work.”

Deloitte also suggests that the corporate ladderis collapsing and that the ‘Corporate Lattice’ isemerging. It urges organisations that they haveto find ways to measure results and not ‘face-time’.

‘The changing world of work rendering measuresof ‘face time’ as a measure of performance -however subtle or not, is irrelevant. Organisationsmust up their game in goal setting and assessingthe results of employees that managers don’tsee day to day.

These days, the idea of attempting to reach anincreasingly diverse population without an equallydiverse corporate team is a self-defeatingproposition.’

In ‘What Matters’, from October 2009, McKinseysuggests that the first step to achieving moreeffective productivity with knowledge work is torecognize the different types of work going on.

On their interactive micro sitehttp://whatmatters.mckinseydigital.com/flash/collaboration/, they identify twelve distinct types ofknowledge workers and their needs:

Administrator, Agent, Aid/Apprentice, Buyer,Counselor, Creator, Instructor, Investigator, Manager,Performer, Salesperson, Scientist

They also comment: ‘Knowledge workers aregrowing in numbers. In some sectors of theeconomy, such as healthcare providers andeducation, they account for 75 per cent of theworkforce; in the United States, their wages total18 per cent of GDP. The nature of collaborativework ranges from high levels of abstract thinkingon the part of scientists, to building andmaintaining professional contacts and informationnetworks, to more ground-level problem solving.

Our research shows that the performance gapbetween top and bottom companies incollaboration-intense sectors is nine times that ofproduction i.e. transaction-intense sectors. Thatfactor underscores what remains a significantchallenge for corporations and national economicsalike - how to improve the productivity of thisprized and growing corps.

Most knowledge workers haven’t beentrained in search or knowledge managementand have an incomplete understanding ofhow to use data sources and analytical tools.

McKinsey Quarterly

For companies, knowledge workers are expensiveassets, earning a wage premium that ranges from55 - 75 per cent over the pay of workers whoperform more basic production and transactiontasks. Yet there are wide variations in theperformance of knowledge workers, as well astheir access to technologies that could improve it.’

Creating a great collaborative workspace is fineas an ideal, but it’s a wasted opportunity ifnot part of the larger cultural change withinorganisations.

The needs of the new types of knowledge workand the ability to access ever faster working datais putting pressure on organisations to redefinethe structures of control and accountabilitymanagement.

Furniture helps deliver intelligence to workingspace and while it cannot solve the need tobetter quantify and measure the effectiveness ofknowledge work, it can become a tool indelivering an effective environment thataddresses the shortfalls of the open planand shared collaborative workplace.

UK knowledge workers are 42% of allemployees in UK, up from 31% in 1984& projected to be 45% by 2014.

1 2 3

A report by Orangebox into the changing workplace Knowledge work know-howBoomers & Millennials Office Wars 2012

The debate between the merits and needs ofprocessing work versus knowledge work isbecoming more fully understood within organisations- hardly surprising given “knowledge working”,was first defined in ‘Landmarks for Tomorrow’ bythe renowned business thinker and writer PeterDrucker, way back in 1959.

However, with this realisation comes increasingdemand from organisations that knowledge workis not only fully embraced and facilitated - buthas to account for its productivity in much morequantifiable ways.

An informative examination of this issue is theMcKinsey Quarterly of February 2011 by ThomasH Davenport. He argues that: ‘A wide variety ofrecent research has begun suggesting that‘always on’, multitasking work environments areso distracting that they are sapping productivity.

After researching the productivity of knowledgeworkers for years, I’ve concluded that organisationsneed a radically different approach.

Yes, technology is a vital enabler of communication,of collaboration, and of access to rising volumesof information. But less-common-denominatorapproaches involving more technology for allhave reached a point of diminishing returns.

It’s time for companies to develop a strategy forknowledge work - one that not only provides aclearer view of the types of information that workersneed to do their jobs, but also recognises that

the application of technology across theorganisation must vary considerably, according tothe tasks different knowledge workers perform.’

The implication is that we need a more variedenvironment for different working scenarioswhere we are interacting with technology - eitherindividually or collaboratively. We also need to bemore focused on the technology provided.

This need for achieving better control on the use,allocation and training of new technologies isalso highlighted in a McKinsey interview with JAJoerres, CEO of Manpower, in which heobservers: “When I look ahead I see a talentcrunch creating structural changes in theworkforce, and companies that aren’t payingattention might find themselves healthy one yearand in trouble the next – it will be that dramatic.

Companies will need to focus on the wholeequilibrium of talent because they’re runningthemselves so lean that if they get a little sand intheir gears, the whole organisation breaks down.”

“The largest companies have good trainingprograms, but they don’t mandate training,because there isn’t time in the day given this leanmachine they’ve created”.

And again as summarised by Deloitte in their 2011Human Capital Trends. “Today’s workplace isn’twhat it used to be: The pace of change is faster.Organisations are flatter. Work is more virtual,collaborative and project based. The corporate

Knowledgework

While workers may know how to usetechnology tools, they may not be skilled atsearching for, using, or sharing the knowledge.

24/25

Knowledge workers’ information needsvary. The key to better productivity isapplying technology more precisely.

McKinsey Quarterly

“Older workers who grew up in a face-timeculture believe young people have no workethic if they leave at five o’clock,” she says.“What they don’t realize is that the Millennialworker gets online and is working at homeat midnight.”

The Trophy Kids Grow Up

By 2014, knowledge workers will account for 45% of allUK workers. It’s vital that knowledge work is better analysed,quantified and facilitated within today’s organisations.

Their future depends on it.

40% of work is considered unproductive(consensus of UK conference executives)

McKinsey Quarterly

Business in the Community

Management Today

The average timebefore we areinterrupted at work.

Minutes

ladder, rooted in the industrial era, takes anoutdated, one-size-fits-all view of managing work.”

Deloitte also suggests that the corporate ladderis collapsing and that the ‘Corporate Lattice’ isemerging. It urges organisations that they haveto find ways to measure results and not ‘face-time’.

‘The changing world of work rendering measuresof ‘face time’ as a measure of performance -however subtle or not, is irrelevant. Organisationsmust up their game in goal setting and assessingthe results of employees that managers don’tsee day to day.

These days, the idea of attempting to reach anincreasingly diverse population without an equallydiverse corporate team is a self-defeatingproposition.’

In ‘What Matters’, from October 2009, McKinseysuggests that the first step to achieving moreeffective productivity with knowledge work is torecognize the different types of work going on.

On their interactive micro sitehttp://whatmatters.mckinseydigital.com/flash/collaboration/, they identify twelve distinct types ofknowledge workers and their needs:

Administrator, Agent, Aid/Apprentice, Buyer,Counselor, Creator, Instructor, Investigator, Manager,Performer, Salesperson, Scientist

They also comment: ‘Knowledge workers aregrowing in numbers. In some sectors of theeconomy, such as healthcare providers andeducation, they account for 75 per cent of theworkforce; in the United States, their wages total18 per cent of GDP. The nature of collaborativework ranges from high levels of abstract thinkingon the part of scientists, to building andmaintaining professional contacts and informationnetworks, to more ground-level problem solving.

Our research shows that the performance gapbetween top and bottom companies incollaboration-intense sectors is nine times that ofproduction i.e. transaction-intense sectors. Thatfactor underscores what remains a significantchallenge for corporations and national economicsalike - how to improve the productivity of thisprized and growing corps.

Most knowledge workers haven’t beentrained in search or knowledge managementand have an incomplete understanding ofhow to use data sources and analytical tools.

McKinsey Quarterly

For companies, knowledge workers are expensiveassets, earning a wage premium that ranges from55 - 75 per cent over the pay of workers whoperform more basic production and transactiontasks. Yet there are wide variations in theperformance of knowledge workers, as well astheir access to technologies that could improve it.’

Creating a great collaborative workspace is fineas an ideal, but it’s a wasted opportunity ifnot part of the larger cultural change withinorganisations.

The needs of the new types of knowledge workand the ability to access ever faster working datais putting pressure on organisations to redefinethe structures of control and accountabilitymanagement.

Furniture helps deliver intelligence to workingspace and while it cannot solve the need tobetter quantify and measure the effectiveness ofknowledge work, it can become a tool indelivering an effective environment thataddresses the shortfalls of the open planand shared collaborative workplace.

UK knowledge workers are 42% of allemployees in UK, up from 31% in 1984& projected to be 45% by 2014.

1 2 3

The idea of enjoying increasing affluence as we age and aprosperous retirement is giving way to the realisation thatwe have a KIPPER generation (Kids in Parents’ Pockets ErodingRetirement Savings) who can’t really afford to retire from organisationswho can’t afford to lose their experience and knowledge.

Surveys from Europe and the US both report thatthe vast majority of Boomers now plan towork past retirement, part-time if not full-time.

RainmakerThinking Inc research in the US, foundthat as of 2010, one in three workers will be aged 50+and ‘their experience and accumulative knowledgeincreasingly becomes a value proposition’.

Perhaps the clearest indication of the rapidredefining of retirement is illustrated in an articlefrom 8th August 2011 in London’s Guardiannewspaper. It reported that the City of CentralFalls in Rhode Island is the first city in the state togo bankrupt and is unlikely to be the last.

The article states that within a decade, cities suchas Los Angeles, New York and Chicago couldface similar fates. ‘This city’s problems have beendecades in the making and stem from a pensionburden created for Baby Boomers in the 1970’swho were promised far more than Central Falls -and many other US cities - can now afford’.

Balance this with the findings from a recentMcKinsey report that ‘when a large multinationalmanufacturer accelerated its succession planning,the company realised that it would have toreplace 80% of its executives within six years ata period when in the US alone, between 8,000 to10,000 Baby Boomers turn 60 every day.

We are living through a period when the positionof older workers within the workplace isanything but stable and needs to be revaluated.

Major multinationals are now beginning to addressthis. Dow Chemical, for example, are setting upnew working networks that are inclusive ofretired employees being able to contribute tospecific projects. USB is choosing older workersas the perfect representatives for client-facingretirement products. UK retailers such as B&Qare realising the value of an older sales team andtheir experience and calmness, making their storesmore attractive and successful retail environments.

Wealth or

60% of Boomers won’t be able to maintain alifestyle close to their current one withoutcontinuing to work

McKinsey Quarterly

The older we get the more our brain regulatesour emotions. We become less impulsive,more considered.

Management Today

Right now, roughly two experienced workerswill leave the workforce for every oneinexperienced worker who enters.

Rainmakerthinking Inc

Boomers are the most highly skilled ageingworkforce in US history & account for adisproportionate share of US knowledgeworkers

51% of all managers45% of all professional people

McKinsey Quarterly

87% of Boomers say being able to workflexibly is important, because they’re eager topursue other passions while keeping a handin at work

Harvard Business Review

26/27

:-(42% of Boomersproject they willcontinue workingafter age 65 and14% now say theydon't thinkthey will ever retire.

Harvard Business Review

A report by Orangebox into the changing workplace Wealth or Kippers?Boomers & Millennials Office Wars 2012

by 2050 theprojection is 1person will beworking for every2 retired:-(

41% of Boomers contribute financialsupport to their adult children; on average$471 a month in direct assistance.

Harvard Business Review

Business in the community

The idea of enjoying increasing affluence as we age and aprosperous retirement is giving way to the realisation thatwe have a KIPPER generation (Kids in Parents’ Pockets ErodingRetirement Savings) who can’t really afford to retire from organisationswho can’t afford to lose their experience and knowledge.

Surveys from Europe and the US both report thatthe vast majority of Boomers now plan towork past retirement, part-time if not full-time.

RainmakerThinking Inc research in the US, foundthat as of 2010, one in three workers will be aged 50+and ‘their experience and accumulative knowledgeincreasingly becomes a value proposition’.

Perhaps the clearest indication of the rapidredefining of retirement is illustrated in an articlefrom 8th August 2011 in London’s Guardiannewspaper. It reported that the City of CentralFalls in Rhode Island is the first city in the state togo bankrupt and is unlikely to be the last.

The article states that within a decade, cities suchas Los Angeles, New York and Chicago couldface similar fates. ‘This city’s problems have beendecades in the making and stem from a pensionburden created for Baby Boomers in the 1970’swho were promised far more than Central Falls -and many other US cities - can now afford’.

Balance this with the findings from a recentMcKinsey report that ‘when a large multinationalmanufacturer accelerated its succession planning,the company realised that it would have toreplace 80% of its executives within six years ata period when in the US alone, between 8,000 to10,000 Baby Boomers turn 60 every day.

We are living through a period when the positionof older workers within the workplace isanything but stable and needs to be revaluated.

Major multinationals are now beginning to addressthis. Dow Chemical, for example, are setting upnew working networks that are inclusive ofretired employees being able to contribute tospecific projects. USB is choosing older workersas the perfect representatives for client-facingretirement products. UK retailers such as B&Qare realising the value of an older sales team andtheir experience and calmness, making their storesmore attractive and successful retail environments.

Wealth or

60% of Boomers won’t be able to maintain alifestyle close to their current one withoutcontinuing to work

McKinsey Quarterly

The older we get the more our brain regulatesour emotions. We become less impulsive,more considered.

Management Today

Right now, roughly two experienced workerswill leave the workforce for every oneinexperienced worker who enters.

Rainmakerthinking Inc

Boomers are the most highly skilled ageingworkforce in US history & account for adisproportionate share of US knowledgeworkers

51% of all managers45% of all professional people

McKinsey Quarterly

87% of Boomers say being able to workflexibly is important, because they’re eager topursue other passions while keeping a handin at work

Harvard Business Review

26/27

:-(42% of Boomersproject they willcontinue workingafter age 65 and14% now say theydon't thinkthey will ever retire.

Harvard Business Review

A report by Orangebox into the changing workplace Wealth or Kippers?Boomers & Millennials Office Wars 2012

by 2050 theprojection is 1person will beworking for every2 retired:-(

41% of Boomers contribute financialsupport to their adult children; on average$471 a month in direct assistance.

Harvard Business Review

Business in the community

x

x

As the workforce continues to age, by 2010almost one in 3 will be at least 50, andknowledge and experience increasinglybecome value-added propositions.

Every organisation will be scrambling to createa reputation as an age-friendly workplace.

Rainmakerthinking Inc

Because of slow population growth between1966 and 1985, there aren’t enough Gen Xersand Millennials to replace older generationswho will retire during the next 10 years.

Rainmakerthinking Inc

Companies that need large numbers ofBoomers must create a compelling valueproposition for them & the most importantelements

FlexibilityPhysical environmentsWorkplace camaraderieHealth care

McKinsey Quarterly

McKinsey Quarterly

decade

Med

ian

age

of

Eur

op

eans

(inye

ars)

2010 2020 2030 2040 2050

Clearly, we’re at the beginning of a re-evaluationof the roles and contribution of the early Boomerswithin organisations.As highlighted in Lynda Gratton’s book ‘The Shift’, the generationdemographics are changing - dramatically and rapidly.

A report by Orangebox into the changing workplace Wealth or Kippers?Boomers & Millennials Office Wars 2012

28/29

‘In Europe the working population is rapidlyageing due to low birth rates, longer lifeexpectancies and in many countries lowimmigration. By 2050, it is estimated that themedian age of Europeans will rise to 52.3years from 37.7’

How will this impact the design of a workplacethat now has to address both the physical andemotional needs of older workers - from technologyto chairs, lighting and the acoustic environment-and the smart, engaging and lively environmentdesired by Millennials and Gen Z workers.

European Visitors to Facebook, Twitter, and LinkedIn

Source: comScore

100%

90%

80%

70%

60%

50%

40%

30%

20%

10%

0%

All Social Networking

55+

45-54

35-44

25-34

15-24

25.3%

24.3%

20.9%

16.4%

13.1%

27.1%

24.6%

20.4%

15.6%

12.4%

28.1%

22.5%

19.9%

15.9%

13.5%

10.4%

25.2%

27.9%

20.9%

15.6%

/3of older Boomersare financiallyunprepared forretirement

2

x

x

As the workforce continues to age, by 2010almost one in 3 will be at least 50, andknowledge and experience increasinglybecome value-added propositions.

Every organisation will be scrambling to createa reputation as an age-friendly workplace.

Rainmakerthinking Inc

Because of slow population growth between1966 and 1985, there aren’t enough Gen Xersand Millennials to replace older generationswho will retire during the next 10 years.

Rainmakerthinking Inc

Companies that need large numbers ofBoomers must create a compelling valueproposition for them & the most importantelements

FlexibilityPhysical environmentsWorkplace camaraderieHealth care

McKinsey Quarterly

McKinsey Quarterly

decade

Med

ian

age

of

Eur

op

eans

(inye

ars)

2010 2020 2030 2040 2050

Clearly, we’re at the beginning of a re-evaluationof the roles and contribution of the early Boomerswithin organisations.As highlighted in Lynda Gratton’s book ‘The Shift’, the generationdemographics are changing - dramatically and rapidly.

A report by Orangebox into the changing workplace Wealth or Kippers?Boomers & Millennials Office Wars 2012

28/29

‘In Europe the working population is rapidlyageing due to low birth rates, longer lifeexpectancies and in many countries lowimmigration. By 2050, it is estimated that themedian age of Europeans will rise to 52.3years from 37.7’

How will this impact the design of a workplacethat now has to address both the physical andemotional needs of older workers - from technologyto chairs, lighting and the acoustic environment-and the smart, engaging and lively environmentdesired by Millennials and Gen Z workers.

European Visitors to Facebook, Twitter, and LinkedIn

Source: comScore

100%

90%

80%

70%

60%

50%

40%

30%

20%

10%

0%

All Social Networking

55+

45-54

35-44

25-34

15-24

25.3%

24.3%

20.9%

16.4%

13.1%

27.1%

24.6%

20.4%

15.6%

12.4%

28.1%

22.5%

19.9%

15.9%

13.5%

10.4%

25.2%

27.9%

20.9%

15.6%

/3of older Boomersare financiallyunprepared forretirement

2

A report by Orangebox into the changing workplace Baby Boomers: ten key insightsBoomers & Millennials Office Wars 2012

Baby Boomersbears little resemblance to today’s workplace, bothin terms of what work means and how we achieve it.

The workplace of the mid-1960’s when theearly Boomers first began working

Within less than a decade,

all Boomers will be

and is now discussed daily.

51 to 70

Recently, when a large multinational manufactureraccelerated its succession planning,the company realised that it would have toreplace 80% of its executives within six years.

ten key insights

30/31

Over the period of the Boomers generation.(Worldwide)1/3 increase in global income1/3 increase in life expectancy2/3 decrease in infant mortality

Management Today

IBM and P&G seek retirees to work onprojects that let them share expertise withyounger workers.

UBS hires Boomers as retirement advisersbecause it believes that they are extremelyeffective with clients in the same life phase.

The McKinsey Quarterly

McKinsey Quarterly

80% of Boomers say they enjoy trying newproducts and services.

The McKinsey Quarterly

What are your organisation’s most pressingtalent concerns today?

41% Competing for talent38% Developing leaders & succession planning37% Retraining employees35% Training34% Creating career paths

Deloitte

01. Boomers invented ‘youth culture’.

02. For Boomers, work defined them.

03. Boomers are the most highly skilled generation in history.

04. Boomers have rewritten the rules through each decade of their careers.

05. The last decades of Boomers careers aren’t going to be as budgeted for.

06. Companies are now waking up to what it will mean to lose Boomers knowledge and experience.

07. Boomers are improving as IT adopters.

08. Boomers are ‘nine to five’ natives, unlike Millennials.

09. Boomers enjoy change and trying the new.

10. The two ‘bookend’ generations are finding it easy to get along in the workplace .

McKinsey Quarterly

years old

A report by Orangebox into the changing workplace Baby Boomers: ten key insightsBoomers & Millennials Office Wars 2012

Baby Boomersbears little resemblance to today’s workplace, bothin terms of what work means and how we achieve it.

The workplace of the mid-1960’s when theearly Boomers first began working

Within less than a decade,

all Boomers will be

and is now discussed daily.

51 to 70

Recently, when a large multinational manufactureraccelerated its succession planning,the company realised that it would have toreplace 80% of its executives within six years.

ten key insights

30/31

Over the period of the Boomers generation.(Worldwide)1/3 increase in global income1/3 increase in life expectancy2/3 decrease in infant mortality

Management Today

IBM and P&G seek retirees to work onprojects that let them share expertise withyounger workers.

UBS hires Boomers as retirement advisersbecause it believes that they are extremelyeffective with clients in the same life phase.

The McKinsey Quarterly

McKinsey Quarterly

80% of Boomers say they enjoy trying newproducts and services.

The McKinsey Quarterly

What are your organisation’s most pressingtalent concerns today?

41% Competing for talent38% Developing leaders & succession planning37% Retraining employees35% Training34% Creating career paths

Deloitte

01. Boomers invented ‘youth culture’.

02. For Boomers, work defined them.

03. Boomers are the most highly skilled generation in history.

04. Boomers have rewritten the rules through each decade of their careers.

05. The last decades of Boomers careers aren’t going to be as budgeted for.

06. Companies are now waking up to what it will mean to lose Boomers knowledge and experience.

07. Boomers are improving as IT adopters.

08. Boomers are ‘nine to five’ natives, unlike Millennials.

09. Boomers enjoy change and trying the new.

10. The two ‘bookend’ generations are finding it easy to get along in the workplace .

McKinsey Quarterly

years old

A report by Orangebox into the changing workplace Baby Boomers: ten key insightsBoomers & Millennials Office Wars 2012

A new HR director in a large midwestern bankexplained, “l understood what Gen X was allabout when the company I worked with for 17years let me go. l love my job right now, but I’mnot sure I’ll be retiring from it. I’m keeping myoptions open." By necessity, the savviestBoomers became free agents whether theywanted to be or not.

ln the early 2000s, some Boomers wereunderstandably conflicted over the many changesin the workplace. The rules were changing, nervyXers were making demands these seasonedpros would never have dreamed of making, andthose pesky Gen Yers were just arriving, expectingbig league jobs with little league experience.’

After their youthful rebellion, many older Boomersgrew up and settled down in the early to mid-70s.Although Young Boomers were just graduating fromhigh school or college at that time, both cohortsultimately followed the same workplace path: Theyhitched their wheel to the star of an establishedorganisation and started paying their dues.

They waited for their bosses to notice their hardwork and reward them in due course. Theybelieved in job security and figured the systemwould take care of them through retirement.

But, then, just as they started to earn seniorityand move into positions of authority, they werehit by the downsizing days of the late 80’s – early90s. Shell-shocked Boomers watchedorganisational hierarchies flatten, jobs disappear,and the lifetime employment bubble burst.

Others stayed on board, struggling to do morewith less, and championed teamwork andconsensus as the way to meet their goals. Stillothers were cut adrift and spent months, evenyears, trying to re-establish themselves in theircareers.

Whatever their situation, Boomers, whose personalidentity was often defined by their work (“I amwhat I do” was a Boomer anthem), took a punchin the stomach of self-worth and self-esteem.They gradually realised that the loyalty they hadgiven to their organisations wasn’t reciprocal.

