A Comprehensive Guide to the Future of Work in 2030

As 2024 arrives, many of us are coming to a pivotal realization: The once distant horizon of 2030 is now steadily looming. This major temporal milestone, frequently cited in futuristic forecasts and strategic plans, is no longer a distant scenario. It will arrive in just a half-decade, which is not much time at all when it comes to the rate of change within organizations today. With this critical juncture in sight, it’s now important that we shift some of our immediate focus on long-term speculation to active preparation and strategy development towards this coming era of the future of work and employment. Below, I’ll explore my latest updated view of this future, with many details. The aim: To ignite forward-thinking industry dialogue about what the future of work of work entails by the end of this decade.

Recent statistics paint an intriguing picture of our future workplace. Just one example: According to the World Economic Forum, an estimated 50% of all employees will need reskilling by 2025, as technology advancement continues to accelerate. Moreover, the International Labour Organization notes that by 2030, the global labor force is projected to reach 3.5 billion, but 85% of the jobs that will exist then haven’t been invented yet. These figures underscore a transformative shift in the nature of work, propelled by technological advancements, changing demographics, and evolving societal norms. They highlight the urgency for individuals and organizations alike to adapt, upskill, and rethink traditional employment paradigms. The following below contains a detailed exploration of what we must prepare for.

As we delve into this look into the future, I will explore several far-reaching examples of what work might look like in 2030. From the deep integration of AI and machine learning in everyday tasks to the rise of remote, hybrid, and even entirely new working models, the landscape of work is set to undergo unprecedented changes. Below is an introduction — to the degree I can make it comprehensive — of major trends that are shaping the future of work, such as the gig economy, green jobs, and the emphasis on mental health and wellbeing in the workplace. Join me on this exploratory journey, where enthusiasm for progress meets a grounded, professional analysis of what lies ahead.

The chart above summarizes an approximately 80% view of the major shifts and advances in work through 2030. The top of the chart focuses more on people, process, and culture, while the bottom is more technologically focused. Advances on the left are often already here in early form, while the trends on the right are farther out and will likely still be bleeding-edge by 2030, but clearly major trends.

Let’s jump right in, going from left to right on this future of work trends chart:

2030 Work Trends and Advances

The Quantified Workplace

Those who attend my talks know that often quote Peter Drucker’s famous adage, “If you can’t measure it, you can’t manage it.” This principle has never been more pertinent than in today’s quantified workplace, where the rise of workplace analytics has revolutionized how we approach productivity and efficiency. The advent of Objective and Key Results (OKR) tracking, sophisticated analytics and Business Intelligence (BI) dashboards, and even digital twins of work processes, have transformed the landscape of organizational management. These tools not only provide a granular view of performance but also empower decision-makers with actionable insights, fostering a culture of continuous improvement and strategic alignment.

An Operations Team Using Workplace Analytics To Manage Work

The well-known story of Google, for instance, who has long been a proponent of OKR tracking to ensure that its teams’ efforts align with the company’s ambitious goals. Similarly, Siemens has embraced the concept of digital twins, creating virtual replicas of their work processes in high-impact environments like healthcare to optimize operations and predict future scenarios. On the tool front, platforms like Microsoft Workplace Analytics and ActivTrak have become indispensable in translating data into intuitive, actionable insights for businesses of all sizes. These applications enable companies to visualize and analyze data trends, driving more informed decision-making. Another notable mention is Smartsheet, a project management tool that integrates OKR tracking within its platform, making it easier for teams to align their daily tasks with broader organizational objectives. Through these examples, we see a vivid picture of the quantified workplace in action, where every aspect of work is measurable, manageable, and, most importantly, improvable.

Digital Management Models

The hybrid work environment, a norm in today’s business landscape, is not just reshaping where we work, but also how we are managed and lead. Emerging from this paradigm shift are new management models like network leadership and distributed autonomous organizations (DAOs), which leverage technology to decentralize decision-making and promote a more collaborative and agile approach. These models are a departure from traditional hierarchical structures, emphasizing the importance of connectivity and distributed authority. For instance, network leadership thrives on the premise of connecting people across various departments and geographies, fostering a culture of open communication and shared leadership. DAOs, on the other hand, represent an even more radical shift, based on emerging management platforms that rely on blockchain technology and smart contracts to create transparent, self-governing organizations where decisions are made collectively, without centralized control.

Management Methods Are Evolving and Transforming Due to Technology

For most organizations, adopting these new management models is a challenging yet crucial transformation. It requires a significant shift in mindset from both leaders and employees, as well as a robust technological infrastructure. More freeform tools like Slack and Microsoft Teams have become instrumental in facilitating network leadership, offering platforms for seamless communication and collaboration irrespective of physical location. These tools help break down silos and enable a flow of information that is essential for a networked approach to management. Similarly, platforms like Aragon and Boardroom are specifically designed to support DAOs, providing the necessary framework for decentralized decision-making and governance. This shift is critical because it aligns with the evolving nature of work, where flexibility, adaptability, and employee empowerment are key. As the workforce becomes more global and diverse, these new management models, supported by the right tools, pave the way for more inclusive, efficient, and responsive organizations.

Immersive e-Learning

With the pace of change today required rapid reskilling and upskilling, the landscape of e-learning has been steadily undergoing a revolutionary transformation, with immersive e-learning emerging as a key trend. This evolution is characterized by the interplay and integration of experiential learning, augmented reality (AR) training, and microlearning, offering learners not just information, but experiences that enhance retention and application. Experiential learning provides a hands-on approach, allowing learners to engage in simulations that mimic real-world scenarios. Augmented reality, on the other hand, brings an interactive dimension to learning, overlaying digital information in the real world, thus offering a more engaging and effective learning experience. Microlearning breaks down content into small, manageable units, making it easier for learners to digest and retain information. These methods are gaining traction for their ability to provide flexible, impactful, and learner-centric experiences.

Digital Learning Must Occur Almost Continuously in the Modern Workplace

In the realm of e-learning products, platforms like Coursera and Udacity stand out as exemplars. Coursera offers a wide range of immersive courses that leverage video lectures, interactive exercises, and peer-to-peer learning. Udacity, with its nanodegree programs, focuses on skill-based learning enhanced by real-world projects and mentorship, aligning with microlearning principles. Companies like Boeing and Walmart have been early adopters of these new e-learning methods. Boeing utilizes AR for training its workforce, enabling them to visualize complex aircraft systems for better understanding and maintenance. Walmart has embraced virtual reality (VR) training in its academies, providing employees with lifelike simulations of in-store experiences. These examples highlight how immersive e-learning is not just an educational tool but ben an increasingly strategic asset for workforce development in various industries during the rest of the decade.

Wellness Tracking

Cultivating the health of workers via digital aids is a burgeoning new field that sits on the intersection of technology and health. Wellness tracking is steadily gaining prominence in both personal and corporate settings. Products like Fitbit and Apple Watch have become household names, renowned for their ability to track various health metrics such as heart rate, activity levels, and sleep patterns. These devices not only provide users with detailed insights into their physical wellbeing but also encourage a more proactive approach to health. Corporate wellness platforms like VantageFit have emerged to create custom AI-powered health programs. Corporations are increasingly incorporating these tools into their employee wellness programs. For example, organizations like Emory University and Google have integrated wellness tracking into their employee benefits, offering subsidies for fitness trackers and incentivizing employees to maintain a healthy lifestyle. By integrating these devices, these companies aim to foster a workforce that is not only more productive but also happier and healthier.

Wellness Tracking and Worker Health Measurement is Becoming a Leading Employee Benefit

Looking towards 2030, digital wellness tracking is poised to evolve in both sophistication and scope. The integration of AI and machine learning will likely lead to more personalized health insights and recommendations, based on individual data trends. We will likely see these devices becoming more integrated with medical systems, providing real-time health data to healthcare providers, potentially detecting health issues before they become serious. Additionally, the proliferation of wearable technology will likely expand beyond just fitness trackers to include smart clothing and even implantable devices, offering even more detailed and continuous monitoring. This evolution will not only transform how individuals manage their health but also how companies approach employee wellness, potentially leading to a more holistic and preventive healthcare model in the workplace, a benefit that top-tier employers will increasingly be expected to provide.

The Anywhere Worker

This trend represents a paradigm shift in the modern workforce, encapsulating the complete untethering of employees from traditional constraints of location, time, and collaboration mode. Propelled significantly by the fast-receding pandemic, this trend has rapidly evolved from a necessity to a widely embraced work model. The essence of working from anywhere lies in its flexibility, allowing employees to operate effectively irrespective of their physical location, be it from home, a café, or even a different country. This model not only accommodates various time zones and work schedules but also embraces diverse modes of collaboration, ranging from virtual meetings to asynchronous communication. Tools like Zoom for video conferencing, Slack for team communication, and Viva Engage for organization-wide mass collaboration have become indispensable in supporting this mode of work. They enable seamless collaboration across geographies, fostering a connected yet dispersed workforce.

As we head deeper into the decade, the work from anywhere trend is expected to deepen and expand, with technology playing an even more pivotal role. We will witness the emergence of more sophisticated collaboration tools, which will leverage augmented and virtual reality to simulate in-person interactions in a virtual space. The widespread adoption of AI for automated scheduling and language translation will further facilitate global collaboration, breaking down language barriers and optimizing workflows across time zones. Companies like GitLab and United HealthGroup have already set precedents by operating either fully remote (GitLab) or extensively remote (UHG), showcasing the viability and benefits of this model. As organizations continue to embrace and support international work from anywhere, I anticipate the growth of an ever-more inclusive, capable, and flexible global workforce, one that transcends traditional office boundaries and offers unprecedented freedom and autonomy to the individual worker.

Voice Assistants at Work

As voice assistant technology continues to improve and adapt to professional settings, its presence in the workplace is set to become increasingly commonplace. Enhanced by advancements in natural language processing and machine learning, voice assistants are evolving beyond basic tasks to handle more complex, work-specific functions. They are becoming adept at managing schedules, setting reminders, transcribing meetings, and even providing real-time language translation. The potential for voice assistants to streamline workflows, boost productivity, and foster more efficient communication is significant. One of the most powerful use cases lies in their ability to integrate with various workplace tools and systems, allowing employees to interact with and access a range of services through simple voice commands. This integration not only saves time but also creates a more intuitive and accessible work environment, particularly beneficial in hands-free or multitasking scenarios.

By the end of the decade, the fuller unleashing of voice assistants’ value in the workplace is expected to occur with the integration of generative AI connected to private Large Language Models (LLMs) of corporate data. This will enable voice assistants to provide highly tailored, context-aware responses and insights, drawing from a vast repository of company-specific information. Imagine a voice assistant that can not only schedule a meeting but also provide relevant files, participant profiles, and historical data pertinent to the discussion. An example of a successful implementation of a voice assistant in professional settings is IBM Watsonx Assistant. It can be employed in offices or facing customers to manage both employee and customer service. IBM Watsonx Assistant represents the early stages of this trend, with future iterations likely to offer more sophisticated, AI-driven functionalities, deeply integrated into corporate ecosystems, thereby transforming how we interact with technology at work.

Networks of Excellence

I’ve been tracking for years how the traditional concept of a Center of Excellence (CoE) has been undergoing a significant transformation, evolving into a ‘Network of Excellence’ (NoE) to facilitate large-scale, decentralized change management. This shift is driven by the need for organizations to adapt rapidly and efficiently in a dynamic business environment. A Network of Excellence leverages distributed participation, tapping into a wider pool of expertise and perspectives across various departments and locations. This approach is markedly different from the centralized structure of a CoE, as it promotes a more inclusive and collaborative model of change management. Enabling technologies for this transition include mass collaboration tools and work coordination platforms like Asana, which allow for streamlined project management and communication across disparate teams. Furthermore, platforms from Sensei Labs are emerging as crucial tools for transformation, providing a framework for tracking progress, sharing knowledge, and driving collective action towards common organizational goals.

Networks of Excellence Allow the Organization to Tap Into its Entire Capacity for Change

In the realm of decentralized, agile change networks, a notable example is found in the retail giant, IKEA. Over the years, I’ve been both involved in and tracking such decentralized change models, which have now been adopted by some of the largest organizations in the world, including General Electric Co., United Technologies Corp., Atlas Copco, Metso Oyj, and Ingersoll Rand. They have embraced — at least in part — a more networked approach to change, moving away from traditional, hierarchical structures. They have implemented a decentralized network of excellence, empowering teams across different countries and departments to collaborate and innovate. This approach has allowed them to rapidly adapt to market changes, such as the shift towards e-commerce and sustainable practices. By leveraging digital platforms for communication and project management, change networks in these organizations coordinate effectively, driving initiatives that are both locally relevant and globally aligned. By the end of the decade, networked and technology-fueled forms of transformation are expected to become commonplace in organizations. The integration of advanced technologies such as AI, machine learning, and predictive analytics into these platforms will further enhance their capability to manage complex change initiatives. This evolution will lead to more agile, responsive, and effective organizational transformations, with a greater emphasis on collective intelligence and distributed leadership.

Related Research: My research report on How a Transformation Platform Reimagines Success (reprint)

The Green-Collar Workforce

The rise of a green-collar worker this decade marks a significant shift in the global workforce, reflecting the increasing importance of environmental sustainability in every industry sector. Green-collar workers are those employed in fields specifically geared towards creating and maintaining a sustainable environment. This encompasses a wide range of roles, from renewable energy engineers to sustainability consultants. As the world grapples with climate change and environmental degradation, the demand for these roles is surging, driven by both societal expectations and regulatory requirements. By 2030, as sustainability initiatives gain even more prominence, the green-collar workforce is expected to expand substantially, not just in numbers but also in the scope of their roles. This growth is significantly influenced by technological advancements in areas like green IT, where professionals are tasked with developing and implementing technologies that reduce the carbon footprint of IT operations and promote energy efficiency. Sustainability can even become a business model in its own right as waste head from IT and manufacturing systems can be sold on the open market, and green-collar workers will be leading this dramatic shift in corporate priorities.

The integration of technology in sustainability initiatives is a key driver for the expansion of the green-collar sector. Innovations in renewable energy technologies, waste management, and smart infrastructure are creating new opportunities for skilled professionals. Technologies like AI and big data are increasingly being used to analyze environmental data, optimize resource use, and improve decision-making processes in sustainability projects. Companies like Siemens and Schneider Electric, known for their commitment to green technologies, are at the forefront of this transition, employing a growing number of green-collar workers to develop and manage their sustainable solutions. By 2030, as more companies integrate sustainability into their core business strategies, the role of the green-collar worker will become much more central, not just in executing sustainability initiatives but also in shaping corporate policies and practices towards a more sustainable future. This trend represents a pivotal shift in the workforce, where technology and environmental stewardship converge to create jobs that are both impactful and essential for the planet’s future.

Designer Careers

The evolution of designer careers, particularly within the realm of white-collar gig work, is reshaping the traditional job market. These careers are characterized by the freedom and flexibility for professionals to choose projects that align with their passions and expertise, facilitated by dynamic project platforms. This trend is gaining significant traction in fields like IT and management consulting, where skilled workers are increasingly opting for gig work that allows them to build diverse and impressive portfolios. By engaging in a variety of projects, these workers not only enhance their skill sets but also gain exposure to different industries and organizational cultures. This shift is driven by a growing desire among professionals to be more loyal to their career trajectory than to any single company, while also achieving maximum flexibility in their work lives, from hours worked to location. They seek to craft a career path that is not only professionally rewarding but also personally fulfilling. My Gig Economy in the Enterprise ShortList tracks the top ecosystems, while my related research has tracked the rising popularity and higher effectiveness of gig work in the enterprise sector.

The white-collar gig economy has seen substantial double-digit growth in the last several years, thanks to platforms that connect freelance professionals with organizations seeking specialized skills for short-term projects. This model has proven particularly successful in fields that require high-level expertise and experience, such as management consulting, digital marketing, and software development. Companies like Toptal and Upwork Enterprise exemplify this trend, offering a marketplace for top-tier professionals to engage with businesses on a project-by-project basis. These platforms not only provide flexibility and autonomy to workers but also allow companies to tap into a global talent pool, ensuring they have the right skills for specific project needs. As this model continues to mature, it is likely to further disrupt traditional employment models, with more professionals choosing to navigate their careers as a series of strategic gigs, shaping their professional journey one project at a time.

Related Research: Every Worker is a Digital Artisan of their Career Now

Seamless Hybrid Work

As we move towards 2030, the concept of hybrid work is set to become more seamless and efficiently integrated into our professional lives. Initially, the transition to hybrid work posed significant challenges, primarily in maintaining effective communication and collaboration across remote and in-office teams. Issues like lack of inclusion between remote and office workers, inadequate home office setups, and the struggle to preserve work-life balance were common. However, as organizations continue to adapt and vendors update their solutions to better support hybrid work, these hurdles are being overcome through a combination of innovative technologies and evolved work practices. Advanced collaboration tools are being developed to facilitate smoother interactions, such as enhanced video conferencing systems and asynchronous collaboration practices that offer more interactive, engaging, hybrid-friendly meeting experiences. AI-driven platforms are emerging to optimize scheduling across time zones and manage project workflows more effectively. Moreover, companies are adopting flexible policies that acknowledge the unique challenges of remote work, such as providing allowances for home office setups or implementing ‘no meeting’ days to combat Zoom fatigue.

An excellent example of company embracing the hybrid work model is Deloitte. Known for its consulting and financial advisory services, Deloitte has implemented a “hybrid-inclusive” approach that allows employees to blend in-office and remote work. This model is supported by a strong digital infrastructure, but also by a culture that values flexibility, employee autonomy, and work-life balance. Deloitte has focused on ensuring that its workforce, regardless of location, has equal access to opportunities and resources, thereby fostering a sense of inclusion and equity across its distributed teams. In terms of technology support, tools like Slack have been instrumental in enabling this transition for companies like Deloitte. Slack’s platform facilitates real-time communication and collaboration, making it easier for teams to stay connected and productive, whether they are working from home, the office, or anywhere in between. This approach by Deloitte, supported by innovative collaborative technologies, exemplifies how non-tech companies can effectively adapt to and thrive in a hybrid work environment, creating a resilient and adaptable workforce. I predict that most organizations will operate more like Deloitte by the end of the decade.

