Quarant en Impact
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Microsoft heeft de methode IMPACT ontwikkeld om organisaties te helpen met het implementeren van Het Nieuwe Werken. Quarant is partner van Microsoft en heeft deze methode aangepast voor toepassing ...

Microsoft heeft de methode IMPACT ontwikkeld om organisaties te helpen met het implementeren van Het Nieuwe Werken. Quarant is partner van Microsoft en heeft deze methode aangepast voor toepassing binnen lokale overheden.

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Quarant en Impact Presentation Transcript

  • 1. The New World Of Work Staying Empowering people competitive in a to manage global market communication and information effectively Ensuring people have Improving the high-value skills to operations and meet 21st century compliance through challenges greater visibility Quarant – IMPACT – mei 2009 1
  • 2. 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 74% of the Dutch over 16 years is The end results, are unchecked IT member of 1 or more social spending, unnecessary network complexity, redundant Ernst&Young, April 2008 systems, under-utilised hardware and data centres, the need for expensive IT security and, inevitably, diminishing returns from IT. Is Information Overload a $650 Billion Financial Times, Oct 2008 Drag on the Economy? New York Times, Dec 2007 Quarant – IMPACT – mei 2009 2
  • 3. … The Customer Challenge… to from Quarant – IMPACT – mei 2009 3
  • 4. Centrale thema’s, voordelen en ervaringscijfers Kantoorruimte Productiviteit +10% +40% -15% -50% Werkplek Mens Ziekteverzuim -2% -20% Reistijd Werving en behoud -5% -30% medewerkers -5% -15% Technologie ICT-kostenwerkomgeving ICT-kosten Communicatie & +15% Samenwerkingstooling +10% Quarant – IMPACT – mei 2009 4
  • 5. IMPACT Quarant – IMPACT – mei 2009 5 5
  • 6. IMPACT Building 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- What is the current maturity user) technology facilitate of the technology? How does this? it support the end-users? Now and in the future. What are What is the current status of possible quick-wins? the workforce? What are productivity ‘killers’ & ‘ accelerators’ – what is the DNA of the workforces? What are prevailing workstyles? What is the balance between short term Quick Wins and long term strategic goals? Scenarios: Accelerate implementation - Proven, small-step approach where people, Personas: Connect ALL stakeholders by a place and technology are integrated common view on HOW people will work in the future What are the tangible benefits that need to be achieved Quarant – IMPACT – mei 2009 6
  • 7. IMPACT: Vision Quarant – IMPACT – mei 2009 7
  • 8. Three elements of a good vision FOCUS It is a very compelling dream that is shared GUIDANCE Today’s facts could lead to tomorrow’s Pick a moment in the future EXCITEMENT future It has a touch of • Not too close • Make it people centric ”magic” • Not too far • Make sure the measurable facts and Define how that future will figures are right • It is about the WHAT, and look like • Act as a subject not the HOW • Not too vague matter expert • It ‗plans‘ the unplannable • Not too precise • It is beyond extrapolation and deduction Quarant – IMPACT – mei 2009 8 8
  • 9. What is a New World of Work Vision to from 9 Quarant – IMPACT – mei 2009 9
  • 10. A vision creation process.... Desk Build vision Research Kick-off Interviews Quarant – IMPACT – mei 2009 10
  • 11. Interview guideline One World of Business How will the <..> industry look like in 2012 What major transitions in kind of work and way o o What could be headlines in the paper of work are expected Customer behaviour o Customer Demographics How do people collaborate today o Growth vs. shrinking market segments o Current vs. Future productportfolio o In projects o Current vs. future competition o In meetings What is the strategic direction (prioritize) o Customers, o Communictaion o Innovation o Efficiency o Etc... What are biggest assets of the company o Current o Strategic (positioned for the future) What are biggest challenges of the company o Current Including level of urgency Always on, Always Connected o Positioned for the future What is the position of technology now Customers o Tool, operational, strategic What are the top3 trends in the market What changes (if any) are expected in the near What are the top3 segments in the market How well is <..