THE FUTURE OF WORK

IN THE INFORMATION AGE

10 KEY TRENDS TO WATCH IN 2016

AND BEYOND

01

TECH &
INNOVATION

AUTOMATION

05

EMPLOYEE
STRENGTH

INFORMATION
MANAGEMENT

02

03

INTELLIGENT
ASSISTANTS

06

07

NEW
WORK-LIFE
BALANCE

GIG
ECONOMY

INFORMATION
MANAGEMENT

VIRTUAL
REALITY

08

EVOLUTION OF
INTERNAL
COMMS

04

WEARABLES

GENERATIONAL
SHIFT

09

THE NEW
CIO

10

CYBER
SECURITY

FOREWORD
Productivity, innovation and collaboration these are the essential foundations needed for an organisation to succeed, and survive, in the
market of the future.
The combined influence of new technologies, new generations with their refreshing attitudes to more traditional workplace ways, and an
abundance of data on our behaviour has, and continues to shape and reimagine the way we work and live.
Just 15 years ago, a future where executives accessed the latest company information on their phone, collaborated with colleagues
without leaving their desk, and held meetings with staff in other continents with video conferencing, would have seemed radical.
Today, these behaviours are the norm. Today, these changes are only the beginning.
To help prepare for the next phase, weve examined ten key trends in workplace culture and outlined how they can help you and your team
in the years to come.
Jack & Lloyd
Skim.it co-founders

TECH & INNOVATION

01-04

TECH &
INNOVATION

AUTOMATION

AUTOMATION
A perfect storm of technological innovations have combined to
accelerate a shift towards automation in the workplace.

Ever-increasing computer processing power and

decreasing cost of data storage

Advances and investment in Artificial Intelligence.

Illustrated by figure 1.

The Internet of Things

Improved Big Data analysis, largely due to developments

in Machine Learning

The coming together of what were until recently isolated

technologies mean we now stand on the verge of an
unprecedented revolution that will transform business operations.

$300million
250
Funding

01

Total venture capital money for pure AI startups, by year

200
150
100
50
0

2010

2011

2012

2013

2014

Year
Figure 1. Startup Investment

Data:CB Insights

AUTOMATION

Displacement of workers from automation is

already happening and about to get much worse.

Ad Materials

Argument 2:
3D Printing

Energy Storage

Genomics

Advanced Vehicles

Advanced Robotics

Cloud

Argument 1:

Internet of Things

Automation of knowledge work

Mobile

The arrival of AI powered automation in the workplace is

inevitable. However, just how it will impact the employment
landscape of the future is the source of much debate.

Fig.2 Disruptive
Technologies

Knowledge work automation will be the most

significant disruptive technology to influence the
world over the next 10 years, second only to the
addition of 2 3 billion new mobile internet
users by 2025.

McKinsey & Company 2015

Advances in automation will change jobs, but

won't reduce them.

Pew Research Centre, 2014

When examined in isolation, any technological advance can be

either positive or negative for employment. The outcome ultimately
depends upon the social and political apparatus within which the
technology operates.
Given the above and the absence of a definitive view on the
pace of transformation in the workplace resulting from
automation, it is advisable that, at this point, a short term view of
its impact should be taken. Therefore over the next ten to 15
years focus will likely be on the automation of tasks rather than
entire jobs.

AUTOMATION

AUTOMATION

Examples
Automation of tasks can empower employees, teams and
organisations, eliminating tedious and time-consuming
jobs, driving increases in productivity the likes of which
the business world has never before seen.

Consider the common issue of arranging meetings. A great

deal of time is wasted sending email messages back-and-forth
trying to arrange a date, time and place that works for all parties
involved.
Instead, automation tools such as X.AI and Clara Labs, when
copied into any email, use AI to understand your availability
and preferences to then schedule meetings on your behalf.
All you have to do is turn up!
Identifying leads, sending prospective emails, sending follow up
emails, arranging meetings and gathering info on the prospect.
Recognise this process? Correct it's sales. Another area ripe
for automation.

