WORK
TA BL E OF CONT ENT S
T A BLE OF C ON T E N T S
FOCUS
GENERATE
DATA
DEFINING THE NEW WORKPLACE
Trend mapping
Stakeholders
Key Trends
People, context and activities
PLAY Trend mapping
Skills for the 21st Century DEFINING THE MILLENIAL GENERATION
Key Trends
Deloitte Report
WORK Trend mapping
Empathy Mapping
Key Trends
BUSINESS CONTEXT
Millenial Rules for Living GLOBAL SCANNING
ANTICIPATE
Social Everything Augmented Everything
COMPLEXITY
Autonomous Everything
DEFINING THE NEW WORKPLACE
Cross-Impact Analysis
Stakeholders
INTERVIEW FEEDBACK
People, context and activities
FREELANCE ECONOMY MAP
Skills for the 21st Century DEFINING THE MILLENIAL GENERATION Deloitte Report
ACTIVATE
Empathy Mapping
POV STATEMENTS
Millenial Rules for Living
FREELANCE FUTURES
BUSINESS CONTEXT
FREELANCE SURVEY
GLOBAL SCANNING
USERS
Social Everything
Catalyst
Augmented Everything
Co-creator
Autonomous Everything
PROJECT BRIEF
Cross-Impact Analysis
BUSINESS MODEL CANVAS WIREFRAMES USER FLOWS BRAND CLOUT PERCEPTUAL MAP
F OC US D ef inin g h igh im pact area s t h r ou gh t r en d m a p p i ng an d an alysi s .
DA T A S PAC E How does the human/tech relationship evolve with the increasing autonomy of our networked objects and environments? Becoming empowered rather than overwhelmed by data as the new form of media will offer contextual insights and augmented forms of existence.
automated data processing
meaning in data post-fragmented digital
post quantified self
virtual reality therapy
internet of everything
headphones as interface
mixed reality
call to action
ambient sensing
DATA SPACE
deep learning data agility human/tech contextual empowerment
people API evolved matching enabling the best self social status
applied crowdsourcing conversational UX mass customization AR/VR
biometric feedback internet of me sharing economy transparency
K E Y TR E N DS
REMOTE WORK
AUTOMATION
Has become the norm in many offices, taking hot desking to a whole new level. Multi-disciplinary communication platforms, such as Slack and Facebook Workplace have made it easier for people to work remotely without compromising their workflow. Many companies have come to rely on these platforms to ensure work is accomplished, while giving their employees more freedom to plan out their day.
Automation would relieve office workers of their repetitive operational tasks, allowing them to place greater focus on cognitive endeavours. The reach of information and insights gleaned from multiple sources through routine background operations would allow for richer insights on optimizing parallel flows in the workspace on a consistent basis.
AI
BLOCKCHAIN Creating increased transparency, protecting personal and transactional data as well as the detecting credential fraud are only a few of the ways in which blockchain technology will contribute to new workplace security measures. The notion of a unified ledger or profile that maintains extensive incorruptible records of achievements empowers individuals, while bringing transparency into the 21st century. Tapscott, Don TapscottAlex. “The Impact of the Blockchain Goes Beyond Financial Services.” Harvard Business Review. HBR, 17 Feb. 2017. Web. 19 Apr. 2017. 2017, Technology Horizons. “FROM AN INTERNET OF INFORMATION TOWARD AN INTERNET OF ACTIONS.” INSTITUTE FOR THE FUTURE (n.d.): n. pag. INSTITUTE FOR THE FUTURE. INSTITUTE FOR THE FUTURE. Web. “Digital Transformation.” Digital Transformation | Dell Technologies United States. Dell, n.d. Web. 19 Apr. 2017.
Adding learning capabilities to routine tasks will contribute to greater workflow optimization on a personalized level. Applications, which will span across many tasks including communication and scheduling, will fall to the background of people’s daily activities. Company knowledge will be made more accessible, as wayfinding shifts from manual to automated. The overall impact of AI in the workplace will be to reduce complexity of tasks and expand the range and time allotted to creative undertakings.
P L A Y S P A CE Play is one of the mot powerful catalysts to limitless learning and exploration.
fortunate failures
It unlocks our innate capability to
clear purpose
communicate, imagine and strategize.
honest exploration
Play allows us to channel our intrinsic
targeted growth
motivations to connect with the most authentic and whole part of the self. Emerging from this self-driven behaviour is aunique and honest perspective.
freedom as objective perpetual discovery embedded feedback loops unlearned creativity
brain as interface
activated self
PLAY SPACE
tactical value social norms problem solving augmented adventures
seeking pleasure culture of influence momentum authenticity
gamification
mastery
sense of whole
delight
self projection flow
personal growth unstructured
K E Y TR E N DS
FLOW
NOSTALGIA
High achieving professionals are learning to tap into a state of mind used mostly by extreme athletes to cheat death while they push the bounds of their respective sports. This state of mind shift is desired as part of an effort to improve personal performance in an increasingly fast moving work environment but can comes from a play state of mind.
Nostalgia is retaking a place in the world of play as game companies fight to be the one with the latest way to bring you the games of the past. Pokemon found a new way to engage an old player base to roam the streets enmass all in the name of nostalgia. The adults of today are relearning to play like children.
GAMIFICATION With the gamification of personal development via fitness trackers and the ability to compete with friends on the rise as well as the increase in gamification in education it is clear that the next step would be for gamification to enter into the workplace and for the intrinsic motivation of competition to find a more productive inroad into the work environment.
