THE NEW CULTURE

OF WORK:
Don’t Get Left Behind

IN ASSOCIATION WITH:
 SUMMARY

The digital workplace transcends space. It is an experience delivered through

connected devices, applications and a breathtaking amount of information,
expanding the limits of geography, time and human intelligence. But this workplace
will not materialize without providing employees the digital means to collaborate
and create.

Digital transformation is already redefining the way we live and work. By 2018, IDC
predicts that two-thirds of Global 2000 CEOs will have digital transformation at the
heart of their corporate strategy. The workplace of the future will be a borderless
nexus of cyber-physical systems, machine learning and cognitive assistants.

This digital transformation will touch every part of the organization. It requires an
all-around adoption of new tools, not a limited, one-off solution. The challenge will
be how to put enterprise technology in the hands of every employee in a seamless,
secure and intuitive environment that enhances creativity and collaboration. This
starts with embracing trends in the workplace that foster a culture that makes work
inspiring for everyone.

THE NEW CULTURE OF WORK: DON’T GET LEFT BEHIND | FORBES INSIGHTS COPYRIGHT © 2017 | 2
 INTRODUCTION

What is driving the changing culture of work?

• Employees are looking for a sense of purpose • 
People have new expectations for how and
and a clear connection to a company mission. why they work, seeking physical and digital
workspaces that feel inclusive and open, where
• 
There is a shift away from routine tasks and they can easily share and connect and work
hierarchical decisions to a way of operating that together.
requires every employee to be creative, think
critically and collaborate with others. • Teams and data are more globally distributed
than ever before. Cross-border data traffic has
• For the first time in human history, there are five increased by a multiple of 45 since 2005.
generations in the workforce, with millennials
projected to be 50% of the workforce by 2020.1 • With the right resources, people can discover
and connect with the best expertise available,
• 
The workforce has become increasingly without geographical or physical boundaries.
diverse and mobile, with individuals working
across multiple locations and multiple devices • Nearly half of employers are suffering from a
throughout the workday. They expect their loss in productivity due to job vacancies.3 The
enterprise devices to work as seamlessly and skills gap will drive new ways of recruiting,
intuitively as consumer devices. training and working.

• There is tremendous power in those devices. • 

Social networks and ubiquitous connectivity
The average smartphone today is millions promote increased transparency, helping
of times more powerful than all of NASA’s people and businesses to be more agile to
combined computing power in 1969.2 respond quickly to new information and market
needs.
Teamwork is essential. Organizations are
• 
more networked, helping to manage the • 
Organizations are focused on maintaining
increased flow of information and making an environment that’s safe and secure and
insights more discoverable. protecting against cyber threats.

IN THIS PAPER, WE WILL EXPLORE THE

TRANSFORMATION THROUGH FOUR THEMES:

1 Fostering creativity in the era of the augmented human

2 The agile scrum: teamwork in the digital enterprise

3 The integrated platform: enabling the anytime, anywhere workforce

4 Security first: protection in the borderless enterprise

1 Hauser, Leslie, Shastri, Neil and Weiss, Reuben. Managing Millennials: Changing Perspectives for a Changing Workforce. Aon Hewitt, October, 2016: http://respond.
aonhewitt.com/managing_millennials_whitepaper
2 Kaku, Michio. Physics of the Future: How Science Will Shape Human Destiny and Our Daily Lives by the Year 2100. Allen Lane. May, 2011: http://knopfdoubleday.
com/2011/03/14/your-cell-phone/
3 CareerBuilder’s survey with Harris Poll, published April, 2017, found that 55% of employers saw their business impacted negatively due to extended job vacancies, 45%
reported loss in productivity, and 29% were unable to grow their business because they could not hire the workers they needed.

THE NEW CULTURE OF WORK: DON’T GET LEFT BEHIND | FORBES INSIGHTS COPYRIGHT © 2017 | 3
FOSTERING CREATIVIT Y IN THE ERA
OF THE AUGMENTED HUMAN

We have passed the point where we can drive profits and

growth through efficiency gains alone. The next wave of
competitive advantage will come from innovation and creativity.
At the same time, automation is redefining many traditional
occupations, freeing employees to work in new ways. Cognitive
capabilities have the potential to open a universe of knowledge
and modeling capabilities in many fields. The right tools can
automate tasks, enable creativity, reveal insights and connect
activities and experiences across any device.

