new ways of working & knowledge sharing - dirk w. bijl

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JOURNEY TOWARDS THE NEW WAY OF WORKING creating sustainable performance and joy at work Dirk W. Bijl Ambassador for the New Way of Working

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JOURNEY TOWARDS

THE NEW WAY OF WORKINGcreating sustainable performance and joy at work

Dirk W. BijlAmbassador for the New Way of Working

The New Way of Working (NWoW) is …

‣ creating both sustainable performance and joy at work (Goal)‣ by putting the ‘Human Resource’ at the center (Means)

‣ and creating an inspiring work environment

‣ where people give their best (competencies, talents, energy) at

work

‣ not because they have to ...

‣ but because they want to!

So New Way of Working aims to be ..

‣ Good for the organisation:

‣ better and more sustainable performance organisation win

‣ Good for the worker:

‣ improved joy and wellbeing at work personal win

‣ This is a Win-Win

‣ replacing the classic Win-Loose

What creates the New Way of Working?

Put the Worker at the center

and create a work environment that facilitates and motivatesthat worker to give its best at work

Virtual

Mental Social

Physical

Multidimensional Work Environment‣ 4 dimensions‣ 1. Virtual the mobile, virtual workplace (ICT)

‣ 2. Physical The effective and attractive office

‣ 3. Mental Structures, Systems, Processes, Rules, Procedures

‣ 4. Social The way people work together, Leadership, Culture

‣ Looks at work environment holistically‣ The dimensions influence each other

‣ Goal: facilitate and motivate workers to do their jobs well‣ Facilitate: use elements that help people to do their jobs (e.g. an ergonomic chair)

‣ Motivate: use elements that make people want to do their jobs (e.g. a supportive

manager)

Summary: Create an Integrated Human Centric Work Environment

What results may you expect?‣ Better Organisational Performance

‣ Results Up: value in products/services, profit, market growth, productivity

‣ Cost Down: clear goals, better collaboration, less system dependency waste

‣ Happy Stakeholders‣ Customers: more satisfied

‣ Employees: better wellbeing (joy at work)

‣ Owners: more satisfied due to better performance

‣ Better Reputation‣ As provider of products/services

‣ Becoming employer of choice

‣ As social responsible organisation

Example 1:Interpolis Results (1996-2008)

‣ Better Organisational Performance‣ Revenue doubled in 5 years time,

‣ Rankorder: 11 (1996) 4 (2001)

‣ Happy Stakeholders‣ Employees: 6.9 7.3

‣ Customers: 6.1 8.4

‣ Better Reputation‣ From boring insurer to most innovative insurer

‣ Elected most reliable insurer 4 times in a row (2006-2010)

‣ Still busloads per week visit the building

Example 2: Microsoft NL (as of 2008)‣ Better Organisational Performance

‣ Results Up: 2 times chosen best subsidiary in timeframe 2008-2011

‣ Improved perceived productivity see next slide

‣ Cost Down: €1 Million per year savings on travel, phonecalls and internal movements

‣ Happy Stakeholders‣ Employees: 4 times in a row voted Greatest Place to Work (2009-2012)

‣ Improved work/life balance see next slide

‣ Better Reputation‣ Seen as innovative & social responsible organization (fighting bad reputation

successfully)

‣ Many times top tier employer of choice

‣ Reducing CO2 footprint by 30% (in 2012 compared to 2007)

Example 2: Microsoft NL RSM Research Results

How can I start with NWoW?‣ NOT by copying other implementations like Interpolis, Microsoft or

Philips

‣ But by creating your own personal version of NWoW

‣ Start with asking this question:Will NWoW help make my organisation perform

better and make it a great place to work? At the same time?

Answer the following questions‣ What is the dream for our organisation?

‣ Where do we want to be ‘tomorrow’ (3-5 years time)?

‣ Do we use the full potential of our workforce?

‣ Are they stuck in system dependency & learned helplessness?

‣ Do we suffer from Theory X belief system (especially management)?

‣ Do we have too many rules & procedures? Are we too bureaucratic?

