1.
THE FUTURE OF WORK
IN THE INFORMATION AGE
10 KEY TRENDS TO WATCH IN 2016
AND BEYOND

2.
INFORMATION
MANAGEMENT
INTELLIGENT
ASSISTANTS
02
AUTOMATION
01
VIRTUAL
REALITY
03
WEARABLES
04
THE NEW
CIO
09
CYBER
SECURITY
10
EVOLUTION OF
INTERNAL
COMMS
08
TECH &
INNOVATION
INFORMATION
MANAGEMENT
EMPLOYEE
STRENGTH
05
GIG
ECONOMY
06
NEW WORK
LIFE-BALANCE
07 GENERATIONAL
SHIFT

3.
FOREWORD
Productivity, innovation and collaboration – these are the essential foundations for an organisation to succeed, and survive, in the market
of the future.
The combined influence of new technologies, new generations with their refreshing attitudes to more traditional workplace ways, and an
abundance of data on our behaviour has, and continues to, shape and reimagine the way we work and live.
Just 15 years ago, a future where executives accessed the latest company information on their phone, collaborated with
colleagues without leaving their desk, and held meetings with staff in other continents with video conferencing, would have seemed radical.
Today, these behaviours are the norm. These changes are only the beginning.
To help prepare for the next phase, we’ve examined ten key trends in workplace culture and outlined how they can help you and your team
in the years to come.
Here’s to an exciting future of work!
Jack & Lloyd
Skim.it co-founders

4.
TECH &
01-04
INNOVATION
TECH & INNOVATION

5.
01
AUTOMATION
Funding
0
50
100
150
200
250
$300million
Year
2010 2011 2012 2013 2014
Data:CB Insights
Total venture capital money for pure AI startups, by year
The coming together of what were – until recently – isolated
technologies mean we now stand on the verge of an
unprecedented revolution that will transform business operations.
A perfect storm of technological innovations have combined to
accelerate a shift towards automation in the workplace.
Ever-increasing computer processing power and
decreasing cost of data storage
Advances and investment in Artificial Intelligence.
Illustrated by figure 1.
Improved Big Data analysis, largely due to developments
in Machine Learning
The Internet of Things
Figure 1. Startup Investment
AUTOMATION

6.
McKinsey & Company 2015
The arrival of AI powered automation in the workplace is
inevitable. However, just how it will impact the employment
landscape of the future is the source of much debate.
Argument 1:
Displacement of workers from automation is
already happening and about to get much worse.
Argument 2:
Advances in automation will change jobs, but
won't reduce them.
Pew Research Centre, 2014
When examined in isolation, any technological advance can be
either positive or negative for employment. The outcome ultimately
depends upon the social and political apparatus within which the
technology operates.
Given the above and the absence of a definitive view on the
pace of transformation in the workplace resulting from automa-
tion, it is advisable that, at this point, a short term view of its impact
should be taken. Therefore over the next ten to 15 years focus will
likely be on the automation of tasks rather than entire jobs.
Knowledge work automation will be the most
significant disruptive technology to influence the
world over the next 10 years, second only to the
addition of 2 – 3billion new mobile internet users
by 2025.
Mobile
InternetofThings
Automationofknowledgework
Cloud
AdvancedRobotics
AdvancedVehicles
Genomics
EnergyStorage
3DPrinting
AdMaterials
Fig.2 Disruptive
Technologies
AUTOMATION

7.
AUTOMATION
Examples
Identifying leads, sending prospective emails, sending follow up
emails, arranging meetings and gathering info on the prospect.
Recognise this process? Correct – it's sales. Another area ripe
for automation.
Consider the common issue of arranging meetings. A great
deal of time is wasted sending email messages back-and-forth
trying to arrange a date, time and place that works for all parties
involved.
Instead, automation tools such as X.AI and Clara Labs, when
copied into any email, use AI to understand your availability
and preferences to then schedule meetings on your behalf.
All you have to do is turn up!
Automation of tasks can empower employees, teams and
organisations, eliminating tedious and time-consuming
jobs, driving increases in productivity the likes of which
the business world has never before seen.
Many ground breaking companies are using AI powered
automation – specifically Machine Learning – to revolutionize
their use of data. AI can extract patterns and relationships from
huge volumes of data, providing data scientists with the
knowledge of where to focus their work.
Humans can typically create one or two (data
analysis) models a week; machine learning can
now create thousands of models a week
Thomas H Davenport, 2014
Author of Big Data@Work and Senior Advisor to Deloitte
AUTOMATION

