Another large migration of enterprise devices to Windows 10 has started and planning/deployment is commencing in most organizations.  Many conversations on plans for Windows 10 focus on features, compatibility and readiness for migration.  Great discussions to have but they need to be enabled by an important and increasingly weak and fragmented collaboration between IT, Business App Leads, Service Partners and the owners of the App Code.  In the first post in the series we discussed the fact that some enterprises are considering Windows 10 Long Term Servicing branch to minimize app coding updates.  In the second post of this series we discussed that the problem apps for Windows 10 are 1% of the app estate.  The impact of both these challenges, inappropriate selection of Windows 10 branch and app compatibility, can be reduced by re-invigorating collaboration which in many cases looks something like this (with varying degrees of effective collaboration along each arrow):

To improve collaboration relationships are key.  IT needs to work on building a stronger relationship with the business.  Identifying the owners of apps in the business and engaging in conversation is key – trouble is some of these apps will have lost their owners through natural attrition of people.

The second key collaboration is with the code owner.  This could be internal or an ISV.  Some code owners the enterprise will be able to influence, increasingly apps are commodity items that an individual enterprise has little influence over and in some cases release cadence for apps is becoming a daily or weekly update.  Advice here is to collaborate directly where possible or where this is not possible use more public forums with the code owner’s product managers.

The third element is the need to de-couple the underlying operating system from the app.  Approaches to virtualize the app or to design the app in such a way to minimise the compatibility issues with future operating system changes are 2 of the approaches.  Each app that needs to be retained should be considered for modernization to include new ways of interacting with the app (touch, pen, appropriate screen size support etc.).

My view is a number of business units (or the entire enterprise depending upon scale) should form App Governance Forums to provide the app investment focus.  This will no-doubt uncover app plans that are presently hidden from IT and enable speedier deployment of new features and functions.  In a world where app updates and OS updates are moving from years to weeks or days this focus is an absolute requirement.

What needs to be considered in the overall plan for any app estate?

Our focus needs to be how do we update apps?  The update cycle requires a few key elements:

1. Understand what we have
2. Understand who owns the app functionality and who owns the budget
3. Develop a roadmap for those apps
4. Make plans for app modernization.  For optimal user experience we need to understand how to convert apps to become more universal (i.e. operate on multiple screen-sizes and support touch/pen input where appropriate).
5. Where appropriate have a cross OS policy for apps to allow a unified device experience from iOS, Windows and Android (I realize that isn’t equal to fidelity of app features across operating systems).
6. Complete the business case and budget approvals to update apps and the backend application services that the apps access.
7. Publish a clear roadmap for apps and back-end applications.
8. Repeat the process but with browser/browser add-ons rather and app as the prime consideration.

These points are the foundation requirements in my view and alongside these organizations can concentrate on building appropriate collaboration to minimise the impact of the 1% of apps and for the 99% of apps ensure that these are fit for modern work styles.

This blog post is part of a short series of blog posts:

• Windows 10 Feature Releases

• 99% Compatible – a 1% challenge for Windows 10 Compatibility

• Windows 10: The importance of collaboration on app updates (This post)

Microsoft have twice published that app compatibility reported by customers for Windows 10 is over 99% (here and here).  For most enterprise clients, who today are on Windows 7, that number will cause some raised eye-brows based on their experiences moving away from Windows 7.  For many clients that will mean that there are fewer difficult apps to resolve compatibility issues.  The 1% for some clients could equate to 50-100 apps or more.  That 1% also in many cases highlights an investment issue in replacing apps that may well be complex or have in-house code where the developer has long since left the organization.  It is imperative that organizations start to identify those apps and take concrete steps to refresh, replace or re-factor those apps.  Its relatively simple now to deploy tools that assess what apps are in an enterprise estate and then assess their compatibility.  Gaining insight into your estate is key.  This assessment point could also be the point in time that analytics are embedded into devices within the estate to being to gain broader insight into performance, usage, problems and predict-faults.

The danger in this 1% of apps is that those apps prevent the migration to a modern OS that delivers a modern experience with enhanced security.  For enterprise clients this 1% is leading them to think carefully about their Windows 10 release cadence (which in turn identifies which branch to use).  If care is not take a vicious spiral ensues which results in delays for migration and hence less secure environment and delays in deploying new modern management techniques that can enhance user experience.

