3. Challenges Organizations face
• Supporting work-life balance,
• Attracting and retaining talent,
• Improving job satisfaction and
• Managing global deployment
To meet these challenges effectively, companies are
increasingly embracing mobile work strategies.
4. Defining the Mobile Worker
Busting the 3 Myths
MYTH #1 : Mobile workers are young females
TRUTH: Most mobile workers are more than 40
years old, 65/35 male-to-female ratio
MYTH #2 : Mobile workers are mainly technology workers
performing individual, lower-skilled tasks
TRUTH: Most mobile workers occupy professional,
managerial and executive positions
MYTH #3 : Only specialist workers (e.g., salespeople, auditors,
consultants) spend significant periods away from the office
TRUTH: All levels of staff in an organization are
working outside the office (with customers)
5. Knowledge & Mobile Workers
Over 40% in Managerial positions
•
•
•
•
•
Leaders (13.3%)
Consultants (13.1%)
Problem Solvers (8.2%)
Coordinators (7.5%)
Subject-Matter Experts (6.5%)
• Mature: 65% were more than 40 years old
• Family-oriented: 82% were married or living
with a partner
• Hardworking: 75% were working more than 40
hours per week
• Professionals: More than 80% held
professional, managerial or executive positions
6. Where is the mobile Office ?
need for team
space at
primary
location
Need for
conference
room space
No need for
individual space
at employer
locations
Mobile Workers …
do their best independent work at home
find collaboration to be positive
Could use social enterprise toolset
7. The Mobile Knowledge Worker’s
Challenge
Focus on his work
Share
Knowledge
Keep up with
Team
Be part of the Social
Enterprise
8. Cost of Knowledge Sharing in the
Enterprise Mobile Workforce
Problem #1 : Fragmented communication and
collaboration tools for knowledge sharing
$26,250
Per Year / Per
Employee
Cost of using fragmented services for knowledge workers
Contacting People
Scheduling meetings
14hrs a
week
Duplicating Communication
Finding Key Information
59minutes
26minutes
31minutes
54minutes
Problem #2: No motivation to share valuable tacit
knowledge?
9. Knowledge in the Social Enterprise:
Your network in and out of the company
conferencing
E-mail
Chat
Other
s
Workspace
Voice Chat
Who You Don’t Know
In Your Company
10. New Knowledge Sharing tools
Legal
Financial services
Construction
Energy/
Oil
Business Consulting
Pharmaceutical
11. The 4 steps to Knowledge Sharing
GET RESULTS
help employees
effectively
share and capture
knowledge across
departments
help managers
motivate
professionals
to share
knowledge and
monitor it
1
Identify the right internal
experts, and approach
them at the right time
Search for and ‘connect’ people
Light-weight but powerful realtime communication and
collaboration tools
2
Communication Toolset
Record, edit, curate and
share valuable
knowledge with ease
3
Knowledge Capture and Re-use
View personal and departmental
knowledge sharing activities and
objectives.
4
Analytics
12. Knowledge + Mobile = Performance
•
Knowledge Transfer Impacts Performance
•
Mobility Amplifies Synchronous Knowledge Sharing
There is now disruption on how individual knowledge
workers apply knowledge processes to support their dayto-day work activities (problem solving) and learning
practices.
The future is interesting…
13. Thank you
Contact :
Sotiris Karagiannis
IT Architect
Director of Commercial Operations, N. & W. Greece, Space Hellas S.A.
Email : skar@space.gr
Twitter : @skaragiannis
Linkedin: http://linkedin.com/in/karagiannis
