The Digital Economy – a term first coined by Don Tapscott in 1994 – is not easy to define or measure. At one end, it is limited to the production and consumption of digital goods and services. On the other end, according to the European Parliament, “The digital economy is increasingly interwoven with the physical or offline economy making it more and more difficult to clearly delineate the digital economy“. We are, however, witnessing the Digital Economy transitioning to an economy that is digital.
Given the pervasiveness of the Digital Economy, its future will be determined by the complex interplay of several trends. Some of the trends that illustrate the future trajectory of the Digital Economy are:
We will see AI becoming ubiquitous as it is leveraged in every sector and sphere of activity. According to one estimate, AI is estimated to contribute USD 15.7 trillion to the global economy by 2030, which is more than the current GDP of China and India combined! We are also likely to see rapid progress in technologies related to Extended Reality (XR) in the coming years. COVID-19 is accelerating this trend, as we can see from the offerings of companies like Spatial and MeetinVR that facilitate virtual business meetings. The analog world’s rendering into its digital twin will see us moving towards a metaverse – a virtual shared space imagined in Neal Stephenson’s novel Snowcrash. Some of the biggest names in the tech industry – Apple (Apple glass), Facebook (Oculus), Sony (Playstation) – are assiduously working towards this direction.
Given the importance of telecom infrastructure to the Digital Economy, 5G networks are being rolled out in countries worldwide (Figure 1). However, even as 5G is being deployed, the buzz around 6G is getting louder. 6G may transmit data 100 times faster than 5G and may see deployment by 2030 given the decadal cycles for telecom: 1G in the 80s, 2G in the 90s, 3G in the decade following 2000, 4G in the decade starting 2010, and 5G beginning in the 2020s.
The availability of high bandwidth, low latency networks could lead to newer applications and further breakthroughs in innovative technologies.
The Future of Work
With the rapid growth in automation and AI, we are likely to see significant labour market disruptions. Moreover, COVID-19 has been a watershed for the global economy – its impacts will continue to be felt for many years to come. According to the International Labor Organization, 495 million full-time jobs were lost in the first two quarters of 2020 due to COVID-19. Lower and middle-income countries have suffered the most, with an estimated 23.3% drop in working hours – equivalent to 240 million jobs.
A recent report from the World Economic Forum estimates that by 2025, 85 million jobs may be displaced due to automation and AI, while 97 million new roles may emerge. We will see significant changes and turbulence in labour markets across multiple industries and geographies in the years ahead. If we look at how the top ten skills required by the top 10 US companies have been changing over time, we get an indication of the Future of Work. Companies are more focused on “soft” skills, that are not easily addressed by AI & Automation.
We are also likely to see a shift from humans adapting to technology to technologies adapting to humans. For example, the acceleration in digital twins combined with advancements in XR could allow unskilled workers to do skilled jobs. AR could guide a worker to repair a piece of mechanical equipment without long years of previous training. Similarly, the emergence of ‘Low Code No Code’ (LCNC) applications will allow ordinary individuals to do tasks that previously required specialised training.
Scientists have long focused our attention to limit the carbon dioxide in the atmosphere to 450 parts per million to avoid catastrophic climate change. In 2016, the World Meteorological Organization reported this concentration had crossed 400 parts per million, leaving us with a shorter runway to prevent calamitous climate change. We are, therefore, likely to see increased efforts to tackle climate change in the decade ahead.
Digital technologies can impact the global climate agenda in multiple ways: smart grids, smart buildings, smart appliances, intelligent transport systems, shared mobility, and 3D printing, to name a few. Digital technologies will also allow new sources of renewable energy to be tapped. For example, the molten core of the earth is over 6,000°C. “Just 0.1% of the heat content of Earth could supply humanity’s total energy needs for 2 million years,” according to AltaRock Energy. Advances in the use of digital technologies that allow for precise directional drilling will allow for advanced geothermal systems to be established as reliable power sources.
Tech bloggers like Doc Searls and Stephen Lewis had begun to theorise about a Splinternet as early as 2008. There was a danger of governments carving the world into geopolitical blocks and creating technology barriers. China’s Great Firewall and the US’s recent responses under the Trump administration are likely to hurtle us in the direction of a fractured internet. We may end up with the US dominating the western internet and China dominating a competing block of countries. The Digital Economy’s evolution would fracture into different camps, making it very different from what it is today.