Csikszentmihalyi, Mihaly. “Flow, the Secret to Happiness.” Mihaly Csikszentmihalyi: Flow, the Secret to Happiness | TED Talk | TED.com. TED, n.d. Web. 19 Apr. 2017. Meister, Jeanne. “Future Of Work: Using Gamification For Human Resources.” Forbes. Forbes Magazine, n.d. Web. 19 Apr. 2017.
BINGING ON PLAY The ubiquity of play spaces has made it possible to escape into a play mindset at any time in any place. Our screens are able to trigger our imaginations through stories from all types of new media sources. This high availability of outlets has led to a binging behavior on play environments. This binging could leveraged towards new play spaces focused on creation rather than consumption
WO R K S P A C E fortunate failures
freedom as objective
clear purpose
perpetual discovery
honest exploration
embedded feedback loops
targeted growth
unlearned creativity
brain as interface
activated self
WORK SPACE
tactical value social norms problem solving augmented adventures
seeking pleasure culture of influence momentum authenticity
gamification
mastery
sense of whole
delight
self projection flow
personal growth unstructured
K E Y TR E N DS
NETWORKS OF TEAMS
PEOPLE ANALYTICS
Departments are being replaced by smaller networks of multi-skilled teams that are capable of actionable results on short deadlines. This is the foundation to molecular organizations that operate on a horizontal organizational structure.
A more deep and intuitive understanding of workplace behaviours and needs could improve assessment, hiring and retention capabilities. Workplace culture would be strengthened by new individuals, tested for their compatibility in addition to their credentials.
CO-CREATION
REAL-TIME FEEDBACK
As multi-disciplinary teams become the norm, the ability to effectively cross-pollinate will be the key to differentiation.This requires advanced intangible skills like communication strategies and rapid uptake.
Applying the “yelp” behaviours to real-time feedback in order to embed feedback loops and enhance transparency within the company.
CAPABILITY GAPS EMPLOYEE Communication becomes paramount EXPERIENCE for teams to achieve high performance results and brands to get their message across to consumers.
LEADERSHIP GAP
With talent acquisition at the forefront of creating innovative teams, HR’s new task involves offering employees engaging experiences that go beyond the traditional scope their mandate Bersin, Josh. “Big Data in Human Resources: Talent Analytics (People Analytics) Comes of Age.” Forbes. Forbes Magazine, 21 Jan. 2015. Web. 19 Apr.
Rapidly evolving organizational structures revolving around agile teams requires more employees to be comfortable taking on leadership roles.
2017. Bersin, Josh. “Quantified Self: Meet the Quantified Employee.” Forbes. Forbes Magazine, 29 Nov. 2014. Web. 19 Apr. 2017. Bersin, Josh. “The HR Software Market Reinvents Itself.” Forbes. Forbes Magazine, 26 July 2016. Web. 19 Apr. 2017. Giang, Vivian. “Here Are The Strengths And Weaknesses Of Millennials, Gen X, And Boomers.” Business Insider. Business Insider, 09 Sept. 2013. Web. 19 Apr. 2017.
A NT I CI P A T E I d enti f yin g in sigh ts wi thin cu r r en t an d fu t ur e bus iness en vir on m ent s .
COM PLEXITY
In a world of wicked problems and multidimensional experiences, companies require agile, multidisciplinary teams capable of creative problem solving. No business can afford to bypass the massive technological shifts that will undoubtedly affect their organizational structures.
Ca n we d e s i g n a h o r iz o n o f s u s ta i na b l e str at eg i e s to a c t i v a t e co r p o r a t e cu l t ur e s and m a k e t h e m fu t u r e - re a dy ?
In order to maintain a competitive foothold on their shares of the market, brands must focus on a corporate culture that encourages deep focus and co-creative processes. They must restructure their networks to achieve agile solutions to disruptive problems.
D E F I NI NG T H E NE W WO R K P L AC E
MULTIGENERATIONAL Millennials now make up 50% of the labour force1, while older generations are maintaining the posts. The millennial generation focuses on horizontal work environments has changed the way workplaces must operate to attract and retain talent.
DIVERSE Globalization has put multiculturalism at the forefront of workplace culture. The need for an inclusive culture is noted as one of the biggest priorities in Deloitte’s 2016 Human Capital Report2.
ON-DEMAND Over 40% of the workforce is contingent, part-time or contract3.This means more people hired into molecular structures based on their specialties and skillsets.
1
Fry, Richard. “Millennials Surpass Gen Xers as the Largest Generation in U.S. Labor Force.” Pew Research
Center. Pew Research Center, 11 May 2015. Web. 19 Apr. 2017. 2
“Human Capital Trends 2016.” Deloitte Canada. Deloitte Canada, 30 Nov. 2016. Web. 19 Apr. 2017
3
Pofeldt, Elaine. “Shocker: 40% of Workers Now Have ‘Contingent’ Jobs, Says U.S. Government.” Forbes.
Forbes Magazine, 25 May 2015. Web. 19 Apr. 2017.
PE OP L E CON TE X T A C T I V I T I ES
SUMMARY SKI LLS FOR TH E 21st CENTURY WORKPLACE
LEADERSHIP PRACTICES
THOUGHT DIVERSITY
EMPATHY & SELF-AWARENESS
CO-CREATIVE TOOLS
TRANSFERABLE COMMUNICATION
D E F I NI NG T H E M ILLE NNI AL GENE R A TI O N
MOBILE Mobility is native to the millennial generation as they grew up with long distance communication readily available and the growth of the world wide web well underway, making it easier to get any information anywhere you are. This environment has lead millennials to see everywhere as a place of work and play. They see their mindset as a place of work more than a physical location. COLLABORATIVE The desire for collaboration among millennials is derived from a deep seated need for connection as well as from wanting to have a seat at the table. The idea of a collaborative environment provokes a vision of an open work environment where there is a free exchange of ideas and where collective benefit outweighs personal advancement. . SOCIALLY DRIVEN
29% less than a third of millennials expect to work regular office hours.