Automation means a lot of routine work is disappearing, says WATCH TOM DAVENPORT
George Westerman, principal research scientist at the MIT DISCUSS HIS
Initiative on the Digital Economy. This will open the way to RESEARCH HERE.
focus on innovation and creativity rather than repetitive work.
Imagine salespeople who don’t take orders or fill out expense
forms anymore; they can focus on client relationships instead.
Or manufacturing engineers who can exercise their creativity
to improve products and processes instead of troubleshooting
minor operational blips. Or human resource professionals
who can improve employee engagement and development
instead of pushing papers or managing compliance. “These
new technologies—machine learning, mobility, the Internet of
Things—are enabling new ways of working that were just not
possible before,” says Westerman. “It takes a rethinking, not “If a machine can do the same work
just a tweaking.” for us as it can for our competitor, how
Tom Davenport, professor of information technology and do we add the human creative spark?”
management at Babson College, has studied the role of
automation in wealth management. Robo-advisors are very TOM DAVENPORT, PRESIDENT’S DISTINGUISHED
adept at routine tasks such as tax-loss harvesting and portfolio PROFESSOR OF INFORMATION TECHNOLOGY
rebalancing. But they are not so good with psychology. “The AND MANAGEMENT, BABSON COLLEGE
best system is a hybrid of human and machine that frees advisors
to do what they do best: be a financial coach,” he says.

The question most organizations should be asking is “What

tools. But what most of us want is less complexity—an
value are we adding to the world?” says Davenport. “If
intuitive interface to get what we need when we need it.
a machine can do the same work for us as it can for our
Gartner calls this a shift from technology-literate people
competitor, how do we add the human creative spark?” he
to people-literate technology. The changing culture
asks. Adding creativity, imagination and insight will be the key
of work will require a balance between providing the
differentiator—and the key challenge—for every organization
best tools today and building an infrastructure that can
in the era of the augmented human.
accommodate the intelligence, security and analytic
Technology gives us a wider choice and more sophisticated power of the cyber-physical revolution already underway.

THE NEW CULTURE OF WORK: DON’T GET LEFT BEHIND | FORBES INSIGHTS COPYRIGHT © 2017 | 4
The workforce of the future will need to:
• Visualize terabytes of information
• Prioritize tasks
• Model outcomes
• Innovate and create at a rate never before imagined 88%
• Collaborate with colleagues, outside experts
and cognitive systems

of workers who have control over

The right digital tools can inspire creativity and spark innovation by: where and how they work, and are
• Working in natural language and through free to choose a workspace to fit their
voice, touch and gaze task at hand—either focused work or
• Enhancing constant learning collaborative work—report they feel
• Visualizing information in new ways HIGHLY ENGAGED AND SATISFIED
WITH THEIR WORK.4
• Expressing compelling ideas with intelligent applications
• Discovering and building on the work
and expertise of others

TREATING EMPLOYEES 85%

LIKE CUSTOMERS
In a world being transformed by digital technologies, Organizations stand to benefit from
increasing transparency and the rising demand for automation and AI, with MIT estimating
talented professionals and workers with fast-changing that there is an 85% REDUCTION IN
skills, employee experience will become an increasingly WORKERS’ IDLE TIME when they
important dimension of competing for and engaging collaborate with robots. 5
your workforce, says Deloitte University Press in a 2017
report on human capital trends.7 Employee brand and
reputation—the story that employees tell about their
experience—will be a critical differentiator. Creating an
inviting and productive experience will be just as important
for contractors, contingent workers and gig workers.

Automation will add as much as 1.4%

annually to total productivity growth over the
next 50 years—more than the steam engine,
early robotics and IT did in previous eras. 6

4 Engagement and the Global Workplace: Key findings to amplify the performance of people, teams and organizations, May 27, 2016: https://info.steelcase.com/global-employee-
engagement-workplace-report?utm_campaign=2016-WPR-Campaign-En&utm_medium=Print&utm_source=Ad#engagement.
5 Knight, Will. “How Human-Robot Teamwork Will Upend Manufacturing,” MIT Technology Review, September 16, 2014: http://www.technologyreview.com/news/530696/how-human-robot-
teamwork-will-upend-manufacturing/
6 Harnessing Automation for a Future that Works, McKinsey Global Institute, January 2017: http://www.mckinsey.com/global-themes/digital-disruption/harnessing-automation-for-a-future-that-works
7 Rewriting the rules for the digital age: 2017 Deloitte global human capital trends, 2017: pg. 60, https://dupress.deloitte.com/content/dam/dup-us-en/articles/HCTrends_2017/DUP_Global-
Human-capital-trends_2017.pdf

