new ways of working & knowledge sharing - dirk w. bijl
TRANSCRIPT
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)
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)
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?
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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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•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
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• 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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We have more ways to connect than ever before
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we lived through the PC Era
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we’re thriving in the POST PC Era
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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
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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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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
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$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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$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.
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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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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
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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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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
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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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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
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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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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
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Home Depot, Rabobankand Marriot: concierge; extended hours and remote branch; access to expertise.
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Connected learning
Virtual classrooms
Mobility for schools and higher education
Mobility for schools and higher education
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• 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
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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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Business Process
Social
Communication
Content / Documents
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Business Process
Social
Communication
Content / Documents
Conferencing
Voice /Video
IM
Portals
Content Development
Intranets
Content Management
Customer Care
BusinessApplications
Workflow
VerticalApplications
Communities
Profiles
Networks
Teams
NWOW
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”Work is
and NOT a ”
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Thank you.
[email protected]: @pvanbier