The most valuable companies in the world today are in tech. Seven of the top ten companies in the world by market cap in 2020 are tech companies.
The recent investigation into competition in digital markets undertaken by the US House Judiciary Committee observed: “Over the past decade, the digital economy has become highly concentrated and prone to monopolisation. Several markets investigated by the Subcommittee – such as social networking, general online search, and online advertising – are dominated by just one or two firms. The companies investigated by the Subcommittee – Amazon, Apple, Facebook, and Google – have captured control over key channels of distribution and have come to function as gatekeepers. Just a decade into the future, 30% of the world’s gross economic output may lie with these firms, and just a handful of others.“
The call for the regulation of big tech will gain momentum in the coming years. The European Union is likely to lead here, just the way just it did in the case of its General Data Protection Regulation.
Governments will also require data monopolies to share data. China mandates its automakers to share data generated by electric vehicles with a government research institute. This data is essential for public safety and planning battery-recharging stations. The Australian Government promotes the concept of sharing “designated datasets” that could include data held by the private sector that has significant community benefits. Similarly, France’s Law for a Digital Republic requires the sharing data by certain categories of the private sector. Such blurring of boundaries between public and private data will become more important.
We will also see the growing importance of data trusts. These are structures where data is placed in the custody of a “Board of Trustees” who have a fiduciary responsibility to look after the interests of data owners. Such data trusts might give individuals better control over their data.
Every aspect of the economy is being digitalised today. In the next decade we are likely to witness foundational shifts in how the Digital or Data Economy is structured. It will also see increasing risks as cyber threats grow exponentially from cybercriminals and state actors. That the world in 2030 will be very different from today is obvious. We may, however, be surprised by the extent and sweep of the change ahead of us.
Singapore FinTech Festival 2020: Economic Summit
For more insights, attend the Singapore FinTech Festival 2020: Economic Summit which will cover topics tied to the state of the economy, path to recovery and re-framing the new financial services landscape
Here we focus on the Work Environment, and its intersection with the three other components.
Work Environment: A Component of the 360o Future of Work
Companies and people have learned work can be performed in many types of environments, just as business is conducted in varying venues. Each space will have a different impact and outcome. The three primary commercial areas are: office, industrial and retail. While industrial and retail commercial areas will be addressed later, we talk here primarily of the office environment. The office environment is designed to enable both collaborative and individual work. It has historically been densely packed. Post COVID-19, this environment will probably be modified. For the past few years, an alternative to the office environment has been co-working – a shared work environment with other companies, in open plan arrangements. It provides a way for business to save capital by minimising the expense of fit out. The combination of using both office and co-working environment is what will begin to be called “the Blended Environment”.
The Work Environment and its Intersections
While the Work Environment is an important component of the Future of Work, it is a co-enabler with Technology to support the People and Business.
Work Environment – Intersection with the Business
The Business’s role is to provide Strategy and Direction. If done effectively it can take on unknown challenges. Examples of how the Business intersects with the Work Environment would be:
Providing agility to the Business in preparing for any future crises. Some examples of how this can be done is by looking at how the space is controlled by the lease conditions, and how it is used by the occupants and the type.
Aiding to minimise risk from excess space. An example would be space options for a lease. This will enable both spatial and financial flexibility for the company to expand or contract as needed.
Work Environment – Intersection with People
A critical component of the Empowered Business is its People – its workforce. For any company, the People are the key asset. They have to be able to grow and develop, in order to provide collaboration and idea creation. Examples of how the Work Environment can empower the People would be:
The focus is on aligning the space with the employee’s task.
The focus is on aligning where a person needs space to be effective, and the task the person needs to perform.
Work Environment – Intersection with Digital (Technology)
One of the important enablers of any Business, especially the Empowered Business, is its Digital Tools. They support the Business and its People, along with the Work Environment. They allow the Work Environment to be productive and effective. Examples of how Technology and the Work Environment intersect would be:
This is where the two enablers (Digital Tools and Work Environment) work together to aid the employees and the business.
This relates to how to manage the Business’s portfolio of space from a remote location.