38% of millennials are freelancing
Finally millennials are socially driven creatures, they are eager to participate in social awareness and are very happy when working for an organization that personifies and upholds their values. At the same time they are not opposed to lashing out against brands that go against their values such as was recently on display with the large anti united airlines social media campaign.
Rosati, Sara Horowitz and Fabio. “53 Million Americans Are Freelancing, New Survey Finds.” Freelancers Union Blog. Freelancers Union Blog, 04 Sept. 2014. Web. 19 Apr. 2017. “Millennials at Work: Reshaping the Workplace.” PwC. N.p., n.d. Web. 19 Apr. 2017.
DELOI TTE MI LLENI AL SURVEY 2016
Deloitte reported surveying 7,700 millennials in 29 countries.
Only 16% of millennials see themselves with their current employers a decade from now.
Born after 1982, college or university degree and employed full time, predominantly in large private sector organizations.
This represents a challenge as millennials become the largest generation in the workforce.
SOURCE : https://www2.deloitte.com/ content/dam/Deloitte/global/ Documents/About-Deloitte/ gx-millenial-survey-2016-exec summary.pdf
There is an overwhelming concern from millenials on skills development to become the business leaders of tomorrow.
Surveys suggest that the primary reason for this lack of loyalty may be a sense of neglect. Only 28% of millennials feel their current organizations are making full use of their skillset.
E M PAT H Y M A P PI NG
https://www.forbes.com/sites/peggydrexler/2014/03/19/do-wereally-know-millennial-males-in-the-work-place/ https://www.pwc.com/m1/en/services/consulting/documents/ millennials-at-work.pdf
M OT I V A TI O N EXPERIENCE OVER PRODUCT
TRANSPARENCY TRUMPS
SUMMARY MI LLENNI AL RU L E S FOR LI VI NG What is at the core nature of all successful millennial interactions? What behaviours dictate their fundamental behaviours and actions?
SOCIAL STATUS IS KING
TIME > MONEY
EVERYTHING ON DEMAND
BU S I NE S S CON TE X T
Companies at the cutting edge of technology are also at the cutting edge of social innovation in their corporate policy. This tells us that their interest in social efforts is not only out of care for their workforce but also a data driven proof that improving the social aspects of the work has real benefits for the business.
Z APPOS
SOURCE : Lee, Ethan Bernstein. “Beyond the Holacracy Hype.” Harvard Business Review. HBR, 20 June 2016. Web. 19 Apr. 2017.
The key implementation at Zappos has been individuals taking on many different roles and leaving behind the job description you were hired for. Through this process the individual will have a better idea of what should be done compared to a typical job description given when hired and subsequently forgotten. Use of a “role marketplace” which shows the roles needed to be filled and their urgency ensure that people are working towards the betterment of the company and the success of each role and task done is measured to ensure ongoing success.
The informality of this system has lead to an enormous learning curve within the company. Zappos is sticking to their resolve and giving the new methodology a fighting chance to work itself out before calling it a failed experiment. The major problem appears to be that the employees are using their new found freedom to pull the company in too many opposing directions. With a hiring process that focused more on the alignment of core values there could be more of a unified direction that could increase the potential of the holocractic system.
NE T F L I X
SOURCE : McCord, Patty, and Ram Charan. “How Netflix Reinvented HR.” Harvard Business Review. HBR, 27 June 2016. Web. 19 Apr. 2017.
Netflix used common sense to develop a talent management philosophy that could help on all fronts of employer acquisition, management and retention. Their talent management philosophy involves only hiring excellent workers and putting people analytics to best use. This created an environment in which direct feedback (also known as 360 reviews) took place of annual reviews. A keen awareness of the company’s subcultures is also an important part of netflix’s seminal work. This organization understands the way in which the new generation operates and expresses
their opinions. The current structure at this company looks nothing like the companies of yesterday, they are the trailblazers of the way in which things will operate universally in the future because they understand the motivations of their constituents. Employees are given unilateral freedom to innovate, explore, and spend their time how they see fit, in essence the allow them to play. This strategy has led to a company with highly motivated employees that consistently outperform all other media companies with traditional employee hierarchy structures.
SOURCE : Duhigg, Charles. “What Google Learned From Its Quest to Build the Perfect Team.” The New York Times. The New York Times, 25 Feb. 2016. Web. 19 Apr. 2017.
Google’s Project Artistotle is a seminal report outlining the fundamentals for effective cocreation, with their most important discovery highlighting team cultures and the mitigation of rejection that comes with cultivated inclusivity. Researchers at Google began puzzled by diversity as being the only constant across the 180 teams studied, with no patterns defining which personality types or cultural mix provided optimal performance. It
was instead the notion of “group norms” or “team culture” which gave members heightened feelings of unity and purpose, leading to increase in innovative thinking and co-creation Project Aristotle’s most relevant discoveries were that the most effective teams have only two consistent indicators for success: safe collaboration through shared norms and a failfast approach, channeled through teamwide acceptance.
GLO B AL S CANNI NG
In the anticipate phase of this project, we expanded on the governing forces within our environments. From this body of research we understood how the social nature of networks and objects harness the stories that empower us with our unique sense of purpose and identity. Emerging from this phase is the need to augment this sense of self through objects and experiences. From this, autonomous systems can recognize patterns to curate and orchestrate the meaningful moments that truly express your ultimate self.
