Quarant en Impact

Quarant – IMPACT – mei 2009 1

The New World Of Work

Staying competitive in a global market

Empowering people to manage communication and information effectively

Ensuring people have the high-value skills to meet 21st century challenges

Improving operations and compliance through greater visibility

Quarant – IMPACT – mei 2009

Introduction

The average cost of a workplace in an office is €20.000. A workplace at home costs about €5.000

Intermediair Magazine, July 2008

The end results, are unchecked IT spending, unnecessary complexity, redundant systems, under-utilised hardware and data centres, the need for expensive IT security and, inevitably, diminishing returns from IT.

Financial Times, Oct 2008

74% of the Dutch over 16 years is member of 1 or more social network

Ernst&Young, April 2008

Is Information Overload a $650 Billion Drag on the Economy?

New York Times, Dec 2007

2


… The Customer Challenge…

NOWfrom

WOWto

Technology Deployment

People Enablement

New World of Work - Journey

3


Centrale thema’s, voordelen en ervaringscijfers

4

Mens

Technologie

Werkplek

Kantoorruimte Productiviteit

Reistijd

ICT-kostenwerkomgeving

Ziekteverzuim

Werving en behoud medewerkers

ICT-kosten Communicatie & Samenwerkingstooling

-15% -50%

-5% -30%

+15%+10%

-5%-15%

-2%-20%

+10% +40%


IMPACT

55


IMPACTBuilding Blocks

What does the future look like and what is the role of people? How do we enable people in this future and how does (end-user) technology facilitate this?

What is the current status of the workforce? What are productivity ‘killers’ & ‘ accelerators’ – what is the DNA of the workforces? What are prevailing workstyles?

What is the current maturity of the technology? How does it support the end-users? Now and in the future. What are possible quick-wins?

What are the tangible benefits that need to be achieved

What is the balance between short term Quick Wins and long term strategic goals?

Personas: Connect ALL stakeholders by a common view on HOW people will work in the future

Scenarios: Accelerate implementation -Proven, small-step approach where people, place and technology are integrated

6


IMPACT: Vision

7


Three elements of a good vision

FOCUSIt is a very compelling dream that is shared GUIDANCE

Today’s facts could lead to tomorrow’s

future EXCITEMENTIt has a touch of

”magic”

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Pick a moment in the future• Not too close• Not too far

Define how that future will look like• Not too vague• Not too precise

• Make it people centric

• Make sure the measurable facts and figures are right

• Act as a subject matter expert

• It is about the WHAT, and not the HOW

• It ‘plans’ the unplannable• It is beyond extrapolation

and deduction

8


What is a New World of Work Vision

9

NOWfrom

WOWto

Technology Deployment

People Enablement

PeoplePeople

People PeoplePeople

9


A vision creation process....

Kick-off

Desk Research

Interviews

Build vision

10


Interview guideline

9 jun. 06Created on 9-jun-06

One World of Business How will the <..> industry look like in 2012

o What could be headlines in the paper o Customer behaviour o Customer Demographics o Growth vs. shrinking market segments o Current vs. Future productportfolio o Current vs. future competition

What is the strategic direction (prioritize) o Customers, o Innovation o Efficiency

What are biggest assets of the company o Current o Strategic (positioned for the future)

What are biggest challenges of the company Including level of urgency

o Current o Positioned for the future

Customers What are the top3 trends in the market What are the top3 segments in the market How well is <..> positioned to address them What are the biggest challenges to overcome

to capture the opportunities

External (eg strategy/activity based) Internal (eg culture, structure, demographics

etc)

Transparancy

What kind of regulation and compliance development do you expect

How important will it be in the near future to open up the organization

What will be the importance of protection of the brand-value

Workforce-evolution What is the role of people in the company How is the workforce perceived

o Current o Positioned for the future

What are the biggest assets of the workforce What are the biggest challenges of the

workforce

What major transitions in kind of work and way of work are expected

How do people collaborate today o In projects o In meetings o Communictaion o Etc...

