5 radical changes reshaping today's work environments
Written by Ahmed Datoo, VP of Product Marketing, Mobile Platforms Group, Citrix
Looking for your assigned cubicle and desktop PC? You might as well ask where they keep the quills and inkwells. New ways of working are driving radical changes in today’s business environments, from where people sit—or stand, or recline—to the tools they use and the ways they collaborate. In fact, Forrester Research, Inc. characterized 29 percent of the global workforce as anytime, anywhere information workers -- those who use three or more devices, work from multiple locations, and use many apps.
Statistics Canada states that Generation Y or the Millennials make up more than 27 percent of the population. This new generation of talent expects the ability to flow work freely across a diverse mix of spaces and devices to unlock new levels of productivity and inspiration. As Jay Gilbert states in the Ivey Business Journal, “Millennials are creating a change in how work gets done, as they work more in teams and use more technology.” To meet that demand, here are five ways your next workspace will be unlike anywhere you’ve ever worked before—and why you’ll love it.
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- Can BYOD help improve enterprise security
1. Goodbye cubes—hello couches
Nothing says you’ve arrived like the nameplate on your cube wall. There’s just one problem: when people stay rooted in one place, their thinking can, too. Instead of sitting in the same chair, working the same way no matter what they’re doing, millennials want the freedom to move from space to space as their needs and preferences shift. Thirty-seven percent of Information Workers surveyed by Forrester do their job from multiple locations.
You might start your day at a stand-up desk, and then switch to a couch in a lounge area to brainstorm with co-workers. Need to focus for a few hours? Try a designated quiet room. Want a little more stimulation to get your creativity flowing? Spend some time in a recreation room or café setting. To get that big project over the finish line, gather the team in a bullpen-style area where they can feed off each other’s energy and determination.
If you feel like working in a traditional cubicle, there’ll still be a few of those around, but they won’t have personal nameplates. Instead, you’ll book them for a morning or a day the same way you’d reserve a conference room for a meeting. Gen Y isn’t as hung up on ownership as their predecessors; they get rides through Car2Go or Zipcar, beds through AirBNB, and movies and television through Netflix. In fact, a recent Citrix survey found that 70 percent of millennials choose to stream their content on a mobile device rather than a computer, giving them even greater flexibility.
The sharing economy gives them the flexibility they crave in their personal lives, and it’s the way they prefer to work, too. According to Lauren Friese of TalentEgg, millennial dominated offices will have smaller footprints; as a result generate numerous economic and environmental benefits for their organizations. Under optimal conditions, each telecommuting employee can save employers about 34 gigajoules of energy each year – enough heat a typical Canadian home for four months.
2. More chance encounters
As assigned seating gives way to anywhere, anytime work, our office neighborhoods are becoming more fluid and diverse by the day. Instead of having marketing sit with marketing, sales with sales, and IT down on the third floor, people will find themselves amid a constantly-shifting mix of co-workers over the course of the week. On a pragmatic level, that kind of cross-pollination can help solve a wide range of daily problems: a support person asking an engineer to clarify a technical issue; a salesperson giving immediate customer feedback to a product manager. More profoundly, as people communicate across roles and departments, they gain a deeper understanding of how the business works as a whole, discover new ways of thinking, and keep each other from sinking into ruts. In the next-generation workspace, that kind of thing comes with the territory.
3. Everything is mobile
Remember when laptops seemed like the height of mobility? Many of today’s on-the-go workers can’t be bothered with anything bulkier than a tablet. But mobile devices are only the beginning. Fifty-three percent of the "Anytime, Anywhere Information Workers” surveyed by Forrester use multiple devices for work.
True mobility means being able to move your work across devices as easily as you change locations—starting a presentation on a thin client at home, tweaking it on a tablet at the office, rehearsing it on a smartphone in a cab, showing it on a wide-screen Apple TV monitor or Smart TV in a conference room. Nothing is ever tied to a single device—apps or data. Instead, a single login lets you access everything your work involves on any device, with seamless session roaming so you can pick up exactly where you left off no matter what you use.
Canadian businesses are beginning to see the benefits of mobility, the recent Citrix Mobility in Business Report found that twenty-seven percent of Canadian businesses believe mobile is key to differentiating their company in the marketplace with their employees (current and prospective), and it needs to be their number one priority.