Boomers are the most highly skilled generationin history.

McKinsey reported that: ‘This generation is notonly is the best educated, most highly skilledageing workforce in the US but also accounts fora disproportionate share of US history ‘knowledgeworkers’ – 51 per cent of all managers and 45 percent of all professional people, such as doctorsand lawyers – while representing just 41 per cent ofthe workforce.’

The research organisation Culture CoachInternational observed: ‘Boomers were moreeducated; which led to a raised awareness andconsciousness, and thus they demanded socialchange through the human rights movement.

Boomers questioned authority much more thanany other generation; they encouraged equality.Competition for everything was very high. Withsuch a large population, everyone had to fight forwhat they got, whether that be a spot in thefootball team, getting into their preferred collegeor landing a dream job.’

It’s no coincidence that, as discussed elsewherein this report, the implications of this generationmoving out of the workplace is the one issue ofgreatest concern to both organisations and nationalgovernments alike.

Boomers invented ‘youth culture’.

The image on the previous page of the rock groupCream, circa 1967 made it almost impossible forany generation that followed to ever look as coolagain. Given the decade of austerity that hadproceeded, the swinging sixties were all aboutthe reinvention of what it meant to be young andable to create a new world order. Of course, theseeds were sewn a decade earlier by the likes ofBill Haley, Jerry Lee Lewis and Elvis Presley.

For the early Boomers, the sixties were theirformative years and helped define the generationalvalues that would endure over the comingdecades, as reported by RainmakingThinking in‘Managing The Generational Mix’ of 2007: ‘TheBoomers were always in the right historical placeat the right time. They were kids when it wascool to be a kid, teenagers when it was cool tobe a teenager. They were in their twenties whenyou couldn’t trust anyone over thirty. By the timethey reached college in the mid-60`s, they wereready to rebel against the safe, secure, “ticky-tacky”, rule-bound world their traditional parentshad created.’

Boomers are nothing if not resilient and adaptable.Each of the decades since their birth andthrough the span of their careers has broughtprofound changes to work, the workplace andthe organisations for which they work.

It seems increasingly difficult to relate the speedand demands of today’s workplace to the paceof work in the 1970`s. This Office Wars reportsets out to highlight the developments nowunderway that are set to bring profoundchanges. Some commentators believe they willbe every bit as dramatic as that of the last fourdecades, albeit at a more accelerated rate ofchange with regard to how technology will allowus to communicate, collaborate and create.

For Millennials, the two big talking points havebeen their prowess with technology and theemotional consequence of an upbringing of beingchaperoned. Research on Boomers, on the otherhand, has highlighted the dramatic implications ofchanging demographics and the realignment ofretirement finances now underway - a consequenceof over two decades of overspending.

To keep parity with Millennials, we have set outten key insights that have emerged from ourresearch:

For Boomers, work defined them.

Boomers’ ambition stems from their beliefestablished during the late sixties that the rulesof society were there to be broken and redefined.

This was also when Boomers began to equatework as the means to define what they stood forand after an initial period of rebellion, they evolvedinto decades of continuous ambition, reaching acrescendo in the ‘monied’ 80’s. A short history ofthe key Boomers decades is covered byRainmakingThinking: ‘Most researchers definethe huge Baby Boom generation as those bornbetween 1946 and 1964. However, every day wemeet people born after 1953 who tell us theycan’t identify with the “old rock and rollers” andfeel like proverbial fish out of water.

Their voices have become too loud for us toignore. While all Baby Boomers share much incommon--namely, a child-centered upbringing, afocus on individuality and youth, and a distrust ofanyone in authority - there are enough differencesbetween the first and second waves to makethem distinct cohorts: older and younger.

They cut their hair, donned business suits, andslipped into the very establishment they hadrailed against the decade before. For many, workbecame their identity, competition their drivingforce, and self-improvement a way of life.

Reflecting on their generation, a group of 40-something HR professionals concluded: “Wethink we should call our generation the ‘Bridges’or the ‘Seekers’. We are the bridge betweenolder and younger generations, and we areseeking ambitious goals and dreams as we strivefor work/life balance.”

1. 2. 3.

32/33

Johnson & Johnson believe in following thestrategy that, if valuable people leave, wewill reconnect with them in a few years andtry to re-recruit them.

The Trophy Kids Grow Up

By 2015, more than one third of the labourforce will be over the age of 50.

McKinsey Quarterly

Multiple careers are becoming more prevalent.After a long and successful career at Tesco,Sir Terry Leahy now takes a role in smaller,entrepreneurial companies.

Management Today

McKinsey Quarterly

By 2015,Boomers willaccount for40% of all USspending.

Boomers seven rewards as important ascompensation1. High-quality colleagues2. An intellectually stimulating workplace3. Autonomy regarding work tasks4. Flexible work arrangements or boss5. Access to new experiences and challenges6. Giving back to the world through work7. Recognition from one’s company or boss

Harvard Business Review

Boomers questioned authority much more than any othergeneration; they encouraged equality.

For many, work became their identity, competition their drivingforce, and self-improvement a way of life.

Boomers were always in the righthistorical place at the right time.

A report by Orangebox into the changing workplace Baby Boomers: ten key insightsBoomers & Millennials Office Wars 2012

A new HR director in a large midwestern bankexplained, “l understood what Gen X was allabout when the company I worked with for 17years let me go. l love my job right now, but I’mnot sure I’ll be retiring from it. I’m keeping myoptions open." By necessity, the savviestBoomers became free agents whether theywanted to be or not.

ln the early 2000s, some Boomers wereunderstandably conflicted over the many changesin the workplace. The rules were changing, nervyXers were making demands these seasonedpros would never have dreamed of making, andthose pesky Gen Yers were just arriving, expectingbig league jobs with little league experience.’

After their youthful rebellion, many older Boomersgrew up and settled down in the early to mid-70s.Although Young Boomers were just graduating fromhigh school or college at that time, both cohortsultimately followed the same workplace path: Theyhitched their wheel to the star of an establishedorganisation and started paying their dues.

They waited for their bosses to notice their hardwork and reward them in due course. Theybelieved in job security and figured the systemwould take care of them through retirement.

But, then, just as they started to earn seniorityand move into positions of authority, they werehit by the downsizing days of the late 80’s – early90s. Shell-shocked Boomers watchedorganisational hierarchies flatten, jobs disappear,and the lifetime employment bubble burst.

Others stayed on board, struggling to do morewith less, and championed teamwork andconsensus as the way to meet their goals. Stillothers were cut adrift and spent months, evenyears, trying to re-establish themselves in theircareers.

Whatever their situation, Boomers, whose personalidentity was often defined by their work (“I amwhat I do” was a Boomer anthem), took a punchin the stomach of self-worth and self-esteem.They gradually realised that the loyalty they hadgiven to their organisations wasn’t reciprocal.

Boomers are the most highly skilled generationin history.

McKinsey reported that: ‘This generation is notonly is the best educated, most highly skilledageing workforce in the US but also accounts fora disproportionate share of US history ‘knowledgeworkers’ – 51 per cent of all managers and 45 percent of all professional people, such as doctorsand lawyers – while representing just 41 per cent ofthe workforce.’

The research organisation Culture CoachInternational observed: ‘Boomers were moreeducated; which led to a raised awareness andconsciousness, and thus they demanded socialchange through the human rights movement.

Boomers questioned authority much more thanany other generation; they encouraged equality.Competition for everything was very high. Withsuch a large population, everyone had to fight forwhat they got, whether that be a spot in thefootball team, getting into their preferred collegeor landing a dream job.’

It’s no coincidence that, as discussed elsewherein this report, the implications of this generationmoving out of the workplace is the one issue ofgreatest concern to both organisations and nationalgovernments alike.

Boomers invented ‘youth culture’.

The image on the previous page of the rock groupCream, circa 1967 made it almost impossible forany generation that followed to ever look as coolagain. Given the decade of austerity that hadproceeded, the swinging sixties were all aboutthe reinvention of what it meant to be young andable to create a new world order. Of course, theseeds were sewn a decade earlier by the likes ofBill Haley, Jerry Lee Lewis and Elvis Presley.

For the early Boomers, the sixties were theirformative years and helped define the generationalvalues that would endure over the comingdecades, as reported by RainmakingThinking in‘Managing The Generational Mix’ of 2007: ‘TheBoomers were always in the right historical placeat the right time. They were kids when it wascool to be a kid, teenagers when it was cool tobe a teenager. They were in their twenties whenyou couldn’t trust anyone over thirty. By the timethey reached college in the mid-60`s, they wereready to rebel against the safe, secure, “ticky-tacky”, rule-bound world their traditional parentshad created.’

Boomers are nothing if not resilient and adaptable.Each of the decades since their birth andthrough the span of their careers has broughtprofound changes to work, the workplace andthe organisations for which they work.

It seems increasingly difficult to relate the speedand demands of today’s workplace to the paceof work in the 1970`s. This Office Wars reportsets out to highlight the developments nowunderway that are set to bring profoundchanges. Some commentators believe they willbe every bit as dramatic as that of the last fourdecades, albeit at a more accelerated rate ofchange with regard to how technology will allowus to communicate, collaborate and create.

For Millennials, the two big talking points havebeen their prowess with technology and theemotional consequence of an upbringing of beingchaperoned. Research on Boomers, on the otherhand, has highlighted the dramatic implications ofchanging demographics and the realignment ofretirement finances now underway - a consequenceof over two decades of overspending.

To keep parity with Millennials, we have set outten key insights that have emerged from ourresearch:

For Boomers, work defined them.

Boomers’ ambition stems from their beliefestablished during the late sixties that the rulesof society were there to be broken and redefined.

This was also when Boomers began to equatework as the means to define what they stood forand after an initial period of rebellion, they evolvedinto decades of continuous ambition, reaching acrescendo in the ‘monied’ 80’s. A short history ofthe key Boomers decades is covered byRainmakingThinking: ‘Most researchers definethe huge Baby Boom generation as those bornbetween 1946 and 1964. However, every day wemeet people born after 1953 who tell us theycan’t identify with the “old rock and rollers” andfeel like proverbial fish out of water.

Their voices have become too loud for us toignore. While all Baby Boomers share much incommon--namely, a child-centered upbringing, afocus on individuality and youth, and a distrust ofanyone in authority - there are enough differencesbetween the first and second waves to makethem distinct cohorts: older and younger.

They cut their hair, donned business suits, andslipped into the very establishment they hadrailed against the decade before. For many, workbecame their identity, competition their drivingforce, and self-improvement a way of life.

Reflecting on their generation, a group of 40-something HR professionals concluded: “Wethink we should call our generation the ‘Bridges’or the ‘Seekers’. We are the bridge betweenolder and younger generations, and we areseeking ambitious goals and dreams as we strivefor work/life balance.”

1. 2. 3.

32/33

Johnson & Johnson believe in following thestrategy that, if valuable people leave, wewill reconnect with them in a few years andtry to re-recruit them.

The Trophy Kids Grow Up

By 2015, more than one third of the labourforce will be over the age of 50.

McKinsey Quarterly

Multiple careers are becoming more prevalent.After a long and successful career at Tesco,Sir Terry Leahy now takes a role in smaller,entrepreneurial companies.

Management Today

McKinsey Quarterly

By 2015,Boomers willaccount for40% of all USspending.

Boomers seven rewards as important ascompensation1. High-quality colleagues2. An intellectually stimulating workplace3. Autonomy regarding work tasks4. Flexible work arrangements or boss5. Access to new experiences and challenges6. Giving back to the world through work7. Recognition from one’s company or boss

Harvard Business Review

Boomers questioned authority much more than any othergeneration; they encouraged equality.

For many, work became their identity, competition their drivingforce, and self-improvement a way of life.

Boomers were always in the righthistorical place at the right time.

A report by Orangebox into the changing workplace Baby Boomers: ten key insightsBoomers & Millennials Office Wars 2012

34/35

Companies are now waking up to what itwill mean to lose Boomers’ knowledge andexperience.

‘While the previous insight relates to theindividual employee, the same issue has obviousand profound implications for all organisations.

The RainmakingThinking report of 2007, ‘Managingthe Generation Mix’ states that: ‘As the workforcecontinues to age, by 2010 almost one in threeworkers (US) will be at least 50 and knowledgeand experience increasingly become value-addedpropositions; every organisation will be scramblingto create a reputation as an age-friendly workplace.

Boomers are also redefining retirement in waysthat will impact future generations. `Retirementincreasingly becomes not a date on a calendarbut a process and organisations who can extendthat process for as long as it’s beneficial to bothsides, will have a competitive advantage for thenext 20 years, a period of ‘unretirement’,‘recareering’ and ‘career shifting’.’

Similarly from the Harvard Business Review, intheir report ‘How Gen Y & Boomers Will Reshapeyour Agenda’: ‘As the economy recovers,companies will return to the challenge of winningover enough highly capable professionals to driverenewal and growth. Only then will they realise thatthe rules of engagement have changed - that thelandscape of talent management has beentransformed.

The combination of Generation Y eagerlyadvancing up the professional ranks and BabyBoomers often refusing to retire has, over thecourse of a few short years, dramatically shiftedthe composition of the workforce.’

The review gives examples of companies workingto revitalise the contribution of older Boomerswithin their organisations. From the large USpharmacy chain CVS/Pharmacy which allowsemployees to relocate from winter to summer, toCitigroup’s Alternative Work Solutions, which thereport states ‘has successfully maintainedproductivity while allowing people to work whereand how they want’. Or to UBS, which encouragesemployees to give back to the community viatheir Responsibility Fellows Programme.

Rapidly rising stock markets and house pricesmade them feel rich with no need to save.Mortgages, credit cards, car loans and overdraftswere cheap and easy to obtain, making them ahighly indebted generation – and as a result themajority are financially unprepared for retirement.

There is only one solution. Far from enjoying thesun-filled ease of a Saga cruise or the simplepleasures of golf and gardening, the goldenoldies are just going to have to work longer, evenif that means working for themselves. Not just toprovide for their own needs but because societycannot afford the cost of withdrawal of theireconomic activity.’

And as reported in 2010: ‘In the UK, a survey inOctober by the Chartered Institute of Personneland Development found that 41 per cent ofemployees plan to work beyond the stateretirement age. Nearly three quarters of thesesaid this was for financial reasons. But socialinteraction at work and the desire to continueusing their skills were also important factors.’

Management and accounting experience isshared with `entrepreneurs in parts of the worldwhere management capabilities are scarce’.

Within the UK, the Financial Times discusses areport from the Chartered Institute of Personneland Development (CIPD) in 2010, whichexamined the consequences of nearly a third ofthe UK workforce becoming over 50 by 2020:

‘This report shows that many organisations haveneither a strategy in place for managing anageing workforce nor a coherent range ofprovisions to respond to emergent issues. Mr.Ball (CE of The Age and Employment Network)says he has seen, nonetheless, some intelligentorganisational approaches to age management.

Some have planned strategically - profilingemployees’ ages against skill requirements toidentify areas at risk from retirement - andconsidered a range of interventions related to thehealth needs of older workers, flexible work andretirement options, skills and learning and theway people choose to develop their careers.

In the best cases, he says, people are no longergiven the stark choice ‘to stay or not to stay’ butcan ‘phase in or out’ of the workforce, for exampleby returning in a mentoring role or parallel jobthat might be less physically demanding or evento do something different.

Boomers have rewritten the rules througheach decade of their careers.

This is a reoccurring observation about Boomers,who are universally seen as self-reliant andconfident and who grew up to believe they couldreform the wrongs of society and even change theworld. They continuously questioned establishedauthority and the status quo, as these excerptsfrom two different research papers highlight:

Carolyn Martin and Bruce Tulgan ofRainmakingThinking: ‘They experienced theeconomic disappointments of the 70s. Theylearned early on that, of course, you can’t trustpoliticians, that of course, ideals don’t easilytranslate into action; ... you have to struggle torealise your dreams; that of course violentlyprotesting war doesn’t get what you want. Inessence, harsh realities tempered any idealismtheir elders offered. But it also taught them thatreal change unfolds from the inside, not theoutside.’

As reported by Denise Kingsmill in a ManagementToday article, from April 2011. ‘We British Boomersare supposed to have reaped the benefit of freeeducation, house price inflation, and index-linkedpensions, while at the same time saddling ourchildren with the cost of supporting us in our oldage. According to some commentators, we areresponsible for most of society's ills, from globalwarming to the financial meltdown, fromincreased rates of divorce and family breakdownto obesity and drug addiction. Boomers are seenas the ‘me’ generation, expecting the world tochange to meet their needs and with a highlydeveloped sense of being special.

This is a grossly distorted view of what has beenthe most economically successful generationever, which has contributed to huge productivitygrowth, technological innovation and medicaladvances throughout the world. The dramaticsocial changes and causes, such as civil rights,feminism and gay rights to which this generationhas also applied its energies, have transformedour society.’

The last decades of Boomers’ careers aren’tgoing to be as budgeted for.

Of all the issues affecting Boomers, this is by farthe issue producing the most observation. Itseems to be a subject that can’t stay out of themedia and is now discussed daily. Four examplesare from The McKinsey Quarterly andRainmakingThinking in the US and the UK, fromManagement Today and The Financial Times.

‘Soaring stock markets and home prices madeBoomers feel richer and thus diminished anysense of urgency they might have felt to save.

Boomers will have to continue working beyondthe traditional retirement age, and that willrequire important changes in public policy,business practices, and personal behaviour.These adjustments have become even moreurgent with the recent financial turmoil.

New McKinsey research reveals that 60 per centof Boomers won’t be able to maintain a lifestyleclose to their current one without continuing towork.

Despite the economic power of Boomers, manyageing ones face the prospect of shatteredexpectations. A generation that lived throughunprecedented prosperity and has correspondinglyhigh hopes for its golden years must cope withsignificant financial, physical, and social challenges.’

‘While Boomers may have worked hard andconsumed hard, the one thing they have notdone is save for their old age.

65%Harvard Business Review

Boomers & Millennials are roughly twicethe size of Generation X, which liesbetween them.

Harvard Business Review

To broaden their access to talent, Dow Chemicalcreated a network that now extends to retiredemployees.

McKinsey Quarterly

Many trusts now promote pension flexibility - employees can,for example, ‘step down’ to part-time work and still contribute topensions without being disadvantaged at final pension stage.

Mr. Ball cites the UK’s NHS Employers as anexample of an organisation that has promotedintelligent policies on age. Karen Charman, headof employment services, points out that the UKHealth Service is Europe’s largest employer, witha higher percentage of workers in older agegroups than in the UK as a whole.

Spurred on by age discrimination legislation, saysMs Charman, NHS Employers has been producingbriefings and advice on age management forhealthcare trusts in England since about 2006.

Demographic trends also provided impetus. MsCharman says the population is ageing andtherefore care needs are greater, but fewer youngpeople are coming into the NHS. Many trustsnow promote pension flexibility - employees can,for example, ‘step down’ to part-time work andstill contribute to pensions without beingdisadvantaged at final pension stage. NHSEmployers also recommend techniques for‘knowledge management’ or skills transfer.’

There is no doubt that in the coming years, thecontribution of older Boomers within the workplacewill increase and reshape the collaborativeworkplace in new and interesting ways.

4. 5. 6.

While Boomers may have worked hard and consumedhard, the one thing they have not done is save fortheir old age.

Boomers are the most economically successfulgeneration ever, which has contributed to hugeproductivity growth.

Every organisation will be scrambling to create areputation as an age friendly workplace.

A report by Orangebox into the changing workplace Baby Boomers: ten key insightsBoomers & Millennials Office Wars 2012

34/35

Companies are now waking up to what itwill mean to lose Boomers’ knowledge andexperience.

‘While the previous insight relates to theindividual employee, the same issue has obviousand profound implications for all organisations.

The RainmakingThinking report of 2007, ‘Managingthe Generation Mix’ states that: ‘As the workforcecontinues to age, by 2010 almost one in threeworkers (US) will be at least 50 and knowledgeand experience increasingly become value-addedpropositions; every organisation will be scramblingto create a reputation as an age-friendly workplace.

Boomers are also redefining retirement in waysthat will impact future generations. `Retirementincreasingly becomes not a date on a calendarbut a process and organisations who can extendthat process for as long as it’s beneficial to bothsides, will have a competitive advantage for thenext 20 years, a period of ‘unretirement’,‘recareering’ and ‘career shifting’.’

Similarly from the Harvard Business Review, intheir report ‘How Gen Y & Boomers Will Reshapeyour Agenda’: ‘As the economy recovers,companies will return to the challenge of winningover enough highly capable professionals to driverenewal and growth. Only then will they realise thatthe rules of engagement have changed - that thelandscape of talent management has beentransformed.

The combination of Generation Y eagerlyadvancing up the professional ranks and BabyBoomers often refusing to retire has, over thecourse of a few short years, dramatically shiftedthe composition of the workforce.’

The review gives examples of companies workingto revitalise the contribution of older Boomerswithin their organisations. From the large USpharmacy chain CVS/Pharmacy which allowsemployees to relocate from winter to summer, toCitigroup’s Alternative Work Solutions, which thereport states ‘has successfully maintainedproductivity while allowing people to work whereand how they want’. Or to UBS, which encouragesemployees to give back to the community viatheir Responsibility Fellows Programme.

Rapidly rising stock markets and house pricesmade them feel rich with no need to save.Mortgages, credit cards, car loans and overdraftswere cheap and easy to obtain, making them ahighly indebted generation – and as a result themajority are financially unprepared for retirement.

There is only one solution. Far from enjoying thesun-filled ease of a Saga cruise or the simplepleasures of golf and gardening, the goldenoldies are just going to have to work longer, evenif that means working for themselves. Not just toprovide for their own needs but because societycannot afford the cost of withdrawal of theireconomic activity.’

And as reported in 2010: ‘In the UK, a survey inOctober by the Chartered Institute of Personneland Development found that 41 per cent ofemployees plan to work beyond the stateretirement age. Nearly three quarters of thesesaid this was for financial reasons. But socialinteraction at work and the desire to continueusing their skills were also important factors.’

Management and accounting experience isshared with `entrepreneurs in parts of the worldwhere management capabilities are scarce’.

Within the UK, the Financial Times discusses areport from the Chartered Institute of Personneland Development (CIPD) in 2010, whichexamined the consequences of nearly a third ofthe UK workforce becoming over 50 by 2020:

‘This report shows that many organisations haveneither a strategy in place for managing anageing workforce nor a coherent range ofprovisions to respond to emergent issues. Mr.Ball (CE of The Age and Employment Network)says he has seen, nonetheless, some intelligentorganisational approaches to age management.

Some have planned strategically - profilingemployees’ ages against skill requirements toidentify areas at risk from retirement - andconsidered a range of interventions related to thehealth needs of older workers, flexible work andretirement options, skills and learning and theway people choose to develop their careers.

In the best cases, he says, people are no longergiven the stark choice ‘to stay or not to stay’ butcan ‘phase in or out’ of the workforce, for exampleby returning in a mentoring role or parallel jobthat might be less physically demanding or evento do something different.