Always on, Always Connected What is the position of technology now

o Tool, operational, strategic What changes (if any) are expected in the near

(and further) future

What (tech) tooling is currently used o Technology to support the core processes o Personal productivity o Collaboration o Communication o Information Management

What are the top3 (tech-)priorities to work on What are (tech or other) adoption blockers What are the top3 (IT)projects for the short

term

What are the priorities for the mid/long term

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IMPACT: IO

12


80%Maintenance

20% New

CostReduction

Keep BusinessUp & Running

End User Productivity

CustomerConnection

Competition

TechnologieVeranderingen

Regels en Compliance

Beveiliging

Business Results& New Value

Druk op IT neemt toe

13


Dynamic

• Proactive• Optimizing

Costs and Quality

• Agile• Self

Assessingand ContinuousImprovement

• “Taking The Lead”

• Proactive• Accountable• Increased

Monitoring• Formal

ChangeManagement

• SLA’s• Improvement• Predictability• “Quality

Driven”

Standardized

• Reactive • Stable IT• Request

Driven• Change

Management and Planning

• “Keeping ItRunning”

Basic

• Reactive• Ad hoc• Problem-

Driven• “Avoiding

Downtime”

Rationalized

Infrastructure Optimization ModelStage Characteristics

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Standardized DynamicRationalizedBasic

Data Protection and Recovery

Identity and Access Management

Security and Networking

IT and Security Process

Desktop, Device, and Server Management

Core InfrastructureOptimization Model

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Standardized DynamicRationalizedBasic

Unified Communications

Collaboration

Enterprise Content Management

Enterprise Search

Business Intelligence

Business Productivity InfrastructureOptimization Model

16


Standardized DynamicAdvancedBasic

Development

Data Management

SOA and Business Process

Business Intelligence

User Experience

Application PlatformOptimization Model

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Worldwide Account Profiling Distribution

Basic

63%

Standardized

34%

Rationalized

2%Dynamic

1% Source: Microsoft Enterprise Partner Group (EPG) profiling as of June 15, 2008 (15K accounts profiled—all subsidiaries including United States)

What Are the OpportunitiesOnly based on Core Infrastructure Optimization assessment results

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How we use it

Step 1: What is the current maturity of The Companies Infrastructure

Step 2: What kind of Infrastructure Maturity is needed to realize The Customers Vision

Based on IO Maturity Scan plus qualitative interviews with stakeholders

Based on the translation of the company vision into IT-Needs

Gap

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What is the current IT-MaturityBASIC STANDARDIZED RATIONALIZED DYNAMIC

Core IO

Core IO Technology Identity & Access Management

Desktop, Device & Server management


Data Protection & Recovery

IT Security & Processes

Security Process

ITIL/Cobol Based management process

Governance

BPIO

Unified Communication & Collaboration

Workspaces & Portals (Comm&Collab)

Messaging

Presence

Web Conferencing


Document & Records Management

Forms Management

Web Content Management

Search

Business Intelligence Performance Management

Reporting and Analysis

Data Warehousing

APIO

Development

SOA & Business Processes

Data Management

User Eperience

Business Intelligence See BPIO

20


BASIC STANDARDIZED RATIONALIZED DYNAMIC

Core IO






Security Process


Governance

BPIO



Messaging

Presence

Web Conferencing



Forms Management


Search



Data Warehousing

APIO

Development


Data Management

User Eperience


What is the future IT-Need

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BASIC STANDARDIZED RATIONALIZED DYNAMIC

Core IO






Security Process


Governance

BPIO



Messaging

Presence

Web Conferencing



Forms Management


Search



Data Warehousing

APIO

Development


Data Management

User Eperience


What is the future IT-Need

22


Business Productivity Infrastructure OptimizationUnified Communications

Unified Communicatio

nsQuestions Basic Standardized Rationalized Dynamic

How do you use e-mail in your organization?

Access to basic email, but lacks features like shared

calendars and services like centralized IT support.

Centralized IT support, with features like shared

calendaring, and secure remote online and offline

access to email.

Multi-layer AV, Spam and anti-phishing protection; more than 50% of employees have mobile access to mail and calendaring; 20% or more employees have

integrated email, fax and telephony.

Integration across UC that extends to LOB apps or

business processes.

Besides through e-mail, how does your

organization communicate across locations?

Public IM: ad-hoc use for daily business (not secure nor

supported by IT).

Web conferencing: Ad hoc, sporadic use of web

conferencing and separate system to support audio

conferencing.

Phone: Legacy PBX, traditional phones, and no integration with desktop

applications. No voicemail.

