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FUTURUM RESEARCH

WORKPLACE AND DIGITAL TRANSFORMATION

9 KEY INSIGHTS IMPACTING THE FUTURE OF WORK

Uncovering the drivers, challenges, and value of

Investments in workplace transformation initiatives Evaluating the state of nine critical issues that are defining the present and future of workplace transformation within the global enterprise market

RESEARCH COMMISSIONED BY

Q1 2019 DANIEL NEWMAN FRED MCCLIMANS

FOUNDER & PRINCIPAL ANALYST SENIOR ANALYST

WORKPLACE TRANSFORMATION INDEX

COPYRIGHT © 2019 FUTURUM RESEARCH. ALL RIGHTS RESERVED. 2 INDEX

BACKGROUND & INTRODUCTION 3

Background 3

Demographics 4

EXECUTIVE SUMMARY 5

ISSUE ONE: Drivers of Workplace Transformation 10 ISSUE TWO: Proactive & Predictive Digital Support 15

ISSUE THREE: Mobile Device Management 17

ISSUE FOUR: Collaboration 19

ISSUE FIVE: The Gig Economy 24

ISSUE SIX: Physical and Virtual Workplace Transformation 27

ISSUE SEVEN: Robotic Process Automation 32

ISSUE EIGHT: Remote, Mobile & Flex Workers 34

ISSUE NINE: Budget and Financial Issues 39

CONCLUSIONS 41

Insights 41

Predictions 43

WORKPLACE TRANSFORMATION BACKGROUND

COPYRIGHT © 2019 FUTURUM RESEARCH. ALL RIGHTS RESERVED. 3

BACKGROUND INTRODUCTION

The need for Workplace Transformation and an introduction to the research. The notion of digital transformation within the enterprise is a popular topic of conversation as of late. It promises to enable organizational agility, create customer value-add, and reduce complexity for businesses of an y size. What i f the same construct was applied to the workplace itself? Companies such as Google are lauded for what they do for their employees to foster collaboration and productivity within the confines of an on-premise facility, but what ab out telecommuters, remote workers, and the growing trend of utilizing co-working facilities such as WeWork? What about those organizations that adopt a combination of workplace models? Are they focused on making the appropriate investments and committed to assuring that all employees have the resources to excel at their jobs? Technological advances are also knocking d own workplace walls both physical and virtually. Among these are significant improvements are Wi-Fi performance as well as wireless wide area network ing with Gigabit LTE and the prom ise of 5G's higher throughput and lower latency. These improvements in connectivity are also driving a consi derable gr owth in the adoption of a new set of collaborati on tools such as video conferencing, project management, and agile/co ntinuous software development. Given these emerging trends, it begs the question, how should organizations approach workplace transformation? We believe it should not simply be a facilities consideration given the rise of the mob ile workf orce, but rather a co nsideration that encompasses people, processes, and technology. There are a number of questions and eventual decisions that IT and facilities staffs consider when transforming the workplace to facilitate and inspire growth and innovation: • How should companies prioritize investments in people, processes, and technology? • What is overall impact of prioritizations on employee attrition, satisfaction, and corporate culture? • Should workplace transformation projects be broad in scope or more personalized? • Should shorter term quick-fixes serve as an interim step or should more holistic, longer-term plans be deployed for workplace transformation? • To what extent should budget be allocated towards collaboration tools? • How should budget allocations be split between office and remote workers? • To what extent should organizations increase spending from present levels for workplace transformation? To gain a b etter sense f or the propensity o f workplace transformation and to attempt to answer the aforementioned questions, we conducted an in-depth survey commissioned by DXC Technology. Our goal throughout the research process was to gather and interpret the data, letting our survey panel inform our analysis and guide us to conclusions.