8.
AUTOMATION
KEY TAKEAWAYS
Intelligent automation isn’t an option, it’s mandatory. The question is
whether you have the capabilities to not just use it, but also implement it
across every aspect of your organisation and maximise the benefits.
Accenture, 2015
Begin identifying the areas and processes where investment in automation would be beneficial,
eg. labour-intensive processes, repetitive mundane tasks, or data-heavy applications.
Keep an eye on the speed and direction automation is taking across industries.
Develop a plan to build, buy and/or support your automation capabilities.
Continually build understanding on the implications automation could have on your employees –
specifically for their skill development. A 'people first' approach is key to automation success.

9.
02
INTELLIGENT
ASSISTANTS
INTELLIGENT ASSISTANTS
An intelligent assistant, IA, will notify you of the need to leave
for your morning meeting (accessing your calendar, GPS, and
traffic info). On your way the IA will serve you the agenda, along
with the latest content/news relevant to your meeting. During the
meeting any important voicemails you receive will be transcribed
by the IA into text to be read on your device.
During your meeting the IA would have also scheduled further
meetings, and notified your colleagues of your imminent
return. When back in the office your IA updates you on
progress, important company news, and who's available in
the workplace to collaborate with.
While the daily workflow described on the left is not yet
mainstream, it is very much in development.
[IPsoft’s Amelia], a ‘virtual service-desk employee’
that learns on the job and can reply to email,
answer phone calls and hold conversations, is
being tested by several multinationals.
The Economist, 2015

10.
Of UK smart phone users say they
are ready to integrate IDAs into
their everyday work lives
(Intel 2015)
INTELLIGENT ASSISTANTS
The development of IAs in the consumer world is very much in
full swing. Apple has Siri, Microsoft has Cortana, Google has
Google Now, and Facebook has Facebook M.
The IA race is the one that all of the big tech players are trying
to win.
Why is this race so important?
Well, because the big players are betting on the ultimate version of
an IA being the sole way we all interact with the digital world.
Gone will be standalone apps and web pages; instead everything
will be connected – Internet of Everything – and plug-in to a single
interface - the IA.
INTELLIGENT ASSISTANTS
INTELLIGENT ASSISTANTS
62%

11.
INTELLIGENT ASSISTANTS
KEY TAKEAWAYS
We're not quite in the world of I,Robot just yet. However IAs look set
to be the future of intelligent automation.
IAs will take the form of sophisticated decision aware
software that will sit on our smart devices.
Mark Armstrong, 2015
VP Progress Software
Therefore, based on a user's smart device interactions, along with
an ecosystem of complex data sets, the IA will learn how to provide
a personalised information experience; one that anticipates
employees needs, delivering information and services when they
need it, wherever they are. And doing so seamlessly – without
instruction or obtrusion – across all of their devices.
While the big tech players are trying to win the IA race, it is a race
that has got many years left to run.
The race enterprises should be trying to win is the race to figure out
how to best manage and integrate large complex data sets, to
ultimately create autonomous decision engines. Innovation and
competitiveness are at risk for those who simply wait for the arrival
of an all-encompassing enterprise IA.