> positioned to address them (and further) future What are the biggest challenges to overcome to capture the opportunities What (tech) tooling is currently used External (eg strategy/activity based) o Technology to support the core processes Internal (eg culture, structure, demographics etc) o Personal productivity o Collaboration Transparancy What kind of regulation and compliance o Communication development do you expect o Information Management How important will it be in the near future to open up the organization What will be the importance of protection of What are the top3 (tech-)priorities to work on the brand-value What are (tech or other) adoption blockers Workforce-evolution What are the top3 (IT)projects for the short What is the role of people in the company term How is the workforce perceived o Current What are the priorities for the mid/long term o Positioned for the future What are the biggest assets of the workforce What are the biggest challenges of the workforce 9 jun. 06Created on 9-jun-06 Quarant – IMPACT – mei 2009 11
  • 12. IMPACT: IO Quarant – IMPACT – mei 2009 12
  • 13. Druk op IT neemt toe Regels en Compliance Technologie Beveiliging Veranderingen 80% Maintenance Keep Business Competition Up & Running 20% New Customer Cost Connection Reduction End User Productivity Business Results & New Value Quarant – IMPACT – mei 2009 13
  • 14. Infrastructure Optimization Model Stage Characteristics • Reactive • Reactive • Proactive • Proactive • Ad hoc • Stable IT • Accountable • Optimizing • Problem- • Request • Increased Costs and Driven Driven Monitoring Quality • ―Avoiding • Change • Formal • Agile Downtime‖ Management Change • Self and Planning Management Assessing • ―Keeping It • SLA‘s and Running‖ Continuous • Improvement Improvement • Predictability • ―Taking The • ―Quality Lead‖ Driven‖ Basic Standardized Rationalized Dynamic Quarant – IMPACT – mei 2009 14
  • 15. Core Infrastructure Optimization Model IT and Security Process Identity and Access Management Desktop, Device, and Server Management Security and Networking Data Protection and Recovery Basic Standardized Rationalized Dynamic Quarant – IMPACT – mei 2009 15
  • 16. Business Productivity Infrastructure Optimization Model Unified Communications Collaboration Enterprise Content Management Enterprise Search Business Intelligence Basic Standardized Rationalized Dynamic Quarant – IMPACT – mei 2009 16
  • 17. Application Platform Optimization Model User Experience Business Intelligence SOA and Business Process Data Management Development Basic Standardized Advanced Dynamic Quarant – IMPACT – mei 2009 17
  • 18. What Are the Opportunities Only based on Core Infrastructure Optimization assessment results Worldwide Account Profiling Distribution Rationalized Dynamic 2% 1% Source: Microsoft Enterprise Partner Group (EPG) profiling as of June 15, 2008 (15K accounts profiled—all subsidiaries including United States) Standardized 34% Basic 63% Quarant – IMPACT – mei 2009 18
  • 19. How we use it Step 1: What is the Step 2: What kind of current maturity of The Infrastructure Maturity is Companies needed to realize The Infrastructure Customers Vision Gap Based on IO Maturity Based on the Scan plus qualitative translation of the interviews with company vision into IT- stakeholders Needs Quarant – IMPACT – mei 2009 19
  • 20. What is the current IT-Maturity BASIC STANDARDIZED RATIONALIZED DYNAMIC Core IO Technology Identity & Access Management Desktop, Device & Server management Security and Networking Core IO Data Protection & Recovery IT Security & Security Process Processes ITIL/Cobol Based management process Governance Unified Workspaces & Portals (Comm&Collab) Communication & Messaging Collaboration Presence Web Conferencing Enterprise Content Document & Records Management Management Forms Management BPIO Web Content Management Search Business Intelligence Performance Management Reporting and Analysis Data Warehousing Development SOA & Business Processes Data Management APIO User Eperience Business Intelligence See BPIO Quarant – IMPACT – mei 2009 20
  • 21. What is the future IT-Need BASIC STANDARDIZED RATIONALIZED DYNAMIC Core IO Technology Identity & Access Management Desktop, Device & Server management Security and Networking Core IO Data Protection & Recovery IT Security & Security Process Processes ITIL/Cobol Based management process Governance Unified Workspaces & Portals (Comm&Collab) Communication & Messaging Collaboration Presence Web Conferencing Enterprise Content Document & Records Management Management Forms Management BPIO Web Content Management Search Business Intelligence Performance Management Reporting and Analysis Data Warehousing Development SOA & Business Processes Data Management APIO User Eperience Business Intelligence See BPIO Quarant – IMPACT – mei 2009 21
