Fractilised Working

1. Fractilised Working How the Cloud is changing the way we work and live

2. Topics • Future Digital Life (is now) • What is Fractilised Working? • The Dangers of Fractilised Working • The Advantages of Fractilised working • How is it powered by Cloud? • Staff and Customer Changes? • What are the implications for standard business models? • Personal Changes as Leaders • Conclusions

3. Future Digital Life (is now) • Over two billion of us are connected to the internet and six billion of us have mobile phones • Our consciousness is now a blend of the real-world and the digital world, the digital world augments our life with the smartphone our remote control • Social life has been blended; it is the people we work with, live with, our communities, our customers, our providers, and society in general all gathered in various cooperative and collaborative groups and all in real-time • Mobile is how we get to work or how the work gets to us; we are no longer bound by a desk • Cloud is the underlying engine that allows this to occur

4. What is Fractilised Working? • A move away from a nine to five, command and control, censored Internet, fixed location model, where the primary method of managing our digital life was a desktop computer • A move toward being always connected, via a smartphone, tablet, or other device that you control (BYOD & BYOA), with customers and company, from anywhere, at anytime (you choose) • The merging of your personal and professional life, that must be very carefully managed to avoid burn out and associated health issues • Is enabled by social media, connectivity is not only email and voice • Your smartphone becomes the remote control for your life allowing you to augment your brain with real-time digital information anywhere, anytime

5. The Dangers of Fractilised Working • While the younger generations have grown up with this, the rest of us have not and we have to teach our brain how to manage this fractilised style • Fractilised working when blended with an old command and control working style is a recipe for disaster • What you communicate can be spread instantly, publicly, and globally • Your privacy has to be carefully managed • Your security has to be carefully managed

6. Advantages • Studies have shown that if staff are given the freedom to work how they need too, then they are more productive (10%), work longer, are less likely to leave (turnover reduces), and they are generally happier (less stress). • Cost of deploying ICT tools reduces with careful use of BYOD and BYOA. • Staff are able to unlock their potential by finding their own style rather than following a cookie cutter company approach • Customers are better engaged via technology such as social media (its very personal) • You will have a distinct advantage over competitors that are stuck in a command and control style of management

7. Plan toward Fractilised Working • Institute a sensible policy that allows, and encourages, staff to utilise social media including facebook, twitter, blogging, and other relevant tools • Establish a social media marketing & support team • Encourage working from home at least once per fortnight to test the waters • Focus on outputs rather than activity for staff • Use smartphone “out of hours” tools • Realise that not everyone will be able to operate this way • Share everything inside your organisation • Allow for BYOD and BYOD • Start a Cloud Readiness strategy for all your ICT services

8. How is it powered by Cloud? • Cloud provides the underlying machine that drives the mobile and social layers of fractilised working • All social media services are Cloud powered • You need to stretch your applications into the Cloud to access the ability to unlock your staff to be fully mobile • BYOD and BYOA are Cloud powered

9. Staff and Customer Changes • Our customers: • The customer is in control • The ability to purchase from a smartphone • Increasing customer loyalty through virtual currency • “Gamification” • Demand for data driven decision making by customers • Transparency and openness • Trusting the customer to be near us • Our staff: • Dynamic networked Social Sales and Support Staff • Fractalised working. “the attitude of continually attempting to treat employees as prisoners will make everyone, including yourself, miserable” • Results not rules • Transparency and openness

10. Standard Business Model Impacts • Nine to five businesses will need to change • Everything is online, all the time, anywhere • The customer is in control, not you • Virtual currency in addition to real currency • Your staff are measured in a different way • Silos won’t work anymore, everything must be shared • In general, business models become a blend of real-world and digital world

11. Personal Changes as Leaders • We need more: • Openness to new ideas • Personal investment in our education • Curiosity • Experimentation • Systems thinking • Breaking long-formed habits • Sharing • We need less: • Self imposed limits • Defensiveness • Information hoarding • Black Hats (expectation of failure)

12. Conclusions • A new paradigm in response to the rise of the smartphone as a remote control for your life • It’s about how we interact (social), our presence in an online world (mobile), and the underlying technology (Cloud) • The customer is in control • Our staff have freedom to operate how they need too to succeed • Any business that cannot adapt to this model will fade into irrelevance