Future professional life

Future professional life A vision of a sustainable working life 2.0

Future professional life A vision of a sustainable working life 2.0 The conditions in which we work are changing radically. Digitalisation affects not only where, when and how we work, but also creates completely new roles while established roles disappear. We are right at the centre of this change, together with our organisations. No one knows where this will end. The only thing we know is that everything will continue to change.

We at Hammer & Hanborg have made it our mission to be part of creating the professional life of the future. That is why we have chosen to present the knowledge and insights from our surveys and experience in a new way. What you have in front of you is a book about professional life in the future. A vision where we explore five areas that will have a large effect on how we work in the future.

1: New ways of working 1:1 When your closest colleague is a robot 1:2 The changing customer journey

2: Manager-free work 2:1 Everyone is a leader

3: What is work?

3:1 Co-operation based on values and passion

4: Continuous development towards undefined goals 4:1 Stop and fall behind

5: Future workplaces The book about professional life in the future is obviously not finished. The rapid changes we see mean that it is not enough to do a survey from time to time – because as soon as it is finished everything could have changed.

Instead we need something that can live and develop with the times. That is why we will continue to explore and study these five areas and add new insights and lessons as we learn them. This will be a more sustainable way of utilising the knowledge we gain from our surveys and it will put the results in context.

We have also chosen to include other exciting voices that comment and give their views in these five areas. If you have ideas about someone we should talk to then please get in touch!

Version 1.0 is based largely on insights from our survey on the theme of The Professional Life of the Future from 2017, which had 3000 respondents and had five threads that came form the five chapters of the book.

Over and above the answers in the survey we included the views from experts and researchers.

In version 2.0 we have added a summary from the survey “The Changing Customer Journey” that we carried out during the autumn of 2017 in co-operation with Microsoft Dynamics. The survey was directed towards Swedish marketing managers, sales managers, and customer service managers. We asked how they are reacting to changing customer behaviour and how far they have come in adapting their competences and ways of working. The results have been commented by both Hammer & Hanborg and Microsoft Dynamics. You can find the summary in the first chapter of the book that covers New Ways of Working.

Happy reading!

Christina Hammer och Åsa Falkman Founding Partners Hammer & Hanborg

Om Hammer & Hanborg Hammer & Hanborg has as its mission to create the professional life of the future. We are a consulting company with services in the business areas Recruitment & Staffing, People & Culture and Change & Development.

Each year we carry out several surveys to research how work life is changing. The largest surveys are The Communicator and Nordic Executive Survey. These include questions covering a wide range of topics including the importance of common values, success factors, new possibilities in working life, fears for the future and ways of working and organisational structures that we will see more of.

Will we continue to have the office as a workplace? Or will we even have a job? What is work and what will it become?

Welcome to the future professional life!

1.

New ways of working

PHOTO BY ALEX KNIGT

1:1 When your closest colleague is a robot

New ways of working When your closest colleague is a robot Technical developments have affected how we work for a long time. Over and above improving the pace of production and increased efficiency. Better technology has removed dangerous, repetitive and boring tasks from our work. Our way of working has changed and in the future we will see more and different types of iterative, customer-centric processes and methods that increase commitment such as crowdsourcing, edutainment and gamification [1]. But also, digital development with automation, AI, AR, IoT, and robots will affect how we work in the future [1]. It is clear that we need to develop our ability to co-operate both with each other and with machines.

Examples of ways of working that will become more common in the future [1]

AGILE

FLEXIBLE

VIRTUAL

LEAN

CROSS-

EDUTAIN-

FUNCTIONAL AUTOMATION

MENT

DESIGN-

CROWD-

GAMI-

THINKING

SOURCING

FICATION

[1]

MOBILE

Source Kommunikatรถren 2017

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Focus on continuous improvement Agile methods are predicted to become more common when the pace of change means that we don’t have time to complete a product or service before we launch it – we do not have either the time or the money to work in long processes. Instead it will involve continuous refinement and improvement of earlier versions. Working in an agile way optimises resources and increases the relevance of the product or service.

Today 7 out of 10 are familiar with the term agile and half of them answer that these use agile work methods[1]. Some use it in most activities in the organisation while others use it in developing products, concepts and services or when developing web or other digital services [1].

“It is not possible to work in long projects. The world is changing too fast” (Kommunikatören 2017).

Work methods that put the user in focus are on the increase. The importance of working in near-customer, innovative processes is growing. An example is design thinking, which is often used in development and innovation processes to develop or improve products, services or concepts [1].

Work methods that create commitment Crowd sourcing is another method that is predicted to become more widely used in the future professional life [1]. Using many different people and perspectives to develop ideas and innovations is a way of finding new solutions. But it is also a way of creating commitment among customers, suppliers and others who are invited to be part of the innovation process.

Other ways of increasing engagement are edutainment and gamification. By adding

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It is not possible to specify in advance what is to be developed. Development

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goes so fast and one must continuously listen to the user.

KOMMUNIKATĂ–REN 2017

”That everything will become digital will change a lot of industries and work tasks.

When AI grows it will create demands to find more unique work tasks that focus on creativity” KOMMUNIKATÖREN 2017

elements from the entertainment world or different game mechanisms, workflows become more fun and interactive, which can facilitate learning and increase productivity.

The robots entry into working life Our work methods and ways of working will naturally be affected by the digitalisation of working life. In the future we will see more and more of AI and robots that can automate and make processes more effective and/or improve results enter into working life.

With the help of AI and robots we will be able to focus on the parts of the job that we find interesting while what we find boring can be done by machines. This will mean that routine-based tasks will be largely removed from our job descriptions. The remaining tasks will consist of complex questions that demand our fantasy and creativity to reach a solution.

To adapt to a working life full of digital colleagues will require a new attitude. A robot in the work group may not make such a big difference but imagine that you are the only person in the team. Then new ways of working will be necessary, different processes and ways of communicating. We need to be good at solving problems together with robots and at the same time ensure that we develop those qualities that are unique for us as people e.g. creativity, fantasy, and the ability to create relationships and emotional connections. Agile methods, design thinking, crowd sourcing, edutainment, and gamification will all come in useful when we co-operate with both human and digital colleagues.

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This development can naturally be seen as somewhat frightening and create concern that jobs will disappear. In the very long term the robotification of work could mean that we don’t need to work at all. But we heard the same thing before e.g. in connection with the industrial revolution. This did lead to a number of jobs disappearing but at the same time many new jobs were created. The only thing that is certain is that our way of working is going to change. If we are to believe the tech-giants’ initiatives we will all soon be comfortable with having dialogues with AI. Amazon have Alexa, Apple have Siri, Microsoft have Cortana and Google the Google Assistant. So prepare yourself for a working life where you say hello to a robot or two when you get to work.

So prepare yourself for a working life

”

where you say hello to a robot or two when you get to work.

KOMMUNIKATÖREN 2017

�

Learn to solve problems together with robots.

