It’shardtomakepredictions…

...especiallyaboutthefuture

Niels BohrDanishPhysicist1865- 1962

• SeniorManager,DigitalCommunications

• Co-FounderIntranetizen.com

• CommunicationConsultanttoHMGovernment

JonathanPhillips

Tomorrow’sWorkplace

• Introductions• People• What Work?• Models of Work• Physical Workplace

© 2016 The Coca-Cola Company. All rights reserved. Coca-Cola is a registered trademark of The Coca-Cola Company.

We are the business behind the bottle

300millionconsumers

2.5billionunitcases

soldannually

13countries

25,000employees

90%ofproductsmadelocally

ListedEuronextAmsterdam,

EuronextLondon,NYSE,SpanishStockExchange

€11billionnetsales

6,200salesforce

1

© 2016 The Coca-Cola Company. All rights reserved. Coca-Cola is a registered trademark of The Coca-Cola Company.

We work hand in hand withThe Coca-Cola Company

B2BCustomerfocus

13countries

25,000employees

Bottlinganddistribution,customermarketing,marketexecutionandinnovation

130,600employees

200countriesworldwide

Consumerfocus

Brandownership,productdevelopmentandinnovation;brandmarketingandadvertising

2

© 2016 The Coca-Cola Company. All rights reserved. Coca-Cola is a registered trademark of The Coca-Cola Company.

PeopleFuturedemographicchangesandtheimpactontheworkplace

People

• Labour shortage• Skills mismatch• Cultural Challenges

• Our health

Theglobalageprofileischanging

• Decreaseinfertility• Decreaseinmortality• Higherlifeexpectancy

Theworkforceisgettingolder

• Accessibility• Stylesofcommunication/collaborationneedtobeconsidered

• Significantageworkplaceagegapsnewnorm.Socialcohesionfocus

• Newnormsonworkhours1

1. http://fortune.com/2016/02/11/retirement-age-2050/

New skillsandlabourmaynotbewherethejobsare

UNDemographicSummary

• Shiftsinthecurrentpopulationrankings• GrowingpopulationinAfrica• Slowerworldpopulationgrowthduetolowerfertilityrates• Ageingpopulationgrowingrapidly• Higherlifeexpectancy• Populationsinmanypartsoftheworldarestillyoung,creatinganopportunityforcountriestocaptureademographicdividend

UN2015WorldPopulationProspects

RainerStrack,BostonConsultingGroup– TheWorkforceCrisisandHowtostartSolvingitnow

Butthiswillleadtoalabour shortage

Skillmixchangesaswork/workplaceevolves

2020Skills1. ComplexProblemSolving(#1nochange)2. CriticalThinking(#4+)3. Creativity(#10+)4. PeopleManagement(#3- )5. CoordinatingwithOthers(#2- )6. EmotionalIntelligence(new)7. Judgmentanddecisionmaking(#8+)8. ServiceOrientation(#7- )9. Negotiation(#5- )10. CognitiveFlexibility(new)

Source:FutureofJobsReport,WorldEconomicForum

CultureofWork

• Workplacecohesion,collaboration andcommunication

• Newwaysofworking• Retaining staff• Cultural awareness• Trainingandretraining• Relationshipswithlinemanagersandpeers

• Being appreciated• Worklifebalance

GlobalWorkforceCrisis=Labour Shortage+SkillsMismatch+CulturalChallenge

RainerStrack,BostonConsultingGroup– TheWorkforceCrisisandHowtostartSolvingitnow

GlobalWorkforceCrisis

HealthandWellbeing

TacklingObesities:FutureChoices–ModellingFutureTrendsinObesityandtheImpactonHealth

Ourhealthmatters

ToemployersTous• Flujabs• Healthinsurance• Gymmemberships

SPHERESensorPlatformforHEalthcare inaResidentialEnvironment

• OneBristolhouse(nextstep,100!)packedwithsensorstomeasurehowwelive• Characterise thesedentarybehaviour thatislinkedtosomanyconditions• Detectcorrelationsbetweenfactorssuchasdietandsleep• Measurechangesinmovement,posture andpatternsofmovementovermonths.• Analyse eatingbehaviour• Detectperiodsofdepressionoranxietyandinterveneusingacomputerbasedtherapy

© 2016 The Coca-Cola Company. All rights reserved. Coca-Cola is a registered trademark of The Coca-Cola Company.

