High-Quality Food Service is a “Soft” Benefit in High Demand
The Official Publication of the Corporate Facilities Council
Either a building is part of a place or it is not. Once that kinship is there, time will only make it stronger.
Bobby R. LaRon, M.S.
Oregon Public Broadcasting
Scott Lang, CFM
Sue Thompson, CFM
Facility Magazine, the official publication of Corporate Facilities Council, is published quarterly.
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the wrong focus
Buck Fisher, CFM, IFMA Fellow
Facilities Management & Operations Assessment
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Wells Fargo Bank
Melodee Wagen, MCR
Workspace Strategies, Inc.
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From Your President
News & Events
Building the Future with the Fourth Industrial Revolution
Defining Future Workspaces
Wayne Whitzell, LEED AP, BEP, GBO
Matthew Kutzler, PE, CDT
Facility Engineering Associates
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Joe Selby, CFM
Wells Fargo Bank
Immediate Past President
Beth Osgood, CFM
Scott Rains is a Facility Manager with Medxcel Facilities and a former president of IFMA's Wichita chapter.
I believe I will never forget the year I took my position as new president of the Corporate Facilities Council was 2020—the year of COVID-19. This will not be remembered as a year in which we did the same cycle of tasks and projects that each season typically brings. Everything was upended and, for many, continues to be. We are all having to utilize muscles we may have never activated and learn to go with a flow that is unpredictable, sometimes frustrating—with a whole lot of “hurry up and wait” involved.
The truth is it is for just this kind of event that facility management has the opportunity to shows what it’s made of. We are a group of professionals with a tremendous wealth of experiences and knowledge, and through IFMA we have a way to share these things and become more proficient, more prepared, more able to handle anything thrown at us. We are the people who manage during and after a disaster, and once it’s passed, we document in preparation for the future. We are the employees who, along with few others in our organizations, are “on” all the time. Even during periods this past summer when a great number of us had yet to get back to our day-to-day tasks, and weren’t going back to the office for another five or six months (or yet!), the relative quiet of working from home doesn’t mean buildings and their systems stop needing maintenance and service. Alarms still go off. HVAC systems still have issues. Cleaning and disinfecting have become more important than ever before. We are creating new pathways for ourselves as we figure out “what’s next?” with our corporate partners and establish the value we bring to the table.
Well into our program year, we’re back on track with this online magazine, and it provides me the opportunity to publicly thank some great people: Beth Osgood for her service to the council, now as immediate past president. Sarah Wortman has taken on the role of vice president and Wayne Whitzell joined us as secretary of the council while continuing as programs chair, and Joe Selby stays on as treasurer. We are grateful for those who offer their time and energy to the Corporate Facilities Council.
We do this because we love the profession and we know we can be a resource for IFMA members who manage office environments.
There is much to do in 2021, so let’s proceed!
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By Brina Martens
Defining Future Workspaces
The New Workplace Lexicon
The workplace is evolving. As a result, so too must the terms we use to define it.
According to the Harvard Business Review, workspaces are both a 'reflection and projection of company culture.' And there's no denying COVID-19 has significantly influenced this new normal in shaping the future of workspace design.
Although 2020 has seen an enormous rise in remote work due to COVID-19, it's clear employees still prefer the option to work from the office. Office work has clear benefits for employers, too, with a recent study showing a work-related request made in person is 34-times more effective than a request made via email. We've spoken before about the impact of workspace design on employee culture and business success. Below, we define some key terms added to the workplace lexicon.
An activity-based workplace or workspace (ABW) is a space within an office that directly reflects the work. Activity-based workspaces encourage movement throughout the workday and can affect major improvements to employee productivity, engagement, and job satisfaction.
Most of the standard office layouts we're familiar with were designed long before wireless technology was used withregularity. But Wi-Fi means we no longer need to be stationed in one place as used to be common practice up until the past decade.
