Awards

IDC Future of Work

The Future Enterprise will rethink the way work gets done. The Future of Work model focuses on the fundamental shift in the work model to one that fosters human-machine collaboration, enables new skills and worker experiences, and supports an intelligent and dynamic environment unbounded by time or physical space. Work transformation is critical for effectively scaling digital transformation initiatives.

IDC Best in Future of Work North America Awards

IDC is seeking applications for successful Future of Work projects and initiatives in North America for its Best in Future of Work North America Awards. Specifically, IDC is looking for details on implemented initiatives (pilots or projects) as opposed to ideas or planned initiatives. IDC's 2022 Best in Future of Work North America Awards will be presented to the winning initiatives at an awards ceremony in February 2022.

This award recognizes that, globally, organizations are experiencing seismic changes in where and how they work: how technology is changing work culture, digital and physical workspaces, and the ways in which humans and machines collaborate to get work done.

Winners are recognized for deploying an agile and scalable approach to work that drives new value and competitive differentiation for the organization. This includes, but is not limited to, a dynamic, location-independent work environment, a reimagined workplace, adoption of intelligent technologies to augment human tasks and experience, adaptive learning systems, and the establishment of a culture of trust and empathetic leadership.

Primary requirements of all nominations are:
  1. Must be a Future of Work initiative as defined by IDC.
  2. All nominations must be in production with existing customers/users.
  3. Must be able to articulate and show key performance indicators to ascribe value to completed project.
  4. Note: IT Vendors and Technology Consultants do not qualify for the IDC Future Enterprise Awards. Vendors may instead nominate completed projects on behalf of their clients. Please provide confirmation from the client that they wish to participate in the awards program.

The IDC Future Enterprise awards program is focused on identifying those organizations who have successfully leveraged technology within their entities to address one of the nine key C-Suite agenda items of the digital economy. While we recognize many leading edge technology projects are taking place in organizations that supply technology to the market (e.g. IT suppliers/technology vendors and their channel partners), this awards program is focused on organizations where the primary means for generating revenue is not from technology products or services.

Deadline

Deadline for completed nomination forms is August 20, 2021.

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Contact

If you have questions regarding your entry, please contact Heather Ball at hball@idc.com

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Best in Future of Work NA Awards Finalists + Project Briefs

Culture

  • Entegris

    Entegris is a global manufacturer of material and process solutions, primarily for semiconductors and life sciences industries. Like other global organizations, COVID-19 brought significant challenges for traveling to geographically dispersed sites.
    However, the pandemic also created a catalyst to jumpstart their training operations and strategy via digital transformation.

    Entegris selected Augmented Reality (provided by PTC) as the cornerstone of their future training strategy (Connected Experience program) to better scale their seasoned employees domain knowledge and engage with a younger workforce. Specifically, Entegris is using AR to capture workflows from RealWear headsets of the domain knowledge from its experts and leverage it as a lucrative data source for newer, younger, and remote employees across global operations.

    This Connected Experience program is achieving an array of worker benefits including more quickly onboarding from increased learning retention across the globe and lower overhead costs from better scaling training expertise. This generates derivative effects from upskilling the workforce including improved productivity, product quality, and safety.
  • Claremont Graduate University

    CGU focused on maintaining continuity of processes and services while digitizing them. Their project during the pandemic accelerated the digital transformation of services, making every effort to keep learning and research going while moving to digital processes.


    There was also the need for new processes that emerged due to the pandemic, such as a Return to Campus request - a scientist might need lab access even while the campus was shut down, for example. The ability to quickly deliver no-touch digital versions of these types of processes was essential.

    The benefits were so obvious to stakeholders that they have not been strictly quantified, however, there is clear cost avoidance in that for each process automated, the purchase of an off the shelf tool was avoided (e.g. for Return to Campus).
  • Oklahoma Office of Management and Enterprise Services (OMES)

    To deliver targeted services to communities faster, the state of Oklahoma is creating a secure, well-defined governance model to create a 360-degree view of assets, financials, and citizens across several agencies.

    While many other states have attempted to share data across agencies (there are so many obstacles from a regulatory perspective), Oklahoma is leading the way in terms of doing so successfully.

    - Unified 23 petabytes of data across sources and agencies
    - Anticipated reduction in query times from months to minutes
    - Enhanced security, standardization, and privacy for all agency data
    - Potential to roll out targeted social programs faster and better in order to serve specific needs of the population
    - Will create personalized experiences that direct citizens to the right services

Augmentation

  • Clark County Nevada

    As part of its digital transformation, Clark County in Southern Nevada deployed Adobe Document Cloud’s e-signature solution, Adobe Sign, to create reliable digital workflows and help maintain services in any type of remote, in-person, or hybrid work environment.
    Clark County piloted Adobe Sign in its IT department, which processes paperwork for the county’s 300 technology vendors and 10,000 employees. With Adobe Sign, these digital workflows reduced paper waste by 75 percent and the time it takes to process invoices from days to hours. Just a few months after the IT department started expanding the use of Adobe Sign, Clark County was already processing 700 documents per month, with CIO Nadia Hansen predicting that number to rise to 30,000 a month within a year. The county also digitized public facing forms and processes, like Next of Kin declarations, and plans to create more opportunities to easily submit digital paperwork for its citizens.
  • Husch Blackwell