Another danger in 1% is a minority of enterprises are talking about deploying Windows 10 Long Term Servicing Branch.  This approach needs very careful planning as discussed in the first post of this series.

This blog post is part of a short series of blog posts:

• Windows 10 Feature Releases

• 99% Compatible – a 1% challenge for Windows 10 Compatibility (This Post)

• Windows 10: The importance of collaboration on app updates

As we move to Windows 10 as an industry we are accepting a change to the way Windows gets new features (akin to the old service packs or version updates).  Instead of getting a major operating system update every 2-3 years enterprises will have a choice as to how quickly people get new features of Windows.  The choice that enterprises have is the frequency of updates that people will receive on their devices.  The approach is what Microsoft call Windows as a Service and is aimed at ensuring more devices remain up-to date, and hence are more secure and that enterprises don’t live in technology debt with legacy device operating systems.  There is a lot of great information available here on Windows as a Service.

The choice that enterprises have is how many people have access to different branches.  Each branch gets new features at a different time.  There are two pre-release branches.  Insider Fast is the first release for features and this is a test release where bugs are reported by a large number of insider fast users (who are a combination of enterprise users and consumers).  Not all features will survive the fast ring.  At some point, normally within 6 months, a feature will be released to the next group – Insider Slow.  The slow ring has more people who again provide testing and feedback.

About every 6 months the final features that pass testing in the insider rings are bundled into a feature release.  A great example of this approach is the forthcoming Creators Release which brings many more creative features and functions to Windows 10 (as well as some broad enterprise features) – more on that here.  This release is the current branch – effectively this is the consumer release of Windows 10.  The image below shows the release cadence and feature lag:

The final mainstream release of Windows 10 is Current Branch for Business.  This has the same features as Current Branch but lags the current branch release by approximately 4 months.  For enterprises most users will be deployed using Current Branch for Business.  This branch offers more flexibility than I could show on the diagram.  Current Branch and the Insider Rings are updated every month.  Many enterprises want a less frequent update cycle and with Current Branch For Business you can defer updates.  Each release of Current Branch for Business will be supported and serviced by Microsoft for “at least 18 months”.  Support is basically N+2+60 days grace.  So for example the Windows 10 1507 release (i.e. July 2015) is now, in February 2017, entering its grace period after which it won’t be serviced and in many cases will be automatically upgraded.  The comments in this blog post explain this in more detail.

There is another release of Windows 10 that is available.  It has been designed for use in machines such as:

• Devices that manage production lines
• Devices that provide kiosk functionality
• Cash machines
• Medical devices
• Etc.

This release is called Long Term Servicing Branch (LTSB) and can provide the same version of Windows 10 for up to 10 years.  Once released a version of Windows 10 LTSB has stability updates for 5 years then only security updates for another 5 years.  A new version of LTSB will be released about once every 2-3 years.  There are some important caveats with LTSB:

1. LTSB is not designed for users to perform knowledge work, the basic rule of thumb from Microsoft is if the device has a productivity suite installed on it (e.g. Office) then LTSB is not the right fit.
2. LTSB will only support silicon (i.e. CPU’s) available at the time of release.  This has massive implications meaning that to deploy to specialist devices a stock of existing devices will need to be held to deal with device failures.  Silicon releases from Intel etc. are normally 12-24 months meaning that early in the life of LTSB it will become increasingly difficult to buy hardware that will support your version of LTSB.

I am observing a small number of enterprises begin discussions on LTSB for users.  This is something that is of great concern and those considering such a move need to fully assess the limitations of LTSB in terms of features, release cadence and hardware compatibility.  For reference the LTSB section of this TechNet page is the reference I’ve used for this LTSB information as well as detailed briefing that we had with Microsoft in November 2016.

This blog post is part of a short series of blog posts:

• Windows 10 Feature Releases (This post)

• 99% Compatible – a 1% challenge for Windows 10 Compatibility

• Windows 10: The importance of collaboration on app updates

I’d broadly draw the event into 5 areas of technology use:

1. Enabling medical devices to gather data remotely – both those used by patients and those used by healthcare professionals.
2. The use of 3D printing for training and for pre-op modelling of complex surgery such as the donation of adult organs to children (as often happens with parents donating to their children).
3. The use of 3D printing for orthotics.
4. The use of robots for complex surgery.
5. Remote support for chronic and palliative care to link care homes and patients homes to care-hubs and avoid hospital visits.