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THE AGILE SCRUM:
TEAMWORK IN THE DIGITAL ENTERPRISE

Collaboration is about connecting people when and where

they need to work together. But it is also about removing
barriers of space and technology. In many ways, collaboration
is the opposite of bureaucracy and the antidote to the siloed
organization. In a July 2017 McKinsey Quarterly report on the
changing culture of work, analysts explain that because change
is unpredictable, the more context you give your employees,
THE VIRTUAL
the better they will be able to make the right decisions
when faced with change. Building better mechanisms for The best virtual meeting tools are not necessarily
collaboration is one way to achieve this, says McKinsey.8 the ones with the most bells and whistles; the
best are the ones that remove barriers, don’t get
in the way and allow individuals and teams to pick
up where they left off. To encourage teaming and
swarming, a unified communications platform
should include file sharing, video conferencing,
chat functions and social media for the enterprise.

“This only works if you have everyone

collaborating as if under one roof and
THE PHYSICAL
technology takes the roof off.”
No organization can afford to overlook
JAMES LUDWIG, VICE PRESIDENT OF GLOBAL opportunities for spontaneous collaboration and
DESIGN AND ENGINEERING, STEELCASE planned gatherings. An inviting physical space
can encourage collaboration—from open spaces
with an inviting surface to draw on to conference
and huddle rooms that can accommodate face-to-
The pace of change and innovation doesn’t always allow for face and virtual meetings. Andrew Davis, senior
traditional team building. Gartner defines a new work style analyst at Wainhouse Research, estimates there
called swarming, characterized as a flurry of collective activity are 30 million to 50 million huddle rooms globally,
by anyone and everyone conceivably available and able to and that affordability, self-service and ease-of-
add value. Swarming is an agile response to an observed use are key factors for video adoption in these
increase in ad hoc action requirements, as ad hoc activities rooms.10 Of course, the best huddle rooms will
continue to displace structured, bureaucratic situations. have architectural-scale screens that will allow an
Swarms form quickly, attacking a problem or opportunity idea sketched on a tablet in a coffee shop to be
and then quickly dissipating.9 brought into a group-computing environment.

8 Goran, Julie, LaBerge, Laura and Srinivasan, Ramesh. “Culture for a digital age,” McKinsey Quarterly, July 2017: http://www.mckinsey.com/business-functions/digital-mckinsey/our-insights/
culture-for-a-digital-age
9 Austin, Tom. “Watchlist: Continuing Changes in the Nature of Work, 2010-2020,” Gartner, March 30, 2010: https://www.gartner.com/doc/1331624/overview-watchlist-continuing-changes-nature
10 Ginn, Anne Marie. “The digital workplace calls for a tech overhaul,” European CEO, July 28, 2017: https://www.europeanceo.com/business-and-management/the-digital-workplace-calls-for-
a-tech-overhaul/

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Work used to happen in a linear motion, explains James
Ludwig, vice president of global design and engineering at
Steelcase, the office design company. There was a process
moving from department to department. But these days
he sees a move toward “radical collaboration,” with teams
huddling around work in a highly collaborative effort, trying to
have as many iterations as possible in a given timeframe. “This
only works if you have everyone collaborating as if under one THE CYBER-PHYSICAL
roof,” he explains. “And technology takes the roof off.” Collaboration is not just for humans anymore.
More of us will be collaborating with robots,
To be effective, collaboration tools must be intuitive,
digital assistants and artificial intelligence
interoperable, secure and easily provisioned as needed. And
to do our jobs effectively in the future.
they must work in any necessary environment.
Factory workers are already training robots
and working alongside them. The trucking
industry is introducing automation in a way that
COLL ABORATION complements human drivers. For any producer,
ESSENTIALS FOR THE digital design tools eliminate the need to ship
DIGITAL ENTERPRISE physical prototypes back and forth, reducing
product development time substantially.
Collaboration tools will need to develop around
these cyber-physical systems.