Many ground breaking companies are using AI powered

automation specifically Machine Learning to revolutionize
their use of data. AI can extract patterns and relationships from
huge volumes of data, providing data scientists with the
knowledge of where to focus their work.

Humans can typically create one or two (data

analysis) models a week; machine learning can
now create thousands of models a week

Thomas H Davenport, 2014

Author of Big Data@Work and Senior Advisor to Deloitte

AUTOMATION

KEY TAKEAWAYS

Intelligent automation isnt an option, its mandatory. The question is

whether you have the capabilities to not just use it, but also implement it
across every aspect of your organisation and maximise the benefits.

Accenture, 2015

Begin identifying the areas and processes where investment in automation would be beneficial,
eg. labour-intensive processes, repetitive mundane tasks, or data-heavy applications.

Keep an eye on the speed and direction automation is taking across industries.

Develop a plan to build, buy and/or support your automation capabilities.

Continually build understanding on the implications automation could have on your employees
specifically for their skill development. A 'people first' approach is key to automation success.

INTELLIGENT ASSISTANTS

02

INTELLIGENT
ASSISTANTS
An intelligent assistant, IA, will notify you of the need to leave
for your morning meeting (accessing your calendar, GPS, and
traffic info). On your way the IA will serve you the agenda, along
with the latest content/news relevant to your meeting. During the
meeting any important voicemails you receive will be transcribed
by the IA into text to be read on your device.
During your meeting the IA would have also scheduled further
meetings, and notified your colleagues of your imminent
return. When back in the office your IA updates you on
progress, important company news, and who's available in
the workplace to collaborate with.

While the daily workflow described on the left is not yet mainstream,
it is very much in development.

[IPsofts Amelia], a virtual service-desk employee

that learns on the job and can reply to email,
answer phone calls and hold conversations, is
being tested by several multinationals.

The Economist, 2015

INTELLIGENT ASSISTANTS

INTELLIGENT ASSISTANTS

The development of IAs in the consumer world is very much in

full swing. Apple has Siri, Microsoft has Cortana, Google has
Google Now, and Facebook has Facebook M.
The IA race is the one that all of the big tech players are trying
to win.

Why is this race so important?

Well, because the big players are betting on the ultimate version of
an IA being the sole way we all interact with the digital world.

62%

Gone will be standalone apps and web pages; instead everything

will be connected Internet of Everything and plug-in to a single
interface - the IA.

Of UK smart phone users say they

are ready to integrate IAs into
their everyday work lives
Intel 2015

INTELLIGENT ASSISTANTS

KEY TAKEAWAYS
We're not quite in the world of I,Robot just yet. However IAs look
set to be the future of intelligent automation.

IAs will take the form of sophisticated decision aware

software that will sit on our smart devices.

Mark Armstrong, 2015

VP Progress Software

Therefore, based on a user's smart device interactions, along

with an ecosystem of complex data sets, the IA will learn how
to provide a personalised information experience; one that
anticipates employees needs, delivering information and
services when they need it, wherever they are. And doing so
seamlessly without instruction or obtrusion across all of their
devices.
While the big tech players are trying to win the IA race, it is a
race that has got many years left to run.
The race enterprises should be trying to win is the race to figure
out how to best manage and integrate large complex data sets,
to ultimately create autonomous decision engines. Innovation
and competitiveness are at risk for those who simply wait for the
arrival of an all-encompassing enterprise IA.

VIRTUAL REALITY

03

KEY TAKEAWAYS

VIRTUAL REALITY

The feeling of being in a relevant location amongst colleagues will

improve the connectedness and engagement of remote workers
helping to take virtual working and collaboration to the next level.

Virtual Reality (VR) technologies, such as Oculus Rift, blend the

physical world with the virtual. So much so that users become
immersed in an environment that feels real. It is a technology
that offers huge opportunities in the workplace.

Immersive technologies therefore appear to be the next logical

step on from current workplace mobility. Particularly so given
Mark Zuckerberg (who acquired Oculus Rift for $2bn) is a fan.