My key takeaway was that today’s data volumes will be dwarfed by the data produced in future.  The flow of data will include data from our own devices (health trackers etc.) and medical devices.  What was clear from the one speaker was that the designers of these new devices see new revenue streams from the data – “the device is subsidised”.  With that approach the data, analytics and visualisation of that data is where the value will be and it leaves me pondering whether healthcare providers will be able to afford to buy and analyse the data.  One great example was a digital inhaler where asthma sufferers can record their usage, dosage and their effectiveness in using the device.  These switched on folks have realised that parents will be very concerned whether their children are following their prescription plan effectively when the child is at school.  Parents are going to be another revenue stream for the device manufacturers as they will no-doubt subscribe to an app for a small fee each month to see whether their beloved is managing their condition.  The second example was elder care where devices in the home can inform relatives that an elderly relative is active or not.  Its going to be interesting to see this new financial model develop between healthcare, social care and individuals.

A nice aside:  after arriving we were kindly directed to tea and coffee being served.  The lady serving was busy and a gentleman was stood talking to her asking how she was and having a catch up.  Seeing me the gentleman asked what I wanted and served me tea.  Later the same gentleman appeared on a panel – Gary Hall the Chief Executive of the Council.  It was really nice to see an executive who was very connected to his team at all levels and willing to roll their sleeves up and help serve tea when needed.

https://channel9.msdn.com/Series/Endpoint-Zone/Endpoint-Zone-Episode-15-Avanade-using-Intune-MAM/player

What happened next was very interesting.  A 30%+ decrease in the use of mobile devices to access collaboration services.  Now they had a problem – the users had been dis-engaged from collaborating freely.  The business problem now swung from compliance risk to productivity loss.  IT was challenged with how to cope with both elements.  The solution was simple – protect the corporate data through enterprise mobility management (EMM) without the need for full device control.  The most intrusive the enterprise could become in this new EMM model was to delete corporate data.

The moral of the story is that we do need secure corporate data but when that security is applied aggressively to personal devices then people will vote with their feet and impact the productivity of the organisation.  The mind-set needed from IT is changing and Avanarde is a very good example of an IT organisation that responded quickly and changed approach to meet user need and adapt to the needs of the modern digital workplace worker.

I’ve been blogging about the worker being at the centre of defining conditional and contextual workflows that make them more efficient over on CSC Technology Perspectives.

Longer video explaining why Avanarde went MAM rather than MDM:

To catch up on the previous Contextual Experiences blogs:

• The Future Workplace is Contextual
• Contextual experiences: When your world comes to life
• Contextual workplace: The journey has started

I will be re-posting this onto the CSC blog site but wanted to post it here so that the next few posts point into detail of how conditional experiences are creeping into the enterprise will make more sense.

I’ve moved blog provider from self-hosting to wordpress.com and I’d appreciate any comments or feedback if you have difficulties.

The Physical Workplace

Ultimately the workplace that is provided comes down to the value derived against the cost. Studies show that the cost for global 1000 organizations to provide technology and workplace is between $19,000 and $22,000 per person in a capital city (Mark Dixon, 2010) ; the target for many organizations today being under $7,000. One of our biggest challenges is to support organizations move to the $7,000 model. Dixon et-al describe 6 key elements to consider for workplace to deal with 55%+ unused desks, “the six pack”:

• Real estate
• Culture
• People
• Technology
• Transport
• Sustainability

Considering each element of the six pack will allow organizations to build a future workplace strategy. It is at that point of considering the strategy that those responsible for workplace services should be engaged. If decisions are made on physical design before the workplace technology experts have interacted then the result is often aesthetically pleasing places with limited practical value. Value is key and the balance of cost versus business value will differ depending upon the importance of the activity or the work style.

“Mobile people need somewhere to touch down.” Chris Hood, Hewlett Packard

The office, the home, the hotel, travel and the third space (coffee shops, co-working zones) form the blend of locations that workers perform activities. But within those places there needs to be consideration of the activities that will be performed and what spaces need to be configured to meet the needs of that activity. There will be specialist workspaces for specific roles (call centers, retail, and manufacturing facilities). There will be spaces in work places suitable for more general knowledge work. Knowledge work requires a range of spaces to be successful from areas where teams can work, areas where meetings can be performed, areas where people can sit in isolation and silence. One size does not fit all. At this point I’m sat in a café writing this element but the research prior to writing was a 2-screen activity done in combination of office and home.