  • 22. What is the future IT-Need BASIC STANDARDIZED RATIONALIZED DYNAMIC Core IO Technology Identity & Access Management Desktop, Device & Server management Security and Networking Core IO Data Protection & Recovery IT Security & Security Process Processes ITIL/Cobol Based management process Governance Unified Workspaces & Portals (Comm&Collab) Communication & Messaging Collaboration Presence Web Conferencing Enterprise Content Document & Records Management Management Forms Management BPIO Web Content Management Search Business Intelligence Performance Management Reporting and Analysis Data Warehousing Development SOA & Business Processes Data Management APIO User Eperience Business Intelligence See BPIO Quarant – IMPACT – mei 2009 22
  • 23. Business Productivity Infrastructure Optimization Unified Communications Unified Communications Questions Basic Standardized Rationalized Dynamic Multi-layer AV, Spam and anti- Centralized IT support, with phishing protection; more than Access to basic email, but features like shared 50% of employees have mobile Integration across UC that How do you use e-mail in lacks features like shared calendaring, and secure access to mail and calendaring; extends to LOB apps or your organization? calendars and services like remote online and offline 20% or more employees have business processes. centralized IT support. access to email. integrated email, fax and telephony. Public IM: ad-hoc use for IM: Company‐wide, secure IM: Rich integrated presence daily business (not secure nor and IT‐managed information within LOB supported by IT). infrastructure, leverages a applications, unified directory. Rich Fully converged Web conferencing: Ad hoc, integrated presence Web Conferencing: Either a communications network and sporadic use of web information within desktop hosted or on‐premise web data infrastructure on a Besides through e-mail, conferencing and separate productivity applications. conferencing solution with software-based how does your system to support audio document sharing used platform (telephony call control organization communicate conferencing. Web Conferencing: Hosted throughout the organization with managed solely by software), across locations? with ad hoc use. a formal process of how to use with communications integrated Phone: Legacy PBX, the tool(s). into line of business processes. traditional phones, and no Phone: IP telephony integration with desktop integrated with traditional PBX Phone: IP telephony integrated applications. No voicemail. and legacy phone systems. with PCs and IM. Quarant – IMPACT – mei 2009 23
  • 24. IMPACT: Workforce Analysis Quarant – IMPACT – mei 2009 24
  • 25. Workforce analysis tooling Workshops Custom Survey Stakeholder Time interviews Factor4 Desk Research Process Quarant – IMPACT – mei 2009 25 25
  • 26. Factor4 Index – Enables the discussion about ‘Productivity’ – Enables a dialogue with the workforce – Visualizes Quick Wins – Identifies the ‘organizational DNA’ – Identifies areas of concern Inspiration Organization Culture Technology Quarant – IMPACT – mei 2009 26
  • 27. Factor 4 Index (example) Factor 4 Index is : 14 T o tale sco re C ateg o rie H u id ig G ew en st F acto r4In d ex uitdaging 6,5 8,3 15 k lanten & collega's 6,8 8,3 12 zelfontplooiing 6,8 8,3 12 ruim te 6,8 7,3 4 zelfstandigheid & besluitvorm ing 6,8 8,1 11 inform eren & in actie k om en 5,3 7,9 21 binden & ontw ik k elen 6,0 7,8 14 w erk plek & w erk sfeer 6,7 8,1 11 m otivatie & drijfveren 5,9 8,1 18 w aarden & gedrag 5,7 8,1 20 m anagem ent & leiderschap 6,7 8,0 10 w erk & privé 7,4 8,1 6 zoek en & vinden 5,4 8,0 20 sam enw erk en & com m uniceren 5,7 7,9 17 slim & snel 5,2 7,9 21 altijd & overal 6,7 7,5 6 G E M ID D E L D E F AC T O R 4 IN D E X 14 Quarant – IMPACT – mei 2009 27
  • 28. Uitleg van het Factor 4 Index cijfer (waarden) Het overall Factor 4 Index cijfer is een gemiddelde van de rubrieken. Quarant – IMPACT – mei 2009 28
  • 29. Custom survey Feedback How important is your PC How do you value your PC Niet van toepassing Not Applicable Niet van toepassing Not Applicable Slecht Bad Onbelangrijk Not Important Matig Weak Belangrijk Important Good Goed Very Important Zeer belangrijk Very Good Zeer goed How important is access to the internet How do you value internet access Niet van toepassing Not Applicable Slecht Bad Onbelangrijk Not Important Matig Weak Belangrijk Important Good Goed Very Important Zeer belangrijk Very Good Zeer goed Quarant – IMPACT – mei 2009 30 30
  • 30. Quarant – IMPACT – mei 2009 31
  • 31. Business case & priority matrix in IMPACT Quarant – IMPACT – mei 2009 32
  • 32. Benchmark Quarant – IMPACT – mei 2009 33 33
  • 33. ROI Calculator / Analyst Quarant – IMPACT – mei 2009 34 34
  • 34. TCO Calculator / Analyst Quarant – IMPACT – mei 2009 35 35
  • 35. The Framework Quarant – IMPACT – mei 2009 36