WORKPLACE TRANSFORMATION BACKGROUND

COPYRIGHT © 2019 FUTURUM RESEARCH. ALL RIGHTS RESERVED. 4

DEMOGRAPHICS

This survey was conducted during the first quarter of 2019, consisting of a multi-part questionnaire comprised of 21 core questions plus additional d emographic and qualification questions. The survey was completed by 502 survey panelists that met the following criteria:

Management Role Requirement: Our survey tar geted

individuals actively involved in the ongoing management of business or technology syste ms, having a minimum qualification of being at the Director, Manager, or Team Lead. Operational staff were disqualif ied during th e evaluation process. 66 percent of our respondents were members of the C-suite, with 2 percent at the SVP, EVP, VP or Business Unit Lead level and 32 percent at the Director, Manager or Team Lead level, as follows:

SURVEY PANEL BY TITLE/ROLE

Decision Influence Requirement: To further qualify our survey panel, we required all participants to be actively influencing workplace transformation decisions relating to the planning, implementation, management, or oversight of hardware and/or services related to data storage and/or data computing.

Our survey panel is compri sed of three distinct

decision/influence categories: • Primary Decision Makers, having a very high level of involvement in decisions, including being the primary or sole decision maker. • Decision Influencers, havin g a mo derate level of involvement, influencing but not making decisions. • Dual Influencers/Decision-makers, having a high level of involvement in both influencing and making decisions but not being considered a Primary Decision Maker. The breakdown of influence for our survey panel is as follows:

BREAKDOWN OF INFLUENCE/DECISION CATEGORIES

Size of Organization Requirement: We established a minimum organizational size (across all global locations) of 500 employees, with a further quota limitation that no more than

CEO Chief Executive Officer 12%CIO Chief Information Officer 17%CTO Chief Technology Officer 23%CDO Chief Digital Officer 7%CMO Chief Marketing Officer 2%COO Chief Operations Officer 2%CFO Chief Financial Officer 1%Other Executive or C-Suite Title 1%Senior Management(SVP, EVP, VP, BU Lead, Head of Apps)16%Director, Manager, Team Lead 20%

PRIMARY DECISION MAKERS65%KEY INFLUENCERS & DECISION MAKERS29%6%Very high level of involvement, a primary decision maker High level of involvement, influencing or making decisions Moderate level of involvement, influencing but not making decisions

WORKPLACE TRANSFORMATION BACKGROUND

COPYRIGHT © 2019 FUTURUM RESEARCH. ALL RIGHTS RESERVED. 5

25 percent of our survey panel would be outside our core target

of between 1,000 and 49,999 global employees.

SIZE OF GLOBAL ORGANIZATION

Our survey also included questions designed to verify that the respondent's organization was actively using data serving and computing technologies and/or services, and that the respondent had a working knowledge of the subject. In addition to the qualification requirements set forth above, we set certain quota requirements to ensure an industry and geographical balance and the validity of the survey results. Industry Breakdown: Our survey targeted 6 key industries, or sectors. Additionally, we noted non-core sectors, in cluding Travel & Hospitality, Transportation, Media & Publishing, and the Public Sector, within the Othe r category. Industry definitions follow the breakdown:

INDUSTRY/SECTOR BREAKDOWN

What defines an industry or sector? Our survey respondents are asked to self-identify with a set of standard definitions.

Banking & Financial Services Includes capital

markets, investment banking, insurance, etc. Energy & Utilities Includes water, electric, oil, gas, renewable, & nuclear; discovery, extraction, production, distribution, consumption, & disposal, etc.

Healthcare & Pharma Includes medical, medical

equipment, diagnostics, professional services, R&D, etc.

50,000 or more 10%5,000 -49,999 32%1,000 -4,999 42%500 -999 15%

High-tech(n161)32%Industrials & Manufacturing (n85)17%Banking & Financial (n67)13%Energy & Utilities (n51)10%Retail & Consumer Products (n51)10%Healthcare & Pharma (n30)6%Professional Services (n29)6%Other (n28)6%

Banking & Financial Svcs

Includes capital markets, investment

banking, insurance, etc.

Energy & Utilities

Includes water, electric, oil, gas,

renewable, & nuclear; discovery, extraction, production, distribution, consumption, & disposal, etc.

Healthcare & Pharma

Includes medical, medical

equipment, diagnostics, professional services, R&D, etc.

High-Tech

Includes telecom, communications,

computing, cloud, mobile, software, hardware, semiconductors, etc.

Industrials & Mfg

Includes capital goods,

manufacturing, machinery & production equipment; chemicals, construction materials, metals & mining, & paper, etc.

Retail & Consumer Prod.

Includes discretionary products,

automotive, household goods, apparel, hardware, retail, e- commerce, etc.