The value of travel for work is something that offers differing opinions. More-so the value of commuting to the workplace. For workers engaged at facilities there is little option but to commute as their work requires they input to that facility (retail, factory, hotel, college, school etc.). For many a choice is emerging. Hansen et al postulate that due to rising population and rising numbers of vehicles on the roads people will travel less to a physical workplace (Hansen, 2012). Now some of that congestion will ease as automation assists in road utilisation but to some extent it is likely that the trend for working less in the office will continue for knowledge workers. What that will do is put more pressure on office locations to offer an excellent user experience and be designed with collaboration in mind. With the changing workforce in mind we can anticipate international travel will also increase with the use of specialist contract labour sourced from the global pool of talent.

The place becomes an interesting consideration. Offices become a place where a number of people need to be accommodated for various activities.   Planning for work-space flexibility is as important as planning for the number of people. How do you enable people to work on any desk? How do you support the business reconfiguring the office perhaps even day by day to give projects the flexibility they need to perform scrums of intense activity?

“Work is not a place” Mark Templeton, Citrix

The knowledge workplace becomes important for meeting, for collaborating. Within the place spaces would be configured for meetings, group collaboration, concentration, creativity and conferencing including video. Aesthetics and ergonomic design will enable productivity in each space plus allow organizations to express their brand, their vision and their ethos through the way those offices are designed. When considering workplace technology consideration must also be given to what the customer wants to achieve in that location.

The Work Space

Within the workplace we need to consider how the design of each space enables work and how workplace technology, and other technology will be integrated into each space to make that are most productive for the target activities. Each location will have specific requirements and will be optimally used for particular activities. The collaboration focused spaces must be designed to support remote participation, removing the barriers faced by the disadvantaged remote participant. IT must be to help customers understand the value of our services in the context of the activities they need to perform, the work-spaces where those activities are best performed and the range of work-spaces required within various locations.

Even the traditional office is becoming a touch point for people to meet and a place to support increased levels of collaboration. The modern office needs to be fully designed to support all the activities that need to be supported. All too often we see aesthetically pleasing designs which tick the “wow” box but use uncovers their functional efficiency for activities is very poor. A good example of work space design comes from GlaxoSmithKline (Allen, 2012) :

GlaxoSmithKline’s new office design enables multiple work-spaces and activities Credit: Drawing, GlaxoSmithKline and Arquitectura e Interiores; photos, Armanda del Vecchio

The Third Space

The other consideration is that beyond the home and office the “third space” is opening up as a place to work. Frank Duffy’s descriptions of the third space are used here and are now accepted by the industry:

• Private space
  • Private membership establishments designed for doing work
• Privileged space
  • Spaces that anyone can rent, again designed for doing work
• Public Space
  • In some cases these areas are designed to sell merchandise (Starbucks etc.) but in other cases these are additions to public buildings where work can be performed (libraries etc.)

When designing our workplace offerings consideration must be given to the needs of the third space. The best aspects of the third space should also be considered as potential features for our offerings and perhaps even leveraging those spaces.

All the elements of the new workplace and the work-spaces within them point to increased needs to support mobility of people within and beyond the office. When considering a client’s workplace technology requirement we need to truly understand how they want to work and not simply engaged to run cables and power on PCs.

High value work spaces

When we began to discuss workplaces in this document we discussed a return on investment. Many workspaces are cost focused but there are many, even today, and likely to grow in future that are value focused – how do we make the people performing an activity as productive and effective as possible while providing a motivational and happy experience. Thinking more of the business – what results do they need to achieve? Is it a value based location or a cost focused location? Contrary to normal investment patterns critical back office locations attract significant investment, and we see good examples of this.

Example: Emergency Service Control Room, St. Gallen Switzerland. For a good example of workplace design for back office functions look below. The image shows a workplace designed to support thinking, decision making, and rapid access to information from various sources as well as communications. The back office function in question is an emergency service control room (St. Gallen, Switzerland, 2007) and the investment per square foot in both workplace technology and physical workplace design is we estimate 50 times that of a standard knowledge worker in a traditional office location:

The Emergency Service Control Room, St Gallen, Switzerland

Image Attribution: (kecko, 2007)

Other high value work spaces include those attributed to critical business processes or revenue. Special consideration needs to be given to user experience design, productivity and continuity of these work spaces as these spaces have significant revenue or delivery impact on the organization .