These four components working together will enable an Empowered Business. The Work Environment as an enabler allows the Business to pivot, adapt, and thrive in the most challenging environment. It allows the Empowered Business to be better prepared to meet future crises head-on.
Schedule a time to speak with us on Future of Work
Ecosystm Principal Advisors; Tim Sheedy & Audrey William (Technology), Ravi Bhogaraju (People & Organisations), and Mike Zamora (Work Environment) provide a holistic view of what the Future of Work will look like.
We enable businesses to adapt, pivot and thrive in their ecosystem; provide holistic access to data and insight across People, Technology and Work Environment; help businesses transform and be better prepared for future disruption, and the ever-changing competitive environment and customer, employee or partner demands.
First let me explain my interest in the subject. I have been a full-time mobile and part-time remote worker for over 13 years with a global technology company. I have designed many mobile office environments throughout Asia, working with business units to understand their needs and to educate them on the changes required and the change management process. For over 10 years I have taught this subject around the world to fellow professionals – across industries – in Asia, Australia/New Zealand, Europe and the USA. I was based in Hong Kong during the 2003 SARS outbreak. These experiences have given me a keen understanding and perspective on what happened in the early days of COVID-19, and insights on what the future could look like for many businesses.
Let’s look at some basic Work Environment facts:
It costs a company an average of over US$10,000/year per employee for their physical space.
Remote working happened very quickly at the start of COVID-19, almost overnight for some companies and employees.
There are many venues available to conduct work from, over the long term: Office, Home, the 3rd Space (coffee shops, etc) and other venues.
While overall levels of remote work are high, there is considerable variation across industries.
Remote work is much more common in industries with better educated and better paid workers.
Employers think that there has been less productivity loss from remote working in better educated and higher paid industries.
More than one-third of firms that had employees switch to remote work believe that it will remain more common at their company even after the COVID crisis ends.
The Emergence of the Future of Work
Mobile & Remote Work. The cost of housing a worker in an office environment has always been a concern for senior management. The cost quickly adds up, even for a small or medium-sized firm. The physical cost of the office is typically the second largest expense for a company, after employees’ salaries. This is one reason that “densification” has occurred in the office environment over the past 10 years or so. It is also a reason remote working (working outside the office – from home, coffee shop, hotel, airport lounge, etc.) has been attractive to companies. If the office environment is designed with multiple work-type spaces (e.g. collaborative, non-collaborative, quiet, etc.), a permanently designated workspace is not required for a worker. This type of Work Environment is known as a mobile environment. Both of these Work Environments – remote and mobile – have been the trend for many companies (especially technology and financial firms).
Co-working. Beginning a few years ago, another Work Environment emerged: Co-working. One of the early market leaders was WeWork. Co-working is very similar to the mobile environment. It has the added benefit of not requiring any capital cost for the fit-out (tenant improvements). The company or individual rents a desk or space in a co-working environment and just pays the monthly fee. There is no delay to find the space, sign the lease, design, or construct the space, and no capital required for the construction cost. It is a “plug and play” space.
Blended Model. Given the selection, worker typology, and flexibility of space, all these alternatives will be used in some capacity in the Future of Work (FoW). The Work Environment will be a blend of these environments. Some have predicted the death of the office building. Ecosystm research finds that only 16% of organisations are looking to reduce their commercial office space, going into 2021. People are social creatures and need interaction with others, either for effective work collaboration or just to socialise.
The Future of the Work Environment
Figure 1 shows a compilation of the various type of Work Environments which office workers use and how they came about.
Each company, especially post-COVID, will have to look at their business strategy and determine how they will best solution their Work Environment to get the maximum benefits. These are the main questions each company has to ask and answer at a strategic level:
What is the best workspace solution for my company and employees?
Do employees want the corporate leased space? Does it help make them more productive?
How is the marketplace (landlords) responding to this demand if a company is leasing space?
Role-dependent Remote Workers. Returning to the larger topic of the Work Environment, the HBS paper states there are different rates of remoteness across industries. I would assert that in addition there are different rates of remoteness among the types of workers. A salesperson needs to interact differently with fellow company employees compared to an accountant or an administrative person. Workers in the Banking industry interact differently compared to workers in the Technology industry. The article also points out that a better educated and better paid worker – or a knowledge worker – can more easily be a remote worker. For those of us who have been working in the mobile/remote Work Environment for many years, we know and understand this. Knowledge workers are not employed for their physical skills. For example, an assembly line worker in an auto factory cannot be remote.
