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New ways of working & knowledge sharing - Dirk W. Bijl
 

New ways of working & knowledge sharing - Dirk W. Bijl

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    New ways of working & knowledge sharing - Dirk W. Bijl New ways of working & knowledge sharing - Dirk W. Bijl Presentation Transcript

    • JOURNEY TOWARDSTHE NEW WAYOF WORKINGcreating sustainable performanceand joy at work Dirk W. Bijl Ambassador 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 ofWorking? Put the Worker at the center Virtual Physical Mental Social and create a work environment that facilitates and motivates that worker to give its best at work
    • 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 WorkEnvironment
    • 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 of2008)‣ 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 ResearchResults
    • 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 impossible without Leadership Sponsorship
    • NWoW Method
    • Want to know more? Read the book... Or contact us ...
    • 12/06/2012Building a NextGeneration WorkplacePol VanbiervlietManaging DirectorCisco BeluxVlerick HR DayJune 13, 2012© 2010 Cisco and/or its affiliates. All rights reserved.© 2010 Cisco and/or its affiliates. All rights reserved. Cisco Confidential 11 The Cisco Vision changing the way we work, live, play, and learn. SM The Mission to shape the future of the Internet by creating unprecedented value and opportunity for our customers, employees, investors and ecosystem partners© 2010 Cisco and/or its affiliates. All rights reserved. Cisco Confidential 2 1
    • 12/06/2012 •1984 San Jose CA 1/3 sales •Networking 1/3 engineering •Collaboration •Data Center •Video 1/6 service •>40 billion $ 1/6 other •13% R&DDiegem 500 63K+ 165+ 475+Kortrijk 200 employees countries offices© 2010 Cisco and/or its affiliates. All rights reserved. Cisco Confidential 3 • 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.© 2010 Cisco and/or its affiliates. All rights reserved. Cisco Confidential 4 2
    • 12/06/2012 We have more ways to connect than ever before© 2010 Cisco and/or its affiliates. All rights reserved. Cisco Confidential 5 we lived through the PC Era© 2010 Cisco and/or its affiliates. All rights reserved. Cisco Confidential 6 3
    • 12/06/2012 we’re thriving in the POST PC Era© 2010 Cisco and/or its affiliates. All rights reserved. Cisco Confidential 7© 2010 Cisco and/or its affiliates. All rights reserved. Cisco Confidential 8 4
    • 12/06/2012 Web 1.0 Web 2.0 6 Total: $5.2B 5 Web 2.0 Collaboration Solutions: $1.4B Benefits ($B/Yr) 4 3 Web 1.0 Internet Solutions: 2 $3.8B 1 Information Sharing Transactions Interactions Collaboration FY95 FY00 FY05 FY10 Source: Cisco IBSG, 2011© 2010 Cisco and/or its affiliates. All rights reserved. Cisco Confidential 9 Cisco FY10 Impact ($ Million/Year) $141M $1,523M $128M $266M $1,395M $516M $601M Reduce Save Time Speed Transform Total Costs Net Impact Costs Process Business Benefits Source: Cisco IBSG, 2011© 2010 Cisco and/or its affiliates. All rights reserved. Cisco Confidential 10 5
    • 12/06/2012 Cisco FY2010 Benefits (Gross) = $1,523M $601M $516M Avoid travel Reduce Reduce travel Save time Reduce real estate costs to to increase Reduce commuting improve efficiency profitability Find people faster Find information faster Transform Speed $141M $266M business to process to Scale expertise increase increase Shorten sales cycle Increase customer intimacy growth agility Speed time to market Enhance executive Reduce delays in communication decision making Create new revenue streams Source: Cisco IBSG, 2011 © 2010 Cisco and/or its affiliates. All rights reserved. Cisco Confidential 112006 Cisco Video Enablement New Business Model Delivers Strategic Value 3 Years – Starting October 2006 Improving Sales Reducing Sales Cycle Travel Savings Executive & Employee Cost Avoidance Success Rate Productivity Gains In Services + $68 Million + $127 Million - $61 Million + $42 Million $21 Million 2% Decrease 2% Increase 5.5% Decrease $240M Based on 170 rooms assessment An increase of 60 in FY08Source: Cisco IBSG, 2007* Data is based on present value of free cash Changing the way weflows over a three-year period. Work, Live, Play & Learn © 2010 Cisco and/or its affiliates. All rights reserved. Cisco Confidential 12 6