Routine versus Non-Routine Work

The data from the US is stark. There is an almost constant move over 30 years from routine to non-routine work-styles. The change is almost linear except during recessions when it accelerates even more (recessions are shown by the grey bars). The impact on workplace services is that we need to support more workers who work outside of processes than we do those working within processes. Non-routine task workers and knowledge workers will increase and services will need to support this change. The chart though does show %’s rather than absolute numbers and one of the concerns with the data is that other factors will impact the number of people employed. The new emerging field of smart machines is one such area of impact. Gartner has some key strategic assumptions:

• By 2020, non-routine work will account for more than 65% of U.S. jobs (up from 60% in 2013).
  
• By 2020, the careers of a majority of people primarily engaged in non-routine work will be disrupted by smart machines in both positive and negative ways. Source : (Austin, 2014 < Gartner account required or you can read a free and publicly available summary on Tom Austin’s blog)
  

Smart Machines and their impact on workers

By smart what do we mean? Smart machines can help professionals do more; keeping them abreast of advancement in their field while allowing them to focus on their professional practice. Smart machines can incorporate new levels of automation, for example self-driving vehicles. Smart machines can also learn and advise. Austin et al predict that by 2017 10% of computers will be learning rather than processing. This will have a massive impact on the services revenues of traditional IT organizations, for example in the same report from Austin et al they focus on predictions from Credit Agricole that IBM revenues derived from Watson will grow from 1.5% by the end of 2015 to 10% by the end of 2018. Individuals and organizations will look for benefits realization from smart machine investments. Watson is already attracting more cognitive computing use cases and a recent IBM competition attracted 400 business concepts with the winners focusing on better personalized health recommendations, intelligent personalized education experiences and a sales enablement tool which identifies customers buying habits. (IBM, 2014).

As work is becoming non-routine other trends are impacting the way work is performed. Increased support for non-routine work is coming in the form of automated information based activities and virtual personal assistants. Virtual Personal Assistants are software on smartphones such as Siri (iPhone), Cortana (Windows Phone) and Google Now (Android). Through these smart things Gartner predict that 51% of US knowledge workers will be impacted with 17% losing their jobs by 2020 through a combination of smart machines and virtual personal assistants.

We can expect:

• Individuals will seek to differentiate themselves from their peers and improve their productivity through the use of virtual personal assistants and other smart data analysis services. In doing so to gain maximum value from those service more data will be exposed them; so for example are enterprises ready for the expectation of allowing Siri, GoogleNow, Cortana etc. access to corporate contacts and calendar information? BYO will be significant to the adoption and exploitation of virtual personal assistants.
  
• Enterprises will seek to support decisions with smart machines that analyse vast amounts of data and make recommendations based on that data.
  
• Data Security and Privacy issues will abound in the coming years as employees seek to exploit virtual personal assistants before either enterprise policies or technology is ready for users to expose more data to their devices and the public cloud in order to gain maximum benefit to their productivity.
  
• Unrest is likely. As more and more routine jobs are automated and smart machines remove even some non-routine roles society will have to cope with an increasingly polarized population.
  

So let us hope the education systems are readying tomorrow’s workforce for this.

One critical element of the user experience, what I’ve called the Activity Continuum is the experience of changing mode from mobile to desk and doing that efficiently. Once the change of mode to the desk is complete the connection to the dock enables a workspace for complex creation where keyboard, mouse and large screen are essential. These are the points when knowledge workers will deliver most value. How the user docks a laptop, or increasingly docks their tablet/hybrid is going to be a critical user experience consideration. There are 2 experience considerations I’ll flesh out further in this post:

• How quickly can a knowledge worker change modes from mobile to productive workspace?
  
• What difference does large screens really make?
  

How quickly is the knowledge worker productive when they change modes of work?

As soon as you touch down at your desk or a hot desk it is the experience of connecting the device to the dock that is important. That can be generally one of 3 methods.

Multiple screens and larger screens, why bother?

In short the reason it is important to consider both the number and size of screens used for complex creation is that this is twofold. Firstly the most valuable work of the knowledge worker performs is during complex creation. They’ve gathered knowledge, collaborated and this is the point that all that effort is translated into value for the business. So you want this activity to be the most productive experience possible. Numerous research publications show the improvement in performance for knowledge workers using bigger screens and using multiple screens.