Determining Work Typology. The paper also states that remote working will be more common in the companies that have not experienced a dramatic decrease in productivity from remote working. This has been asserted and demonstrated by us, the professionals in the corporate Real Estate industry. The industry has been experiencing increased productivity for many years. We have also conducted in-house studies of the various business groups that have experienced remote working. We have even gone so far as to provide work typologies for the various types of workers. Each typology uses the office Work Environment differently and has varying levels of remote abilities.
Need for Change Management. A critical component of remote work effectiveness is the mindset shift by both the employee and the manager. The managers have to modify their style to more of a “management by performance”, versus just walking around and checking whether people are busy. Similarly, employees have to understand they are being trusted to work unsupervised but will have to accomplish the required work and be held responsible. The manager and employee relationship will require new performance measures to hold people accountable and determine whether they are being effective and productive in their remote environment. All of this requires a change management program to educate both without compromising the corporate culture.
When the pendulum finally comes to rest in the near future at what will be the New Normal, the Work Environment will be modified. But, more importantly, the mindset of employees and managers will have to be adjusted. This new mindset will be required so each company can be more agile to meet the new challenges that will be awaiting every company and industry throughout the world. This will enable a company to not only survive but thrive in the next wave of quantum shifts. And yes, there will be another wave of quantum shifts in the future, lest we forget the examples of the past (eg. the 2007 Global Financial Crisis, 2003 SARS, etc.).
This article has focused on the Work Environment. The Work Environment is one of the four components of the 360o Future of Work practice at Ecosystm. The other three components are: People, Technology, and Business. All four are required to be in balance to enable companies to meet future challenges, competitors, and unknown black swans.
Ecosystm Principal Advisors; Tim Sheedy (Technology), Ravi Bhogaraju (People & Organisations), and Mike Zamora (Infrastructure & Offices) provided holistic view of what the Future of Work will look like.
Employee Experience at the Core of Customer Strategies
It has become increasingly clear that customer experience (CX) is not just about good sales skills or customer service. It is about the overall experience of the customer from start to post-purchase. Customers are focused on not just what they are buying but also on how they are treated along their entire journey. Good CX has consistently shown to help increase price premium, impulse buying, and loyalty. Consequently, one bad experience can drive a customer away forever. Customers pay for your products or services, but it is your people who can really deliver the experience.
Audrey says, “As it becomes clear that we are headed for a hybrid/blended model of work, employee experience (EX) has to be a key focus area for organisations. Organisations will have to support remote work and simultaneously evolve their physical workplaces so that employees have the choice to come into work. But business leaders and HR will definitely have to come together to re-evaluate their policies around employees and improving EX – irrespective of where they choose to work from.”
The Role of Productivity in the Digital Workplace
Productivity has been at the core of an organisation’s desire to be a digital workplace. Tim says, “A digital workplace is one that has the capability to support any employee to access the process, information or system they need on their device of choice, in their moment and location of need. In the wake of the pandemic, the digital workplace went from being a ‘good idea’ to an ‘absolute necessity’ – and the seeds were sown to build true digital workplaces, years ahead of plan.”
This is the time to retain that focus on productivity. A lot of energy is being spent in defining and measuring productivity. The focus seems to have shifted to how to get the best out of the remote/hybrid workforce. It is time for business leaders and HR to go back to the drawing board to re-define what productivity means to their organisations.
Tim says, “The focus should be on enabling productivity rather than on monitoring activity. Productivity is an outcome, not a process. So, measure the outcome, improve the process. Productivity will be driven at an organisational level through removing friction from overall operational processes, to make things more streamlined and effective to create more value.”
The True Implication of Flexibility
There has been a rapid shift in practices around working from home and flexibility. But it is time now for organisations to create a framework (policy, performance expectation and management) to manage these practices. Many companies do not really understand the implications of flexible working to their business. In fact, they may be unaware of shifts in work patterns that have taken place in the last few months and the impact these shifts are having on the business.