Examples of the use of VR in the workplace include:

Teleportation/VR conference calls: VR will allow people, who
could be thousands of miles apart, to inhabit the same virtual
environment together. Also, developments in mapping users
facial expressions onto human avatars looks set to create more
convincing virtual social interactions.
Training: Virtual situations could be created that are more
engaging and cost effective. Dangerous environments could
be replicated for employees to develop their skills within; and
access to teachers and conferences, for multiple workers,
would be possible.
Data: VR could deliver data that you can visualise and
manipulate in 3D, with co-workers from around the world
improving collaboration, efficiency and innovation.

Immersive virtual and augmented reality will become a part

of peoples everyday life.
Mark Zuckerberg, 2015

WEARABLES

04

WEARABLES

KEY TAKEAWAYS
Smart glasses eg Glass at Work; which is Google Glass for
the enterprise allow users to interact with or record information
hands-free, offering clear safety and productivity benefits.

Organisations should start identifying the tasks and processes that

require brief employee interactions or could be improved if the
employees were hands free.

Smart Watches eg Apple Watch allow for improved

filtering of information. An employee can ensure they only
receive notifications when the information really concerns them
and with a single glance can make decisions and take actions
in a seamless, unobtrusive manner. Tracking project progress,
receiving key updates from their community, or getting the
latest sales figures, just some of the features leading smart
watch apps, such as SalesForce are focussing on.

Avoid creating apps just for the sake of it. An app must help to
increase employee engagement, productivity, or operational
efficiency.

Trackers allow organisations to monitor employee activity,

whether for wellness, location or security.

Organisations need to begin planning for the end-user demand of

wearables in the workplace.

94% of professionals that own or plan to purchase a

wearable device want to use it for work

Mobile Iron, 2015

05-07

GENERATIONAL
SHIFT

EMPLOYEE STRENGTH

05

EMPLOYEE STRENGTH
In KPMG's Global 2014 HR Centre of Excellence Survey, the
majority of respondents agreed that there is a new war for talent,
and this war is different from those of the past.

Respondents to the survey also stated that the most-often named

root cause of talent and skills shortages is generational:
Newer generations are less interested in traditional roles and see
themselves as free agents (trend 6).
The scarcity of people with skills required for emerging roles
is perceived as the most critical market shortage.

The millennial generation, born between 1980 and

2000 now entering employment in vast numbers, will
shape the world of work for years to come. Attracting
the best of these millennial workers is critical to the
future of your business. Their career aspirations,
attitudes about work, and knowledge of new
technologies will define the culture of the 21st
centuryworkplace.
Millennials at work reshaping the workplace
PWC, 2012

EMPLOYEE STRENGTH

Employees are also displaying signs of strength from within

the organisation.

Knowledge workers (KWs) have been largely responsible for

driving the digital transformation of the workplace, to satisfy their
need for improving collaboration, innovation and mobility,
ultimately to access and manage information better, so they can
do their job more productively.

Cisco, 2013

KWs desire to share information freely within an organisation has

also forced many organisations to do away with traditional
command and control hierarchical structures, resulting with
many organisations now operating flat, open structures.

Way back in 1992, in an Essay for Harvard Business Review, Peter

Drucker declared that:

Increasing the productivity of knowledge workers

was the most important contribution management
needs to make in the 21st century.

Yet, more than 20 years later, it can be said that management has
played a very small role in helping increase the productivity of KWs.
KWs' strength alone has been the biggest driver of change.

EMPLOYEE STRENGTH

Employees continue to be the most credible and

highly trusted sources of company information




Edelman, 2015

Organisations can also use the strength of employees to their

own advantage by investing more heavily in employee
advocacy programs.
Employee advocacy programs allow organisations to take
advantage of their employees' own networks, allowing company
content to reach a larger audience with a greater influence.
However, the days of organisations simply telling employees to
share a certain piece of content, to best shape the public views
of the company, look to be over.
Employees will become a lot more involved in the process, by not
only identifying the types of content they and other employees
should be sharing, but by also creating their own content for the
organisation to share too.
It means both the employee and the organisation will be
advocating for each other. A win-win situation.
Not only does this help to create an authentic view of the
organisation, but it helps build the brand of each employee
something that is important for workers in the gig economy
(trend 6).