Boomers have rewritten the rules througheach decade of their careers.

This is a reoccurring observation about Boomers,who are universally seen as self-reliant andconfident and who grew up to believe they couldreform the wrongs of society and even change theworld. They continuously questioned establishedauthority and the status quo, as these excerptsfrom two different research papers highlight:

Carolyn Martin and Bruce Tulgan ofRainmakingThinking: ‘They experienced theeconomic disappointments of the 70s. Theylearned early on that, of course, you can’t trustpoliticians, that of course, ideals don’t easilytranslate into action; ... you have to struggle torealise your dreams; that of course violentlyprotesting war doesn’t get what you want. Inessence, harsh realities tempered any idealismtheir elders offered. But it also taught them thatreal change unfolds from the inside, not theoutside.’

As reported by Denise Kingsmill in a ManagementToday article, from April 2011. ‘We British Boomersare supposed to have reaped the benefit of freeeducation, house price inflation, and index-linkedpensions, while at the same time saddling ourchildren with the cost of supporting us in our oldage. According to some commentators, we areresponsible for most of society's ills, from globalwarming to the financial meltdown, fromincreased rates of divorce and family breakdownto obesity and drug addiction. Boomers are seenas the ‘me’ generation, expecting the world tochange to meet their needs and with a highlydeveloped sense of being special.

This is a grossly distorted view of what has beenthe most economically successful generationever, which has contributed to huge productivitygrowth, technological innovation and medicaladvances throughout the world. The dramaticsocial changes and causes, such as civil rights,feminism and gay rights to which this generationhas also applied its energies, have transformedour society.’

The last decades of Boomers’ careers aren’tgoing to be as budgeted for.

Of all the issues affecting Boomers, this is by farthe issue producing the most observation. Itseems to be a subject that can’t stay out of themedia and is now discussed daily. Four examplesare from The McKinsey Quarterly andRainmakingThinking in the US and the UK, fromManagement Today and The Financial Times.

‘Soaring stock markets and home prices madeBoomers feel richer and thus diminished anysense of urgency they might have felt to save.

Boomers will have to continue working beyondthe traditional retirement age, and that willrequire important changes in public policy,business practices, and personal behaviour.These adjustments have become even moreurgent with the recent financial turmoil.

New McKinsey research reveals that 60 per centof Boomers won’t be able to maintain a lifestyleclose to their current one without continuing towork.

Despite the economic power of Boomers, manyageing ones face the prospect of shatteredexpectations. A generation that lived throughunprecedented prosperity and has correspondinglyhigh hopes for its golden years must cope withsignificant financial, physical, and social challenges.’

‘While Boomers may have worked hard andconsumed hard, the one thing they have notdone is save for their old age.

65%Harvard Business Review

Boomers & Millennials are roughly twicethe size of Generation X, which liesbetween them.

Harvard Business Review

To broaden their access to talent, Dow Chemicalcreated a network that now extends to retiredemployees.

McKinsey Quarterly

Many trusts now promote pension flexibility - employees can,for example, ‘step down’ to part-time work and still contribute topensions without being disadvantaged at final pension stage.

Mr. Ball cites the UK’s NHS Employers as anexample of an organisation that has promotedintelligent policies on age. Karen Charman, headof employment services, points out that the UKHealth Service is Europe’s largest employer, witha higher percentage of workers in older agegroups than in the UK as a whole.

Spurred on by age discrimination legislation, saysMs Charman, NHS Employers has been producingbriefings and advice on age management forhealthcare trusts in England since about 2006.

Demographic trends also provided impetus. MsCharman says the population is ageing andtherefore care needs are greater, but fewer youngpeople are coming into the NHS. Many trustsnow promote pension flexibility - employees can,for example, ‘step down’ to part-time work andstill contribute to pensions without beingdisadvantaged at final pension stage. NHSEmployers also recommend techniques for‘knowledge management’ or skills transfer.’

There is no doubt that in the coming years, thecontribution of older Boomers within the workplacewill increase and reshape the collaborativeworkplace in new and interesting ways.

4. 5. 6.

While Boomers may have worked hard and consumedhard, the one thing they have not done is save fortheir old age.

Boomers are the most economically successfulgeneration ever, which has contributed to hugeproductivity growth.

Every organisation will be scrambling to create areputation as an age friendly workplace.

A report by Orangebox into the changing workplace Baby Boomers: ten key insightsBoomers & Millennials Office Wars 2012

36/37

The two ‘bookend’ generations within theworkplace are finding it easy to get along.

This Bloomberg Businessweek article, ‘TheBoomer-Gen Y Love Fest’, expressed this mosteloquently.

‘Y’s, (Millennials) when faced with a newchallenge, tend to function like a heat-seekingmissile - single-mindedly pursuing the person inthe organisation with the most relevant experience.In many cases, this person is a Boomer - often insome distant part of the organisation, or severalhierarchical levels removed.

This approach reflects how Y’s like to learn -from an expert, just-in-time, and in response tothe specific challenge they need to address. Itreflects their comfort in relating to Boomers on apeer basis, developed over an adolescence offriendly interaction with their parents andparents’ friends.

And who doesn't like to be sought out for yourexpertise? Especially by an eager to learn,admiring younger person who may remind you ofyour own children? Boomers are finding theyenjoy the questions (once they get over theshock of receiving emails or text messages fromvery junior employees) and the obviousrecognition of their expertise.

They are even learning a lot themselves - newways of communicating and thinking aboutgetting things done.’

And as the Harvard Business Review observed:‘Both Boomers and Gen Ys want to contribute tosociety through their labor; seek flexible workingarrangements; value social connections at workand loyalty to a company; and prize other rewardsof employment over monetary compensation.’

RainmakingThinking observed that: ‘While someolder workers who grew up with ‘sink or swim’managers may still regard asking for help as ashow of weakness, it is the most intelligentapproach to getting things done today. You’ll findthat Gen Yers will ask for help instinctively. Whilethey want to appear independent and they are toa great degree, they‘ll also want to know who’savailable to support them.’

Of course, these two ‘bookend’ generations areprofoundly different, yet they share commonvalues, from their shared ambition to find a balancebetween more flexible working and life and in theway that they increasingly value employer rewardswhich are more than monetary.

Boomers enjoy change and trying the new.

A big boon to the growth of Skype has beenolder generations exploiting it to stay in touchwith their younger, extended families. Thishighlights the consciousness that ‘older peopleare getting younger”’ and are using technologyto add new vitality to their lives.

McKinsey expresses this insight with real claritywithin their report, ‘Serving Ageing Baby Boomers’:‘Our research—which combined economicforecasting, demographic modeling, and marketresearch on a cross-section of Boomersapproaching retirement also turned up groundsfor optimism: the Boomers’ resourcefulness andwillingness to change.

Optimism defines Boomers: 86 per cent agreethat “I have always believed that I deserve agood life.” What’s more, this generation’sexperiences and dynamic times have generateda real openness to change. More than 80 percent of Boomers say that they enjoy trying newproducts and services; 77 per cent regularly usethe Internet.

As one of our interviewees said, “We are the firstgeneration to open up, to taste it, to try it, to do it.”78 per cent believe that they can control their owndestiny and survive anything life throws at them.

Already, 40 per cent are ready to “change my lifeas I age.” Yet the Boomers’ flexibility will betested as they strive to redefine retirement, protecttheir health and wealth, achieve their aspirationson a budget, and create a sense of community.

Despite the financial limitations of unpreparedBoomers, they are brand conscious and sharemany aspirations with their affluent counterparts.Creating brands that help these people feelsmart, innovative, proud and not old - Boomersare touchy about ageing - will be a critical part ofmeeting their needs.’

Boomers are ‘nine to five’ natives, unlikeMillennials.

‘”Older workers who grew up in a face-timeculture believe young people have no work ethicif they leave at five o’clock,” says Kristina Parker,who heads up recruiting at Best Buy.

“What they don’t realize is that the Millennialworker gets online and is working at home atmidnight.” For flexible work styles to succeed, ittakes a strong commitment to change, a risk-taking mentality, and perhaps most important ofall, trust in employees. “Managers have to lettheir guard down and get over the mindset thattheir employees need to be here at our corporatecampus from nine to five,” she says.

At IBM, mobile workers may soon outnumberdeskbound employees. Already, about 40% ofIBM employees work from home, from clientoffices, on the road, or at a ‘mobility centre’ wherethey can drop in to use phones and Internetconnections.“We offer Millennials true work-lifeintegration,” says Karen Calo, IBM's vice presidentfor global talent. "People can do work anyplaceanytime. They are not judged on their face time.”’

Similarly, Deloitte pleads for a new appraisal of‘face time’ in their ‘Human Capital Trends 2011’‘Measure results, not face time. The changingworld of work is rendering measures of ‘face time’as a measure of performance, however subtle ornot, irrelevant. Organisations must up their gamein both goal setting and assessing the results ofemployees that managers don’t see day to day.’

It is understandably difficult for Boomers to realigna value system that has seen them classified ashaving invented the phenomenon of the ‘workaholic’.This extends back to the belief that a fundamentalrequirement to success is working hard. WhileBoomers are highly ambitious, they also believethat being part of a collective effort is morerewarding in achieving that success and ‘facetime’ is part of that culture. A culture that is notpart of the Millennial mindset, which sees ‘comingtogether’ in completely different terms.

Quotes from ‘The Trophy Kids Grow Up’, Ron Alsop

people do want work to be fun. Using the webdynamically within the organisation coulddramatically reshape organisational intranets andenhance the employer brand.’

However, as observed elsewhere in this report,Boomers in BRIC economies are engaging inthese new technologies more readily, as reportedby Deloitte in their report ‘Gen Yers, Baby Boomers& Technology: Worlds Apart’?

‘In emerging nations like China, India and Brazil,older workers are adopting new technologies ata rapid pace – more quickly than Boomers in theUnited States, Canada and the United Kingdom.Current research shows that geography, not age,has a larger influence on employees’ technologicalpreferences. The very technologies that today’solder workers grew up with created habits andpreferences that have been understandably hardto shake.

American, Canadian and British telephonenetworks, for example, have been deliveringreliable land-based services for a century. Contrastthis with emerging nations, many of which stillhave major service gaps in their land-basedtelephone infrastructure.

Now fast-forward to the 21st century. Next-generation technologies, from wireless to email,are suddenly available to both younger and olderworkers in blossoming economies like China,India and Brazil. Lacking a familiarity withtraditional technologies, older workers in thesecountries adopt the new ones at similar rates astheir younger peers.’

It seems the challenges from the world’s neweconomies is not solely confined to the Millennialgeneration.

Boomers are improving as IT adopters.

Time Warner recently developed a mentoringprogram that engages people on both ends oftheir careers. In this case, some of the company’ssenior executives were challenged to stay at theforefront of a rapidly evolving new-media landscape.

To raise their awareness of digital media, TimeWarner launched Digital Reverse Mentoring- aprogram in which tech-savvy college studentsmentor senior executives on emerging digitaltrends and technologies such as Facebook,Twitter, and other Web 2.0 applications.’

Boomers are not taking the tsunami of newtechnology lying down and increasinglyorganisations are exploring ways to help Boomersinto new generation technologies, as this previousexample from the Harvard Business Reviewillustrates and a similar example at IBM from RonAlsop’s ‘The Trophy Kids Grow Up’.

‘IBM offers ‘reverse mentoring’ and ‘speedmentoring’. Reverse mentoring pairs new Millennialemployees with executives who want to hear aboutthe Millennials’ experiences and learn from them.

At speed mentoring events, IBM employees spenda set amount of time with one person beforemoving onto the next. “People end up connectingnot only with executives but also with their peers,”Bing says. “They find people they never thoughtthey’d need to connect with.”

And as reported in a recent Business in theCommunity report, what’s happening at homeand in the wider world is also playing its part.‘People have embraced the web outside of theworkplace because it extends their knowledge,allows them to participate in networks andcommunities and gives them enjoyment – and

7. 8. 9. 10.

70% of workers who have notretired reported that they plan towork into their retirement years ornever retire; almost 50% expectednever to retire.

Rainmakerthinking Inc

Increasingly, organisations are exploring ways to helpBoomers into new generation technologies.

These two ‘bookend’ generationsare profoundly different,

yet they share common values.

“We are the first generation to open up, to taste it, to try it, to do it”.

Managers have to let their guard down and get overthe mindset that their employees need to be here atour corporate campus from nine to five”.

“

A report by Orangebox into the changing workplace Baby Boomers: ten key insightsBoomers & Millennials Office Wars 2012

36/37

The two ‘bookend’ generations within theworkplace are finding it easy to get along.

This Bloomberg Businessweek article, ‘TheBoomer-Gen Y Love Fest’, expressed this mosteloquently.

‘Y’s, (Millennials) when faced with a newchallenge, tend to function like a heat-seekingmissile - single-mindedly pursuing the person inthe organisation with the most relevant experience.In many cases, this person is a Boomer - often insome distant part of the organisation, or severalhierarchical levels removed.

This approach reflects how Y’s like to learn -from an expert, just-in-time, and in response tothe specific challenge they need to address. Itreflects their comfort in relating to Boomers on apeer basis, developed over an adolescence offriendly interaction with their parents andparents’ friends.

And who doesn't like to be sought out for yourexpertise? Especially by an eager to learn,admiring younger person who may remind you ofyour own children? Boomers are finding theyenjoy the questions (once they get over theshock of receiving emails or text messages fromvery junior employees) and the obviousrecognition of their expertise.

They are even learning a lot themselves - newways of communicating and thinking aboutgetting things done.’

And as the Harvard Business Review observed:‘Both Boomers and Gen Ys want to contribute tosociety through their labor; seek flexible workingarrangements; value social connections at workand loyalty to a company; and prize other rewardsof employment over monetary compensation.’

RainmakingThinking observed that: ‘While someolder workers who grew up with ‘sink or swim’managers may still regard asking for help as ashow of weakness, it is the most intelligentapproach to getting things done today. You’ll findthat Gen Yers will ask for help instinctively. Whilethey want to appear independent and they are toa great degree, they‘ll also want to know who’savailable to support them.’

Of course, these two ‘bookend’ generations areprofoundly different, yet they share commonvalues, from their shared ambition to find a balancebetween more flexible working and life and in theway that they increasingly value employer rewardswhich are more than monetary.

Boomers enjoy change and trying the new.

A big boon to the growth of Skype has beenolder generations exploiting it to stay in touchwith their younger, extended families. Thishighlights the consciousness that ‘older peopleare getting younger”’ and are using technologyto add new vitality to their lives.

McKinsey expresses this insight with real claritywithin their report, ‘Serving Ageing Baby Boomers’:‘Our research—which combined economicforecasting, demographic modeling, and marketresearch on a cross-section of Boomersapproaching retirement also turned up groundsfor optimism: the Boomers’ resourcefulness andwillingness to change.

Optimism defines Boomers: 86 per cent agreethat “I have always believed that I deserve agood life.” What’s more, this generation’sexperiences and dynamic times have generateda real openness to change. More than 80 percent of Boomers say that they enjoy trying newproducts and services; 77 per cent regularly usethe Internet.

As one of our interviewees said, “We are the firstgeneration to open up, to taste it, to try it, to do it.”78 per cent believe that they can control their owndestiny and survive anything life throws at them.

Already, 40 per cent are ready to “change my lifeas I age.” Yet the Boomers’ flexibility will betested as they strive to redefine retirement, protecttheir health and wealth, achieve their aspirationson a budget, and create a sense of community.

Despite the financial limitations of unpreparedBoomers, they are brand conscious and sharemany aspirations with their affluent counterparts.Creating brands that help these people feelsmart, innovative, proud and not old - Boomersare touchy about ageing - will be a critical part ofmeeting their needs.’

Boomers are ‘nine to five’ natives, unlikeMillennials.

‘”Older workers who grew up in a face-timeculture believe young people have no work ethicif they leave at five o’clock,” says Kristina Parker,who heads up recruiting at Best Buy.

“What they don’t realize is that the Millennialworker gets online and is working at home atmidnight.” For flexible work styles to succeed, ittakes a strong commitment to change, a risk-taking mentality, and perhaps most important ofall, trust in employees. “Managers have to lettheir guard down and get over the mindset thattheir employees need to be here at our corporatecampus from nine to five,” she says.

At IBM, mobile workers may soon outnumberdeskbound employees. Already, about 40% ofIBM employees work from home, from clientoffices, on the road, or at a ‘mobility centre’ wherethey can drop in to use phones and Internetconnections.“We offer Millennials true work-lifeintegration,” says Karen Calo, IBM's vice presidentfor global talent. "People can do work anyplaceanytime. They are not judged on their face time.”’

Similarly, Deloitte pleads for a new appraisal of‘face time’ in their ‘Human Capital Trends 2011’‘Measure results, not face time. The changingworld of work is rendering measures of ‘face time’as a measure of performance, however subtle ornot, irrelevant. Organisations must up their gamein both goal setting and assessing the results ofemployees that managers don’t see day to day.’

It is understandably difficult for Boomers to realigna value system that has seen them classified ashaving invented the phenomenon of the ‘workaholic’.This extends back to the belief that a fundamentalrequirement to success is working hard. WhileBoomers are highly ambitious, they also believethat being part of a collective effort is morerewarding in achieving that success and ‘facetime’ is part of that culture. A culture that is notpart of the Millennial mindset, which sees ‘comingtogether’ in completely different terms.

Quotes from ‘The Trophy Kids Grow Up’, Ron Alsop

people do want work to be fun. Using the webdynamically within the organisation coulddramatically reshape organisational intranets andenhance the employer brand.’

However, as observed elsewhere in this report,Boomers in BRIC economies are engaging inthese new technologies more readily, as reportedby Deloitte in their report ‘Gen Yers, Baby Boomers& Technology: Worlds Apart’?

‘In emerging nations like China, India and Brazil,older workers are adopting new technologies ata rapid pace – more quickly than Boomers in theUnited States, Canada and the United Kingdom.Current research shows that geography, not age,has a larger influence on employees’ technologicalpreferences. The very technologies that today’solder workers grew up with created habits andpreferences that have been understandably hardto shake.

American, Canadian and British telephonenetworks, for example, have been deliveringreliable land-based services for a century. Contrastthis with emerging nations, many of which stillhave major service gaps in their land-basedtelephone infrastructure.

Now fast-forward to the 21st century. Next-generation technologies, from wireless to email,are suddenly available to both younger and olderworkers in blossoming economies like China,India and Brazil. Lacking a familiarity withtraditional technologies, older workers in thesecountries adopt the new ones at similar rates astheir younger peers.’

It seems the challenges from the world’s neweconomies is not solely confined to the Millennialgeneration.

Boomers are improving as IT adopters.

Time Warner recently developed a mentoringprogram that engages people on both ends oftheir careers. In this case, some of the company’ssenior executives were challenged to stay at theforefront of a rapidly evolving new-media landscape.

To raise their awareness of digital media, TimeWarner launched Digital Reverse Mentoring- aprogram in which tech-savvy college studentsmentor senior executives on emerging digitaltrends and technologies such as Facebook,Twitter, and other Web 2.0 applications.’

Boomers are not taking the tsunami of newtechnology lying down and increasinglyorganisations are exploring ways to help Boomersinto new generation technologies, as this previousexample from the Harvard Business Reviewillustrates and a similar example at IBM from RonAlsop’s ‘The Trophy Kids Grow Up’.

‘IBM offers ‘reverse mentoring’ and ‘speedmentoring’. Reverse mentoring pairs new Millennialemployees with executives who want to hear aboutthe Millennials’ experiences and learn from them.

At speed mentoring events, IBM employees spenda set amount of time with one person beforemoving onto the next. “People end up connectingnot only with executives but also with their peers,”Bing says. “They find people they never thoughtthey’d need to connect with.”

And as reported in a recent Business in theCommunity report, what’s happening at homeand in the wider world is also playing its part.‘People have embraced the web outside of theworkplace because it extends their knowledge,allows them to participate in networks andcommunities and gives them enjoyment – and

7. 8. 9. 10.

70% of workers who have notretired reported that they plan towork into their retirement years ornever retire; almost 50% expectednever to retire.

Rainmakerthinking Inc

Increasingly, organisations are exploring ways to helpBoomers into new generation technologies.

These two ‘bookend’ generationsare profoundly different,

yet they share common values.

“We are the first generation to open up, to taste it, to try it, to do it”.

Managers have to let their guard down and get overthe mindset that their employees need to be here atour corporate campus from nine to five”.

“

A report by Orangebox into the changing workplace Millennials: ten key insightsBoomers & Millennials Office Wars 2012

Millennials

yet they struggle with a workplace that seems to dothings way too slowly. And as for the nine to five ‘face time’model - well, that’s just old school.

They’re the most educatedgeneration ever,

“Millennials actually mean itwhen they talk about work-life balance. This is not a generation we shouldexpect to stay in the office doing noncritical work on weekends.”

ten key insights01. They believe they travel faster than the rest of us.

02. They know with IT they have the upper hand over the generations above them.

03. ‘Being unconnected’ is not an option for Millennials and this generation leads theconsumerisation of technology within the workplace.

04. They view privacy differently.

05. They get bored easily and believe they are the best multi-taskers since high wirecycling, plate-spinning clowns.

06. Their lives have been so chaperoned and controlled through childhood, school anduniversity, they need continual guidance and praise.

07. It’s hardly surprising that there is such a good rapport, between Millennials andBoomers. Almost universally, Boomers have been the ‘helicopter parents’ of Millennials.

08. Pushy ‘helicopter parents’ while not resenting being ‘KIPPER’ parents, want valuefor their children.

09. They’ve observed how their parents were treated by their employers and theeconomy and have shifted their perspective on loyalty accordingly.

10. They believe older generations have desecrated world resources and they don’t want to continue in the same vein.

38/39

Teenagers report discomfort when they are

without their cell phones. They need to be

connected in order

to feel like themselves.

Alone Together

:\

The Trophy Kids Grow Up

A report by Orangebox into the changing workplace Millennials: ten key insightsBoomers & Millennials Office Wars 2012

Millennials

yet they struggle with a workplace that seems to dothings way too slowly. And as for the nine to five ‘face time’model - well, that’s just old school.

They’re the most educatedgeneration ever,

“Millennials actually mean itwhen they talk about work-life balance. This is not a generation we shouldexpect to stay in the office doing noncritical work on weekends.”

ten key insights01. They believe they travel faster than the rest of us.

02. They know with IT they have the upper hand over the generations above them.

03. ‘Being unconnected’ is not an option for Millennials and this generation leads theconsumerisation of technology within the workplace.

04. They view privacy differently.

05. They get bored easily and believe they are the best multi-taskers since high wirecycling, plate-spinning clowns.

06. Their lives have been so chaperoned and controlled through childhood, school anduniversity, they need continual guidance and praise.

07. It’s hardly surprising that there is such a good rapport, between Millennials andBoomers. Almost universally, Boomers have been the ‘helicopter parents’ of Millennials.

08. Pushy ‘helicopter parents’ while not resenting being ‘KIPPER’ parents, want valuefor their children.

09. They’ve observed how their parents were treated by their employers and theeconomy and have shifted their perspective on loyalty accordingly.