Framework around flexible working should be backed by data and an understanding of the feasibility of such practices. If your employee has to work on her compulsory day off, then you do not have a truly flexible work practice. This will have a negative impact on employee experience and ultimately on your business.
The Evolution of Employee Engagement
Audrey says, “One of the areas that business leaders and HR will have to bear in mind is that despite flexible working hours, employees might be overworked – it is emerging as a common problem with working from home. It is common that many employees are working longer hours.”
Ecosystm research finds that some organisations have been evolving their HR practices, since the start of this crisis (Figure 1).
But more needs to be done. Organisations have to work really hard to replicate their employee engagement and social hours in the virtual world. It is critical that organisations design mechanisms of keeping employees connected – to each other, as well as to the organisation. “Virtual social groups” not only provide this connection, it can also be a rich source of input for HR and wellness teams to quickly adapt their programs to meet the changing needs of employees.
Shift in Managerial Styles
Performance management has been traditionally done through annual cycles, and by monitoring and tracking. In the Future of Work, organisations will have to increasingly give their employees the choice of working from home. Meetings, check-ins, 1:1 and team huddles for close monitoring will not work in this remote/hybrid model.
It is time to stop close monitoring and really focus on outcome-based management. And this will have to start with re-skilling people managers. Training should be provided on softer skills such as emotional intelligence, being able to sense across boundaries and digital spaces, and being able to be responsive to employees’ needs. The people manager must evolve into being a coach and a mentor – internal coaching and mentoring networks will have to be established. Line managers, business leaders and HR teams will need to collaborate more to ensure that these skills are developed and that the right support system is in place.
For more insights on how organisations should evolve their Future of work Work practices to strengthen their agility and market competitiveness, read the report.
In Australia, Atlassian has made work from home a permanent option for their employees. They will continue to operate their physical offices but have given employees the option to choose where they want to work from.
Some organisations have gone beyond announcing these measures. Slack has talked about how they are evolving their corporate culture. For example, they have evolved their hiring policies and most new roles are open to remote candidates. Going forward, they are evaluating a more asynchronous work environment where employees can work the hours that make sense for them. In their communique, they are open about the fluid nature of the work environment and the challenges that employees and organisations might face as their shift their work models.
Organisations will have to evaluate multiple factors before coming up with the right model that suits their corporate culture and nature of work, but it appears that tech companies are showing the industry how it can be done.
#2 Tech companies evolve their capabilities to enable the Future of Work
Right from the start of the crisis, we have seen organisations make technology-led pivots. Technology providers are responding – and fast – to the changing environment and are evolving their capabilities to help their customers embrace the digital Future of Work.
Many of these responses have included strengthening their ecosystems and collaborating with other technology providers. Wipro and Intel announced a collaboration between Wipro’s LIVE Workspace digital workspace solution and the Intel vPro platform to enable remote IT support and solution. The solution provides enhanced protection and security against firmware-level attacks. Slack and Atlassian strengthened their alliance with app integrations and an account ‘passport’ in a joint go-to-market move, to reduce the time spent logging into separate services and products. This will enable both vendors to focus on their strengths in remote working tools and provide seamless services to their customers.
Tech companies have also announced product enhancements and new capabilities. CBTS has evolved their cloud-based unified communications, collaboration and networking solutions, with an AI-powered Secure Remote Collaboration solution, powered by Cisco Webex. With seamless integration of Cisco Webex software, Cisco Security software, and endpoints that combine high-definition cameras, microphones, and speakers, with automatic noise reduction, the solution now offers features such real-time transcription, closed captioning, and recording for post-meeting transcripts.
Communication and Collaboration tools have been in the limelight since the start of the crisis with providers such as Zoom, Microsoft Teams and Slack introducing new features throughout. In August Microsoft enhanced the capabilities of Teams and introduced a range of new features to the Teams Business Communications System. It now offers the option to host calls of up to 20,000 participants with a limit to 1,000 for interactive meetings, after which the call automatically shifts to a “view only” mode. With the possibility of remote working becoming a reality even after the crisis is over, Microsoft is looking to make Teams relevant for a range of meeting needs – from one-on-one meetings up to large events and conferences. In the near future, the solution will also allow organisations to add corporate branding, starting with branded meeting lobbies, followed by branded meeting experiences.