‣ What are our biggest challenges and (missed) opportunities?

‣ Do we believe that the NWoW design principles can make us better?

‣ Is our Leadership Team willing to invest in NWoW?

Phasing the NWoW Change Program

NWOW is impossiblewithout

Leadership Sponsorship

NWoW Method

Want to know more? Read the book ...

Or contact us ...

12/06/2012

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© 2010 Cisco and/or its affiliates. All rights reserved. Cisco Confidential 1© 2010 Cisco and/or its affiliates. All rights reserved. Cisco Confidential 1© 2010 Cisco and/or its affiliates. All rights reserved. Cisco Confidential 1

Building a Next Generation Workplace

Pol VanbiervlietManaging DirectorCisco BeluxVlerick HR DayJune 13, 2012

© 2010 Cisco and/or its affiliates. All rights reserved. Cisco Confidential 2

The Cisco Vision changing the way we

to shape the future of the Internet by creating unprecedented value and opportunity for our customers, employees, investors and ecosystem partners

The Mission

work, and learn. SMlive, play,

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© 2010 Cisco and/or its affiliates. All rights reserved. Cisco Confidential 3Cisco Confidential© 2010 Cisco and/or its affiliates. All rights reserved. 3

•1984 San Jose CA

•Networking•Collaboration•Data Center•Video

•>40 billion $

•13% R&D

service1/6

engineering1/3

sales1/3

other1/6

employees

63K+

countries165+

offices

475+Diegem 500Kortrijk 200

© 2010 Cisco and/or its affiliates. All rights reserved. Cisco Confidential 4

• From 2010 to 2015 mobile data traffic will grow at a CAGR of 92 percent.

• By 2014 video will quadruple all IP traffic.

• By 2015 the amount of content traversing the Internet annually will be 540,000 times the amount in 2003.

• By 2015 video-on-demand traffic will triple.

• By 2020 50 billion devices will be connected to the Internet.

• By 2020 30 percent of all data will live in or pass through the cloud.

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© 2010 Cisco and/or its affiliates. All rights reserved. Cisco Confidential 5

We have more ways to connect than ever before

© 2010 Cisco and/or its affiliates. All rights reserved. Cisco Confidential 6

we lived through the PC Era

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© 2010 Cisco and/or its affiliates. All rights reserved. Cisco Confidential 7

we’re thriving in the POST PC Era

© 2010 Cisco and/or its affiliates. All rights reserved. Cisco Confidential 8Cisco Confidential© 2010 Cisco and/or its affiliates. All rights reserved. 8

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© 2010 Cisco and/or its affiliates. All rights reserved. Cisco Confidential 9Cisco Confidential© 2010 Cisco and/or its affiliates. All rights reserved. 9

Web 2.0Web 1.0

Ben

efit

s ($

B/Y

r)

FY95 FY00

Source: Cisco IBSG, 2011

FY05

$3.8B

$1.4B

FY10

Transactions CollaborationInformation Sharing Interactions

Web 1.0Internet

Solutions:

Web 2.0 Collaboration

Solutions:

Total: $5.2B

5

4

3

2

1

6

© 2010 Cisco and/or its affiliates. All rights reserved. Cisco Confidential 10Cisco Confidential© 2010 Cisco and/or its affiliates. All rights reserved. 10

Reduce

Costs

Save Time Speed

Process

Transform

Business

$601M

$516M

$266M

$141M $128M$1,395M

Total

Benefits

Costs Net Impact

Source: Cisco IBSG, 2011

Cisco FY10 Impact ($ Million/Year)

$1,523M

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© 2010 Cisco and/or its affiliates. All rights reserved. Cisco Confidential 11Cisco Confidential© 2010 Cisco and/or its affiliates. All rights reserved. 11