EMPLOYEE STRENGTH

KEY TAKEAWAYS

In order to attract and recruit top talent, organisations will need to

strengthen their employer brand focussing on the values which
align with those of potential employees, such as flexibility, career
progression and innovative workplace technologies.
Furthermore, organisations must cultivate the right culture, and
focus on the practice of employee engagement, in order to
maximise the ability and productivity of each employee and to
keep them for as long as possible.
Organisations need to better support the needs of knowledge
workers by making it easier for them to access information from
all areas of the organisation. Otherwise, innovation and business
success are jeopardised.
Employee advocacy needs to evolve, whereby employees are not
just the sharers but the creators of content too.

06

THE GIG
ECONOMY

THE GIG ECONOMY

The UK freelancers association IPSE

said that at the end of 2014 there
were 1.88m independent professionals
working in the UK, a 35 per cent jump
from 2008.

Financial Times, 2015

New generations will continue to drive the gig economy. These groups
are motivated by having a sense of purpose and achieving work/life
balance, something that they believe being their own boss allows them
to achieve.
They are also very open to jumping from job to job. The new generations
absence of loyalty can be seen in figure.3 below, with 44% not
expecting to stay in a job for longer than two years, and only 16% of
millennials expecting to still be in the same job a decade from now.
Therefore even permanent jobs can be viewed as gigs.

Figure 3. Percentage
who expect to leave in
the next:

The 2016 Deloitte Millennial Survey

THE GIG ECONOMY

Entrepreen

The gig economy is also being fuelled by technology platforms, such as

Upwork and Profinder that allow freelancers and employers to more easily
connect with one another.
Rich collaborative tools such as Slack, and productivity apps such as Trello
are also making it far easier for freelancers to work remotely and
collaboratively with organisations.

Although not all of the UKs self

employed and micro businesses
will require coworking space, these
groups incorporate millions of
people and the scale of their growth
means manyof them will contribute
to future demand for moreflexible
working environments.

The Coworking Revolution, 2015

Coworking spaces and work friendly

coffee shops have also assisted the gig
economy.

But... the gig economy offers organisations big benefits too.

Organisations can be more agile and flexible, allowing them to boost or cut their
staffing levels in accordance with changing demand. Simply, talent is moving from
a fixed cost to a variable cost.
Also a greater pool of talent, and availability of in-demand skills means specialist
skills can be accessed and brought in for short-term projects easily and cost
effectively.

THE GIG ECONOMY

Even full time employees are looking to satisfy their need for gig
work, by undertaking projects at work that are outside of their
daily duties known as intrapreneurship:

Intrapreneurship provides the platform on which

innovation can be built and developed
achieved through the idea of employees acting
like entrepreneurs INSIDE of a large organisation.

Deloitte Digital, 2015

While entrepreneurs create and start businesses, intrapreneurs

build, grow and sustain businesses. Intrapreneurs can help large
organisations keep up with the fast pace of new market
opportunities, by adopting a startup mentality.
Yet amazingly, many large organisations still fail to recognise the
importance of intrapreneurship, instead simply letting it go quietly
unnoticed behind the scenes, without any structure in place to
support it.
Consequently this corporate way of doing things means many
innovative, entrepreneurial employees are left feeling frustrated.
As a result, top talent is leaving large organisations to either work
on their own projects or to join start-ups.

Building an intraprenuerial culture in 2016 is vital, for two key

reasons:
1. Innovation is now the most important factor for business growth
and success. Intrapreneurs are those who drive innovation within
an organisation.

2. Organisations risk not only losing top innovative talent, but failing
to attract it too.

THE GIG ECONOMY

KEY TAKEAWAYS

Organisations must attract freelancers in order to compete.

Organisations not only need to make themselves more attractive
to freelance talent, but they need to ensure that they have the
right tools and processes in place to efficiently manage the new
freelance ways of working.
A long-standing bargain made between employees and
employers is how:

Employees gave loyalty and the

organisation gave security

Daniel Pink,
What motivates us at work, 2012

Its an arrangement that perhaps looks set to be absent from the

future of work, as freelancing looks set to increase in popularity
for individuals and organisations alike.