Fredrik Heintz

Associate professor, university lecturer at University of Linkรถping, Chairman of the Swedish Al-Society

Fredrik Heintz, Associate professor, university lecturer at University of Linköping, Chairman of the Swedish Al-Society ”Learn to solve problems together with robots” What consequences will it have when we have more and more robots as colleagues?

We talked to Fredrik Heintz Associate Professor and University Lecturer at the Institution for Artificial Intelligence and computer systems at Linköping University.

Robots are a natural development Throughout history man has developed more and more advanced tools that have made it possible for us to do new things. The development of robots at work is a natural consequence of this according to Fredrik Heintz.

“To create tools that help us to do new things is one of mans most important characteristics. So the development of robots is very natural,” says Fredrik.

Historically robots have been used primarily in manufacturing – car manufacturing and similar industries – to carry out heavy lifting and repetitive tasks. Today they are used a lot in the electronics industry to carry out tasks that require great precision and tasks that need to be done exactly the same time after time.

“Robot development has to date focused either on heavy lifting and repetition or on

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precision and repeatability,” says Fredrik. But now development is more about creating flexible robots that can relate to the world around them.

More and more flexible robots…

A disadvantage with robots to date has been that the time to recalibrate them to new tasks has been long and the cost of doing so high. It requires a lot of work to reprogram a robot to make for example a new model of a product that is being manufactured.

Now the trend is moving towards more flexible robots that can also work together with people. The robots that exist in the workplace today carry out their tasks without reference to their surroundings and are usually kept separate from people to ensure that nobody gets injured. Today’s robot development is more about making more sophisticated robots that can take in information from their surroundings and make decisions based on that. They need to understand what is happening around them so that they can work near people.“A sector that is trendy today when it comes to robot development is logistics.

There the challenge is for the robots to learn how to handle more and more unstructured environments. As long as there is an exact position, an RFID-tag or a QR-code there is no problem. But what happens when for example in a grocery shop when someone has changed their mind and replaced an item on the wrong shelf?” Asks Fredrik.

“Even the health sector is interesting. Here the robot can be a support that allows people to put more focus on care. An area being explored is having automatic labs where analysis etc. can be carried out without human involvement,” he continues. A third industry where a lot is happening is the transport sector with automatic transports. For example the New Karolinska Hospital will invest in automatic transport within the hospital.

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Also within software there is a lot of development. An example is in what is called “conversational technology,” a software technology that allows verbal interaction with robots.

This is a way of creating a more natural way of communicating that is closer to the dialogues we have with other people. Dialogue is really an ineffective way to communicate, but the advantage it brings is flexibility.

“Imagine a doctor who is examining a patient and is at the same time in dialogue with a system that documents the examination. The system can also ask follow-up questions so that writing the journal becomes a decision-support system as well,” says Fredrik. … and more and more specialised people The entry of robots into working life will affect us as people in two ways. One is that robots will be developed to handle the same surroundings as us. This means that the difference between a robot and a person will be reduced and working with a robot will be more like working with anyone else. We will interact with robots in the same way as we do with our human colleagues.

The second effect is about specialisation. We must specialise ourselves more. If we for example look at which jobs disappeared in USA during the last financial crisis then it was the middle-class jobs that required a general level of education. Highly qualified jobs actually increased in number.

“The people who will be successful in working life when robots are common will be those who have a specialised interest, something they are extra good at. It could be anything, make-up, wooden flooring, computer games, or unusual robots…. As long

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as you are good enough and find a way to commercialise your interest the actual subject matter is not that important.”

In order to succeed personal attributes like drive and passion will be important. This will differ from earlier transitions in working life, which we have solved by using more training and education. Today it is not lack of education that is the problem.

“By using Internet we have access to a global market, the best experts, education in every area, 3D-printing for the production of prototypes etc. That means that if you have an idea then you can go through with it. So what you need to add are ideas and visions and the drive to realise them,” says Fredrik. These developments are a problem for those who are passive. The attitude “I don’t want to do anything,” that we unfortunately see from time to time in working life, won’t work in future.

Invest in digital competence and personal development Which competences do we need to develop in order to be successful? Fredrik thinks that we need to be good at what is called “datalogical thinking” or how we solve problems together with computers. We need to learn these skills at school. Also digital competence or how we use digital tools and how we can be active citizens in a digital society will be vital.

“As I said earlier it will be about developing your own special interest, the area that you are very good at. It will be essential to develop your uniqueness,” says Fredrik.

People’s role in the future The change to a digital working life will require not just new work methods but new attitudes as well. People’s task in the future will primarily be to decide which problems

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It is all about finding your special interest, the area that you are extra

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good at. It will be essential to develop your uniqueness.

need to be solved and why. Computers and robots can handle the actual problem solving. For people it will be important to be good at the things that computers and robots are less good at. Creativity and seeing new possibilities are two examples.

At present we are in the middle of a changeover from an industrial society to a digital society. This brings with it a measure of concern at work and in society in general. In its most extreme form this leads to social unrest and political extremism. “The question is how we can best facilitate this transition and how long the change it is going to take,� concludes Fredrik.

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1:2 The Changing Customer Journey

The Changing Customer Journey A survey into how Swedish companies and organisations are adapting competence, technology and work methods to a changing customer journey.

Hammer & Hanborg has together with Microsoft Dynamics researched where Swedish companies and organisations stand today and where they are going in adapting to the changing customer journey. What is necessary to succeed on a journey where we can no longer distinguish between the physical and the digital? Here is a summary of the results of the survey, with comments from Åsa Falkman, Founding Partner, Hammer & Hanborg, Karin Netzell, Chief Business Development Officer, Hammer & Hanborg and Helena Fuchs, Business Area Manager Dynamics, Microsoft.

Digitalisation puts new demands on companies and organisations Accelerating digitalisation affects and changes large parts of society. It makes our lives easier and the increased efficiency creates great value for all, from private individuals to companies, organisations and public authorities. Even industries that have not traditionally been technology-driven will be affected by digitalisation sooner or later as society changes.

There is an increasing need to adapt competences, systems, work methods and organisational structures in order to meet customers in the right way, in the right channel at the right time. The saying that ”the customer is always right” applies to the way the customer journey is designed. This aims to create satisfied customers, increased productivity and profitability – and in future to remain relevant and to secure survival in tough competition.

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Access to large quantities of data about customer behaviour coupled with new technology such as artificial intelligence (AI), creates new possibilities for companies to improve products and services, increase sales and create better profitability. Those companies that do not keep up with these developments and do not digitalise their operations to match customer expectations will fall behind competitors. The future will belong to those companies who build up a sophisticated sales and marketing organisation that supports the complete customer experience.

Omni-customers - Changing customer behaviour One of the most important factors driving digitalisation in marketing, sales and customer service is changing customer behaviour. Today, an increasing proportion of the buying process occurs before we are in touch with a sales person. We use online ratings and social media to find the best and most price-worthy products and services, and to evaluate suppliers. After the purchase we ask questions in digital channels. We rate and review the supplier and the product or service in social media and usually we can get service and help online. We have in recent years seen how physical shops and net shops develop synergies to together meet customer needs. Examples include how we can order online but collect in store.

