5 Work Styles for the New Workplace
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Author:CSC Town Hall
Have you ever stopped to think about your "style of work"? How the users of technology and applications within your organization differ not just in what they do, but also in how they get work done? Technology is best when it is personalized – and when it meets the specific needs of its users in an intuitive way. It's time to rethink how you provide technology across the varied end user needs within your organization.
In this Town Hall, speakers from Citrix, CSC and research firm IDC discuss the five major workstyles of the future and how CIOs can help workers get the most out of their technology.
- Lionel Lamy, Associate Vice President, European Software and Services, IDC
- David Moxey, Vice President, Integrated Product Marketing, Citrix
- Dean Fernandes, Executive Director, Global Unified Communications and Collaboration Solutions, CSC
- Jeff Caruso, Senior Managing Editor, CSC
The 5 Styles of Work That Define the New Workplace
Have you ever stopped to think about your "style of work"? How the users of technology and applications within your organization differ not just in what they do, but also in how they get work done? This CSC Town Hall examined the five workstyles of the future and how CIOs can help workers get the most out of their technology.
The current mix of mobility, collaboration and desktop apps represents an evolving workplace, says Lionel Lamy, associate vice president of European software and services for IDC. "It's a mash-up of the traditional desktop, mobility devices and related apps - and BYOD, which is a curveball,” he says. “In the end, this blend will have to be seamless. Users don't care how things work; they just want them to work."
Dean Fernandes, executive director of global unified communications at CSC, says the five different roles emerged from conversations with CSC customers and industry analysts:
- Deskless: Someone who brings his or her own device and has access to the host network. Examples include a contract worker or someone in manufacturing.
- Process worker: A worker who follows as well-defined set of procedures such as a line-of-business person or a call-center rep.
- Knowledge worker: This person transforms information and produces output using existing processes. This category would include a product or project manager, a finance person or contract sales.
- Executive: This person is part of the C-suite, focusing on results in the ongoing business. This role may consume a great deal of information to make decisions.
- Innovator: This is the person who creates processes and generates ideas; examples include system architects, scientists and designers.
"These roles have really been embraced by our clients because we can apportion charges more evenly according to the role our staff is filling," Fernandes says. "We realize these are going to change and shift in each customer organization. As new roles evolve and others change, we have the flexibility to change."
Lamy says that defining workstyles is an important task. "We used to standardize according to the technology people used, but now that's nearly impossible. Segmenting employees according to these workstyles will help IT match how they use technology and maintain productivity," he says.
David Moxey, vice president of integrated product marketing at Citrix, says that as an early adopter of new workstyles, Citrix identified a few best practices that helped employees make the transition.
"I can't state strongly enough that you really have to understand how your people work, what apps they use, what devices are important, where they need to work. And it's especially important to identify unspoken or undocumented needs," Moxey says.
"Changing the way people work is tough, so it helps to identify a group or a team or a project that is an obvious early win. Having executive support and visibility to get those first few groups into a mobile workstyle is essential. Those teams serve as a lighthouse for the groups that follow," he says.
Lamy added that introducing new workstyles is a change that has to be undertaken for clear business reasons. "There has to be a problem to be fixed to justify the switch. If you've just gone through a hardware refresh, this may not be the best time to introduce another large-scale change."
"You need to explain to your employee community what they can expect. And you need to make sure that your support team has the skills it needs to support teams in their new workstyles and technologies as effectively as the old ways," Lamy says.
These are a few of the steps companies are taking to help ensure their success, he says, and it requires a change in perspective. "It's not about the workplace anymore. It's about enabling employees to be productive."
Other topics discussed during this Town Hall include:
- Critical elements of the new work environment
- Key technologies that will make each workstyle successful
- How new workstyles complement the trend toward open office environments
- Things companies should avoid as they move to new workstyles
- Borrowing ideas from the consumer market in adopting new technologies
- How new workstyles can break down silos inside and outside companies
- The future of multiple cloud options in the enterprise