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Peter J. Miscovich Managing Director Jones Lang LaSalle September 2012 1.

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Presentation on theme: "Peter J. Miscovich Managing Director Jones Lang LaSalle September 2012 1."— Presentation transcript:

1 Peter J. Miscovich Managing Director Jones Lang LaSalle September 2012 1

2 Global Business Transformation Trends Business Change Acceleration Enterprise Agility + Flexibility Global Networks 24X7 Connectivity Hyper-Collaboration + Social Business Digital Talent Strategies Millennial Talent 50% Workforce @ 2020 Hyper-efficient Cost Management Innovation = Survival of the Fittest Urbanization + Smart Cities Work Life Innovation 2

3 Cloud + Virtualization Pervasive Connectivity Geospatial Visualization Social Networks Web 2.0 Emerging Technologies Convergence Accelerates… Internet of Things M2M Advanced Analytics BIG DATA 3

4 Technology + Urbanization = Smarter Cities “Smart” Technology Enabled Cities of 2020 Digital Divides + Urban Infrastructure + Digital Transformation Hybrid + Public + Cloud Computing Mobile Wireless Broadband Networks Natural Interfaces + Interactivity Open Data Infrastructure Pervasive Networks + Sensors “Smart” Personal Digital Devices Sustainable Urbanization Global Urban Workforce Growth 4

5 Connected Age of Knowledge Workers @ 2020 The Mobile Internet 5

6 Hyper-specialization Will Transform Work Atomization of Work Processes Division of Work + Labor Accelerates Exponentially Dividing Work into Assignable Tasks Integration of High Quality Work Products Work Brokerage Agencies will Proliferate Flexible Working Conditions + Flexible Tasks Unloading of Meaningless Work Activities Employers Benefit + Highest Quality Flexible Labor AMAZON Mechanical Turk + + TopCoder 6 From Harvard Business Review - The Age of Hyperspecialization Dr. Thomas Malone MIT Sloan School of Management August 2011

7 Decades of Business Disruption Ahead Banking, Entertainment, Media, Real Estate, Telecom Industries New Business Models Transform + Emerge + Evolve Creative Destruction + Continuous Business Transformation Customer “Co-Creation” as primary growth engine by 2020 Micro-Entrepreneurs will proliferate Middle Managers will disappear Retail Automation (NFC) Disruption + Showrooming Total Business Transparency 2020 requirements Work Process Disruption = Continuous Workplace Change Workplace Transformation = Innovation Opportunities 7

8 Workplace Evolution = Time + Space Continuum Work Process Transformation Elastic Workplace Networks CRE Performance Optimization 200 RSF/person 50 RSF/person TODAY: 2020: WORKPLACE UTILIZATION : 35% – 50% 85% Aggressive CRE portfolio strategies will be enabled by expanding workplace mobility practices enabling flexibility and efficiency Corporate Real Estate (CRE) Workplace Occupancy Metrics Aggressive Portfolio Strategies Innovative Workplace Design Improved Occupancy Metrics 8

9 By 2013 – 30% Contingent Workforce By 2020 – 60% Contingent Workforce By 2030 – 80% Contingent Workforce Diverse Workplace Demands + Agile Solutions New Employment Contracts for Employers Social Business + Hyper-Collaboration Socialization + Collaboration as primary work focus Work-Lifestyle Integration Work Process Transformation 9 Contingent Workforce = Organizational Impact From Contingent Workforce and Public Decision Making Dr. Thomas Fisher – University of Minnesota March 2012.

10 Workplace Skills Required in 2020 Adaptive Computational Thinking Applied Statistical Analysis + Data Science Cognitive Articulation + Complex Problem Solving Cultural Competencies + Virtual Collaboration Digital New Media Presentation Literacies Emotional Intelligence + Humanistic Leadership Human Interaction + Nurturing + Coaching Skills Group Dynamism + Team Management Skills Quantitative Reasoning + Complex Communication Capabilities Trans-disciplinary Skills + Multiple Literacies + INNOVATION 10

11 Todays Multi-Generational Workforce Traditionalist 1928–1948 Boomer 1946–1965 Gen X 1965–1980 Millennial 1980–2000 Trait:PaternalisticOptimisticSkepticismEmpowered Leadership Style:Top-downConsensusCompetenceNon-hierarchical Career:Pay dues, build legacy Competitive, change agents Resourceful, self manage Cutting edge vs. experience Value:LoyaltyOpportunityFreedomDiversity and social responsibility Rewards:Job security and recognition Money, title and perksTransferable benefits, flexibility and balance High pay, interesting work and work/life balance 11

12 Multi-Generational Workforce Analysis (USA Population and Labor Statistics - Catalyst Research May 2012 ) 12 Total Population By Generation Population by Generation @ 2010 Census: Traditionalist:40,267,984 Baby Boomers:81,489,445 Generation X:61,032,705 Millennials:85,405,385 Total Labor Force By Generation Labor Force 154,316,000 @ 2012: Traditionalist: 7,676,000 Baby Boomers:59,893,000 Generation X:49,433,000 Millennials:31,927,000 Total Population 313,465,023 @ Median Age 37.2 years old @ May 2012

13 Baby Boomer vs. Millennial Values Baby BoomersMillennials Command and control management styleActive and engaged leadership Individually focused workCollaborative teamwork Managed flow of informationUnstructured flow of information Job securityEmployability Work = incomeWork = income and personal enrichment StructureNo structure; flexibility is highly valued Inward lookingOutward looking Influence through organization, positionInfluence through networks, communities Source: Gartner Research in Lynch, 2008

14 Why Do Millennials Matter? 80,000,000 will join the workforce over the next ten years Work/Life flexibility as important as financial rewards The Connected + Networked Generation via technology Collaboration + Mastering of Social Networks Career Progression and Learning as Top Priorities Corporate Social Values Alignment with Corporate Branding International Career Experience + Global Work Opportunities Mentoring + Coaching + Generational Understanding Priorities Organizations must keep their promises to Millennials Enable Millennials as our Future Workforce for Success 14 From PricewaterhouseCoopers Research “Why Millennials Matter” PricewaterhouseCoopers Human Capital Advisory Practice 2012

15 The Future Workplace + APPLE Retail Environment Apple Retail Environment = Workplace Attributes Socialization + Learning + Technology Enabled “Experience” Good Design Aesthetic + Interactivity + Accessible + Human Scale Social Emotional “Psychic” Imprint + Collaboration + Nurturing + Brand Corporate Workplace of the Future = Socialization + Innovation 15 “Great things in business are never done by one person. They’re done by a team of people.” – Steve Jobs, Apple CEO, RIP

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