NAIOP Emerging Technologies + Workplace Performance JLL Peter ...

tansysoapweedRéseaux et Communications

16 févr. 2014 (il y a 3 années et 5 mois)

273 vue(s)

Emerging
+

Workplace
Trends

Peter J. Miscovich
Managing Director
Jones Lang LaSalle

peter.miscovich@am.jll.com

September 2012


1

Global Business Transformation Trends


Business Change Acceleration


Enterprise Agility + Flexibility


Global Networks 24X7 Connectivity


Hyper
-
Collaboration + Social Business


Digital Talent Strategies




Millennial Talent 50% Workforce @ 2020


Hyper
-
efficient Cost Management


Innovation = Survival of the Fittest


Urbanization + Smart Cities


Work Life Innovation


2

Cloud + Virtualization

Pervasive Connectivity


Geospatial Visualization

Social Networks Web 2.0

Emerging Technologies Convergence Accelerates…

Internet of Things M2M


Advanced Analytics BIG DATA

3

Technology + Urbanization = Smarter Cities


Smart” Technology Enabled Cities of
2020


Digital Divides
+ Urban Infrastructure + Digital Transformation


Hybrid + Public +
Cloud Computing


Mobile Wireless Broadband Networks


Natural Interfaces + Interactivity


Open Data
Infrastructure


Pervasive Networks + Sensors


“Smart” Personal Digital Devices


Sustainable
Urbanization


Global Urban Workforce Growth

4

Connected Age of Knowledge Workers @ 2020

Knowledge Worker

Productivity + Innovation +
Collaboration + Effectiveness

The

Mobile

Internet

Global Population

4.7 billion People

60% global population

Mobile Internet Access

Global Population

6 Billion People

80% global population

Mobile Telephony

5

Hyper
-
specialization Will Transform Work


Atomization of Work Processes


Division of Work + Labor Accelerates Exponentially


Dividing Work into Assignable Tasks


Integration of High Quality Work Products


Work Brokerage Agencies will Proliferate


Flexible Working Conditions + Flexible Tasks


Unloading of Meaningless Work Activities


Employers Benefit + Highest Quality Flexible Labor


AMAZON Mechanical Turk + GURU.com + TopCoder


6

From Harvard Business Review
-

The Age of Hyperspecialization


Dr. Thomas Malone MIT Sloan School of Management August 2011

Decades of Business Disruption Ahead


Banking, Entertainment, Media, Real Estate, Telecom Industries


New Business Models Transform + Emerge + Evolve


Creative Destruction + Continuous Business Transformation


Customer “Co
-
Creation” as primary growth engine by 2020


Micro
-
Entrepreneurs will proliferate


Middle Managers will disappear


Retail Automation (NFC) Disruption + Showrooming


Total Business Transparency 2020 requirements


Work Process Disruption = Continuous Workplace Change


Workplace Transformation = Innovation Opportunities



7

Workplace Evolution = Time + Space Continuum


Work Process Transformation


Elastic Workplace Networks


CRE Performance Optimization

200 RSF
/person

50 RSF
/person

TODAY:

2020:

WORKPLACE

UTILIZATION
:

35%


50%

85%

Aggressive CRE portfolio strategies will be
enabled by expanding workplace mobility
practices enabling flexibility and efficiency

Corporate Real Estate (CRE)
Workplace Occupancy Metrics

Aggressive Portfolio Strategies

Innovative Workplace Design

Improved Occupancy Metrics

8


By 2013


30% Contingent Workforce


By 2020


60% Contingent Workforce


By 2030


80% Contingent Workforce


Diverse Workplace Demands + Agile Solutions


New Employment Contracts for Employers


Social Business + Hyper
-
Collaboration


Socialization + Collaboration as primary work focus


Work
-
Lifestyle Integration


Work Process Transformation

9

Contingent Workforce = Organizational Impact

From Contingent Workforce and Public Decision Making


Dr. Thomas Fisher


University of Minnesota March 2012
.

Workplace Skills Required in 2020


Adaptive Computational Thinking


Applied Statistical Analysis + Data Science


Cognitive Articulation + Complex Problem Solving


Cultural Competencies + Virtual Collaboration


Digital New Media Presentation Literacies


Emotional Intelligence + Humanistic Leadership


Human Interaction + Nurturing + Coaching Skills


Group Dynamism + Team Management Skills


Quantitative Reasoning + Complex Communication Capabilities


Trans
-
disciplinary Skills + Multiple Literacies + INNOVATION



10

Todays Multi
-
Generational Workforce

Traditionalist

1928

1948

Boomer

1946

1965

Gen X

1965

1980

Millennial

1980

2000

Trait:

Paternalistic

Optimistic

Skepticism

Empowered

Leadership Style:

Top
-
down

Consensus

Competence

Non
-
hierarchical

Career:

Pay dues, build
legacy

Competitive, change
agents

Resourceful, self
manage

Cutting edge vs.
experience

Value:

Loyalty

Opportunity

Freedom

Diversity and social
responsibility

Rewards:

Job security and
recognition

Money, title and perks

Transferable benefits,
flexibility and balance


High pay, interesting
work and work/life
balance

11

Multi
-
Generational Workforce Analysis

(USA Population and Labor Statistics
-

Catalyst Research May
2012
)

12

Total Population By Generation

Population by Generation @ 2010 Census:

Traditionalist:

40,267,984

Baby Boomers:

81,489,445

Generation X:

61,032,705

Millennials:

85,405,385

Total Labor Force By Generation

Labor Force 154,316,000

@

2012:

Traditionalist:


7,676,000

Baby Boomers:

59,893,000

Generation X:

49,433,000

Millennials:

31,927,000

Total Population 313,465,023 @ Median Age 37.2 years old @ May 2012

Baby Boomer vs. Millennial Values

Baby Boomers

Millennials

Command and control

management style

Active and engaged leadership

Individually focused work

Collaborative

teamwork

Managed flow of information

Unstructured flow of information

Job security

Employability

Work = income

Work = income and personal enrichment

Structure

No structure; flexibility is highly valued

Inward looking

Outward looking

Influence through organization, position

Influence

through networks, communities

Source: Gartner Research in Lynch, 2008

Why Do Millennials Matter?


80,000,000 will join the workforce over the next ten years


Work/Life flexibility as important as financial rewards


The Connected + Networked Generation via technology


Collaboration + Mastering of Social Networks


Career Progression and Learning as Top Priorities


Corporate Social Values Alignment with Corporate Branding


International Career Experience + Global Work Opportunities


Mentoring + Coaching + Generational Understanding Priorities


Organizations must keep their promises to Millennials


Enable Millennials as our Future Workforce for Success

14

From PricewaterhouseCoopers Research “Why Millennials Matter”


PricewaterhouseCoopers Human Capital Advisory Practice 2012

The Future Workplace + APPLE Retail Environment

Apple Retail Environment = Workplace
Attributes


Socialization + Learning + Technology Enabled “Experience”


Good Design Aesthetic + Interactivity + Accessible + Human Scale


Social
Emotional “Psychic” Imprint + Collaboration + Nurturing + Brand


Corporate Workplace of the Future = Socialization + Innovation


15

“Great things in business are
never done by one person.
They’re done by a team of
people.”



Steve Jobs, Apple CEO, RIP

16

Discussion
+