Source: Cisco IBSG, 2011

Cisco FY2010 Benefits (Gross) = $1,523M

$266M

$516M

$141M

$601MReducecosts to improve

profitability

Save timeto increase efficiency

Speedprocess to increase

agility

Transformbusiness to

increase growth

� Avoid travel� Reduce real estate

� Scale expertise� Increase customer intimacy� Enhance executive

communication� Create new

revenue streams

� Reduce travel� Reduce commuting� Find people faster� Find information faster

� Shorten sales cycle� Speed time to market� Reduce delays in

decision making

© 2010 Cisco and/or its affiliates. All rights reserved. Cisco Confidential 12Cisco Confidential© 2010 Cisco and/or its affiliates. All rights reserved. 12

$240M

2006 Cisco Video Enablement

Changing the way we Work, Live, Play & Learn

Improving Sales Success Rate

+ $127 Million

2% Increase

Reducing Sales Cycle

+ $68 Million

2% Decrease

Travel Savings

- $61 Million5.5% Decrease

Executive & Employee

Productivity Gains

+ $42 Million

Cost AvoidanceIn Services

$21 Million

Based on 170 rooms assessment

An increase of 60 in FY08Source: Cisco IBSG, 2007* Data is based on present value of free cash flows over a three-year period.

New Business Model Delivers Strategic Value3 Years – Starting October 2006

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© 2010 Cisco and/or its affiliates. All rights reserved. Cisco Confidential 13Cisco Confidential© 2010 Cisco and/or its affiliates. All rights reserved. 13

$1.32 B

2011 Cisco Video Enablement

Changing the way we Work, Live, Play & Learn

Reducing Sales Cycle

One-time benefit, no longer included in annual benefits.

Improving Sales Success Rates

2 percentage points improvement

Travel Savings

$988 Million

Executive & EmployeeProductivity Gains

$344 Million

• Based on 1,037 rooms assessment

• Show and Share training videos travel savings

• Travel savings from GSX level events and Show and Share training videos

• Show and Share self service video production cost savings from IBSG study

Source: Cisco IBSG & UCVS

New Business Model Delivers Strategic Value 5 Years – Starting October 2006

Cost Avoidance in Services

No longer included in annual benefits.

© 2010 Cisco and/or its affiliates. All rights reserved. Cisco Confidential 14Cisco Confidential© 2010 Cisco and/or its affiliates. All rights reserved. 14

Situation /Challenge

� Traditional offices usually don’t foster effective collaboration

� Individually assigned workspaces are typically inefficient, with low utilization

Solution

� Connected Workplace provides a flexible environment with variety of formats for individual and group work

� Using UC and Wi-Fi, employees choose their workstations daily based on their needs at the time

� Open environment promotes collaboration and enhances well-being

Results

� Implemented for 9,500 employees in 70 buildings globally

� 43% reduction in space per worker

� FY10 savings of $33M/year in real estate plus $2M/year in energy, on initial investment of $79M

Workplace OptimizationConnected Workplace

Sources: Cisco IBSG, 2011; Workplace Resources

• Reduced real estate• Improved collaboration• Reduced energy and

greenhouse gas emissions

� 43% reduction in space per worker

� Real estate savings of $33M/yr

� Energy savings of $2M/yr

Benefits

Results

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© 2010 Cisco and/or its affiliates. All rights reserved. Cisco Confidential 15Cisco Confidential© 2010 Cisco and/or its affiliates. All rights reserved. 15

Situation /Challenge

� Globalization, outsourcing, and mobility are increasing operational complexity and making collaboration more difficult

� Yet, customers and partners expect continually improving responsiveness

� Travel budgets increasingly constrained

Solution

� Deployed 1500+ TelePresence rooms� Provided all employees with web

conferencing (WebEx), desktop video, and Unified Communications (UC)

� Reduced travel budgets and shifted culture to embrace remote collaboration

Results

� 64% reduction in air travel per employee in FY10 relative to FY06 baseline (before TelePresence)

� Reduced travel expense by $519M/year� $140M/year productivity benefits from

reduced downtime during travel� Fully recouped investment in remote

collaboration solutions with travel savings

Business Travel Optimization

� Increased responsiveness� Improved quality of life� Reduced greenhouse gas

emissions

Benefits

� Travel expense savings of $519M/yr

� Time savings of $140M/yr

Results

Sources: Corporate Affairs, TelePresence IT, Finance; Cisco IBSG, 2011

© 2010 Cisco and/or its affiliates. All rights reserved. Cisco Confidential 16Cisco Confidential© 2010 Cisco and/or its affiliates. All rights reserved. 16