Activity-based workspaces move away from the traditional 9-to-5 stuck-at-a-desk model of the past. Instead, they encourage free movement, face-to-face contact, flexibility, and collaboration.
An activity-based workspace can take many forms but should always have space for quiet, deep work (this could be in closed offices or cubicles) and areas to talk, collaborate, and create.
The key is flexibility. Employees should feel mobile and free to move between spaces depending on their needs. This model is most effective when combined with a work-from-home option for days when workers need quiet and focus.
The flexibility works for companies, too, reducing the number of required desks and significantly decreasing overheads. It can also foster creativity and encourage relationship building. Companies like have talked about the productivity improvements and cost reductions they saw after introducing an activity-based model.
However, activity-based working does present some challenges. For example, it can represent a significant shift from how things have been done in the past. To organizations and workers used to the traditional, desk-based work environment, it might seem a little 'out there' at first.
Communication, planning, and thoughtful design are vital to getting buy-in from executives or c-suite employees. Tools like the OfficeSpace Move Manager and Visual Directory can help communicate change, and Space Management can help you understand your traffic flow and space utilization.
According to the Advanced Workplace, an agile organization is defined as "a business that has implemented specific strategic decisions that enable flexible working, in and out of the physical workspace." This work style gives employees the freedom to work in a way that's conducive to maximum productivity.
Agile working can mean different things to different organizations. This kind of work style focuses on collaborative spaces that can transform per changing needs.
An agile office allows dynamic and flexible working conditions so organizations and workers can quickly adapt to the latest health guidance and restrictions or changes in project requirements. An important note: Agile working isn't to be confused with the similarly-named agile methodology, which is a project management framework.
Chris Hood, director of Advanced Workplace, says agile workspaces give workers the ability to 'make spur-of-the-moment choices as to where, when, and with whom they work,' letting go of the perception that workers are tied to a desk. In some businesses, this might mean an activity-based model, or it could take it further by making the workspace completely 'free address' with no assigned seats.
Fewer desks mean companies can reduce overheads and spend money on a better workplace experience. As with all significant changes, strategic planning, clear communication, and careful monitoring are crucial to success.
Office neighborhoods are areas of an office dedicated to specific departments or functions. In other words, office neighborhoods are to your office space as neighborhoods are to cities.
Office neighborhoods are like city neighborhoods—areas of the office dedicated to specific teams or functions. Based on urban physics principles, office neighborhoods are collaborative, needs-based communities, taking activity-based working to the next level.
At first glance, this sounds similar to how most traditional offices are structured (i.e., teams sit in different areas), but neighborhood spaces are quite different. The difference is that spaces are designed for teams' specific needs. A design team may have fun, open spaces that foster creativity, while accounting might have quiet desks with enclosed rooms for focus work. A team that spends lots of time off-site may have a small number of hot desks, plus a lounge area for workers to congregate and catch up when they're in the office.
Citi is a fan of the neighborhood approach, with company leaders citing increased collaborative problem-solving capacities since its introduction.
Without a dedicated desk for every worker, companies can save space and reduce overheads while increasing productivity, engagement, and happiness.
Transitioning to a neighborhood set up (and reaping the significant benefits) is a big undertaking, especially as the concept is new to many.
An open office space is a workspace without walls for offices or cubicles. Employees typically work in the same, large room,typically with the aim to spur communication and collaboration in a team environment.
Open offices boomed in popularity in the second half of the 20th century. Think big open spaces with lots of desks, plus a few meeting and break-out areas. Although a lack of walls is meant to foster collaboration, countless studies show they reduce face-to-face interactions by up to 70%. Fully open-office floor plans have attracted criticism for their lack of privacy, high potential for disruption, and noisiness. Without thoughtful design, they can hamper productivity.
Despite their drawbacks, open offices are undeniably very cost-effective. The lack of individual offices maximizes available real estate so that a single space can accommodate many workers. You can learn more about the pros and cons of open offices in this article.