WORKPLACE TRANSFORMATION BACKGROUND

COPYRIGHT © 2019 FUTURUM RESEARCH. ALL RIGHTS RESERVED. 6

High-Tech Includes telecom, communications,

computing, cloud, mobile, software, hardware, semiconductors, etc.

Industrials & Manufacturing Includes capital

goods, manufacturing, machinery & production equipment; chemicals, construction materials, metals & mining, & paper, etc. Professional Services Includes consulting, staffing, legal, services for hire, etc.

Retail & Consumer Products Includes discretionary

products, automotive, household goods, apparel, hardware, retail, e-commerce, etc. Geographical Breakdown: Our survey was designed to be global in nature, and we sought to balance our respondents between four primary and two secondary markets as noted below. Note that prospective survey panelists were required to demonstrate they could answer the survey in English.

RESPONDENTS BY GEOGRAPHY

AsiaPAC (including Australia, India, Japan, New Zealand, Singapore, South Korea) 27%EMEA (Europe, Middle East, Africa) 31%Greater China (China, Hong Kong, Macau, Taiwan) 14%Latin America (includes Central and South America) 8%North America 20%

WORKPLACE TRANSFORMATION EXECUTIVE SUMMARY

COPYRIGHT © 2019 FUTURUM RESEARCH. ALL RIGHTS RESERVED. 7

EXECUTIVE SUMMARY

What is the state of workplace transformation today? Fluid, but with direction and purpose.

Workplace transformation involves a balance of investing in people, process, and technology. It's not

about focusing on devices and a broad set of applications but rather being laser focused on fostering

collaboration through simplification and agility. Furthermore, it should support the needs of office workers, remote employees and contractors alike. If employed effectively, workplace transformation

will attract top notch talent and mitigate attrition. The results will culminate in reduced operating

expense, improved productivity and greater profitability for organizations of any size. Specifically, and within this survey, we identify the following top findings:

1 ON THE TOPIC OF ORGANIZATION AND EMPLOYEE EFFICIENCY

Organizations Must Link Organizational and Employee Efficiency. Organizations have to resolve sacrificing employee productivity for the sake of reducing operating expenses. There are strategies that can be employed to meet both objectives.

2 ON THE TOPIC OF DIGITAL SUPPORT CAPABILITIES

Digital Support Capabilities Should Be Tailored to Specific Needs. One size does not fit all in the deployment of applications to assist knowledge workers in completing their job duties. Effort should be spent by management to tailor based on improved employee engagement and their specific scope of duties.

3 ON THE TOPIC OF APPLICATION MANAGEMENT

Application Management Is Key. Modernization, scalability, and remote upgradability are the new table stakes for an ever-increasing mobile workforce. New infrastructure has the potential to serve users faster and reduce IT complexity.

WORKPLACE TRANSFORMATION EXECUTIVE SUMMARY

COPYRIGHT © 2019 FUTURUM RESEARCH. ALL RIGHTS RESERVED. 8

4 ON THE TOPIC OF COLLABORATION TOOLS

Collaboration Tools Must Be Simplified and Focused. Collaboration tools must be simple to use and relevant to a particular task. Organizations should also be mindful of the interconnectivity between necessary stakeholder groups and the tools each utilize.

5 ON THE TOPIC OF THE GIG ECONOMY

The Impact of the Gig Economy is Real. The rise of contractors in a highly fluid, talent-driven model has specific technical and organizational ramifications. As employers and employees rethink the traditional employment model, the challenges of workplace, retention, and satisfaction must still be addressed. Companies are well served to anticipate the requirements and be proactive versus reactive in the management of automation and refocusing talent.

6 ON THE TOPIC OF AUTOMATION

Automation is Within the Workplace to Stay. RPA (robotic process automation) may not be at the forefront of media hype as it once was but this technology has been quietly and efficiently working its way into technology and the IT department as business units look to automate repetitive tasks, reduce costs, increase accuracy and auditability, and refocus human talent on higher-level tasks. As RPA continues to grow smarter and become more tightly integrated it's clear there are organizational ramifications that can be viewed as positive or negative. Companies are well served to anticipate changing process and talent requirements accordingly.