12.
03
VIRTUAL REALITY
VIRTUAL REALITY
Virtual Reality (VR) technologies, such as Oculus Rift, blend the
physical world with the virtual. So much so that users become
immersed in an environment that feels real. It is a technology
that offers huge opportunities in the workplace.
Teleportation/VR conference calls: VR will allow people, who
could be thousands of miles apart, to inhabit the same virtual
environment together. Also, developments in mapping users
facial expressions onto human avatars looks set to create more
convincing virtual social interactions.
Training: Virtual situations could be created that are more
engaging and cost effective. Dangerous environments could
be replicated for employees to develop their skills within; and
access to teachers and conferences, for multiple workers,
would be possible.
Data: VR could deliver data that you can visualise and
manipulate in 3D, with co-workers from around the world
– improving collaboration, efficiency and innovation.
The feeling of being in a relevant location amongst colleagues will
improve the connectedness and engagement of remote workers –
helping to take virtual working and collaboration to the next level.
Immersive technologies therefore appear to be the next logical
step on from current workplace mobility. Particularly so given
Mark Zuckerberg (who acquired Oculus Rift for $2bn) is a fan.
Immersive virtual and augmented reality will become a part
of people’s everyday life.
(Mark Zuckerberg, 2015)
KEY TAKEAWAYS

13.
04
WEARABLES
94% of professionals that own or plan to purchase a
wearable device want to use it for work
(Mobile Iron, 2015)
WEARABLES
Organisations should start identifying the tasks and processes that
require brief employee interactions or could be improved if the
employees were hands free.
Avoid creating apps just for the sake of it. An app must help to
increase employee engagement, productivity, or operational
efficiency.
KEY TAKEAWAYS
Smart glasses – eg Google Glass – allow users to interact with
or record information hands-free, offering clear safety and
productivity benefits.
Smart Watches – eg Apple Watch – allow for improved
filtering of information. An employee can ensure they only
receive notifications when the information really concerns them
and with a single glance can make decisions and take actions
in a seamless, unobtrusive manner. Tracking project progress,
receiving key updates from community, or getting the
latest sales figures, just some of the features leading smart
watch apps, such as SalesForce are focussing on.
Trackers allow organisations to monitor employee activity,
whether for location or security.
Organisations need to begin planning for the end-user demand of
wearables in the workplace.

14.
GENERATIONAL
SHIFT
05-07

15.
05
EMPLOYEE STRENGTH
EMPLOYEE STRENGTH
The millennial generation, born between 1980 and
2000 now entering employment in vast numbers, will
shape the world of work for years to come. Attracting
the best of these millennial workers is critical to the
future of your business. Their career aspirations,
attitudes about work, and knowledge of new
technologies will define the culture of the 21st
century workplace.
Respondents to the survey also stated that the most-often named
root cause of talent and skills shortages is generational:
Newer generations are less interested in traditional roles and see
themselves as free agents (trend 6).
The scarcity of people with skills required for emerging roles
is perceived as the most critical market shortage.
Millennials at work – reshaping the workplace
PWC, 2012
In KPMG's Global 2014 HR Centre of Excellence Survey, the
majority of respondents agreed that there is a new war for talent,
and this war is different from those of the past.

16.
EMPLOYEE STRENGTH
Employees are also displaying signs of strength from within
the organisation.
Knowledge workers (KWs) have been largely responsible for
driving the digital transformation of the workplace, to satisfy their
need for improving collaboration, innovation and mobility,
ultimately to access and manage information better, so they can
do their job more productively.
Cisco, 2013
KWs desire to share information freely within an organisation has
also forced many organisations to do away with traditional
‘command and control’ hierarchical structures, resulting with
many organisations now operating flat, open structures.
Way back in 1992, in an Essay for Harvard Business Review, Peter
Drucker declared that:
Increasing the productivity of knowledge workers
was the most important contribution management
needs to make in the 21st century.
Yet, more than 20 years later, it can be said that management has
played a very small role in helping increase the productivity of KWs.
KWs' strength alone has been the biggest driver of change.

17.
Organisations can also use the strength of employees to their
own advantage by investing more heavily in employee
advocacy programs.
Employee advocacy programs allow organisations to take
advantage of their employees' own networks, allowing company
content to reach a larger audience with a greater influence.
However, the days of organisations simply telling employees to
share a certain piece of content, to best shape the public views
of the company, look to be over.
Employees will become a lot more involved in the process, by not
only identifying the types of content they and other employees
should be sharing, but by also creating their own content for the
organisation to share too.
It means both the employee and the organisation will be
advocating for each other. A win-win situation.
Not only does this help to create an authentic view of the
organisation, but it helps build the brand of each employee –
something that is important for workers in the gig economy
(trend 6).
Employees continue to be the most credible and
highly trusted sources of company information
EMPLOYEE STRENGTH
Edelman, 2015