A collaborative workspace is an office where employees from different companies work in one space. Collaborative workspaces allow workers from multiple companies to share the same space. This could be a coworking space or a landlord letting one office to more than one organization.
Collaboration is an excellent option for smaller businesses. They reap the benefits of activity-based spaces and agile offices without the employee numbers or budget to justify their own space.
Also, workplace collaboration with other organizations offers a range of benefits. Teams can access office locations, facilities, and networking opportunities they wouldn't otherwise have access to without this arrangement. In some coworking and collaborative spaces, this includes perks like coffee bars, meeting rooms with state of the art equipment, and networking nights.
Collaboration also brings substantial cost savings, flexibility, and fluidity as businesses scale. On the flip side, businesses need to consider the lack of ownership and control—you can't always choose your neighbors!
Remote work is work that is done somewhere other than a company-provided office space. Typically, remote work is done from an employee’s home or from a remote location like a coffee shop or library.
One of the most notable features of COVID-19 is the increased prevalence of remote work. This is a change that's here to stay.
Companies can still foster a great employee experience with careful planning, even with their team working remotely. Remote working can bring similar benefits to activity-based workspaces. Workers have the flexibility to work where they feel most productive—whether it be in a coffee shop or a desk at home.
Remote work certainly reduces company overheads, but it does bring challenges. Organizations must ensure workers have everything they need to work safely, efficiently, and ergonomically from home. This often requires facilities managers to purchase additional equipment and develop more robust asset management processes.
But the key challenges are communication and connectivity. Keeping office and remote workers connected can be challenging, but luckily we have a wealth of digital communication tools at our fingertips.
Hybrid workforces and shift work
Shift seating refers to employees occupying the workspace in shifts while at assigned desks.
A hybrid workforce blends remote and in-office working. This could be via shift work or under an arrangement where some employees work permanently from the office, and others work permanently from home.
Shift work is an excellent option for introducing hybrid workforces. In a shift work setting, workers are split into groups. Some workers are in the office on specific days or weeks while the others work from home, and vice versa.
For example, you could have an 'A' team, working in the office two weeks per month and two weeks from home, alternating with the 'B' team. This means all workers get some collaborative, in-office time, but they also have time in the home office for focused, deep work.
Hybrid workforces can significantly reduce overheads, with less desk space required. And shift work brings plenty of benefits for the company too—with fewer workers in the office at any one time, facilities managers can effectively manage physical distancing requirements and cleaning schedules.
Despite the clear benefits, shift work can be logistically tricky to introduce. This is where software like OfficeSpace comes in, with handy tools including the Visual Directory, Desk Booking, and desk check-in sensors. In this post, we explain strategies for balancing in-office work with remote work in more detail.
Workplace Distancing Workspace
Workplace distancing refers to maintaining a physical distance of 6 feet (2 meters) from employee to employee within a workplace or office environment.
Physical distancing is now an unavoidable feature of office life. For facilities managers, physical distancing means reducing your office's operational capacity to allow a six-foot radius per person.
Facility managers can enhance their physical distancing measures by combining the methods we've discussed, including shift work, hybrid work, and remote working. Not only does physical distancing reduce the risk of an office-wide outbreak, but it also ensures employees feel safer and more confident, reducing their re-entry anxiety.
Floor plans need to be measured, mapped, and redesigned with the six-foot radius in mind to enable a physically distanced workspace. OfficeSpace Software includes an AI-enabled Distancing Planner to help you accurately plan your physically distanced space, as well as visualization tools to help employees get used to their newly changed surroundings.
The dynamic workspace
A dynamic workplace includes furniture and collaborative spaces that can easily be reconfigured to meet the company's current needs. But what makes a workplace truly dynamic is the technology and tools that power it, which should fit a company’s unique needs. This workplace model is flexible to accommodate specific precautions without compromising on productivity.