We shop using our phones, M-commerce, research and make decisions online, but make the purchase in the store, webrooming. Or the opposite where we visit physical showrooms to touch and feel the products in order to then buy them online. This new buying behaviour applies to both B2C and B2B. It is all about relations and Human to Human.

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Ă…sa Falkman Founding Partner, Hammer & Hanborg

A large majority (93%) of respondents in the survey confirm that digitalisation has changes customer behaviour. These changes are largely:

• Increased e-commerce.

• Higher demands on the digital relationship with

companies and organisations. We want to be able to

communicate digitally and we expect quick feedback,

which in turn leads to fewer physical meetings

between the customer and the supplier.

• Increased expectations when it comes to digital

self-service. We want access to more and better information digitally.

”The customers do all their research online. They come in to place an order, which means that we have less floor traffic and a high purchase ratio. The customers are very knowledgeable. It is easier for them to bargain than it was earlier as all prices are available online.”

– In particular consumers place much higher demands than earlier. They have in general terms come further than business customers in their use of digital channels.

But there is a clear trend that business customers are increasingly adopting consumer behaviour, says Åsa Falkman.

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Customers are extremely well-read.

It’s easier for them to bargain than

”

earlier because all prices are available online.

THE SURVEY KUNDRESA I FÖRÄNDRING

Karin Netzell Chief Business Development Officer, Hammer & Hanborg

– At the same time as customers put higher demands on communication with suppliers they also want more self-service online. This applies to both private consumers and business customers, says Karin Netzell.

– A small number of respondents say that they have not seen changed customer behaviour. This can be interpreted as that they either have less insight about their customers, or that they do not allow their customers to act in different ways. Both alternatives are unfortunately just as bad when it comes to delivering a good customer experience, says Helena Fuchs.

How is co-operation affected by the changed customer journey?

The functions in organisations that are affected first by the changed customer journey are marketing, sales and customer service. Digitalisation revolutionises work methods.

Internal co-operation and integration between departments is necessary in order to follow customers on their complex buying process through physical and digital channels. Marketing, sales and customer service increasingly need to work as one system.

This means that roles change and develop. It is necessary to have more staff with specialist knowledge while they at the same time have a broad perspective across the whole customer journey.

Increased co-operation.

About eight out of ten respondents say that changed customer behaviour has increased co-operation between marketing, sales and customer service. ”We have merged all units that work with customers regardless of whether this is marketing, web, digital solutions or customer service. This is to avoid silos and so that we can work faster when dealing with customers.”

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We have combined all units that works against customers regardless if it is marketing, web, digital solutions or customer service.

This to avoid pipes and in order to work faster to meet up the customer.

THE SURVEY KUNDRESA I FĂ–RĂ„NDRING

– We have clearly seen this change over time, says Åsa Falkman. Marketing and sales functions have slowly merged. The changed customer journey means that they have to work together.

– This has an effect on the recruitment of new staff, says Karin Netzell. In recent years the demands on co-operation have increased in many roles. One should be able to co-operate with everyone regardless of role or position, both internally and externally.

Over and above that the work methods of organisations have changed:

• A majority of respondents say that there has been

increased digitalisation of the customer dialogue

• Almost half reply that different departments have more

common projects than before.

• Almost a third say that the customer dialogue has become

more frequent.

• About a quarter answer that there are more development

projects together with customers.

• About a sixth of respondents say that self-leadership has

increased in the organisation.

– It is interesting that self-leadership is becoming more important, says Karin Netzell.

It is a clear result of the new demands from customers. In a quick dialogue you have

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to make fast decisions. You need to have a larger mandate and the ability to act based on the organisations culture and values rather than rules and processes.

Everyone is affected.

Almost two-thirds of the respondents think that the whole organisation is affected by the digital customer journey. When it comes to individual areas about half of respondents point towards marketing, while the share is a little smaller for communication/PR and for sales. Almost a third say that customer service is affected. Other areas are at lower levels and are not mentioned as much.

– We had expected that more people would have said that customer service was affected, says Åsa Falkman. It is therefore reasonable to assume that those that say the whole organisation is affected by the digital customer journey also include customer service.

– It is easy to interpret the digital customer journey as covering internet, robots, chat and e-commerce, but a digital experience can also include internet enabled units, service technicians, and retail staff with digital tools who resolve problems as quickly and painlessly as possible, says Helena Fuchs. Here there is a job to do – to explain what it is actually possible to do today.

Almost eight of ten respondents say that their IT-systems have at some point been a barrier to new ways of working and processes that better match customers’ needs.

They state that this could be the result of aging systems, slow systems, integration problems, and too much focus on technology at the cost of a focus on customers and functionality. One respondent writes that the company’s IT-system is two years after customers’ systems. Several respondents write that their systems are not integrated

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Helena Fuchs Affärsområdeschef Dynamics, Microsoft.

enough. A number of respondents say that security risks and the demands for ITsecurity has been a barrier to introducing new working methods.

New Tools Sweden has come further than many other countries when it comes to the use of mobile work tools. According to a study from Spiceworks six out of ten employees in USA, UK and Canada use desktop computers as their main work tool. About a quarter use laptops and only two per cent have smart phones as their main tool.

The dominant work tool in Sweden is the laptop with three quarters of respondents. In second place is the smart phone, with nearly ten per cent and a slightly smaller proportion say a desktop computer.

The biggest barrier to introducing mobile work tools such as smart phones and tablets is that there is no system support for them. Thereafter routines and habits are cited as reasons. – It happens that companies give their staff smart phones without the programmes necessary to carry out the work. This just shows how important effective change management is in order to reap the rewards on the investment says Helena Fuchs. – In other cases the employer gives staff new tools and programmes but ignores the power of habit, which means that staff simply do not use the new possibilities and do not reach the goals set for the investment, says Karin Netzell.

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It’s easy to interpret the digital customer travel like the internet, cures, chat and e-commerce, but a digital experience can also be connected devices, service technicians and shop staff with digital tools which solves a problem so quickly and painless as possible.

THE SURVEY KUNDRESA I FÖRÄNDRING

Changing customer behaviour puts demands on new competence Changing customer behaviour and technological developments is leading to changes in many professional roles. This means that competence and ways of working need updating to keep pace with changes in the world around us.

Almost eight out of ten respondents say that they have needed to change their ways of working to meet the demands of the changing customer journey. A comparison between the areas of marketing, sales and customer service shows that it is in customer service that most have needed to change their ways of working.

– Customer service ranks highest, says Åsa Falkman. That is not surprising as there has been a revolution in customer service. Earlier the default method was letter and telephone. Now it is e-mail, social media and chat that are the default channels. At the same time the customer service function is becoming more proactive and predicative.

It is about seeing customer needs before the customers themselves see them.

A challenge for many companies is to be able to handle all channels simultaneously, both digital and traditional. – Those companies that are digital natives from the start have created pressure on traditional companies, says Åsa Falkman. An example is retail that is being heavily affected by competition from e-commerce.

In answer to the question in what way they have needed to change their ways of working, more than six out of ten reply that they have needed to question their ways of working.