The Productivity Coach

The recent advent of generative AI is now set to revolutionize the workplace by introducing personalized productivity coaches for both workers and managers. These AI-driven coaches are designed to analyze an individual’s work patterns, preferences, and performance metrics to provide customized recommendations for enhancing productivity. By leveraging large datasets and learning from a user’s interactions, these AI systems can offer insights into optimizing workflows, managing time more efficiently, and improving the quality of output. For instance, a generative AI coach might analyze a programmer’s coding habits and suggest more efficient algorithms or shortcuts, or advise a manager on how to structure team meetings more effectively to boost engagement and outcomes. The potential of these AI coaches extends beyond mere productivity enhancement; they could also help in identifying skill gaps and recommending tailored learning paths, thereby contributing to ongoing professional development.

As we progress through the decade, these AI-driven productivity coaches are likely to become integral to both corporate results and employee success. In an increasingly competitive and fast-paced business environment, the ability to continuously improve and adapt is crucial. AI coaches will serve as a continuous feedback mechanism, helping employees and managers to not only work smarter but also ensure their well-being by preventing burnout and maintaining work-life balance. An example of such a solution is Poised, which uses AI to assist employees in improved communication by providing live coaching of their actual communication. This AI coach will not only enhance individual performance but also contribute to a more efficient, innovative, and adaptive sales, marketing, and product management teams. The holistic approach of these AI systems, which considers both professional output and personal well-being, aligns perfectly with the evolving priorities of the modern workforce, where productivity is increasingly seen as a function of employee satisfaction and engagement.

The Universal Work Portal

The concept of universal work portals is emerging as a groundbreaking solution in the quest to centralize and streamline the employee experience. Going far beyond the scope of traditional intranets or digital workplace hubs, these integrated portals — which I’ve predicted for several years now — are envisioned to serve as a singular, cohesive platform for a multitude of essential work-related activities. Encompassing both core work functions and support tasks, universal work portals will offer a centralized location for activities such as filing hours, managing notifications, reviewing approvals, coordinating work, and creating work output across various applications. This integration aims to address the current fragmentation in work and communication apps, reducing the cognitive load on employees and enhancing productivity. An AI-assisted layer within these portals will provide intelligent assistance, offering personalized recommendations, automating routine tasks, and facilitating more efficient workflows. The portal will not only aggregate information and tools but also intelligently prioritize and present them based on individual roles and tasks, creating a more focused and efficient work environment.

Intranets Won’t Die, But They Will Become Much More Powerful Hubs that Focus on Outcomes

By 2030, universal work portals are predicted to evolve into far more immersive and interactive platforms, potentially becoming integral parts of a broader work metaverse. As virtual and augmented reality technologies mature, these portals could transform into 3D virtual workspaces, offering an immersive experience that blurs the line between physical and digital work environments. In this context, employees could navigate a virtual office space, interact with colleagues in a more lifelike manner, and engage with work tools and data in a spatial, intuitive way. This evolution will likely see the integration of more advanced AI capabilities, further personalizing the employee experience and optimizing work processes. The work metaverse could also extend to include elements of gamification and social interaction, making work more engaging and fostering a stronger sense of community and collaboration among remote teams. As these platforms become more sophisticated and integrated into daily work life, they could revolutionize not just how we work, but also how we perceive and experience our professional lives.

Work Coordination-Led Organizations

Collaborative work management tools like Smartsheet and Asana are increasingly becoming the backbone of how work is conducted in team and project-based environments. These platforms have evolved from mere task management tools to comprehensive work operating systems for companies, offering a centralized space for detailed task tracking, management controls, and work analytics. They are specifically designed to drive outcomes by enhancing visibility, accountability, and collaboration across teams. By breaking down projects into manageable tasks, assigning responsibilities, and setting deadlines, these tools ensure that everyone is aligned and aware of their roles and deadlines. Moreover, their integrated work analytics provide valuable insights into team performance, project progress, and potential bottlenecks, enabling managers to make informed decisions and adjustments. These platforms also facilitate communication and file sharing, reducing the need for lengthy email threads and meetings, thereby streamlining workflows and increasing efficiency.

Work Coordination Now a Leading Way for Organizations to Digitally Instrument Project Work

Looking ahead to 2030, based on the growth I’ve seen within organizations today, I predict that collaborative work management platforms will continue to evolve significantly, becoming even more ingrained and central in the way work is structured and conducted. As AI and machine learning technologies advance, these platforms will likely offer more predictive and prescriptive analytics, proactively identifying issues and suggesting optimal workflows. They might also integrate more deeply with other business tools, becoming a central hub for all work-related activities, including communication, resource planning, and even decision-making. The evolution of these platforms could also see the incorporation of more immersive interfaces, such as augmented and virtual reality, making remote collaboration more interactive and engaging. This will lead to the creation of virtual workspaces where team members, irrespective of their physical location, can collaborate as if they were in the same room. As these platforms become more sophisticated and user-friendly, they will likely play a crucial role in shaping organizational cultures, fostering transparency, agility, and a more outcome-driven approach to work.

Happiness Management

A somewhat unexpected trend that I began to see as the first millennial CIOs reached the workforce and created very different IT departments, the utilization of digital sentiment analysis in the workplace represents a significant shift in how employers measure and manage employee happiness and their mental state overall. Best-in-class employers are increasingly recognizing the importance of providing an environment that caters to workers’ needs, fostering not just productivity but also engagement and fulfillment. Digital sentiment analysis tools use AI and machine learning algorithms to gauge employee sentiment through various data points, such as feedback surveys, social media posts, and even internal communication patterns. By analyzing this data, employers can identify trends in employee morale, satisfaction, and engagement, turning these insights into actionable strategies. Key Performance Indicators (KPIs) for happiness are being established, allowing companies to track the effectiveness of their initiatives and policies. More than just measuring, these tools also enable employers to proactively create positive interactions and interventions. For example, if sentiment analysis detects a trend of increasing stress levels, employers can implement specific wellness programs or workload adjustments to address the issue.

An example of a solution that embodies this approach is the platform provided by Qualtrics, which offers tools for employee experience management, including sentiment analysis. Qualtrics enables organizations to gather and analyze employee feedback in real time, offering insights that help in enhancing employee happiness and engagement. A company that has effectively integrated such a system is, perhaps unsurprisingly based on the early experience I cited abovce, is SAP. They utilize Qualtrics to understand their employees’ sentiments and needs continuously. This approach allows SAP to tailor their workplace environment and policies actively, ensuring they align with their workforce’s evolving expectations. By regularly measuring employee sentiment and acting on the insights provided, SAP demonstrates a commitment to creating a workplace where employees feel valued, engaged, and motivated. This proactive approach to managing employee happiness is not just about improving productivity; it’s also about building a work culture that supports the overall well-being and satisfaction of every team member, setting a standard for how modern organizations should strive to operate. I predict this practice will become far more common in HR and employee experience teams by 2030.

Ambient Education

The future of workplace education is poised to transcend traditional e-learning models, evolving into what is being termed as Ambient Educatin. This innovative approach integrates education seamlessly into the very fabric of the workplace, making learning an intrinsic part of the work process. Unlike conventional learning systems that require separate engagement, Ambient Learning is delivered through digital adoption platforms and other context-specific education experiences, providing real-time, on-the-job training and guidance. This method is particularly effective in training workers in both technology and business-related skills, as it offers immediate, practical applications of knowledge within the workflow. For instance, a salesperson could receive instant tips and insights about a product or customer interaction protocols directly within their sales software, or a data scientist could be trained on a new machine learning algorithm as they first use it. Ambient Education leverages advanced technologies like AI and machine learning to analyze the worker’s tasks and provide relevant, just-in-time information and training, thereby enhancing productivity and skill acquisition simultaneously.

By 2030, I predict that Ambient Education will become a leading method for continuous education in the workplace. This shift is driven by the increasing need for agility and adaptability in a rapidly changing business environment. Workers will need to continuously update their skills to keep pace with technological advancements and evolving business practices. Digital adoption and in-the-flow learning platforms, such as WalkMe and Spekit respectively, are already paving the way for this transition. These platforms offer interactive, context-sensitive guides and training within applications, enabling users to learn and adapt to new software quickly and efficiently as they work. By integrating learning directly into the work process, Ambient Education not only streamlines skill development but also ensures that the learning is immediately applicable and relevant. This approach represents a significant evolution in how knowledge is acquired and applied in the workplace, making continuous learning an effortless and integral part of everyday work activities.

Emo-Surveillance

While the concept of emo-surveillance in businesses raises legitimate concerns about privacy, it’s essential to acknowledge its potential for positive impact. Imagine workplaces where security threats are identified before they escalate, where tailored support fosters greater employee well-being, and where the pulse of the workforce informs empathetic design solutions. It’s worth considering the flip side of the coin.

Much like customer experience research utilizes emotional analysis to improve service and tailor offerings, applying similar tools to understand employees offers a profound opportunity. By subtly capturing and interpreting employees’ emotional states, organizations can identify those under undue stress, struggling with burnout, or even contemplating risky behavior. This, in turn, paves the way for proactive interventions like personalized counseling, flexible work arrangements, and targeted wellness programs. In the same way that understanding customer journeys has revolutionized service, understanding employee journeys – their frustrations, anxieties, and moments of joy – can revolutionize workplace design and culture.

Establishing Empathy With the Emotions of Workers Will Help Us Serve Them — and Us — Better

By 2030, we can expect emo-surveillance to morph into a sophisticated, ethical tool for building truly supportive and responsive workplaces. Imagine offices dynamically adjusting lighting and temperature based on the collective mood, or AI-powered assistants offering confidential emotional support when stress levels rise. While concerns about privacy must be addressed head-on, the potential for emo-surveillance to cultivate a workforce that feels seen, heard, and understood is undeniable. In a world where human connection is paramount, technology can become a bridge, helping businesses not just listen to their employees, but truly feel alongside them. This is the future of empathetic leadership, and it promises to usher in a new era of employee well-being and corporate responsibility.

Simplicity Maximization

This new work practice emerges as the critical counterbalance to the escalating challenge of managing technological complexity in large enterprises. As organizations continue to adopt an ever-growing array of technologies, the need to simplify and streamline tech usage becomes paramount. Simplicity maximization focuses on decluttering the technological landscape, ensuring that the tools and systems in place are intuitive, integrated, and aligned with the actual needs of the business. This approach not only enhances the user experience but also drives higher adoption rates of essential technology solutions. By reducing complexity, organizations can more effectively implement and benefit from automation, making it a practical and integral part of their operations. Simplification efforts extend to every aspect of technology use, from the user interface design of software applications to the architecture of enterprise systems, ensuring that technology serves as an enabler rather than a hindrance.

By the end of the decade, simplicity maximization is anticipated to evolve into a rigorous and formal discipline within many organizations, underpinned by the increasingly popular corporate practice of value maximization. This evolution will see simplicity being treated not just as a design principle but as a strategic imperative, driving decision-making and investments in technology. Companies will adopt systematic approaches to evaluate and streamline their tech stacks, focusing on eliminating redundancies, integrating systems, and fostering an environment of continuous improvement. The discipline of simplicity maximization will also emphasize the importance of aligning technology with business objectives, ensuring that every tool, platform, or system contributes directly to the organization’s value creation efforts. This deliberate and structured approach to managing technology will empower organizations to navigate the complexities of the digital age — a trend I have been tracking for a half decade now — more effectively, turning the promise of technological advancement into tangible business outcomes.

Hyper-Local, On-Demand Maker Economy

The convergence of escalating supply chain disruptions and mounting global conflict is catalyzing the emergence of a hyperlocal, on-demand maker economy. This trend represents a paradigm shift from the traditional, centralized manufacturing model to a more distributed and responsive approach. Driven by advancements in 3D printing and additive manufacturing technologies, including advanced multi-material printers, businesses are increasingly able to manufacture a wide array of items on-site, tailored to their specific needs. This capability is not only transforming how businesses manage facility repairs and maintenance, reducing downtime and dependency on external suppliers, but it’s also enabling the production of locally sourced products, aligning with growing consumer demand for sustainability and localism. Moreover, sectors such as healthcare are witnessing revolutionary changes, with on-demand manufacturing allowing for the rapid production of customized medical devices and prosthetics, directly in hospitals or clinics, significantly improving patient care.

Supply Chains Become More Local, On-Demand, 1:1 Customized To Deal with Global Challenges

Looking ahead to 2030, the on-demand maker economy is poised to become a fundamental aspect of the business landscape, driven by continuous technological innovations in 3D printing and additive manufacturing. As these technologies become more sophisticated, offering higher precision, faster production times, and a broader range of materials, their adoption will extend to an even wider array of industries. For instance, the construction sector could see a surge in the use of on-site printed materials, revolutionizing building processes and design possibilities. Similarly, the automotive and aerospace industries might leverage on-demand manufacturing for the production of customized, lightweight components, leading to more efficient and environmentally friendly vehicles. This shift towards a hyperlocal, on-demand maker economy not only promises to enhance operational efficiency and product customization but also contributes to a more resilient and sustainable global economy, characterized by reduced logistics dependencies and lower carbon footprints.

Everyone As Citizen Developer

The concept of the ‘citizen developer’ is set to become a universal reality by 2030, marking a significant democratization of digital transformation within organizations. This shift is propelled by the evolution from enterprise-grade low-code platforms like Appian to fully no-code environments, enabled by the advent of comprehensive end-to-end AI app generation and maintenance. In this new era, the ability to create and deploy IT solutions will no longer be confined to IT professionals. Instead, individuals across various departments will have the power to develop the applications they need to address their specific business challenges, all with minimal technical expertise. This revolutionary change is driven by intuitive no-code platforms that allow users to build applications through simple visual interfaces or by describing their requirements in natural language. The result is a significant acceleration in innovation and operational efficiency, as employees are empowered to create tailored solutions swiftly, without the traditional bottlenecks of IT development processes.

In the Very Near Future, Everyone Will Use AI to Create All the Apps They Want

One notable example of a firm embracing this trend is Siemens, which has integrated low-code and no-code platforms into its core business operations. Siemens has leveraged these platforms to enable its non-technical staff to build custom applications that address specific operational needs, ranging from project management solutions to customer engagement tools. This approach has not only streamlined their workflows but also fostered a culture of innovation and agility. By allowing employees who are closest to the business challenges to create their solutions, Siemens has effectively tapped into a vast reservoir of creativity and domain-specific knowledge. As we approach 2030, this model is expected to become increasingly prevalent, with businesses across various industries adopting no-code platforms to unleash the full potential of their workforce, turning every employee into a citizen developer and every department into a hub of digital innovation.

AI Work Concierges

The emergence of AI work concierges will transform the modern workplace, acting as highly assistive agents that significantly enhance productivity and job satisfaction. These AI-powered concierges are designed to handle a multitude of rote and administrative tasks, freeing up employees to focus on more complex and creative aspects of their work. From scheduling meetings and managing emails to providing real-time data analysis and generating reports, these AI assistants can perform a broad range of functions. More impressively, they are increasingly capable of offering just-in-time assistance, often proactively identifying needs based on patterns in worker behavior and preferences. This level of support is akin to having a virtual team dedicated to optimizing each worker’s performance, ensuring that every task is handled efficiently and every opportunity for improvement is seized.

Within a half-decade, AI work concierges are expected to become an indispensable part of the workforce, akin to a virtual co-worker or team that collaborates seamlessly with human employees. As AI technology evolves, these concierges will likely become more intuitive and adaptive, capable of predicting needs and personalizing support in increasingly sophisticated ways. For example, an AI concierge might automatically reschedule meetings if it detects a potential conflict or suggests breaks and wellness activities based on an analysis of the worker’s schedule and stress levels. Companies like IBM and Google are already pioneering this space, with AI assistants that can understand and execute complex commands, interact through natural language, and learn from their interactions to provide better support over time. As we head towards 2030, AI work concierges are set to become a ubiquitous feature in the workplace, driving a significant shift in how work is organized and executed, and redefining the concept of teamwork to include both human and AI collaborators.

Digital Counseling

The growing use of digital counseling in the workplace marks a significant stride towards fostering a supportive and empowering work environment. As organizations increasingly acknowledge the holistic well-being of their employees, digital counseling emerges as a crucial tool to help workers unlock their potential, productivity, and fulfillment. This form of counseling extends beyond traditional career guidance or personal challenge support; it offers a nuanced, comprehensive approach to addressing a wide array of professional dilemmas and aspirations. Workers can receive tailored advice on navigating complex project dynamics, enhancing leadership skills, or balancing work-life pressures. The business benefits of this trend are substantial. By investing in the well-being and development of their employees, organizations witness improved morale, lower turnover rates, and a more engaged, innovative workforce. Employees feel valued and understood, translating into a more committed and productive approach to their roles.

By this decade’s end, digital counseling is anticipated to become an integral component of the resilience regime of modern organizations, largely driven by AI’s evolution. AI in digital counseling will deliver hyper-personalized, empathetic support on a 1:1 basis, ensuring that each worker’s unique context and needs are addressed. These AI systems will be equipped to analyze vast amounts of data, including work patterns, feedback, and even biometric indicators, to provide insights and recommendations that are deeply aligned with each employee’s professional journey and personal well-being. This level of customization ensures that the support is not just generic advice but a meaningful, actionable guidance that resonates with the individual’s specific situation, be it a challenging business scenario or a personal growth opportunity. As AI technologies continue to mature, their capability to understand and mimic human empathy and judgment will significantly enhance the efficacy of digital counseling, making it a cornerstone of organizational support systems, driving a workforce that is not only proficient but also resilient and fulfilled.