  • 36. Priority Setting Time until results will be experienced Total impact on the organization Quarant – IMPACT – mei 2009 37 37
  • 37. The Priority-Matrix 38 Quarant – IMPACT – mei 2009 38
  • 38. Input Workforce Infrastructure Analysis Optimization Business Case Framework Workforce Infrastructure Analysis Optimization Personas & Scenarios Quarant – IMPACT – mei 2009 39
  • 39. Examples Self Directing Effective email teams Open all calenders Global Product Development Laptops vs Desktops New telecom Disconnected infrastructure system implementation 40 Quarant – IMPACT – mei 2009 40
  • 40. IMPACT: Personas December 2008 Quarant – IMPACT – mei 2009 41
  • 41. Change – has NO primary owner but many various stakeholders Future IT … HR F&A Change Business Marketing Workers & Council Communi C-Level cation Today Decision Makers 42 Quarant – IMPACT – mei 2009 42
  • 42. What are Personas A Persona is an archetype that describes an almost real-life person Personas are based on universal work styles Personas are mainly a communication and binding tool Personas are based in the FUTURE, not today The IMPACT-Personas are based on 7 universal work styles Quarant – IMPACT – mei 2009 43 43
  • 43. There are seven universal workstyles, independent of Workstyles region, type of organization or industry (Workplace Advantage) Type Description Predictability Mobility connected Repeatability of Time dependency Place dependency connected with the with the role activities of the role of the role 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 ↔ ↑ ↔ ↓ ↓ Quarant – IMPACT – mei 2009 46
  • 44. Workstyle - Examples Type Description Examples – Knowledge Examples – production- Other examples driven environment driven environment M1 Supportive with high Assistant Machine operator Cleaner predictability of job Call Center Agent Brick-Layer Bookkeeper Internal Sales Painter M2 Concentrative-Analyst Analyst Work-Preparation Laboratory Role HR Staff M3 Technical (specialist) Role Technical Service Engineer Anesthesiologist Developer Installer Teacher Engineer M4 Creative, R&D Role Marketeer Architect Professor Researcher M5 High Internal Mobile Role Project-Product Manager Driver, transporter Doctor Marketing Communication Order Picker Nurse Teamlead M6 Managerial or Coordinator Senior & Executive Frontman Member of the Board Role management, Quality Control Marketing & Product managers M7 External facing, highly Account Manager Truck-driver Lobbyist mobile role Sales Representative Consultant 47 Quarant – IMPACT – mei 2009
  • 45. How to Build Personas Workforce Analysis Vision Everything All related to FACT-based the vision 1 2 Translate roles Be ‗fanatical‘ As place and to workstyles – about People- time then to Centric thinking independent as Personas possible Create real personas, with real Create a typical week in the live Don‘t be futuristic – stay close to personal lives with the most common scenarios what‘s believable today • Think of diversity • Blend work-life balance • Don‘t oversell • Not everybody wants to work • Keep it simple • New World of Work is NOT about time/place independent • It‘s not about being complete – it is work at home (it is all about trust) about creating understanding 49 Quarant – IMPACT – mei 2009
  • 46. Personas and their workplace Portable Device Smartphone Instant Conferencing (Web & Voice) Access Enhanced Physical Anytime, Anyw environment here SmartCard Unified Presence & Communication environment Seamless peripheral availability Integrated & Pervasive Collaboration Environment 50 Quarant – IMPACT – mei 2009
  • 47. Personas create a 360° view Quarant – IMPACT – mei 2009 51
  • 48. 07:00 08:00 09:00 10:00 11:00 12:00 13:00 14:00 15:00 16:00 17:00 18:00  Get up – Individual Individual Check email – Handle tasks Collab Individual Take train to Perform some Collab Individual Lunch inc. short- Perform some Collab Trave home Kids from Individual Perform Diner with breakfast Bring kids to and simple Home Office Travel concentrative unplanned- Office concentrative with bus. On Travel school Home concentrativ family MONDAY with Personal school Effective everyday 3 Planned Effective activities meeting with- Discuss&Collab activities the way: Discuss&Collab: Personal e activities Personal Task- Project Task- Project Task- Project family Communication activities Communication Phonecall manager 1:1update Project management Ad-Hoc - Task- Structured Conf-Call management management management She works time (Email) (Phonecall) meeting Conference Call eachother and place independent; There is a Get up– individual and Train Individual Individual Check email - Intensive and concentrative Lunch Collab Meeting mixture of Travel