G E NE R A TE Re ima gin in g n ew cont e x t s i n whic h people ar e empowe r e d r a the r th an over wh el m e d by thei r d at a ecosyst em.
IMPOR TANT T REND S
PL A Y C R I T ER IA W e emp l oy e d t w o k e y s et s o f c r i t e r i a t o i s o l a te t h e key di m e n s i o n s o f o ur d es ir ed pl a y i n t e r a c t i o ns. Ou r o b je c t i v e i n m e r gi ng t h es e t w o w a s t o u n d e r stand p lay f r o m t h e l i fe a n d wo rk p er s p ec t i v e p e r s p e c t i v e s.
F ARZ HA D SEGHI P OUR Farzhad Seghipour is a graduate from SFI who advanced the idea of play as the key social technology to ensure future growth and success within the workplace. A culture of play must engage in activities that are:
ALE X ANDE R MANU Alexander Manu spoke of play as a means to create an experience that “maintains physical performance but also addresses higher cognitive abilities, such as emotional needs” (4). It creates the space for “lasting value” and “higher cognitive abilities (5). Play value and interactivity elevate an experience for greater engagement. In order to achieve this transformative space, a product or experience must be: Engaging Fun Absorbing Challenging Rewarding
Voluntary
Non-frustrating
Intrinsically motivated
Have repeat value
Imaginative Sub Creative Active State
Secondary criteria: Functional Multipurpose
SOURCE : https://www.nytimes.com/2016/02/28/ magazine/what-google-learned-from-itsquest-to-build-the-perfect-team.html?_r=0
SOURCE : https://www.nytimes.com/2016/02/28/ magazine/what-google-learned-from-itsquest-to-build-the-perfect-team.html?_r=0
P L AY S PAC E ECO S Y S TEM
Our context map allowed us to isolate select trends directly linked to latent behavior being released in new ways today and into thefuture. By grouping these possibilities through their feasibility, we were able to reverse look up the main behaviors associated with the propulsion of these trends. We identified six distinct areas for behavioral release opportunity. The six areas for behavioral release opportunity were then linked with enabling technology in order to create six independent opportunity operations that build of one another for the potential of creating an overarching system of passion enabling for all.
REF I NE ME NT Our enabled ecosystem diagram offered several avenues for affecting efficiency of the workplace through technological means. However, our goal was not only to improve the efficiency of work but to enhance experiences through play methodologies. This lead us to creating the play criteria matrix, in which we assessed our 6 ecosystem technologies with the play criteria. In this way we were able to evaluate which areas would result in the most impactful experiences. Through this, we arrived at 3 opportunity areas: self-knowledge, continuous learning and serendipitous environments.
GENE R A TI VE S CE NAR I OS
We live in a post-fragmented world where work and life are not longer separate. The platforms we use at work are required to mirror the ease of use and multiple functionalities that ensure nimble processes and successful delivery. How can wedescribe these new interactions and behaviours?
TECHN OLOGY
NO W
Workplace by Facebook
V E N T UR E S
B EHA VI OU R Passion-based multinode teams
University was always hailed as a time for exploration, but I’ve found it difficult to pursue real-world applications with limited credentials. The idea of a 9-5 seems unappealing to me, given the breadth of my interests and desires. I know my value lies in the unique perspective and knowledge base I have, and seek out a place to apply these skills. I log onto Workplace by Facebook and scan the Ventures feed for a new idea I can buy into. I find the idea that really gets my juices flowing and immediately introduce myself to the other team members while looking over the latest advancements. Once I’ve caught up, I start to add my unique input, on my own terms.
I N TER A CTI ON No need to wait Passion fuelled exploration Ventures on your terms
Workplace is a new pilot project by Facebook that offers an interface native to one in four people worldwide. Though the company isn’t nearly first in adopting the consumer app experience to business apps, their potential market ranks as one of the largest. Many have argued that the social networking app has successfully made certain aspects of Web 2.0 mainstream, by featuring UGC (User Generated Content), rebranding RSS readers to personalized Newsfeeds and redefining wikis through group functions. Other offerings pioneered in the Workplace software include work-oriented groups, reactions, trending posts and live video. One of the most powerful and yet to be unexplored areas is interest targeting. Having cornered the market on preferencebased suggestions, Workplace is in a unique position to connect people to work through desires rather than requirement
TECHN OLOGY
NO W
Workplace by Facebook
F I RS T D AY
B EHA VI OU R Affinity based mentorships
Fase has been my dream project base for years. Their passion pursuit program is lightyears ahead of other companies
I N TER A CTI ON Personalized knowledge base
working to personalize knowledge systems through deep learning while reinforcing their community culture through mentorships. I am ecstatic for the opportunity to find my match. As I begin logging my new permission sequence, I am connected to my Workplace profile. The offering allows preferences and habits to be directlystreamlined into my new dashboard. I am greeted by Lucie, who warmly chimes in about our shared interests, including our mutual love for cold brew coffee. She invites me to try out a place around the corner, the best in town she says. She promises to catch me up real-time on the projects I’ve signed on to.
Personality and interest matching Ventures on your terms
NOW RECOGNITION It was my first big contribution. I was nervous. I could see the tracking bars connecting to my name, but could barely believe it with my own eyes. The project was snowballing, and I was at the very core of it. It felt like nothing before, an unbound version of myself flying high above the horizon, seeing my value clearly for the first time. As I regain my bearings, congratulatory messages started flowing in. This is it, I tell myself. The start of something beautiful. I start to sift through the various project input offers I’ve received.