The Trust Economy

As we move into a era of digital uncertainty, the Trust Economy is poised to become a cornerstone of digital interaction and commerce, a direct response to the increasing prevalence of misinformation, cyberattacks, and privacy breaches. In this emerging paradigm, trust is not just a value but a tangible asset, underpinned by advanced technologies designed to secure, validate, and streamline every digital interaction. Decentralized control systems like blockchain form the backbone of this economy, ensuring transparency and immutability of data, making it virtually impossible to alter or forge information. Alternative digital currencies are gaining traction, offering secure and decentralized financial transactions. Digital signatures and biometric security systems are becoming ubiquitous, providing robust authentication mechanisms that are unique to each individual. Furthermore, the widespread adoption of heavy end-to-end encryption ensures that data, whether in transit or at rest, is accessible only to the intended parties. These trust technologies collectively create a secure digital ecosystem where every transaction, whether financial, informational, or communicational, continually proves its worthiness and integrity.

Technology That Is Inherently Trustworthy by Design Will Be Increasingly Relevant in Business

As we near the end of the decade, the Trust Economy is expected to evolve into an integral framework within which all digital transactions occur. It’s not merely about preventing fraud or protecting data; it’s about building an environment where the digital aspect of our lives is inherently secure, reliable, and private. In this economy, businesses that prioritize and invest in trust technologies will thrive, as consumers and partners gravitate towards entities that can demonstrably safeguard their interests. The widespread implementation of trust technologies will also catalyze new business models and opportunities, particularly in sectors like fintech, e-commerce, and data services. As we embrace this new era, the Trust Economy will likely reshape not just how we conduct business but also how we perceive and value digital interactions, making trust a fundamental, quantifiable asset in the digital age.

Related Research: The Future of Money: Digital Assets in the Cloud

The 1:1 Personalized Employee Experience

By 2030, the personalized employee experience is set to reach an unprecedented level of customization and sophistication, representing a paradigm shift in workplace dynamics. This transformation is underpinned by the convergence of several cutting-edge trends explored abovce, including universal work portals, AI work concierges, emo-surveillance, and the citizen developer movement. The universal work portal will serve as the central hub for each employee’s work life, offering a tailored interface that adapts to individual work styles and preferences. AI work concierges will provide on-demand, personalized support, handling routine tasks and offering insights to optimize productivity and well-being. Emo-surveillance will play a crucial role in this ecosystem, continuously gauging employee sentiment and stress levels, ensuring that the work environment remains supportive and responsive to individual emotional needs. Furthermore, the citizen developer trend will empower employees to create and customize their digital tools, ensuring that the technology they use is perfectly aligned with their unique work processes.

Many of Us Will Design the Employee Experiences of Our Dreams by 2030

The culmination of these trends will lead to the co-creation of a 1:1 personalized employee experience, designed specifically for each individual worker. This bespoke approach will revolutionize the concept of employee engagement and job satisfaction. Work will no longer be a one-size-fits-all affair; instead, every aspect of an employee’s professional journey – from the tools they use to the way they receive support and feedback – will be finely tuned to match their personal preferences, strengths, and career aspirations. This level of personalization will not only boost productivity and creativity but also foster a deeper sense of belonging and fulfillment among employees. Organizations that embrace and invest in creating these personalized experiences will not only attract and retain top talent but also cultivate a culture of innovation and resilience, ready to thrive in the ever-evolving landscape of the modern workplace.

Hyper-Real Personal Avatars and Digital Twins

As we advance towards 2030, the concept of hyper-real avatars is set to redefine the boundaries of personal digital representation and interaction in the workplace. These avatars, transcending mere visual mimicry, will encapsulate the full spectrum of an individual’s personality, knowledge, and behavioral nuances, essentially becoming comprehensive digital twins of their human counterparts. Enabled by breakthroughs in AI, machine learning, and graphical modeling, these avatars will offer an unprecedented level of realism and cognitive capabilities. They will not just represent individuals in digital spaces but will actively participate in work processes, engaging in meetings, making decisions based on predefined criteria, and even undertaking complex tasks. This will allow human workers to delegate routine or time-consuming activities to their digital twins, freeing up time for more strategic, creative, or complex problem-solving tasks. The digital twin will essentially act as an extension of the individual, capable of continuous operation, thereby transcending the limitations of time zones and work schedules.

Within a few years, these hyper-real avatars will become a fundamental component of the professional ecosystem, revolutionizing the concept of work and productivity. As these digital twins become more sophisticated, they will be able to learn and adapt over time, refining their decision-making and interaction based on continuous feedback and new experiences. This will enable a symbiotic relationship between humans and their digital counterparts, with avatars handling an increasing share of professional responsibilities. They will attend meetings, engage in negotiations, and even carry out complex analytical tasks, ensuring that human workers are kept up-to-date and seamlessly integrated with the work done by their digital twins. This trend will not only transform individual productivity but also redefine team dynamics, project management, and business operations, paving the way for a future where the fusion of human and digital capabilities sets a new standard for efficiency, innovation, and workplace flexibility.

ResilienceOps

This emerging practice represents a forward-thinking paradigm that embeds digital resilience into the very fabric of business operations and work, mirroring the principles of DevOps with an emphasis on agility, continuous improvement, and proactive risk management. As organizations navigate an increasingly volatile business landscape characterized by rapid technological changes, cybersecurity threats, and supply chain vulnerabilities, ResilienceOps emerges as a strategic imperative. This approach integrates resilience into every phase of the business cycle, from planning and development to deployment and operations. It involves continuous monitoring, real-time risk assessment, and agile response mechanisms to ensure that businesses can quickly adapt and recover from disruptions. By fostering a culture of resilience, organizations not only safeguard their operations but also seize opportunities to innovate and grow in the face of adversity. ResilienceOps entails a holistic view of the organizational ecosystem, ensuring that resilience is not siloed but is a collective responsibility, embraced across departments and disciplines.

By 2030, ResilienceOps is expected to evolve into a core business function, underpinned by a nascent but increasingly robust cottage industry of support tools and services. These tools will leverage advanced technologies such as AI, machine learning, and predictive analytics to provide sophisticated risk assessment, scenario planning, and decision support capabilities. They will enable organizations to simulate potential disruptions, model their impacts, and devise optimized response strategies. Furthermore, the integration of blockchain and distributed ledger technologies will enhance transparency and traceability in supply chains, bolstering resilience against disruptions. As ResilienceOps matures, it will drive a shift from reactive crisis management to proactive resilience building, empowering organizations to not just withstand shocks but to adapt and thrive amidst them. The cottage industry supporting ResilienceOps will see rapid growth, offering a wide array of solutions ranging from resilience consulting services to specialized software platforms like the popular Fusion Framework System, becoming an indispensable part of the business ecosystem by 2030.

The Omniscient Organization

The concept of an ‘all-knowing organization’ is rapidly taking shape, spurred by the digital transformation of business processes and their pervasive generation of ‘digital exhaust’, the data trail left by digitized business activities. As every facet of business becomes digitized, the vast universe of corporate data, coupled with external data sources, is now being assimilated into large language models (LLMs). These advanced AI-driven systems are enabling workers to access an unprecedented depth and breadth of organizational knowledge. This access isn’t just about retrieving information. It’s about understanding patterns, making connections, and deriving insights that were previously obscured by the sheer volume and complexity of the data, and often gate-kept by workers in the hierarchy. Workers can now pose complex queries and receive comprehensive, contextually relevant insights, effectively having the total sum of digital knowledge within the organization at their fingertips. This transformation is eliminating traditional barriers to information and insight, empowering employees at all levels to make informed, data-driven decisions. Platforms like Sinequa and Practicus AI.

As we head deeper into the cognitive era, the democratization of insight afforded by the omniscient organization is poised to fundamentally transform how businesses operate. The widespread access to comprehensive, AI-powered analysis will flatten organizational hierarchies, as decision-making becomes more distributed and data-driven. Employees will be able to leverage the collective intelligence of the organization to innovate, solve problems, and adapt to changes with unprecedented agility. This will not only accelerate the pace of innovation but also foster a more collaborative and engaged workforce, as employees are empowered to contribute meaningfully based on the insights they derive. Furthermore, the ability of these systems to continuously learn and evolve will ensure that the insights they provide remain relevant and actionable, driving a continuous cycle of learning, improvement, and growth. The rise of the omniscient organization represents a quantum leap in the evolution of the workplace, turning the vast ocean of digital data into a powerful engine of insight, innovation, and empowerment.

Perfect Onboarding

The process of new employee onboarding, traditionally fraught with challenges and complexities, is poised for a transformative leap through the integration of digital experience technologies. The concept of ‘perfect onboarding’ is becoming a reality, characterized by seamless integration of various support tools and activities designed to make the transition smooth and engaging for new hires. This includes an array of digital resources like comprehensive e-learning modules, interactive videos, online signing of work documents, and virtual introductions to teammates through chat channels. The journey begins even before the official start date, with pre-boarding activities that familiarize the new employee with the company culture, expectations, and their specific role. Post-hire, the onboarding process continues to unfold, encompassing a wide spectrum of systems and activities essential for a well-rounded integration into the organization. The aim is to ensure that every new hire feels welcomed, well-informed, and prepared to contribute from day one.

By leveraging AI, the orchestration of the onboarding process transcends to a level of sophistication and personalization previously unattainable. AI systems are capable of guiding new hires through each step of the process, providing just-in-time information, answering queries, and even soliciting and acting on feedback to continuously improve the onboarding experience. This intelligent orchestration ensures that the process is not just easy, but also fulfilling, exciting, and genuinely useful, setting the tone for a positive and productive tenure at the company. As we look towards the future, the role of AI in onboarding is expected to become even more integral, with predictive analytics offering insights to tailor the experience to individual needs and preferences. By 2030, digital onboarding will likely be an immersive, interactive journey, with virtual reality tours, AI mentors, and personalized learning paths becoming standard practices, reflecting a profound shift in how organizations welcome and integrate their most valuable asset – their people. Examples of next-generation include On Board by HR Cloud and Click Boarding.

DevOps for Business

As we approach 2030, the evolution of DevOps into a more encompassing operational and business paradigm signifies a transformative shift in organizational structures and processes. This expansion of DevOps, often referred to as BizDevOps, extends the principles of collaboration, automation, and rapid iteration beyond the realms of development and IT operations, to include all operational domains and business functions. This trend is driven by the realization that the agility, efficiency, and innovation fostered by DevOps in software development and IT operations can yield similar benefits when applied across the entire organization. By integrating business units into the DevOps loop, organizations ensure that product development, security considerations, and business strategies are seamlessly aligned and mutually reinforcing. This holistic approach leads to more coherent product offerings, faster go-to-market times, and a more resilient business model that can adapt swiftly to changing market dynamics.

The implications of this trend are profound, marking a departure from traditional siloed business operations to a more integrated and responsive framework. One of the primary advantages of this expanded DevOps approach is the unprecedented integration of IT and business, ensuring that technology initiatives are closely aligned with business goals and market needs. This alignment is crucial in an era where digital transformation is a key competitive differentiator. Furthermore, by fostering a culture of continuous feedback and iterative improvement across all business functions, organizations can enhance their responsiveness to customer needs, improve operational efficiency, and foster a culture of innovation. The expansion of DevOps principles across the business landscape is not just a trend; it’s a paradigm shift that promises to redefine the very fabric of how organizations operate and compete in the digital age. By 2030, this integrated approach is likely to be the standard, with the most successful organizations being those that have fully embraced and adeptly implemented this comprehensive, collaborative, and agile operational model.

Management by AI

As we progress further into the digital age, the management of organizations by AI is becoming not just a possibility, but an increasingly prevalent reality. AI’s capabilities in data analysis, pattern recognition, and decision-making are being harnessed to revolutionize management practices. These systems can process vast quantities of data in real-time, providing insights and recommendations that would be impossible for human managers to generate at the same speed or scale. From optimizing resource allocation to predicting market trends and personalizing employee experiences, AI’s potential to enhance and streamline organizational management is vast. Moreover, AI systems can work 24/7, making them invaluable assets in our increasingly global and always-on business environment. They can monitor operations continuously, identify issues or opportunities the moment they arise, and even implement solutions autonomously, guided by predefined business rules and objectives.

Yes, Sometimes the Bots Will Be In Charge. Hopefully Only When We Don’t Want To Be

By 2030, AI’s role in organizational management is expected to have expanded significantly. These systems will not only be tasked with routine management operations but also with more complex strategic decision-making processes. Advances in machine learning and natural language processing will enable AI systems to understand and interact in human language, allowing for more intuitive and natural communication with team members. Additionally, as AI systems become more autonomous and capable of learning and adapting, they will be entrusted with broader responsibilities, potentially leading entire projects or departments. This transition will require a paradigm shift in how we perceive leadership and decision-making in a corporate context. While human intuition and creativity will remain crucial, the integration of AI into management will bring about a more data-driven, efficient, and potentially more objective approach to running organizations, ultimately reshaping the traditional hierarchy and operations of businesses.

Spatial Computing as Primary User Interface

Within the next six years, spatial computing is poised to revolutionize user interaction paradigms, establishing itself as the primary user interface and fundamentally altering our digital interactions. The advent of the Apple Vision Pro is expected to be a pivotal moment in this transformation, propelling hybrid AR/VR technology into the mainstream. This device is projected to address and overcome many of the limitations that have historically hindered the adoption of spatial computing systems, such as cumbersome hardware, an isolating experience, and lack of intuitive user interfaces. By resolving these issues, the Apple Vision Pro will unlock the full potential of immersive environments, where an extensive array of visual information can be intricately presented, thoroughly consumed, and dynamically interacted with. This capability will extend beyond mere data visualization to include complex, multi-dimensional scenarios, significantly enhancing the richness and depth of digital experiences.

The implications of widespread spatial computing are particularly profound in the realms of operations and management. For instance, global teams could conduct meetings within virtual spaces that not only mimic physical conference rooms but also allow for the manipulation and analysis of 3D data models in real-time, fostering a level of collaboration that transcends geographical constraints. In the field of data analysis and decision-making, managers could navigate and interact with complex data landscapes as if they were physical entities, gaining insights that are both intuitively understood and intricately detailed. Moreover, training and development programs could leverage realistic simulations, enabling employees to hone their skills in environments that accurately replicate real-world scenarios, yet are entirely safe and controllable. By integrating spatial computing into these aspects of business operations, organizations will not only enhance efficiency and productivity but also foster a more engaged and empowered workforce, ready to thrive in the increasingly complex digital landscape of 2030.

Radical Flexibility

As we navigate through an era marked by rapid technological advancements and external disruptions, such as supply chain failures and global conflicts, the concept of radical flexibility is emerging as a new paradigm for organizational survival and success. This approach goes beyond traditional flexible work policies, encompassing a holistic strategy that enables organizations to swiftly adapt to changing circumstances. Radical flexibility involves reimagining work processes, organizational structures, and even business models to be inherently adaptable and responsive. It’s about creating an environment where change is not just anticipated but seamlessly integrated into the fabric of the organization. This extreme nature of adaptability is facilitated by innovative tools like low/no-code platforms and AI, which empower individuals across the organization to develop solutions, automate processes, and analyze data without being constrained by technical limitations or traditional hierarchies.

By 2030, radical flexibility is likely to have become the norm for successful organizations, driven by the continuous evolution of enabling technologies. Low/no-code platforms will democratize application development, allowing employees to swiftly create and deploy solutions in response to emerging needs or opportunities. AI will further enhance this adaptability, providing real-time insights, predicting trends, and automating complex decision-making processes. The convergence of these technologies will enable organizations to not just react to changes but proactively shape their future, turning adaptability into a competitive advantage. In this landscape, the agility to innovate, the capacity to pivot, and the ability to harness the collective potential of the workforce will be the key differentiators for organizations. Radical flexibility will redefine resilience, transforming it from a defensive posture to a dynamic, forward-leaning approach that leverages the full spectrum of technological and human capabilities.

The Fully Automated Workforce

As we progress towards a future marked by rapid technological advancements, the concept of a fully automated workforce is becoming an increasingly tangible reality. The relentless march of automation is expected to engulf all rote and repetitive tasks, effectively relegating them to sophisticated AI systems and humanoid robots like Tesla’s Optimus. This paradigm shift is set to redefine the very nature of work, particularly for knowledge workers. In this new era, the human workforce will pivot away from operational duties to focus primarily on areas where human insight and creativity are paramount: strategy and governance. The typical knowledge worker’s day will no longer be bogged down by mundane tasks. Instead, their expertise will be leveraged in crafting innovative strategies, overseeing complex projects, and ensuring that the AI and robotic workforce adhere to ethical standards and align with organizational goals. Human workers will become the architects and custodians of a digital ecosystem where operations, product development, and delivery are executed with precision by an army of AI-driven bots and robots.

By entrusting the execution of routine tasks to automated entities, organizations will unlock unprecedented levels of efficiency and productivity. This will not only accelerate the pace of innovation but also free up human talent to tackle more complex, creative, and meaningful challenges. The symbiosis between human intellect and robotic efficiency will pave the way for groundbreaking advancements in every sector. In manufacturing, for instance, humanoid robots like Optimus could undertake the entire production process, from assembly to quality control, while human workers focus on design, innovation, and process optimization. Similarly, in the service sector, AI-driven systems could manage everything from scheduling to customer service, allowing human employees to concentrate on improving the customer experience and expanding the business. This vision of a fully automated workforce, steered by strategic and governance-focused human professionals, represents a bold leap into a future where the potential of both human and artificial intelligence is fully realized, driving society towards new heights of prosperity and progress.