7 ON THE TOPIC OF THE PHYSICAL WORKPLACE

Physical Workplace Fads Are Just Fads. Investment in physical workplace fixtures aimed at improving efficiency or productivity have not proved to be enduring over time. Rather, a longer- term balance of in-office environmental enhancements and technology deployment will benefit the entire workforce.

WORKPLACE TRANSFORMATION EXECUTIVE SUMMARY

COPYRIGHT © 2019 FUTURUM RESEARCH. ALL RIGHTS RESERVED. 9

8 ON THE TOPIC OF LOCAL VS REMOTE WORKERS

Balancing the Needs of Remote and Office Employees is Important Yet Overlooked. Remote and office employees should be afforded the same access to resources. Imbalances cause friction and have the propensity to diminish retention and morale.

9 ON THE TOPIC OF WORKPLACE TRANSFORMATION

Workplace Transformation Investment Considerations Should be Strategic. Organizations should view workplace transformation as a strategic way of maintaining its competitive advantage. Through incremental investment, employee satisfaction will remain high and likely incubate corporate product and services innovation.

WORKPLACE TRANSFORMATION DRIVERS & OUTCOMES

COPYRIGHT © 2019 FUTURUM RESEARCH. ALL RIGHTS RESERVED. 10

ISSUE ONE DRIVERS OF WORKPLACE TRANSFORMATION

Broader scale workplace transformation concepts are favored over more personalized solutions. To better understand the drivers, or goals and outcomes, of workplace transformation, we focused on identifying both the preferred outcomes as well as the key areas of investment.

PREFERRED OUTCOMES

When it comes to the driving factors behind workplace transformation, improved efficiency and cost optimization, along with better emplo yee communicatio n and collabor ation, top the lis t. Surprisingly, improved employee productivity was the least-cited outcome or driver. But that doesn't tell the whole story. When we look at the breakdown by roles, we find that executives in the C-Suite are more focused on employee personalization, while senior and middle

50%75%63%53%54%46%0%25%50%75%Personalizationof workfor EmployeesImprovedEfficiency &Cost OptimizationBetterEmployeeCommunication& CollaborationIncreasedEmployeeRetention &AttractingTop TalentEnablingInnovationImprovedEmployeeProductivityPercentWEASKEDWHATOUTCOMESWERECONSIDEREDWHENMAKINGTECHNOLOGY&PROCESSINVESTMENTSTOTRANSFORMTHEWORKPLACEYou might expect these to be more closely aligned, but 'more for the same' seems to be lagging behind 'same for less' in this case.

75

Percent of respondents

indicated that improved efficiency and cost optimization was an expected outcome of workplace transformation.

OBSERVATION

One would expect that

improved efficiency and cost optimization might be more closely aligned to the desire to bolster employee productivity but the latter lags behind.

WORKPLACE TRANSFORMATION DRIVERS & OUTCOMES

COPYRIGHT © 2019 FUTURUM RESEARCH. ALL RIGHTS RESERVED. 11 management are not necessarily aligned to this vision. If this disconnect is not resolved, employee

satisfaction will diminish, and attrition could result. Popular workplace trends also need more focus

with an emphasis on rapid adoption.

TRANSFORMATION INVESTMENTS

Understanding exactly where organizations are currently expending effort and investment dollars is key to understanding how they are prioritizing resources and can provide insight into synergy and/or gaps between their desired outcomes. We asked our panel to identify both current and future investments: Current investment areas are focus ed on proacti ve & pred ictive digital support, dig ital transformation of workspace systems, and improving employee productivity. But looking at where

50%47%45%34%31%28%28%28%31%19%21%20%19%0%10%20%30%40%50%Proactiveand PredictiveDigital Supportand/or TrainingModern Mgmtor UnifiedEndpoint MgmtCollaborationandKnowledge MgmtDigitalTransformationof WorkplaceSystemsImprovingEmployeeProductivityorEngagementGig EconomyEnablementTransformingPhysical andVirtualWorkspacesTask Automationvia RPA (RoboticProcessAutomation)Remote orMobile WorkDefining Role orEmployee-specificWorkplaceSolutionsChange Monitoringor Management(of employees)WHERE ARE ENTERPRISES INVESTING TODAY AND WHERE ARE THEY EVALUATING OR PLANNING TO INVEST Currently InvestingEvaluating NowInvesting within 3 - 6 months

OBSERVATION

Proactive and predictive

digital support ranked as the highest consideration for workplace transformation with RPA and the Gig Economy the weakest. We believe this will change over the coming 2 - 3 years.