– This is interesting, says Åsa Falkman. Respondents are very aware that they cannot continue as they always have done as they now face new challenges.

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– That personnel question their work methods is positive as it means that they are taking responsibility for their own and for the company’s development. This is about an increased level of self-leadership at work really, says Karin Netzell.

Slightly less than half answer that they spend more time inspiring and motivating colleagues and staff. More than four out of ten say that they have become better at internal co-operation with neighbouring units.

– It is a bit surprising that only 41 per cent answer that they have become better at co-operation, says Åsa Falkman. We expected that more would respond that they were now more dependent on other parts of their own organisations.

More than a third of respondents say that they are now better at implementing changes. About a fifth have become better at co-operating with customers.

Over a third of respondents say that they lack knowledge necessary to succeed in their professional role. – One could say that a third is a relatively low proportion, says Karin Netzell. Maybe a bit of courage is needed to admit that one does not have all the skills necessary for one’s professional role. Basically everyone needs to develop his or her competence. At the same time I think that the proportion is much larger today than it has been earlier.

Of those responsible for marketing four out of ten say that they lack knowledge. The equivalent proportions for sales and customer service are more than a third and almost a quarter.

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– Marketing and sales are high up on the list, says Åsa Falkman. This is because they are more affected by the fast pace of change than other areas. They are the ones who first notice when customers’ demands and expectations change.

Almost half in the 31–40 year age group experience that they lack knowledge in order to succeed in their professional role. The share saying they lack knowledge is lower in the younger and older age groups.

The answer to the question what knowledge is it that the respondents lack can basically be split into three groups: Those that want to know more about technical tools, for example AI, the cloud, marketing automation and programming. Those that want to understand more about the possibilities that result from these technological developments. And those that say they are in constant need of new knowledge. ”Technical and analytical knowledge. The more digital we become, the more demands are placed on us to be able to understand in order to create the optimal customer journey.” Another writes: ”Continual competence development is necessary and there must be time for that as part of our working time. Just keeping up to date takes an enormous amount of time, but it is of course also very interesting. This task is easily down-prioritised when the pressure of work is high.”

Summary and conclusions Digitalisation has led to great changes for Swedish companies and organisations.

A large proportion say that digitalisation has changed their ways of working and that they have more contact with customers.

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– But the picture looks very different based on which company you look at, says Åsa Falkman. There is a lot of variation that depends on the industry and the size of the company.

– Customers tend to lump all suppliers together, says Helena Fuchs. Their expectations are just as great for energy companies as they are for Netflix or the hairdresser.

If it is possible to book a time for a haircut at the hairdresser digitally, then it should also be possible to digitally book service from an energy company.

Companies and organisations work methods have been affected.

In most cases the whole organisation is affected by the digital customer journey.

Among specific areas marketing, sales and customer service are the most affected and we can see that co-operation between these functions has increased the most.

Sometimes they have even merged into one function. Regardless of how one is organised there is now a great need of new competence in companies to adapt operations to changed customer behaviour and to technical developments. At the same time changes are occurring in many other professional roles. Competence and ways of working need to be updated at the same pace as the world around us changes.

– In companies it is understood that they need to expand their knowledge in order to develop their competence and ways of working in the right way. It is also important to create awareness of why the changes are necessary to keep high motivation during the change process, Karin Netzell.

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5 tips for success with new ways of working 1. Use non-linear thinking Start from needs instead of from a detailed specification. The specification will instead be the result of the development project.

2. Improve at solving problems together with computers and robots Dare to use technology! The robot is not a threat – it is an enhancement that means you can use your brainpower on the right things.

3. Focus on things that robots can’t do Develop your human qualities like creativity, fantasy and feelings.

Get better at working close to other people as anything digital will become automated. Drop your guard, your human faults are what will make you attractive in a world filled with perfect technology.

4. Include more people in business development Include all employees in the development of work processes and methods. The people closest to the customers know most about their needs and can follow developments in real time.

5. Change perspective – work across borders Let the customer journey through the organisation steer work processes. Share data, systems and knowledge between departments so that you can meet customers at the right time, in the right channel and with relevant information.

Glossary Agile: A collective term for development methods that are flexible, easily adapted and iterative. Plans and methods are evaluated and improved continuously. Instead of starting from a detailed specification, goals and visions are formulated at the start of the project. The detailed specification becomes a result rather than an input.

AI: Artificial Intelligence is intelligence that is shown by machines.

AR: Augmented Reality, means that we experience a physical and realistic environment that is enhanced by computer generated sensual experiences such as sound, video or GPS-data.

This is usually done in real time. Advanced AR techniques e.g. Computer vision, make it possible for the user to interact with the enhanced environment.

Crowd sourcing: Is a method where one uses many different partners to solve a problem. Usually an open question is asked of an undefined, large group of people who can contribute with their input and suggestions.

Design Thinking: Is a method to evaluate and solve problems that has its starting point in the creative strategies used by designers. It matches the customers/user needs to what is technically feasible and profitable.

Edutainment: Is entertainment that is used in an educational way. It could be for example educational computer games or TV programmes.

Gamification: Includes using gaming mechanisms in areas that are not normally associated with gaming like working life or education. It is a way of increasing interaction and interest with participants.

IoT: Internet of Things, means that objects such as household machines, clothes, machines, vehicles, and buildings are equipped with Internet connections enabling them to be connected to wireless networks and thereby exchange data with each other.

Lean: Is an ideology aimed at maximising customer utility and at the same time minimising the waste of resources. The aim is to make working methods more effective, reduce waste and become more efficient.

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M-Commerce: Is a term to describe trade with mobile technology, that the shop is available in your hand or pocket all the time. In 2020 M-commerce is expected to account for 45 % of total e-trade according to BI Intelligence, �E-Commerce Briefing�.

Omni customers: A term used to describe the important relationship to the customer and the customer journey that runs through a number of physical and digital channels. The relationship starts with research and can be extended and deepened over time if handled correctly.

Show rooming: Sometimes we want to try a product before we buy it. Seeing the product in a shop and then buying online gives good possibilities to find the best price and get the product delivered to your door.

Self-Leadership: means that staff lead their own work based on a given framework and goals and take responsibility for their own development, rather than being directed by a manager or supervisor. This involves increased responsibility to prioritise your own work and to motivate yourself.

Webrooming: Is a trend on the rise. The term refers to behaviour where we look for information about a product online and then buy it in a shop. According to Postnord the number of consumers doing this increased from 31 % in 2015 to 45 % in 2016.

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2.

Everyone is a leader

PHOTO BY ISABELL WINTER

Everyone is a leader Working life without bosses Professional life in the future will, as a result of continual and rapid change, become less hierarchical amongst other things. This will place new demands on how we organise our processes and how we make decisions. No one will have time to wait for a decision to be signed off three management levels up – hierarchical structures will simply be too slow. When co-operation in projects increases work will become more cross-functional and the traditional managers role will be less relevant.

Many traditional organisations are already removing management layers and we see that digital tools reduce administration. At the same time new parts of working life are growing where each person is their own manager e.g. gig-artists and influencers.