The dynamic workspace shares similarities with the activity-based workspace, but genuinely dynamic workspaces are set apart by technology use. They are designed with flexibility and a rotating workforce in mind; they're not intended for all workers to be in the office five days per week.
By definition, dynamic spaces are both agile and adaptable. They integrate in-office and remote workers so they can use technology to collaborate and work together seamlessly.
To be truly dynamic, facilities managers must utilize technology and software to plan, monitor efficiently, and adapt. OfficeSpace Software includes a range of robust solutions to transition from a traditional to a dynamic workplace model, including the Space Management tool and Visual Directory.
Embrace the technology-driven, ever-changing workplace
No matter which workspace model (or combination of models) your organization chooses, communication is vital. Always aim to over-communicate plans and changes, and don't be afraid to consult and check-in with workers to make these communications a two-way discussion.
Brina Martens is an Account Executive with OfficeSpace Software.
The Next Big Catastrophe
Four years ago, in an article I posted on LinkedIn, I wrote this:
“Finally, with all of the constant talk of technology, we must keep in mind some things are not going to be endlessly possible. The grid will fail someday, somewhere, either by terrorist attack or natural disaster. It is entirely possible entire regions will be plunged into 19th-century realities when the electrical grid goes down. If technology is not at our disposal, how will we do business? We won't be able to sit at home and, most likely, at some point we won't want to. We will want to see what we can contribute to getting the business back on its feet. We will want to see how others have fared, and to participate in rebuilding with the new realities. Figuring out how to communicate in the most fundamental of ways, ways that put us face-to-face or handwritten-letter-to-open-eyes, will be a gargantuan task. We have to remember the human touch is still extremely important, and may be, when things get tough, all we have to give.”
My article, which I titled “My big thought on workplace interactions,” advocated for the physical workplace. Basing my thoughts on a 1977 book by Thomas J. Allen called Managing the Flow of Technology, in which he noted we are four times as likely to communicate regularly with someone sitting six feet away from us as with someone sixty feet away, and we almost never communicate with people we don’t see regularly. This came to be known as the “Allen Curve” and has continued to be confirmed by research.
Well, isn’t that being turned on its head? Only the failure of our electrical grid could be more catastrophic than what is being played out day to day in our present reality. We aren’t allowed the human touch right now, not in the ways we are used to, and going forward many will be too frightened (or merely more aware of others’ sensitivities) to ever be as touchy-feely as they might have once been.
We see how good technology and the accessibility to it has skyrocketed in importance: more than 300 million people were on Zoom meetings on April 21st, testifying to the need we have to see and connect in some way, whether for business or for personal reasons. We have discovered in this shocking and disheartening time that many can continue to do business, and even thrive. Sellers of personal protective equipment are flourishing. Manufacturers have reconfigured to make masks and gowns, distilleries are making hand sanitizer, online merchants of all stripes are seeing record numbers. But we wonder if our favorite salad shop will reopen when our states begin to relax restrictions, whether our beloved barber or hairdresser will have been able to weather this thing. We can only hope we can help them get back into whatever is left to swing by using our purchasing power.
I personally have loved working from home, and my company will, like many of its kind, implement new policies allowing much more of it. We all knew this was the future of work; we’ve talked about it since before wireless communication was invented. Once it became a fact of life, only those who could not accept that presence had nothing to do with performance or productivity held back the inevitable. Now they cannot deny their employees are showing willingness and desire to do the work that keeps a paycheck coming.
We need to get on top of planning for grid failure, because the loss of technology that allows for this increased productivity could be the next big catastrophe. I believe we have untold ingenuity, and I’ll bet someone is already on it. (Does anyone know why we don’t hear our governments talking about it?) If I can’t have the human touch, I will need the virtual kind: a face, eyes to look into, tears shed together over a camera, a voice to reassure me that I am not the only one still wanting to engage. The touch of empathy and the expression of love are important now, and will always be, and may be, in the next big terrible thing, all we have to give.
