anywhere working perspectives

Anywhere Working PerspectivesAlan Dormer | Research LeaderNovember 2013

DIGITAL PRODUCTIVITY AND SERVICES FLAGSHIP

Digital Productivity and Services Flagship

• CSIRO’s 10th Flagship• A $4B research initiative • Approx 150 staff

Grow productivity in Australia

through frontier services

innovation

develop & deliver more

efficient & innovative services

unlock the value of broadband

communications

improve people’s health,

wellbeing & prosperity

create more than $4B p.a. in added value for the Australian

economy

Flagship goal

Why do we need this Flagship?

• To tackle a national priority: productivity• Services sector represents approx 80% of Australia’s GDP

Digital Productivity & Services Flagship

Help business and government deliver new, faster, better services:• Efficiently and effectively• Doing old things in new ways• Doing new things in completely new ways

About the Government and Commercial Services ThemeGoal: Transforming the productivity of Australia’s government and

commercial services by delivering innovative and insight, better decisions and data, creating net benefit of more than $1.4B per annum.

What we do

• Evidence based policy and decision support

• Service delivery transformation

• Customer centric services

Capabilities Research Interests

Capabilities and Research

Design of Experiment

Statistical Analysis

Modelling

Social Science

Economics

Behavioural Science

Measuring Innovation

Urban Liveability

Quality of Life

Productivity Measurement

Anywhere Working

The Business Case for AW

• Productivity•Efficiency•Participation

• Work/life balance

• Urban congestion

Challenges

• Type of work: type of worker

• Isolation

• Not being noticed

• Management anxiety

• Innovation/problem solving

Anywhere Working

RECENT STUDY:

13% productivity gain

22% cost reduction

Presentation title | Presenter name

What’s Stopping Us

• Business Case•How much? How soon? How sure?

• Priority•ROI & absolute gain•Competing initiatives

• Management quality•Bandwidth/Mindshare•Imagination

12 |

Presentation title | Presenter name

Australian Management

13 |

Individual Motivation

• Lifestyle• Flexibility

• Inertia• Value of time• Opportunity cost• Conformity

Measuring Quality of Life

Accommodation security

Personal security

Mental health

Physical health

Personal relationships

Social inclusion

Employability

Education and skills

Socially cohesion

Quality of life =

Digital Strategy

Teleworking—by 2020, Australia will have doubled its level of telework to at least 12 per cent of Australian employees.

Coalition PolicyThe (12%) goal is misleading and irrelevant: The alleged starting point of 6 per cent is seven years old. It dates

from the 2006 ABS Time Use Survey (no longer collected). The only ABS survey of telework was in 2001 for the NSW

Government and showed 8 per cent of employees used telework. 29

Transport NSW also estimated 8 per cent teleworking in 2009. 30

According to the US Bureau of Labor Statistics, 23 per cent of US workers worked from home at least part of the time in 2013. 31

Most informal estimates suggest the 2020 objective for Australia has been reached – this should be confirmed by survey data.

29 ABS 1373.1, Oct 2001: http://www.abs.gov.au/ausstats/abs@.nsf/mf/1373.1 30 See: http://www.atrf.info/papers/2011/2011_Corpuz.pdf 31 See United State Bureau of Labor Statistics, Available: http://www.bls.gov/news.release/atus.nr0.htm

Big Data and Beyond

• Analytics

• Who? How many?

• Psychology

• Why?

• Behavioural Science

• Strategies to promote change

Major objective to support Service Delivery Reform

Dept Human Services (DHS) Alliance

• “…making customers' dealings with government simpler and more efficient, using modern technologies to trip out unnecessary contracts and providing easier pathways to services”*

• “...streamline services and reduce red tape - for example, making improvements to the website so that customers have more options to carry out their business online”*

• *Centrelink Annual Report

Centrelink Service Delivery Reform

DHS Alliance

Greater productivity throughTask reductionBetter outcomes

Reduce Cost of Routine Customer InteractionsTailored information deliverySelf help in on-line communitiesImprove communicationsMigrate more transactions to website

Reduce cost of routine

customer interaction

More staff available

making more effective

interventions

Better outcomes and

lower staff costs

More Effective InterventionsCustomers needs analysisMeasuring outcomesTreatment response modelling

Service Delivery Reform$1.4Bn investment$200M annual savings

• Connected staff

• Connected customers

• Distributed teams

• Focus on outcomes

Future Service Delivery

Future Service Delivery

NGB Impact

• ACBI – Australian Centre for BroadBand Innovation

• Impact Evaluation Project– Benefits to society– Benefits to economy

• Research– Consumer survey– SME’s– Expert panel– Economic analysis

The information age could shift literally millions of jobs out of the factories and offices, into which the Industrial Revolution had swept them, right back to where they came from originally: the home

Alvin Toffler, The Third Wave (1980)

The Future

Presentation title | Presenter name | Page 25

Millions of journeymen knowledge workers, working from home or with their customers, bidding for work over the Internet with organisations all over the world. It is easy to imagine how this intense level of competition will drive relentless, rapid innovation, out of sheer necessity and natural selection

For example:

Freelancer.com.au

The Future

Presentation title | Presenter name | Page 26

• Benefits

–productivity and work/life balance

• Challenges

–management

• Externalities

AnyWhere Working Potential

DIGITAL PRODUCTIVITY AND SERVICES FLAGSHIP

Thank youAlan DormerGovernment and Commercial Services Themee Alan.Dormer@csiro.au