10. They believe older generations have desecrated world resources and they don’t want to continue in the same vein.

38/39

Teenagers report discomfort when they are

without their cell phones. They need to be

connected in order

to feel like themselves.

Alone Together

:\

The Trophy Kids Grow Up

A report by Orangebox into the changing workplace Millennials: ten key insightsBoomers & Millennials Office Wars 2012

‘Being unconnected’ is not an option forMillennials and this generation leads theconsumerisation of technology within theworkplace.

Alsop cites an example from cosmeticsmultinational L’Oreal, which illustrates thisgeneration’s ability to connect and exchange viatheir technology with ease.

‘He particularly observes the common bondsbetween Millennials of different cultures at L’Oreal’sannual marketing and strategy competitions forbusiness school students. “It’s the best way towitness how alike this generation is, whetherthey’re from Malaysia, India, France, Argentina, orthe United States,” he says. “They wear the sameclothing, have the same iPods, and mix and connecteasily. Two hours after meeting, they’re probablybest friends on Facebook.” Indeed, this is clearlya high-tech generation, regardless of geography.Technology has linked young people from allcorners of the globe and allowed them to shareinformation and experiences virtually.

An Accenture report, ‘Jumping The Boundariesof Corporate IT’ reports that:

‘Millennials’ attitudes about security, loyalty, privacy,and work style are colliding with the policies andnorms at many large companies. That's not whollysurprising, since the past decade of IT innovation,from Internet search to smart phones to socialnetworks, has been embraced more aggressivelyby consumers than by companies. As a result,many Millennials are extremely fluent with state-

They know with IT they have the upper handover the generations above them.

Again Ron Alsop writes: ‘One of the most commongenerational conflicts is over the number of hoursworked in the office. Millennials feel that they shouldbe measured by the quantity and quality of workcompleted, regardless of when and where it’s done.

Employers are benefiting from their technology,multitasking, and teamwork skills, but bristling attheir demands for flexible working conditions,frequent feedback and guidance and rapid promotion.’

Millennials have never lived without instant and fluidtechnology and view everything before their time as‘legacy technology’, much as older generationsnow view first generation mobile phones andanyone who wants to use a fax machine.

They have a ‘smash & grab’ attitude to IT and arefearless to pull and push it around to configurewhat they want to achieve. They are accustomedto adults standing over their shoulder, not having aclue of what they are doing and often Millennialsdon’t either. But they bring with them a confidenceto know that it will get sorted, even if it meansworking till two in the morning to do so.

They see their generation as the inventors of thisnew technology world and they viewed the movie‘The Social Network’ as proof of this, if proof wereneeded. This stems from a generation who wereraised to be empowered and to be unafraid toexpress an opinion, and they do.

of-the-art technologies and creative workarounds.Millennials are more intimate with technologythan any previous generation. Even high schoolinterns can now add value.’

Report after report offers the same insight – thatthe technology prowess of Millennials and thegeneration below them offers new levels ofproductivity. Their innate ability to embrace andexploit the new technologies will bring profoundlybeneficial values to the workplace. The catch isthat this will only be achieved if organisations canclear a way for this to happen, while balancingthe need for security and control that remainsfundamental to business.

They believe they travel faster than the restof us.

This is my dog, (Fife). In human years, she’s 15.In dog years, she’s 105 (if 1 human year = 7 dogyears). How is she connected to Millennials?Millennials believe the agile technology at the endof their fingertips means they travel much quickerthan the generations older than them.

This a useful image to help navigate and interactwith a generation, whom I always have toremember have a very different mindset from myown. The reporting of how different this generationis has appeared in the media for some time. Thisis from BusinessWeek in 2005:

“Its causing hand-wringing among topexecutives at corporations and creating worrylines in the foreheads of deans at businessschools. Companies are finding it harder tohire and retain young people.”

Ron Alsop, author of ‘The Trophy Kids Grow Up’,observes a generation that redefined education,and is carrying this through into the workplace.

‘Many Millennials see their careers and personallife as one. They don't talk about balancing workand life but rather about blending them. Theywant to break down boundaries between workand play - take the afternoon off to play tennisand resume working late in the evening after thekids are tucked in.

Amazon will instantly offer you over twenty booksdealing solely with the subject of Millennials andwhat they think. Google can easily and instantlyaccess over 100 quality reports and media articleson the subject. Clearly, Millennials are of interestto a lot of people.

In order to achieve clarity, we have concentratedon ten insights about this generation.

While there may be some differentials from Chinato the US, they are truly a global phenomenon andthe first to come of age during the globalisationof work and the workplace.

“Millennials want a life where work and lifeactivities intermingle throughout the day,” saysDennis Garritan, director of graduate programs inhuman resource management at New YorkUniversity. “The message I get from Millennials, is‘Yes, I'll work for you, but I need to bring my petparrot to work, and by the way, where's thecappuccino machine?

Adapting to the new realities of our youngworkforce should not be put off for another time.Millennials often have scant patience for thingsthat aren't working for them, and will either findways around the barrier or quickly leave for jobselsewhere. lf you haven’t already experienced thecollision of cultures, it's now on your doorstep.’

RainmakerThinking research observes similarfindings; ‘When middle and high school studentscollaborate with teachers on how to usetechnology in the curriculum (thus shaping howand what they learn), when they easily createwebsites and blogs to share information andmake their voices heard, when they gain instantaccess to people and information around theworld, it all adds up to a sense of empowermentthat still baffles less techno-savvy adults.’

1. 2. 3.

40/41

of Millennials cite career/life fitas their top priority.

Nearly half of 18- to 24-year-olds said theywere likely to leave their employers in thenext year, and 61% said they believe theyincrease their career potential by periodicallyswitching jobs.

The Trophy Kids Grow Up

For Ernst & Young, the Millennial generationis also serious business. In 2010, theaccounting firm expected it to account formore than half of its client-serving employees,up from 32% in 2007.

The Trophy Kids Grow Up

Cisco Systems has begun letting workerschoose from a handful of laptops, and by theend of 2010 plans to expand the list ofapproved devices. Cisco estimates theinitiative should actually save money.

Accenture

Deloitte

Millennials often have scant patience for things thataren't working for them, and will either find waysaround the barrier or quickly leave.

They have a ‘smash & grab’ attitude to IT and arefearless to pull and push it around to configure whatthey want to achieve.

Two hours after meeting, they’re probablybest friends on Facebook.

Many Millennials see their careers and personal life as one.

A report by Orangebox into the changing workplace Millennials: ten key insightsBoomers & Millennials Office Wars 2012

‘Being unconnected’ is not an option forMillennials and this generation leads theconsumerisation of technology within theworkplace.

Alsop cites an example from cosmeticsmultinational L’Oreal, which illustrates thisgeneration’s ability to connect and exchange viatheir technology with ease.

‘He particularly observes the common bondsbetween Millennials of different cultures at L’Oreal’sannual marketing and strategy competitions forbusiness school students. “It’s the best way towitness how alike this generation is, whetherthey’re from Malaysia, India, France, Argentina, orthe United States,” he says. “They wear the sameclothing, have the same iPods, and mix and connecteasily. Two hours after meeting, they’re probablybest friends on Facebook.” Indeed, this is clearlya high-tech generation, regardless of geography.Technology has linked young people from allcorners of the globe and allowed them to shareinformation and experiences virtually.

An Accenture report, ‘Jumping The Boundariesof Corporate IT’ reports that:

‘Millennials’ attitudes about security, loyalty, privacy,and work style are colliding with the policies andnorms at many large companies. That's not whollysurprising, since the past decade of IT innovation,from Internet search to smart phones to socialnetworks, has been embraced more aggressivelyby consumers than by companies. As a result,many Millennials are extremely fluent with state-

They know with IT they have the upper handover the generations above them.

Again Ron Alsop writes: ‘One of the most commongenerational conflicts is over the number of hoursworked in the office. Millennials feel that they shouldbe measured by the quantity and quality of workcompleted, regardless of when and where it’s done.

Employers are benefiting from their technology,multitasking, and teamwork skills, but bristling attheir demands for flexible working conditions,frequent feedback and guidance and rapid promotion.’

Millennials have never lived without instant and fluidtechnology and view everything before their time as‘legacy technology’, much as older generationsnow view first generation mobile phones andanyone who wants to use a fax machine.

They have a ‘smash & grab’ attitude to IT and arefearless to pull and push it around to configurewhat they want to achieve. They are accustomedto adults standing over their shoulder, not having aclue of what they are doing and often Millennialsdon’t either. But they bring with them a confidenceto know that it will get sorted, even if it meansworking till two in the morning to do so.

They see their generation as the inventors of thisnew technology world and they viewed the movie‘The Social Network’ as proof of this, if proof wereneeded. This stems from a generation who wereraised to be empowered and to be unafraid toexpress an opinion, and they do.

of-the-art technologies and creative workarounds.Millennials are more intimate with technologythan any previous generation. Even high schoolinterns can now add value.’

Report after report offers the same insight – thatthe technology prowess of Millennials and thegeneration below them offers new levels ofproductivity. Their innate ability to embrace andexploit the new technologies will bring profoundlybeneficial values to the workplace. The catch isthat this will only be achieved if organisations canclear a way for this to happen, while balancingthe need for security and control that remainsfundamental to business.

They believe they travel faster than the restof us.

This is my dog, (Fife). In human years, she’s 15.In dog years, she’s 105 (if 1 human year = 7 dogyears). How is she connected to Millennials?Millennials believe the agile technology at the endof their fingertips means they travel much quickerthan the generations older than them.

This a useful image to help navigate and interactwith a generation, whom I always have toremember have a very different mindset from myown. The reporting of how different this generationis has appeared in the media for some time. Thisis from BusinessWeek in 2005:

“Its causing hand-wringing among topexecutives at corporations and creating worrylines in the foreheads of deans at businessschools. Companies are finding it harder tohire and retain young people.”

Ron Alsop, author of ‘The Trophy Kids Grow Up’,observes a generation that redefined education,and is carrying this through into the workplace.

‘Many Millennials see their careers and personallife as one. They don't talk about balancing workand life but rather about blending them. Theywant to break down boundaries between workand play - take the afternoon off to play tennisand resume working late in the evening after thekids are tucked in.

Amazon will instantly offer you over twenty booksdealing solely with the subject of Millennials andwhat they think. Google can easily and instantlyaccess over 100 quality reports and media articleson the subject. Clearly, Millennials are of interestto a lot of people.

In order to achieve clarity, we have concentratedon ten insights about this generation.

While there may be some differentials from Chinato the US, they are truly a global phenomenon andthe first to come of age during the globalisationof work and the workplace.

“Millennials want a life where work and lifeactivities intermingle throughout the day,” saysDennis Garritan, director of graduate programs inhuman resource management at New YorkUniversity. “The message I get from Millennials, is‘Yes, I'll work for you, but I need to bring my petparrot to work, and by the way, where's thecappuccino machine?

Adapting to the new realities of our youngworkforce should not be put off for another time.Millennials often have scant patience for thingsthat aren't working for them, and will either findways around the barrier or quickly leave for jobselsewhere. lf you haven’t already experienced thecollision of cultures, it's now on your doorstep.’

RainmakerThinking research observes similarfindings; ‘When middle and high school studentscollaborate with teachers on how to usetechnology in the curriculum (thus shaping howand what they learn), when they easily createwebsites and blogs to share information andmake their voices heard, when they gain instantaccess to people and information around theworld, it all adds up to a sense of empowermentthat still baffles less techno-savvy adults.’

1. 2. 3.

40/41

of Millennials cite career/life fitas their top priority.

Nearly half of 18- to 24-year-olds said theywere likely to leave their employers in thenext year, and 61% said they believe theyincrease their career potential by periodicallyswitching jobs.

The Trophy Kids Grow Up

For Ernst & Young, the Millennial generationis also serious business. In 2010, theaccounting firm expected it to account formore than half of its client-serving employees,up from 32% in 2007.

The Trophy Kids Grow Up

Cisco Systems has begun letting workerschoose from a handful of laptops, and by theend of 2010 plans to expand the list ofapproved devices. Cisco estimates theinitiative should actually save money.

Accenture

Deloitte

Millennials often have scant patience for things thataren't working for them, and will either find waysaround the barrier or quickly leave.

They have a ‘smash & grab’ attitude to IT and arefearless to pull and push it around to configure whatthey want to achieve.

Two hours after meeting, they’re probablybest friends on Facebook.

Many Millennials see their careers and personal life as one.

A report by Orangebox into the changing workplace Millennials: ten key insightsBoomers & Millennials Office Wars 2012

42/43

any criticism.” For one thing, she always makes apoint of giving a balanced critique that highlightsher employees’ most positive attributes as wellas their weak spots.

The need for explicit direction is a commoncharacteristic of the Millennial generation. ManyMillennials struggle with independent thinking,decision making and risk taking. They areespecially flummoxed by unexpected, ambiguouschallenges, the kind that business is all about. Thistendency worries some educators and employers,who foresee a generation that can’t cope wellwith the sudden twists and turns of their jobsand of life in general.’

Their lives have been so chaperoned andcontrolled through childhood, school anduniversity, they need continual guidanceand praise.

‘While respecting their aptitude for technology andtheir ability to work well in teams, many recruitersand managers find Millennials far too demandingwhen it comes to needing guidance, frequentperformance appraisals, rapid career advancement,and work-life balance. Although many of themare well educated, Millennials strike employers asbeing book smart but suffering from a deficit ofcommon sense.

To help retain talent, L’Oreal now providesemployees with formal feedback twice a yearthrough its talent development program.

Carol Calkins of PricewaterhouseCoopers, statesthat losing teams “want a lot of feedback aboutwhat the winning team did right and what theycould have done better. They are very intense andcompetitive and want to learn from the feedback.”

Kanika Raney, campus recruiting chief for thefinancial services company Wachovia Corp.,supervises a team of about a dozen Millennialsand has learned to take a milder approach, too.“I’m a very direct person, but I try to be carefulwhen coaching these young people because Isee that it can be detrimental,” she says. “They’resuch gogetters who have always succeeded, sothey feel like their world’s falling apart if they get

It’s hardly surprising that there is such agood rapport, between Millennials andBoomers. Almost universally, Boomers havebeen the ‘helicopter parents’ of Millennials.

Boomer parents were determined not to repeatthe mistakes they perceived their parents ashaving made. They set out to ensure their childrenrealised the best scenarios in life and they sacrificeda huge amount of personal gratification to helpthem achieve this. Ron Alsop observes that; ‘The so-called helicopter parents have beencalling most of the shots from childhood thoughthe college application process. They haveprogrammed their kids’ lives very carefully, fillingevery waking moment with play dates, musiclessons, sports practices, tutors and otherstructured activities. Millennials didn’t have to becreative to fill their free time; there wasn’t any’.

This results is a scenario where there is empathybetween these two generations within theworkplace, as this Bloomberg Businessweekarticle testifies: ‘Forget stories about tension andmisunderstandings. Milliennials and Boomers arefinding that they enjoy spending time togetherand learning from each other.’`

Technology does not cause but encourages asensibility in which the validation of a feelingbecomes part of establishing it, even part of thefeeling itself.

For young people in these circumstances,computers and mobile devices offercommunities when families are absent. In thiscontext, it is not surprising to find troublingpatterns of connection and disconnection:teenagers who will only “speak” online, whorigorously avoid face-to-face encounters, whoare in text contact with their parents fifteen ortwenty times a day, who deem even a telephonecall “too much” exposure and say that they will“text, not talk.” ’

Accenture is also articulating this fundamentalbehavioral change when they advise clients:

‘The lT proliferation that's shaped the personallives of anyone under age 30 has now spilled intothe corporate world, like it or not. Millennials areoften breaking the rules around corporate IT.Moreover, they're growing in number andimportance - as employees, customers,suppliers, and partners.’

They view privacy differently. Millennialsmindset of being excessively open withinthe online world will continue to cause realissues within the workplace.

As in Sherry Turkle’s ‘Alone Together’, sheexpresses real concern with Millennials inabilityto hold back, and discernment is a skill set that’sbeing left up to employers to instill. She writes: ‘Ona recent train trip from Boston to New York, I satnext to a man talking to his girlfriend about hisproblems. Here is what I learned by trying not tolisten: He’s had a recent bout of heavy drinking,and his father is no longer willing to supplementhis income. He thinks his girlfriend spends toomuch money and he dislikes her teenage daughter.

Embarrassed, I walked up and down the aislesto find another seat, but the train was full. Resigned,I returned to my seat next to the complainer.There was some comfort in the fact that he wasnot complaining to me, but I did wish I coulddisappear. Perhaps there was no need. I wasalready being treated as though I were not there.

What is not being cultivated here is the ability tobe alone and reflect on one's emotions in private.On the contrary, teenagers report discomfort whenthey are without their cell phones. They need tobe connected in order to feel like themselves.

They get bored easily and believe they arethe best multi-taskers since the high wirecycling, plate-spinning clowns.

Again both Ron Alsop and RainmakerThinkingreach a common insight. RainmakerThinkingsuggest that: ‘Millennials are independent,entrepreneurial thinkers who relish responsibility,demand immediate feedback, and expect asense of accountability hourly. They thrive onchallenging work and creative expression andlove freedom and flexibility. They’re more thanwilling to tell you how to fix your team, department,and organisation, even before they’re throughyour organisational program. And they’ll do thatwith ‘attitude’.’

Ron Alsop agrees: ‘Indeed, these outspokenyoung people tend to be highly opinionated, andfearlessly challenge recruiters and bosses. Statusand hierarchy don’t impress them much and theyfind bureaucracy simply maddening.

This generation possesses significant strengthsin teamwork, technology skills, social networking,and multitasking. Millennials were bred forachievement by success-driven parents, andmost will work hard as long as the task at handis engaging and promises a tangible payoff.’

4. 5. 6. 7.

e-mail is for old peopleFinancial Times

Combine this “giving back” impulse withMilliennials facility with technology, and youhave a generation on fast-forward withself-esteem.

The Trophy Kids Grow Up

In the meantime, they needn’t worry about their nextpaycheck because they have their parents to cushionthem. They’re comfortable in the knowledge that theycan move back home for an indefinite amount of timewhile they seek another job.

Like it or not, Millennials are often breaking the rulesaround corporate IT.

“For today’s teenagers, e-mail is the equivalent of a written letter – they use it only for formal communication. To them,

Millennials strike employers as being book smart butsuffering from a deficit of common sense.

“Millennials attitude is always what are you going to giveme,” says Natalie Griffith, manager of human resourceprograms at Eaton Corp.

The Trophy Kids Grow Up

A report by Orangebox into the changing workplace Millennials: ten key insightsBoomers & Millennials Office Wars 2012

42/43

any criticism.” For one thing, she always makes apoint of giving a balanced critique that highlightsher employees’ most positive attributes as wellas their weak spots.

The need for explicit direction is a commoncharacteristic of the Millennial generation. ManyMillennials struggle with independent thinking,decision making and risk taking. They areespecially flummoxed by unexpected, ambiguouschallenges, the kind that business is all about. Thistendency worries some educators and employers,who foresee a generation that can’t cope wellwith the sudden twists and turns of their jobsand of life in general.’

Their lives have been so chaperoned andcontrolled through childhood, school anduniversity, they need continual guidanceand praise.

‘While respecting their aptitude for technology andtheir ability to work well in teams, many recruitersand managers find Millennials far too demandingwhen it comes to needing guidance, frequentperformance appraisals, rapid career advancement,and work-life balance. Although many of themare well educated, Millennials strike employers asbeing book smart but suffering from a deficit ofcommon sense.

To help retain talent, L’Oreal now providesemployees with formal feedback twice a yearthrough its talent development program.

Carol Calkins of PricewaterhouseCoopers, statesthat losing teams “want a lot of feedback aboutwhat the winning team did right and what theycould have done better. They are very intense andcompetitive and want to learn from the feedback.”

Kanika Raney, campus recruiting chief for thefinancial services company Wachovia Corp.,supervises a team of about a dozen Millennialsand has learned to take a milder approach, too.“I’m a very direct person, but I try to be carefulwhen coaching these young people because Isee that it can be detrimental,” she says. “They’resuch gogetters who have always succeeded, sothey feel like their world’s falling apart if they get

It’s hardly surprising that there is such agood rapport, between Millennials andBoomers. Almost universally, Boomers havebeen the ‘helicopter parents’ of Millennials.

Boomer parents were determined not to repeatthe mistakes they perceived their parents ashaving made. They set out to ensure their childrenrealised the best scenarios in life and they sacrificeda huge amount of personal gratification to helpthem achieve this. Ron Alsop observes that; ‘The so-called helicopter parents have beencalling most of the shots from childhood thoughthe college application process. They haveprogrammed their kids’ lives very carefully, fillingevery waking moment with play dates, musiclessons, sports practices, tutors and otherstructured activities. Millennials didn’t have to becreative to fill their free time; there wasn’t any’.

This results is a scenario where there is empathybetween these two generations within theworkplace, as this Bloomberg Businessweekarticle testifies: ‘Forget stories about tension andmisunderstandings. Milliennials and Boomers arefinding that they enjoy spending time togetherand learning from each other.’`

Technology does not cause but encourages asensibility in which the validation of a feelingbecomes part of establishing it, even part of thefeeling itself.

For young people in these circumstances,computers and mobile devices offercommunities when families are absent. In thiscontext, it is not surprising to find troublingpatterns of connection and disconnection:teenagers who will only “speak” online, whorigorously avoid face-to-face encounters, whoare in text contact with their parents fifteen ortwenty times a day, who deem even a telephonecall “too much” exposure and say that they will“text, not talk.” ’

Accenture is also articulating this fundamentalbehavioral change when they advise clients:

‘The lT proliferation that's shaped the personallives of anyone under age 30 has now spilled intothe corporate world, like it or not. Millennials areoften breaking the rules around corporate IT.Moreover, they're growing in number andimportance - as employees, customers,suppliers, and partners.’

They view privacy differently. Millennialsmindset of being excessively open withinthe online world will continue to cause realissues within the workplace.

As in Sherry Turkle’s ‘Alone Together’, sheexpresses real concern with Millennials inabilityto hold back, and discernment is a skill set that’sbeing left up to employers to instill. She writes: ‘Ona recent train trip from Boston to New York, I satnext to a man talking to his girlfriend about hisproblems. Here is what I learned by trying not tolisten: He’s had a recent bout of heavy drinking,and his father is no longer willing to supplementhis income. He thinks his girlfriend spends toomuch money and he dislikes her teenage daughter.

Embarrassed, I walked up and down the aislesto find another seat, but the train was full. Resigned,I returned to my seat next to the complainer.There was some comfort in the fact that he wasnot complaining to me, but I did wish I coulddisappear. Perhaps there was no need. I wasalready being treated as though I were not there.

What is not being cultivated here is the ability tobe alone and reflect on one's emotions in private.On the contrary, teenagers report discomfort whenthey are without their cell phones. They need tobe connected in order to feel like themselves.