Sue Thompson is the editor of Facility, the current president of the IFMA Delaware chapter, a past president of the CFC, and AVP, Facilities Manager at Radian Guaranty Inc.
Over the last few years, I’ve tried my hand at gardening. No matter how good my intentions, something always goes wrong. I’ll spend a weekend elbow-deep in the dirt, planting vegetables and imagining summer salads made entirely from my garden. But then I end up with dry, dead stems. It starts to get frustrating. I harvest olives every year — I should be good at this! My wife pointed out that when we go to my hometown for the olive harvest, that’s all I have to do. My attention is completely on the task at hand. At home, my attention is pulled in a million different directions. It’s hard to pay attention to germination schedules when there’s so much else going on.
By paying attention to the things that matter to you, you’re investing in yourself, your goals, and your future. It sounds obvious, but it’s harder to implement day-to-day. There are the usual distractions: like email, social media, and meetings. More recently, with the COVID-19 pandemic, I find myself checking news feeds more than ever and dealing with the additional distractions of working from home — and I’m sure I’m not alone.
As leaders, we’re pulled in a lot of directions at once. We engage with our teams at work, with our families, and with our communities. We stay informed by reading articles and listening to podcasts. We fulfill our responsibilities by going to meetings, responding to emails, and picking up our kids from baseball practice.
So, how can we balance external demands with work that we care about?
Take back control
You can either control your attention, or it will control you. You’re either proactively deciding what’s important to you, or you’re responding to outside forces, whether that’s agreeing to meetings or looking at your push notifications at dinner. It can be difficult to say no or not engage with technology and people who are vying for your attention. But, if you say yes to everything, you’re letting someone else dictate your priorities.
Here are some strategies for controlling your attention.
Set professional boundaries
Boundaries are essential in all relationships, personal and professional. Often, when we hear the word “boundary,” we think of a restriction or distancing measure. But boundaries are about setting limits, which gives us a better sense of autonomy, that way we can more effectively engage with others.
Defining our boundaries in the workplace — for example, who’s responsible for what — enables us to hold each other accountable and be more effective in our roles. Another important boundary is managing your calendar. Schedule independent work time like you would an important meeting with yourself. It may initially feel like you’re making yourself being less available, but protecting your time prevents burnout and gives you the time to turn your attention to more impactful work.
Set personal boundaries, too
Sometimes, when a coworker is also a trusted friend or confidant, it can be hard to follow your own rules on emotional boundaries, and we end up taking things too personally. If you’re discussing a project, for example, set expectations for the conversation in advance. Be specific about what kind of feedback you’re looking for and listen for the same from your colleagues. Every relationship is a little different, but leading with kindness is always a good idea.
Learn to say ‘no’
Being kind doesn’t mean always saying yes. Saying yes to everything dilutes the amount of time you can spend on your high priority projects. You can say no while being helpful, understanding, and nice — but not too nice. It’s okay to be firm. You don’t need an excuse. You are allowed to protect your own time and attention. For me, every time I have to say no to something, I am mindful of why, which helps me refocus on what I care about, not what I’m leaving behind.
Beyond the office
The startup mentality makes it seem like we always have to be “on” — even our hobbies should be making us money. But paying meaningful attention to your non-work priorities is crucial, too. A well-rounded life requires cultivating meaningful relationships and quality rest.
When you are socializing, make the interactions more meaningful. Be mindful and present in the moments with your friends and family — while the point isn’t to make you a better manager per se, it does help. Put down your phone and let yourself be silly or sentimental. The hustle can wait.
When you’re resting, really rest. It’s one of the first things to drop if you aren’t paying attention, but it’s critical for your performance at work. Read for pleasure, listen to music, daydream or just sleep.
And get in the habit of stashing your smartphone out of sight. Our phones are persistent distractions whenever they’re near us. Alerts and notifications immediately pull your attention from your task at hand, even if you ignore them. Let your technology work for you rather than the other way around.