While many of these solutions are aimed at large enterprises, tech providers are also aware that they are now receiving a lot of business from small and medium enterprises (SMEs), struggling to make changes to their technology environment with limited resources. Juniper has expanded their WiFi 6 access points to include 4 new access points aimed at outdoor environments, SMEs, retail sites, K-12 schools, medical clinics and even the individual remote worker. While WiFi 6 is designed for high-density public or private environments, it is also designed for IoT deployments and in workplaces that use videoconferencing and other applications that require high bandwidth.
#3 The Future of Work is driving up hardware sales
Ecosystm research shows that at the start of the crisis, 76% of organisations increased investments in hardware – including PCs, devices, headsets, and conferencing units – and 67% of organisations expect their hardware spending to go up in 2020-21. Remote working remains a reality across enterprises. Despite the huge increase in demand, it became difficult for hardware providers to fulfil orders initially, with a disrupted supply chain, store closures and a rapid shift to eCommerce channels. This quarter has seen a steady rise in hardware sales, as providers overcome some of their initial challenges.
Apart from enterprise sales, there has been a surge in the consumer demand for PCs and devices. While remote working is a key contributor, online education and entertainment are mostly prompting homebound people to invest more in hardware. Even accessories such as joysticks are in short supply – a trend that seems to have been accelerated by the Microsoft Flight Simulator launch earlier this month.
The demand for prime real estate has been hit by remote working and organisations not renewing leases or downsizing – both because most employees are working remotely and because of operational cost optimisation during the crisis. This is going to have a longer-term impact on the market, as organisations re-evaluate their need for physical office space. Some organisations will reduce office space, and many will re-design their offices to cater to virtual interactions (Figure 1). While now, Ecosystm research shows that only 16% of enterprises are expecting a reduction of commercial space, this might well change over the months to come. Organisations might even feel the need to have multiple offices in suburbs to make it convenient for their hybrid workers to commute to work on the days they have to. Amazon is offering employees additional choices for smaller offices outside the city of Seattle.
But the Future of Work and the rise of a distributed workforce is beginning to show an initial impact on the real estate industry. Last week saw Pinterest cancel a large office lease at a building to be constructed near its headquarters in San Francisco. The company felt that it might not be the right time to go ahead with the deal, as they are re-evaluating where employees would like to work from in the future. Even the termination fees of USD 89.5 million did not discourage them. They will continue to maintain their existing work premises but do not see feel that it is the right time to make additional real estate investments, as they re-evaluate where employees would like to work from in the future.
There is a need for organisations to prepare themselves for the Future of Work – now! Ecosystm has launched a new 360o Future of Work practice, leveraging real-time market data from our platform combined with insights from our industry practitioners and experienced analysts, to guide organisations as they shift and define their new workplace strategies.
Ecosystm Principal Advisors; Tim Sheedy (Technology), Ravi Bhogaraju (People & Organisations), and Mike Zamora (Infrastructure & Offices) provided holistic view of what the Future of Work will look like.
First, let me share a couple of general observations. Currently, we are still in the eye of the storm. Many are unable to see any light at the end of the tunnel. There is quite a bit of negative sentiments, and some fail to see that the situation will ever improve. I am sure similar thoughts occurred during other crises: the 1918 Pandemic (Spanish Flu); the Great Depression of the 1930s; the Dot.com bust of 2001; SARS in 2003; and the Global Financial Crisis/Great US Recession of 2007. During each of these events, a sense of impending Armageddon came over much of the population. Certainly, in each instance, people did experience some personal and social permanent changes, with which they learned to adapt and cope. But, inevitably, the world did go on and Armageddon did not occur.
One of the basic truths I believe, is that humans require and crave interaction with other humans. Think about the videoconferencing applications. The use of these apps grew exponentially as the main communication channel. Instead of just audio, it was audio and video. These mediums greatly assisted society in coping and adapting. Mankind, and the Natural World, will always find a way.