18.
KEY TAKEAWAYS
In order to attract and recruit top talent, organisations will need to
strengthen their employer brand – focussing on the values which
align with those of potential employees, such as flexibility, career
progression and innovative workplace technologies.
Furthermore, organisations must cultivate the right culture, and
focus on the practice of employee engagement, in order to
maximise the ability and productivity of employees and
keep them for as long as possible.
Organisations need to better support the needs of knowledge
workers by making it easier for them to access information from
all areas of the organisation. Otherwise, innovation and business
success are jeopardised.
Employee advocacy needs to evolve, whereby employees are not
just the sharers but the creators of content too.
EMPLOYEE STRENGTH

19.
06
THE GIG
ECONOMY

20.
THE GIG ECONOMY
New generations will continue to drive the gig economy. These groups
are motivated by having a sense of purpose and achieving work/life
balance, something that they believe being their own boss allows them
to achieve.
They are also very open to jumping from job to job. The new generations
absence of loyalty can be seen in figure.3 below, with 44% not
expecting to stay in a job for longer than two years, and only 16% of
millennials expecting to still be in the same job a decade from now.
Therefore even permanent jobs can be viewed as gigs.
The UK freelancers’ association IPSE
said that at the end of 2014 there
were 1.88m independent professionals
working in the UK, a 35 per cent jump
from 2008.
Financial Times, 2015
The 2016 Deloitte Millennial Survey
Figure 3. Percentage
who expect to leave in
the next:

21.
But... the gig economy offers organisations big benefits too.
Organisations can be more agile and flexible, allowing them to boost or cut their
staffing levels in accordance with changing demand. Simply, talent is moving from
a fixed cost to a variable cost.
Also a greater pool of talent, and availability of in-demand skills means specialist
skills can be accessed and brought in for short-term projects easily and cost
effectively.
The gig economy is also being fuelled by technology platforms, such as
Upwork and Profinder that allow freelancers and employers to more easily
connect with one another.
Rich collaborative tools such as Slack, and productivity apps such as Trello
are also making it far easier for freelancers to work remotely and
collaboratively with organisations.
Entrepreen
Although not all of the UK’s self
employed and micro businesses
will require coworking space, these
groups incorporate millions of
people and the scale of their growth
means many of them will contribute
to future demand for more flexible
working environments.
The Coworking Revolution, 2015
Coworking spaces and work friendly
coffee shops have also assisted the gig
economy.
THE GIG ECONOMY

22.
While entrepreneurs create and start businesses, intrapreneurs
build, grow and sustain businesses. Intrapreneurs can help large
organisations keep up with the fast pace of new market
opportunities, by adopting a startup mentality.
Yet amazingly, many large organisations still fail to recognise the
importance of intrapreneurship, instead simply letting it go quietly
unnoticed behind the scenes, without any structure in place to
support it.
Consequently this ‘corporate way of doing things’ means many
innovative, entrepreneurial employees are left feeling frustrated.
As a result, top talent is leaving large organisations to either work
on their own projects or to join start-ups.
Building an intraprenuerial culture in 2016 is vital, for two key
reasons:
1. Innovation is now the most important factor for business growth
and success. Intrapreneurs are those who drive innovation within
an organisation.
2. Organisations risk not only losing top innovative talent, but failing
to attract it too.
Intrapreneurship provides the platform on which
innovation can be built and developed –
achieved through the idea of employees acting
like entrepreneurs INSIDE of a large organisation.
THE GIG ECONOMY
Even full time employees are looking to satisfy their need for gig
work, by undertaking projects at work that are outside of their
daily duties – known as intrapreneurship:
Deloitte Digital, 2015