They get bored easily and believe they arethe best multi-taskers since the high wirecycling, plate-spinning clowns.

Again both Ron Alsop and RainmakerThinkingreach a common insight. RainmakerThinkingsuggest that: ‘Millennials are independent,entrepreneurial thinkers who relish responsibility,demand immediate feedback, and expect asense of accountability hourly. They thrive onchallenging work and creative expression andlove freedom and flexibility. They’re more thanwilling to tell you how to fix your team, department,and organisation, even before they’re throughyour organisational program. And they’ll do thatwith ‘attitude’.’

Ron Alsop agrees: ‘Indeed, these outspokenyoung people tend to be highly opinionated, andfearlessly challenge recruiters and bosses. Statusand hierarchy don’t impress them much and theyfind bureaucracy simply maddening.

This generation possesses significant strengthsin teamwork, technology skills, social networking,and multitasking. Millennials were bred forachievement by success-driven parents, andmost will work hard as long as the task at handis engaging and promises a tangible payoff.’

4. 5. 6. 7.

e-mail is for old peopleFinancial Times

Combine this “giving back” impulse withMilliennials facility with technology, and youhave a generation on fast-forward withself-esteem.

The Trophy Kids Grow Up

In the meantime, they needn’t worry about their nextpaycheck because they have their parents to cushionthem. They’re comfortable in the knowledge that theycan move back home for an indefinite amount of timewhile they seek another job.

Like it or not, Millennials are often breaking the rulesaround corporate IT.

“For today’s teenagers, e-mail is the equivalent of a written letter – they use it only for formal communication. To them,

Millennials strike employers as being book smart butsuffering from a deficit of common sense.

“Millennials attitude is always what are you going to giveme,” says Natalie Griffith, manager of human resourceprograms at Eaton Corp.

The Trophy Kids Grow Up

A report by Orangebox into the changing workplace Millennials: ten key insightsBoomers & Millennials Office Wars 2012

44/45

They believe older generations havedesecrated world resources and they don’twant to continue in the same vein.

While Millennials are undoubtedly in pursuit ofsuccess, success to them is not only defined bymoney. Research has shown that this generationbelieves long-term financial success can only beachieved if the organisation is a responsibleemployer within its local community and believesin good environmental stewardship. Both ‘TheTrophy Kids’ and ‘Rainmaking Thinking’ illustratethis when they observe:

‘Most Millennials still expect to work for a largecorporation. They won't settle for just any employer,though. They intend to join companies committedto social and environmental responsibility, andthey want to be given time by their employers toperform community service. Some young peopleconsider a reputation for corporate citizenship soimportant that they are even willing to accept alower salary to work for a company they admire.’

‘Millennials are also looking for employers whoare not merely socially conscious, but sociallyresponsible; that means, organisations who respectthe environment, care about their employees, createmeaningful products or services and give back tothe local community.

They’ve observed how their parents weretreated by their employers and the economyand have shifted their perspective on loyaltyaccordingly.

Millennials are two generations below theirgrandparents, who committed themselves to acompany for life and were generally looked after.

Through the harsh 1980’s, the same loyalty thattheir parents showed was, over time, misused byboth companies and the economy at large.Loyalty was not repaid and first Gen X and nowthe Millennials have a mindset that will not allowthemselves to commit the mistakes they’ve seenin their parents’ generation.

Loyalty now means something different thanentrusting everything unquestionably to youremployer. As reported in the RainmakerThinkingreport of 2006 ‘Managing the Generation Mix’:

‘While Boomers secretly mistrusted anyone inauthority, they kept their heads down and workedhard. But then, just as they started to earnseniority and move into positions of authority,they were hit by the downsizing daze of the late80s to early 90s. Shellshocked Boomers watchedorganisational hierarchies flatten, hundreds ofthousands of jobs disappear and the lifetimeemployment bubble burst.’

The culture of work over the last thirty years hasshaped the Millennial generation within today’sworkplace. The idea of a ‘command and control’mindset has given way to a more collaborativearena, in which the connected world allowsemployees to be more informed and in controlthan at any time in the history of work.

‘Companies today aren’t just hiring the child; theyget the whole family in the bargain, like it or not.L’Oreal’s human resource managers in New YorkCity were very surprised when parents called toinvestigate possible job opportunities for theirchildren. It was something this Paris-based, beautyproducts company hadn’t experienced in itsEuropean offices.

Even performance reviews aren’t off-limits. Thehead of a small advertising agency tells of afriend who was flabbergasted when an employee’sfather showed up the day of his son’s very firstperformance review.

Alsop gives extensive examples of companiessuch as Ernst & Young, Goldman Sachs, OfficeDepot Inc, Enterprise Rent-A-Car all embracingways to get closer to new recruits and theirfamilies such as having parents open days and aparents section on their website. This is notconfined to pockets of the US, as Alsop pointsout that Goldman Sachs Group Inc created‘Spend a Day @ GS in India, which helpedachieve job acceptance of 75% to 80%, Goldmansays it believes that the event helps cement itsrelationship with the students and their parents.’

‘“Most of our managers are welcoming toparents,” says John Leech, FedEx’s director ofrecruitment, “but some complain that we’re nothiring the family. I gently remind them that ‘Yes,we are hiring the family. In fact, we want to hirethe students’ entire tribe of friends and family.We want to become part of their personal network,which has a lot more influence in attracting futuretalented employees than any recruiting ad.”’

Pushy ‘helicopter parents’ while not resentingbeing ‘KIPPER’ parents, want value for theirchildren. This may, by the way, extend toattending their first job interview.

We all know from first hand experience thatMillennials are much closer to their doting parentsthan any previous generation and stay in contactwith them, in some cases daily and long pastwhen they would have previously ‘flown the nest’.

In many cases, they no longer even do that. Thisis a consequence of the direct cost of education,the current ongoing recession, the high cost ofproperty and accessing finance to acquire it. It isalso a relfection of this generation’s unwillingnessto move out and trade down from the pamperedcomforts of ‘home’.

Accenture reports that: `Even as the Millennialshead off to college and take jobs, their parentsremain their trusted advisers. That is creatinghavoc in the workplace as some hovering‘helicopter parents’ try to get involved in jobinterviews, salary negotiations, and evenperformance reviews. Clearly, Millennials andtheir parents need to strike a better balance sothat this generation learns to think and act moreindependently.’

The chapter, ‘Take Your Parents to Work’ from‘The Trophy Kids Grow Up’, sets out the newphenomenon of parents staying close to theirchildren through their education and carrying thisthrough into their children`s first contacts withwork. It outlines how some employers arerecognizing that it may prove more effective towork with this, rather than to fight it.

8. 9. 10.

Social networking is a revolutionarytechnology which appeared with suchspeed that few businesses have been ableto proactively stay ahead of developments,anticipating how this new technology couldbe made to work for them.

KPMG

Millennials talk to their parents every day

IBM’s Innovation Jam in 2006 attracted140,000 employees, family members,clients, and business partners, and yieldedideas for 10 new projects.

The Trophy Kids Grow Up

Harvard Business Review

Wall Street Journal

At Booz Allen, an innovative informationand social networking site calledHello.bah.com drew in 36% of employeeswithin a few months. Using blogs andwikis, it connects a workforce that spendsa lot of time away from company offices-on the road, at client sites, and workingfrom home.

Harvard Business Review

Cisco uses a Facebook-like internaldirectory to find everything from lunchpartners to a subject-matter expert. Aninternal YouTube-like video-sharing site letsemployees share product reports,engineering updates, and sales ideas.

Accenture

42% femaleand 30% male

Because of their grand expectations most Millennials have no intention ofsettling down for long with one employer, they always have one foot outthe door.

Some hovering ‘helicopter parents’ try to getinvolved in job interviews, salary negotiations,and even performance reviews.

Millennials have a mindset that they will not allow themselves tocommit the mistakes they’ve seen in their parents’ generation.

They are unwilling to stick out tough situations thattake more time to solve than they are willing togive. They will job-hop without thinking about theconsequences to their careers.

Recruiting Millennials isn’t employer’s biggest challenge.It’s retention that worries them most.

The Trophy Kids Grow Up

A report by Orangebox into the changing workplace Millennials: ten key insightsBoomers & Millennials Office Wars 2012

44/45

They believe older generations havedesecrated world resources and they don’twant to continue in the same vein.

While Millennials are undoubtedly in pursuit ofsuccess, success to them is not only defined bymoney. Research has shown that this generationbelieves long-term financial success can only beachieved if the organisation is a responsibleemployer within its local community and believesin good environmental stewardship. Both ‘TheTrophy Kids’ and ‘Rainmaking Thinking’ illustratethis when they observe:

‘Most Millennials still expect to work for a largecorporation. They won't settle for just any employer,though. They intend to join companies committedto social and environmental responsibility, andthey want to be given time by their employers toperform community service. Some young peopleconsider a reputation for corporate citizenship soimportant that they are even willing to accept alower salary to work for a company they admire.’

‘Millennials are also looking for employers whoare not merely socially conscious, but sociallyresponsible; that means, organisations who respectthe environment, care about their employees, createmeaningful products or services and give back tothe local community.

They’ve observed how their parents weretreated by their employers and the economyand have shifted their perspective on loyaltyaccordingly.

Millennials are two generations below theirgrandparents, who committed themselves to acompany for life and were generally looked after.

Through the harsh 1980’s, the same loyalty thattheir parents showed was, over time, misused byboth companies and the economy at large.Loyalty was not repaid and first Gen X and nowthe Millennials have a mindset that will not allowthemselves to commit the mistakes they’ve seenin their parents’ generation.

Loyalty now means something different thanentrusting everything unquestionably to youremployer. As reported in the RainmakerThinkingreport of 2006 ‘Managing the Generation Mix’:

‘While Boomers secretly mistrusted anyone inauthority, they kept their heads down and workedhard. But then, just as they started to earnseniority and move into positions of authority,they were hit by the downsizing daze of the late80s to early 90s. Shellshocked Boomers watchedorganisational hierarchies flatten, hundreds ofthousands of jobs disappear and the lifetimeemployment bubble burst.’

The culture of work over the last thirty years hasshaped the Millennial generation within today’sworkplace. The idea of a ‘command and control’mindset has given way to a more collaborativearena, in which the connected world allowsemployees to be more informed and in controlthan at any time in the history of work.

‘Companies today aren’t just hiring the child; theyget the whole family in the bargain, like it or not.L’Oreal’s human resource managers in New YorkCity were very surprised when parents called toinvestigate possible job opportunities for theirchildren. It was something this Paris-based, beautyproducts company hadn’t experienced in itsEuropean offices.

Even performance reviews aren’t off-limits. Thehead of a small advertising agency tells of afriend who was flabbergasted when an employee’sfather showed up the day of his son’s very firstperformance review.

Alsop gives extensive examples of companiessuch as Ernst & Young, Goldman Sachs, OfficeDepot Inc, Enterprise Rent-A-Car all embracingways to get closer to new recruits and theirfamilies such as having parents open days and aparents section on their website. This is notconfined to pockets of the US, as Alsop pointsout that Goldman Sachs Group Inc created‘Spend a Day @ GS in India, which helpedachieve job acceptance of 75% to 80%, Goldmansays it believes that the event helps cement itsrelationship with the students and their parents.’

‘“Most of our managers are welcoming toparents,” says John Leech, FedEx’s director ofrecruitment, “but some complain that we’re nothiring the family. I gently remind them that ‘Yes,we are hiring the family. In fact, we want to hirethe students’ entire tribe of friends and family.We want to become part of their personal network,which has a lot more influence in attracting futuretalented employees than any recruiting ad.”’

Pushy ‘helicopter parents’ while not resentingbeing ‘KIPPER’ parents, want value for theirchildren. This may, by the way, extend toattending their first job interview.

We all know from first hand experience thatMillennials are much closer to their doting parentsthan any previous generation and stay in contactwith them, in some cases daily and long pastwhen they would have previously ‘flown the nest’.

In many cases, they no longer even do that. Thisis a consequence of the direct cost of education,the current ongoing recession, the high cost ofproperty and accessing finance to acquire it. It isalso a relfection of this generation’s unwillingnessto move out and trade down from the pamperedcomforts of ‘home’.

Accenture reports that: `Even as the Millennialshead off to college and take jobs, their parentsremain their trusted advisers. That is creatinghavoc in the workplace as some hovering‘helicopter parents’ try to get involved in jobinterviews, salary negotiations, and evenperformance reviews. Clearly, Millennials andtheir parents need to strike a better balance sothat this generation learns to think and act moreindependently.’

The chapter, ‘Take Your Parents to Work’ from‘The Trophy Kids Grow Up’, sets out the newphenomenon of parents staying close to theirchildren through their education and carrying thisthrough into their children`s first contacts withwork. It outlines how some employers arerecognizing that it may prove more effective towork with this, rather than to fight it.

8. 9. 10.

Social networking is a revolutionarytechnology which appeared with suchspeed that few businesses have been ableto proactively stay ahead of developments,anticipating how this new technology couldbe made to work for them.

KPMG

Millennials talk to their parents every day

IBM’s Innovation Jam in 2006 attracted140,000 employees, family members,clients, and business partners, and yieldedideas for 10 new projects.

The Trophy Kids Grow Up

Harvard Business Review

Wall Street Journal

At Booz Allen, an innovative informationand social networking site calledHello.bah.com drew in 36% of employeeswithin a few months. Using blogs andwikis, it connects a workforce that spendsa lot of time away from company offices-on the road, at client sites, and workingfrom home.

Harvard Business Review

Cisco uses a Facebook-like internaldirectory to find everything from lunchpartners to a subject-matter expert. Aninternal YouTube-like video-sharing site letsemployees share product reports,engineering updates, and sales ideas.

Accenture

42% femaleand 30% male

Because of their grand expectations most Millennials have no intention ofsettling down for long with one employer, they always have one foot outthe door.

Some hovering ‘helicopter parents’ try to getinvolved in job interviews, salary negotiations,and even performance reviews.

Millennials have a mindset that they will not allow themselves tocommit the mistakes they’ve seen in their parents’ generation.

They are unwilling to stick out tough situations thattake more time to solve than they are willing togive. They will job-hop without thinking about theconsequences to their careers.

Recruiting Millennials isn’t employer’s biggest challenge.It’s retention that worries them most.

The Trophy Kids Grow Up

A report by Orangebox into the changing workplace London Millennials & Boomers Workshops

These sessions were chaired by Philip Ross, CEO of Unwired andUnWork.com (a company that looks to the future of work), and GerardTaylor, Creative Director of Orangebox. The day’s discussions focused ontopics central to the Boomers & Millennials debate.

As part of the Boomers & Millennials research, Orangeboxand Unwired held round table discussions in London in theAutumn of 2011.

Research was presented for discussion, including results from the2011 Unwired Global Survey, involving 600 people worldwide on arange of issues around the future of work. The workshops included bothinsights and questions, on which the participants voted. These responses aresummarised in the following ten pages.

An experience that proved universal was that the contemporaryoffice building shares many characteristics with the super tanker.Because of life cycle and legacy of both buildings and technology,it takes time and careful planning to implement change to repositiona workforce and realise new corporate branding, work culture andtechnology strategies.

While we are all witness to how rapidly technology is impacting onhow we work, it will, take time and considerable effort before itspotential and benefits are implemented within all organisations.

Thirty industry practitioners, working in sectors ranging from Banking,Technology, Media, Transport, Pharmaceuticals, Education, Construction,Design and Management met to discuss the diverse aspects of realising thecontemporary workspace.

46/47

Boomers & Millennials Office Wars 2012

London WorkshopsAttendees

Andrew Allan RBS

Matthew Battle IBEX Interiors

Mark Breingan Europa

Gillian Burgis NBBJ

Russ Camplin RBS

Joanne Casselle TTSP

Martin Colberg MONO

Neil Edmond HSBC

David Faichney M Moser

Tony Fowler Nationwide

Sue Francis Francis Consulting

Garry Gordon British Council

Angus Harding Nokia

Mat Holden Nationwide

Gita Kitbamna GSK

Julia Kitchen Independent Consultant HBDS

Barry Martin Hampton School

Andrew Mawson Advanced Workplace

Andy Mc Bain RBS

Alison McKerracher ADP

Conor Molloy Lewis & Hickey

Robert Naylor-Stables The Austin Company

Christine Peppiatt TFL

Kevin Scott Allianz

Brian Szpakowski Broadway Malyan

Jim Taylor Orangebox

Jonathan Tompson GSK

Nick Toft M Moser

Anja Toxvaerd Larsen JJW

Steve Wright TTSP

A report by Orangebox into the changing workplace London Millennials & Boomers Workshops

These sessions were chaired by Philip Ross, CEO of Unwired andUnWork.com (a company that looks to the future of work), and GerardTaylor, Creative Director of Orangebox. The day’s discussions focused ontopics central to the Boomers & Millennials debate.

As part of the Boomers & Millennials research, Orangeboxand Unwired held round table discussions in London in theAutumn of 2011.

Research was presented for discussion, including results from the2011 Unwired Global Survey, involving 600 people worldwide on arange of issues around the future of work. The workshops included bothinsights and questions, on which the participants voted. These responses aresummarised in the following ten pages.

An experience that proved universal was that the contemporaryoffice building shares many characteristics with the super tanker.Because of life cycle and legacy of both buildings and technology,it takes time and careful planning to implement change to repositiona workforce and realise new corporate branding, work culture andtechnology strategies.

While we are all witness to how rapidly technology is impacting onhow we work, it will, take time and considerable effort before itspotential and benefits are implemented within all organisations.

Thirty industry practitioners, working in sectors ranging from Banking,Technology, Media, Transport, Pharmaceuticals, Education, Construction,Design and Management met to discuss the diverse aspects of realising thecontemporary workspace.

46/47

Boomers & Millennials Office Wars 2012

London WorkshopsAttendees

Andrew Allan RBS

Matthew Battle IBEX Interiors

Mark Breingan Europa

Gillian Burgis NBBJ

Russ Camplin RBS

Joanne Casselle TTSP

Martin Colberg MONO

Neil Edmond HSBC

David Faichney M Moser

Tony Fowler Nationwide

Sue Francis Francis Consulting

Garry Gordon British Council

Angus Harding Nokia

Mat Holden Nationwide

Gita Kitbamna GSK

Julia Kitchen Independent Consultant HBDS

Barry Martin Hampton School

Andrew Mawson Advanced Workplace

Andy Mc Bain RBS

Alison McKerracher ADP

Conor Molloy Lewis & Hickey

Robert Naylor-Stables The Austin Company

Christine Peppiatt TFL

Kevin Scott Allianz

Brian Szpakowski Broadway Malyan

Jim Taylor Orangebox

Jonathan Tompson GSK

Nick Toft M Moser

Anja Toxvaerd Larsen JJW

Steve Wright TTSP

I wonder whether we’re encouraging the two-hourcommute by not challenging it? I’d suggest that it’snot acceptable, even in the new generation”.

“

To commute or not to commute.

Would you personally like to commute less?

� � ?60% yes

I don’t mind commuting four days a week but five days is just too much. If you give somebody a choice, I mean,the reality is, many people do believe that the weekend starts earlier if they can work from home on a Friday.It's very rude now, to organise a meeting on a Friday in an office”.

“

Boomers & Millennials Office Wars 2012

It’s about moving gridlock, motivating the individual, soits performance management by objectives as opposed tobeing passive. That’s been ongoing for about ten yearsnow, in thinking about how we work”.

“

Our experience in Beijing, where we positioned our campus on theouter ring road, was financially driven. What we've done is try to fixthe problem by putting a new solution in place and by providing thetransportation. The reverse commute is so horrible, we’ve had to tryand solve the problem, so we run 50 bus routes”.

“

48/49

36% no 4% undecided

Do you believe you can achieve your work anywhere?

� �54% yes 46% no

The majority of people commute to an office day in,day out, four or five days a week. The figure is 63.5%,perhaps not as high as you’d expect, with 36.5% ofpeople seen as mobile workers.

We asked if people would like to work fromhome. Only 12% said yes and when we askedthem their ideal, it was for a short commute -ten to twenty minutes of travel but no morethan 40 minutes spent coming into the middleof a city.

We did some interesting work on patterns ofmovement around London. What you getwhen you map out how people move and themodes of transport is similar across almost allcities and towns globally - a massive peak inthe morning, constrained to about 40 minutes,and a longer peak in the afternoons.

“You’re right. It’s an opportunity to mutate almost fromone being into another one. Your priorities change andtechnology has become the facilitator for making thatprocess a little bit smoother”.

We did a flexible working survey, about 6500. It wasn’t rightacross the whole organisation but it was representative. We askedthe question, re: whether they’d like to work from home on an adhoc basis, so you don’t always have to come into the office andwe got 60% positive”.

“

While I can see it working for other industries, if anything, we’ve had torecognise that innovation slowed down as we opened up the doors andallowed people more flexibility. We’re now encouraging people back into try and get that sense of community happening, to encouragecolleagues to bounce ideas off each other”.

“

You will see more people coming into the office, if you’re doing a changeproject. They want to be seen and they want to be seen to be busy”.

“

I think it depends on the quality of that commute. If youcan work comfortably on your train, it offers that bit oftime where you can focus or read your journal. It’s likevaluable time but not if its shoulder to shoulder”.

““

I think IBM have set up something called social businesswhere they’re looking at taking what they’ve learned fromsplitting everybody up and changing it so that it becomesa much more personal thing. You are still virtual but youknow a lot more about the people you’re connected with”.

“

We have observed something that I call ‘Freaky Friday’, and that is thaton Fridays in our buildings, globally, you just won't find anybody,because they’re working at home. People are compressing their hours,Monday to Thursday, and then maybe avoiding the commute on theFriday, getting up a bit later, catching up on a bit of sleep – a soft entryinto the day”.

“

There are a lot of assumptions about the idea of working from home. Forexample, the UK has medium sized residential accommodation. You gointo Vietnam and China, there's just no way people can work at home.There are two or three generations there – kids, grandparents, perhapssome cousins. There's no way you can base people at home.”

“

A report by Orangebox into the changing workplace London Millennials & Boomers Workshops

In the next 30 years, it’s projected that will beanother 0.5 million jobs to come to the City ofLondon in professional services and banking,so there’ll be a huge rise in transport demandto this area, unless things change. Even withthe current planned investment in the Tubeand Crossrail, corridors will stay at theircurrent stress levels for 30 years.

Counter to this is the idea of a polycentric city- one of the London Mayor’s strategies, andvery much reflected in this study. The idea isthat people want to work near theircommunities but not necessarily in the centreof cities.

By 2030, the United Nations predicts that sixbillion people globally will live in urban areas -well up from three billion today. Clearly, it’s anissue for emerging cities.

I actually think that a lot of people like the commute. It’s a bufferzone between the pressures and demands of home and work.Especially now that you can listen to music, go on the Internetand watch videos, if you’re not driving. People really value thatbuffer zone in their life each day. What they don’t want is todo it five days a week, but maybe three days a week, andwork from home the other two days.”

“

I wonder whether we’re encouraging the two-hourcommute by not challenging it? I’d suggest that it’snot acceptable, even in the new generation”.