IM: Company‐wide, secure and IT‐managed

infrastructure, leverages a unified directory. Rich integrated presence

information within desktop productivity applications.

Web Conferencing: Hosted with ad hoc use.

Phone: IP telephony integrated with traditional PBX

and legacy phone systems.

IM: Rich integrated presence information within LOB

applications,

Web Conferencing: Either a hosted or on‐premise web conferencing solution with document sharing used

throughout the organization with a formal process of how to use

the tool(s).

Phone: IP telephony integrated with PCs and IM.

Fully converged communications network and

data infrastructure on a software-based

platform (telephony call control managed solely by software),

with communications integrated into line of business processes.

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IMPACT: Workforce Analysis

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Workforce analysis tooling

Desk Research

Stakeholder interviews

Custom Survey

Process

Tim

e

Factor4

Workshops

2525


Inspiration

Culture Technology

Organization

Factor4 Index– Enables the discussion about ‘Productivity’– Enables a dialogue with the workforce– Visualizes Quick Wins– Identifies the ‘organizational DNA’– Identifies areas of concern

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Factor 4 Index is : 14

Factor 4 Index (example)

Categorie Huidig Gewenst Factor4Indexuitdaging 6,5 8,3 15klanten & collega's 6,8 8,3 12zelfontplooiing 6,8 8,3 12ruimte 6,8 7,3 4zelfstandigheid & besluitvorming 6,8 8,1 11informeren & in actie komen 5,3 7,9 21binden & ontwikkelen 6,0 7,8 14werkplek & werksfeer 6,7 8,1 11motivatie & drijfveren 5,9 8,1 18waarden & gedrag 5,7 8,1 20management & leiderschap 6,7 8,0 10werk & privé 7,4 8,1 6zoeken & vinden 5,4 8,0 20samenwerken & communiceren 5,7 7,9 17slim & snel 5,2 7,9 21altijd & overal 6,7 7,5 6GEMIDDELDE FACTOR 4 INDEX 14

Totale score

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Uitleg van het Factor 4 Index cijfer (waarden)

Het overall Factor 4 Index cijfer is een gemiddelde van de rubrieken.

28


Custom survey

Niet van toepassing

Onbelangrijk

BelangrijkZeer be-langrijk

How important is your PC

Niet van toepassing

Onbelangrijk

Belangrijk

Zeer belangrijk

Niet van toepassing Slecht

MatigGoed

Zeer goed

How do you value your PC

Niet van toepassing

Slecht

Matig

Goed

Zeer goed

Slecht

Matig

Zeer goed

How do you value internet access

Slecht

Matig

Goed

Zeer goed

Niet van toepassing OnbelangrijkBe-

lan-grijk

Zeer be-langrijk

How important is access to the internet

Niet van toepassing

Onbelangrijk

Belangrijk

Zeer belangrijk

Feedback

Not Applicable

Not Important

Important

Very Important

Not Applicable

Not Important

Important

Very Important

Not Applicable

Bad

Weak

Good

Very Good

Bad

Weak

Good

Very Good

3030


Business case & priority matrix in IMPACT

32


Benchmark

3333


ROI Calculator / Analyst

3434


TCO Calculator / Analyst

3535


The Framework

36


Priority Setting

37

Time until results will be experienced

Total impact on the organization

37


The Priority-Matrix

38

38


Input

Business Case Framework

Workforce Analysis

Infrastructure Optimization

Personas & Scenarios

Workforce Analysis

Infrastructure Optimization

39


Examples

40

Effective email

Open all calenders

Self Directing teams

Global Product Development

New telecom infrastructure

Disconnected system

implementation

Laptops vs Desktops

40


IMPACT: Personas

December 2008

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Future

Change – has NO primary ownerbut many various stakeholders

42

Today

Change

IT

HR

Business

Marketing & Communicati

onC-Level Decision Makers

Workers Council

F&A

…

42


What are Personas

A Persona is an archetype that describes an almost real-life person

Personas are based on universal work stylesPersonas are mainly a communication and binding toolPersonas are based in the FUTURE, not todayThe IMPACT-Personas are based on 7 universal work styles

