Disqus
So here’s a different one – O2, the popular UK operator, has been doing some research, and speaking to some of the companies it serves on its network. The result of all of this is a report that consists of the output of interviews with 500 senior executives, along with futurologists, academics, and business bodies.
As the communications partner to many of the UK’s largest employers, we have been working with The Future Laboratory, one of the UK’s leading consultancies for trend forecasting and business insight, on a cutting-edge report to better understand the forces driving this change. It reveals that the recession has forced senior leaders to develop a clearer picture of their own business strategy and the majority now prioritise future growth plans over short-term considerations.
In fact, the report has uncovered four big changes in the way large enterprises will do things post-recession:
Technology-driven transparency
Advancements in new technologies have a huge role to play, and those stealing a march in this new decade are already using the latest technology to become more transparent, agile and connected.
In touch with the public
Being in touch with the public isn’t about selling more product, but harnessing knowledge to develop new ways of thinking. In fact, 40 per cent of those we spoke to said that they’d actually turn to the public first and foremost when faced with change in the future.
Ethical rather than environmentally friendly
Ethical practices are now viewed far more highly by executives than being environmentally friendly, and it’s clear that organisations of the future will have to act within their communities and behave in a community minded way.
Feminine touch for success
The public and private sector now feels that either employing more women, or nurturing lateral mindedness in men, is key to survival. The research proves that it makes good business sense in an economic era that relies heavily on collaboration, communication and teamwork – all attributes associated more with our female colleagues. These changes will challenge many, but the nature of a turbulent future, full of change and tension, will enforce this new organisational makeup.
So there you go – what do we think? If the data really is that good (as O2 are claiming), then is this a partial blueprint on how to operate in today’s challenging commercial environments?
About The Author
Ben Robinson
Ben is a 10+ year veteran of the Mobile industry – starting his career when SMS was a still a relatively new concept for most people (!), he has now consulted on everything from bleeding-edge Mobile content, to the next-gen accessories you might view it on. As a result he has a broad and deep knowledge in numerous areas of Mobile – from network operators to device vendors, to infrastructure and middleware vendors (not to mention content delivery) – and has worked for companies in all of these areas! He is based in the UK, a hotbed of activity for mobile, and recently became a father for the second time – as oppose to in his younger years when he was happy spend time tweaking all manner of mobile devices to 'nth' degree, he now looks for services and hardware that provide the most efficient, compact, and reliable improvements to his already manic life! It’s his opinion that Mobile solutions should be there to help to make your life better – if a particular solution (be it service or device) isn’t doing this, he believes you need to ask the very important question of why you continue to use it... His focus at IntoMobile is mainly on Mobile content, services, and infrastructure, particularly as regards the UK market – and with the occasional look at devices. Additionally, using his extensive experience in the industry, he will provide commentary on the industry at large, with regular (and hopefully thought-provoking) articles.
