alignment of multiple enterprise programs - corenet … · alignment of multiple enterprise...

Enterprise Alignment Alignment of Multiple Enterprise Programs

Dan Boutross SVP, Global Workplace Planning Exec , Bank of America

CoreNet Global MCR Class

Portfolio Optimization

My Work ®

Global Operations

Global Technology

Aligning Enterprise priorities to Programs in RE

Enterprise Wide CRE Programs Changing Business Environments

Enterprise Goals Portfolio

Optimization My Work

Global Operations

Global Technology

Shareholders Credit markets, bus contraction

Grow without growing

Mergers & Acquisitions Location decision-making

Transition planning

Workforce Best talent

Competitive advantage

Business Continuity

Infrastructure support

Recover

Horizontal productivity Environment Industry leader in green initiatives

Technology Advancements VoIP, Wifi, EVDO-ReVA

WiMax-4G-Location-based 2

Corporate Workplace Planning│ 2010 Jan Jumpstart

Aligning Multi Generation Programs

Program Lifecycle

Project and Program Integration

Generation I

• Set vision • Resolve risk • Develops process • Future end state

Generation II

Ensuring Alignment , Integration and Accountability

Governance and Stakeholder Integration

Program Tools

Communication and Change Adoption

• Performance Asset dashboards

• Location optimization tools

• Centrally drive work teams

• Track progress and actions

• Integrated direction

• Ensures discipline • Connection points between functions and disciplines

• Exec views,

• Associate /Partner views

• Integrate Change

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Enterprise Program Management– Portfolio Optimization

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EPM – Portfolio Optimization

EPM – Global Operations Council

EPM – My Work ®

EPM – Global Technology Council

Alignment across 5 assets: Office, Retail, Call Centers, Operation Centers, Data Centers

Markets

Businesses

Regions

Enterprise

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Alignment of Benefits – Portfolio Optimization

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Alignment of Approvals – Who communicates what ?

Bank of America: Proprietary

SMSA LOB Executive CRE Status Comments

Atlanta CSBB A AA Approved Oct 22, 2010

Boston GWM B BB Approved Oct/Nov, 2010

HQ CS&S C CC Approved Oct 30, 2010

Chicago GM&IB D DD Approved Oct/Nov, 2010

Dallas HL&I E EE Approved Oct 23, 2010

Jacksonville CS&S F FF Approved Dec 16, 2010

London GM&IB G GG Approved Oct 16, 2010

LA HL&I H HH Approved Oct 22, 2010

NY GWM I II Approved Oct/Nov, 2010

San Fran CS&S J JJ Approved Dec 16, 2010

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Enterprise Governance Model

3 Year Strategic Plan •BAC Plan

•LOB Plan

Enterprise Real Estate

Strategy

Market LOB

Tactical/Execution Processes

“Strategic” • Enterprise driven • Proactive “Just In Time”

solutions to anticipate needs

• Increased Flexibility • Risk adjusted business

cases • Simplification

“Tactical”

• Line of Business focused

• Flawless execution

• Speed to Market

• Enhanced asset performance

HR Strategy Financial Policy

Regulatory Impacts Marketing

Technology Strategy

Brand/Government Relations

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Enterprise Real Estate Strategy will deliver • Stronger linkages to Enterprise strategic plans • Streamlined decision making process • Ability to identify and fund long-term infrastructure investment opportunities

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Enterprise Program Management– Global Operations Council



EPM – My Work®


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Global Back Office Governance (Call Centers/ Ops)

Market Level Governance

• Headcount/Hiring: Track actual and forecasted hiring

•Real estate transactions: All lease renewal, expansion, contraction, and exit decisions reviewed and approved by Council for all key back office markets

•Capital investment decisions: All material infrastructure investment decisions within key back office markets to be reviewed and approved by Council

•Resource sharing program: Cross training, resource sharing, and career pathing across lines of business monitored and promoted

Market Expansion and Contraction Opportunities

• Opportunity Identification: Identify and model specific tactics to exit key back office markets and/or drive significant growth to go-to markets

•Business Approval: Obtain and document Council and impacted LOB directional approval for tactic including exit market, receiving market, timing, and use of levers (off-shoring, outsourcing, productivity, My Work, Home Based Agents)

•Government Relations/Economic Development Approval: Review tactic with appropriate parties for economic development impacts/opportunities

•Financial Approval: Develop formal business case and obtain funding approval for one-time labor and real estate exit costs

•Tracking: Monitor results of approved tactics against plan (run rate savings, number of market exits, number of market co-locations)

Executives representing contact center and back office operations functions across 5 distinct lines

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LOB and Regional Alignment

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Enterprise Program Management- My Work®



EPM – My Work®


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Governance - My Work®

Steering Team

Program Management

Work Teams

Purpose Composition

• Set vision and direction • Track progress and actions • Resolve high level issues and barriers • Provide resources as needed

• Meets as-needed to review tollgates during re-engineering process

• Meets quarterly after process is established

• Ensures integrated efforts • Centrally drives activities of Work Teams • Ensures appropriate DFSS discipline is used • Resolves issues and barriers

• Develops process and deliverables to achieve future end state

• Ensures appropriate connection points between functions and disciplines exist

• Meets weekly during re-engineering efforts

• Transitions to My Work BAU post-re-engineering

• Individual work teams meet weekly or more frequently as needed

• Extensive work progress expected between meetings

• Transitions to My Work BAU post-re-engineering

• Corporate Workplace • HR • Q&P • Finance • Technology • Risk &Legal • Tax

• Corporate Workplace • Q&P • Project Mgmt • HR – Learning • Technology • Risk

• Platform

• Program/

Time

Ensuring Alignment and Accountability of My Work Deployment

(Includes Support Partners)

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Alignment Adopter Fit Profile for Virtual Work

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Adopter Fit Profile

Tool used to assess potential change management issues that need to be addressed with the business unit.