Quantum-Supercharged Organizations

The advent of quantum computing promises to usher in a transformative era for organizations, particularly for those early adopters who are poised to leap ahead of the competition. Unlike traditional computing, quantum computing harnesses the peculiar principles of quantum mechanics to process information at speeds and levels of complexity previously deemed unattainable. This monumental shift in computational power will open up radical new windows of opportunity, enabling organizations to solve intricate problems, analyze massive datasets, and innovate at an unprecedented pace. Early adopters of quantum solutions stand to gain a formidable competitive edge, as they will be equipped to tackle challenges and seize opportunities that are beyond the reach of conventional computational methods. For instance, in fields like drug discovery, material science, and financial modeling, the ability of quantum computing to navigate vast solution spaces and identify optimal outcomes could drastically shorten research and development cycles, reduce costs, and foster groundbreaking innovations.

When we reach 2030, the impact of quantum computing on organizational capabilities is expected to be profound, especially for those who have strategically embraced this technology early on. Quantum computing will not only supercharge problem-solving and decision-making processes but also redefine the boundaries of what is possible. Organizations that harness the power of quantum computing will be able to perform complex simulations in a fraction of the time it takes today, decrypt and secure information with unprecedented levels of security, and optimize large-scale systems and operations with unparalleled efficiency. The ripple effects of these capabilities will be vast, driving a wave of transformation across industries and reshaping the competitive landscape. As quantum technology continues to mature and become more accessible, its integration into business operations will transition from a strategic advantage to an operational necessity. The organizations that recognize and invest in the potential of quantum computing today will not only be the pioneers of this revolutionary technology but also the architects of the future business paradigm.

CSR as Primary Objective

By 2030, the paradigm of corporate success is set to undergo a profound transformation, with an increasing number of enlightened organizations placing corporate social responsibility (CSR) at the forefront of their business objectives. This shift reflects a deep understanding that long-term business sustainability is intrinsically linked to social and environmental stewardship. These forward-thinking organizations are not just passively responding to market demands for greater responsibility; they are actively redefining their purpose to contribute positively to society and the planet. This commitment to CSR resonates deeply with the values and aspirations of Generation Z and Generation Alpha, cohorts known for their strong sense of social justice and environmental concern. For these generations, the notion of success extends beyond the traditional metrics of profitability to include the impact an organization has on the world. They are drawn to mission-oriented organizations that align with their desire to address and mitigate global challenges such as climate change, inequality, and social injustice. The allure of contributing to a meaningful, larger cause is a powerful motivator for these individuals, influencing their decisions as consumers, employees, and future leaders.

As we reach 2030, the trend of aligning business objectives with CSR goals is likely to become a defining characteristic of the most successful and respected organizations. These entities will not only attract the most passionate and purpose-driven talent from Generation Z and Alpha but will also cultivate a loyal customer base that values ethical and sustainable practices. The convergence of advanced technology, innovative business models, and a culture of empathy and collaboration will enable these organizations to tackle complex societal challenges effectively. This evolution marks a pivotal shift in the corporate landscape, where profit and purpose are not seen as mutually exclusive but as mutually reinforcing. The rise of mission-oriented organizations heralds a new era of business, one where the ultimate measure of success is the positive impact made on the world, appealing to the altruistic spirit of younger generations and setting a new standard for what it means to be truly successful in the modern age.

Frictionless Biosecurity

By 2030, the landscape of cybersecurity and personal identity verification is poised to undergo a revolutionary transformation, driven by the advent and integration of seamless next-gen biosecurity technologies. Traditional authentication methods like passwords, which are often vulnerable to breaches and theft, are being replaced by easier methods like advanced biosecurity measures that offer a more robust and foolproof means of establishing and safeguarding digital identity. Technologies such as eye scans, brain scans, and real-time DNA recognition are at the forefront of this transformation. These biometric systems leverage unique biological characteristics that are inherently difficult to replicate or forge, ensuring a higher level of security. For instance, eye scans can analyze intricate patterns in the iris, while brain scans might assess specific neural response patterns, and DNA recognition technologies can rapidly validate an individual’s genetic code. The integration of these technologies into digital systems provides a secure and seamless method of identity verification, significantly reducing the risk of unauthorized access and cyber threats.

The shift from traditional passwords to biosecurity technologies is set to redefine not just the security landscape but also the overall user experience in digital workplaces. Secure proof of identity through biosecurity measures streamlines the authentication process, eliminating the need for remembering complex passwords or undergoing cumbersome multi-step verification processes. This transition not only fortifies the security infrastructure of organizations but also enhances usability and efficiency, contributing to a more trusted and productive digital work environment. As these technologies become more sophisticated and accessible, they are likely to become an integral part of daily digital interactions, offering a seamless blend of security and convenience. This evolution in cybersecurity and personal identity verification marks a significant stride towards a future where digital systems are not only more secure but also more intuitive and user-friendly, aligning with the fast-paced, security-conscious ethos of the modern digital workplace.

Work/Life Podcoons

The concept of ‘work/life podcoons’ represents a groundbreaking shift in how businesses approach employee well-being and satisfaction. These podcoons are specially designed, digitally-enabled environments that seamlessly integrate work and life, offering a balanced space where employees can thrive both professionally and personally. The core philosophy behind podcoons is to provide a holistic environment that caters to the total fulfillment of the employee, encompassing not just their work needs but also their lifestyle preferences and well-being. These sophisticated spaces are equipped with advanced technology, comfortable living amenities, and flexible workstations, allowing employees to effortlessly switch between work and personal life while maintaining a healthy separation when needed. The appeal of podcoons lies in their ability to offer a sanctuary that supports productivity, creativity, and relaxation in equal measure, addressing the growing desire among employees for workplaces that acknowledge and support their life beyond the office walls.

For a generation of workers who value the integration of support and convenience in their lives, the rise of podcoons represents a significant evolution in employee benefits. This generation, accustomed to a more parental and nurturing approach in various aspects of their lives, finds the concept of podcoons particularly appealing. It aligns with their expectations for an employer that takes a vested interest in their overall well-being and personal growth. The benefits of podcoons extend beyond individual employee satisfaction; they foster a sense of loyalty, belonging, and engagement, leading to higher retention rates and attracting top talent who are seeking more than just a job but a lifestyle. As businesses continue to navigate the challenges of the modern workforce, the adoption of work/life podcoons stands as a testament to an organization’s commitment to embracing a more comprehensive, nurturing, and human-centric approach to employee well-being.

Holographic Workplace

The holographic workplace represents a groundbreaking evolution in how we perceive and interact with our work environments. By leveraging advanced holographic and augmented reality technologies, this virtual 3D holodeck creates an office or factory space that feels as real and tangible as its physical counterpart. However, it offers far more than mere replication. The holographic workplace is capable of instant augmentation and integration with a multitude of data sources, providing real-time data visualization, volumetric quantitative displays, and a myriad of other interactive overlays and information panels. This immersive environment enables workers to interact with complex data and systems in a more intuitive and natural way, breaking free from the constraints of traditional two-dimensional screens and interfaces. The ability to manipulate and analyze data in a three-dimensional space not only enhances understanding and decision-making but also opens up new possibilities for creativity and innovation.

By 2030, the holographic workplace is anticipated to redefine the concept of spatial efficiency and productivity. The integration of these advanced display technologies will enable some workers to function effectively in four-dimensional spatial environments, navigating through time and space with unprecedented precision and insight. This shift will be particularly transformative in industries where spatial awareness and data interaction are critical, such as architecture, engineering, and manufacturing. The holographic workplace will not only facilitate a more immersive and interactive way of working but also foster a more dynamic and adaptable workforce, capable of understanding and responding to complex scenarios with enhanced agility. As these technologies continue to evolve and become more integrated into our daily work lives, the holographic workplace will set a new standard for how we visualize, interact with, and derive insights from the world around us, ushering in an era of heightened efficiency, creativity, and innovation in the professional sphere.

Humanoid Worker Robots

Humanoid robots like Tesla Optimus represent a groundbreaking evolution in the landscape of work and productivity, signaling a future where the boundaries of physical labor capacity are dramatically expanded. These robots, designed to perform a wide array of tasks traditionally done by humans, are poised to revolutionize automation in environments built for human bodies. As cost-effective physical assistants, they can handle repetitive, dangerous, or intricate tasks, reducing the risk of injury and freeing human workers to focus on more complex, creative, and decision-making roles. The potential of humanoid robots extends beyond mere assistance. They are also envisioned as colleagues working alongside humans, complementing their skills and contributing to a more dynamic and capable workforce. The integration of advanced AI and learning algorithms enables these robots to adapt and improve over time, making them increasingly valuable assets in various industries. The proliferation of humanoid robots is set to create an ‘unlimited economy,’ where the constraints on physical labor are almost completely eliminated, opening new horizons for productivity, innovation, and growth.

However, this transformative shift is not without its challenges, particularly in the short term. The introduction of humanoid robots into mainstream industries is likely to disrupt traditional labor markets, raising concerns about job displacement and the need for workforce reskilling. As these robots take over tasks previously performed by humans, there will be a pressing need to manage the transition, ensuring that the workforce is prepared for a future where human-robot collaboration is the norm. This entails not only providing training and education to develop new skills but also rethinking the social and economic structures to support those impacted by the changes. The key to harnessing the full potential of humanoid robots like Tesla Optimus lies in striking a balance between technological advancement and social adaptability, creating a future where automation and human talent together drive unprecedented levels of productivity and innovation.

Leisure Life

This increasingly significant trend represents a radical departure from traditional notions of work and lifestyle, embracing a paradigm where personal passion, creativity, and expression form the cornerstone of value creation. This extreme version of semi-commercial living sees individuals engaging in a plethora of activities such as sports, dance, maker activities, artisanal farming, or adopting an influencer-style life. These pursuits, while seemingly leisurely and unrelated to conventional job roles, actually generate substantial value. Individuals living this lifestyle are not bound by the typical 9-to-5 structure but are deeply immersed in activities that resonate with their innermost passions and talents. The monetization of this lifestyle is as unconventional as the activities themselves, often relying on corporate sponsorships, crowdfunded patronage, merchandise sales, or a blend of these with supplemental income streams like a universal basic income thrown off by mass global hyperautomation. The financial model not only supports the individuals engaged in these activities but also creates a symbiotic relationship with the businesses and brands that sponsor or collaborate with them, leveraging their influence and community engagement.

By blurring the lines between work and leisure, the Leisure Life concept taps into the most passionate and creative instincts of individuals, fostering an environment where the pursuit of personal interests directly translates into value creation. This lifestyle reshapes the traditional workforce landscape, introducing a new dimension where personal fulfillment and professional value coexist harmoniously. Businesses and brands that align with these lifestyle practitioners benefit from authentic, passionate representations of their products or services, reaching audiences in a more organic and impactful manner. As we move forward, this concept is poised to redefine the metrics of success and productivity, placing individual well-being, creativity, and authentic expression at the forefront of value generation in an increasingly diverse and dynamic socio-economic landscape.

Autonomous Organizations

The trajectory of hyperautomation is leading us towards the concept of autonomous organizations, a future where businesses are predominantly operated by sophisticated code and AI systems, minimizing the need for human intervention. These autonomous organizations are constructed from proven templates, providing a comprehensive operational framework encompassing marketing, sales, operations, and customer service. The crux of this model lies in its ability to rapidly materialize an idea into a fully functioning business, leveraging digital ecosystems and operational infrastructures like Decentralized Autonomous Organizations (DAOs). In these entities, human involvement is largely confined to oversight roles and occasional problem diagnosis, with AI increasingly capable of handling even these complex tasks. The agility and scalability of autonomous organizations enable ideas to transition into large-scale businesses almost overnight, fundamentally altering the speed and dynamics of business development and competition.

The implications of this shift are profound, extending beyond mere operational efficiency. The rise of autonomous organizations heralds a new era in entrepreneurship and business strategy. Ideas, once constrained by the logistics of human-led execution, can now achieve exponential growth, unhindered by traditional bottlenecks. The integration of AI, blockchain, and other emerging technologies ensures that these organizations are not only self-operating but also self-evolving, capable of adapting to market changes and optimizing their operations in real-time. However, this new paradigm also brings challenges, particularly in governance, ethics, and the broader socio-economic impact of reducing human roles in business operations. As we approach 2030, the success of autonomous organizations will likely hinge on our ability to navigate these challenges, ensuring that the benefits of hyperautomation are balanced with the need for responsible oversight and the preservation of human-centric values in the business world.

Zero Device UX

The future of immersive experiences is on the cusp of a radical transformation, moving away from personal devices to environments that are themselves the medium for rich, interactive experiences. Imagine stepping into a room where every surface, from walls to furniture, is an integral part of an all-encompassing digital experience. Holographic and volumetric projectors, advanced beyond the realms of traditional displays, will create three-dimensional, life-like projections that interact with physical space in real-time. This shift signifies a departure from the era of device-dependent experiences to one where the environment itself becomes a dynamic canvas for storytelling, communication, and interaction. These immersive rooms could simulate any scenario, from a corporate meeting space to an alien landscape, adapting and morphing to fit the desired ambiance or theme. The technology driving these spaces will be sophisticated enough to track and respond to human presence and movement, allowing for a highly personalized and intuitive interaction between the individual and the surrounding digital environment.

By eliminating the need for personal devices, these immersive shared environments will redefine the concept of virtual interaction, offering a level of engagement and realism previously unattainable. This evolution is not just about entertainment or visual spectacle; it has profound implications for various sectors, including education, healthcare, and business. For instance, students could be transported to historical battlefields for history lessons, or medical professionals could simulate complex surgeries without any physical risk. In the business world, these environments will facilitate a new form of collaboration and creativity, with teams able to share and manipulate digital content as if it were a tangible object in the room. As we progress towards this future, the challenge and opportunity lie in ensuring these technologies are accessible and beneficial for all, ushering in an era where immersive experiences become a seamless, integrated part of daily life, enriching our interactions and understanding of the world around us.

AI Colleagues

As AI technology continues to evolve, it is becoming increasingly human-like, not just in its capabilities but also in the roles it occupies in our lives. The future envisions AI not merely as tools or assistants but as genuine colleagues with whom we maintain long-term collaborations, friendships, and shared histories. This transformation is driven by advancements in natural language processing, emotional intelligence, and machine learning, enabling AI to understand, interact, and respond in ways that are indistinguishably human. The relationship between humans and AI is poised to become deeply integrated, with AI entities participating in creative brainstorming sessions, strategic planning, and even social gatherings, contributing unique perspectives and insights. These AI colleagues will be known for their continuity, retaining and building upon shared experiences and knowledge over time, thereby enriching the collaborative journey alongside their human counterparts.

Some individual AI “sessions” or personalities are set to achieve global recognition for their distinct identity and skill sets, much like renowned human experts in various fields. These AI entities, with their unique instantiation (and their name), might be invited to contribute to groundbreaking research in science, offer creative direction in art, or provide innovative solutions in medicine. Their ability to process vast amounts of information, identify patterns, and generate novel ideas will make them invaluable collaborators in pushing the boundaries of human achievement. The individuality and renown of such AI colleagues will challenge our traditional perceptions of creativity, intellect, and collaboration, opening new frontiers for cross-disciplinary innovation. By embracing AI as genuine colleagues, humanity stands on the brink of an era characterized by unprecedented collaboration, where human and artificial intellects unite to explore the uncharted territories of knowledge and creation.

Telepathic Teams

Imagine a world where collaboration transcends words, where ideas spark directly between minds, and the boundaries between individual and team blur into a symphony of shared thought. This is the future promised by mind-machine interfaces (MMIs), a technology racing from the confines of scientific labs towards the very desktops and labs of our everyday lives. Pioneering ventures like Neuralink, inching closer to human trials, embody this revolutionary shift, poised to usher in the era of “telepathic teams.”

Gone will be the frustrations of miscommunication, the limitations of language, and the cumbersome drag of endless meetings. Instead, telepathic teams will unlock a level of connection never before experienced. Architects will conjure buildings as a team, bringing their designs together seamlessly, their visions weaving seamlessly in a shared mental landscape. Engineers will troubleshoot complex systems not through diagrams and jargon, but through an intuitive exchange of neural signals, diagnosing and solving problems in real-time, brain to brain. Imagine programmers, fingers resting on dormant keyboards, their minds composing symphonies of code, each line a shared understanding, a collaborative masterpiece sculpted from thought.

This isn’t merely about efficiency; it’s about a quantum leap in human connection. The very essence of creativity, the spark of inspiration, the unspoken nuances of understanding, amplified and shared with a clarity and depth unimaginable before. Business strategies will be brainstormed not in sterile conference rooms, but in a crucible of shared minds, where ideas collide and coalesce, fueled by the collective energy of the team. Scientific breakthroughs will emerge not from years of painstaking analysis, but from a dance of shared insights, as researchers explore the frontiers of knowledge in a mental ballet of discovery.

Of course, there are significant challenges to telepathic teams. Concerns over privacy, security, and the ethical implications of brain-to-brain interaction must be carefully addressed. Yet, when we contemplate the boundless possibilities of telepathic teams, the potential for deeper understanding, unfettered creativity, and unparalleled collaboration far outweighs the initial hurdles. This is not just a technological revolution. It’s a human one, a chance to rewrite the very definition of teamwork and unleash the collective brilliance of our minds in a way that transcends the physical limitations of our bodies.

The Future of Work in 2030

The year is now 2030. The familiar buzz of the office has transmuted into a hum of personal climate podcoons and the rhythmic tap of augmented reality interfaces. Technology and global trends have woven a transformative tapestry, reshaping the very essence of work. Here, at the crossroads of innovation and sustainability, emerges a future both dynamic and deeply human.