Leadership is no longer primarily about leading other people but rather about leading a project and your own work. The result is new network-based organisations where no-one is a manager but everyone is a leader.

Why self-leadership?

– Flatter organisations with fewer levels of managers – Digital tools reduce administration – New types of work mean new types of leadership, often in projects – Increased involvement – Take control over your own (competence) development.

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Self-leadership Self-leadership as a phenomenon is nothing new. During the 20th century we saw a number of reforms of the education system that allowed us to choose the direction of our working lives. This prompted people to talk of self-leadership at that time. This is something that remains highly topical in today’s professional life and that of the future.

If everyone is a leader, this increases the demands on the ability to lead and develop oneself and one’s own work. Many believe that self-leadership will become increasingly important in the future professional life . In flat organisations it is possible for everyone to step forward and lead, which could lead to increased commitment. We are also becoming more result focused rather than process focused – that is to say we focus more on the results achieved than on the methods that are to be used. The great advantages with self-leadership are seen as own responsibility, freedom, increased commitment and increased speed, efficiency and flexibility. [1] ”The fast tempo of working life demands independent employees, if you can’t lead yourself then somebody else will need to do it and then you are suddenly a liability instead of an asset.” (Kommunikatören 2017) There are also disadvantages with greater responsibility being placed on the individual.

There is a risk of lack of clarity and of arbitrariness. And without clear goals and values it is difficult to achieve a functioning self-leadership. [1] ”Some people work better in a group or by having clear guidelines to relate to. The risk is that one is not that productive and works in an unstructured way.”

(Kommunikatören 2017)

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It is highly motivational to steer your own agenda and as far as possible, to choose what you work with and with whom you work. To work at those times

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and with those methods that are most effective gives good results.

KOMMUNIKATĂ–REN 2017

Successful qualities To succeed in “manager-free” working life certain qualities are more important than others.

Successful characteristics to lead yourself

CURIOUS

ADAPTABLE

[1]

COURAGE-

RESPONSIBLE

CO-OPERATIVE

OUS COMMUNICAOPEN

TIVE

EMPATHIC FLEXIBLE

PASSIONATE INDEPENDENT

Some people will probably have positions where apart from leading themselves they will also be expected to lead others. To lead in an organisation where everyone is a leader requires a new approach. Future leaders will build successful teams by seeing what inspires and motivates each individual. Based on that the leader can create conditions for team members to use their talents to develop the organisation.

Successful qualities for leading others: Empathic, enthusing, able to change, communicative, responsive, courageous, passionate, trustworthy, and visionary. [1]

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Successful behaviour when everyone is a leader A working life with new types of organisation and greater demands on self-leadership affects the competences necessary to succeed. Hammer & Hanborg’s Competency Model describes the behaviours that give good a sound basis is the future professional life. We all have a mix of these behavioural competences and the mix needed depends on the specific role, organisation and a number of other factors.

Visionary Long-term goals and plans have long been a given in most organisations.

Today when conditions are changing continuously, the goals also need to change all the time. Colleagues with the ability to see beyond the goals and Visionary

focus on the greater vision will be an important asset.

Change Maker The situation today can be seen as messy and disorganised compared to earlier. Change is not about going from A to B but continues constantly. People who get energy from change will therefore be a big asset. Both through

Change Maker

their ability to work in an unclear environment and by demonstrating that change can be positive to colleagues.

Co-Creator The ability to co-operate effectively will become ever more important as the world shrinks. The on-going technical developments connect people and make possible new forms of cross-border co-operation. To be successful

Co-Creator

will demand understanding of others’ perspectives, integrity and a nonhierarchical approach to other people.

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Performer To take responsibility for how you can best contribute overall, be able to prioritise resources and get things done to the quality required are characteristics necessary in many roles in today’s working life. A colleagues with Performer

the ability of self-leadership is an asset when the way of working changes and we see less detailed direction of work and less control combined with a high work tempo.

Enabler Leaders with the ability to create a welcoming culture where successful teams can grow have good prerequisites for success. Control and detailed

Enabler

direction of work are out of date. Instead we will be successful by understanding what inspires and motivates each individual.

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Johan Book

Founder of the Motivation Agency

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The manager will become a guide.

Johan Book, Founder of the Motivation Agency: “The manager will become a guide” How should one act as a manager when everyone at work is a leader? We talked to Johan Book, founder of the Motivation Agency about the new role of managers.

Create the conditions for self-leaders to perform Today’s working life is complex. Many people have a high level of education and complex work tasks. When employed as specialists, we need to take responsibility for how we do our jobs. It is obvious that a leadership style founded on detailed direction and control will not work anymore. Instead, it is better to create the best possible conditions for today’s self-leaders to perform.

“We must realise that it is people in the organisation that create results and we need to create the right conditions for them to perform,” says Johan. Everyone wants to feel useful, have the possibility to affect our work and feel they belong. So how do we create organisations that promote these attributes rather than limiting them?

Managers need to have the courage to let go of their control and let the emplyees steer themselves. This means moving away from the carrot and stick and instead create a will to contribute. It is crucial to invite the staff to participate and contribute to the way of working.

“The manager should say what results they want from the work. Then it is up to the

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team to decide themselves how it should be done and what they need to learn or develop in order to be able to reach the result,” says Johan.

Show the way and encourage The manager’s role will be about being a guide. The manager’s responsibility is to provide everyone with the best possible conditions to perform and feel good and the most important tools are clear goals, follow-up and encouragement.

“Everyone needs to feel useful and we do more of that which makes us feel useful.

As a manager it is important to encourage the behaviour you want to see more of,” says Johan.

“As a manager, you need to take on board that you are better when you get others to perform than when you perform operationally. That is why it is important that we build structures that encourage managers when they lead rather than when they are operative,” says Johan.

Johan also emphasises the importance of learning the “how” in how we reach results – what we did well and what should we do differently next time.

“Create a structured follow-up when you together with your colleagues go through in order, what we do well, what we can improve and what can we do about it,” says Johan.

A structured follow-up makes clear and prioritises goals and responsibility, and encourages all the good things that are being done.

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Give time to relationships Johan’s best tip for leaders of the future is to put and lot of time and emphasis on good relationships with your team members. Create a sustainable work environment that promotes both healthy and good performance. Show empathy, create a supportive culture and environment and remember that encouragement is your most important tool.

Be sure to set clear goals and involve your team members. Let the team themselves set their own development goals and structures for how work will be done. Work with continuous and structured follow-up and feedback.

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5 tips for success 1. Learn your own qualities Explore which behavioural competences, qualities and motivators you have so that you can give yourself the best possible conditions to perform.

2. Be passionate about what you do, or do something else Enthusiasm and interest are critical for leading yourself and for inspiring others.

3. Dare to make decisions To dare to make decisions, even based on incomplete evidence, is a key to keeping up with the fast-changing environment 4. Create a plan for your own development Self-leadership is not just about leading your own work but even your own competence development. Use your curiosity to explore and develop yourself in interesting areas.

5. Look after relationships The future professional life is relational.

3.