As devices morph from containers for apps and data to access points for centrally managed assets, our options for form factors expand tremendously. Many desktops are now equipped with nothing more than an HDMI monitor, keyboard, and mouse with a dock for the tablet, smartphone, or Android stick of your choice. It’s only a matter of time before wearables like Google Glass come into the picture as well. Of course, being able to access apps and data on a given device doesn’t necessarily equate to a great experience. Technology providers and IT departments are already scrambling to make sure that any app—Windows, Mac, native mobile, SaaS, legacy—can be a pleasure to use on any device people choose.
4. BYOD goes without saying
For many types of employees, the idea of a standard, IT-issued computer will soon seem as odd as a company uniform. According to Forrester, at least a quarter of a billion global information workers already practice BYOD in some form. And as bring-your-own-device (BYOD) programs and policies continue to spread quickly across businesses of all kinds, they’ll soon become the norm, not the exception.
Details like cost sharing, support, and maintenance may vary from company to company, but the core premise will be universal: you can show up at work with whatever you feel like using—laptop, tablet, smartphone, or the next big thing—and expect it to work seamlessly. The company may still choose to provide its own endpoint hardware for call centers, task workers, and other specialized groups, and may even provide options for employees who’d rather skip the consumer marketplace—but now these will be the special cases in a BYOD world.
5. Automation for a friction-free work experience
It takes a separate, single-purpose keycard to get into your building. To enter data into a system, you have to punch keys letter-by-letter. To arrange a meeting, you have to launch Outlook, send around a meeting maker, and book a conference room. If you need to find a colleague, you have to call or text and ask where they are. Luckily, we won’t have to put up with this kind of thing much longer. From voice recognition to geosensing, new technologies are erasing cumbersome interfaces and allowing people to interact more naturally with their environments.
Imagine walking into a conference room and just speaking the names of the people you need to meet and a general timeframe for the meeting and having the rest happen—comparing calendars, sending alerts, reserving space—automatically. Being authenticated by your Fitbit as you approach the office door so it swings open to greet you. Knowing where people are without having to track them down. Imagine how much more you could get done without all that aggravation.
Add it all up, and the next-generation workspace is shaping up to be very different from a traditional office. But none of this is jetpack stuff—it’s all right around the corner, and much of it is already here. What we do with it is up to us.
Ahmed Datoo heads product marketing for the Mobile Platforms group, leading the mobility go-to-market strategy for Citrix XenMobile. Follow him at @XenMobile @datooab
What’s Causing the Global Supply Crunch?
As the global economy gradually recovers from the impact of COVID-19 pandemic, worldwide supply crunch is intensifying, spreading not only from one country to another, but also from one industry to another.
A year ago, when the pandemic continued to spread, economies around the world were severely hit and there was panic buying among consumers. Today, it is companies that are trying to go on a stockpiling, buying more raw materials than they need to keep up with rapidly recovering demand. The panic buying is fuelling more shortages of raw materials, including copper, iron ore, steel, corn, coffee, wheat, soybeans, wood, semiconductors, plastics, cardboard, etc. As a result, inventories of seemingly every raw material around the world are running low. “You name it, and we have a shortage on it,” Tom Linebarger, chairman and chief executive of engine and generator manufacturer Cummins Inc., said earlier, and he noted that his clients are “trying to get everything they can because they see high demand”.
Supply shortages have driven prices up significantly, with the impact of rising prices for some key raw materials being significant. The prices of various industrial raw materials such as crude oil, plastics, and chemicals are rising. Some of the impacts of higher raw material prices have already begun to be reflected in consumer goods. Reynolds Consumer Products Inc., the maker of the namesake aluminium foil and Hefty trash bags, is planning another round of price hike, and this will be the third for the increase this year alone. Food prices are also climbing. The price of palm oil, the world's most consumed edible oil, has risen more than 135% over the past year to record levels; soybeans have topped USD 16 a bushel for the first time since 2012; corn futures prices have touched an eight-year high, and wheat futures prices have risen to the highest level since 2013.