Environmental anxieties have become catalysts for change, propelling a green revolution that redefines productivity. Offices bloom as eco-sanctuaries, powered by wind and sunlight, their very structure a testament to our newfound respect for the planet. Sustainability is no longer a mere aspiration, but an integrated metric, woven into every decision, every line of code, every collaborative heartbeat.

But it’s not just the landscape that has changed. Work itself has shed its rigid shackles, evolving into a fluid interplay of passions and projects. Artificial intelligence, no longer a distant promise, has become a trusted colleague, augmenting our skills and liberating us to delve into the boundless realm of human creativity. Work becomes a playground for the intellect, a canvas for seamless global collaboration that transcends borders and biases, fueled by the unfettered potential of minds unbound.

Telepathic teams, once the tropes of science fiction, now orchestrate breakthroughs in fields we can only glimpse today. Architects sculpt buildings in shared mindscapes, engineers mend the planet’s wounds with bio-printed marvels, and artists conjure emotions with the flick of a thought. This future, by 2030, won’t be about drudgery and toil, but a testament to our audacity to dream and the technology that whispers, “Let’s make it real.” The Future of Work isn’t just an inevitability, it’s an invitation, an opportunity to redefine ourselves and our world, one byte and biosphere at a time.

Image Credit: All images above except the first one were created using DALL*E 3, following my detailed instructions. As you can see, DALL*E creates beautiful images but spells rather poorly.

My Related Research

Report: The Leading Trends in Visual Collaboration

Analysis: Microsoft’s AI and Copilot Announcements for the Digital Workplace

An Update on Enterprise Low-Code in 2023

Keynote Video: Anatomy of a Next-Generation Digital Workplace with AI

Updating the Next-Generation Digital Employee Experience for 2024

How to Embark on the Transformation of Work with Artificial Intelligence

The Future of Work Trends for 2024

How Leading Digital Workplace Vendors Are Enabling Hybrid Work

How to Think About and Prepare for Hybrid Work

Over the last year-and-a-half there have been two priorities for digital transformation, with two different transformations that have happened in our organizations. The first was customer experience, and has largely proceeded well, with a few challenges. The other major change was in the workplace itself. Tellingly, the transformation of work has been, frankly, the harder challenge, and always has been.

First, the good news: I have been largely gratified to see that budgets and priorities for digital workplace and digital employee experience are higher than ever before. The reason is simple: The urgency is there like never before. But we’re still having significant challenges getting our organizations focused on meeting worker needs in this regard during the pandemic, even determining what those needs really are. Some parts of the near future are clearer however: By all indications, work is not going to go back to the way that it was.

Instead, the hybrid model is now generally agreed upon by most as the future of work, both physical and remote, but with a need for it to be as seamless as possible across both groups of workers. And ultimately, it’s the seamless part that will be the challenge, the hardest part to get right, and probably the most important part to address.

A return to the office is going to happen at scale soon, and is even now happening in many places in the United States and in the world. But for most, it will be next year, 2022, as the global return to the workplace for most of us. As it was during the pandemic, technology is still the best tool we have to address our problems, challenges, and opportunities with disruptive shifts to the the work environment. But the tech has to address human needs, first and foremost. So one of the big messages here is that success will require aiming at and achieving worker-centricity like never before.

Simply put, if organizations wish to attract and retain workers in these very trying times, where labor markets are so very tight, we have to design it around those same people. So as to be very adaptive to them, and to educate them, and to be focused on their wellness. There have been bold experiments in some of the efforts i’ve advised, where they actually monitor the mental and physical wellbeing of the workers in real time and provide assistance to them if they need it. While these tend to be large organizations that to do this, helping workers to be resilient and helping them to be effective during confusing and challenging moments will be vital. These digital employee experiences will be designed more deliberately not for one audience, not just for the office, and not just for remote work.

Last year I was on record saying that we should focus on designing for remote work-first, otherwise we’re going to underdeliver for the remote worker, the largest group in most organizations. But this year and going forward, we have really have to put in-office and remote workers on the same footing. I also see that most organizations are still unprepared for this. They want to do deliver on it, but they’re unprepared and they’re behind in applying the tools and concepts available to them. I’m hoping what we have now learned will help them get ahead.

Getting the Foundation and Values Right for Hybrid Work

And so in the visual below are the four major focus areas we must deliver on if we wish to be an enlightened organization that seeks to understand what they should best be providing in terms of their workplace and services with their workers in general. Hybrid workplaces — like all workplaces — need to be value-led, and that’s around mutual benefit as much as possible, with shared value exchange and co-ownership. This is already exhibited in many of the things that we see in the most modern collaboration tools: We are co-workers whenever we work together, we share together, we co-create together in a scalable but sustainable way. And it has to be responsible in our world as well, and in terms of creating trust, protecting workers, and their privacy and safety. To be environmentally conscious, ethical and fair trade. All those important aspects that we really value in ourselves and in our organizations. All of this has to be embodied deeply in the hybrid employee experiences that we create in order for them to be properly realized.

We must also be resilient now more than ever before, so ready for that future that is coming faster at us, more chaotically. Workers must be provided with a work environment that is very adaptable to the two main settings of hybrid work. These environments must inherently be harder to disrupt, since it’s increasingly clear that we live in a world that’s more easily disrupted now, and more frequently disrupted as well. And above all hybrid work must address what it means to be human, meaning it is fair and equitable, and genuinely cultivating our differences, because we are all different in our own way.

We must also be prepared to support the edge of our networks and organizations, for experiments and the eccentric but often useful new behaviors and ideas. I’ve spoken many times in the past about the companies that have lived the longest. They have tended to be very humane organizations that are very tolerant on the edge of eccentricities and innovation. As a result and due to fostering this, and providing support for the whole person, not just the worker part of the person, they have lasted the ag, through all disruptions so far.

Collectively then, this is the future of work, the motivations and aspirations that matter the most, as I see it, for enlightened organizations, which most of us aspire to become.

The Biggest Concern About Hybrid Work: The Divide

So if we look at what top leaders are seeking in hybrid work — I’ve spoken with dozens of CIOs since all this started and many CHROs as well — and if you look at their top goals, there’s a real concern about connecting office workers with remote workers. Connecting them together equitably is widely believed to be a very hard yet important challenge. Some organizations are in fact just saying, “we just can’t do it. We’re going to favor the office workers.” A lot are tacitly doing exactly that. And that will really be leaving behind some of their most valuable and most dynamic workers. But many would still prefer not to.

So there is real interest in maximizing the inclusion between office and remote workers. There are genuine challenges in achieving this: What do you do about key worker groups like agile teams, for example? Agile teams are supposed to be co-located so that information flows very quickly among them. I’ve had CIOs ask me how do we deliver agility during hybrid work? Do we keep Zoom calls open between the office workers and remote workers, all day long? While that’s probably not the answer, it’s an example of a central class of problems in digital employee experience that organizations seek answers to:

How do we properly rethink vital business processes that will be divided between two distributed groups of workers?

In general, what organizations actually want to know is what they should do that works? In other words, what are the overall best practices of hybrid work? However, I am sad to report that there mostly is no set of existing best practices yet. Fortunately, over the next year we’ll see the greatest number of experiments in hybrid work that we’ve ever had before. In the process, we are going to find the way, as we collectively learn from what’s really working out there. As part of this, I will gathering success stories, patterns that work, and I will continue to share them.

What’s the Immediate Goal of Hybrid Work?

Leaders also want to preserve the productivity dividend of remote work. Productivity is up in most organizations right now, when we are mostly remote. But now with hybrid, we want to preserve and continue this. And we want to sustain the engagement long term of remote workers themselves as employees. Most organizations I speak with are acutely aware that they have 18 months worth of new hires that many of them have never met. They’re not really connected to the mothership like the workers before. So how do we how do we do that, how do we address engaging effectively with remote workers?. And then how do we deal with all the disruptions that are yet to come? These are the three leading priorities in achieving a hybrid work model. We care about all the other motivators above too, but these stand out.

In fact, if organizations do nothing but address these three goals, they’ll be doing well next year.

The journey itself to hybrid work is now over halfway done. There are three phases that lead there: The pre-pandemic way of working, or the way life that was before, where in-office was dominant and a some of us had VPNs and we could work remotely. And while some did work remotely, but it wasn’t a very large audience. And now that has flipped. We’re still in that flip, with more remote workers than in-office. But people are streaming back now because people are starting to go back to the office. Next year we’re going to end up with that mix, that will average in the 60/40 range, though your mileage will certainly vary.

Key Organization Roles over Hybrid Work

Last year I began to receive calls for the first time from Chief Operating Officers (COOs.) I had never received a call from a COO before. The CIO is the leader that traditionally rolls out new technology solutions and the COO has to operate the company wit the tech the former provides. When they called me, they were saying “I need to be able to run the company with everyone remote. I don’t know what to ask the CIO and CHRO for in order to do this. So how do we do this? I don’t know how to run a company through a WiFi connection. Can you tell me what I should be asking for?”

The Three Phases of Work: Pre-Pandemic, Remote Work, Hybrid Work

And so know this of those in the COO role, they’re very operationally focused, and trying to get their organization through the turmoil of going remote, and now hybrid. Consequently, if you’re trying to drive change, the COO is a role you should be tapping into if you’re seeking to make realize hybrid work today. They’re in the middle of it, they want to do it now (and not in some theoretical future) and they’re willing to try anything to see if it works. So it’s a very exciting new role that we’ve learned that has been involved in trying to make all of these changes during the pandemic both effective and functional.

What Do Workers Need During Hybrid Work

The upshot is that we’re now at this moment in the rebirth of work. That the future is not the model of remote work that we’ve had over the last year and a half. Now is the time when have to start really becoming effective at hybrid work. And that means connecting two very different audiences and that’s really the challenge. To do this, we’ll need a target model for digital employee experience and the resulting engagement that we should be aiming for and can use as a cross-check. Something that we can use to layer our design into and ensure we are creating the right result. As a primary check, I have developed a model for digital employee engagement that is based on Maslow’s hierarchy that has been very well received.

For post-pandemic, this hierarchy is a view of our employee experience needs. If you look at the bottom of it, there are the fundamentals, which is mostly basic access: Getting people access to their devices and the Internet, to their documents, applications, and data, in touch with their colleagues, customers, partners and suppliers, and all the support functions that make them work. This basic access means being able to reach them.

Then the next step up is once you’ve provide access, it is to make the digital employee experience usable. And really because access actually doesn’t really provide that much value without usability, it has to be something you can actually deliver on. And so usability also covers having streamlined digital experiences, making business processes and procedures easily learned and usable, making sure your cybersecurity protections aren’t making the access too difficult. In fact, we still see cybersecurity practices are creating a lot of challenges for usability. Your overall digital workplace can suffer greatly if you don’t solve for easily usable security procedures and experiences.

An organization might have the best digital workplace capabilities in the world with a a wonderful design, but if workers are frequently having challenges just logging in and switching applications, struggling to use it on mobile devices and they’re always struggling to use it, then the rest of hierarchy doesn’t really matter. And so you really have to hammer down those sharp edges before you can get very high in this hierarchy.

Beyond these levels is proactive enablement: How do you ensure that you’re getting the actual work outcomes you’re looking for? That both professional and personal developments are taking place? So this view makes the worker the center, treating that whole person, wherever they are located. This makes sure that that a connection is being established between in-office and remote with effective collaboration that is regularly taking place between in-office and remote.

And if you do this well, then you can actually get to engaged workers. If you’re really connecting to people, and you’re helping them reach the outcomes that they care about, then they can get to and the organization can realize true engagement. That’s connecting with and responding to the mission of the company or the organization with coworkers and colleagues, with management team, and with the work being done. We want them to be engaged and if they are provided the layers below that, then organizations can achieve hybrid worker engagement.

And then the next step is really where, where we are today in many organizations: We don’t want worker drones just mindlessly carrying out processes. No, we can automate that now. Most rote standard work that’s routine can and will be automated. Instead, we need empowered workers that can think, that can innovate, that are able to make both local decisions that make a difference, and be able to influence larger decisions and the wider organization, and to make sure that they can do that easily. That’s empowerment and that’s where a lot of organizations are still trying to get to this point in time.

The next-to-last step in the hierarchy is full realization and autonomy, the ability to self organize, to direct the work. This is embodied in the famous Steve Jobs quote saying, “I hire really smart people, and then I ask them to tell me what to do.” The bottom line is if you have these layers properly realized below then you can get truly autonomous and strategically contributing workers that are engaged in the mission, who are able to then innovate and be able to direct that to an outcome. And so this all this leads to self actualization and the maximum potential of the worker, which we now have to take care to provide in a hybrid work environment.

While we can never reach our maximum theoretical potential, we should in fact be able to get pretty close to our maximum practical potential. So aim at this. This is a nice clearly laid out goal that will ensure that will help organizations prioritize how to create a human-centric workplace that will function both in a hybrid environment and in wherever else we find ourselves in the future.

We Must Go Faster and Better, Beyond Basics to Real Hybrid Worker Needs

Instead, what workers have today is not designed against a consistent model such as this hierarchy. Thus is has low usability, low access, and low empowerment. It’s often mostly a jumble of technology that’s not aimed at a coherent employee experience and it has very little overall design. And while we can never design all of it, we have to design a lot more of it today and now for our emerging world of hybrid work, particularly the important piece: The core employee experience. These are the prime activities workers carry out the most or are the most important. So we have this new worker journey, a more coherent digital experience. Today it is the whole worker journey, and we have all these things: The applications the devices, the data, our culture, our processes operations, and we need to design around that coherent experience so the beginning of the worker journey, the middle of their of their journey which is where they spend most of their time, and then finally the end of the journey.

Consider all this, what I’ve been encouraging organizations to do — and this is the next useful framework — is think about that journey and say how do you make, how do I make sure each step of that journey, supports the hierarchy that was just described. To ensure that it is a fairly simple cross check. I’m getting lots of feedback that basic cross checks helps focus on what matters most. And so what we want to do is get to a more orderly foundation for employee experience. So we want to take today’s current relatively random, grab bag of tools, technologies, files, and datasets and so on, and create an employee experience platform that’s better designed. One that’s better aligned aligned to that journey and delivering to that hierarchy of worker needs. So this view above is another key cross check that can make sure that organizations can get to hybrid work.

The result is still largely the same grab bag of workplace technologies but now better shaped into an experience platform that actually can help us achieve a true work-from-anywhere foundation and a true hybrid work foundation that’s proactively enabling, is adaptive and automated in terms of when they need support and help, and deeply personalized and contextual with all the technologies. What’s more, we have reached a stage of maturity of the ideas that we need to make this happen are already here. We just have to deliver on it, and we start with the core employee experience.

These then are all the pieces one needs to check to make sure they have everything they need for a next generation digital employee experience. This is the full strength vision. But the key is this: We have to have deliver two versions of our experiences now. The remote version and the in-office version. They’re often not the same. How people work, how people collaborate, or how they get onboarded as workers are different if they’re remote and different if they’re in the office. So we have to we have to reflect that in the employee experience. If you’re giving everyone the exact same employee experience, you’re leaving a lot of value on the ground and disengaging the worker it doesn’t serve well.

The result is going to be les fit to purpose and is going to be slower and not as effective for one half of your workers. And when we, when we need to be worker-centric, we can’t do that anymore. Thus we now have this bright dividing line in our holistic employee journey: The remote and the in-office worker experience, and bringing them together is hybrid work.

Seizing the Moment in Hybrid Work

This is a historic opportunity that many of us will probably never get again. We may never get the leadership attention, organizational priority, or the budget like we can today, or the ability to drive large changes in work like we have right now. Now is the time, while everything is still in motion to make a big change, a meaningful set of changes around the future of work. To actually succeed, we’ll need to use very clear methods. Let’s use this well-defined hierarchy and let’s use this mature worker journey, and let’s go through everything that we have and where it makes sense, let’s align to that. While you can’t change everything, you can change what matters most. That’s all we really have to focus on right now for hybrid work.

We now have to create now a hybrid working culture and mindset that’s gets our top executives and the line workers engaged as a whole in a distributed but very lumpy new construct. Many of you know that I’m a very big proponent of open collaboration, also known as mass collaboration, that best drives almost all the outcomes that we want to have and all the things I just described. There are ways of getting the organization engaged around the shift to hybrid work, and around what you’re doing and around the changes that you need to have in empowering change agents in your organization. In fact, of the things that we explored in our industry for the last decade and a half, how we collaborate and realize change is more important than ever.

Technology, and especially seamless and effective community and collaboration, are the fabric for how we’re going to achieve successful hybrid work. And so the end state is this open collaborative highly adaptive contextual, automated, and personalized employee experience on your evolving employee experience (EX) platform, directed at two distributed groups. One that really is designed not just for the moments that matter to the business but moments that matter to the worker. Put simply, if you want to attract and retain the best workers, that’s what you’re going to provide. You’re going to provide something that has the everything the business needs and everything the worker needs as well, no matter how they best work or where they are located.

End Note: This blog post is adapted from a keynote I recently gave at IOM Summit. It contains much of my latest thinking on hybrid work and references all the research I’ve conducted and some of the great many industry conversations I’ve had recently.

Call for Participation: If you are in a position to do so, please help me map the future of work. I will be closely tracking the many experiments of hybrid work over the next 18 months. If you wish to be part of this tracking and information process, please send me a note at dion@constellationr.com, and I’ll include you in the process so that we can all learn from each other. I’ll also be publishing snapshots of the journey so that organizations who cannot participate for whatever reason, can join along in the journey.

Additional Reading

My recent research on remote and hybrid work:

Reimagining the Post-Pandemic Employee Experience

It’s Time to Think About the Post-2020 Employee Experience

Research Report: Building a Next-Generation Employee Experience: 2021 and Beyond

The Crisis-Accelerated Digital Revolution of Work

Revisiting How to Cultivate Connected Organizations in an Age of Coronavirus

How Work Will Evolve in a Digital Post-Pandemic Society

A Checklist for a Modern Core Digital Workplace and/or Intranet

Creating the Modern Digital Workplace and Employee Experience

The Challenging State of Employee Experience and Digital Workplace Today

The Most Vital Hybrid Work Management Skill: Network Leadership

My 2020 Predictions for the Future of Work

Can we achieve a better, more effective digital workplace?