23.
Organisations must attract freelancers in order to compete.
Organisations not only need to make themselves more attractive
to freelance talent, but they need to ensure that they have the
right tools and processes in place to efficiently manage the new
freelance ways of working.
A long-standing bargain made between employees and
employers is how:
Employees gave loyalty and the
organisation gave security
Daniel Pink,
What motivates us at work, 2012
It’s an arrangement that perhaps looks set to be absent from the
future of work, as freelancing looks set to increase in popularity
for individuals and organisations alike.
THE GIG ECONOMY
KEY TAKEAWAYS

24.
07
NEW
WORK-LIFE
BALANCE
The future of the working world is not striving for work-life balance.
Instead, integrating work into your life, and life into your work, is
the answer.
Today’s organisations need to give their employees the ability to
work where, when, and how they want. Doing so will not only give
employees greater personal satisfaction, but also yield higher levels
of productivity too.
Work-life balance is out, work-life integration is in.
KEY TAKEAWAYS
There was a time when the boundaries between work and home life
were pretty clear. Today, keeping the two completely separate in
order to maintain a clear work-life balance is not easy. For most, it's
almost impossible.
Instead of fighting for the separation, Stewart Friedman (The former
head of Ford Motor’s Leadership Development Centre) believes
everyone should:
Integrate the different parts of their lives to
reinforce and enhance each other

25.
INFORMATION
08-10
MANAGEMENT

26.
08
EVOLUTION OF
INTERNAL COMMS
We are witnessing the rebirth of internal communications.
Moving from purely the communicating of internal
information to shaping the digital experience of work.
Digital Workplace Group, 2015
The arrival of new generations and new technologies into the workplace
is changing the way everyone works with each other. And it is falling upon
the IC function to act as the support structure for many of the
organisations new working requirements.
In short, IC functions will be those responsible for facilitating all of the
different types of digital interactions and conversations in the workplace.
Based around three key areas.

27.
1. Collaboration
IC will help employees, managers and teams to improve the way they work
together, by educating and training them on the best and most appropriate
digital collaboration tools. Vital because:
One such new technology is Slack; an internal messaging app that has al-
ready earned the title of the 'fastest growing app ever' (Forbes, 2015).
Social networking and instant messaging apps are becoming the
communication channel of choice due to the way they better replicate
natural ‘in the moment’ conversations, and provide a level of collaboration
(sharing/retrieval of knowledge) that email simply can’t match – proving to be
the complete antithesis to email.
160
Average number of emails sent by one worker in
one day
2-4 hours
Time spent on email each work day by the
average employee
The Grossman Group, 2012
Improved communication and collaboration through new
social technologies could raise the productivity of
interaction workers by 20 to 25 percent.
McKinsey Global Institute
EVOLUTION OF INTERNAL COMMS

28.
2. Information management
IC will continue to create and distribute content, but the way in
which they do so will be transformed.
Gone will be the days of static Intranets that act as dumping
grounds for information destined to never be read. Instead the
intranet will be revitalised and IC will take advantage of the new
digital channels to repurpose content accordingly – providing
employees with the opportunity to filter information relevant to
them, much like they do in the consumer world when using social
networking platforms.
As touched upon within trend 5 – employee strength –
organisations need to motivate employees to create their own
content to be shared in and outside of the workplace and IC will
be responsible for facilitating this process.
The Intranet is set to become the front door into the wider digital
workplace
Paul Miller, 2015
EVOLUTION OF INTERNAL COMMS

29.
3. Data analysis
IC will be required to look beyond surveys and questionnaires for
when collecting employee data. Instead focus will be on capturing
the vast array of valuable data that can be found in digital
communications, such as within employee communities on social
networks. This data can more effectively identify the issues that
employees are citing as being detrimental or beneficial to
engagement.
Data analysis can also identify the influencers who can help
amplify campaign communications.
Identification of those with specific knowledge and expertise
is also crucial in helping to nurture a 'learning organisation' –
helping to connect employees with the knowledge and information
they need.
Crucially, IC will need to measure the success of IC programs and
initiatives, to show leadership how IC is helping to achieve
business goals.
Properly designed and managed social media tools
have great potential to harness the experiential
dimension of the workplace to deliver relevant learning
experiences that reflect both proven expertise within a
function or industry and timely access to an
organisation’s best thinking, wherever it might be.
Accenture Skills Gap Study, 2015
EVOLUTION OF INTERNAL COMMS