Train Home Individual Perform concentrative activities Diner with collaborative Travel Office Home breakfast to handleno differenceactivities There is simple (@Office): 3Physical and family TUESDAY with family Personal work tasks virtual and (administration,individual phone Personal between Effective As an planning, mensenVirtual Presence Discuss&Collab: Personal normal work: it’s just Communication Task- Project management Structured Worktime and Project management Task- work calls, etc) she chooses the present, 5 (Email) tools she needs: Meeting private time are virtual present mixed to There is no ‘One size fits All’ balance work- and life Individual Choice to Home Part-Time day decide where She chooses the WEDNESDAY and when she Effective Check Email right time and wants to do her Communication place for her activities (Email) activities Get up – Individual Check email – Collab Virtual Collab Individual Collab Intensive and concentrative activities Home Collab Virtual Individual Finish tasks Individual E-learning to stay up-to- breakfast Bring kids to presence at (administration, planning, phone calls, etc) presence at for this date with company THURSDAY with Personal school Effective meeting Discuss&Collab: Effective Effective meeting Discuss&Collab: weekProject policies Personal Task- Project Task- family Communication Structured Communication Communication Structured Learning management management (Email) Meeting (Phonecall) (Phonecall) Meeting She can do her work IndividualHome Individual wherever, when Individual Home ever… Part-Time day FRIDAY Finish elarning Effective Effective Check email Check email Communication Learning Communication (Email) (Email) Individual Check email Home WEEKEND Effective Communication (Email) 52 Quarant – IMPACT – mei 2009 What can we learn from Anne-Mary
  • 49. 53 Quarant – IMPACT – mei 2009
  • 50. Scenarios in IMPACT Quarant – IMPACT – mei 2009 54
  • 51. Scenarios • A Scenario is a description of a future way of performing an everyday activity Scenario Skills Rules of Engagement Technology Interior Designers Customer Regulation Workplace Process Business Consultants Creativity Etc. Builders Architects Quarant – IMPACT – mei 2009 55
  • 52. Scenario What do I do during the week? What are my TOP- activities How would they Storyboard work in the future Rules of Technology Skills Engagement Expected Benefits 57 Quarant – IMPACT – mei 2009
  • 53. Meetings (simple) A standardized agenda is Meeting notes are A person plans a provided, action points are published, action points meeting via Outlook integrated, decisions made are shared, decisions published transparent available A central place is created – that is also Meeting takes place available offline Based on alerts everybody gets the message that meeting notes are available Collegues share their prepared stuff via the same central place Quarant – IMPACT – mei 2009 58
  • 54. 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 Quarant – IMPACT – mei 2009 59
  • 55. Place-Independent team meetings Aziz suddenly has a My Schedule day-off from his school At a certain moment his teamlead gets an alert Via his MyPortal or that he come 1 person phone he adjust his short for the night shift – own schedule with he immediately gets a list available hours to with available and most work suitable persons. He clicks on it and by that notifies Aziz Changes are Aziz receives an alert immediately via SMS (or mail, or implemented in the IM) and just responds schedules – the ‗ system‘ takes over ACCEPT Quarant – IMPACT – mei 2009 61
  • 56. Skills & Knowledge Per scenario 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 Quarant – IMPACT – mei 2009 62
  • 57. Rules of Engagement Rules of Engagement are actionable 63 Quarant – IMPACT – mei 2009 63
  • 58. 7 Golden Rules of Engagement 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 Quarant – IMPACT – mei 2009 64 64
  • 59. How to Build scenarios Workforce Analysis Vision Everything All related to FACT-based the vision 1 2 Translate Be ‗fanatical‘ As place and activities today about People- time into the future Centric thinking independent as via a storyboard possible Keep it SMALL Better 3 small, partly overlapping Don‘t be futuristic – stay close to scenarios than 1 big one what‘s believable today • Storyboard should be 1 slide • Small steps build success • Integrate modern technology, not • Make it a simple, understandable • it is NOT science, it is future technology (+5 yrs) • Think of Technology, Skills & Rules PRAGMATISM of Engagement • Technology = PLATFORM Quarant – IMPACT – mei 2009 66
  • 60. www.quarant.nl www.excellentegemeente.nl Samen op reis? Quarant – IMPACT – mei 2009 67