What is work?

PHOTO BY RUSSN_FCKR

More aware customers demand

”

that their suppliers practice what they preach.

KOMMUNIKATÖREN 2017

What is work?

Collaborations based on values and passion In “manager-free” work life, we will find new ways of organising ourselves. To meet the fast pace of change we need to allow – or even encourage – people and competence to move into and out of the organisation. Instead of rigid structures, we will work in competence clusters that develop to solve an assignment. This is also a natural result of the growing gig-economy. Gig-artists already work today in competence-based clusters in traditional workplaces and in temporary teams who deliver a solution to the client.

From duty to passion How we view work is changing. From being about duty and performance, it will in future be more and more about lust and passion. The possibilities to make a living based on your passion have already increased, and we see how being an influencer is growing as a new industry. So how do you know when you are working and what will be the definition of a job? In short, one can say that a job is when your passion creates value for others that they are willing to pay for.

That passion will gain in importance in future professional life means that our private and our professional identities will become ever closer to each other. This in turn means that it will be all the more important to share the values of your employer.

Almost 90 percent think that it will be more important to share the values of your employer in future [1].

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Value-based customers, staff and organisations The changed view of work is a reason why values will become more important in the professional life of the future. But, values are also important when we as workers choose an employer, when we as customers choose a brand and when we as employers choose who we will employ [1].

As an employee or contractor, we want to work for an employer who has the same values as we do – this is important for our identity.

“More and more choose employers based on values. It is difficult to be passionate about something you don’t believe in” (Quote from the employee perspective in Kommunikatören 2017)

The customer cares more about values today as business becomes more and more personal. Clear values become a means to promote customer loyalty.

“Ever more aware customers demand that their suppliers practice what they preach” (Quote from the customer perspective in sKommunikatören 2017)

Employers want employees with similar values, as they are the best ambassadors for the brand.

All employees are representatives for their organisations. This spills over into the private sphere and on Facebook, Twitter etc.

(Quote from the employer perspective in Kommunikatören 2017)

Knowing when we are working or not will probably be more difficult to define in future.

However, when your work is based on what you are passionate about and when you are co-operating with people and organisations who share your values, maybe this does not matter so much.

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“Employers want employees with similar values, as they are the best ambassadors for the brand.”

KOMMUNIKATÖREN 2017

PHOTO BY EMILY DAHL, ARENSIKFOTOGRAFI

Linda Hรถrnfeldt

CEO and Founder of Influencers of Sweden

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Go in for what you find fun.

Linda Hörnfeldt, CEO and Founder of Influencers of Sweden: “Go in for what you find fun” Linda Hörnfeldt is CEO and Founder of Influencers of Sweden, a trade organisation for social-media influencers. Below she talks about the development of a new carrier opportunity, and turning a hobby into a profession.

From power factor to entrepreneur Being an influencer in social media is a relatively new type of job. Linda has been a blogger for 16 years, or since “blogs were babies” as she says herself. During this time, she has seen how the role as influencer has become more and more professional.

“Being a blogger in the beginning consisted basically of writing a diary on the net” says Linda. However, today we see several skillful Influencers building whole groups of companies based on their social media presence.

Linda started Influencers of Sweden in order to support influencers in professionalising their role. The organisation works to create the economic conditions required by influencers as well as spreading information and promoting the profession. Influencers have long been a power factor. What is new is that it is now possible to earn money and do business based on the role as influencer.

“Advertisers have realised that these are the people to work with. There has been a real boom. Now even influencers have realised that there are business opportunities,” says Linda.

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The boundary between a hobby and work is only in your head!

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Having your hobby as a job Being an influencer in social media almost always starts as a hobby. You share information about something you are passionate about and interested in. When the account grows and advertisers start showing interest the hobby can turn into something else. A challenge for many influencers is to begin to see themselves as professionals.

“The boundary between a hobby and work is only in your head. There is still a strong belief that if you think something is fun and you are good at it then you should not demand payment – as it seems too simple! However that is exactly what you should get paid for, as that is your special area of competence,” says Linda.

At the same time as the role is becoming more accepted as a profession, more and more influencers are exploring the possibilities of working directly with their followers.

They create their own brands, write books, and do business directly with their fans.

“In the future I think that more people will establish their own small media businesses where influencers create several different income streams. I think we will see an increased level of entrepreneurial thinking. These people already have fans, and more and more of them will see the possibilities of creating their own products or services that their fans want, instead of selling products from others,” says Linda.

At the same time she thinks that the co-operation with advertisers will continue, but with better quality. The influencer will be able to place new demands on the co-operation, which will be positive for future development.

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“Today there are several players who are too flexible with their brands. With a business model built on trust, the personal brand is everything. A more restrictive approach will lead to better quality in this type of co-operation and promote trust which will be a winwin for all parties,” says Linda.

Ease of recognition and ready availability Linda thinks that more and more people will see the opportunity to make a career as an influencer as there will be more success stories that people can relate to and recognise. The big difference today is that everyone has the possibility of making a career based on what they are good at. Earlier you probably good at either singing, acting or sport in order to be an influencer. Today you can just as well convert your interest in computer games, travel or food into a career. The ready availability and ease of recognition – this is for ordinary people just like me – is critical thinks Linda.

“The differences between influencers such as Beyoncé and Jay-Z and a social media influencer like Pewdiepie are noticeable. When Beyoncé and Jay-Z visited Disneyland the whole park was closed to the public. When Pewdiepie was there all his fans also wanted to be there to say hello. The ease of recognition and ready availability are crucial,” says Linda.

Even for Disneyland, the differences are noticeable. In the first case, it is costly to close the park for the visit, and the value is in the news that Beyoncé and Jay-Z visited Disneyland. In the second, Disney is seen as a player that the public can interact with in the same way as their idols. When the public flocks to see their idols, the income for Disney increases too.

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The boundary between a hobby and work is only in your head. There is still a strong belief that if you think something is fun and you are good at it then you should not demand payment – as it seems too simple! However that is exactly what you should get paid for, as that is your special area of competence.

As influencers become more available, not only will more people see the possibilities of a new career, also companies and organisations will need to re-think how they strengthen their brands and reach out to their target audiences.

So what is a job in the future?

So what will a job really be in the future? Linda thinks that work in the future will be independent of location and more often in the form of a project.

“Those that build highly functional work platforms will be winners. For example, the possibility to have a meeting in VR, seamlessly and without any time lag, a service that makes it feel like you are in the same room,” she says.

This would also give many more the possibility to work. Linda means that people, who for various reasons cannot do a 9 to 5 job, will now have the possibility to create a working life that suits them.

“It could apply to people with mental problems or physical disabilities who suddenly become available due to their competence,” she says.

She also sees the growing gig-economy as a huge opportunity. More and more consultant hubs will be created where people can work together in projects.

In Influencers of Sweden we already work in that way. We have access to so many qualities and skills in the network that we use for our projects.

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Your values are crucial What and whom we work with will be based on our values and form part of our personal brand. Linda agrees that private and professional identities will merge, a trend driven by social media in her view.