THE UNIVERSAL
The breathtaking velocity of change
1 Providing physical and digital spaces across the business­landscape is upending
for teams to gather and create business models and driving collaboration
across industries and functions. Think of
2 Connecting everyone with the extraordinary partnerships between
company-wide communities
ride-sharing tech startups and the Big
Giving people flexibility and Three automakers in Detroit. Or Microsoft’s
3 ownership in how they work together surprising partnership with Amazon to
integrate their Cortana and Alexa digital
Addressing the needs of every assistants.11 Or Salesforce.com’s partnership
4 group across different projects and with Philips Healthcare to build a collaboration
diverse working styles platform for doctors and patients.12 To remain
Opening communication channels agile in the face of convergence, collaboration
5 throughout the organization, from tools need to work in a wide universe of
the frontline to the CEO potential partnerships.

11 Alexa Meet Cortana, Cortana Meet Alexa: Amazon and Microsoft collaborate to help Alexa and Cortana talk to each other, August 30, 2017: http://www.businesswire.com/news/
home/20170830005357/en/
12 World Economic Forum. Digital Transformation of Industries: Digital Enterprise, Jan. 2016: pg. 25: https://www.weforum.org/reports/digital-transformation-of-industries

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THE INTEGRATED PL ATFORM: ENABLING
THE ANY TIME, ANY WHERE WORKFORCE

Our digital experience is distributed. It no longer lives on one machine; it travels with us. We expect it to work on
every device we touch, and in the very near future, we will be interacting with sensors and intelligent systems. Users
and systems will have less tolerance for delays and breakdowns. At the same time, the information from sensors
and cameras will create more information than a human can process at one time. Embracing this rich telemetry,
experiencing the advantages of machine learning
and enabling human creativity are all part of the
digital transformation now underway.

At its most fundamental level, digital transformation is

about the ability of organizations—and their leaders
and employees—to adapt to the rapid changes
created by evolving digital technologies, explains
Gerald C. Kane, professor of information systems
at the Carroll School of Management at Boston
College.13 “The challenge is that the gap between “It’s really difficult to streamline your
what is possible technologically and what companies
are actually doing is growing wider,” says Kane.
operations and make them agile and
efficient if you don’t have
Most organizations are still running multiple
platforms to accommodate multiple operating
visibility straight through your
systems, but many of the devices now in use can be business processes.”
run in an integrated management system. Piecemeal,
point solutions will fall short of the potential for a GEORGE WESTERMAN,
true, enterprise-wide digital transformation. At the PRINCIPAL RESEARCH SCIENTIST, MIT INITIATIVE
same time, to take advantage of machine learning
ON THE DIGITAL ECONOMY
capabilities, organizations will need the management,
security and development tools to manage data
resources as a cohesive estate, not a disparate series. The future currency of business will be the ability to convert data
into intelligence with the ultimate goal of infusing cognitive capabilities, such as computer vision and natural language
understanding, into enterprise applications.

For machine intelligence to work optimally, one of the biggest issues is cleaning up messy legacy technology and
process platforms, says MIT’s Westerman. “It’s really difficult to streamline your operations and make them agile and
efficient if you don’t have visibility straight through your business processes,” he explains.

This is a challenge for anyone responsible for IT in a large enterprise. How do you transform legacy systems, integrate
device management, and maintain data security and integrity all while keeping end-users not only productive but
creative? From the C-suite to individual users, digital transformation is as much about a cultural shift as it is about
technology. “Thinking about this as a technology problem is the wrong way to start,” says Westerman. “You want to
think about how you can enhance your customer experience or how you can improve your operations or how you can
enable new ways of working, and then you find the right technologies to make that happen,” he explains.

13 Kane, Gerald. “Digital Transformation is a Misnomer.” MIT-Sloan Management Review August 7, 2017: http://sloanreview.mit.edu/article/digital-transformation-is-a-misnomer/

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An integrated device management system can save money on hardware and applications with devices and applications
that inspire creativity and collaboration. But more than that, an integrated system can make the data flow from all
relevant sources easier to see and easier to secure.

INTEGRATED IT
MANAGMENT CHECKLIST

INTELLIGENCE
Artificial intelligence will be built into much of
our technology—from autonomous vehicles
to construction equipment to factory controls
to hospital systems.

SECURIT Y
Emerging security technologies such as
containerization can protect enterprise data
and applications if a device is lost or stolen.