WhatWork?

WhatWork?

• The Fourth Industrial Revolution• What will we do?

TheIndustrialRevolutions

1760- 1840 1840- 1870 1950s- Now-

Source:Christoph Roser,allaboutlean.com

CharacteristicsoftheFourthIndustrialRevolution

Theabilityofmachines,devices,sensors,andpeople

toconnectandcommunicatewitheachotherviatheInternetof

Things(IoT)ortheInternetofPeople(IoP)

Theabilityofcyberphysicalsystemstomakedecisionsontheirownandtoperformtheirtasksasautonomousas

possible.Onlyincaseofexceptions,interferences,orconflictinggoals,tasksaredelegatedtoahigherlevel

Theabilityofinformationsystemstocreateavirtual

copyofthephysicalworldbyenrichingdigitalplant

modelswithsensordata.Thisrequirestheaggregationofrawsensordatatohigher-valuecontextinformation

First,theabilityofassistancesystemstosupporthumansbyaggregatingand

visualizinginformationcomprehensiblyformakinginformeddecisionsandsolvingurgentproblemsonshortnotice.Second,theabilityofcyber

physicalsystemstophysicallysupporthumansbyconductingarangeoftasksthatareunpleasant,tooexhausting,orunsafefortheirhumanco-workers

InteroperabilityInformationTransparency

TechnicalAssistance

DecentralisedDecisions

Theabilityofmachines,devices,sensors,andpeople

toconnectandcommunicatewitheachotherviatheInternetof

Things(IoT)ortheInternetofPeople(IoP)

Theabilityofcyberphysicalsystemstomakedecisionsontheirownandtoperformtheirtasksasautonomousas

possible.Onlyincaseofexceptions,interferences,orconflictinggoals,tasksaredelegatedtoahigherlevel

Theabilityofinformationsystemstocreateavirtual

copyofthephysicalworldbyenrichingdigitalplant

modelswithsensordata.Thisrequirestheaggregationofrawsensordatatohigher-valuecontextinformation

First,theabilityofassistancesystemstosupporthumansbyaggregatingand

visualizinginformationcomprehensiblyformakinginformeddecisionsandsolvingurgentproblemsonshortnotice.Second,theabilityofcyber

physicalsystemstophysicallysupporthumansbyconductingarangeoftasksthatareunpleasant,tooexhausting,orunsafefortheirhumanco-workers

Thereasonit'sdifferentis

that,justinthepastfew

years,ourmachineshave

starteddemonstrating

skillstheyhavenever,ever

hadbefore:understanding,

speaking,hearing,seeing,

answering,writing,and

they'restillacquiringnew

skills AndrewMcAfee,MIT

Customer CollaborationProduct Organisation

ImpactsofIndustry4.0

Customersaretheepicentre oftheneweconomy.Data-ledcustomerexperiencedrivingvalue,sales,

emotion

Innovationanddisruptionrequiressuper-chargedcollaboration

ProductivityUpCostsDownQualityUp

CultureManagement

Talent

Theimpactisalreadyhere

DemographicandSocio-Economic Technological

Source:FutureofJobsReport,WorldEconomicForum

Whatwillwedo?

• Jobsthatmachinesdopoorly

• Programming

• Systems,Processes

• Mathematics

• Management

ModelsofWork

NatureofWork

• New models of work• Practical considerations for work

”Likethemovie studios”

Hollywood"Noone’stheboss;everyone’s

theboss"

Holacracy"Doonetaskincrediblywell.

