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IT Agility How to Enable Workforce and Workspace Ttransformation
- 1. #CIOEdge #ADAPT @ADAPTVentures IT AGILITY: How to enable Workforce & Workspace Transformation Dr. Joseph Sweeney Lead Analyst
- 2. IT Agility: Howto enable workforce & workspace transformation Dr. Joseph Sweeney Advisor, IBRS
- 3. The Context ofBusiness Tech Priorities
- 4. Top Priorities for2018 New Data Centre & Cloud • Hyper-convergence • Software-defined infrastructure • Lift & Shift vs Rewrite • Leverage new solution architectures to gain agility • Delineate differentiate and non-differentiated services. New Operating Model • Automation of BAU • Cost transparency • ICT competes against the market • Shift ICT focus to • service broker • innovation • line of business partner • business competition New Environment • Increasing threat footprint • Security is no longer ICT domain • Innovation enabled by mature risk awareness Running ICT as-a-Service Risk & Security BAU while Upgrading Workforce Transformation Automation & Elimination • Digital vs digitisation • Inability to extract value from new collaborative tools • Post-departmental thinking • Customer-view / design- thinking • New forms of structure & employment. • Innovation culture
- 5. Do we haveour head in the sand? • IBRS interviews with 1000 Australian workers reveals that 72% of people see no near term (within 5 years) threat or changes to work as a result of machine-intelligence driven automation. Next 12 Months 5% Within 2 Years 8% Within 5 Years… Between 5 and 10 Years 17% Beyond 10 Years 27% Never 28% When do you think the use of AI by your employer will result in a loss of jobs?
- 6. The journey ofahead
- 7. Human & Machine& Work • Notice that we are currently still talking about devices as separate from work and location and workers. • We need to bring these together... Work ContextWork Context Environment Task Machine Form factors IoT Autonomous machines Usage Policy UX Richness of Data Processes On-location benefits
- 8. Human & Machine& Work = PLATFORM Conceptually, the platform sits at the intersection. It must enable: • worker access to apps and information as close as possible to the work • sharing of information between worker & machines • orchestrate machine interaction (IoT) • automate as much as possible, leaving workers to focus on interventions Work Context DIGITAL WORKSPACES AS PLATFORM Environment Task Machine Form factors IoT Autonomous machines Usage Policy UX Richness of Data Process On-location benefits Connectivity Management Orchestration Security
- 9. Structural Impact ofDigital Workspaces Business Desires 1. Mobility: “Work is an activity, not a place.” 2. Device agnostic: “Right tool, at the right time in the right place.” 3. Borderless collaboration & comms: “Right people for the job.” 4. Mainstream teleworking: “Hire for skill, not location. ICT Considerations • Cross-platform MDM • Federated authentication • Transient devices. Transformed software UX • CYOD and BYOD. • 4th wave of unified comm • Cloud storage • Cloud collaboration & productivity suites. • Desktop as a Service.
- 10. But a platformwill not lead to innovation Questions to consider • What is innovation? • Who ‘owns’ innovation? • Who performs innovation? Reinventing Continual Improvement • Innovation is not the same as transformation or disruption. • Innovation is small, incremental improvements to how work gets done. • Over time, many small innovations can look like transformation. • Innovation happens at the ‘coalface’ of an organisation – where work happens. • Thus, it must be owned by everyone, and performed by everyone.
- 11. Compass: Creating aDigital Workspace Strategy
- 12. ICT’s role inInnovation and Agility Consultative • Get close to HR. • Present what’s possible. • Constantly engage around governance – put the risk decisions back on business, but help them understand the balance. • Don’t overuse the term ‘agile.’ It does not mean the same thing to most business people. • Get close-up. Distribute ICT people where they are needed. Enablement (new skills) • Brokering rather than procurement • Provide platforms for business leads to create solutions (eforms, workflow, collaboration, etc. • Automate, automate, automate. • Invest in PaaS for future apps… but understand value of cloud lock-in • Ring-fence legacy, consider IaaS Work with Senior Executives to develop a company-wide, practice of innovation. Impact: time for innovation, freedom to experiment, formal and agreed upon evaluation criteria.
- 13.
- 14. It’s not businessas usual... The Big Prediction (that most people think is hype) “40% of today’s jobs are at moderate to high-risk of being replaced by technology.*” ● Committee for Economic Development Australia, “5 million jobs to go by 2030,” 2016 It’s NOT just jobs that are changing. It’s the work that is needed to be done. How we hire. How we structure business. The impact is bigger than job change.
- 15. Workplace automation willbe deeper than most people realize “…optimism relies on the claim that there exists a large set of types of tasks that cannot be automated and, in turn, that those tasks that cannot be substituted by automation are generally complemented by it.” The fundamentals of how we thought machines would impact work are proving to be wrong! Daniel Susskind, Oxford University, “A Model of Technological
- 16. Examples of underestimatingthe impact of automation “The task of driving a car can not be readily automated” Said in 2003 by Autor, Levy and Murnane, arguably three of the most knowledge proponents of AI and automation in the world. 2 years later, the first self-driving car was demonstrated. “Order-taking and table- waiting can not be readily automated.” Said in 2013 by Autor and Dorn. 2 years later, Chili’s and Applebee began installing 100,000 tablets so customers could order & pay with out wait staff. “Identifying a species of bird based on a fleeting glimpse can be readily automated.” Said in 2015 by Autor… a year later an app was released to do just this.