07

NEW
WORK-LIFE
BALANCE

There was a time when the boundaries between work and home life
were pretty clear. Today, keeping the two completely separate in
order to maintain a clear work-life balance is not easy. For most, it's
almost impossible.
Instead of fighting for the separation, Stewart Friedman (The former
head of Ford Motors Leadership Development Centre) believes
everyone should:

Integrate the different parts of their lives to

reinforce and enhance each other

KEY TAKEAWAYS
The future of the working world is not striving for work-life balance.
Instead, integrating work into your life, and life into your work, is
the answer.
Todays organisations need to give their employees the ability to
work where, when, and how they want. Doing so will not only give
employees greater personal satisfaction, but also yield higher levels
of productivity too.
Work-life balance is out, work-life integration is in.

08-10

INFORMATION
MANAGEMENT

08

EVOLUTION OF
INTERNAL COMMS

We are witnessing the rebirth of internal communications.

Moving from purely the communicating of internal
information to shaping the digital experience of work.

Digital Workplace Group, 2015

The arrival of new generations and new technologies into the workplace
is changing the way everyone works with each other. And it is falling upon
the IC function to act as the support structure for many of the
organisations new working requirements.
In short, IC functions will be those responsible for facilitating all of the
different types of digital interactions and conversations in the workplace.
Based around three key areas.

EVOLUTION OF INTERNAL COMMS

1. Collaboration
IC will help employees, managers and teams to improve the way they work
together, by educating and training them on the best and most appropriate
digital collaboration tools. Vital because:

Improved communication and collaboration through new

social technologies could raise the productivity of
interaction workers by 20 to 25 percent.

McKinsey Global Institute

One such new technology is Slack; an internal messaging app that has
already earned the title of the 'fastest growing app ever' (Forbes, 2015).
Social networking and instant messaging apps are becoming the
communication channel of choice due to the way they better replicate
natural in the moment conversations, and provide a level of collaboration
(sharing/retrieval of knowledge) that email simply cant match proving to be
the complete antithesis to email.

160

Average number of emails sent by one worker in

one day

2-4 hours

Time spent on email each work day by the

average employee

The Grossman Group, 2012

EVOLUTION OF INTERNAL COMMS

2. Information management
IC will continue to create and distribute content, but the way in
which they do so will be transformed.
Gone will be the days of static Intranets that act as dumping
grounds for information destined to never be read. Instead the
intranet will be revitalised and IC will take advantage of the new
digital channels to repurpose content accordingly providing
employees with the opportunity to filter information relevant to
them, much like they do in the consumer world when using social
networking platforms.
As touched upon within trend 5 employee strength
organisations need to motivate employees to create their own
content to be shared in and outside of the workplace and IC will
be responsible for facilitating this process.

The Intranet is set to become the front door into

the wider digital workplace

Paul Miller, 2015

EVOLUTION OF INTERNAL COMMS

3. Data analysis
IC will be required to look beyond surveys and questionnaires
when collecting employee data. Instead focus will be on capturing
the vast array of valuable data that can be found in digital
communications, such as within employee communities on social
networks. This data can more effectively identify the issues that
employees are citing as being detrimental or beneficial to
engagement.
Data analysis can also identify the influencers who can help
amplify campaign communications.
Identification of those with specific knowledge and expertise
is also crucial in helping to nurture a 'learning organisation'
helping to connect employees with the knowledge and information
they need.
Crucially, IC will need to measure the success of IC programs and
initiatives, to show leadership how IC is helping to achieve
business goals.

Properly designed and managed social media tools

have great potential to harness the experiential
dimension of the workplace to deliver relevant learning
experiences that reflect both proven expertise within a
function or industry and timely access to an
organisations best thinking, wherever it might be.