Situation /Challenge

� Many employees (and potential employees) don’t live near Cisco office

� Globalization driving need for greater collaboration across distances

� Increasing concern regarding sustainability and minimizing impact of unneeded travel

Solution

� Cisco policies enable some employees to telecommute full-time. Others can telecommute occasionally.

� All employees have Unified Communications, web conferencing (WebEx), VPN

Results

� Average Cisco employee now telecommutes 2.0 days/week (2.3 in U.S.)

� 60% of time saved is spent working, and 40% goes to personal time

� Increased productivity: $320M/year value to Cisco

Telecommuting

Sources: Cisco IBSG, 2011; Workplace Resources, IT

� Increased ability to hire and retain expertise

� Higher employee satisfaction

� Time savings of $320M/yrfor Cisco

� Commute cost savings of $49M/yr for employees

Benefits

Results

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© 2010 Cisco and/or its affiliates. All rights reserved. Cisco Confidential 17Cisco Confidential© 2010 Cisco and/or its affiliates. All rights reserved. 17

Situation /Challenge

� Employee teams are increasinglydistributed globally, yet face-to-face meetings are limited by travel restrictions

� Cisco executives and managers needed better ways to keep in touch with employees

� Use of Cisco’s video production studios is expensive

Solution

� Show and Share makes it easy for any employee to create and publish informal, engaging videos, audio podcasts & photos

� Ease of use has encouraged many managers—including Chairman and CEO John Chambers—to post video blogs often

Results

� Improved employee alignment and morale� 20% reduction in voluntary attrition� $10.4M/yr savings in training and recruiting

costs � $0.8M/yr savings from self-service video

production (versus Cisco studio)

Executive Communications Show and Share, Video Blogs

Sources: Cisco CCOE; Cisco IBSG, 2011

� Improved executive communications

� Accelerated information sharing

� $11.1M/yr in cost savings� Increased employee

satisfaction, alignment with corporate strategy

Benefits

Results

© 2010 Cisco and/or its affiliates. All rights reserved. Cisco Confidential 18Cisco Confidential© 2010 Cisco and/or its affiliates. All rights reserved. 18

Situation /Challenge

� Quarterly company meeting began as“physical” event in San Jose

� With growth over time, majority of employees were unable to attend

� Meeting is important component of our executive communications

Solution

� Enabled remote video participation, starting with live IPTV and VoD replays, and more recently incorporating TelePresence

� Provided text chat capability for Q&A and real-time feedback

Results

� Expanded access to all employees� Increased employee participation from

10%-20% range to as high as 67%� Increased live attendance by 14x at 3x

cost, reducing cost per attendee by 78%� Enabled event to be hosted from any

location, helping connect global staff

Next-Generation EventsCompany Meeting

� Expanded access globally� Created location independence� Improved communication

� Boosted participation from 10% - 20% range to 67%

� Reduced cost per live attendee by 78% over last decade

� 94% of attendees rated recent meeting favorably

Sources: Corporate Communications; Human Resources; Cisco IBSG, 2011

Benefits

Results

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© 2010 Cisco and/or its affiliates. All rights reserved. Cisco Confidential 19Cisco Confidential© 2010 Cisco and/or its affiliates. All rights reserved. 19

Situation /Challenge

� Annual Strategic Leadership Offsite (SLO) with Cisco’s top 3,300 leaders

� Traditionally held in-person in California� Travel constraints during downturn and desire

to utilize Cisco collaboration technologies dictated alternative approach

Solution

� May 2010 hybrid event blended local in-person activities with global virtual sessions using collaboration technologies

� Wealth of downloadable content available before, during, and after event

� Created formats ranging from large-scale sessions (3,300) to more intimate leadership exchanges (~20)