“

To commute or not to commute.

Would you personally like to commute less?

� � ?60% yes

I don’t mind commuting four days a week but five days is just too much. If you give somebody a choice, I mean,the reality is, many people do believe that the weekend starts earlier if they can work from home on a Friday.It's very rude now, to organise a meeting on a Friday in an office”.

“

Boomers & Millennials Office Wars 2012

It’s about moving gridlock, motivating the individual, soits performance management by objectives as opposed tobeing passive. That’s been ongoing for about ten yearsnow, in thinking about how we work”.

“

Our experience in Beijing, where we positioned our campus on theouter ring road, was financially driven. What we've done is try to fixthe problem by putting a new solution in place and by providing thetransportation. The reverse commute is so horrible, we’ve had to tryand solve the problem, so we run 50 bus routes”.

“

48/49

36% no 4% undecided

Do you believe you can achieve your work anywhere?

� �54% yes 46% no

The majority of people commute to an office day in,day out, four or five days a week. The figure is 63.5%,perhaps not as high as you’d expect, with 36.5% ofpeople seen as mobile workers.

We asked if people would like to work fromhome. Only 12% said yes and when we askedthem their ideal, it was for a short commute -ten to twenty minutes of travel but no morethan 40 minutes spent coming into the middleof a city.

We did some interesting work on patterns ofmovement around London. What you getwhen you map out how people move and themodes of transport is similar across almost allcities and towns globally - a massive peak inthe morning, constrained to about 40 minutes,and a longer peak in the afternoons.

“You’re right. It’s an opportunity to mutate almost fromone being into another one. Your priorities change andtechnology has become the facilitator for making thatprocess a little bit smoother”.

We did a flexible working survey, about 6500. It wasn’t rightacross the whole organisation but it was representative. We askedthe question, re: whether they’d like to work from home on an adhoc basis, so you don’t always have to come into the office andwe got 60% positive”.

“

While I can see it working for other industries, if anything, we’ve had torecognise that innovation slowed down as we opened up the doors andallowed people more flexibility. We’re now encouraging people back into try and get that sense of community happening, to encouragecolleagues to bounce ideas off each other”.

“

You will see more people coming into the office, if you’re doing a changeproject. They want to be seen and they want to be seen to be busy”.

“

I think it depends on the quality of that commute. If youcan work comfortably on your train, it offers that bit oftime where you can focus or read your journal. It’s likevaluable time but not if its shoulder to shoulder”.

““

I think IBM have set up something called social businesswhere they’re looking at taking what they’ve learned fromsplitting everybody up and changing it so that it becomesa much more personal thing. You are still virtual but youknow a lot more about the people you’re connected with”.

“

We have observed something that I call ‘Freaky Friday’, and that is thaton Fridays in our buildings, globally, you just won't find anybody,because they’re working at home. People are compressing their hours,Monday to Thursday, and then maybe avoiding the commute on theFriday, getting up a bit later, catching up on a bit of sleep – a soft entryinto the day”.

“

There are a lot of assumptions about the idea of working from home. Forexample, the UK has medium sized residential accommodation. You gointo Vietnam and China, there's just no way people can work at home.There are two or three generations there – kids, grandparents, perhapssome cousins. There's no way you can base people at home.”

“

A report by Orangebox into the changing workplace London Millennials & Boomers Workshops

In the next 30 years, it’s projected that will beanother 0.5 million jobs to come to the City ofLondon in professional services and banking,so there’ll be a huge rise in transport demandto this area, unless things change. Even withthe current planned investment in the Tubeand Crossrail, corridors will stay at theircurrent stress levels for 30 years.

Counter to this is the idea of a polycentric city- one of the London Mayor’s strategies, andvery much reflected in this study. The idea isthat people want to work near theircommunities but not necessarily in the centreof cities.

By 2030, the United Nations predicts that sixbillion people globally will live in urban areas -well up from three billion today. Clearly, it’s anissue for emerging cities.

I actually think that a lot of people like the commute. It’s a bufferzone between the pressures and demands of home and work.Especially now that you can listen to music, go on the Internetand watch videos, if you’re not driving. People really value thatbuffer zone in their life each day. What they don’t want is todo it five days a week, but maybe three days a week, andwork from home the other two days.”

“

In one company I know of, the IT department basically said,“you can go and choose whatever device you want”, withinreason. Cisco have also done this”.

“

50/51

A survey in The Economist, has predicted that “computersare evaporating altogether and becoming accessible fromanywhere”. Similarly, the FT has stated that at some stagewe’re going to walk into the office and there will be ‘nothingthere’ in terms of technology infrastructure.

A report by Orangebox into the changing workplace London Millennials & Boomers Workshops

Hey! You! Get on my Cloud.

My company still works from a security force IT system. My iPad’s not connected to thesystem because they don’t particularly like it because it’s not bought by them. But from mylaptop to iPad, I can pulls things down to whichever device I have at the time, rather thancarrying a great big rucksack.”

“

At the moment, the adoption rate about this technology ispicking up, but the security issue is something that people arestill very skeptical about and people just don’t understand itwell enough”.

“

“There’s a maturity in the IT community that needs to comethrough in this evolution. If you take some of the professionalservices companies. Ernst and Young, for example, theyhave no problem with everybody bringing laptops andworking with the security on their networks and they’reworking with pretty sensitive stuff”.

“I think the other dimension is resilience. While I have my files or myapplications on my laptop, at least I know if the network goes down, I’dstill be able to operate. But in the new world, you are very dependenton whether the infrastructure is truly robust”.

I know what the adoption rate is and what thatcurve looks like, but I’d suggest that it’s probablygoing to become exponentially faster”.

“

I went to see a major new corporate building in New York recently. You’re talkingabout 3,000 traders in this new trading floor. All the infrastructure is in New Jerseyso it’s a kind of a private Cloud but it still is a Cloud. Their stuff isn’t on-site andeven they can do it, and they’re paranoid”.

“

Buildings used to have a five to fifteen year life cycle, so it takes a little timefor the business to shake out. This is changing fundamentally. Previously, abuilding was for the long term, but now it can't necessarily be, because, threeyears is too long into the future”.

“

Do you have access to the right technology in your workplace?

� �79% yes 21% no

Should the space we create for work change?

� �78% yespeople need new space

22% no people still need desks & break-out

I was working on banking systems for one of the oldestinvestment banks and they’ve now put their customerdata into the Cloud with Salesforce”.

“

Do we think the next generation will have a fundamentallydifferent acceptance and expectation of technology?

� � ?80% yes 13% no 7% undecided

“We’re looking at a new CRM system and most of the providershave been offering us Cloud technology”.

Boomers & Millennials Office Wars 2012

In the survey, 79% of people now feel they’vegot the right technology in the workplace andjust over half believe they can work anywhere.That’s a big change from five years ago wheneveryone was moaning about technology; itwasn’t keeping up with workplace innovation.

We’ve had 20 years of significant spending on high tech, ‘fat’ buildings, withthe cooling and the power and the raised floor and redundancy and all therest of it. We’ve moved out of older stock with no raised floor, which was seento be obsolete. One of the ideas that we’re looking at is that buildings willbecome thin; the era of the fat building will decline.

We will come together in more ad hoc spaces. We’ll carry a laptop or tabletdevice and a Smartphone that will deliver software from the Cloud. It’s amatter of software being a service, a utility, that’s pumped in from the Cloud.

“The only time we’ve ever done it is when we’ve had two separatesystems. A lot of companies have a guest system, which is also forstaff so that when they’re off-duty, or they’re away from their desk,they can log in at a different system and keep the two separate.It’s the only way we can find to actually please the IT team”.

In one company I know of, the IT department basically said,“you can go and choose whatever device you want”, withinreason. Cisco have also done this”.

“

50/51

A survey in The Economist, has predicted that “computersare evaporating altogether and becoming accessible fromanywhere”. Similarly, the FT has stated that at some stagewe’re going to walk into the office and there will be ‘nothingthere’ in terms of technology infrastructure.

A report by Orangebox into the changing workplace London Millennials & Boomers Workshops

Hey! You! Get on my Cloud.

My company still works from a security force IT system. My iPad’s not connected to thesystem because they don’t particularly like it because it’s not bought by them. But from mylaptop to iPad, I can pulls things down to whichever device I have at the time, rather thancarrying a great big rucksack.”

“

At the moment, the adoption rate about this technology ispicking up, but the security issue is something that people arestill very skeptical about and people just don’t understand itwell enough”.

“

“There’s a maturity in the IT community that needs to comethrough in this evolution. If you take some of the professionalservices companies. Ernst and Young, for example, theyhave no problem with everybody bringing laptops andworking with the security on their networks and they’reworking with pretty sensitive stuff”.

“I think the other dimension is resilience. While I have my files or myapplications on my laptop, at least I know if the network goes down, I’dstill be able to operate. But in the new world, you are very dependenton whether the infrastructure is truly robust”.

I know what the adoption rate is and what thatcurve looks like, but I’d suggest that it’s probablygoing to become exponentially faster”.

“

I went to see a major new corporate building in New York recently. You’re talkingabout 3,000 traders in this new trading floor. All the infrastructure is in New Jerseyso it’s a kind of a private Cloud but it still is a Cloud. Their stuff isn’t on-site andeven they can do it, and they’re paranoid”.

“

Buildings used to have a five to fifteen year life cycle, so it takes a little timefor the business to shake out. This is changing fundamentally. Previously, abuilding was for the long term, but now it can't necessarily be, because, threeyears is too long into the future”.

“

Do you have access to the right technology in your workplace?

� �79% yes 21% no

Should the space we create for work change?

� �78% yespeople need new space

22% no people still need desks & break-out

I was working on banking systems for one of the oldestinvestment banks and they’ve now put their customerdata into the Cloud with Salesforce”.

“

Do we think the next generation will have a fundamentallydifferent acceptance and expectation of technology?

� � ?80% yes 13% no 7% undecided

“We’re looking at a new CRM system and most of the providershave been offering us Cloud technology”.

Boomers & Millennials Office Wars 2012

In the survey, 79% of people now feel they’vegot the right technology in the workplace andjust over half believe they can work anywhere.That’s a big change from five years ago wheneveryone was moaning about technology; itwasn’t keeping up with workplace innovation.

We’ve had 20 years of significant spending on high tech, ‘fat’ buildings, withthe cooling and the power and the raised floor and redundancy and all therest of it. We’ve moved out of older stock with no raised floor, which was seento be obsolete. One of the ideas that we’re looking at is that buildings willbecome thin; the era of the fat building will decline.

We will come together in more ad hoc spaces. We’ll carry a laptop or tabletdevice and a Smartphone that will deliver software from the Cloud. It’s amatter of software being a service, a utility, that’s pumped in from the Cloud.

“The only time we’ve ever done it is when we’ve had two separatesystems. A lot of companies have a guest system, which is also forstaff so that when they’re off-duty, or they’re away from their desk,they can log in at a different system and keep the two separate.It’s the only way we can find to actually please the IT team”.

I personally love paper. It gives me a little bit of breathingspace. I'm judged on my decisions and you need the timeto think through the idea. Younger generations often reachdecisions a little too quickly and believe within an hour,there's the answer. After 30 years’ experience, you knowit's a little bit more complicated than that”.

52/53

Boomers & Millennials Office Wars 2012

Will the next generation usetechnology in a dramatically differentway to workers today.

My son basically has a ten-hour online day. He had an onlinerelationship but he’s broken up now. I don’t think they actually met”.

“

We need this social phenomena. Most of us want tobe together and then maybe break off by ourselves tothink. You may go home and do that, or to a cafe, orwherever, and sit with your laptop and do it”.

“

My friend’s daughter, on her 13th birthday, was given a Smartphone.Within six days she’d sent 1,300 texts, and this was during the schoolweek. I thought, ‘how can she physically be able to send 200-oddtexts a day? But she does”.

“

In fact I heard of a beautiful demonstration of this with a child’s birthdayparty. The child wanted to do the birthday party invite on Facebook, andmum said, ‘No, let's do something interesting. I want you to send awritten invitation out in the post.’ Her daughter laughed at her and said,‘Don’t be stupid, Mum!’, but she did it, and she was really shocked bythe positive response”.

“

This all resonates with me within the education sector. We could, theoretically, deliver theentire educational programme to someone’s house online and there are learningprogrammes out there that do just that. The whole country could move to that, but nobodywants to. People want to get together for the process of learning and working – in thissense, they actually seem to be quite similar”.

“

I don’t agree that it’s entirely a generation thing. I think it’s actually apersonality thing. There are adults who can multitask, or be perceivedto multitask. It’s debatable whether the output would be even greater, ifsomeone concentrating on one or two things, as opposed to many. I’venow got a teenager at home, and what’s fantastic is that we carry ondoing things, and yes, she does do wonderful things, but it’s her naturalstyle, she’s done that since she was a baby. I think the generation thingis over emphasised”.

“

I think what some Millennials bring to this is a mix ofbusiness and pleasure. I don’t think, often, they see thedifference between Facebook or a game or whateverand something for business - so they’re introducingthings that potentially could be seen by an IT team asa hazard”.

“

Will children at school today have acompletely different perspective when theyenter the workplace?

� � ?67% yes 28% no 5% undecided

I think the really interesting thing is how their minds work. They havefewer boundaries than we have. We tend to assume automaticboundaries. They don’t think like that. They sit on the sofa, and thenthey connect and technology comes to them. So automatically, theyhave a completely different relationship with it”.

“

Will the next generation reject the office of their parents?

� � ?77% yesbut not as fundamentally as people think.

5% the office will be dead in 20 years.

I think there may be a two tier thing going, the sense of a dual mode. WhatI mean is that office-based work and use of technology may be fairlystructured. Because of the building, there’s a certain infrastructure that’sdifficult to change. But when people get home, maybe there’ll be muchmore flexibility with technology use.

A report by Orangebox into the changing workplace London Millennials & Boomers Workshops

I think also, maybe even more shockingly, this is all changing the waypeople think and the way our brains are wired. For example, you're notso committed to storing things in your short-term memory, because youcan rely on Google. So people are using their brains in different ways”.

“

Virtually every boy in my school and I've got 1,216 boys, averageIQ about 130, and they're all wandering round with mobile deluxe,and they're going to use it for good or ill. It’s fundamentally changedall sorts of things about schools. There’s also massive disciplinaryimplications and organisation implications”.

“

Do you think they will use technology in a dramatically different way?

� � ?46% yes 40% no 14% undecided

As a father of a teenage daughter, it’s something thatI see, they truly can multitask. it’s not just a genderthing, it’s that generation. They can do the multi-screen,multi-input and they can produce quality input outputacross all these things. That’s a fundamental differenceI think, from my generation and hers”.

“

Will people communicate without speaking? Will theywork without paper? Will they combine traditionalmethods with new work modes?

18% no

“

I personally love paper. It gives me a little bit of breathingspace. I'm judged on my decisions and you need the timeto think through the idea. Younger generations often reachdecisions a little too quickly and believe within an hour,there's the answer. After 30 years’ experience, you knowit's a little bit more complicated than that”.

52/53

Boomers & Millennials Office Wars 2012

Will the next generation usetechnology in a dramatically differentway to workers today.

My son basically has a ten-hour online day. He had an onlinerelationship but he’s broken up now. I don’t think they actually met”.

“

We need this social phenomena. Most of us want tobe together and then maybe break off by ourselves tothink. You may go home and do that, or to a cafe, orwherever, and sit with your laptop and do it”.

“

My friend’s daughter, on her 13th birthday, was given a Smartphone.Within six days she’d sent 1,300 texts, and this was during the schoolweek. I thought, ‘how can she physically be able to send 200-oddtexts a day? But she does”.

“

In fact I heard of a beautiful demonstration of this with a child’s birthdayparty. The child wanted to do the birthday party invite on Facebook, andmum said, ‘No, let's do something interesting. I want you to send awritten invitation out in the post.’ Her daughter laughed at her and said,‘Don’t be stupid, Mum!’, but she did it, and she was really shocked bythe positive response”.

“

This all resonates with me within the education sector. We could, theoretically, deliver theentire educational programme to someone’s house online and there are learningprogrammes out there that do just that. The whole country could move to that, but nobodywants to. People want to get together for the process of learning and working – in thissense, they actually seem to be quite similar”.

“

I don’t agree that it’s entirely a generation thing. I think it’s actually apersonality thing. There are adults who can multitask, or be perceivedto multitask. It’s debatable whether the output would be even greater, ifsomeone concentrating on one or two things, as opposed to many. I’venow got a teenager at home, and what’s fantastic is that we carry ondoing things, and yes, she does do wonderful things, but it’s her naturalstyle, she’s done that since she was a baby. I think the generation thingis over emphasised”.

“

I think what some Millennials bring to this is a mix ofbusiness and pleasure. I don’t think, often, they see thedifference between Facebook or a game or whateverand something for business - so they’re introducingthings that potentially could be seen by an IT team asa hazard”.

“

Will children at school today have acompletely different perspective when theyenter the workplace?

� � ?67% yes 28% no 5% undecided

I think the really interesting thing is how their minds work. They havefewer boundaries than we have. We tend to assume automaticboundaries. They don’t think like that. They sit on the sofa, and thenthey connect and technology comes to them. So automatically, theyhave a completely different relationship with it”.

“

Will the next generation reject the office of their parents?

� � ?77% yesbut not as fundamentally as people think.

5% the office will be dead in 20 years.

I think there may be a two tier thing going, the sense of a dual mode. WhatI mean is that office-based work and use of technology may be fairlystructured. Because of the building, there’s a certain infrastructure that’sdifficult to change. But when people get home, maybe there’ll be muchmore flexibility with technology use.

A report by Orangebox into the changing workplace London Millennials & Boomers Workshops

I think also, maybe even more shockingly, this is all changing the waypeople think and the way our brains are wired. For example, you're notso committed to storing things in your short-term memory, because youcan rely on Google. So people are using their brains in different ways”.

“

Virtually every boy in my school and I've got 1,216 boys, averageIQ about 130, and they're all wandering round with mobile deluxe,and they're going to use it for good or ill. It’s fundamentally changedall sorts of things about schools. There’s also massive disciplinaryimplications and organisation implications”.

“

Do you think they will use technology in a dramatically different way?

� � ?46% yes 40% no 14% undecided

As a father of a teenage daughter, it’s something thatI see, they truly can multitask. it’s not just a genderthing, it’s that generation. They can do the multi-screen,multi-input and they can produce quality input outputacross all these things. That’s a fundamental differenceI think, from my generation and hers”.

“

Will people communicate without speaking? Will theywork without paper? Will they combine traditionalmethods with new work modes?

18% no

“

Does a BYO world and a ‘thinbuilding’ idea appeal.

For me, it goes back to the idea that it’s software not hardware.Yes, you can buy your own technology, but you’re still workingon your company’s software and their data systems and thingslike that, which you don’t necessarily use to do your work”.

“

There’s also the incentive within any large organisation to reduce costs,so if there’s a small investment in bring your own, some companies arealready finding a saving of something like 25%”.

“

Some of the banks are recognizing this. They’re saying that they’re tryingto get graduates not to go into university because too many universitygraduates are coming out without a job. Some banks have recognizedthis and have set up management programmers to say, look, we will giveyou this structured career path through the next five years. They recognisethat the biggest thing about the Millennial generation is - they need to seetheir career path mapped out”.

“

Actually, the IT director becomes your best friend sometimes,because in effect, their budgets go up, because the propertysavings justify investment in IT, so that often works quite well”.

“

Boomers & Millennials Office Wars 2012

For me, it goes back to the idea that it’s software not hardware. Yes, you can buyyour own technology, but you’re still working on your company’s software and theirdata systems and things like that, which you don’t necessarily use to do your work”.

There’s also the incentive within any large organisation to reduce costs, so if there’sa small investment in bring your own, some companies are already finding a savingof something like 25%”.

“

“

On my travels, we see companies who are apologising, becauseoften they're still on corner desks, they’ve still all got their own boxes.They know the future is here but they haven't done anything becausethey can't afford to. Some things are 30 years old, and other things,where they’ve rushed the technology are up to date.

“

“Tom Peters, the management guru, has been speaking for yearsabout ‘brand me’. Millennials have this mindset that they will never,

give everything over to the organisation”.

Does a BYO world and the ‘thin building’ idea, appeal to you?

� � ?64% yes 18% no 18% undecided

In your experience is there an issue with under-utilised space?

� �89% yes 11% no

Can you forsee the idea of a building as a place where you bringyour technology with you and when you’re there, you connect andcollaborate, but your stuff is delivered from the Cloud.

For the financial sector, what are the issues with regulation?Whenever I work with banks on new ways of working, you haveChinese wall issues. You’ve got to be in your own office, becausewhat’s on screen is customer data. What’s the current view on that,how does that restrict you, and where do you see it going?

54/55

Within a big financial organisation, there’s still a huge population who engagewith customers, who require banking and support functions. So banking is a bigcomplex beast. But within that arena, there’s plenty of opportunities to move overto handheld devices”.

“

In your organisation is it difficult to find meeting space?

� �78% yes 22% no

A report by Orangebox into the changing workplace London Millennials & Boomers Workshops

Let’s look at this idea of bring your own, buy yourown technology, People like Kraft and Citrix haveadopted this and have launched it in the States.

We had a debate about human capital theory, such thatpeople who jump from job to job and portfolio jobs andportfolio careers; maybe it’s about them having their owntechnology which is then used for different employers andcontracts and projects”.

“

Does a BYO world and a ‘thinbuilding’ idea appeal.

For me, it goes back to the idea that it’s software not hardware.Yes, you can buy your own technology, but you’re still workingon your company’s software and their data systems and thingslike that, which you don’t necessarily use to do your work”.

“

There’s also the incentive within any large organisation to reduce costs,so if there’s a small investment in bring your own, some companies arealready finding a saving of something like 25%”.

“

Some of the banks are recognizing this. They’re saying that they’re tryingto get graduates not to go into university because too many universitygraduates are coming out without a job. Some banks have recognizedthis and have set up management programmers to say, look, we will giveyou this structured career path through the next five years. They recognisethat the biggest thing about the Millennial generation is - they need to seetheir career path mapped out”.

“

Actually, the IT director becomes your best friend sometimes,because in effect, their budgets go up, because the propertysavings justify investment in IT, so that often works quite well”.

“

Boomers & Millennials Office Wars 2012

For me, it goes back to the idea that it’s software not hardware. Yes, you can buyyour own technology, but you’re still working on your company’s software and theirdata systems and things like that, which you don’t necessarily use to do your work”.

There’s also the incentive within any large organisation to reduce costs, so if there’sa small investment in bring your own, some companies are already finding a savingof something like 25%”.

“

“

On my travels, we see companies who are apologising, becauseoften they're still on corner desks, they’ve still all got their own boxes.They know the future is here but they haven't done anything becausethey can't afford to. Some things are 30 years old, and other things,where they’ve rushed the technology are up to date.

“

“Tom Peters, the management guru, has been speaking for yearsabout ‘brand me’. Millennials have this mindset that they will never,

give everything over to the organisation”.