You can’t control what happens in your life, but you can control how you react to it. By focusing your attention on what matters to you, you’re far more likely to make progress toward your goals, no matter what life throws your way.
Aytekin Tank is the Founder and CEO of JotForm. A developer by trade but a storyteller by heart, he writes about his journey as an entrepreneur and shares advice for other startups. This article was originally published here.
By Aytekin Tank
You’re focusing on the wrong things
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Abdulelah Aljabri, M.Arch., PMP Aljomaih Automotive Company Ltd.
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New Member Welcome
You say you want a revolution?
You’re in the middle of it at this exact moment. The fourth industrial revolution, known as Industry 4.0, is out there changing the way we work and live. Industry 4.0 builds upon our lengthy history of disruptive technology. Steam and water power forever changed production techniques during the first industrial revolution, and the second wave came hot on its heels with the additions of electricity, assembly lines, and the first railroads. Industry 3.0 was sparked by the creation of mainframe computing, and spawned automation.
Industry 4.0. significantly advances everything we gained from Industry 3.0, giving us autonomous cyber-physical systems and big data.
The term “Industry 4.0” was coined by German engineer Klaus Schwab in his 2016 book, The Fourth Industrial Revolution. The World Economic Forum describes it as “a range of new technologies that are fusing the physical, digital and biological worlds, impacting all disciplines, economies and industries, and even challenging ideas about what it means to be human.”
What does Industry 4.0 mean for the built environment?
The recent technological leaps and bounds are disrupting the entire face of industry (hence the ‘revolution’ moniker). The way buildings are designed, constructed, operated, and maintained must adapt to include both new technology and future iterations. Smart buildings are capable of sharing performance data between networked devices, which allows for more granular and consistent control over the complete infrastructure—with less effort.
What does it all mean? Intelligence-driven buildings can give facility managers extended capabilities in three transformative areas, empowering them to:
Predictively solve issues
The building itself can provide constant monitoring and reporting on critical infrastructure like elevators and escalators, allowing for predictive maintenance as well as remote diagnostics and troubleshooting.
Continually optimize the building
Connectivity enables a consistently ideal living and working environment inside the building, while reducing costs and environmental impact through reduced energy consumption.
Use and refine networked systems for more energy efficient and smarter facilities
Advanced building automation systems for HVAC, lighting, windows, smart ceiling fans, and even energy load management for appliances allow for almost total control over the building. What is a building automation system (BAS)? A BAS is a system that can control a facility’s heating, ventilation, and air conditioning (HVAC), in addition to lighting, security, and other critical building components
Smart sensors are revolutionizing facilities management
The first industrial revolution brought power to buildings, the second revolution gave them light, and Industry 3.0 gave building managers the ability to automate and streamline many operational tasks. Through the Internet of Things (IoT), Industry 4.0 is building links between buildings and their systems, appliances, devices, and even other buildings. This connectivity even has its own term with a distinctly Orwellian flavor: machine-to-machine (M2M) communication.
According to a European Patents Office study it’s estimated that by 2025, “26-30 billion of devices in the home and workplace will be equipped with sensors, processors and embedded software, and connected to the IoT.”
Hardware, software, and connectivity, the core technologies of the current innovative wave, were inherited from Industry 3.0. Although the use of sensors goes back as far as the first industrial revolution, and the term ‘smart sensor’ was first heard in the early 1980s, sensors are considered one of the primary building blocks of Industry 4.0.
Today’s smart sensors can use geolocation data and motion, speed, or vibration detection, and exchange data with other devices. Smart sensors in buildings can assist with everything from understanding when a room is empty to conserve energy, to controlling temperature, warning about gas leaks, adjusting lighting for a healthier work environment, and detecting unwanted visitors on the property.
The result? Reduced operational expenses, reduced environmental impact, and significantly improved quality of service and health for the people who use the buildings.