“This makes values crucial. I can’t work with people I do not like – and I do not need to,” says Linda. Long-term relationships are built with people I like who do good things. Linda emphasises the importance of building your own personal brand in the professional life of the future. Having clear values yourself and choosing whom you co-operate with based on those creates credibility. That is crucial, especially as an influencer says Linda.

“Go in for what you find fun. If it is fun then you will become good at it, and then it will be more rewarding. This is a positive spiral! You can in principle work with anything.

If you haven’t found your calling yet then keep looking,” she says. In future, fewer jobs will be Monday to Friday where you just do your time. More and more realise that if I do not like my job then I can do something about it.

However, creating a career based on your passion is not a walk in the park. Linda emphasises that you have to be prepared to work hard.

“You must make an effort – and you will do that when you like what you are doing,” she says.

Linda’s main tip for succeeding in future professional life is to be a good person. “Be empathic, be open as a person and with your knowledge, be fair and accommodating.

I believe in karma – if I give when I can, then I will get when I need,” she concludes.

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Be empathic, be open as a person and with your knowledge, be fair and accommodating.

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5 tips for success 1. Do what is fun Focus on what you want to do rather than on what you should do.

You will become more passionate about it, which will make collaboration with you attractive.

2. Know your values Be conscious about your values, and where you will not compromise.

Then you can find win-win collaborations.

3. Think multi In future professional lifewe will probably have more than one career. Maybe we have several different jobs in parallel or several different careers during our working lives. Ensure that you are equipped to explore several routes.

4. Dare to switch Changing jobs often is no longer seen as a problem. Today it is fine to change jobs often and to change both your job and your form of employment.

5. Identify your value Knowing your strengths and what you contribute with is a condition for co-operating in the competence clusters of the future.

Glossary Gig-artist: A person who choose to work on shorter assignments and projects instead of in permanent jobs. They are usually self-employed and are usually part of various networks.

Gig economy: The economy that develops as more people choose alternative forms of employment and shorter assignments. Usually services run by for example by Taskrabbit, Airbnb or Uber are called part of the gig economy.

Influencers: Individuals with many followers and therefore high levels of influence in social media or the blogosphere.

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4.

Constant development towards undefined goal

PHOTO BY ANDY BEALES

ls

Constant development towards undefined goals Stop and fall behind

+ -

Future professional life will require other competences, abilities and knowledge compared to today. And it will change quickly. However, the rapid rate of change is not something that scares people -65 per cent experience change as something positive [1].

Advantages with the rapid rate of change

[1]

1. I am learning new things 2. It gives me the feeling that everything is possible 3. The change gives me energy 4. It benefits diversity in working life 5. My personality fits better in the new working life

”Personally, I have got a new and fun job in an industry that I barely knew existed.

Purely thanks to the rapid changes.” (Kommunikatören 2017) Disadvantages with the rapid rate of change 1. I feel stressed 2. It takes up a lot of my working hours 3. I do not have time to reflect 4. I have to change the way I am 5. I have to adjust my way of working

“Everyone may not be able to keep up” (Kommunikatören 2017)

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[1]

Fewer people sitting inside with truths, which breaks up the old power structures.

KOMMUNIKATÖREN 2017

When we have to develop into

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something undefined, once again values will play a major role as a guide and navigator.

KOMMUNIKATĂ–REN 2017

Despite the dramatic changes in working life predicted by the intrusion of robots and artificial intelligence, few fear losing their job. Only 14 per cent answer that they are afraid of losing their job due to the rapid changes [1]. However, many point out that there is a great possibility that their jobs are going to change [1]. We simply seem to be sure that we need to develop and that we will manage it, but we do not know what we will develop into.

Developing into something not yet known will characterise the working life of the future.

In order to keep up with the new working life, it requires that we develop constantly and keep moving - even though we do not know what we are developing towards.

The effect is that those of us, who may think that working life is good as it is and choose to settle, will experience that they end up falling behind when everyone else is moving forward. Stagnation becomes the same as regression, and status quo is no longer an option.

Strength-based development When we are expected to develop into something undefined, it becomes even more important to start from the resources we already have. For each individual, it is about taking care of and building on their strengths. Identifying and further developing our unique mix of strengths and competencies, and applying it in a way that creates value based on the new prerequisites, is the key to success.

Good-bye long-term goals When we have to develop into something unknown, values will play a major role as a guide and navigator. Also, the importance of a clear destination or goal is reduced; simply because it cannot be foreseen. Instead, it is our values and our mission, our purpose, which sets the direction for our professional development.

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Annika Castwall Founder Kitlab

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It is important to be well trained.

Annika Castwall, Founder Kitlab: ”It is important to be well trained” At Kitlab, we work to help leaders to drive change, and above all the change of behaviour, to achieve the organisation’s goals. Here, founder Annika Castwall, provides her view on what is needed to cope and succeed at constant change.

Choose development and cope with change We often talk about change in a negative way, which is not so strange because change is associated with an unknown that can create fear and uncertainty. This is actually totally unnecessary. Even if research on the brain has confirmed that we are strongly influenced by our fears - something that we have known for a long time - change is a something completely natural. Change is around us, all the time; we grow older, the seasons change, our appointments change from one day to another... ”With this approach, constant change becomes only way to feel secure. When time stops, then we have every reason to be worried! ”Annika says. Change and fear often hang together in the same way as security and development. It is like a seesaw; we can choose to feel safe or scared, choose to see development or change.

Understanding keeps us calm and allows us to make choices Annika tells us that understanding of how the brain works has made her calm and helped her become aware of why she reacts the way she does - and why others react the way they do. The brain is part of us and we have got the ability to control it.

Annika talks more about choice.

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�The vision has to reflect customer benefits and create feelings, in that way it engages both employees and customers.�

”Our brain allows us to make choices. We have a millisecond to identify a thought and then reflect; is this thought a feeling or a fact, and is it dangerous? She says that the thought process gives us an opportunity to choose how we are going to act. When the manager announces that the department is to be shut down, I can choose to either see myself as a victim and get stressed, or I can choose to see the situation as an opportunity. At the same time we need to respect the fears we feel and see they give us information. In some situations we may not be able to choose as factors we cannot control create chaos around us. Nevertheless, we can always choose how we relate to things.”

Annika sees both advantages and disadvantages with the rapid rate of change. Change creates uncertainty, while at the same time giving room for new thinking and learning. ”A disadvantage with the pace of change is that it creates stress and worry. The prerequisites for running certain types of businesses are disappearing, while at the same time providing the opportunity for brand new companies to be created,” she says.

“We see threats or opportunities and it is my attitude that will determine if I get stressed or if I feel - Yes! An opportunity is being created and good things can happen!”

Create commitment with a clear vision and short-term goals Because we as individuals want to be involved in developing the business, a clear and engaging vision is needed so that everyone knows how they are supposed to work and why. ’We are expanding to 100 million’ does not work as a vision. The vision must reflect customer benefits and create feelings, in that way it engages both employees and customers, Annika says.