TECHN OLOGY
NO W
Emotional Feedback
F I RS T D AY
B EHA VI OU R Play space filters
It’s time to focus on my most challenging project of the day. I anxiously togglethe flow filter on my dashboard, and am overcome by an immediate sense of relief and ease. My confidence is unwavering, my mind is settled. With knowledge as mycompass, I embark on my journey. Time is at a standstill, as I filter through what I need, when I need it. The connections feel as fast as my synapses and the reward of valuable connections is felt throughout my body. I unplug to find the last rays of sun setting on the horizon. I should feel tired, I’ve spent hours uninterrupted in my own thoughts. Instead, I feel energized at the thought of how far I’ve come.
I N TER A CTI ON Flow State Reward on demand
TECHN OLOGY
SOO N
AI - Machine learning
PA SS I ON S T H A T F E E D ME
B EHA VI OU R Immediate reward, real-time
As I work on my latest passion, I can see the revenue flow in real time.
performance and contribution accountability
Watson tabulates my contributions to overall project advancements with its subjective value algorithm. The passive monitoring of interconnected work is done in real time, resulting in a subjective performance portfolio. I keep an eye on my income and, when I get enough for my dinner plans, I head out for the evening. At the restaurant, I can quite literally taste the value of the work that I have done.
I N TER A CTI ON Complex distributed workflow tracking
Abstract data means understanding work in terms of quality rather quantity, and is vital to interconnected workflows.
TECHN OLOGY
SOO N
AI, deep learning, blockchain
T AS K F OR C E
B EHA VI OU R Synergy
Watson recognizes the potential growth in fusion technology and activates a team search. Sorting through Workplace teams, it locates 50 people that could make 5 perfect teams to tackle the new endeavour independently. Teams are matched based on their shared professional pursuits as well as their connected working affinities. Many have previously worked in similar groups, while others have displayed mutual recognition of each other’s contributions on multiple occasions. The first mindspaces are set, and ideas flow from one feed to another as teams work in tandem. Any new developments are presented to the teams, altered to the various audiences. The outcome three months later are multiple solid visions of the new technology’s directions.
I N TER A CTI ON Dynamic ability tracking
TA LEN T STOC K MA RKET A real-time valuation of your skillsets through a filtering of static abilities, such as language and thinking styles as well as flux abilities, such as burgeoning expertise areas, is required to form synergistic teams. This allows the most up-todate knowledge and creativity to be applied to the ideal scenario.
MU TLI LA YER ED PEOPL E What new connections can be made through the tangible and intangible histories of people? When personal and professional data points are connected, the potential to focus on a pleasurable work experience is heightened. Everything that you are becomes a potential benefit to the team.
MU TLI LA YER ED PEOPL E In the distributed enterprise, blockchain technology has the potential to change the way contractual work is done, by quickly establishing ledgers of trust and allowing the right person display their value and operate within their highest domain of expertise.
SOME D A Y
Heather moves into the stream of consciousness where she is met by her past and her future avatars. As she studies the work she and her network have done so far, she is guided by her different aspects. After her session, Heather begins to watch a movie and lends her past self to some friends to help them with brainstorming. The results of the work are felt through the subjective data created and gathered.
INNOVATION BU SINESS CANVAS
Manu, Alexander. Value creation and the Internet of Things How the behavior economy will shape the 4th Industrial Revolution. New York: Gower, 2015. Print.
DES I R E T h e i n t a g ib l e o ut co me s w e c rave at the c o re of o ur huma n e xi st e nce.
EXPANSION
HAPPINESS
Creating artifacts of
State of fulfilment or well-
existence to manifest an
being defined by positive
immortal extension of
affect.
oneself.
TRANSCENDENCE
UNIQUENESS
The perpetual transformation
The expression of one’s
of the self, that goes beyond
truest sense of self. The
the previous selves.
contribution of the amassed experiences and unique
BELONGING Extrinsic sense of being valued within a particular environment. A sense of belonging fuels a strong external sense of acceptance and attachment.
perspective that one has to offer to the world.
GO AL S T h e ta n gi bl e a ct i v i t i e s p e r form ed du ri n g ou r e xi st e nce .
DISCOVERY
AGENCY
The ability to constantly seek
The ability to act within
out new ways of knowing
your own environment in a
yourself and others.
way that aligns with your intentions.
PARTICIPATION The act of being a part of something greater than yourself.
INNOVATION The ability to originally undertake an idea, device or method.
EXPRESSION The ability to clearly articulate one’s unique perspective.
MOTIVATION T h e dr ive to pe r f o r m an d do .
SELFACTUALIZATION The drive towards personal fulfillment through the realization of one’s full
PERFORMANCE The act of achieving at a higher caliber, of constantly pursuing a high level of focus and superior output.
potential.
DEPTH SOCIAL CAPITAL The intangible yet very real value that arises from networks of people operating with similar values.
FREEDOM The ability to exercise what you want, when you want to, how you want it.
Marking connections of a profound and rich quality.
JOU R NE Y M A P PI NG
In order to create an overarching journey map for the work cycle, we researched and collected task typographies to embody the main activities completed by any worker engaged in the knowledge sector.
With the work typographies laid out we searched for areas of opportunity by plotting the level of frustration, engagement, and productivity associated with each activity.
These metrics were chosen due to their importance to both employers as well as employees when judging workplace satisfaction.