WORKPLACE TRANSFORMATION DRIVERS & OUTCOMES

COPYRIGHT © 2019 FUTURUM RESEARCH. ALL RIGHTS RESERVED. 12

enterprises are currently evaluating and/or where they will be investing within only six months paints

a di fferent picture. Modern or un ified equipment management, the gig economy, an d change monitoring quickly become top focal points for investment and implementation. To determine if investment areas actually tied to priorities (and to differentiate between areas of spend vs areas of priority), we asked our survey panel to select their top three investment areas today. Here we see a much clearer picture of where priorities really exist:

Interestingly, half to three-quarters of respondents are open to initial adoption and/or evaluation of

all eleven workplace transformation activities, but after initial deployments, there are indications of

flagging momentum that will ultimately result in workplace transformation failure. Furthermore, technology investments are consistently ranked as the top priority, but a balance between human resource and technology investment needs to be struck as an imbalance could result in poor morale

49%45%40%45%41%13%20%15%16%13%3%0%10%20%30%40%50%Proactiveand PredictiveDigital Supportand/or TrainingModern Mgmtor UnifiedEndpoint MgmtCollaborationandKnowledge MgmtDigitalTransformationof WorkplaceSystemsImprovingEmployeeProductivityorEngagementGig EconomyEnablementTransformingPhysical andVirtualWorkspacesTask Automationvia RPA (RoboticProcessAutomation)Remote orMobile WorkDefining Role orEmployee-specificWorkplaceSolutionsChange Monitoringor Management(of employees)INVESTMENT AREAS CONSIDERED "TOP THREE" TODAY

WORKPLACE TRANSFORMATION DRIVERS & OUTCOMES

COPYRIGHT © 2019 FUTURUM RESEARCH. ALL RIGHTS RESERVED. 13 and mitigated success. Finally, certain industry verticals are consistently lagging, thus companies should exploit endemic weaknesses as low hanging fruit opportunities to gain a time-to-market competitive advantage.

BOTTOM LINE

Workplace transformation is all about improving efficiencies and cost optimization.

Key findings indicate:

• ½ to ¾ of companies are evaluating and/or investing widely across all eleven digital enablement concepts that we offered. • Current focus is on digital support and proactive support of digital systems. Digital Transformation and Employee engagement are also high priorities currently. • Over the course of the next 2 years, more than 90% of our panel see themselves investing in all of these areas. • RPA and Gig Economy are the weakest for current investment, but both show significant interest with high evaluation numbers and planned investments. However, they are afterthoughts when it comes to prioritizing resources and initiatives. We believe this will/must change over the coming 2-3 years. • LATAM has an interesting (relative) lack of focus on collaboration with regard to transformation of workplace systems - you need collaboration to transform the processes. • Retail & CP and High-tech leach in focus on employee productivity, engagement, and training (inline with the lifestyle aspect of the industries) WORKPLACE TRANSFORMATION PROACTIVE & PREDICTIVE SUPPORT COPYRIGHT © 2019 FUTURUM RESEARCH. ALL RIGHTS RESERVED. 14

ISSUE TWO PROACTIVE & PREDICTIVE DIGITAL SUPPORT

For the most part, a focus on devices and broader application sets for furthering employee productivity has reached

a saturation point. Rather, more transformative opportunities exist that are centered on human resources, travel,

and onboarding new team members. When It comes to businesses making investments in proactive and predictive digital support, this is an area that has already taken off across the majority of industries and geographies. In fact, with 79% of companies currently offering some version of it and another 17% in the planning phase, that only leaves a small number of companies that are not adhering to this trend.

79%17%5%0%25%50%75%YesNo (but we plan to)No (and we do not plan to)ARE YOU OFFERING PROACTIVE AND/OR PREDICTIVE DIGITAL SUPPORT?

OBSERVATION

Companies have done a

good job of making early investments inquotesdbs_dbs7.pdfusesText_13