Why Microservices Will Become a Core Business Strategy for Most Organizations

As an industry, we have collectively returned to that eternal debate about what constitutes a largely technical evolution versus when an important digital idea becomes a full-blown business trend. This has happened before with Web sites, e-commerce, mobile applications, social media, and other well-known advances. It can be hard to remember that at first these were looked at as mostly technology sideshows. Yet they all went on to become serious must-have capabilities on the business side.

Microservices is now a current topic of this debate, as the overall approach is perhaps the most strategic technology trend that’s come along in quite some time. First, a brief definition: Microservices provide a well organized digital structuring of our business capabilities that are exposed to stakeholders who need what our organizations can do, and are usually accessed via open APIs. The concept is now poised to — sooner or later — become the primary digital collaboration fabric with all our enterprise data, IT systems, 3rd party developers, business parters, suppliers, and other stakeholders.

So, you read it here first: Microservices are how most organizations will eventually conduct the majority of their business, internally and externally.

Yet there is still considerable debate and confusion about whether microservices are merely just slightly more elegant network plumbing of our digital systems, of if they actually represent the primary conduit for operating our organizations. I fall in the latter camp, as this platform way of thinking in general has steadily emerged as the leading model for composing and integrating networks of systems and organizations. Don’t get me wrong: We had SOA, Web services, and APIs before — where I once posited that this would turn into a global service phenomenon, which it has — but these each had key details missing or not quite right. At this time, microservices does appear to be the best model we have, honed and culled from over a decade of thousands of organizations experimenting with various approaches.

I am now also clearly seeing from many of my CIO and IT contacts that developing a microservices strategy is rapidly becoming a key priority this year. Not sure that this is broadly the case? Just take a look at the recent JAX Enterprise IT priorities survey, which shows that microservices are currently the 3rd leading IT priority, nearly eclipsing the big trend on the block, cloud computing, one of the other hottest IT topics of recent years.

Yet microservices are often conflated with concepts like APIs, for which there is indeed a considerably close relationship, and so can often be relegated to the ‘we’ve been here already’ bin.

Why the sudden popularity and interest in what appears to simply be a more refined technique to easily integrate and communicate between digital systems? For almost all the same reasons that the Business of APIs and the API Economy had their days in the sun: Microservices take so many of the lessons learned in creating more composable, reusable, and platform-centric version of our digital organizations, strips them down to their very basics in terms of design and consumption, and then places them at the very center of how our organizations operate. (Note: Not everyone would agree at the strategic level that microservices should be designed and offered at the business domain or architecture level but many, including myself, do.)

Naturally, the question is why would we do this, and why would it be just about the most important thing we could do to enable a host of vital business activities and outcomes? Put simply, microservices hold the promise of truly unleashing the greatly underutilized assets of our organizations, both strategic and tactical. These assets include everything from data to talent to innovation, and up until now, we’ve been doing it piecemeal and without a real enterprise-wide design (though I’m cautious about overly top-down efforts here as well.)

Microservices: Building Blocks of the Modern Digital Value Chain

Microservices, by virtue of offering a well-structured way to engage and integrate with the world at large in scalable, digital terms, now appear to hold the answer to enabling faster digital transformation, lowering our levels of of tight coupling and technical debt, and substantially increasing much needed levels of IT integration. More centrally to business impact and growth, they also make it possible for us to build and cultivate bigger and more robust digital ecosystems with our stakeholders. This includes 3rd party developers and business partners to our very own workers and customers.

For me, I first saw the writing on the wall several years ago when I was helping develop the API strategy for the CIO of one of the largest organizations in the world. We had just completed an all-day workshop studying the benefits of opening up systems and data more simply and easily to make them as consumable as possible. I stressed these key points: 1) Open APIs make it far easier to create and innovate on top of existing IT and data, 2) they make it easy to create additional value many times over through nearly effortless integration between systems, 3) they achieve this asynchronously and highly cost effectively by systematically designing a high leverage and productized point of global interaction upfront, instead of hundreds of expensive point-to-point integrations over time. Upon reviewing this, the CIO suddenly sat back, the light clearly having come on, and said, “I get it now. The logical conclusion of all of this is that we need to provide a URI for every piece of data in our organization.” He was exactly right.

Put simply, this means that every element of enterprise data would have a unique link to it through a well-defined interface, which anyone can easily find and use to (yes, securely) access it and update it if appropriate. As I’m fond of saying, civilization advances when formerly difficult things become easier. This is exactly the vision behind microservices: Build and provide an incredibly simple and straightforward way of exposing our businesses in a highly useful and constructive manner so that the effort to connect systems into value chains becomes essentially near zero in practical terms.

Mindset: What Would Happen If Anyone Could Build Anything On Your Business?

The question I then put to those still trying to understand all this is the following: If we could access all our enterprise data simply and easily and could then integrate systems together with just a few lines of code, what could we do this with power? Virtually anything we can dream of, with almost no economic, technical, organization, or political barriers to achieving whatever we — or, and this is the big key, others — could dream of doing with our systems and data.

Because once strategic microservices that enable this are operational, then anything is possible. That’s because virtually all of our enterprise data can be reached, it can be harnessed, analyzed, and it can flow through to wherever it needs to be to extend and empower the stakeholder/customer experience. In fact, it’s the most potent way we know of yet to create and capture shared value and to do this so efficiently that literally orders of magnitude more high value integrations, connections, and innovations will take place (see: How Amazon Web Services makes most of Amazon’s profit.)

So why hasn’t this happened except in organizations at the very leading edge of the digital maturity curve? Because it takes 1) an understanding of the vital — even existential — importance of doing so in order to rapidly gather around a vibrant ecosystems of app creators, integrators, partners, suppliers, customers, and stakeholders and 2) the pre-emptive removal of the aforementioned economical, technical, organizational, and political barriers to doing so. In short, creating microservices, though they themselves are profoundly elemental network-accessible business capabilities to our organizations, takes real work, much of it consisting of softer, non-technical obstacles in the realm of culture, mindset, inclination, and leadership.

We already see examples of this happening at the enterprise vendor level. A particularly compelling example of a global set of microservices that expose much of what an organization does is Microsoft Graph, along with their microservices-friendly Service Fabric. While some will quibble with whether MS Graph is a set of microservices in the pure sense, the point is this: Much of what Microsoft offers its customers via its products is accessible within a well-organized enterprise-class set of data services. This is strategic to the point that Sayta Nadella has even called Microsoft Graph their “most important bet”, for all the previously cited reasons.

Microservices are also well established at some of the leading organizations in the world, including Amazon, Netflix, Uber, and a good many others. Less clear is traditional enterprise adoption at the strategic level, though my personal anecdotal evidence is that this is now very much underway in a growing number of organizations. Another proof point of expected growth is that business consulting firms like Deloitte are seriously talking about microservices as enablers for open banking and other industry transformations.

Microservices and Business: The Future

However, in today’s extremely fast-moving world, coming to the conclusion through a largely accidental and piecemeal route that microservices are the future will simply take too long from a competitive standpoint. This will result in a very much less than optimal set of services for your stakeholders. Thus, my advice on microservices in the enterprise is currently this:

  1. Most organizations should now begin a concerted effort to create an enterprise-wide set of microservices. And do it as a part of an overarching business strategy.
  2. This effort should be decentralized but a centrally coordinated effort. To be used to identify and design needed microservices.
  3. A commitment must be made to be in the business of integration and dynamic digital value chain building. Half measures have long-doomed efforts at SOA, APIs, developer networks, etc.
  4. Use design thinking to understand the needs of microservices consumers, then meet them. Understanding what the needs are, and being deeply empathetic to key issues like ease-of-use, performance, and the right to build a 3rd party business on them is key.
  5. Operate your microservices like your core business. Because they soon will be. Invest in them, advertise them, evangelize them, encourage usage, support them, and generate revenue with them.

A growing number of organizations I work with, including most recently one of the largest federal government agencies in the U.S., are now fully cognizant that most of their business will soon be conducted through digital channels. That aforementioned agency is already doing over a quarter of its business through APIs, and expects it will be over half in the next few years. They believe moving from data-based APIs to business-oriented microservices is their next task to go to the next level. So should it be for most organizations.

For the enterprise, achieving success with microservices is certainly possible through a patchwork of department APIs that are designed and operated without an overall business strategy, design, or structure. Or we can adopt a holistic microservices approach to create a more uniform, rational, consistent, and contextual set of open digital capabilities that also forms the basis of business strategy and architecture for the organization. The story is unfolding rapidly, and as I mentioned, I’m seeing an all-time high interest in microservices at the most strategic IT levels. Now that story must be told, understood, and realized on the business leadership side as well.

Update on September 20th: A few commenters have noted that they don’t think that most organizations believe microservices and APIs are actually viewed as business strategy, much less core to it. However, supporting many of the assertions I make above, I recently encountered a recent study from Cloud Elements. Their 2018 integration survey (which included 400+ companies, 27 industries with 26 outside of tech including finance, communications, engineering, and transportation on 6 continents) reported that 61% found APIs to be critical to their business strategy, and 85% fundamental:

APIs (open access to microservices) is Essential to Business Strategy

Additional Reading

My current Astrochart for the New C-Suite: Microservices figures prominently as a key C-level technology and business strategy

A Discussion of the Past and Future of Web APIs with Dion Hinchcliffe | InfoQ

How can businesses keep up with tech change today? | ZDNet

Dreamforce 17: Live Blogging the Benioff Keynote #df17

I’m sitting here in the vast keynote chamber within Moscone Center in San Francisco again this year for Salesforce’s annual confab. Long since an obligatory pilgrimage for those in enterprise SaaS and cloud computing, Dreamforce remains the single largest business technology event in North America, and some say the largest software event in the world of any kind.

Dreamforce has once again taken over downtown San Francisco almost completely. The crowds are larger than ever and security is even tighter than last year, which was tight. With over 170,000 people here, the police presence is palpable this week, with some armed with what looks like automatic weapons. But the crowds seem more reassured than nervous about this, and frankly it’s a minor but notable shift in what has been an annual Kumbaya-style event that proactively celebrates diversity, equality, and social good just as much as the latest new technologies and products.

The Salesforce Economy Growth Projections Increase

The latest Salesforce econoy number are in as well. IDC estimates that Salesforce will 3.3 million jobs and contribute approxtimately $859 billion in new business revenue (yes, nearly a trillion dollars) by 2022:

The Salesforce Economy by 2022 (2017 Estimate by IDC)

A New Google/Salesforce Partnership for the Cloud

Salesforce has released a slew of announcements, especially around industry partnerships. The most significant is that Salesforce will integrate Google’s G Suite with multiple products and use Google Cloud Platform for international growth. The announcement is favorable for Quip, which will tie into Gmail, Hangouts and Google Calendar. Quip’s Live Apps will become embedded with Google Drive and Google Calendar with full Hangout integration. Data is shared as well with customer account details and information which can be used from Sales Cloud directly. More details on the Salesforce/Google partnership from Larry Dignan on ZDNet. Mostly, the announcement seems designed to head off Microsoft’s growing dominance in office productivity with Office 365, though there are some interesting analytics news as well.

The Salesforce Google Quip Partnership in 2017 #df17

The keynote will begin at 3pm PT and I’ll be live blogging is right here.

2:54pm PT: Will.i.am is doing a preshow on conversational interfaces.

3:07pm PT: Still getting in Ohana spirit as the usual Hawaiian commencement of Dreamforce begins…

Ohana Ceremony at Dreamforce 2017

3:09pm PT: Opening video roles. “The next wave is building. Digital and physical worlds are blurring. We’re in the 4th Industrial Revolution (also known as Industry 4.0). Revolutions never change the world gently. That innovations may only help a lucky few. We see another way. At Salesforce we live values of trust, growth, integrity, and equality of every individual in the world. The world is going to be changed by Trailblazers.”

3:11pm PT: “Welcome to Dreamforce. Let’s blaze a trail together.” Voice over now introduces Marc Benioff who comes out onto stage.

3:12pm PT: “The biggest job I have here today is to say thank you to our customers” say Benioff. “We are deeply grateful for all that you do for us.”

3:14pm PT: Now Benioff is talking about the 4th Industrial Revolution, which is apparently the theme for this year’s keynote. “I see it happening all around me. Incredible new tech like 3D printers, CRISPR, autonomous vehicles, and generation manufacturing.”

Marc Benioff Keynoting Dreamforce 2017

3:18pm PT: Now Benioff talking about luxury brand companies are becoming “so deeply connected to our customers. Coca-Cola is another great story. They have these incredible coolers. The next-generation of these coolers has a camera.” They can tell when the cooler needs to be replenished. “They are going through incredible transformation using this new technology. “Everywhere I go, I see this transformation. I recently stayed at Marriott. I’m a member of their loyalty program. But loyalty is dead. Now we’re on journey. Customer journeys, transformation journeys. They can even give me my key on my phone now.”

3:20pm PT: “That’s what all of us are doing, trying to connect better with our customers.” Now cites Ducati’s new connected motorcycles (see their CIO Piergiorgio Grossi’s vision for IT here at Dreamforce, a inductee to the Business Transformation 150 that Ray Wang and I selected this year.) as a new type of next-generation product. “Are these technologies united us or dividing us? Are we more connected or somehow less connected.”

3:23pm PT: “We have 2,700 sessions over the next few days” says Benioff.

3:25pm PT: Benioff continues to go over the major guests at Dreamforce including Michelle Obama, Ashton Kutcher, Kasper Rorsted, CEO of Adidas, and Ginni Rometti, CEO of IBM. Here’s the full list of major speakers at Dreamforce this year.

3:28pm PT: “Over 3,000 companies have adopted the Salesforce 1:1:1 model. And will do more than $12.5B in revenue next year. Thank you for what you have created. Business is the greatest platform for change.”

Salesforce Economy 1:1:1 at Dreamforce 2017 #df17

3:31pm PT: “It’s about the equality of every human being. When we see discrimination happening anywhere in the world, Trailblazers came forward and help change it. We’re committed to diversity and equality. We have to look at our boards of directors, management, and employees.”

3:32pm PT: “We are the largest net zero cloud company in the world. This is happening through all of you Trailblazers. We are the Number 1 CRM in the cloud. #1 in service and marketing. The fastest software company ever to grow to $12.5B in revenue. How did this happen? Because of you.”

3:34pm PT: “It’s amazing what you do with our platform every day. You’ve created that. And you’ve created this, the Salesforce economy. $859B in GDP impact by 2022, $1B in social impact, and 3.3 million jobs. Building communities, sales, collaboration, and industries. Trailhead is this tremendous educational environment. Einstein with artificial intelligence, Lightning, an incredible productivity environment for creating apps. Analytics in everything, and AppExchange with thousands of apps. So thank you for that. For inspiring us to build this.”

3:37pm PT: Now rolling video of Salesforce MVP Stephanie Herrara, on the power of Traiblazers. Now Benioff is up on stage with Stephanie, talking about her Salesforce Saturdays.

Marc Benioff with MVP Stephanie_Herrera at Dreamforce 2017 #df17

3:41pm PT: “Our platform gets bigger and stronger every day.” “Now I want to take a moment to talk about something new that you’re doing to see at Dreamforce this year. Our development teams have been working on creating tremendous next-generation capabilities. If you’ve been over to Moscone West to see that first floor on Trailhead. You’ve embraced Trailhead. It’s an amazing community in so many ways. 4 million badges have been issued so far.”

3:43pm PT: Benioff is now unveiling myTrailhead, “exactly for you. It’s Trailhead with your brand and your content. To make Trailhead exactly for you. This is your Trailhead. It’s the learning cloud, it’s the enablement cloud, and community cloud all in one. With myTrailbead, you can create Trailhead for your company. You don’t have to be a coder or programmer. You can create with clicks, not code.” This is one of the reasons I put Salesforce on my low code platforms ShortList recently.

3:46pm PT: You can deliver your own mobile apps without code. One last thing Trailblazers want to do, it to take all those things (coolers, motorcycles, and other physical objects) that they’re doing is to plug it into the Salesforce Customer Success Platform with (the just-announced) MyIoT. We want this as one single integrated CRM platform, that we can integrate declaratively without code. This is the more personalized and integrated Salesforce that you’ve always wanted. We want to show you in this keynote what this platforms looks like.”

3:54pm PT: Now Salesforce co-founder Parker Harris is up on stage talking about Salesforce and Heroku, claiming that they are the world’s largest platform-as-a-service (by what criteria I wonder, as AWS is certainly the largest overall.) “Employees can created ‘trailmixes‘ (which are described as ‘custom learning paths you create from your favorite trails, modules, projects, and superbadges’) and create their own education and playbooks.”

3:56pm PT: “Instead of having to hire new employees, you can send them to Trailhead instead” says Harris. Now talking about how Einstein will provide predictive forecasting. What if you could be a data scientist and create a custom field in Salesforce? What if you could build a smart custom field? We’re going to use Einstein prediction building to predict customer attrition. This can’t be generically put into the product, as it is very specific to your company. A beautiful new component. The Einstein platform is doing all the machine learning for you. Creating the scores and creating the insight. We’re going to get you dynamic layouts with dynamic Lightning Components.” A huge yell comes out of the crowd, as this is something that’s been sorely lacking up until now.

4:03pm PT: Harris continues to demonstrate mobile Salesforce experiences with T-Mobile. Wraps up all the news about the platform and hands the keynote back to Benioff.