4343


WorkstylesType Description Predictability

connected with the role

Mobility connected with the role

Repeatability of activities

Time dependency of the role

Place dependency of the role

M1 Supportive with high predictability of job ↑ ↓ ↑ ↔ ↔

M2 Concentrative-Analyst Role ↑ ↓ ↑ ↓ ↓

M3 Technical (specialist) Role ↔ ↓ ↑ ↔ ↔

M4 Creative, R&D Role ↑ ↓ ↓ ↓ ↓

M5 High Internal Mobile Role ↔ ↔ ↔ ↓ ↔

M6 Managerial or Coordinator Role ↓ ↓ ↓ ↓ ↔

M7 External facing, highly mobile role ↔ ↑ ↔ ↓ ↓

There are seven universal workstyles, independent of region, type of organization or industry(Workplace Advantage)

46


Workstyle - Examples

47

Type

Description Examples – Knowledge driven environment

Examples – production-driven environment

Other examples

M1 Supportive with high predictability of job

Assistant

Call Center Agent

Internal Sales

Machine operator

Brick-Layer

Painter

Cleaner

Bookkeeper

M2 Concentrative-Analyst Role

Analyst

HR

Staff

Work-Preparation Laboratory

M3 Technical (specialist) Role

Technical Service

Developer

Engineer

Engineer

Installer

Anesthesiologist

Teacher

M4 Creative, R&D Role Marketeer

Researcher

Architect Professor

M5 High Internal Mobile Role

Project-Product Manager

Marketing Communication

Teamlead

Driver, transporter

Order Picker

Doctor

Nurse

M6 Managerial or Coordinator Role

Senior & Executive management,

Marketing & Product managers

Frontman

Quality Control

Member of the Board

M7 External facing, highly mobile role

Account Manager

Sales Representative

Consultant

Truck-driver Lobbyist


How to Build Personas

49

VisionWorkforce Analysis

Be ‘fanatical’ about People-Centric thinking

Translate roles to workstyles – then to Personas

As place and time independent as possible

Everything FACT-based

All related to the vision

Create real personas, with real personal lives

Create a typical week in the live with the most common scenarios

Don’t be futuristic – stay close to what’s believable today

1 2

• Think of diversity• Not everybody wants to work

time/place independent

• Blend work-life balance• Keep it simple• It’s not about being complete

– it is about creating understanding

• Don’t oversell• New World of Work is NOT

about work at home (it is all about trust)


Personas and their workplace

50

Smartphone

Portable Device

Access Anytime, Anywhere

SmartCard

Instant Conferencing (Web & Voice)

Enhanced Physical environment

Unified Presence & Communication environment

Integrated & Pervasive

Collaboration Environment

Seamless peripheral availability


Personas create a 360° view

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Quarant – IMPACT – mei 2009 What can we learn from Anne-Mary52

07:00 08:00 09:00 10:00 11:00 12:00 13:00 14:00 15:00 16:00 17:00 18:00

MONDAY

TUESDAY

WEDNESDAY

THURSDAY

FRIDAY

WEEKEND

Part-Time day

Part-Time day

Get up – breakfast with family

Check email –Bring kids to school

Handle tasks and simple everyday activities

Take train to Office3 Planned Phonecall

Perform some concentrative activities

Lunch inc. short- unplanned- meeting with manager - update eachother

Perform some concentrative activities

Trave home with bus. On the way: Conf-Call

Kids from school

Perform concentrative activities

Diner with family


Train to work

Intensive and concentrative activities (administration, planning, phone calls, etc)

Check email - handle simple tasks

Check Email

Lunch Meeting (@Office): 3 mensen present, 5 virtual present

Train Home Perform concentrative activities Diner with family


Check email –Bring kids to school

Virtual presence at meeting

Intensive and concentrative activities (administration, planning, phone calls, etc)

Virtual presence at meeting

Check email

Finish tasks for this week

E-learning to stay up-to-date with company policies

Finish elarningCheck email

Check email

Individual

Effective Communication

(Email)

Collab


(Phonecall)

Individual

Task- Project management

Collab

Discuss&Collab - Ad-Hoc 1:1

meeting

Individual


Individual


Individual


(Email)

Individual


Collab

Discuss&Collab: Structured Meeting

Collab

Discuss&Collab: Structured

Conference Call

Individual


Individual


(Email)

Individual


(Email)

Collab


Collab


(Phonecall)

Individual


Collab


(Phonecall)