Growth trends shaping our homes and business
Along with smart sensors and the IoT, Industry 4.0 is accelerating many other innovations. Take a look at this impressive list of creations, some of which you’ve probably already experienced at work or at home (or both):
Artificial intelligence and virtual reality
Augmented reality (i.e.: social media filters)
Self-driving cars and public transit vehicles
Cloud data storage
Big data and predictive analytics
Wearable and digestible devices for health monitoring
Quantum computing driving breakthroughs in science and medicine
Some of the fastest growth trends over the past decade have been in the fields of 3D systems, artificial intelligence, and user interfaces. While these technologies have massive interest, the amount of usable technology is still lacking.
Let’s look at some of the bleeding edge technologies in these categories that could be just around the corner with the continued evolution of Industry 4.0:
As printer speeds increase and capabilities expand, we’re seeing hints of what’s to come. This includes the disruption of the real estate market with 3D printing entire sustainable, affordable neighborhoods.
It could go as far as 3D metal printing for bridges, tools, parts, and buildings, and shapeshifting 4D printing. Imagine footwear that can switch from cleats to running shoes, or a building with bricks that can change shape to adapt to levels of stress on a wall!
Once our existing computing capabilities hit their next growth spurt, we’l see huge AI impact on the built environment. Used in building planning, it would free up architects to focus on creative work, with AI handling heavy initial research, compiling and reporting data, managing cost estimates, creating models, and factoring together all of the data for zoning and building codes. The increased use of AI and robotics in building construction will reduce project costs, improve safety, and increase productivity. User interfaces Remote operation capabilities and no need for direct controls will continue to shake things up. VR headsets in manufacturing allow human workers to use voice commands and hand gestures to interact with machines from remote locations, while haptic gloves can track how the worker is moving and transmit health, safety, and productivity data. Sensors in wearable tech can transmit data about your physical and emotional well-being, opening up a new world of possibilities for improving existing tech and for emerging applications to improve health at home, on the road, or at work.
And let’s not forget the power of edge computing. According to the World Economic Forum, “Intelligent applications can run on- site, with short transfer paths and almost real-time data processing… data relevant to operations remain protected within the local environment—a connection to the cloud is needed only to update the AI applications.”
The future of the fourth industrial revolution
Industry 4.0 is advancing faster than any industrial revolution to date. Access to a previously unimaginable amount of data gives us increasing control over every aspect of operational tasks, improving environmental impact and saving money. But big shifts are needed to keep the innovation alive! This includes increased support for research and development, regulations for emerging technologies and devices, and accessibility to businesses of all sizes.
Industry 4.0 can’t blaze forward without a skilled workforce, which requires strong educational development in areas like IT, software, programming, data analysis, and cybersecurity—and from an early age. The job market already reflects Industry 4.0, from breakout career paths to the extinction of positions as machines take over mundane tasks. Many creative fields have been feeling the pressure to learn IT skills and adopt new technologies.
As we continue to grow and adapt, the barriers between humans and machines will fade away. In the not-so-distant future, our daily lives could start in a fully connected smart home and include a commute in a self-driving car, work in a smart office building, and the use of dozens of objects throughout the day that were manufactured from start to finish by machines.
David Spence is the Director of Business Development at OfficeSpace Software.
By David Spence
building the future with the fourth industrial revolution
As human beings, we have a desire to personalize and make things our own.
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Facilities in Demand - 2021 and the Return to the New Normal
The Experts' Assessment | Episode 3 | 1h 01m 17s
Facilities in Demand - 2021 and the Return to the New Normal
The Experts' Assessment | Episode 2 | 59m 50s
Facilities in Demand - 2021 and the Return to the New Normal
The Experts' Assessment | Episode 4 | 1h 02m 17s
Facilities in Demand - 2021 and the Return to the New Normal The Experts' Assessment | Episode 1 | 1h 01m 36s