30.
KEY TAKEAWAYS
Organisations should undertake an internal communications audit, to
reveal the effectiveness of their current IC function, and also to identify
the tools employees may be using that the IC function is not.
Measure, measure, measure. Data is crucial for identifying best
performing content, channels and employees. And for proving to
leadership the effectiveness of the IC function.
IC needs to support the development of community and connection within
the organisation. Facilitate conversation between employees at every level
and in every part of the organisation, increase learning and information
gathering, and gather business intelligence.
EVOLUTION OF INTERNAL COMMS

31.
09
THE NEW CIO
46% of CIOs now report to the CEO,
highlighting the increasingly strategic role
that IT plays in the corporate world.
Driving business innovation
Identifying opportunities for competitive differentiation
Developing and refining business strategy
Leading change efforts
Developing new go-to-market strategies and tech
51%
41%
37%
35%
33%
Figure.4 The activities CIOs would like to spend more time on in the
next three to five years.
The state of the CIO, 2016
The state of the CIO, 2016
Digital transformation is a priority for all organisations, with
success being:
highly dependent on a close and effective
working relationship between the IT organisation
and the lines of business
IDC, 2015.
Therefore CIOs will take responsibilty for the digital
transformation, and in doing so will occupy one of the most
crucial roles in the organisation.

32.
THE NEW CIO
As was shown in figure.4, CIOs want to move away from ‘managing and maintaining’
technology, so that they can free up their time to focus on higher-level strategic work.
To do so, organisations will place more technology in the hands of managed service
providers brought in via the cloud.
Service providers will enable Enterprise IT to become more agile, allowing them to keep up
to date with business innovation, as they will be free from costly legacy systems – crucial
not just for achieving competitive advantage, but for survival.
Integration of the services across the business will be an important element of the CIO role.
The service of IT in an organisation will move from that of being a provider to that of
integrator – which has lead many to suggest the CIO should now be the:
Chief Integration Officer
Deloitte University Press 2015

33.
THE NEW CIO
Successful CIOs will be those who empower, strategise, facilitate
and integrate. Rather than sticking with their traditional approach of
‘provide and control’, CIOs will become the enablers of innovation
across the organisation.
CIOs, by working closely with lines of business, should be those
responsible for:
Identifying the parts of business that could be transformed
by technology
Keeping abreast of emerging technologies that could
accelerate digital transformation
Managing implementation of the new digital technologies
KeyTakeaw ays

34.
10
CYBER
SECURITY
New technologies entering the workplace, often brought in by
employees, offer huge business benefits, such as increases
in productivity and mobility. But, for organisations, these can also
represent a considerable security risk.
IT departments, software and hardware companies are of course
giving great attention to solving security problems. Mobile Device
Management (MDM) is one such area helping to minimise the
security issues that can arise from BYOD.
But, somewhat frustratingly for IT security, is the fact that human
errors are still the number one cause of data breaches
(CompTIA’s Trends in Information Security). Lost devices, weak
passwords, a lack of digital understanding and a general
carelessness, are cited as some of the key reasons.
KEY TAKEAWAYS
Organisations need to invest in creating a security conscious
culture. Security should be ingrained into every aspect of working
life. Cyber security education and training will be crucial in 2016.
Furthermore, organisations need to stay up to date on the latest
innovations in security. Focussing on Wearables (trend 4) and
other advanced mobile authentication technologies; eg facial
recognition, fingerprint sensors.

35.
CONCLUSION
We stand on the verge of the Fourth Industrial Revolution,
where only those organisations who build strong capabilities
in automation, engaging a new generation of workers, and
managing information effectively, will survive.
Organisations need to act now by making short and long term
plans to build the capabilities needed to capture the
competitive advantages that are available in the future of work.
One last parting piece of advice: 'people first.' That is the
approach that all organisations should take when planning for
the future.
Cheers
Jack & Lloyd
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Skim.it is a digital tool that allows you to share and manage
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We use machine learning to transform digital content into a
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To find out even more, and to try Skim.it for yourself, please visit
wwww.skim.it.

36.
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