JOU R NE Y MAP
PR O P OS E D F UT UR E
PETER SIMONS SIMONS
IN T E R V I E W F E E D B A CK
Very classically structured company with old school HR policies but with a very progressive and hawkish leader. Simons is currently in the midst of national expansion and the opening of new retail spaces. They have strong ethical and nationalist principles. Fully understood and saw the direction that the future of work is taking. Emphasis placed on learning as a form of play. Was willing to overlook a slight drop in productivity in the short term for the possibility of long term increase. Willing to invest in employees as a long term asset to business because of high retention rate. CHRISTIANE GERMAIN GERMAIN HOTELS Family owned business at the peak of its expansion across Canada and looking to slow down and focus on maintaining business. Very few creative people on staff. All creative work is done out of house. Large concerns over productivity and feasibility of the system as it stands now. The use of business terms to explain are very important and telling a story was less effective for her. She left highly interested in hearing more once a more complete version of our product was developed. She said the nature of her business and her workforce did not require any creativity, only precision. Admitted that while this might be the future of work she had a hard time seeing how it pertained to the hospitality industry. SANDRA LEE MCBAIN VERMAC Mrs. McBain built the company from nothing to now being the largest producer of signs in North America. Company is aggressively expanding and looking to technology companies to get them to where they need to be instead of their engineers Aggressively looking to take over her entire market globally. Highly intelligent and highly hawkish. Very impressed with our line of thinking and asked if we would be able to speak to her lead product developer in order to benefit from our understanding of the world. Understood intuitively that this could be highly useful for the more strategic roles within her corporation.
CON TE X T MAP Findings from our research led us to believe that for millennial users, which are now the largest generation in the workforce, have largest potential impact in the freelance economy. In order to better understand this market segment we mapped the impact that a freelance market place has on different sectors.
“The Post-Truth Issue.” TrendWatching. Web. 10 Apr. 2017. “5 Trends for 2016.” TrendWatching. Web. 10 Apr. 2017. Scheiber, Noam. “As Freelancers’ Ranks Grow, New York Moves to See They Get What They’re Due.” The New York Times. The New York Times, 27 Oct. 2016. Web. 10 Apr. 2017. Shin, Laura. “Freelancers, Here’s How To Save, Pay Down Debt, Retire And Splurge.” Forbes. Forbes Magazine, 06 July 2015. Web. 10 Apr. 2017.
PLAY 05 Trend Mapping Key Trends
AC TI V A TE I d enti f yin g in sigh ts wi thin cu r r en t an d fu t ur e bus iness en vir on m ent s .
WORKPLACE 08 Trend Mapping Key Trends
DATA SPACE 12 Trend Mapping Key Trends
In a world where work and life are no longer separate, platforms we interact with should as mobile and flexible as we are.
PO INT O F VIE W S T AT E ME NT S
The advent of AI and data analytics is increasing the demand for nonroutine and professional skills.
Millennials, as the largest working population, are similarly changing the nature of work by valuing passion over profit.
The relationships between business and employee has shifted, with workers decreasing time spent in a single business.
Businesses are turn becoming increasingly distributed to keep up with rapidly changing industry climates.
What if the future of work was subscribed?
FRE E LANCE FU T U RE S What platforms would allow us to be delighted rather than overwhelmed?
How might we enable higher cognitive power, at lower personal cost?
How might we design a business culture in the climate of distributed enterprise?
How might we connect the right people to the right task?
WO R K I NG I N F R E E L ANC E S UR V E Y
WORD OF MOUTH Remains the top rated way freelancers work. Over 75% respondents revealed this was their primary way of acquiring new work. What platform facilitates trustworthy connections?
CONSISTENCY The largest issue reported by freelancers is the ability to find work. How can a global network contribute to reducing consistency issues?
MILLENNIAL The largest emerging professional market. What tools are native to the millennial generation and how they can be leveraged.
CA T A L Y S T WHO? People driven by curiosity and passion
WHY? Digital Image. Unsplash. Free high resolution photos. 13 April. 2016.< http://bit.ly/1sLno5E>
To be self-actualized by serving a greater purpose.
CO- CR E A TO R WHO? To act as global ambassadors to outthink wicked problems.
WHY? To act as global ambassadors to outthink wicked problems.
PR O J E CT BR I EF MISSION INTRODUCTION Our project reframes the wicked problem tied to living in a networked world: fragmented living. We dichotomize work and life by chasing after it’s elusive balance. But technology has allowed us to work & live anywhere, anytime. The question becomes: What future allows us to be delighted rather than overwhelmed. What systems enable higher cognitive power, at lower personal cost? We believe that these connections can be achieved through play. Play as a cerebral activity is creative, rewarding, intuitive and intrinsically motivating. The platforms we work with should be infused with these capacities. They should empower our connection, not overwhelm it.
Our mission is to use Facebook Workplace as the first iteration of what brings us from our current state to our envisioned future. We have chosen institute our solution in the workplace because it is one of the areas most plagued by fragmentation being. We chose to focus on freelance work as the necessaryfuture following automation and AI. Networked businesses, faster acting and able to respond to disruption, will be united under a platform that can accurately build company knowledge bases. B2B software is increasingly under pressure to be more accessible and employee facing rather than employer facing, a need that will only be exacerbated by the expansion of team networks within industries, as businesses move towards a contract based business network. Being able to connect with the right people will become
DATA AS MATERIAL Our project reimagines the futures of Data. Since its inception, it has been
the number one requirement. Why not use the structure that is already so successful and adapt it to the right markets?
binary in nature. Yet recently, we have been using it to solve less and less binary problems. With the advent of AI and Machine Learning, data will allow for value delivery and value moments that match the depth of experience we want. It is only natural that data would evolve to suit the new demands we place on it.