4:04pm PT: “Salesforce technology has some incredible assets. One of them is strategic partnerships. Such as with companies like Amazon to deploy in Australia and Canada. And IBM, and Kone, with their CEO Heinrich and his talking elevators. So many companies are using the incredible capabilities of Watson. We have so many great strategic relationship. Today it’s my dream to introduce to you a new strategic partner: Google. You’re going to see an amazing new Salesforce capabilities in G Suite and running on the Google Cloud Platform. And you’re going to see customer insights like you’ve never seen them before, as we’re integrating Google Analytics in Salesforce for the first time.” Google execs come on stage to talk about it.

4:09pm PT: Continues telling the three customer stories. T-mobile story already told, now doing Adidas. Video: “We have to be able to respond to new consumer expectations immediately. If you’re not meeting their expectations at the first point, you’ve lost them right away.”

4:13pm PT: Now Stephanie Buscemi has come out asking if the 4th Industrial Revolution is bringing us together or driving us farther apart. Announcing 1-to-1 personalized journeys for customer using a tool called Journey Builder, whatever your preferred channel is: Mobile, e-mail, social, whatever. With Einstein Social built-in, Adidas is able to detect pictures of their product in social streams. “What all of you want is what Adidas needs to know in order to be successful. We made a really big bet last year. its called a DMP (Data Management Platform, a good background on DMP by Jack Marshall here.) It’s important to know and a game-changer in marketing. It captures Web online behaviors marries it with CRM data, and can then deliver personalized experiences.” Unfortunately, only ads apparently for now. My analysis: The DMP goes a good bit of the way towards mastering the critical “50 first dates problem” in engaging with and providing digital experiences to consumers today in an pervasively omnichannel world.

Stephanie Buscemi shows off the Data Management Platform in Salesforce at Dreamforce 2017 #df17

4:18pm PT: “Einstein bots are changing the world of service today” says Stephanie. Showing the DMP experience and how it’s unified across all customer experiences. Again, it seems about advertising right now, and not meaningfully customized consumer journeys.

4:27pm PT: Now the CEO of Adidas, Kasper Rørsted, is on stage showing off some 3D printed shoes that he’s wearing, which could theoretically print the custom size 14 show that Marc Benioff needs. “We see 1.2 million pairs of shoes a day. The more we can customized them, the more revenue we can produce, and the happier our customers will be” says Kasper.

4:30pm PT: Kasper says “we are opening an Adidas app today. We think by cannabalizing our industry we can completely change our industry.” Now Benioff is introducing the new customer story, of 21st Century Fox. Video rolling.

4:35pm PT: Now Leah McGowen-Hare is on stage talking about 21st Century Fox’s Salesforce journey, calling them a Trailblazer. They are using Quip, the “team collaboration platform”, with over 20,000 Trailblazers at the company. “Companies like 21st century fox have massive, highly engaged audiences. With Community Cloud they can share their enthusiasm and have a stronger connection with the brand.” See my analysis of Community Cloud here, which is one of the more underrated community platform in the industry. Now showing a highly customized Salesforce Sales Cloud that’s completely skinned for the company and called the Global Theatrical System (GTS) replacing Excel and e-mails.

4:40pm PT: Leah showing how AI, analytics, and Sales Cloud can accelerate sales for the new movie Deadpool 2. We get a confetti drop as well.

4:46pm PT: Marc wrapping up the keynote talking about how tech can divide or unite us. “Dreamforce and all of you are more important than ever before. The inspiration is in our own hearts, and where you’re going to take us. Welcome to Dreamforce 2017.

That’s a wrap for the Dreamforce 2017 main keynote, I’ll post my analysis of where Salesforce is going next on ZDNet shortly.

Additional Reading

Relevant for Trailhead: The digital transformation of learning: Social, informal, self-service, and enjoyable

Assessing Salesforce’s platform and ecosystem

Vital Trends in Digital Experience and Transformation | Dreamforce (34K+ views)

It’s Time to Transform ERP into a System of Engagement

The IT industry has steadily been moving beyond its roots in data management and record keeping for a few decades now, approximately since the advent of corporate e-mail. As I’ve tracked over the years, this trend is more broadly known as the shift from systems of record to systems of engagement. Over the years, we’ve witnessed how the value of IT systems grows dramatically when they focus as much on connecting people and systems together with as little friction as possible, as they do on storing and retrieving information.

We’ve also collectively learned as an industry that one-size-fits-all technology, especially in the enterprise, often ends up fitting the needs much fewer people than we expect. Put simply, despite all countless industry lessons learned, enterprise systems are still far too unwieldy, adapted poorly to individual users needs, difficult to use, and an impediment towards value creation, especially at the edges of our organization, where key business activities such as sales, marketing, service delivery, and customer care take place.

Today’s Successful Enterprise Systems Engage Effectively

In recent years, new highly personal forms of digital engagement have demonstrated a new path to us through the large scale global success of social media, use-anywhere smart mobile devices, and consumer apps that are essentially effortless to acquire and use.

When I look at most enterprise IT today however, it’s clear that the buyer is not the end-user but IT departments and other stakeholders who won’t have to use the systems themselves. The traditional ERP system, which runs much of the mission critical infrastructure, is possibly the worst offender and most in need of remediation in today’s era of highly consumable personal IT, which runs rings around most enterprise technology when it comes to usability, personalization, fitness to purpose, and responsive design.

The Contemporary Enterprise: Systems of Records and Systems of Engagement

Certainly, enterprise systems often have a very different set of goals than consumer IT, including much higher levels of security, more rigor in data structure and quality, complex operating requirements, and other factors that consumer IT simply doesn’t have to contend with. I’d argue these are, however, just not valid excuses for meeting the standards of modern IT systems when it comes to improving productivity, usefulness, and effective results in our organization. As I’ve long argued, we need to unclog the arteries of enterprise IT for competitive reasons as well as basic employee retention, given trends I’m seeing in end-user expectations of how IT systems should work.

At this point in IT industry evolution, I’d argue that the nature of the enterprise procurement process, along the roles of those typically charged with IT acquisition each conspire against the kinds of systems that users — and the business itself — would find more useful and productive in getting their work done. Plenty of evidence now shows that usability and accessibility have large benefits when it comes to getting results from enterprise IT.

An actual data point from the respected Nielsen Norman Group serves to make the point here: Allocating a mere 10% of the budget of your IT system to usability will approximately double the quality metrics for the system. Yet few projects allocate anything like this amount, especially to off-the-shelf systems.

Modernizing the ERP for Engagement by Augmenting It

So how can we overhaul the poor effectiveness of today’s ERP systems and bring the latest advances in today’s systems of engagement to bear to increase the poor usability of ERP systems that Jon Innes famously lamented back in 2010.

Given the slow rate of change in the usability and reach of ERP systems over the years, I’d now argue that we’re not going to see a major improvement in the design of ERP systems themselves. Instead, I now see that enterprises, which have invested enormous amounts in their existing enterprise systems, have little choice from most of the leading vendors. Instead, the typical ERP system should instead be augmented with the capabilities that will provide the full measure of value creation that was originally hoped for.

To this end, I’ve authored a new white paper that lays out my analysis that we’re about to enter a new era of enterprise IT. One that is not just more consumerized and highly usable, but focused on both the needs of the business and end-user both. By augmented ERP with effective systems of record, most organization can now take the power of today’s sophisticated ERP systems and extend them to wherever they are needed in a far more personalized, dynamic, and focused way.

As a new generation of IT thinking emerges, I now see that this will be the pattern of ERP and most enterprise IT systems, in that they will become a fusion of capable foundational systems of record and systems of engagement. The latter will either be purpose-built or developed by a new generation of enterprise IT companies that understand the new generation of IT, consumerization, design thinking, and usability on top of traditional IT requirements.

How ERP Will Become the New Systems of Engagement White Paper by Dion Hinchcliffe

Credit: I’d like to thank Capriza for making my time available for the research and analysis that went into this white paper, which is freely available for download.

Vital Trends in Digital Experience and Transformation in 2016

This year I was invited again to come to Dreamforce in San Francisco and present on the latest developments in digital experience and digital transformation for the conference’s Emerging Tech Trends track. Surprisingly well-attended given the satellite location of the track at the Hilton Union Square, having to prepare this session is always a good opportunity for me to go over my research in the last year and map out what’s likely going to happen next.

For myself at least, it’s clear that human change has become closely linked to and as important as digital change, so I have divided up the trends list in the last two years into a tech dimension and a human dimension.

The bottom line: How we think, work, and react as people has tremendous impact on the usefulness and effectiveness of emerging technology. It’s what separates the digital native from those who are just beginning the journey. For example, those not inclined to share information won’t get much use from the technologies and techniques of social business, nor will those who are uncomfortable and unused to spending time in virtual worlds be able to take advantage of the rich opportunities of virtual reality. And if we’re not changing our leadership skills to be more network-centric as opposed to hierarchy-centric, then much of the business value of digital experience and engagement is wasted on us. The list goes on.

What’s more, not only are we co-evolving with our tech, but we need to understand how we need to change just as much as the technology is changing. This is required in order to a) understand the art of the possible and b) to be able to access technology’s unique and historic new value propositions.

What's Next in Digital and Social Experience and Digital Transformation in 2016

Another point I make early in the presentation is the technology is changing exponentially right now and has climbed into a rather steep part of the curve, yet our organizations just don’t change on the same curve. Instead, we change far more linearly, at best logarithmically (see slide 8.) That’s not to say that that enterprises can’t organize themselves to change much faster, but in order to do so we must employ fundamentally new ways to transform organizations. Certainly, some organizations are adapting faster and digital transforming more sustainably (see data on slide 4.)

Sidebar: I’ve recently been exploring what these new models for sustainable yet highly scalable models for digital transformation, even proving them out on client projects I’ve been working on over the last few years. The key seems to be a more network-based, decentralized, and emergent approach I’ve called a Network of Excellence.

Emergent Tech Trends Inputs

For this year’s round-up of emerging tech trends, in addition to original research, I used as inputs several items:

Major new additions to the list include digital assistants/bots/chatbots, blockchain, omnichannel, workplace app integration, and collaborative EMRs, along with significant tweaks in a variety of the existing trends.

You can see the whole deck with an overview of each trend on Slideshare. I’ll post any video that is produced as well.

Also, in other Dreamforce news, you can review my live blog of the main Dreamforce keynote as well as my current assessment this week of the Salesforce platform and ecosystem.

Additional Reading

Digital priorities for the CIO in 2016 | ZDNet

The Building Blocks of Digital Transformation: Community, Tech, Business Models, and a Change Platform

Restructuring the C-Suite for Digital Business: The Future of the CMO, CCO, CIO, and CDO

I’ve noticed lately what appears to be an emerging trend in marketing and communications leadership in some large companies. Specifically, the positions of chief marketing officer (CMO) and chief communications officer (CCO) are sometimes being consolidated into a single role, even in very large enterprises. Such consolidation has already happened at PG&E, Walgreens, and Citi, and I’ve recently encountered other notable instances as well. This might seem odd at first glance, as specialization of roles is usually emphasized in large entities as expansive purviews tend to be harder to manage.

It actually turns out, for several key reasons, that examining this closer is an interesting — and both useful and practical — thought exercise in how the single vast continuum of digital is putting growing pressure on the traditionally separated functional silos that have comprised most of our organizations for over a century.

This trend, and another like it I’ll propose we’ll see soon, is actually an apparent reversal of what organizations have been doing lately to better organize for technology, which is moving to the very center of how our organization operate and create value. In fact, the proliferation of C-level stakeholders for the rapidly expanding world of digital business has continued unabated in recent years, as chief data officers, digital officers, community officers, experience officers, analytics officers, and other similar C-level tech roles emerge and grow rapidly.

The Consolidation of the CMO and CCO for Digital Transformation

Too many cooks in the kitchen, some might say, but I pointed out last week on ZDNet that digital disruption — a wildly overused yet still quite apt phrase of our times — is now anticipated by most executives within the current planning cycle. The counter argument that is made for proliferation is that we need a lot more leadership on deck to more rapidly adapt our organizations to digital and head off disruption. The imperative is that we now have to a) think more like venture firms and startups, in other words our digital efforts have to move out of the quarter earnings cycle and become long term, while shifting to experimenting and failing fast until finding what works and b) our organizations require digital change capacity that is matched to today’s exponential cycle of technology evolution. Without both, we can’t maintain a sustainable pace matched to the market or reach a successful future state quickly enough.

In fact, what’s often hampering us in fact functional silos, both in our org structures and in our technology. We saw this very painfully with social media and social business a few years ago, and now we are witnessing it writ large as our customer experiences, the vital journey of which is the very lifeblood of our organizations, becomes ever more fragmented and divided across digital channels and our organizations’ operational silos. Customers get thrown over the wall to disorganized and inconsistent experiences as their journey takes them through our marketing departments, sales teams, customer service staff, and product development groups. Increasingly, our attempts to engage with companies as a customer is just ignored as we use new digital touchpoints that is obviously so much better — to us, but still unfamiliar to companies. In short, as organizations, we don’t have the capacity to be everywhere we are expected to be in the customer journey, and as organized today, don’t have a way to get there.

So how does the convergence of top-level roles in communications and engagement solve this problem? By removing a key silo while also adding the responsibility for both internal and external comms. Internal comms in particular is a critical addition, and is a key part of what a corporate communication officers oversee, as they are often the sponsor for the corporate ESN and intranet, essential platforms for organizing change at scale. As gaining holistic and integrated oversight and control of experience management — across customers, business partners, and employees — has become paramount, this merging of roles gives us a way to prevent it from fragmenting across projects, initiatives, technologies, tools, and digital channels. No more dividing internal and external engagement, giving us less inconsistent messaging and responses. In return, we can achieve better internal scale, more unified platforms, policies, and governance. We have one role for primary engagement.

One Likely Outcome of Digital Transformation: A Refactoring of the C-Suite

In other words, with CMO and CCO consolidation, we will have a single top-level org structure that is substantially better suited to oversee engagement across the single continuum of digital. We used to think that digital/social centers of excellence were required to bring together a consistent response to technology. This may be a better answer.

We will see how this trend plays out — and there are still open questions about where secondary engagement such as customer care and product development fit in — so I have begun tracking the industry data in LinkedIn to see if we can confirm a real trend based on my and others anecdotal experience. But from an critical thinking standpoint it makes sense why organizations are doing this.

The Fall of the Chief Digital Officer Too?

Which brings to my second trend, which is that we’ll likely see the same consolidation of function happen with the chief information officer (CIO) and the chief digital officer (CDO). I was initially bullish on the CDO a few years back — and still think they have an important combined innovation and P&L role to play, but as some like Theo Priestley have observed, the role is already under pressure and it’s time is likely to come to an end, at least as a top-level role. It will still exist of course but in this consolidation, would appear under the CIO purview. It now seems likely that many CIOs will merge CDO functions back in for all the same arguments that the CMO and CCO purviews should be combined.

Following this argument, removing silos in our organizations so that we can remove them from our digital products and experiences makes sense on its face. It can eliminate friction, make it possible to scale better, reduce poor execution, and create more shared value. I should point out however, it’s only part of the story for organizing better for digital. While other related topics like the bi-modal/multi-modal conversation seems to have hit a fever pitch, with McKinsey even joining the bandwagon, I think it’s vital that we also carefully consider simpler “digital hacks” to our organization that should be far easy to implement, but would in practice have significant impact.

Consequently, the consolidation of top digital roles into a chief marketing and communications officer (CMCO) and chief information and digital officer is — I now believe — a practical response to the proliferation of C-level digital roles to create the consistency, coherency, and effectiveness we need to change. However, this centralization will be an improvement as long as — and only as — such consolidation is properly balanced by bottom up and grassroots digital change programs, like a network of excellence powered by decentralized change agents, or a formally supported Shadow IT and marketing technology program. Without realizing both C-level role consolidation and networks of change together, sufficient digital scale and capacity will simply not exist for converged leadership to cultivate and guide.

Additional Reading

How Should Organizations Actually Go About Digital Transformation?

The digital transformation conversation shifts to how | ZDNet

How IT and the Role of the CIO is Changing in the Era of Networked Organizations

As I’ve examined the case examples below, and talked with many top CIOs about how they were operating their departments over the last several years, it’s become clear that the contemporary IT organization — at least ones that are successfully leading their organizations into the future — is now wielding a new kind of power.

I don’t mean power in the traditional, hierarchical sense through departmental mandate, titles, and the org chart. In fact, those don’t seem to mean nearly as much as they used to, as I hear more and more concerns about the growth of shadow IT and the lines of business increasingly going their own way with their budgets, all with minimal formal IT involvement.

Yet, looked at another way, these very trends — worrisome as they should be for most CIOs — might actually represent vital asset pools and change capacity that we could actually tap into and guide, as Red Hat CIO Lee Congdon strongly suggests.

Instead, I mean power in the sense of genuine, highly effective influence through trusted collaboration, proactive enablement, orchestration of bottom-up change agency, and new forms of digital leadership. We know that as our organizations update how they operate in today’s digital world, which has fundamentally different rules and highly effective new ways of working, the way we manage and achieve large-scale group outcomes is by leading through new networked models.

In other words, moving from inefficient hierarchies to self-organizing communities to deliver IT.

Legacy IT versus Next-Gen Contemporary IT: Change Agents and Networks of Enablement

The need to greatly augment our IT ‘metabolism’

Some would say that grassroots models of business change have always been with us. They would be right in a strictly literal sense, as the actual means and methods are different now. In my analysis this is clearly a new phenomenon in in terms of how new forms of influence are actually employed, how easily they can be scaled, how much fewer resources are required to marshal change, and how constituents can be cultivated, shaped, and self-organized more rapidly than ever before.

In the era of mass technology proliferation, with millions of new apps and billions of always connected devices and customers, the IT department in many organizations has become a tiny and badly outnumbered island of routine automation and application delivery. We’ve learned that such a small capability can’t possibly keep up with today’s truly vast digital change.