Changes in factory orders due to the impact of the pandemic have also tightened supply in some markets and pushed up prices for raw materials. Some knitting enterprises in Dongguan, Guangdong, said that affected by the pandemic, about 40% of the orders have come back to China from countries such as India and Southeast Asian countries, while the factory utilisation rate has increased by about 30% to 40%, and now it has reached 100%. In Jiangyin, Jiangsu, a bedsheet enterprise adjusted its production capacity to accommodate a USD 20 million order from Southeast Asia. Increased demand from the textile industry has led to tight supplies of raw materials. In Wujiang, Jiangsu, where polyester filament yarn is the most in demand, the shortage of raw materials this year has been unexpected, especially in the current off-season, when there is not much stock. In Suzhou, also in Jiangsu, the export of polyester filament yarn increased by nearly 60% from January to April, while the price increased by 40% to 60%. Compared with the same period last year, the price of filament yarn increased by RMB 2000-3000/ton.
Remarkably, this hoarding frenzy is pushing global supply chains to the brink of collapse. Inventory shortages, transportation bottlenecks, and price increases are nearing critical levels, raising concerns that strong global growth could fuel inflation. The supply disruptions in the past are simply incomparable compared to the severe inventory crunch of 2021. Industry insiders predict that both large and small enterprises will be affected by this supply shortage.
Why are current supply shortages so acute?
Researchers at ANBOUND believe that instead of having one single factor, there are multiple reasons for the emergence of complex systemic problems.
First of all, there is the recovery in demand as the pandemic is brought under control. This year, as vaccination rollout efforts have brought the pandemic significantly under control in the United States and some European countries, the economy has begun to show significant momentum for recovery. This trend prompted a near-simultaneous recovery in most markets around the world. The collective recovery of global markets has led to a near-simultaneous increase in demand, exacerbating the mismatch between supply and demand. In the case of commodity futures, the capital was collectively bullish on commodities under such expectations, significantly driving up the prices of commodities (mostly upstream commodities) and spreading to midstream and downstream commodities. It should be noted in particular that the surge in demand for certain specific commodities under the pandemic has also exacerbated the supply-demand mismatch in some industrial chains. For example, the increase in the need of remote, online working and studying has increased the demand for all kinds of electronic products, leading to a surge in global demand for semiconductor chips, which affects several chip-requiring industries.
Another reason is that the pandemic has disrupted the global supply chain system, causing distortions in supply and demand in certain industries, which are transmitted along the supply chain, causing a wider supply crunch. As ANBOUND previously pointed out, the spread of the pandemic has dealt multiple blows to global supply chains. During the pandemic, China, as the "world's factory", was affected by the pandemic and its production side was disrupted. Then, the demand side of developed countries was suppressed by the impact of the pandemic. This is followed by the fact that the malfunctioning of the global supply chain system has exacerbated global supply distortions. To cite an example, the severe shortage of containers due to disruption of the supply chain has exacerbated the global supply distortions.
In addition, enterprises began to collectively increase their inventories, leading to the increase of inventories in the industrial chain and supply chain, amplifying the demand for all kinds of raw materials, intermediate products, and supporting products. In the past, in order to save costs and improve efficiency, many enterprises advocated zero-inventory production and tried to reduce the inventory in the production link, thereby reducing the capital occupation. However, the smooth operation of zero inventory production depends on the efficient global supply chain system. Once a problem occurs in the global supply chain system, it can lead to chaos in the whole supply chain system. The 2011 earthquake in Tōhoku, Japan has caused the shutdown of some key auto parts plants, which once led to the global auto supply chain being affected. Likewise, the global spread of the COVID-19 pandemic since last year has damaged, distorted, and even disrupted global supply chains.
Finally, geopolitical factors have also contributed to the tight supply of global commodities, resulting in the artificial disruption of part of the industrial chain and supply chain. For example, the U.S.-driven crackdown on chip supply to Chinese enterprises and related sanctions have seriously disrupted the global semiconductor industry chain.
How long will the supply crunch last?
Overall, the global supply crunch is due to a variety of reasons, including increased demand from the post-pandemic economic recovery, distortions in global supply chains caused by the pandemic, collective stockpiling by enterprises around the world, and geopolitical disruptions. However, this does not represent a significant expansion of aggregate global demand, but rather a distortion of the existing system as it is disrupted and broken. Judging from the current situation, this tight supply situation will last for a long time, leading to the price rise of raw materials and components. Therefore, both enterprises and governments need to be prepared for this scenario in the medium- and long-term.
Mr. He Jun is Partner, Director of China Macro-Economic Research Team and Senior Researcher. His research field covers China’s macro-economy, energy industry and public policy.