    • 12/06/20122011 Cisco Video Enablement New Business Model Delivers Strategic Value 5 Years – Starting October 2006 Improving Sales Travel Savings Executive & Employee Success Rates Productivity Gains 2 percentage points $988 Million $344 Million improvement Reducing Sales Cost Avoidance in Cycle Services One-time benefit, no longer No longer included in included in annual benefits. annual benefits. • Based on 1,037 rooms $1.32 B 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 Changing the way we from IBSG study Work, Live, Play & LearnSource: Cisco IBSG & UCVS © 2010 Cisco and/or its affiliates. All rights reserved. Cisco Confidential 13 Workplace Optimization Connected Workplace Traditional offices usually don’t foster Situation / effective collaboration Challenge Individually assigned workspaces are typically inefficient, with low utilization Connected Workplace provides a flexible environment with variety of Benefits formats for individual and group work Using UC and Wi-Fi, employees • Reduced real estate Solution choose their workstations daily based • Improved collaboration on their needs at the time • Reduced energy and Open environment promotes greenhouse gas emissions collaboration and enhances well-being Implemented for 9,500 employees in Results 70 buildings globally 43% reduction in space per 43% reduction in space per worker worker Results FY10 savings of $33M/year in real Real estate savings of estate plus $2M/year in energy, on $33M/yr initial investment of $79M Energy savings of $2M/yr Sources: Cisco IBSG, 2011; Workplace Resources © 2010 Cisco and/or its affiliates. All rights reserved. Cisco Confidential 14 7
    • 12/06/2012 Business Travel Optimization Globalization, outsourcing, and mobility are increasing operational complexity Situation / and making collaboration more difficult Challenge Yet, customers and partners expect continually improving responsiveness Travel budgets increasingly constrained Deployed 1500+ TelePresence rooms Provided all employees with web conferencing (WebEx), desktop video, Benefits Solution and Unified Communications (UC) Reduced travel budgets and shifted Increased responsiveness culture to embrace remote collaboration Improved quality of life 64% reduction in air travel per employee Reduced greenhouse gas in FY10 relative to FY06 baseline (before emissions TelePresence) Reduced travel expense by $519M/year Results Results $140M/year productivity benefits from reduced downtime during travel Travel expense savings of Fully recouped investment in remote $519M/yr collaboration solutions with travel savings Time savings of $140M/yr Sources: Corporate Affairs, TelePresence IT, Finance; Cisco IBSG, 2011© 2010 Cisco and/or its affiliates. All rights reserved. Cisco Confidential 15 Telecommuting Many employees (and potential employees) don’t live near Cisco office Globalization driving need for greater Situation / collaboration across distances Challenge Increasing concern regarding sustainability and minimizing impact of unneeded travel Cisco policies enable some employees to telecommute full-time. Others can Benefits telecommute occasionally. Solution All employees have Unified Increased ability to hire and Communications, web conferencing retain expertise (WebEx), VPN Higher employee satisfaction Average Cisco employee now telecommutes 2.0 days/week (2.3 Results in U.S.) Results 60% of time saved is spent working, Time savings of $320M/yr and 40% goes to personal time for Cisco Increased productivity: $320M/year Commute cost savings of value to Cisco $49M/yr for employees Sources: Cisco IBSG, 2011; Workplace Resources, IT© 2010 Cisco and/or its affiliates. All rights reserved. Cisco Confidential 16 8
    • 12/06/2012 Executive Communications Show and Share, Video Blogs Employee teams are increasingly distributed globally, yet face-to-face meetings are limited by travel restrictions Situation / Cisco executives and managers needed Challenge better ways to keep in touch with employees Use of Cisco’s video production studios is expensive Show and Share makes it easy for any employee to create and publish informal, Benefits engaging videos, audio podcasts & photos Solution Improved executive Ease of use has encouraged many managers—including Chairman and CEO communications John Chambers—to post video blogs often Accelerated information sharing Improved employee alignment and morale 20% reduction in voluntary attrition Results Results $10.4M/yr savings in training and recruiting costs $11.1M/yr in cost savings $0.8M/yr savings from self-service video Increased employee production (versus Cisco studio) satisfaction, alignment with Sources: Cisco CCOE; Cisco IBSG, 2011 corporate strategy© 2010 Cisco and/or its affiliates. All rights reserved. Cisco Confidential 17 Next-Generation Events Company Meeting Quarterly company meeting began as “physical” event in San Jose Situation / With growth over time, majority of Challenge employees were unable to attend Meeting is important component of our executive communications Enabled remote video participation, starting with live IPTV and VoD replays, Benefits and more recently incorporating Solution Expanded access globally TelePresence Created location independence Provided text chat capability for Q&A and Improved communication real-time feedback Expanded access to all employees Results Increased employee participation from 10%-20% range to as high as 67% Boosted participation from 10% - 20% range to 67% Results Increased live attendance by 14x at 3x Reduced cost per live attendee cost, reducing cost per attendee by 78% by 78% over last decade Enabled event to be hosted from any 94% of attendees rated recent location, helping connect global staff meeting favorably Sources: Corporate Communications; Human Resources; Cisco IBSG, 2011© 2010 Cisco and/or its affiliates. All rights reserved. Cisco Confidential 18 9