Repeat."

Microwork

"Thespacebetweensupplyanddemand"

Platform"Makingtheglobalworldwork

inourfavour"

Displacement

• WithEUWorkingTimeDirective(orsimply,dutyofcare),whataboutthenumberofhoursanemployeeworks?

• Shouldweconcernourselveswiththetimeofdayanemployeeworksorsimply,carethattheygetthejobdone?

• Areyourbusinessesreadyfornewwaysofworking?

PracticalQuestions

© 2016 The Coca-Cola Company. All rights reserved. Coca-Cola is a registered trademark of The Coca-Cola Company.

PhysicalWorkplace

Threeworkplacemodels

• Proximal working• Remote working• Tele-commuting

Theofficeischangingshape

DiagramafterGensler http://www.archdaily.com/297629/gensler-to-envision-the-office-building-of-the-future/shoutingbyElenaRimeikaite fromtheNounProject

1970:Genericofficefloor2010:Companysizedunchangedbutmorepeopleworkingremotelysorequiringlessspace

2020:Hyper-compressed,ultramobileworkforce

Driversforchange

1. Increasedm2 costs2. Flexibilityinarchitectureandfurniture3. Newdemandsofmillennialworkers

Whereandhow…

Geographicalconsiderations HackProjectsorNew?

• Yournextofficemaynotbewhereyourcompanyislocated• Yournextofficemaynotbenew

Source:HackedOffices– FutureofWorkplacedesign

ModernOfficesdon’thelpworkAverageproductiveminutesperpersonperdaylost

Tryingtodosolowork Tryingtointeract

12 12 14 6 5 87 7

Distractedbypop-ins

Distractedbynoise

Waitingforfeedback

Lookingforpeople

Gettingmeetingsstarted

Coordinatingmeetings

Walkingtomeetings

Waitingforlatecomers

Source:DEGWTheworkplace’simpactontimeuseandtimeloss

“[Openplan]isidealforatradingfloorbutdevelopersneedtoconcentrate.Themorethingsyoucankeepinyourbrainatonce,thefasteryoucancode,byordersofmagnitude.”

JoelSpolsky,CEOStackOverflowhttp://qz.com/806583/programmers-hate-open-floor-plans/

1. Themoreyoucanblockoutdistractions,thebetteryouareatproductiveworkinginanopenplanoffice

2. Themoreyoumulti-task,theworseyoubecomeatblockingdistractions

3. Whenhabitualmulti-taskers areinterruptedbyacolleague,ittakesthemlongertosettlebackintowhattheyweredoing

4. Whenoursensesbecomeoverloaded,itrequiresmoreworktoachieveagivenresult

Workinginaopen-planoffice

Source:Cognitivecontrolinmediamulti-taskers

• Thehomeofficewillincreaseinpopularity

• Commercialofficespaceisexpensive• Itcanbehardtofocusinsuchspaces• Homeofficesareclosertothecustomer/field/problem

• Forsomenewworkmethods,it’stheonlywaytowork

• Employeeswillneedassistanceincreatingpractical,healthy,legalworkspaces

• Isyourbusinessreadytosupportthisasthenewnorm?

RemoteWorkers

• Growthinpopulationswithlabour andskillsarenotnecessarilywherebusinessesarebased

• Everycompanyisaglobalcompany.Employeescanbeanywhere• Managementprocesseswillneedtoflex– nomorephysicaleye-to-eyecontact

• Doesyourbusinesssupportthis?

Telecommuters

Aswemoveintothefuture,culturewillbethegluethattiesemployeestogether.

AnitaVandeVelde

• Theworkforcewillchangesignificantly

• TheFourthIndustrialRevolutionwilldrivechangestowhatwedo

• The9-5workingdayisdying

• Workisaverb,notaplace.We’llbeworkingeverywhere

SummaryPoints

Thank you!