With the lines between work and nonwork already badly frayed, Gartner Inc. predicts that the nature of work will undergo 10 key changes through 2020. Organizations will need to plan for increasingly chaotic environments that are out of their direct control, and adaptation must involve adjusting to all 10 of the trends.
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“Work will become less routine, characterized by increased volatility, hyperconnectedness, ‘swarming’ and more,” says Tom Austin, vice president and Gartner fellow. By 2015, 40 percent or more of an organization’s work will be “nonroutine,” up from 25 percent in 2010. “People will swarm more often and work solo less,” says Austin. “They’ll work with others with whom they have few links, and teams will include people outside the control of the organization. In addition, simulation, visualization, and unification technologies, working across yottabytes of data per second, will demand an emphasis on new perceptual skills.”
Organizations will need to determine which of the 10 key changes in the nature of work will affect them, and consider whether radically different technology governance models will be required.
1. De-routinization of work
The core value that people add is not in the processes that can be automated, but in nonroutine processes, uniquely human, analytical, or interactive contributions that result in words such as discovery, innovation, teaming, leading, selling, and learning. Nonroutine skills are those we cannot automate. For example, we cannot automate the process of selling a life insurance policy to a skeptical buyer, but we can use automation tools to augment the selling process.
2. Work swarms
Swarming is a work style characterized by a flurry of collective activity by anyone and everyone available and able to add value. Team efforts (instead of solo performances) will be valued and rewarded more and occur more frequently, but a new form of teaming, which Gartner calls “swarming” to distinguish it from more historical teaming models, will emerge. Teams have historically consisted of people who have worked together before and who know each other reasonably well, often working in the same organization and for the same manager. Swarms form quickly, attack a problem or opportunity, and then quickly dissipate. Swarming is an agile response to an observed increase in ad hoc action requirements, as these continue to displace structured, bureaucratic situations.
3. Weak links
In swarms, if individuals know each other at all, it may be just barely, via weak links. Weak links are the cues people can pick up from others who know the people with whom they have to work. These cues are indirect indicators and rely, in part, on the confidence others have in their knowledge of people. Navigating one’s own personal, professional, and social networks helps people develop and exploit strong and weak links and that, in turn, will be crucial to surviving and exploiting swarms for business benefit.
4. Working with the collective
There are informal groups of people, outside the direct control of the organization, who can affect the success or failure of the organization. These igroups are bound together by a common interest, a fad, or a historical accident and are described by Gartner as “the collective.” Smart business executives discern how to live in a business ecosystem they cannot control but only influence. The influence process requires understanding the collectives that potentially influence their organization, as well as the key people in those external groups. Gathering market intelligence via the collective is crucial. Equally important is figuring out how to use the collective to define segments, markets, products, and various business strategies.
5. Work sketch-ups
Most nonroutine processes will also be highly informal. It is important that organizations try to capture the criteria used in making decisions, but at least for now, Gartner does not expect most nonroutine processes to follow meaningful standard patterns. Over time, we believe that work patterns for more nonroutine work will emerge, justifying a light-handed approach to collecting activity information. However, it will take years before a real return on investment for this effort is visible. In the meantime, the models for most nonroutine processes will remain simple “sketch-ups,” created on the fly.
6. Spontaneous work
This property is also implied in Gartner’s description of work swarms. Spontaneity implies more than reactive activity—for example, to the emergence of new patterns. It also contains proactive work such as seeking out new opportunities, and creating new designs and models.
7. Simulation and experimentation
Active engagement with simulated environments (i.e., virtual environments) will begin to replace drilling into cells in spreadsheets.This suggests the use of n-dimensional virtual representations of all different sorts of data. The contents of the simulated environment will be assembled by agent technologies that determine what materials go together based on watching people work with this content. People will interact with the data and actively manipulate various parameters, reshaping the world they’re looking at.
8. Pattern sensitivity
Gartner has published a major line of research on pattern-based strategy. The business world is becoming more volatile. People work off of linear models based on past performance and have far less visibility into the future. Gartner expects to see a significant growth in the number of organizations that create groups specifically charged with detecting divergent emerging patterns, evaluating those patterns, developing various scenarios for how the disruption might play out, and proposing to senior executives new ways of exploiting (or protecting the organization from) the changes to which they are now more sensitive.
9. Hyperconnected
Hyperconnectedness is a property of most organizations, existing within networks of networks, unable to completely control any of them. Although key supply-chain elements, for example, may be “under contract,” there is no guarantee it will perform properly, not even if the supply chain is in-house. Hyperconnectedness will lead to a push for more work to occur in formal and informal relationships across enterprise boundaries, and that has implications for how people work and how IT supports or augments that work.
10. My place
The workplace is becoming more virtual, with meetings occurring across time zones and organizations, and with participants who barely know each other working in swarms to attack rapidly emerging problems. But employees will still have a “place” where they work, although many will have neither a company-provided physical office nor a desk. Increasingly, their work will happen 24 hours a day, seven days a week. In this work environment, the lines between personal, professional, social, and family matters, along with organization subjects, will disappear. Individuals, of course, need to manage the complexity created by overlapping demands, whether from the new world of work or from external (i.e., nonwork-related) phenomena. Those who cannot manage the underlying “expectation and interrupt overloads” will suffer performance deficits as these overloads force individuals to operate in an overstimulated (information-overload) state.
Additional information is available in the Gartner report “Watchlist: Continuing Changes in the Nature of Work, 2010–2020.” The report is available for purchase at Gartner’s website at www.gartner.com/resId=1331623.
Social software and collaboration trends will be the focus of the Gartner Portals, Content and Collaboration Summit 2010, taking place on Sept. 15–16 in London. This year’s summit looks at a market where the pace of change and technological development has never been faster. Consumers have embraced social networking, driving technologies, and behaviors in the workplace. The way in which organizations interact with customers and employees is changing quickly and irrevocably. At the summit, Gartner analysts will provide advice on how to harness the power of social software and realize real return from collaboration investments.
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