1 Self-service deployment

2 Cloud-based management
and support
THE EDGE
Much of the computing that happens in the 3 Predictable,
cloud now will be moved closer to the device unified updates
or machine itself—the edge of the cloud.
Think of an autonomous vehicle. The delay 4 Rich telemetry
or latency of processing every sensory input
would mean very slow reaction times—far
too slow to be safe on the road. 5 Reduced costs

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SECURIT Y FIRST: PROTECTION
IN THE BORDERLESS ENTERPRISE

Transcending geography means that workers access

applications and data wherever they are. At the same
time, the digital activity of most employees is a blur
of personal and professional. Ensuring the security
of enterprise data and systems requires a strategy to
segment and protect at the appropriate layer. Information
loss is the most expensive consequence of cybercrime,
followed by business disruption and lost productivity.
The challenge is to secure customer data, company data
and intellectual property without impeding productivity. “Rather than relying on an individual’s
integrity and ability to comply with a
One way to do that is to take security out of the hands
of users, most of whom are not that security conscious,
policy that ignores reality, we have the
says Larry Ponemon, founder of Ponemon Institute, a means to create a security protocol
cybersecurity think tank. Many companies have a “no
that adjusts to the user.”
public Wi-Fi” policy, and they trust users to abide by that
policy. But most of us just want to be able to get our LARRY PONEMON,
work done whenever we need to do it and wherever we FOUNDER, PONEMON INSTITUTE
are at the time. We don’t want to be told we can’t log on
to the enterprise network from the supermarket or the
airport just because it isn’t secure. “Rather than relying on an individual’s integrity and ability to comply with a policy that
ignores reality, we have the means to create a security protocol that adjusts to the user,” says Ponemon. “The system can
be designed to turn on a security module relevant to circumstances every time a user logs on,” he explains.

For example, if a user logs on from a potentially insecure location, the system can implement security protocols by identifying
the device, the user, the location and the network a user is connected to. It is also possible to run analytics about a particular
network and to determine where a user is relative to other users in the area. Rather than rely on user compliance, such a
system can let users work as safely as possible wherever they are. Forrester Research calls this a “zero-trust security model”
that combines network visibility and analysis with maintaining productivity.

FUNDAMENTALS OF AN ALWAYS-ON, ZERO-TRUST SECURITY MODEL

• Security can be managed at a granular level
• As soon as a device is enrolled, the appropriate security profile for the individual user can be automatically applied
• Geofencing allows access to certain data and applications only in safe areas, such as the home office
• Microsegmentation can adjust security based on user, location or type of data
• Containerization can encrypt enterprise resources and allow them to run only on a secure browser
• Updates and patches can be pushed out automatically with a unified device management system
• A cloud-based device management system can help locate a lost device or initiate a remote wipe
of all enterprise data and applications
At the enterprise level, there are a number of new tools that can reinforce cyber defense. Automation, machine learning

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and AI bring a big potential benefit to security, says Ponemon. Companies are already investing in user-behavior analytics
that can pinpoint unusual activity or negligent practices. “But most companies lack the resources and skilled people to
chase down every potential problem before it’s too late,” he says. “We can’t afford to hunt down potential problems only
to find out we’re wrong,” he adds. Advanced analytics and AI can help identify and prioritize the vulnerabilities that need
immediate attention. At the same time, complying with tightening regulations in every jurisdiction promises to become
increasingly complex—and expensive. Compliance will need to be automated to be effective.

ENTERPRISE-LEVEL SECURIT Y CHECKLIST

• Protect applications,
data and devices

• Thwart sophisticated threats

• Deploy machine learning

to identify and block
evolving threats

• Build cognitive
capabilities to help
prioritize potential
vulnerabilities and
security lapses

• Manage data archiving,

governance and discovery

• Accelerate and optimize

regulatory compliance,
such as GDPR

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 CONCLUSION

Digital transformation is changing the culture of work. The technology needed

to thrive in this new culture will be comprehensive, intuitive and compelling—
empowering users to create and produce to their best potential.

“GLOBAL WORKFORCE:
THE NEW CULTURE OF WORK”
READ MORE ABOUT THE GLOBAL WORKFORCE: THE NEW CULTURE OF WORK HERE:
https://resources.office.com/en-us-landing-Modern-Workplace-EP402-Video.html

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ACKNOWLEDGMENTS

Forbes Insights and Microsoft would like to thank the following individuals for their time and expertise.

• Tom Davenport, President’s Distinguished Professor of Information Technology and Management,

Babson College

• Larry Ponemon, Founder, Ponemon Institute

• George Westerman, Principal Research Scientist, MIT Initiative on the Digital Economy

© 2017 Microsoft Corporation. All rights reserved. This document is provided "as-is." Information and views expressed in this document,
including URL and other Internet Web site references, may change without notice. You bear the risk of using it.
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ABOUT FORBES INSIGHTS

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