De acordo com o Gartner, Inc., líder mundial em pesquisa e aconselhamento sobre tecnologia, os líderes de TI têm uma oportunidade significativa de contribuir com o negócio ao criar um ambiente de trabalho mais flexível, que atenda às necessidades do funcionário do futuro.
“Começando pelo surgimento dos PCs e da era da internet, os usuários têm uma maior influência sobre a estratégia de TI e estamos testemunhando o crescimento do que o Gartner chama de “business consumer” – um funcionário para o qual as atividades no trabalho são parte de um estilo de vida mais amplo”, afirma Matthew Cain, vice-presidente de pesquisa do Gartner. “As pessoas não deixam de serem consumidores quando vão trabalhar. Os business consumers, muitas vezes, fazem mais escolhas como consumidores relativas às ferramentas tecnológicas e estilos no trabalho para aumentar a eficiência”.
Gartner Says the Business Consumer Requires a Digital Workplace
Analysts Will Discuss the Future of the Digital Workplace at the Gartner Portals, Content & Collaboration Summit 2014, 15-16 September, in London
Gartner, Inc. said that IT leaders have a significant opportunity to contribute to the business by creating a more flexible work environment that accommodates the needs of the business consumer.
“Starting with the rise of PCs and the internet era, users have a greater influence on IT strategy and we are currently witnessing the rise of what Gartner calls the “business consumer” — an employee for whom business activities are one part of a wider lifestyle,” said Matthew Cain, research vice president at Gartner. “Individuals do not stop being consumers when they go to work. Business consumers often make more consumer-like choices in their workplace computing tools and styles to increase efficiency.”
Given the complexity of work environments and the geographic distribution of expertise across organisations, a critical competitive advantage will accrue for businesses able to create a socially active workforce that can tap internal and external knowledge and expertise easily. The digital workplace provides significant advantages in how business consumers work, by:
- Exploiting new work styles across the globe, such as crowdsourcing, social networking, job sharing, swarming and microwork
- Harnessing the substantial, consumer-learned digital literacy of employees, partners and customers — leading to more sharing and information awareness, plus the creation of a more results-oriented work environment
- Increasing the productivity of distributed workgroups through the introduction of technology and engagement styles that facilitate interactions similar to those experienced by employees working in the same physical location
- Delivering higher returns on technology investments by leveraging technology and skills across partner, employee and customer channels
- Boosting overall employee engagement, resulting in a more flexible workforce and improved talent attraction and retention outcomes.
- Enhancing best-practice sharing, collaborative problem solving and enabling faster project execution for sales, research, customer support and other groups
- Increasing knowledge creation and reuse capabilities by finding and supporting communities of expertise inside and outside the enterprise
- Increasing volume and flow of information from partners and customers inside the organisation, leading to more informed product development, supply chain and customer service
- Aligning the strategies of key work teams, such as digital marketing, customer relationship, HR, and product support and development
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“The substantial gap between the business computing environment and the consumer computing environment is traditionally explained by reasons such as culture, security and compliance,” said Mr Cain. “However, those assumptions must be re-examined. For many organisations, the partial or wholesale embracing of a consumer style of computing for business purposes will be beneficial and, in some cases, transformational. Considering a digital workplace helps organisations determine if and how rapidly they should embrace consumer-style computing trends.”
Gartner research shows that most organisations are responding to consumerisation in an ad hoc fashion, with IT groups and/or business units juggling initiatives such as: bring your own device (BYOD), bring your own application (BYOA), mobile application development and DevOps development. The issue is that these efforts are being made tactically and in isolation, and many are customer-facing, with little impact on the partner or employee communities. Gartner recommends that IT leaders assemble a portfolio of digital workplace tools and services to better manage and amplify the impact of the investments.
“By collecting related digital workplace tools and services into a common portfolio, IT leaders can more easily promote skills transfer and application reuse across the three constituencies: employees, partners and customers,” said Mr Cain. “Experience gained in mobile application development for employees, for example, can be applied to partner and customer communities, or skills developed in user experience design for customers can be applied to employees.”
The digital workplace portfolio also assists in determining the appeal of related emerging technologies. First, it needs to focus on understanding how workplace trends, starting with consumerisation, are currently affecting the organisation and what the long-term effects on the business will be. Second, it should determine what the IT response has been, so far, to the workplace trends. Third, a plan needs to be created to proactively respond to workplace trends over the next several years — with a portfolio of policies, skills, tools and services. “The critical element is not necessarily how IT leaders will respond, but that there is a programme in place to strategically and consistently respond to these changing workplace dynamics,” added Mr Cain.
It’s inevitable that organisations will have to embrace consumerisation trends, and respond to broad changes in the workforce and workplace. For some, it may not take place for a decade, and for others it has already taken place. Most organisations, however, are somewhere between these two extremes. “At a minimum, IT organisations need to be working with business and human resources leaders to identify workplace changes that will affect the business, and determine if a response is warranted,” said Mr Cain.
More detailed analysis is available in the report “Create a Digital Workplace to Respond to Critical Changes in the Workforce.” The report is available on Gartner’s web site at http://www.gartner.com/doc/2719618.
Sobre o Gartner
O Gartner, Inc. (NYSE: IT) é líder mundial no fornecimento de pesquisas e aconselhamento na área de tecnologia da informação. Fornece análises de TI necessárias para seus clientes fazerem as escolhas certas todos os dias. De CIOs e diretores de TI em corporações e agências governamentais a líderes em empresas de alta tecnologia e telecomunicações, passando por investidores deste mercado, o Gartner é parceiro indispensável para mais de 9.000 companhias diferentes. Por meio do Gartner Research, Gartner Executive Programs, Gartner Consulting e Gartner Events, trabalha com cada cliente para pesquisar, analisar e interpretar o negócio de TI dentro do contexto de seu papel individual. Fundado em 1979, o Gartner tem sede em Stamford, Connecticut, e possui 6.400 associados, sendo mais de 980 analistas de pesquisa e consultores, e clientes em 85 países. No Brasil, o Gartner está presente com três unidades: Gartner Research, que oferece pesquisas e aconselhamento para profissionais, fornecedores e investidores de TI, Executive Programs, grupo de CIOs alimentado pelo conteúdo Gartner com mais de 3 mil membros em todo o mundo; e Eventos, com conferências e simpósio anuais. Para obter mais informações, visite www.gartner.com.
