The document discusses implementing flexible working arrangements during an economic downturn. It notes that while some parts of Europe are recovering from recession, unemployment remains high. Agile working allows employees to work flexibly without assigned workspaces through strategies like working from home or third places. Implementing flexible working can help reduce costs, improve work-life balance during layoffs, and position companies for growth without additional expenses. Case studies show flexible working increases productivity, lowers costs, and boosts employee satisfaction. The key is change management to convince employees and management of the benefits.

1. Moderator : Helen Kaufert Leyland , Nokia Siemens Network Speakers : Kimberlee Burt , Original Creative Co-op Colin Stuart , EC Harris LLP Nigel Oseland , AMA Alexi Marmot Associates Nik Robotham , Morgan Stanley #1 Implementing Flexible Working in a Downturn: A Practical Guide

4. Agile Working Agile Working is about bringing people, Processes, IT and technology, time and place together to find the most appropriate innovative and effective way of working to carry out particular tasks. There is no one size fits all, it has common themes but is individual. Agile Working, in simplistic terms is working within guidelines but without boundaries . At BT they have 75,000 flexible workers out of 111,000 people …. and 14,500 are homeworkers Constructing Excellence - Better Ways of Working March 2009 Paul Allsopp BSc.(Hons) (formerly BT) THE AGILE ORGANISATION

17. Investing in Flexible Working

22. 7 Cs of Change Set the stage … decide what to do make it happen … then make it stick Source: AMA Alexi Marmot Associates 2009 C reate sense of urgency C redible team C larify vision and strategy C ommunicate C onsult and empower C elebrate short-term wins C ement the new culture

24. Change Cycle Resistance Commitment Exploration Morale Denial Resisting change, anger at change Bargaining & explore options for solution Accepting responsibility for making change Refusing to acknowledge change Time Emotional Support Voicing of concerns and acknowledgement Clear Direction List priorities, set short-term goals Encouragement Acknowledge and reward success Information Justify change and prepare people Source: AMA Alexi Marmot Associates 2009

25. Barriers to Change Why do people resist change? How do we tackle this? Value and reward alignment Ownership and champions Good comms/consultation Provide additional support Highlight strategy and benefits Transparency & reassurance Self-interest - loss of control Distrust changers Misunderstanding Low tolerance of change Unnecessary interference Fear of the unknown Source: AMA Alexi Marmot Associates 2009

26. Dealing with Resistance Source: AMA Alexi Marmot Associates 2009 Tell me and I’ll forget Show me and I will remember Involve me and I’ll understand (Lao Tse, circa 600 BC) Coercion/ Edict Influence Education/ Reasoning Negotiation/ Arbitration Involvement/ Ownership Facilitation/ Participation

27. Example of Process & Techniques Source: AMA Alexi Marmot Associates 2009

28. Change Programme Source: AMA Alexi Marmot Associates 2009 58 additional tasks for FlexSpace

37. Planning the space: