Outlook Office 4.0

  • Werner SeiferleinEmail author


This last chapter summarizes above all the current technical, but also the organizational state of the office working world, speculates a little about its further development and wants to think about the future challenges with a small look into the glass ball. Already today, we find a wealth of interconnected technology n, which make our everyday lives more efficient and simpler, but also create new dependencies. Let us just think of the Internet. Some of them predicted in their beginnings only a use by a handful of military men and without which our (working) life today seems almost impossible. This rapid development was only made possible by the technical improvements of, e.g., storage media, fiber optic cables and WLAN and already now gives us the possibility to network at any time and with any place—provided that an appropriate infrastructure is available everywhere. Regions without this technology are formally cut off from the rapid exchange of knowledge and information and can no longer (economically) keep up, which is why, for example, many municipalities in this country are using the fiber optic network in rural areas. The increasing digitalization and globalization and the associated widespread use of the Internet, smartphones, apps, shopping and information platforms will, however, also rapidly influence our consumer behavior, our knowledge acquisition and our ability to make decisions and transfer of knowledge sharing. We are also going to change our forms of social interaction and, of course, our work.


  1. Budras, C. (2017). Rock star of IT. In Frankfurter Allgemeine Zeitung, business section, 9.6.2017, p. 26.Google Scholar
  2. Engelage, H. (2017). Where the robot already regulates damage. Accessed 8.10.2017.
  3. Foertsch, C. (2011a). What coworkers want. Accessed on January 12, 2018.
  4. Foertsch, C. (2011b). The coworker profile. Accessed on January 12, 2018.
  5. HHL Leipzig Graduate School of Management. (no year). The Leipzig management model. Accessed on January 10, 2018.
  6. HHLA Hamburger Hafen und Logistik AG. (no year). As if by magic. Accessed on January 10, 2018.
  7. Jumpertz, S., & Pinkwart, A. (2017). The core is the purpose.,252264. Accessed on January 10, 2018.
  8. Jurecic, M., Rief, S., & Schullerus, M. (2016). Digital work—Motifs and effects of low-paper working methods. Stuttgart: Fraunhofer.Google Scholar
  9. Kohlert, C. (2017). Creation of another user description. In W. Seiferlein & R. Woyczyk (Eds.), Project success—the networked factors of investment projects (pp. 55–78). Stuttgart: Fraunhofer.Google Scholar
  10. KYOCERA Germany. (2017). The Japanese technology group KYOCERA and the University of Tsukuba are now developing an AI-based image recognition system for skin diseases. G256ZXJuX0tZT0NFUkFfZW50d2lja2VsdF9qZXR6dF9taXRfZGVyX1VuaXZlcnpdGFldF9U c3VrdWJhX2XVuaXZlcnpdGF3VrdWJhX2VrdWXX2html. Accessed on January 5, 2018.
  11. Mangelsdorf, M. (2015). From baby boomers to Generation Z: The right way to deal with different generations in the company. Offenbach: Gabal.Google Scholar
  12. o. V. (2017). Digitalization threatens jobs in the chemical industry. In Frankfurter Allgemeine Zeitung, business section, 27.9.2017.Google Scholar
  13. Scholz, C. (2014). Generation Z: How it ticks, what it changes and why it infects us all. Weinheim: Wiley-VCH.Google Scholar
  14. Worm, N. (2015). Happy and slim. Lunen: systemed.Google Scholar

Copyright information

© Springer Nature Switzerland AG 2020

Authors and Affiliations

  1. 1.Technology Innovation ManagementFrankfurt/MainGermany

Personalised recommendations