“AI and data analytics will increase productivity and the demand for non-routine and professional skills by reframing the way we
“ The more digital life gets, the more people will value being understood, touched
design, coordinate, manage, deliver and assess products and services.” - Policy Horizons Canada
and involved by other people.” Roberts., Kevin, and Kevin Roberts Kevin Roberts Is CEO Worldwide of Saatchi & Saatchi and Author of “Lovemarks: The Future Beyond Brands.” View
All Articles by This Author. “The Future of Engagement Is Big Data Plus Big Emotion.” Ad Age. N.p., 10 Oct. 2014. Web. 20 Apr. 2017.
PROBLEM STATEMENT
PEOPLE
In the world of wicked problems and multidimensional experiences, companies
The emerging group of people will be knowledge workers, who will be
require agile, multidisciplinary teams capable of creative problem solving.
primarily working in a Project Economy, where they will be required to gain
Conventional organizations have become insufficient, as the expectations for
skills at a rapid pace. They will most likely be working A large portion of
higher cognitive and creative capabilities require adaptive ecosystems and
these workers will be millenials, ageneration defined by their new sets of
divergent, high-performing thinkers. How might a culture that embraces play
expectations, including their need for purpose-driven work.
ignite engagement and tackle complexity? Can we leverage play behaviours and emerging technologies to shape people that perform at a higher level? Most importantly, how do we humanize the technologies of today to create a more meaningful experience?
BUSINESS
Medium to large conventional (private or public sector) businesses or businesses in transition. Change management has become a top priority due to the larger subset of millennials entering the workforce with new sets of expectations. These new workers expect to be working on highly focused tasks, similar to thearchetypal Google workflow. HR is prioritizing employee experience through a focus on recruitment and retention, and understands that millennials will offer high levels of performance if their need for greater agency, flexibility, growth, ethics and purpose are met.
Office tools involve greater use of technology, from communication platforms changing collaborations(Slack) to making remote work. Office skills sought out for the modern workforce: Emotional Intelligence, Problem-solving, Creativity, Social skills
F IRS T I D EAT I O N Ideation on the ways in which we could lay out the personality test phase of on-boarding
Creating a sense of accomplishment and victory when being asked to join a project through an animated notification.
Working through the best ways to position differing options of teams for a single opportunity and deciding what is the most relevant decision in order to make this choice
The display of data and analytics that were not always quantifiable was a challenge as we worked to display non tradition metrics alongside more traditional ones
PRE L I M I N A RY WIR E F R A ME S
PHASE 1 PROTOTYPE: CO-CREATOR
PHASE 1 PROTOTYPE: CATALYST
PHASE 2 : IDEATION Giving the user more control over the information being given to the system was an important change to users during testing
A trend and opportunity panel was added to help consolidate and unify the information a user would need to find on similar topics
The trend section became a series of flip cards with individual trends on each to make them more digestible and more impactful to the reader on mobile device
Testers found metrics to be too plentiful and hard to understand relevance and so each metric was made more approachable and they were shown in smaller numbers at a time.
CO-CREATOR
CATALYST
WORKPLACE
CSR is trending in South American markets. Start a project now
K E Y F E A TURE S
ORGANIZATION GOALS Tracking organizational progress against set goals and desires allows you to stay on target during development. Being able to see all the potential areas for growth and improvement in one place gives
catalysts a better understanding of their organizations as well as peace of mind in making decision as to the distribution of resources.
K E Y F E A TURE S
PERSONAL DASHBOARD Tracking personal progress against set goals and desires allows co-creators to stay on target for personal development. Knowing how quickly they are progressing and in what areas allows them to make informed decisions as to where and how they want to spend their time.
The co-creator dashboard will not only show analytics but also give suggestions to improve their work efforts and personal wellbeing. Prompting them to engage in mutually beneficial partnerships, change their methods of handling certain tasks, or looking after mental and emotional aspects to provide holistic welfare.
ANTICIPATORY NOTIFICATIONS The system, sensing and perceiving opportunity is able to make predictions and judgments on the future needs of a project. Users are notified of the data used to make the prediction, as well as the course of action best suited
to addressing it. This allows teams to remain proactive instead of reactive all while reducing the amount of time spent managing the needs of a team.
UBIQUITOUS SENSING The on-boarding process involves four steps of account linking to allow users to select which areas of data they wish the system to mine with the understanding that the more the system knows the better it will be able to help the user.
The four areas of access that are focused on are productivity systems, work display services, social networks, and Internet of things enabled objects. These four areas encompass both personal and work life to ensure a seamless
experience further breaking down the barriers between the two.
CONVERSATIONAL NAVIGATION When a diverse set of problems and opportunities are negotiated in the work environment it can be increasingly difficult to create a one size fits all set of tools to help. To address this a conversational form of interface has been
used to enable users to more easily express themselves and allow the AI to ask the appropriate questions to more quickly and accurately understand exactly what the user is trying to work on. The conversational AI understands the content of the
conversation on a literal level and on a biometric level by reading into the tone of the conversation allowing for a deeper understanding.
BRAND CLOU T Wh at m ake s w o r kplac e th e r igh t platf o r m ?
USERS
BUSINESS
18 billion users are actively
The platform is already
using the current Facebook
on the market and being
platform, which bares a
pioneered by companies
strong user experience to
looking for a culture of
Workplace.
forward thinking.
RESEARCH Facebook has a social mission tied to analyzing and
TRUSTED By users native to the platform.
understanding people based on their data.
“Top 20 Facebook Statistics - Updated April 2017.” Zephoria Inc. N.p., 11 Apr. 2017. Web. 19 Apr. 2017. “Research Areas.” Facebook Research. N.p., n.d. Web. 19 Apr. 2017.