    • 12/06/2012 Next-Generation Events Strategic Leadership Offsite Annual Strategic Leadership Offsite (SLO) with Cisco’s top 3,300 leaders Traditionally held in-person in California Situation / Travel constraints during downturn and desire Challenge to utilize Cisco collaboration technologies dictated alternative approach May 2010 hybrid event blended local in-person activities with global virtual sessions using collaboration technologies Benefits Wealth of downloadable content available Solution before, during, and after event Reduced travel cost and time Created formats ranging from large-scale Expanded content choices sessions (3,300) to more intimate leadership Increased interaction (posed exchanges (~20) questions directly to CEO) Proved viability of hybrid format Reduced costs by 35%, from $6.7M to $4.4M (in person/virtual) for inspiring/ Generated $1.8M in travel time savings communicating with leaders Achieved communication goals: sessions rated highly (CEO: 4.5/5.0 before & after shift to Results virtual); 94% understand vision and strategy; Results 85% felt inspired to help execute strategy 90% who attended in-person networking event 35% cost savings: $2.3M in San Jose found it effective Time savings: $1.8M Sources: Cisco Corporate Positioning; Cisco IBSG, 2011© 2010 Cisco and/or its affiliates. All rights reserved. Cisco Confidential 19 Recent learning experience: Core4 How to train 3.800 sales people on the same value selling concept Core4 Situation / People located all over EMEAR Challenge Need to go very fast Need to check result Create transversal team between engineering, marketing, learning Benefits Build the training on WebEx technology Solution All people on same level in 2 (PC or tablet based) (sessions of 90’) weeks Provide people with some choice of dates Timing flexibility Make it mandatory 95%+ participation Results Total of 48 sessions in 2 weeks No travel cost Over 95% participation Results 95% passed the test Very high satisfaction Overall satisfaction of >4.1 on 5 Accurate results monitoring Sources: Corporate Communications; Human Resources; Cisco IBSG, 2011© 2010 Cisco and/or its affiliates. All rights reserved. Cisco Confidential 20 10
    • 12/06/2012 Reduce Optimize Speed decision Transform travel employee making business productivity models Low Business Value High© 2010 Cisco and/or its affiliates. All rights reserved. Cisco Confidential 21Home Depot, Rabobankand Marriot: concierge;extended hours and remotebranch; access to expertise.© 2010 Cisco and/or its affiliates. All rights reserved. Cisco Confidential 22 11
    • 12/06/2012 Mobility for schools and higher education Connected learning Virtual classrooms© 2010 Cisco and/or its affiliates. All rights reserved. Cisco Confidential 23 Virgin Media - History • 800 Sites – 350 Perm manned • High T&E • Email Centric • Heavy Voice Conferences 24 12/06/2012 Virgin Media Confidential© 2010 Cisco and/or its affiliates. All rights reserved. Cisco Confidential 24 12
    • 12/06/2012 Virgin Media - History • 800 Sites – 350 Perm manned • High T&E • Email Centric • Heavy Voice Conferences 25 12/06/2012 Virgin Media Confidential© 2010 Cisco and/or its affiliates. All rights reserved. Cisco Confidential 25 A Comprehensive Collaboration Platform Personal Directory Dashboard Profile Social Tagging Blogs, Wikis, Forums Click to: Call, IM, Meet Community People, Team Space Communities, Information, Search Video Content UC-Enabled Management Browser Policy and Security Micro-Blogging© 2010 Cisco and/or its affiliates. All rights reserved. Cisco Confidential 26 13
    • 12/06/2012 Social Content / Documents Business Process Communication© 2010 Cisco and/or its affiliates. All rights reserved. Cisco Confidential 27 Social Content / Documents Content Content Profiles Teams Development Management Communities Networks Portals Intranets NWOW Business Vertical Voice / IM Applications Applications Video Customer Workflow Conferencing Email Care Business Process Communication© 2010 Cisco and/or its affiliates. All rights reserved. Cisco Confidential 28 14
    • 12/06/2012 ”Work is and NOT a ”© 2010 Cisco and/or its affiliates. All rights reserved. Cisco Confidential 29 Thank you. pvanbier@cisco.com Twitter: @pvanbier© 2010 Cisco and/or its affiliates. All rights reserved. Cisco Confidential 30 15