Accenture Skills Gap Study, 2015

EVOLUTION OF INTERNAL COMMS

KEY TAKEAWAYS
Organisations should undertake an internal communications audit, to
reveal the effectiveness of their current IC function, and also to identify
the tools employees may be using that the IC function is not.
Measure, measure, measure. Data is crucial for identifying best
performing content, channels and employees. And for proving to
leadership the effectiveness of the IC function.
IC needs to support the development of community and connection within
the organisation. Facilitate conversation between employees at every level
and in every part of the organisation, increase learning and information
gathering, and gather business intelligence.

09

Figure.4 The activities CIOs would like to spend more time on in the
next three to five years.

THE NEW CIO

Identifying opportunities for competitive differentiation

46% of CIOs now report to the CEO,

highlighting the increasingly strategic role
that IT plays in the corporate world.

The state of the CIO, 2016

Digital transformation is a priority for all organisations, with

success being:

51%

Driving business innovation

highly dependent on a close and effective

working relationship between the IT organisation
and the lines of business

IDC, 2015.
Therefore CIOs will take responsibilty for the digital
transformation, and in doing so will occupy one of the most
crucial roles in the organisation.

Developing and refining business strategy

Leading change efforts
Developing new go-to-market strategies and tech

41%
37%

35%

33%

The state of the CIO, 2016

THE NEW CIO

As was shown in figure.4, CIOs want to move away from managing and maintaining
technology, so that they can free up their time to focus on higher-level strategic work.
To do so, organisations will place more technology in the hands of managed service
providers brought in via the cloud.
Service providers will enable Enterprise IT to become more agile, allowing them to keep up
to date with business innovation, as they will be free from costly legacy systems crucial
not just for achieving competitive advantage, but for survival.
Integration of the services across the business will be an important element of the CIO role.
The service of IT in an organisation will move from that of being a provider to that of
integrator which has lead many to suggest the CIO should now be the:

Chief Integration Officer

Deloitte University Press 2015

THE NEW CIO

KEY TAKEAWAYS

Successful CIOs will be those who empower, strategise, facilitate

and integrate. Rather than sticking with their traditional approach of
provide and control, CIOs will become the enablers of innovation
across the organisation.
CIOs, by working closely with lines of business, should be those
responsible for:

Identifying the parts of business that could be transformed

by technology

Keeping abreast of emerging technologies that could

accelerate digital transformation

Managing implementation of the new digital technologies

10

CYBER
SECURITY
New technologies entering the workplace, often brought in by
employees, offer huge business benefits, such as increases
in productivity and mobility. But, for organisations, these can also
represent a considerable security risk.
IT departments, software and hardware companies are of course
giving great attention to solving security problems. Mobile Device
Management (MDM) is one such area helping to minimise the
security issues that can arise from BYOD.
But, somewhat frustratingly for IT security, is the fact that human
errors are still the number one cause of data breaches
(CompTIAs Trends in Information Security). Lost devices, weak
passwords, a lack of digital understanding and a general
carelessness, are cited as some of the key reasons.

KEY TAKEAWAYS
Organisations need to invest in creating a security conscious
culture. Security should be ingrained into every aspect of working
life. Cyber security education and training will be crucial in 2016.
Furthermore, organisations need to stay up to date on the latest
innovations in security. Focussing on Wearables (trend 4) and
other advanced mobile authentication technologies; eg facial
recognition, fingerprint sensors.

CONCLUSION
We stand on the verge of the Fourth Industrial Revolution,
where only those organisations who build strong capabilities
in automation, engaging a new generation of workers, and
managing information effectively, will survive.
Organisations need to act now by making short and long term
plans to build the capabilities needed to capture the
competitive advantages that are available in the future of work.
One last parting piece of advice: 'people first.' That is the
approach that all organisations should take when planning for
the future.
Cheers
Jack & Lloyd

ABOUT SKIM.IT
Skim.it is a digital tool that allows you to share and manage
information more efficiently. Born out of a frustration of wasting time
when sharing links and repurposing content.
We use machine learning to transform digital content into a
digestible format that is easier to share and consume on all devices.
To find out even more, and to try Skim.it for yourself, please visit
www.skim.it.

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