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We also need to have goals. The goals should be short-term because of the rapid rate of change. Short-term goals also give us more occasions to celebrate our success.

Then our internal reward system gives us a sense of well-being, which motivates us to continue. Continuing to establish short-term goals also gives us adaptability that makes it easier to reach long-term goals. It is harder to achieve a few long-term goals than several short-term ones, according to Annika. ”We can learn from fast-growing companies who are good at having a few short-term goals. Objectives give employees the opportunity to contribute – and we all want that.

Most of us want to have fun at work and therefore we want to contribute and develop,” she says.

We have to take care of ourselves, both physically and mentally.

”

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‌

and learn to acknowledge yourself and others.

Make sure you are well trained...

So what is needed for us to grow and be successful in an ever-changing working environment? Annika believes that we must take care of ourselves, both physically and mentally. ”Being well trained (fitness, yoga, training) is an important factor in managing stress and anxiety. We need to be able to sort out what is going on around us, both at work and at home, ”Annika says.

Being physically well trained helps us to cope with mental stress and vice versa she continues.

- You need to feel well. Even though the manager has responsibility for the working environment for eight hours a day, you are responsible 24 hours a day, Annika says. ... and learn to acknowledge yourself and others Another thing that makes us feel good is when we are acknowledged. But in future professional life we cannot rely on the acknowledgement we need coming from the manager. We are more likely to work on shorter assignments and thus change context more often. Therefore, we need to develop ways to acknowledge what we like among others and thereby also for ourselves. ”We need to be kind at work and care about our colleagues. In flat organisations where people move in and out, it becomes harder to get acknowledgement. Therefore, it is important that we all care and take responsibility and accept each other, ”Annika says.

For example, listen when colleagues talk, keep deadlines, communicate difficulties in time or ask for help. Just asking for help can allow the person we ask to feel acknowledged.

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The choice is yours Annika highlights the approach again and claims that responsibility is another example of something that is often negatively charged and perceived as difficult. ”But responsibility is really an opportunity. An opportunity for me to influence,“ she says.

Sometimes it may be nice when someone else tells us what to do, but ultimately it is our own responsibility to make sure that we feel all right, learn new things, develop and contribute to the organisation.

“If you do not know what the goals are or how to contribute, ask. Everyone needs to have goals in order to have a direction to work towards, be able to prioritise and make decisions in everyday life. And if the answer is unclear to you, create your own so that you know how to direct your energy,” Annika says.

Finally, Annika turns back to our ability to make choices. By being aware of what we feel and reflecting on whether the feeling is just a feeling or if it is substantiated by facts, we can make a choice on how we want to act. But it requires effort. ”We choose how we want to look at change, if we want to see it as something positive or negative. In order to be conscious about our reactions and to reflect, we need to be mentally and physically prepared, “she concludes.

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5 tips for success 1. Be curious!

Let your development be steered by desire and not fear. Curiosity is the key.

2. Start from what you have By taking care of and building up your strengths, you make sure you are prepared to meet an undefined future.

3. Contribute to a welcoming culture that promotes creativity There is a need for a secure starting point to have the ability to change. Make sure you have a secure base to start from.

4. Focus on your potential Focus on what you would like to do in the future and on your potential instead of looking back and doing what you have always done.

5. Make time for reflection Finding opportunities for reflection becomes necessary to have the energy to change.

5.

The Future Workplace

PHOTO BY KALEN EMSLEY

The Future Workplace In the future professional life jobs will be about value creation. A consequence is that the workplace will be the place that lets you transmit your passion and knowledge to others.

The office as a workplace was already out-dated in the nineties. And for a sustainable working life large, mostly empty, office spaces will be unsustainable. They also create largely empty city centres after six o clock. Instead, the workplace has moved home or to a cafĂŠ, and all respectable cafĂŠs have free Wi-Fi and electrical sockets available.

But where will we work in the future? We will probably have several different workplaces depending on what we want to achieve and in what phase of a project we are.

Here we present five possible workplaces for the professional life of the future.

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The Gym More and more realise the importance of physical activity for well-being, sustainability and performance. To cope with a high work rate we need to be fit. And to have time to get fit it is practical to work at the gym. The gym will therefor become a natural workplace. Here, in addition to training possibilities, there is healthy food, energy boosts and the advantage of not having to change clothes to shift focus – in the office gym it is okay to wear trainers all day. In the US there are already gyms that offer working stations with electrical sockets and meeting facilities to use between morning yoga and weight lifting of the afternoon. When will Sweden’s first office gym open?

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PHOTO BY SCOTT WEBB

PHOTO BY LUKASZ SZMIGIEL

The forest The sun and the wind have given strength to humanity since time began. In our times they also give us electricity. With an appliance for renewable energy from the sun, Wi-Fi in Google’s hot air balloons and a cloud-based archive and storage; all give the forest the perfect conditions for hectic professional working life in the future.

Being outdoors in a natural environment gives us a calm feeling that is difficult to match. In the forest, thoughts are given a chance to grow. When the forest gives you the infrastructure your work requires – as well as inspiration - it transforms it into the perfect place to grow and develop new perspectives.

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The Cathedral Long have we limited ourselves to small office cubes at work, despite the fact that big ideas require big spaces. At the same time, in our secular society there are many elegant rooms that today are under-used. In the cathedral there is space for great visions and crazy creativity. Instead of empty church halls, we will in the future see entrepreneurs meet and together work on different projects. This is the perfect place for the person who really believes in their idea.

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PHOTO BY MICHAEL B BECKWITH

PHOTO BY HAUKE IRRGANG

The Satellite In our connected world some of us will from time to time experience information overload. We will therefore require a secluded and isolated workplace. In satellites, individuals or teams will isolate themselves to focus on their inner creativity – the creativity that requires the absence of outside impressions. There, time for reflection and introspective monologue will be available. In its most extreme form, this probably takes the shape of a satellite shot out in orbit, or a tiny submarine in the darkest depths of the Mariana Trench. An everyday example could be an “impression-free” cube with an aluminium ceiling – and trendiest on AirBnb will be the countryside cottage in the north of Sweden, perfect for team hangouts or deluxe time for reflection.

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The Community The opposite of the satellite is the community. Here, the parole is sharing is caring.

The climate is open, everyone comes along, and ideas are bounced around and developed together. Think of when you drew a character where you only drew the head, folded the paper and let the next person draw the body. The difference compared to, for example, lean, is that here there is no correct answer, no set goals to work towards. It is instead about finding new solutions by opening up and gathering as many perspectives as possible. Because nobody had thought before-hand that we would create a new delivery service for nut cakes by crossing a squirrel’s head with the body of a baker standing on a hoverboard.

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PHOTO BY TOA HEFTIBA

Suggestions for new workplaces

The gym chain Equinox is one of the first to invest in workplaces at the gym.

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This church of entrepreneurs in Stockholm turned its church halls into a co-working space for entrepreneurs.

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ŠHammer & Hanborg March 2018 Source: (1) KommunikatÜren 2017 Design: Kikki HÜgberg, kikki@kikkihogberg.se Photographer stated next to each photo.