Does a BYO world and the ‘thin building’ idea, appeal to you?

� � ?64% yes 18% no 18% undecided

In your experience is there an issue with under-utilised space?

� �89% yes 11% no

Can you forsee the idea of a building as a place where you bringyour technology with you and when you’re there, you connect andcollaborate, but your stuff is delivered from the Cloud.

For the financial sector, what are the issues with regulation?Whenever I work with banks on new ways of working, you haveChinese wall issues. You’ve got to be in your own office, becausewhat’s on screen is customer data. What’s the current view on that,how does that restrict you, and where do you see it going?

54/55

Within a big financial organisation, there’s still a huge population who engagewith customers, who require banking and support functions. So banking is a bigcomplex beast. But within that arena, there’s plenty of opportunities to move overto handheld devices”.

“

In your organisation is it difficult to find meeting space?

� �78% yes 22% no

A report by Orangebox into the changing workplace London Millennials & Boomers Workshops

Let’s look at this idea of bring your own, buy yourown technology, People like Kraft and Citrix haveadopted this and have launched it in the States.

We had a debate about human capital theory, such thatpeople who jump from job to job and portfolio jobs andportfolio careers; maybe it’s about them having their owntechnology which is then used for different employers andcontracts and projects”.

“

Anil K Gupta‘The concept of corporate HQ will change from a physical location to avirtual network. The next generation of global enterprise will operate as anetwork of global hubs with distributed intelligence and direct peer-to-peercollaboration. Key executives will sit close to where the action is, rather thanin an ivory tower 10,000 mile away.’

The Telegraph London.

Meanwhile, Steven Johnson, author of ‘Where Good Ideas Come From’ hastracked innovation for 200 years. He believes innovation comes out of the‘adjacent possible’, as he calls it - places with hives of activity where peopleget together and use the components existing in their environment.

A report by Orangebox into the changing workplace London Millennials & Boomers WorkshopsBoomers & Millennials Office Wars 2012

“I think the observation that it takes a little while to migrate is in the nature of a complex building”.

They just have to get people together and work out new rules because if you don’tdo that, if you just stick with the old ways, then you will get mismatches”.

“

“In every large organisation, you’ve got years and years of programming.People have learned that organisations and teams work in a particularway and have all sorts of chores and processes built around that and thattakes a lot of energy to unglue”.

“If you take a factory, then it's quite easy to measure productivity because they'remaking so many widgets. You've got shifts coming in and out and you're makingx amount of widgets. Outputs from an office environment are very different.Everyone has the output of their work but what are you measuring? There is no realacceptance from our leadership and management about actual, measuredproductivity and that's the challenge”.

“Yes, we've done similar stuff because there's nearlyalways space. It’s more about change the cultureof– whether people feel they need a meeting room.Do you actually need four walls to deliver privacyor could you just sit down in a quiet corner andhave a chat”.

It's all about the time frame, you've got to remember that when you're talking abouta 15-year lease, then the driver for change has to be more flexible. You want shorterleases and you want more adaptable space so it's the balance of that. It takes awhile, a good few years to sort the strategy out to start again. It doesn't happenovernight. That's a strategic decision and it takes three, four, five years to start seeingthe benefits. That’s the drawback, taking that long to see the results”.

“

“One thing that's come out of these discussionsfor me is the challenge that we have withleaders and management and about how theymeasure productivity”.

“I think another element in this is a behavioural issue. My previous role was infacilities management. Part of that was managing people and resources and themost negative thing about meeting spaces, for me, is that they're just poorlymanaged in terms of people booking them and not using them. If everybodysubscribed to better behaviour then you could actually have less desks, moremeeting spaces, fewer parking spaces”.

“Every time we do a utilisation survey, and we've donea lot of them, we will find 40% of our meeting roomsaren't occupied”.

Given what we've been discussing - should we change the spaces wecreate for work? You made that interesting point that we need to getshorter leases and more flexibility, but let's have a conclusion here. Weknow, yes, people need new space, given what we've described interms of expectations and technology”.

“

“Actually there's no difference between the younger and oldergenerations, except that the older generation feel less able to expressit. The younger generation quite happily say, I can't concentrate in thisspace, because they feel they have a right to be able to. In fact, bothgroups need to and there’s that requirement in terms of concentrationspace and collaborative space for everybody.”

What we've found is that the spare desks are individual desks.We have individual teams all over the campus and they can beat different desks every day, so without completely refurnishing,it's actually quite difficult to reconfigure”.

“

56/57

‘The history books like to condense these slower, evolutionary processes into eurekamoments dominated by a single inventor, but most of the key technologies that poweredthe Industrial Revolution were instances of what scholars call “collective invention.”

Textbooks casually refer to James Watts as the inventor of the steam engine, but intruth Watt was one of dozens of inventors who refined the device over the course of theeighteenth century.’Where Good Ideas Come From

Information &Communication

Technology

PROCESS

BEHAVIOUR INFRA-STRUCTURE

WORK

PHYCHOLOGICAL VIRTUAL

PHYSICAL

Organisations & People

Building &Workspace

Will we stick together or go virtual.

I also wanted to move to one area that I thinkwe should reflect on, which is how companiesare using their space today. We examined aglobal business with headquarters in the cityof London. It has 1,500 people in one building,50,000 square feet. They shared their totaloccupancy cost, per square foot, per annumis US ($133). That's the real cost of the space,and over their lease, this was about a $300million liability.

We looked at how they broke down the spacein detail and it's really interesting, with only3% allocated to meeting space. This is aprofessional services organisation. A timeand motion study found that on any one day,600 desks were empty and they realised, withour input, that it was costing them $6 to $11million in that one building.

They found that the cost of giving somebodya desk in London is now $17,000 year, whichis staggering. That's the real cost, includingIT, operations, rent, rates. It’s a lot of money.

Do you have similar bottom-line numbers thatyou could identify if you did that kind ofexercise?

Gupta, a brilliant global management strategist, haspredicted that the HQ will go from a physical to avirtual network.

Anil K Gupta‘The concept of corporate HQ will change from a physical location to avirtual network. The next generation of global enterprise will operate as anetwork of global hubs with distributed intelligence and direct peer-to-peercollaboration. Key executives will sit close to where the action is, rather thanin an ivory tower 10,000 mile away.’

The Telegraph London.

Meanwhile, Steven Johnson, author of ‘Where Good Ideas Come From’ hastracked innovation for 200 years. He believes innovation comes out of the‘adjacent possible’, as he calls it - places with hives of activity where peopleget together and use the components existing in their environment.

A report by Orangebox into the changing workplace London Millennials & Boomers WorkshopsBoomers & Millennials Office Wars 2012

“I think the observation that it takes a little while to migrate is in the nature of a complex building”.

They just have to get people together and work out new rules because if you don’tdo that, if you just stick with the old ways, then you will get mismatches”.

“

“In every large organisation, you’ve got years and years of programming.People have learned that organisations and teams work in a particularway and have all sorts of chores and processes built around that and thattakes a lot of energy to unglue”.

“If you take a factory, then it's quite easy to measure productivity because they'remaking so many widgets. You've got shifts coming in and out and you're makingx amount of widgets. Outputs from an office environment are very different.Everyone has the output of their work but what are you measuring? There is no realacceptance from our leadership and management about actual, measuredproductivity and that's the challenge”.

“Yes, we've done similar stuff because there's nearlyalways space. It’s more about change the cultureof– whether people feel they need a meeting room.Do you actually need four walls to deliver privacyor could you just sit down in a quiet corner andhave a chat”.

It's all about the time frame, you've got to remember that when you're talking abouta 15-year lease, then the driver for change has to be more flexible. You want shorterleases and you want more adaptable space so it's the balance of that. It takes awhile, a good few years to sort the strategy out to start again. It doesn't happenovernight. That's a strategic decision and it takes three, four, five years to start seeingthe benefits. That’s the drawback, taking that long to see the results”.

“

“One thing that's come out of these discussionsfor me is the challenge that we have withleaders and management and about how theymeasure productivity”.

“I think another element in this is a behavioural issue. My previous role was infacilities management. Part of that was managing people and resources and themost negative thing about meeting spaces, for me, is that they're just poorlymanaged in terms of people booking them and not using them. If everybodysubscribed to better behaviour then you could actually have less desks, moremeeting spaces, fewer parking spaces”.

“Every time we do a utilisation survey, and we've donea lot of them, we will find 40% of our meeting roomsaren't occupied”.

Given what we've been discussing - should we change the spaces wecreate for work? You made that interesting point that we need to getshorter leases and more flexibility, but let's have a conclusion here. Weknow, yes, people need new space, given what we've described interms of expectations and technology”.

“

“Actually there's no difference between the younger and oldergenerations, except that the older generation feel less able to expressit. The younger generation quite happily say, I can't concentrate in thisspace, because they feel they have a right to be able to. In fact, bothgroups need to and there’s that requirement in terms of concentrationspace and collaborative space for everybody.”

What we've found is that the spare desks are individual desks.We have individual teams all over the campus and they can beat different desks every day, so without completely refurnishing,it's actually quite difficult to reconfigure”.

“

56/57

‘The history books like to condense these slower, evolutionary processes into eurekamoments dominated by a single inventor, but most of the key technologies that poweredthe Industrial Revolution were instances of what scholars call “collective invention.”

Textbooks casually refer to James Watts as the inventor of the steam engine, but intruth Watt was one of dozens of inventors who refined the device over the course of theeighteenth century.’Where Good Ideas Come From

Information &Communication

Technology

PROCESS

BEHAVIOUR INFRA-STRUCTURE

WORK

PHYCHOLOGICAL VIRTUAL

PHYSICAL

Organisations & People

Building &Workspace

Will we stick together or go virtual.

I also wanted to move to one area that I thinkwe should reflect on, which is how companiesare using their space today. We examined aglobal business with headquarters in the cityof London. It has 1,500 people in one building,50,000 square feet. They shared their totaloccupancy cost, per square foot, per annumis US ($133). That's the real cost of the space,and over their lease, this was about a $300million liability.

We looked at how they broke down the spacein detail and it's really interesting, with only3% allocated to meeting space. This is aprofessional services organisation. A timeand motion study found that on any one day,600 desks were empty and they realised, withour input, that it was costing them $6 to $11million in that one building.

They found that the cost of giving somebodya desk in London is now $17,000 year, whichis staggering. That's the real cost, includingIT, operations, rent, rates. It’s a lot of money.

Do you have similar bottom-line numbers thatyou could identify if you did that kind ofexercise?

Gupta, a brilliant global management strategist, haspredicted that the HQ will go from a physical to avirtual network.

the cloudA timely and personal review from one of the most respectedcommentators on the changing technology and work culture ofthe last decade.

Since 1994, Philip Ross, CEO of Cordless Group and UnWork has co-authored books with Jeremy Myerson on the future of work and theworkplace. This includes the ‘Creative Office’, the ‘21st Century Office’and ‘Space to Work’. He also consults worldwide, advising corporationson how to better utilise new technologies within the workplace.

Ross is also founder of the agenda-setting Worktech conferencethrough Europe, the US and Asia. Here, he reflects on predictions thatproved accurate and offers his view on how the corporate world shoulddeal with the changes discussed within Boomers & Millennials andemerging technology.

58/59

Ten Predictions by Philip Ross

There is no doubt that technology is changing our society as well as the waywe shop, work and enjoy leisure. The pace of change is unstoppable and Ibelieve we are now at an inflexion point where future technology willfundamentally change the way we work and the physical spaces wecreate for work.

It was Niels Bohr, the Danish Scientist, who famously saidthat ‘prediction is very difficult, especially about the future’.But we’ve done pretty well so far. In 1994, I wrote theCordless Office Report that predicted the rise of wirelesstechnology and its impact on work as an enabler of mobility.In 2003, with Orangebox, we first researched andpublished Office Wars that predicted the emergenceof Third Space. Eight years later, third spaces areexploding as agile work takes off.

Now, I’ve summarised some predictions for the nearand medium term future, based on our research, ouranalysts visits to the labs of leading technology playersand our visions of the future, developed with clientswho are breaking new ground.

The death of the desk phoneThe idea of a lump of plastic with a receiver and 12 buttons, tethered down toa piece of wood as the communications mechanism of the modern workplacewill seem laughable by Gen Z. Why would you want to call a desk or room?‘You want to speak to a person, not a piece of furniture’, says a Gen Zer. Andso that ubiquitous office accessory, the telephone extension along with thephone directory will become a relic of the past.

Listening to dial tone will die along with the muzak that all too often sterilisesand dehumanises our workplaces. Instead, make way for the convergedor unified communications and collaboration (UCC) platform,accessible through any device: people talking to people, emailing,messaging, sharing documents, video conferencing and collaboratingin real times spaces.

02

The death of the ‘desk’What is a ‘desk’? If we define it as a personal pieceof wood, where an individual’s PC, their telephone,personal files and Rolodex occupy a 1200mm of‘home from home’ then yes, I believe that the deskis dead.

With its pedestal full of the paraphernalia of office life;the tipex, spare stapler, cup-a-soups, phone directoryand pair of running shoes, these vestiges of aworkplace dedicated to Taylorism will be seen as arelic of a bygone age dominated by the babyboomers who relished order and predictability.

A space fit for battery hens and not the free rangeknowledge workers of tomorrow.

Gen Z will not want a gonk or picture of their dogpinned to the fabric panel that separates them fromthe next human being by a few millimetres. They wantchoice, variety and spaces that provide them with amore eclectic, variegated workplace.

The Schnell brothers were right – they were just 50years too early. Tomorrow’s workplace will be a sea ofchoice - a landscape of workspaces that suitactivities and tasks, personalities and preferences.Surfaces for working on will replace the idea ofa ‘desk’.

03

The end of the cableIt seemed so implausible 17 years ago when I published the Cordless Office Report.Back in 1994, people had never heard of wireless technology, or if they had, theywere worried about speed, reliability and security. The office world was obsessedwith structured cabling and the networked PC. The talk was of cable managedsystems furniture, of raised floor and intelligent buildings.

Now the cable is dead, at least for voice and most data. People are used to wirelesstechnology – indeed they rely on it; the iPad has no Ethernet port, a smart phonesynchronises with the cloud over wireless. The fears over performance, speed andsecurity are now largely gone and people have embraced the flexibility andmobility that wireless technology brings.

Now the cloud will just work in the background – unconscious synchronicity willbecome the new normal, and a wireless ‘bearer’ will just work behind the scenesto keep everything up to date.

01

The Near Term

has reached mainstream

A report by Orangebox into the changing workplace Ten Predictions by Philip RossBoomers & Millennials Office Wars 2012

the cloudA timely and personal review from one of the most respectedcommentators on the changing technology and work culture ofthe last decade.

Since 1994, Philip Ross, CEO of Cordless Group and UnWork has co-authored books with Jeremy Myerson on the future of work and theworkplace. This includes the ‘Creative Office’, the ‘21st Century Office’and ‘Space to Work’. He also consults worldwide, advising corporationson how to better utilise new technologies within the workplace.

Ross is also founder of the agenda-setting Worktech conferencethrough Europe, the US and Asia. Here, he reflects on predictions thatproved accurate and offers his view on how the corporate world shoulddeal with the changes discussed within Boomers & Millennials andemerging technology.

58/59

Ten Predictions by Philip Ross

There is no doubt that technology is changing our society as well as the waywe shop, work and enjoy leisure. The pace of change is unstoppable and Ibelieve we are now at an inflexion point where future technology willfundamentally change the way we work and the physical spaces wecreate for work.

It was Niels Bohr, the Danish Scientist, who famously saidthat ‘prediction is very difficult, especially about the future’.But we’ve done pretty well so far. In 1994, I wrote theCordless Office Report that predicted the rise of wirelesstechnology and its impact on work as an enabler of mobility.In 2003, with Orangebox, we first researched andpublished Office Wars that predicted the emergenceof Third Space. Eight years later, third spaces areexploding as agile work takes off.

Now, I’ve summarised some predictions for the nearand medium term future, based on our research, ouranalysts visits to the labs of leading technology playersand our visions of the future, developed with clientswho are breaking new ground.

The death of the desk phoneThe idea of a lump of plastic with a receiver and 12 buttons, tethered down toa piece of wood as the communications mechanism of the modern workplacewill seem laughable by Gen Z. Why would you want to call a desk or room?‘You want to speak to a person, not a piece of furniture’, says a Gen Zer. Andso that ubiquitous office accessory, the telephone extension along with thephone directory will become a relic of the past.

Listening to dial tone will die along with the muzak that all too often sterilisesand dehumanises our workplaces. Instead, make way for the convergedor unified communications and collaboration (UCC) platform,accessible through any device: people talking to people, emailing,messaging, sharing documents, video conferencing and collaboratingin real times spaces.

02

The death of the ‘desk’What is a ‘desk’? If we define it as a personal pieceof wood, where an individual’s PC, their telephone,personal files and Rolodex occupy a 1200mm of‘home from home’ then yes, I believe that the deskis dead.

With its pedestal full of the paraphernalia of office life;the tipex, spare stapler, cup-a-soups, phone directoryand pair of running shoes, these vestiges of aworkplace dedicated to Taylorism will be seen as arelic of a bygone age dominated by the babyboomers who relished order and predictability.

A space fit for battery hens and not the free rangeknowledge workers of tomorrow.

Gen Z will not want a gonk or picture of their dogpinned to the fabric panel that separates them fromthe next human being by a few millimetres. They wantchoice, variety and spaces that provide them with amore eclectic, variegated workplace.

The Schnell brothers were right – they were just 50years too early. Tomorrow’s workplace will be a sea ofchoice - a landscape of workspaces that suitactivities and tasks, personalities and preferences.Surfaces for working on will replace the idea ofa ‘desk’.

03

The end of the cableIt seemed so implausible 17 years ago when I published the Cordless Office Report.Back in 1994, people had never heard of wireless technology, or if they had, theywere worried about speed, reliability and security. The office world was obsessedwith structured cabling and the networked PC. The talk was of cable managedsystems furniture, of raised floor and intelligent buildings.

Now the cable is dead, at least for voice and most data. People are used to wirelesstechnology – indeed they rely on it; the iPad has no Ethernet port, a smart phonesynchronises with the cloud over wireless. The fears over performance, speed andsecurity are now largely gone and people have embraced the flexibility andmobility that wireless technology brings.

Now the cloud will just work in the background – unconscious synchronicity willbecome the new normal, and a wireless ‘bearer’ will just work behind the scenesto keep everything up to date.

01

The Near Term

has reached mainstream

A report by Orangebox into the changing workplace Ten Predictions by Philip RossBoomers & Millennials Office Wars 2012

What Next?The world will be thinA few years ago, technology disappearing into thinair would have seemed like a fantasy. Now, theconcept of the cloud has reached mainstream,with software as a service (SaaS) joining the party.This virtualised computing that challenges not justplace, but the very premise of the office as acontainer for work.

New cloud services will deliver applications,data, and services to people on any device,anywhere and at any time, rendering most ofthe ‘old’ rules obsolete. The psychology of workin the workplace will change. When there is nopremium experience from using technology insidethe office, and once the office houses none of theservers, software or data needed for work, thereason and need to be there will be reappraised bya workforce increasingly fed up with commuting.

People will begin to question why they need tojourney to the corporate building. Office buildingswill also be ‘de-specified’ as the over-engineeredspaces that housed IT no longer need the power,resilience, cooling and fire suppression required ina world where servers are housed inhouse.

What’s more, older buildings that were regarded asobsolete can be reused by companies keen formore eclectic, interesting workspaces.

04

Jelly Bean WorkingManaging by supervision, watching the backs ofpeople’s heads has been the predominant way ofcontrol at work. We have tended to measure inputsand not outputs.

Much is changing, with companies moving towardsresults-orientated management. This will beaccelerated as Jelly Bean working takes off. Ratherthan wondering where people are or if they areworking (i.e. ‘shirking from home’ phenomenon),the Jelly Bean or corporate presence icon allowspeople to see their colleague’s status in real time,on any device and in any application.

Jelly Bean working will be the bridge we’ve beenwaiting for, replacing observation with an automatedway of connecting, communicating and collaboratingacross distance. It replaces doubt with trust anddispels the ‘out of sight’ mentality that has preventedmany companies and especially their middlemanagers from adopting flexible working.

05

Connect, don’t commute‘It’s cheaper to move bits than butts’ say theAmericans. This succinct phrase summarises thetensions that exist between suburban and centralbusiness district (CBD) working. Do we need to bein a CBD in a world where we have ubiquitousconnectivity, from broadband in the home to Wi- Fion the high street?

The growth of the connected, polycentric city has abig impact on patterns of people movement, as thetraditional commute gives way to more permeableworking styles that avoid 9 to 5.

With transport networks at breaking point, alternativeapproaches to stagger use of the transportinfrastructure are being sought. We predict the riseof polycentric working in the digital city, wherepeople will increasingly look for places to work ‘onthe pause’.

06

60/61

C-WorkThe polar extremes of the office and the home asthe main choices for work, with a few exceptions inbetween, will change. As a growing number ofentrants and some established players launchprofessionally designed co-working facilities, peoplefrom different employers will share workspacethat provides effective spaces for agile workers.

Co-work will become the new normal; with peopleworking away from traditional leased premises.Instead, shared workspace will introduce the idea ofprovisioning work and offering people space ondemand, where and when they want it.

07 BYOCThe consumerisation of the workplace willbecome common, as people are increasingly ableto bring or buy their own computer – a trendknown as BYOC.

Providing people with an annual budget or stipendto select their own ‘device’ will, we believe, becomethe norm in an increasingly consumerised workplacewhere people want choice and the ability to expresspersonal preferences.

BYOC goes hand in hand with ‘internet-centriccomputing - the idea that all applications and datawill be accessed through a browser and notthrough specialist software or locally stored files.Browser centricity means that people can workfrom any device, anywhere in the world.

08

Paper – less?With the growth of BYOC and a ‘browser-centric’world, along with the explosion of tablet devicessuch as the iPad, we now predict with somecertainty the slow demise of paper. While paperstill has a huge intrinsic advantage, mobility andaccess from anywhere on any device will drivepeople to leave the analogue world and adopt ‘digitalflow’ – as the advantages of choice and mobilityoutweigh the habit of the paper file by the desk.

We believe that people will still use paper, but theywill then scan and recycle it, storing everything inthe cloud or sharing documents in team spacessuch as SharePoint or new digital shared posttrays such as Dropbox.

The growth in simultaneous co-authoring andcollaboration will also signal the death of sequentiallydeveloped pieces of paper. We predict thatmillennials will be the first generation to readand annotate on screen comfortably.

09

Watch out for ‘real time real estate’Today, the office building is a fairly ‘dumbcontainer’. For all the talk of intelligent buildings,it can adjust the M&E but real estate has no ideaabout real time occupancy. Buildings do not loadbalance, nor do they know ‘who is in’.

We believe that real estate will now become realtime, where it will adjust energy use based on realtime occupancy, enabling floors to be hibernatedor a meeting room’s air conditioning to be adjustedbased on the actual number of occupants.