For office based tasks it is clear that when single displays are used larger screens allow tasks to be performed faster:

The research of Mary Czerwinski et al showed that screen resolution makes the same task 9% more efficient. Now take a second here – how much time is spent making device decisions compared to screen decisions and compare that to making the complex creation tasks up to 9% more efficient.

More research focuses on multiple displays multiple displays. To support this research the team here performed experiments that show the improvements between single and dual monitors using the NASA-TLX workload dimensions (Are Two Monitors Better than One, J. W. Owens et al, 2012) :

The information clearly shows that for larger and dual displays less window switching occurs, mouse clicks are reduced and the human factors in terms of the demand and frustration reduce with dual and larger dual displays. The preference of the users was also measured with users preferring the dual 22″ configuration.

Given this information and the cost of monitors it is the clear recommendation of this report that consideration is given to multiple display configurations in all tasks requiring desk based work.

Conclusions

Thinking about the docking and desk-based experience can have significant performance impacts on knowledge workers and if measured in value and total cost terms is a simple business case. Sadly IT tends to work on a direct cost business case and everything I’m describing here costs a few dollars per user per month extra…..come the revolution I’m sure we will solve the problem.

This scenario does make me reflect on the fact that workspaces designed by people (i.e. at home) are increasingly becoming more productive and better designed complex creation spaces than those in the office, making the value decision on the journey to the office even tougher to say yes to (but more on that in a future post).

The long term dream

Longer term the widely held view is that wireless charging, wireless display protocols and improved WiFi and Bluetooth will mean that docks would become charging plates angles for best view of the screen where no physical wire connection is required. Open protocols will mean that hotels, 3rd spaces, offices and homes could support all devices in this productivity focused configuration with large screens, keyboards, mice etc..

The image is a park in the rain in Amsterdam in 2007 (ish)

This is a summary of previous blog posts and some thinking around recommendations.

Knowledge Work, Aging and Apprenticeships (2011)

Social Technograhics (2007)

 Birth rates, migration and death rates all combine to shape the age profile of the workforce. In recent years marketing messages have talked of vivid changes brought by the millennial generation. Each generation has its own name:

Figure 1 The Generations from 1928 to today
What is true is that the population, and the workforce, is getting older and this drives a need for inclusive design to meet the needs of each generation, designing workplace services with the workforce and needs of the industry in mind. If we consider the aging workforce this drives the following trends:

• As people age they tend to be more affluent, on average the need to work full time reduces so workplace services need to be able to cost effectively support more people overall.
  
• As retirement ages are no-longer legally enforceable in many countries there will be an increase in workers aged in their 60’s and 70’s.
  
• More of the older workers will work part time, spending the remainder of their time on life balance, elder care or even working for other organizations or social enterprises.
  

  Globally every continent shows an increase in the average age of the population over time:
  

  
  Figure 2 Average age by continent from 2015 to 2050
  Source: (United Nations, 2012)

  The western economies have the oldest populations. Drilling into an example, the UK, we can see that population size increases and alongside that the population is getting older – as this data shows from 2008 to 2033:
  

  

  Figure 3 Millions of people in UK broken down by working age from 2008 to 2033.
  

  Source: (UK Office of National Statistics, 2009)
  

   

  What this data shows for the UK, which is in line with other developed economies, is that the younger workforce, under 40 grows by 6% between 2008 and 2033. The chart talks about pensionable age rather than a fixed age. This is because in the UK over the time of this chart the pensionable age rises and the chart reflects that change. The way the chart and data is being interpreted assumes that everyone leaves employment at retirement age. Given that assumption we see that workers over 40 increase by 22.3%, in reality the number is higher but we have painted the picture. We have to focus on the requirements of millennials alongside the needs of other generations, this is inclusive design for inclusive times.
  

   

  The recommendations from this paper for demographics are:
  

• As the workforce ages more demands will be placed on services to support accessibility needs with common needs including visual needs, motor needs and neurological needs.
  
• Support of knowledge transfer between people is key. This will require consulting services to help businesses design team structures, processes and physical workplace design to support collaboration and knowledge transfer across all generations. This is not only good practice due to multi-generations it is also good practice due to changing employment models and reducing average terms of service.
  
• Increased levels of part time working will require IT to cut the cost of services they deliver and yet still maintain personalized user experience for those users.
  
• Millennial needs must still be catered for in order to attract younger talent into business.