    In June 2021 Husch Blackwell received an influx of new litigation work without staff or technology to support it. After analyzing the volume and complexity of the work it was determined that the firm needed to allocate three additional staff members and partner with a vendor for a technology solution.
    Husch Blackwell‘s RPA team was able to quickly identify a process to consume the information and documentation related to this new litigation, notify and distribute information for all staff and attorneys assigned to the work, and store the documentation in the enterprise document management solution. Without the quick action from the RPA team this would have been an estimated $400,000 in unbudgeted expense in 2021 and each year moving forward.
  • Wisconsin Department of Workforce Development

    Like many workforce development agencies nationwide, last year, Wisconsin's Department of Workforce Development experienced a deluge of claims filed in response to the COVID-19 economic fallout. Unfortunately, DWD's legacy UI infrastructure -- largely written in the COBOL computing language and hosted on a mainframe server – was no match for the volume and complexity of cases.
    As a result, the state just couldn’t keep up with the surge of claims which resulted in a backlog of 750,000, and it needed to pivot quickly to a new solution to keep up with demand. DWD partnered with Google Cloud to perform predictive analytics, comprehensive data models, and confidence scores associated with various hold and issues on pending claims. DWD staff used the output from these analytics to run their own validation processes and tests, and then made recommendations on how to move forward with shortened adjudication timelines on a portion of claims in the backlog. The UI program continues to utilize safeguards to detect and prevent erroneous payments as much as possible prior to any payments being made. From October 19th to December 30th the partnership allowed DWD to clear the backlog and empower the citizens with the funds they needed during the pandemic.

Space

  • PVH

    Like many companies, PVH transitioned to a fully remote workforce at the onset of Covid-19. Unlike most other organizations, we embraced the opportunity, transforming our ways of working by creating a task force to become more collaborative, communicative and digital in the face of unprecedented uncertainty.
    It has never been more important to clearly communicate technical solutions to our associates. Our Ways of Working (WoW) Task Force knew that in order to enable new skills, we needed to be hyper-responsive to our co-workers. Needs arose that had not existed previously. By paying close attention to challenges faced by our associates, we were able to adapt existing solutions while delivering new innovations to drive productivity, human connection, and physical/ environmental solutions.

    WoW changed how we onboarded, trained, interacted, drove global technology enhancements, and connected associates and business teams around the world. We created a repeatable framework to drive business value going forward, regardless of the environment or physical presence or location.

    What was innovative about WoW was not the new technology solutions upgraded, deployed, or developed. It was the new ways of thinking, partnering, and delivering innovative solutions that were most impactful, contributing to a 25% rise in associate satisfaction.
  • Commonwealth of Massachusetts

    Since February 2021, the Executive Branch of the Commonwealth of Massachusetts (MA) has partnered with Deloitte to build a flexible, innovative, and resilient strategy for their gradual return to work and transition to a hybrid operating model. Like most public organizations, the Commonwealth operated almost entirely in-person before the COVID-19 pandemic, even for employees with non-essential job functions.
    During the pandemic, the Commonwealth was able to rapidly respond to public health needs and transition almost 20,000 non-essential jobs to remote work while remaining as or more productive and continuing to deliver on operational needs. However, as the Commonwealth moves towards the future, they hope to adopt a modern, hybrid work model that achieves both internal and public-facing outcomes such as increased telework effectiveness, flexibility, and satisfaction; reduced office space footprints where appropriate; increased operational efficiency amongst agencies; reduced employee commute times; and a minimized carbon footprint.
  • Southwest Tennessee Community College

    Prior to the pandemic, the leadership at Southwest Tennessee Community College had committed to exploring innovative ways to utilize technology that would facilitate increased enrollment across its seven (7) regional campuses and centers in west Tennessee.
    A major KPI of the “Reimagine Southwest” initiative was centered on the creation of a teleconferencing technology platform for remote instruction which is capable of mimicking (as closely as possible) an in-person classroom experience, and which effectively enables the simultaneous, real-time instruction of students in both physical and virtual classroom environments. Working with multiple vendors and technology design engineers, the “Digital Twin” platform was developed, integrating two large interactive touch panels for sharing teaching content and camera feeds, along with two high-quality cameras electronically “paired” to each course’s Zoom Room session.

    As the pandemic surged during the 2019/2020 academic year, its impact negatively affected organizational operations, and had a devastating impact on student enrollment. As such, the Digital Twin platform became the “go to” distance learning solution for Southwest Tennessee Community College. Our organization is proud to know that this technology platform is unique regionally and nationally, and that its potential is yet to be fully realized.

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