Here are the predictions from the article:
Companies that traffic in digital services and e-commerce will make immediate and lasting gains
Remote work will become the default
Many jobs will be automated, and the rest will be made remote-capable
Telemedicine will become the new normal, signaling an explosion in med-tech innovation
The nationwide student debt crisis will finally abate as higher education begins to move online
Goods and people will move less often and less freely across national and regional borders
After an initial wave of isolationism, multilateral cooperation may flourish
I very much agree with the author’s first prediction. This one is fairly obvious, as it has proven true throughout the crisis with providers such as Amazon, Zoom and others. It is expected to continue into the post COVID world. This is also evident from the findings of the Ecosystm research on the impacts of COVID-19. Organisations intend to continue to use digital technologies, even after the immediate crisis is over (Figure 1).
A Natural State of Equilibrium will Emerge
I believe for each of the areas described in the predictions, there will be various levels of long-term modification. None of them will return to their pre COVID-19 state, as we have all experienced going down the rabbit hole. During the pandemic, due largely to the lockdowns, the pendulum swung significantly towards one side. Many times, when people predict a new view, the current state is considered the New Normal. For me, the relevant question is: Will things stay as they are now, or will there be a new natural state of equilibrium? If so, what will it look like, in each of these areas? I don’t believe there is one answer, or one New Normal for all the dimensions being discussed. I believe a new normal state will potentially be different for each individual, each company/entity and each condition. In a post COVID-19 world there could be 50 shades of grey in each of these areas.
One of the predictions states that remote work will become the default. It must be remembered that part of work is a collaborative effort. While video conferencing has enabled collaborative efforts, the importance of the accidental interaction at the break room, printer, etc. can’t be under-estimated. It is these unscheduled interactions that enable accidental collaboration which can lead to great solutions. Thus, there will be many shades to the Future of Work – there will not be one absolute.
A similar example is a prediction for higher education. Part of the learning process a university offers is interacting with people who are not similar to your background or beliefs. That is one of the benefits of a diverse university. Similar to the corporate environment, many different types of learning environments will enable a person to gain great experiences from the time at university.
The advantage of all these alternatives will be the additional options and benefits to people post COVID compared to the pre COVID-19 world. It will present many great opportunities for entrepreneurs and innovators, as well as end-users and consumers. It will create new and iterative ‘middle spaces’. It will be possible for a David to emerge and challenge a Goliath(s).
The two Chinese characters for the word ‘crisis’ are “danger” and “opportunity”. Just as we are in a dangerous time now, it has also presented new and different opportunities. Those opportunities will continue to exist even when the danger has passed. I am also reminded of the old expression “May you live in interesting times”. It very much applies to all of us now and in the future. I wish the same for all of you.
How will video calls work with employees in the office and at home? If employees in the office are docking their laptops, they immediately lose access to the camera. If they have monitors on their desk, they might not even be able to work with the laptop open. If they are in an open-plan office, the regular video calls might be distracting.
What is the role of meeting rooms in the hybrid workplace? With social distancing an expectation in many countries today, the role of meeting rooms has changed. They will cater for fewer employees, and there is a growing need for them to be video-enabled.
How do you manage hybrid meetings – where maybe 3-5 employees are on a single camera? How do you ensure every voice has equal weight – and that the right employees have their fair share of voice on the calls.
How do you support employees who are moving between locations? You must focus on self-help services and automating as much of your Service Desk capabilities as possible.
How can IT support social distancing in the office? Many companies are scaling back their hot desk environments to ensure there are fewer shared working environments.
How will the changing location of employees impact business processes? Many of your processes were designed assuming employees were on site. You then redesigned many of them to assume they were not. Do you need to rethink them again?
Does the application strategy work for all employees? There has been an increase in employees accessing applications from mobile devices – sometimes that was because it was a better experience, but too often it was because it was the only option. Is it time to rethink access and interfaces to make them relevant for all users?
How do you keep employees and their data secure? Employees might move between secure and unsecured networks, work and home devices, on-premise and cloud applications. How do you keep them secure, backed up and synchronised – regardless of their device or location?
The move to hybrid working might not be a smooth one. The last thing you want to deliver is a poorer experience at one location versus the other, so you have work ahead in keeping your employees productive and secure – and hopefully, you’ll also move further down the path towards a Digital Workplace that can enable and empower all of your employees.
If you are a Tech Buyer, you can visit the research module to take part in this study and gain access to a benchmark of how you compare to your peers in regards to your organisation’s response to COVID-19.
For more information on Ecosystm’s “Digital Priorities in the New Normal”, please contact us at email@example.com