Results

� Reduced costs by 35%, from $6.7M to $4.4M � Generated $1.8M in travel time savings� Achieved communication goals: sessions rated

highly (CEO: 4.5/5.0 before & after shift to virtual); 94% understand vision and strategy; 85% felt inspired to help execute strategy

� 90% who attended in-person networking event in San Jose found it effective

Next-Generation EventsStrategic Leadership Offsite

� Reduced travel cost and time� Expanded content choices� Increased interaction (posed

questions directly to CEO)� Proved viability of hybrid format

(in person/virtual) for inspiring/ communicating with leaders

� 35% cost savings: $2.3M� Time savings: $1.8M

Sources: Cisco Corporate Positioning; Cisco IBSG, 2011

Benefits

Results

© 2010 Cisco and/or its affiliates. All rights reserved. Cisco Confidential 20Cisco Confidential© 2010 Cisco and/or its affiliates. All rights reserved. 20

Situation /Challenge

� How to train 3.800 sales people on the same value selling concept Core4

� People located all over EMEAR� Need to go very fast� Need to check result

Solution

� Create transversal team between engineering, marketing, learning

� Build the training on WebEx technology (PC or tablet based) (sessions of 90’)

� Provide people with some choice of dates� Make it mandatory

Results

� 95%+ participation� Total of 48 sessions in 2 weeks� No travel cost� 95% passed the test� Overall satisfaction of >4.1 on 5

Recent learning experience: Core4

� All people on same level in 2 weeks

� Timing flexibility

� Over 95% participation� Very high satisfaction� Accurate results monitoring

Sources: Corporate Communications; Human Resources; Cisco IBSG, 2011

Benefits

Results

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© 2010 Cisco and/or its affiliates. All rights reserved. Cisco Confidential 21

Reduce travelReduce travel

Optimize employee productivity

Optimize employee productivity

Speed decision makingSpeed decision making

Transform business models

Transform business models

Business Value Business Value Low High

© 2010 Cisco and/or its affiliates. All rights reserved. Cisco Confidential 22

Home Depot, Rabobankand Marriot: concierge; extended hours and remote branch; access to expertise.

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© 2010 Cisco and/or its affiliates. All rights reserved. Cisco Confidential 23

Connected learning

Virtual classrooms

Mobility for schools and higher education

Mobility for schools and higher education

© 2010 Cisco and/or its affiliates. All rights reserved. Cisco Confidential 2412/06/201224 Virgin Media Confidential

• 800 Sites – 350 Perm manned• High T&E• Email Centric• Heavy Voice Conferences

Virgin Media - History

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© 2010 Cisco and/or its affiliates. All rights reserved. Cisco Confidential 2512/06/201225 Virgin Media Confidential

• 800 Sites – 350 Perm manned• High T&E• Email Centric• Heavy Voice Conferences

Virgin Media - History

© 2010 Cisco and/or its affiliates. All rights reserved. Cisco Confidential 26

Content Management

Social Tagging

People,Communities,

Information, Search

Click to:Call, IM, Meet

PersonalDashboard

DirectoryProfile

Blogs, Wikis,Forums

Video

CommunityTeam Space

UC-EnabledBrowser

Policy andSecurity Micro-Blogging

A Comprehensive Collaboration Platform

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© 2010 Cisco and/or its affiliates. All rights reserved. Cisco Confidential 27

Business Process

Social

Communication

Content / Documents

© 2010 Cisco and/or its affiliates. All rights reserved. Cisco Confidential 28

Business Process

Social

Communication

Content / Documents

Conferencing

Voice /Video

Email

IM

Portals

Content Development

Intranets

Content Management

Customer Care

BusinessApplications

Workflow

VerticalApplications

Communities

Profiles

Networks

Teams

NWOW

12/06/2012

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© 2010 Cisco and/or its affiliates. All rights reserved. Cisco Confidential 29

”Work is

and NOT a ”

© 2010 Cisco and/or its affiliates. All rights reserved. Cisco Confidential 30

Thank you.

[email protected]: @pvanbier