IT has also long been the primary guardian of data and infrastructure, along with its collective operational continuity and governance. Together all of these functions, given the nearly flat increases — or even declines — in IT spending for 2015 in a time of the all-time greatest amount of tech change, tend to wag the dog, making it very hard to focus on what IT needs now most to do: Lead the company through the increasingly urgent generational imperative for digital transformation and innovation.

Related: Is it IT’s last chance to lead digital transformation?

Blazing a new IT trail: Internal competition and change agency

Recently we’ve begun to see CIOs, and this includes CTOs with the same responsibilities, work with their organizations a very different way. We started to see it when Graham Holding’s Yuvi Kochar willingly decided to compete as an ordinary — albeit a highly informed, invested, and aligned — service provider to his own stakeholders using a lightweight and highly maneuverable cloud portfolio of solutions, instead of an iron-fisted controller of corporate technology pushing aging and difficult-to-maintain legacy on-premises systems:

As a result, I have structured my corporate technology team to be a service provider to our businesses. To ensure flexibility and agility required by our M&A strategy, I am pursuing a 100 percent SaaS technology portfolio. We acquire SaaS services, value add them with high-caliber functional support and project management and offer them as a service to the primarily functional teams at our businesses. We keep overhead costs to a minimum. Our businesses prioritize the agenda for our services by paying only for the ones they want and use.

It also happened when David Bray, the highly-respected and effective CIO of the FCC, needed to overhaul an increasingly complex technology landscape with antiquated applications. Bray’s open approach to the FCC’s IT strategy ended up with him listening to and then backing local change agents closer to the situation who suggested their own solutions, which ultimately led to considerably cost savings, faster deployment, and lower maintenance overhead. It wasn’t easy however, as this is not the way technology bureaucracies — especially in the public sector — have traditionally sourced ideas and direction. It was an struggle at first to work this way, says Bray:

There were a lot of skeptics to this new approach. Several who wanted to not make the change or even wanted to follow the much more expensive approach. My role was digital diplomat and ‘human flak jacket’ to help deal with any friction because this was a new way of doing things. With the SaaS approach, the data was not going to be kept onsite. We would be leveraging code and security provided by a cloud-based vendor. And in the end, it came together.

There are similar efforts in the queue with the Commission’s change agents for 2015. Working together, they demonstrate daily that positive change agents can transform how the mission and technology of the FCC best serve the public.

From this, and the stories below and other sources, we can begin to piece together a new mindset for modern IT and what I’ve previously called the New CIO Mandate:

Legacy IT Approach Next-Gen IT Approach
Impose tech decisions as faits accomplis Pro-actively collaborate on tech decisions
Lead all technology efforts Support tech leadership across the company
Sole source technology provider Confidently compete as a service provider
Hold stakeholders at arm’s length Collaborate with stakeholders on their turf
Wait for change champions to approach Actively seek out change champions
Occasionally listen to change champions Actively supply change champions with resources
Bureaucracy Diplomacy
Constrain IT to strict standards Enable local innovation within bright lines
Chokepoint for IT realization Coach and ombudsman for decentralized IT realization
Service delivery Learning and change delivery
Strategic initiatives, Center of Excellence Network of Excellence
Single or Bi-Modal Tri-Modal and beyond
Waterfall, ALM Agile, DevOps

Here are other essential stories of CIOs realizing IT in new, more decentralized, collaborative, and bottom-up ways:

  • AstraZeneca. CIO David Smoley remade IT at the pharmaceutical giant to be a learning and collaborative organization focused on the customer and technical leadership, he recommends, “that, in addition to embracing technology, they better understand the business, focus on behavior, be bold, and build their networks. People rely less on curated information, he explained, and more on networking and learning what other businesses are doing.
  • Houghton Mifflin Harcourt. The incoming CIO Brook Coangelo had to rebuild the entire IT brand from the ground up. Central to this was including internal customers closely in the process of technology change, often taking their lead, using an internal culture he calls Nimble.
  • Etisalat. Francisco Salcedo, senior vice president of Digital Services, at the telecommunications firm reports they have begun to “provide IT services within the organisation in new ways as opposed to traditional methods, and become a business growth enabler, rather than a bottleneck.” Key to this process: “Focus on adding value to the business, while leveraging IT expertise of partners to support business experts in generating new revenue streamlines.”
  • IBM. New IBM CIO Jeff Smith says that for him, “clarity is more important than certainty, course correction is more important than perfection, self-directed teams work better than command and control, and innovation is for everyone, not just the select few.” How does he enable next-gen IT? One key way: Smith created an internal Kickstarter-like crowdsourcing platform called ifundIT. With it, anyone can formulate a project or problem that needs to be solved, and raise internal funding to get it accomplish. I think this is a terrific example of how to use internal networks — social and otherwise — to rapidly engage, then actively enlist, change champions and supporters.

All of this certainly represents considerable and difficult changes for many IT organizations, yet the benefits are clear: A rate of internal change that more properly matches today’s operating environment. But there will be bumps, as with what Tony Hsieh has dealt with at Zappos in fundamentally remaking the organization into a holacracy — a somewhat comparable change to what is described here, but org-wide, well beyond technology — some creative destruction is almost inevitable.

However, as with almost everything with technology change and transformation, the CIO has an absolutely key role to play today, and can be a leader or a follower as the business has to move now and seize opportunity in today’s challenging markets. As Adobe CIO Gerri Flickinger recently said, we are entering a new golden age of IT, if you’re ready to move to the next level.

Additional Reading:

Going Beyond ‘Bolt-On’ Digital Transformation

Closing the gap between executives and digital transformation

Unified Collaboration: How Social Business and Other Forms of Digital Engagement are Intertwining

The rich history of digital collaboration in the last 30 years has been a long and winding one. Fortunately, it’s also been a highly rewarding story that has led to literally historic advances in workforce productivity and efficiency for most organizations. Along the way, many of these advances have led to and made possible entirely new and powerful types of work scenarios.

However, I find that many organizations still treat digital collaboration as 1) a largely tactical activity that doesn’t require much deliberate enablement, structure, or process 2) mostly separate from digital engagement in general and 3) a needed capability to be solved primarily through deployment of technology, rather than from the point of view of enabling activities between people. These three tendencies alone lead to much of the shortfalls I’ve seen when new collaboration efforts sometimes underperform.

The Intertwining of Unified Communications, Lightweight Collaboration, and Social Business into Unified Collaboration

The three new categories of digital collaboration

As collaboration has evolving during the rise of the social and mobile era, I’ve found that the last decade in particular has lead to some of the most significant and increasingly disruptive refinements in the practice:

  • Social Business (internal). This is the high concept rethinking of how we work together to be more community-centric, open, and participative. It consists of a varied set of practices — depending on whose model you are following — that typically consists of business processes redesigned around new social tools such as enterprise social networks, content/document management platforms, online communities, or even enterprise microblogging services. Needless to say for those of us who have been involved, a tremendous amount of energy and thought across the collaboration industry has gone into how organizations can achieve numerous benefits if they can reorganize the way teams and even entire companies can better work together using the potent model of social media. Techniques typically include Working Out Loud, the redesign of business processes to be more participative, and all the other activities involved in large-scale social business transformation.

    Organizations have seen results across the spectrum with their social business efforts, though there have been common pitfalls, especially when the notion of ‘Facebook for the Enterprise’ has been the goal, instead of solving urgent business problems (like trying to resolve poor collaboration between specific internal groups, or making certain key processes more transparent and efficient) The general consensus however is that there is a 25% enterprise-wide benefit in terms of productivity. Lately, the drum beat on social business has taken a bit more of a back seat to full-spectrum focus on digital business transformation in many organizations. Social business has continued to evolve however, and we’ve just now reached the end of the beginning in my opinion.

  • Unified Communications. Rarely considered at the same time or in conjunction with social business initiatives, unified communications has been making steady inroads into the corporate world, despite some fairly rocky evolution over the years. The unified communications industry has attempted to sort out and make consistent the various digital communications channels within the enterprise, but has often missed major developments in the industry. The most inexplicable oversight was that unified communications vendors missed the social media revolution almost entirely, though that has now been partially addressed in some of the leading platforms now, though it took years to resolve. This meant unified communications was sometimes anything but. The issue continues to persist as new and emerging enterprise collaboration channels such as mobile apps, the explosion in enterprise file sync and sharing such as Dropbox, and even legacy content/document solutions are often still left out in the cold by unified communications solutions. Despite these additions — and I think the continuing rapid rise of new collaboration channels will remain the top problem for the approach — unified communications has become increasingly capable of delivering a core set of well integrated solutions for chat, voice, video, and presence, and now finally e-mail, social, and mobile.

    Notably, unified communications has taken nearly the opposite approach of social business. Instead of a fundamental rethinking of work in digital/social terms, it’s a much more workman like approach to providing handy new digital communication toolkits to the worker that can be used for collaboration. In the final analysis, however, the unified communications approach has been slow to deal with the important strategic issues that social business aims to address: The unfortunate “evaporation” of digital knowledge in older tools, poor visibility and participation (not enough eyeballs) in legacy collaboration methods, and the still pervasive inability to find knowledge or people in most organizations, to name just a few. Despite all this, the market for unified communications, particularly in the cloud, is now poised for a major wave of growth.

  • Collaboration suites, next-gen intranets, and lightweight collaboration apps. Recently, a number of new collaboration approaches or digital methods have emerged, some full collaborative toolkits, others just filling in still-unaddressed or just emerging point needs within organizations, or both, a strategy Google is increasingly following with their cloud offerings. These are not as comprehensive or one-stop-shop solutions for collaboration or re-imagining how workers interact with each other and produce value, but organizations are broadly considering them in general as white spaces emerge, often without considering their collaborative workplace strategy as a whole.

Given these three rough buckets of new collaborative focus within the enterprise, most of which happen in isolation from one another in the average organization, it’s been interesting to see how they’ve operated either as genuine silos or as so-called ‘frenemies’, working together a little but competing for each others user bases. But, gratifyingly in my view, some organizations are increasingly no longer so accepting of these fragmented efforts, and are proactively trying to do something about it.

The emergence of unified collaboration

I’ve been spending most of 2014 looking at what large organizations have been doing to evolve their collaborative environments and I’ve noticed several distinct trends:

  1. A strong drive for meaningful integration between collaborative silos. I’ve noticed there has been a sharp drop in tolerance for collaborative processes to be stuck in one place, platform, or audience, and not searchable or visible elsewhere. For example, I’m seeing that organizations are now seeking to connect intranets, enterprise social networks, and content/document management systems in much more meaningful ways. As Alan Lepofsky has observed recently, mail and social networks are starting to merge as well. Unified comms is also getting embedded everywhere and within many applications. I now believe we will witness considerable investment in the next couple of years in creating bridges between collaborative silos and meaningful presence for collaborative tools in business applications in general.
  2. Development of a true enterprise-wide view of digital collaboration strategy. Organizations are increasingly getting their act together and making sense of their collaborative efforts well above the level of the technologies themselves, putting together more purpose-driven plans that eliminate confusion, fragmentation, and inconsistency with collaboration technology while updating worker skills and shifting company culture to take better advantage of the possibilities. This includes, as Stowe Boyd has noted, the measurement and quantification of the collaborative environment in real-time, which I’ve found has been vital in producing feedback to guide a collaboration strategy in flight towards impactful results.
  3. An advanced notion of unified collaboration. As a direct results of the first true trends, I’m seeing the organic emergence of an important concept I’ll call unified collaboration. This is the strategic knitting together of plans, the full portfolio of collaborative technologies, and business objectives enterprise-wide into more cohesive whole. It stands out from mere unified communication by being much more overarching, contextual to the business, scenario-centric, and goal-oriented. It also reflects the understanding that there is more to collaboration than just the next big thing (aka social business), and that collaboration in all its many forms must be better and more comprehensively supported, reconciled, and enabled.

I think these trends — along with important ones like enterprise-wide knowledge streams — herald great things in the enterprise when it comes to collaboration and represents a sort of maturity proof point. I’ve begun collecting industry examples of these trends and will share them soon. Please send me your stories and case examples if you’d like me to add them.

Additional Reading:

How to Deliver on a Modern Enterprise Collaboration Strategy

Realizing Effective Digital Collaboration in the Enterprise

Rethinking Work in the Collaborative Era

Finally, I’ll be talking about this topic and others later this month at my afternoon keynote at the Enterprise 2.0 SUMMIT 2014 in London. It would be great to meet you there.
Dion Hinchcliffe will give the afternoon keynote at theEnterprise 2.0 SUMMIT in London

Going Beyond ‘Bolt-On’ Digital Transformation

Much has been made recently of the imperative to fully transition our businesses into the modern digital world. It now hardly needs to be said at this point. There is even some encouraging news for traditional enterprises: The latest data from Forrester shows that companies are indeed at long last making digital transformation a top priority, with 74% of executives saying that they currently have a strategy to get there.

Yet “having a digital strategy” can also mean just about anything, depending upon who you ask. At this point however, there are basically two main forks in the road to digital for most organizations:

There is the ‘bolt-on’ strategy, which typically means adding a few new digital channels to existing touchpoints — typically social and mobile — and maybe creating an associated but minor sideline business with some digital revenue.

Then there is the ‘digital transformation’ approach to digital. It’s a full-on, meaningful reconception of the business, often using a startup or incubator model, with the intent to re-imagine a digital native organization with all that it entails, from new business models, culture shifts, remodeling of the structure and processes of the business, and rethinking of the very foundations of the enterprise across the full spectrum of digital possibility.

Enterprise Digital Business Transformation

Unfortunately, the latter approach also has many of the characteristics that corporate leadership tends to avoid: a) The big bang initiative which has a high likelihood of failure, b) cross-silo involvement, meaning it will encounter numerous bureaucratic and political obstacles, and b) the likelihood of of success being dependent on securing rarefied talent with scarce expertise that crosses the domain of the business, the world of strategic emerging technology, and next-generation IT.

The reality is that both forks have real risks: The bolt-on approach is too little and too incremental to have the requisite strategic impact, though it’s certainly a valid interim approach (as long as it’s not the only one.) On the other hand, the full digital transformation model entails a major investment and commitment across the organization with a seemingly all-to-uncertain outcome.

Yet, the latest data tells us unequivocally that the act of doing nothing — or just too little — is also sure to fail. The march of technology is wiping out traditional companies faster than ever before, and the pace is only accelerating.

Another way of putting it is that the CEOs, CIOs, COOs, and CMOs — the four roles most directly responsible for guiding this transformation — will secure rewards for their organizations that are directly commensurate with their commitment to drive broad digital adaptation and change. For the data is unambiguous: Those that don’t fully align with the state of the marketplace will be absorbed by those that do.

Forrester Digital Business Strategy Not Yet Business Strategy
Many industries even today are resistant to digital. Source: Forrester

Thinking Like a Digital Business

What can organizations do if they are serious about their responsibilities to lead the business into the future? Several clear options are emerging:

  • Seek out digital change. Avoid having it imposed. Successful next-generation enterprises — see the start of my 2014 NGE target here — won’t wait until adopting new digital channels, tech, and business models are unavoidable. They will pro-actively seek them out, learn them early on, experiment, and be ready to grow when they mature. Even fast-followers will be at risk if they don’t avidly seek out new opportunities. Dave Gray has previously pointed out research from Shell showing that the longest-lived companies are pro-active seekers and explorers of new markets. What’s more, digital change is now nearly continuous, and the organizations must establish long-term processes that tap into and pull these changes into a new “digital metabolism” that makes incorporating strategic innovation both routine and sustainable. Organizations that only respond to change will always be several steps behind those that are change-seekers. Finally, be bold it seeking out these changes. As the latest McKinsey report on digital transition notes, the winners will “be unreasonably aspirational.”
  • Cultivate capabilities to support multiple operating models. As John Kotter pointed out this week, there is now “an inseparable partnership between hierarchy and network.” We will have two and probably more major operating models in our organizations going forward, at least the legacy and the digital. We must operate and exploit each of these systems to their fullest — and together — to produce competitive and effective results today. To get there, successful leaders will strategically enable the shift of hierarchy into much more network-centric models, while cultivating the strengths of both simultaneously. Since most organizations currently have significantly underdeveloped networked operating models, this will require special investment and integration into the digital transformation process.
  • Understand and absorb the new competencies of digital across the organization. If one thing stands out clearly when I look at digital transformation efforts, is that they are often led by those who are experts in the existing business, who often don’t have the competencies in the digital space. It’s not that it can’t be learned, but it is a fast-growing and already enormous field. The profound difficulties that many transformation efforts have encountered, despite the vast on-hand resources including thousands of workers and millions of customers, has been to the distinct boundary of and very different rules for success between legacy business and digital business. I recently summarized what many business leaders don’t quite get right in their mindset and assumptions when it comes to digital transformation, but it boils down to deeply understanding and emulating what those successful in digital have done to get there. Understand the power laws of digital business, deeply absorb the concept of engaging with and co-creating new products and services with digital ecosystems, and wielding powerful new ways to scale innovation.

This is not to say that businesses have not already extensively digitized. They have, but as Sameer Patel recently pointed out, they generally have not transformed. The single biggest obstacle to successful digital transformation is a broad shift to a ‘native digital’ mindset that will consistently inform broad action. I’ve come to believe that traditional companies can make this transition, but only if they decentralize tech innovation that is coupled with a supportive new network operating model, while carefully controlling downside (typically security, data control, etc.).

So, while bolting-on a digital mindset may lead to some short-term successes, it will certainly stunt the future of your organization. Instead, employ internal and external networks to create a naturally-supportive environment where digital change is far more scalable, emergent, adaptive, and continuous.

Additional Reading:

The New Top Level Operating Models of Business

Digital diaspora in the enterprise: Arrival of the Chief Digital Officer