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Rabobank Unplugged - Intrapreneurship conference 2011
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Rabobank Unplugged - Intrapreneurship conference 2011

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Paul Bloemen (Riddervis) was the change manager of Rabobannk, in the Netherlands. He worked on the Unplugged program, a HR program aiming to provide employees with more autonomy and empowerment

Paul Bloemen (Riddervis) was the change manager of Rabobannk, in the Netherlands. He worked on the Unplugged program, a HR program aiming to provide employees with more autonomy and empowerment

Published in: Business, Career, Technology
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  • 1. Working in the 21st century 1
  • 2. Rabobank at a glance International service provider on cooperative organisation principle •  Operating in 46 countries •  9.5 million customers around the world •  603 offices outside the Netherlands •  60,500 FTEs Cooperative core business: 152 independent Rabobank member banks in the Netherlands •  7.5 million customers •  1,061 offices •  29,000 FTEs2
  • 3. What s going on?3
  • 4. The workplace is changing4
  • 5. Information travels faster Dutch broadband- penetration reaches 80% March 20095
  • 6. Customer behaviour is changing Open information Peer to peer6
  • 7. Shift to mobile 24/77
  • 8. We handle work differently Greater independence in a 24/7 economy Making optimal use of new means of communication Increasing need to belong8
  • 9. Using today s office space •  Average workplace occupation has fallen to 50 percent •  Peak occupation during office hours 75 percent on average, even in operational departments9
  • 10. Growing collaboration different time 100% different place 90% same time 80% different place 70% 60% same time same place 50% 40% working alone 30% percentage 20% personal Owing to different working styles, 10% staff is increasingly working performance 0% together in different times and depends on 2000 2005 2010 2015 places. group input Source: Gartner (March 2006)10
  • 11. Control is a utopia11
  • 12. Trust Trust12
  • 13. Why Rabo Unplugged Why Rabo Unplugged? 1.  The demands of our clients and workers are changing, we have to be able to innovate and adjust quickly13
  • 14. Why Rabo Unplugged Why Rabo Unplugged? 1.  The demands of our clients and workers are changing, we have to be able to innovate and adjust quickly 2.  Therefore we need a different workstyle14
  • 15. Why Rabo Unplugged Why Rabo Unplugged? 1.  The demands of our clients and workers are changing, we have to be able to innovate and adjust quickly 2.  Therefore we need a different workstyle 3.  That workstyle requires different facilities in bricks, bytes and HR15
  • 16. Central message Employees have the responsibility to choose where, when, with which resources and with who they do their work. Corresponding with our values and focused on the results you agreed on with your colleagues and manager.16
  • 17. Guiding principles Activity related, at any place and time, collaborating and sharing knowledge, less rules, entrepreneurship, responsibility.17
  • 18. Activity-related and independent of place and time18
  • 19. Growth by invitation19
  • 20. Creation of an learning network Departments form their own transformation teams Transformation managers are linked as buddy’s and in meetings Professionals of HR, facilities and ICT work together to support them
  • 21. Supported with tooling Workshops Movies Manuals Presentations
  • 22. Testimonials It is easier to show entrepreneurship Previously you had to ask ‘can I have remote access so I can work from home?’. Now you have it automatically. Entrepreneurship is felt more, because people have more freedom and can make their own choices. Youre more easily in touch with your customers, because you can choose your workplace near them. Nobody is surprised if you arrive in the office after nine o clock, a lot of people work in the weekends, the patterns are shifting. Because you have your work available digitallyalways, communication is easier and you can act more quickly.
  • 23. 23
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