P E R CE P TUAL MAP
Selected Works Cited
Bersin, Josh. “Big Data in Human Resources: Talent Analytics (People Analytics) Comes of Age.” Forbes. Forbes Magazine, 21 Jan. 2015. Web. 19 Apr. 2017. Bersin, Josh. “The HR Software Market Reinvents Itself.” Forbes. Forbes Magazine, 26 July 2016. Web. 19 Apr. 2017. Bersin, Josh. “Quantified Self: Meet the Quantified Employee.” Forbes. Forbes Magazine, 29 Nov. 2014. Web. 19 Apr. 2017. Bersin, Josh. “The Top 10 Disruptions In HR Technology: Ignore Them At Your Peril.” Forbes. Forbes Magazine, 28 Mar. 2016. Web. 19 Apr. 2017. Csikszentmihalyi, Mihaly. “Flow, the Secret to Happiness.” Mihaly Csikszentmihalyi: Flow, the Secret to Happiness | TED Talk | TED.com. TED, n.d. Web. 19 Apr. 2017. “Digital Transformation.” Digital Transformation | Dell Technologies United States. Dell, n.d. Web. 19 Apr. 2017. Duhigg, Charles. “What Google Learned From Its Quest to Build the Perfect Team.” The New York Times. The New York Times, 25 Feb. 2016. Web. 19 Apr. 2017. Fry, Richard. “Millennials Surpass Gen Xers as the Largest Generation in U.S. Labor Force.” Pew Research Center. Pew Research Center, 11 May 2015. Web. 19 Apr. 2017. Giang, Vivian. “Here Are The Strengths And Weaknesses Of Millennials, Gen X, And Boomers.” Business Insider. Business Insider, 09 Sept. 2013. Web. 19 Apr. 2017. “Human Capital Trends 2016.” Deloitte Canada. Deloitte Canada, 30 Nov. 2016. Web. 19 Apr. 2017. Lee, Ethan BernsteinJohn BunchNiko CannerMichael, Gary Hamel, and Ethan Bernstein. “Beyond the Holacracy Hype.” Harvard Business Review. HBR, 20 June 2016. Web. 19 Apr. 2017. Manu, Alexander. Behavior Space: Play, Pleasure and Discovery as a Model for Business Value. Farnham: Gower, 2012. Print.
Manu, Alexander. Value Creation and the Internet of Things How the
Behavior Economy Will Shape the 4th Industrial Revolution. Farnham, Surrey: Gower, 2015. Print.
McCord, Patty, and Ram Charan. “How Netflix Reinvented HR.” Harvard Business Review. HBR, 27 June 2016. Web. 19 Apr. 2017. Meister, Jeanne. “Future Of Work: Using Gamification For Human Resources.” Forbes. Forbes Magazine, n.d. Web. 19 Apr. 2017. “METASCAN 3 Emerging Technologies.” (n.d.): n. pag. Policy Horizons Canada. Government of Canada, 13 Sept. 2013. Web. 19 Apr. 2017. “Millennials at Work: Reshaping the Workplace.” PwC. N.p., n.d. Web. 19 Apr. 2017. Pofeldt, Elaine. “Shocker: 40% of Workers Now Have ‘Contingent’ Jobs, Says U.S. Government.” Forbes. Forbes Magazine, 25 May 2015. Web. 19 Apr. 2017.
“Research Areas.” Facebook Research. N.p., n.d. Web. 19 Apr. 2017.
Roberts., Kevin, and Kevin Roberts Kevin Roberts Is CEO Worldwide of Saatchi & Saatchi and Author of “Lovemarks: The Future Beyond Brands.” View All Articles by This Author. “The Future of Engagement Is Big Data Plus Big Emotion.” Ad Age. N.p., 10 Oct. 2014. Web. 20 Apr. 2017. Rosati, Sara Horowitz and Fabio. “53 Million Americans Are Freelancing, New Survey Finds.” Freelancers Union Blog. Freelancers Union Blog, 04 Sept. 2014. Web. 19 Apr. 2017. Sena, Pete. “How The Growth Of Mixed Reality Will Change Communication, Collaboration And The Future Of The Workplace.” TechCrunch. TechCrunch, 30 Jan. 2016. Web. 19 Apr. 2017. Tapscott, Don TapscottAlex. “The Impact of the Blockchain Goes Beyond Financial Services.” Harvard Business Review. HBR, 17 Feb. 2017. Web. 19 Apr. 2017. “Top 20 Facebook Statistics - Updated April 2017.” Zephoria Inc. N.p., 11 Apr. 2017. Web. 19 Apr. 2017.
Icons & Animations
BEHAVIOUR SPACE MAP Icons found on the Noun Project Fingerprint created by Amelia Detwiler Flame created by Joseph Augustine Chain created by IconfactoryTeam Augmented created by Martin Delin Cap created by Arthur Shlain Gear created by il Capitano Ring created by Joris Millot
EMPATHY MAP Icons found on the Noun Project Heart by Dinesh Pal Gautam Feet by Matt Brooks Increase and decrease created by unlimicon Chat by Mr. Pixel Brain by Gabriele Garofalo Eye by Leyla Jacqueline
PLAY SPACE MAP Icons found on the Noun Project Fingerprint created by Amelia Detwiler Flame created by Joseph Augustine Chain created by Iconfactory Team Augmented created by Martin Delin Cap created by Arthur Shlain Gear created by iL Capitano Ring created by Joris Milot
ANIMATIONS FOR WORKPLACE AD Purchased from PremiumMilk https://videohive.net/item/hipster-explainer-toolkit/10981763