But a ‘mash-up’ is also predicted, between socialnetworking systems such as Linked-In and realtime building technologies such as radio frequencyidentification (RFID). Real time real estate willengineer the serendipitous encounters which canno longer be left to chance.

10

Philip Ross is the founder and CEO of Cordless Group and UnWork, pioneers in the newworld of work. He founded Cordless Group in 1994 with the publication of the CordlessOffice Report and has built a business that comprises: UnWork.com, Unwired, CordlessConsultants and Building Zones.

philip@unwork.com

A report by Orangebox into the changing workplace Ten Predictions by Philip RossBoomers & Millennials Office Wars 2012

What Next?The world will be thinA few years ago, technology disappearing into thinair would have seemed like a fantasy. Now, theconcept of the cloud has reached mainstream,with software as a service (SaaS) joining the party.This virtualised computing that challenges not justplace, but the very premise of the office as acontainer for work.

New cloud services will deliver applications,data, and services to people on any device,anywhere and at any time, rendering most ofthe ‘old’ rules obsolete. The psychology of workin the workplace will change. When there is nopremium experience from using technology insidethe office, and once the office houses none of theservers, software or data needed for work, thereason and need to be there will be reappraised bya workforce increasingly fed up with commuting.

People will begin to question why they need tojourney to the corporate building. Office buildingswill also be ‘de-specified’ as the over-engineeredspaces that housed IT no longer need the power,resilience, cooling and fire suppression required ina world where servers are housed inhouse.

What’s more, older buildings that were regarded asobsolete can be reused by companies keen formore eclectic, interesting workspaces.

04

Jelly Bean WorkingManaging by supervision, watching the backs ofpeople’s heads has been the predominant way ofcontrol at work. We have tended to measure inputsand not outputs.

Much is changing, with companies moving towardsresults-orientated management. This will beaccelerated as Jelly Bean working takes off. Ratherthan wondering where people are or if they areworking (i.e. ‘shirking from home’ phenomenon),the Jelly Bean or corporate presence icon allowspeople to see their colleague’s status in real time,on any device and in any application.

Jelly Bean working will be the bridge we’ve beenwaiting for, replacing observation with an automatedway of connecting, communicating and collaboratingacross distance. It replaces doubt with trust anddispels the ‘out of sight’ mentality that has preventedmany companies and especially their middlemanagers from adopting flexible working.

05

Connect, don’t commute‘It’s cheaper to move bits than butts’ say theAmericans. This succinct phrase summarises thetensions that exist between suburban and centralbusiness district (CBD) working. Do we need to bein a CBD in a world where we have ubiquitousconnectivity, from broadband in the home to Wi- Fion the high street?

The growth of the connected, polycentric city has abig impact on patterns of people movement, as thetraditional commute gives way to more permeableworking styles that avoid 9 to 5.

With transport networks at breaking point, alternativeapproaches to stagger use of the transportinfrastructure are being sought. We predict the riseof polycentric working in the digital city, wherepeople will increasingly look for places to work ‘onthe pause’.

06

60/61

C-WorkThe polar extremes of the office and the home asthe main choices for work, with a few exceptions inbetween, will change. As a growing number ofentrants and some established players launchprofessionally designed co-working facilities, peoplefrom different employers will share workspacethat provides effective spaces for agile workers.

Co-work will become the new normal; with peopleworking away from traditional leased premises.Instead, shared workspace will introduce the idea ofprovisioning work and offering people space ondemand, where and when they want it.

07 BYOCThe consumerisation of the workplace willbecome common, as people are increasingly ableto bring or buy their own computer – a trendknown as BYOC.

Providing people with an annual budget or stipendto select their own ‘device’ will, we believe, becomethe norm in an increasingly consumerised workplacewhere people want choice and the ability to expresspersonal preferences.

BYOC goes hand in hand with ‘internet-centriccomputing - the idea that all applications and datawill be accessed through a browser and notthrough specialist software or locally stored files.Browser centricity means that people can workfrom any device, anywhere in the world.

08

Paper – less?With the growth of BYOC and a ‘browser-centric’world, along with the explosion of tablet devicessuch as the iPad, we now predict with somecertainty the slow demise of paper. While paperstill has a huge intrinsic advantage, mobility andaccess from anywhere on any device will drivepeople to leave the analogue world and adopt ‘digitalflow’ – as the advantages of choice and mobilityoutweigh the habit of the paper file by the desk.

We believe that people will still use paper, but theywill then scan and recycle it, storing everything inthe cloud or sharing documents in team spacessuch as SharePoint or new digital shared posttrays such as Dropbox.

The growth in simultaneous co-authoring andcollaboration will also signal the death of sequentiallydeveloped pieces of paper. We predict thatmillennials will be the first generation to readand annotate on screen comfortably.

09

Watch out for ‘real time real estate’Today, the office building is a fairly ‘dumbcontainer’. For all the talk of intelligent buildings,it can adjust the M&E but real estate has no ideaabout real time occupancy. Buildings do not loadbalance, nor do they know ‘who is in’.

We believe that real estate will now become realtime, where it will adjust energy use based on realtime occupancy, enabling floors to be hibernatedor a meeting room’s air conditioning to be adjustedbased on the actual number of occupants.

But a ‘mash-up’ is also predicted, between socialnetworking systems such as Linked-In and realtime building technologies such as radio frequencyidentification (RFID). Real time real estate willengineer the serendipitous encounters which canno longer be left to chance.

10

Philip Ross is the founder and CEO of Cordless Group and UnWork, pioneers in the newworld of work. He founded Cordless Group in 1994 with the publication of the CordlessOffice Report and has built a business that comprises: UnWork.com, Unwired, CordlessConsultants and Building Zones.

philip@unwork.com

A report by Orangebox into the changing workplace Ten Predictions by Philip RossBoomers & Millennials Office Wars 2012

‘The Trophy Kids Grow Up’, is an international best seller and oneof the most insightful books that examines how millennials areshaking up the workplace.

Described by INSEAD Business School as “proving why we can’t affordto overlook millennial attitudes, ambitions and behaviors”, the former WallStreet Journal columnist shares his ideas on subjects ranging from howorganisations can achieve the best from millennials, the downside of‘always on’ technology and the legacy of Steve Jobs.

The consumerisation of technology within the workplace has happened soquickly, almost all corporate organisations have to run to catch up. Whydo you think the workplace has been so slow in anticipating this shift in IT,which has moved from ‘office technology as king’ to the consumer havingthe more interactive, engaging and productive technology?

Many companies have been very cautious about letting new technologyin the door, especially social media. They worry about many things,including proprietary information leaking outside their firewalls, employeeswasting time on personal social media and downloads, such as YouTubevideos, overwhelming their information technology systems. Thoseconcerns aren’t unwarranted, but companies must figure out a way toallow new technologies in, while safeguarding their systems and privateinformation. Otherwise, they risk alienating the millennial generation, theirfuture workforce, which demands access to social media and other onlinesites in the office.

To be sure, some companies have embraced social media technology andcreated their own internal Facebooks to connect employees andencourage them to share their knowledge with one another. Someemployers have also created internal blogs and wikis, again for the purposeof information sharing.

Millennials are the foot solders for the uptake of the new technology tools, within the workplace.What do you believe are the best ways for their bosses, the older generations to embrace andengage with the potential this offers?

I believe millennials can play a significant role in helping older generations see thebenefits of new technology tools and learn how to use them most effectively. That’swhy some forward thinking companies, such as IBM, are encouraging what they call“reverse mentoring.” Instead of older, more experienced workers helping newemployees navigate the workplace, millennials are mentoring baby boomers and evensome Gen Xers on new technologies.

Interview with Ron Alsop

01

02

contemplate

62/63

sit back andSoon after the x-ray was invented, it appeared in themost advanced shoe stores for parents to ensure theirchildren could get the best shoe fit. How concerned areyou that our ‘always on’ technology may prove to havemany more downsides that we currently imagine?

I believe there are many pros and cons to our‘always on’ technology. On the positive side, itenables us to find information and connect withpeople within minutes, or even seconds. Suchinstant information and connectivity are bound toincrease productivity and collaboration.

But there’s no doubt in my mind that we are toohooked on the instant gratification of technology.One U.S. study found that many millennials sleepwith their cell phones and on average, exchangemore than 100 text messages a day.

Such addiction is damaging people’s ability tofocus on more challenging tasks that can’t besolved in an instant. Our obsession with technologyalso means we take less time to sit back andcontemplate. And it’s this kind of reflective thoughtthat leads to true innovation.

A worldwide recession arrived in 2008 and after a brief upturn, isback. What advice would you offer to the corporate organisationthat may view economic uncertainty as a reason to check theuptake of the new technologies such as the cloud and virtualisation?

My advice: Be prepared to capitalise on a strong economicrebound – which could come unexpectedly - invest now intechnology. While resources may be scarcer in this tepideconomy, companies should be thinking about the manyefficiencies, including cost savings, they will realise fromnew technologies.

Steve Jobs showed that technology can be more humane, intuitive andengaging. Following his tragic death, do you think this, now obviouslesson will be creatively developed by technology companies?

One would hope so, but frankly, I doubt it. I don’t believe mosttechnology companies think too much about the end user oftheir products. They are more focused on selling as much aspossible, often at a lower cost than Apple and also at a lowerlevel of quality and user friendliness. As a result, we consumersend up with computers, cell phones and other devices that don’tperform with ease or reliability. For example, I recently wasunable to work on the Word documents on the laptop providedby my employer. Then a few weeks later, the same machinefailed to stay turned on for more than a few minutes. I havenever experienced such problems with my personal Appledesktop computer or my iPhone.

Ron Alsop lives and works in New York and was a longtime writer and editor for The WallStreet Journal. He is now a freelance journalist, consultant and public speaker, and theauthor of eight books, including The Trophy Kids Grow Up: How the Millennial GenerationIs Shaking Up the Workplace and The 18 Immutable Laws of Corporate Reputation.

ronald.alsop@gmail.com | www.thetrophykids.com

It’s a widely held view that we are just at the foothills ofhow technology will change our workday and how wewill collaborate and be productive. What do you see asthe critical issues organisations must address to be ableto realise and exploit the advances these technologieswill bring?

Social media offers companies many opportunitiesfor internal collaboration and communication, bothinside and outside the corporation. But there aremany issues yet to be resolved, including howmuch freedom employees have on Facebook,Twitter and other social sites. Some companiesare firing employees for posting comments abouttheir jobs and bosses on such sites, spurring legalactions against them.

There are no easy answers, but companies must,at the very least, develop social media policiesdetailing what is and isn’t allowed. There will stillbe areas of contention, such as some people’sbelief that they can post whatever they want ontheir personal social networks, but at least suchpolicies will clear up some of the confusion.

04

05

06

03

A report by Orangebox into the changing workplace Interview with Ron AlsopBoomers & Millennials Office Wars 2012

‘The Trophy Kids Grow Up’, is an international best seller and oneof the most insightful books that examines how millennials areshaking up the workplace.

Described by INSEAD Business School as “proving why we can’t affordto overlook millennial attitudes, ambitions and behaviors”, the former WallStreet Journal columnist shares his ideas on subjects ranging from howorganisations can achieve the best from millennials, the downside of‘always on’ technology and the legacy of Steve Jobs.

The consumerisation of technology within the workplace has happened soquickly, almost all corporate organisations have to run to catch up. Whydo you think the workplace has been so slow in anticipating this shift in IT,which has moved from ‘office technology as king’ to the consumer havingthe more interactive, engaging and productive technology?

Many companies have been very cautious about letting new technologyin the door, especially social media. They worry about many things,including proprietary information leaking outside their firewalls, employeeswasting time on personal social media and downloads, such as YouTubevideos, overwhelming their information technology systems. Thoseconcerns aren’t unwarranted, but companies must figure out a way toallow new technologies in, while safeguarding their systems and privateinformation. Otherwise, they risk alienating the millennial generation, theirfuture workforce, which demands access to social media and other onlinesites in the office.

To be sure, some companies have embraced social media technology andcreated their own internal Facebooks to connect employees andencourage them to share their knowledge with one another. Someemployers have also created internal blogs and wikis, again for the purposeof information sharing.

Millennials are the foot solders for the uptake of the new technology tools, within the workplace.What do you believe are the best ways for their bosses, the older generations to embrace andengage with the potential this offers?

I believe millennials can play a significant role in helping older generations see thebenefits of new technology tools and learn how to use them most effectively. That’swhy some forward thinking companies, such as IBM, are encouraging what they call“reverse mentoring.” Instead of older, more experienced workers helping newemployees navigate the workplace, millennials are mentoring baby boomers and evensome Gen Xers on new technologies.

Interview with Ron Alsop

01

02

contemplate

62/63

sit back andSoon after the x-ray was invented, it appeared in themost advanced shoe stores for parents to ensure theirchildren could get the best shoe fit. How concerned areyou that our ‘always on’ technology may prove to havemany more downsides that we currently imagine?

I believe there are many pros and cons to our‘always on’ technology. On the positive side, itenables us to find information and connect withpeople within minutes, or even seconds. Suchinstant information and connectivity are bound toincrease productivity and collaboration.

But there’s no doubt in my mind that we are toohooked on the instant gratification of technology.One U.S. study found that many millennials sleepwith their cell phones and on average, exchangemore than 100 text messages a day.

Such addiction is damaging people’s ability tofocus on more challenging tasks that can’t besolved in an instant. Our obsession with technologyalso means we take less time to sit back andcontemplate. And it’s this kind of reflective thoughtthat leads to true innovation.

A worldwide recession arrived in 2008 and after a brief upturn, isback. What advice would you offer to the corporate organisationthat may view economic uncertainty as a reason to check theuptake of the new technologies such as the cloud and virtualisation?

My advice: Be prepared to capitalise on a strong economicrebound – which could come unexpectedly - invest now intechnology. While resources may be scarcer in this tepideconomy, companies should be thinking about the manyefficiencies, including cost savings, they will realise fromnew technologies.

Steve Jobs showed that technology can be more humane, intuitive andengaging. Following his tragic death, do you think this, now obviouslesson will be creatively developed by technology companies?

One would hope so, but frankly, I doubt it. I don’t believe mosttechnology companies think too much about the end user oftheir products. They are more focused on selling as much aspossible, often at a lower cost than Apple and also at a lowerlevel of quality and user friendliness. As a result, we consumersend up with computers, cell phones and other devices that don’tperform with ease or reliability. For example, I recently wasunable to work on the Word documents on the laptop providedby my employer. Then a few weeks later, the same machinefailed to stay turned on for more than a few minutes. I havenever experienced such problems with my personal Appledesktop computer or my iPhone.

Ron Alsop lives and works in New York and was a longtime writer and editor for The WallStreet Journal. He is now a freelance journalist, consultant and public speaker, and theauthor of eight books, including The Trophy Kids Grow Up: How the Millennial GenerationIs Shaking Up the Workplace and The 18 Immutable Laws of Corporate Reputation.

ronald.alsop@gmail.com | www.thetrophykids.com

It’s a widely held view that we are just at the foothills ofhow technology will change our workday and how wewill collaborate and be productive. What do you see asthe critical issues organisations must address to be ableto realise and exploit the advances these technologieswill bring?

Social media offers companies many opportunitiesfor internal collaboration and communication, bothinside and outside the corporation. But there aremany issues yet to be resolved, including howmuch freedom employees have on Facebook,Twitter and other social sites. Some companiesare firing employees for posting comments abouttheir jobs and bosses on such sites, spurring legalactions against them.

There are no easy answers, but companies must,at the very least, develop social media policiesdetailing what is and isn’t allowed. There will stillbe areas of contention, such as some people’sbelief that they can post whatever they want ontheir personal social networks, but at least suchpolicies will clear up some of the confusion.

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A report by Orangebox into the changing workplace Interview with Ron AlsopBoomers & Millennials Office Wars 2012

64

Credits and References

We are all too aware of the profound economic changes that desecrated the world economy from2008. As this report illustrates, changes no less profound are now sweeping through thecontemporary workplace, its people and the technology they use.

At Orangebox, we believe the most challenging and intriguing period lies ahead of us. As stated inthe introduction, we’re entering what we believe will prove to be one of the most interesting andexciting periods in the history of the workplace.

We hope the global insights reported within ‘Boomers & Millennials’ stimulate you to ask yourselfand imagine –

How will ‘work’ be defined in 2017?

Bob Dylan’s “The Times They Are a Changing” originates from nearly half acentury ago. Yet from what we’ve researched and discussed within this report,its sentiment is perhaps more relevant than ever as we pass through the seconddecade of the 21st century.

Credits

Boomers & Millennials was researched and written by Gerard Taylor

Boomers & Millennials’ London workshops were coordinated and chaired by Philip Ross and Unwired

Additional insights: Ron Alsop and Philip Ross

Graphic Design: Russell Warren-Fisher

Copy Editing: Cate Rayson

Copyright

The agenda of this report is to help provide insights into the people and technology reshapingwhere and how we work and to promote a more informed workplace.

To create this report, we have accessed over 100 books, reports, newspapers, magazinearticles and diverse print and digital media. The key sources are attributed, where used.

Where we have used direct quotes, we have sought copyright approval. If we have inadvertentlyused an observation, insight or research data without source attribution, we apologise andwould like to reassure that we have sought to name each source of information used.

Images of mobile phones, computers and iPads used throughout © iStockphoto.

Boomers & Millennials Office Wars 2012

Key References

Accenture

Outlook January 2009 Does Your Company Have an IT Gap?By Gary A Curtis & Kelly Dempski Catherine S Farley

Jumping the Boundaries of Corporate IT 2010By Jeffrey A Francis & Gwen M Harrigan

Outlook June 2010 A workforce of oneBy David Smith & Susan M Cantrell

Navigating the Cloud with Accenture 2011

Business in the Community

Tomorrows Workplace Are You Fit For The Future? October 2008By Norma Jarborn OBE

Cisco

The New Corporate Workplace 2011 White Paper

Comscore

Europe Digital Year in Review February 2011Carmela Aquino & Cathy McCarthy

Deloitte

Gen Y-ers, Baby Boomers & Technology: Worlds Apart 2008By Leah Reynolds

Human Capital Trends 2011

Harvard Business Review

How Gen Y & Boomers Will Reshape Your Agenda July/August 2009By Sylvia Ann Hewlett, Laura Sherbin & Karen Sumberg

The McKinsey Quarterly

Rethinking Knowledge Work February 2011By Thomas H Davenport

Clouds, Big Data and Smart Assets 2010By Jaques Bughin, Michael Chui & James Manyika

Using Technology to Improve Workforce CollaborationBy James Manyika, Kara Sprague & Lareina Yee

Why Baby Boomers Will Need to Work Longer November 2008By Eric D Beinhocker, Diana Farrell & Ezra Greenberg

Serving Ageing Baby Boomers 2007By David Court, Diana Farrell & John E Forsyth

The Future of the Global WorkplaceBy Jeff Joerres

Pew Research

Social Networking Sites and Our Lives 2011

Generations and their Gadgets February 3rd 2011By Kathryn Zickuhr

RainmakerThinking.INC

Managing the Generation Mix 2007By Carolyn Martin and Bruce Tulgan

United Nations Joint Staff Pension Fund

Traditionalists, Baby Boomers, Gen X, Gen Y and Gen Z Working Together

Books

The Trophy Kids Grow Up by Ron Alsop

Alone Together by Sherry Turkle

The Shift by Lynda Gratton

64

Credits and References

We are all too aware of the profound economic changes that desecrated the world economy from2008. As this report illustrates, changes no less profound are now sweeping through thecontemporary workplace, its people and the technology they use.

At Orangebox, we believe the most challenging and intriguing period lies ahead of us. As stated inthe introduction, we’re entering what we believe will prove to be one of the most interesting andexciting periods in the history of the workplace.

We hope the global insights reported within ‘Boomers & Millennials’ stimulate you to ask yourselfand imagine –

How will ‘work’ be defined in 2017?

Bob Dylan’s “The Times They Are a Changing” originates from nearly half acentury ago. Yet from what we’ve researched and discussed within this report,its sentiment is perhaps more relevant than ever as we pass through the seconddecade of the 21st century.

Credits

Boomers & Millennials was researched and written by Gerard Taylor

Boomers & Millennials’ London workshops were coordinated and chaired by Philip Ross and Unwired

Additional insights: Ron Alsop and Philip Ross

Graphic Design: Russell Warren-Fisher

Copy Editing: Cate Rayson

Copyright

The agenda of this report is to help provide insights into the people and technology reshapingwhere and how we work and to promote a more informed workplace.

To create this report, we have accessed over 100 books, reports, newspapers, magazinearticles and diverse print and digital media. The key sources are attributed, where used.

Where we have used direct quotes, we have sought copyright approval. If we have inadvertentlyused an observation, insight or research data without source attribution, we apologise andwould like to reassure that we have sought to name each source of information used.

Images of mobile phones, computers and iPads used throughout © iStockphoto.

Boomers & Millennials Office Wars 2012

Key References

Accenture

Outlook January 2009 Does Your Company Have an IT Gap?By Gary A Curtis & Kelly Dempski Catherine S Farley

Jumping the Boundaries of Corporate IT 2010By Jeffrey A Francis & Gwen M Harrigan

Outlook June 2010 A workforce of oneBy David Smith & Susan M Cantrell

Navigating the Cloud with Accenture 2011

Business in the Community

Tomorrows Workplace Are You Fit For The Future? October 2008By Norma Jarborn OBE

Cisco

The New Corporate Workplace 2011 White Paper

Comscore

Europe Digital Year in Review February 2011Carmela Aquino & Cathy McCarthy

Deloitte

Gen Y-ers, Baby Boomers & Technology: Worlds Apart 2008By Leah Reynolds

Human Capital Trends 2011

Harvard Business Review

How Gen Y & Boomers Will Reshape Your Agenda July/August 2009By Sylvia Ann Hewlett, Laura Sherbin & Karen Sumberg

The McKinsey Quarterly

Rethinking Knowledge Work February 2011By Thomas H Davenport

Clouds, Big Data and Smart Assets 2010By Jaques Bughin, Michael Chui & James Manyika

Using Technology to Improve Workforce CollaborationBy James Manyika, Kara Sprague & Lareina Yee

Why Baby Boomers Will Need to Work Longer November 2008By Eric D Beinhocker, Diana Farrell & Ezra Greenberg

Serving Ageing Baby Boomers 2007By David Court, Diana Farrell & John E Forsyth

The Future of the Global WorkplaceBy Jeff Joerres

Pew Research

Social Networking Sites and Our Lives 2011

Generations and their Gadgets February 3rd 2011By Kathryn Zickuhr

RainmakerThinking.INC

Managing the Generation Mix 2007By Carolyn Martin and Bruce Tulgan

United Nations Joint Staff Pension Fund

Traditionalists, Baby Boomers, Gen X, Gen Y and Gen Z Working Together

Books

The Trophy Kids Grow Up by Ron Alsop

Alone Together by Sherry Turkle

The Shift by Lynda Gratton

Accenture

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