Collab


Individual


Individual

Learning

Individual

Learning

Individual


(Email)

Individual


(Email)

Individual


(Email)

Personal Personal Personal

Personal Personal

Individual


Personal

Personal Personal

Travel TravelHome Office Home

Travel TravelOffice Home

Home

Home Home

Home

Home

She works time and place

independent; individual and collaborative

There is a mixture of

Physical and Virtual Presence

There is no difference between virtual and normal work: it’s just

workWorktime and

private time are mixed to

balance work- and life

She chooses the right time and place for her

activities

Choice to decide where and when she wants to do

her activities

As an individual she chooses the tools she needs: There is no ‘One

size fits All’

She can do her work wherever,

whenever…


Scenarios in IMPACT

54


Scenarios

• A Scenario is a description of a future way of performing an everyday activity

Scenario

Technology

Skills

Rules of Engagement

Workplace ProcessInterior Designers

RegulationCreativityBuilders

Architects

CustomerBusiness ConsultantsEtc.

55


ScenarioWhat do I do during the week?

What are my TOP-activities

How would they work in the future

Storyboard

Technology SkillsRules of Engagement

Expected Benefits

57


Meetings (simple)

Example scenarios

A person plans a meeting via Outlook

A central place is created – that is also available offline

A standardized agenda is provided, action points are integrated, decisions made are published

Meeting takes place

Meeting notes are published, action points shared, decisions transparent available

Based on alerts everybody gets the message that meeting notes are available

Collegues share their prepared stuff via the same central place

58


Scenario Description

Meetings – Simple Meetings are orchestrated via a standard template. This template can be used local and with one click published on a central place. This central place is a ‘semi’-standard space that consists of an agenda, a transparent actionlist that synchronizes with the PC, an overview of all decision taken, and space to store documents (for preparation). Meeting notes are made via a standardized template. Attendees and stakeholders can become a member of this place and will receive alertsaccording to their interests. Since everything is so transparent, the group ‘ pressure’ to comlete actionpoints and commit to simple standards is huge – which leads to an very efficient meetings and in the end… less meetings. Skills Basic Knowledge of Sharepoint

Basic Knowledge of making meeting notes Rules of Engagement Only the standard template is used

Meetingnotes are published, not mailed Take an alert/membership – no more mailing to distribution lists

Technology Sharepoint Word Templates Exchange Outlook

Expected benefits Only one version of a document o Less storage o Less email o One version

Standardization accelerates efficiency Less paper and printwork

Other measures… Quit all file/folder shares Limit mailzize


Place-Independent team meetings

Team Schedule

At a certain moment his teamlead gets an alert that he come 1 person short for the night shift – he immediately gets a list with available and most suitable persons. He clicks on it and by that notifies Aziz

Via his MyPortal or phone he adjust his own schedule with available hours to work

Aziz suddenly has a day-off from his school

My Schedule

8 October

Available

AvailableAziz

RuudRonald

Aziz receives an alert via SMS (or mail, or IM) and just responds – the ‘ system’ takes over

ACCEPT

Changes are immediately implemented in the schedules

My schedule

Team Schedule

61


Skills & Knowledge

Find a small group of logical change agents

….Who are the super users and ignite enthusiasm….

….and who will in a natural way engage the rest of the

organization

Per scenario

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Rules of Engagement

63

Rules of Engagement are actionable

63


7 Golden Rules of Engagement

64

1 All calendars open and up-to-date

2 Use existing templates

3 Presence indicator always on

4 Complete tasks in time or report delays upfront

5 By-Default protect personal, confidential or sensitive information

6 Manage and share tasks via Outlook

7 Share meeting preparation, documents & information via central places

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How to Build scenariosVisionWorkforce Analysis

Be ‘fanatical’ about People-Centric thinking

Translate activities today into the future via a storyboard

As place and time independent as possible

Everything FACT-based

All related to the vision

Keep it SMALL Better 3 small, partly overlapping scenarios than 1 big one

Don’t be futuristic – stay close to what’s believable today

1 2

• Storyboard should be 1 slide• Make it a simple, understandable• Think of Technology, Skills &

Rules of Engagement

• Small steps build success• it is NOT science, it is

PRAGMATISM• Technology = PLATFORM

• Integrate modern technology, not future technology (+5 yrs)

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