The document discusses the New Way of Working (NWoW), which aims to create sustainable performance and joy at work by putting the human resource at the center and creating an inspiring work environment. NWoW seeks to be good for both the organization through better performance, and for workers through improved wellbeing. It advocates creating an integrated human-centric work environment across virtual, physical, mental, and social dimensions to facilitate and motivate workers. Implementing NWoW may result in better organizational performance, happy stakeholders, and a better reputation for an organization. The document provides examples and offers guidance on how to start implementing NWoW.

1. JOURNEY TOWARDS
THE NEW WAY
OF WORKING
creating sustainable performance
and joy at work
Dirk W. Bijl
Ambassador for the New Way of Working

2. 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!

3. 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

4. What creates the New Way of
Working?
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

5. 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)

6. Summary: Create an Integrated Human Centric Work
Environment

7. 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

8. 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

9. 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)

10. Example 2: Microsoft NL RSM Research
Results

11. 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?

12. 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?

13. Phasing the NWoW Change Program
NWOW is impossible
without
Leadership
Sponsorship

14. NWoW Method

15. Want to know more? Read the book
...
Or contact us ...

16. 12/06/2012
Building a Next
Generation Workplace
Pol Vanbiervliet
Managing Director
Cisco Belux
Vlerick HR Day
June 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

17. 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&D
Diegem 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.
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18. 12/06/2012
We have more ways to connect than
ever before
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we lived through the PC Era
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3

19. 12/06/2012
we’re thriving in the POST PC Era
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4

20. 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
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21. 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 11
2006 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 FY08
Source: Cisco IBSG, 2007
* Data is based on present value of free cash Changing the way we
flows over a three-year period. Work, Live, Play & Learn
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22. 12/06/2012
2011 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 & Learn
Source: 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
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23. 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
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24. 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
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25. 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
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26. 12/06/2012
Reduce Optimize Speed decision Transform
travel employee making business
productivity models
Low Business Value High
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Home Depot, Rabobank
and Marriot: concierge;
extended hours and remote
branch; access to expertise.
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27. 12/06/2012
Mobility for schools and
higher education
Connected learning
Virtual classrooms
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Virgin Media - History
• 800 Sites – 350 Perm manned
• High T&E
• Email Centric
• Heavy Voice Conferences
24 12/06/2012 Virgin Media Confidential
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28. 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
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29. 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
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30. 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
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