Leadership Support

Associate & Manager Interest

Information Security & Regulatory Requirements

Flexible/ Mobile Work Function Associate &

Manager Interest

Leadership Support

Info Security & Regulatory

Requirements LOB Fit Profile Best Fit

Flexible/ Mobile Work Function

Governance and Oversight

Multiple partners have responsibilities for comprehensive governance and risk management for My Work

15 Bank of America: Confidential Accountable Support

Action/Results Desired GWS GHR L&LD Risk LOB Mgr. Assoc.

Revalidate LOB charters – Ensure alignment with LOB risk appetite & value proposition

Reassess job function eligibility – At the discretion of the LOB to support changes in business goals

Implement mandatory My Work training – Completion is required for enrollment; consider annual refresh requirements

Expand training & awareness – Improve virtual leadership skills

Validate employee enrollment – Annual validation to reaffirm appropriateness & ensure manager agreement

Register eligible contractors – Expand My Work registration

Virtual workers not in My Work – Identify them, either enroll them or ensure they work from the office

Establish governance & controls – Avoid under-utilization of space by non-enrolled flexible employees

Develop & implement “free addressing” – Improve workspace efficiency in high demand markets

Verification of space release – Annual process to ensure My Work employees do not have assigned seats

Ground rules & guidelines – Managers adopt routines to lead distributed teams effectively

Staying connected – Routinely connect face to face with teams & managers in the office

Run the Program

Support, develop and manage tools and systems

Monitoring and reporting

Program development

My Work®- 2011 Action Plans and Priorities

Place Solutions

Optimize established My Work Centers

Expand My Work network of places

Expand the Program

Increase contractor registration

Research and test desktop virtualization

Launch non-US program in additional countries

Manage Risk

Leverage existing resources

Proactively engage risk

Reduce perceived program-related risk

Associate Engagement

Achieve virtual work SME status within enterprise

Develop ease of access to content channels

Create ambassadors from program allies

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Virtual Event Tours

Lobby Lounge

Landing zone containing directory of event locations

177 (100%) of attendees visited

Virtual gathering location where group chats can occur


Showroom floor containing exhibit booths


Virtual theater featuring pre-recorded web presentations


17 Exhibit Hall Auditorium

A virtual event capability used to bring My Work associates together for education, networking and collaboration in a dynamic, user-defined multimedia environment.

Integrate learning – Just in time

•A suite of tools designed and used to get

to the core of the problem and identify

opportunities and gaps

•Analysis balanced with engagement and

field knowledge

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Corporate Workplace Planning│ 2010 Jan Jumpstart

People Who are we?

Education Skills

Competencies Personalities

Psychology Why do we work

the way we work? Cultural Index Push vs pull

Career life cycle Generation

Process

How do we work? Self serve

Simply everything Six Sigma

Productivity What is the result

of our work? Innovation

HOSHIN Targets Virtual distance

Place Where do we work?

Right Markets/ locations Right Size

Business Continuity Distributed

Align Future Work Behaviors - Anthropology of Work

We must understand our associates’ behaviors in order to respond to their

needs and optimize their contributions.

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Primary components I. Physical Distance

Geography, space, time Role of personality types Tools to overcome

II. Operational Distance

Team size, systemic noise, distractions, multitasking Short term solutions Technical skills & support

III. Affinity Distance

Bonding with colleagues, cultural differences, social behaviors Role of Shared Mental Models

Social distance

The greater the Virtual Distance among the members of a team, the more problems team members will experience

VIRTUAL DISTANCE= COST

Integration – My Work and Virtual Distance

Virtual Distance™: The perceived distance between two or more individuals when primary methods of communication & coordination are not face-to-face. © Virtual Distance International

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Solution: Multi Gen Enterprise Program Management

EPM Lifecycle

Project and Program Integration

Generation I

• Set vision by EPM

• Resolve risk

• Develops process and deliverables to achieve future end state

Generation II

Ensuring Alignment , Integration and Accountability

Governance and Stakeholder Integration

EPM Tools

Communication and Change Adoption

• Performance Asset dashboards

• Location optimization tools

• Centrally drives activities of Work Teams

• Track progress and actions

• Establish tollgates

• Ensures integrated efforts and direction

• Ensures appropriate Six Sigma discipline is used

• Ensures appropriate connection points between functions and disciplines

• Exec views,

• Associate /Partner views

• Integrate exist Change adoption team

• Education to associates on key message of EPMs benefits

• Common management team reporting and delivery

• Reduce multiple approvals to across stakeholders

• Partial integration of common stakeholders Corporate Workplace, HR, Q&P, Finance, Technology, Risk, Legal, Tax

• Partial integration of Governance such as Global Operations and Global Technology

• Partial Alignment of EPMs such as My Work and Portfolio Rationalization

• Leaning process overlaps across EPMs

• Establish tools to evaluate risk at enterprise level for common EPMs

• Linkage of some tools and provide more holistic performance metrics

?

Generation III

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alignment of multiple enterprise programs - corenet … · alignment of multiple enterprise...

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