Het Nieuwe Werken

MARCEL VAN BEEK

BUSINESS CONSULTANT

NOBEL

AGENDA

• De wereld verandert!

• Het Nieuwe Werken, wat is het?

• Het Nieuwe Werken, hoe voer je het in?

• Zelf aan de slag!

INTRODUCTIE

• Naam

• Bedrijf (wat, waar, wie)

• Rol binnen het bedrijf

• Korte omschrijving privé situatie

• Waarom Het Nieuwe Werken?

• 2 voor- en 2 nadelen van Het Nieuwe Werken

De wereld verandert

Fileleed Globalisatie Klantgerichtheid Milieu Homo sapiens Samenwerking Generatie Y

Concurrentie Compliance Hiërarchie Versnelling Bureaucratie Verzilvering Info-overload

maatschappelijke & organisatorische ontwikkelingen

DE 7 KRACHTEN

1. Economie: krimp, gevolgd door lagere groei en creative destruction;

2. Demografie: vergrijzing, groei buiten Europa, urbanisatie;

3. Globalisering en het Verre Oosten: The World goes Pacific;

4. Natuur en milieu: kwaliteit van onze leefomgeving onder druk;

5. Voedsel, energie en materialen: no more plenty;

6. ICT: anders organiseren, cloud computing;

7. Maatschappelijk-economische attitude: naar duurzame gretigheid

We zitten in de 5e Kondratieff cyclus

Tijdvak

1988-1993 voorspoed

1994-2002 voorspoed, afbuigend

2003-2009 recessie

2010-2015 depressie

2016-2020 fase van herstel

ECONOMIC RESET VIER KRITISCHE DIMENSIES VAN BEDRIJFSVOERING

1. Korte termijn-interventies: wat moeten we doen en kunnen we doen op korte termijn?

2. Vernieuwende strategie: moeten we onze richting aanpassen, wat wordt dan onze nieuwe richting, welke vernieuwing gaan we brengen.

3. Innovatief organisatiemodel: moeten we onze organisatie en ons netwerk anders inrichten, en hoe dan?

4. Transformatie: hoe realiseren we de benodigde veranderingen?

EEN NIEUWE FASE Natuurlijke hulpbronnen blijken eindig en financiële middelen niet oneindig

We moeten verduurzamen en versoberen.

Dit begint met het

herdefiniëren van

geluk en tevredenheid.

EEN NIEUWE FASE Natuurlijke hulpbronnen blijken eindig en financiële middelen niet oneindig

Is werk dat leidt tot

hoge beloning en veel

macht aantrekkelijk

Of wordt werk wat bijdraagt aan een hoger doel en zelfontplooiing aantrekkelijk?

EEN NIEUWE FASE Natuurlijke hulpbronnen blijken eindig en financiële middelen niet oneindig

Niet het geld maar het doel van de organisatie wordt belangrijker!

WERK WERK WERK

Mensen zijn geen “productiemiddelen” meer maar worden “investeringen” die door persoonlijke ontwikkeling van talenten te gelde worden gemaakt!

Werkervaring is belangrijker dan een

diploma!

TALENTEN Uitgaan van ieders unieke talent is duurzaam

Het leidt tot maximale effectiviteit en weinig verspilling.

Mensen die doen waar ze goed in zijn en wat ze leuk vinden hoeven nauwelijks begeleid en gecontroleerd te worden.

TALENTEN Uitgaan van ieders unieke talent is duurzaam

Als talenten kunnen werken waar ze willen en wanneer ze willen, zonder voortdurende controle, is er een unieke waarde!

ARBEIDSRELATIES Er ontstaan vele vormen van nieuwe arbeidsrelaties.

Zelfstandigen zonder personeel

Meerdere loopbanen gelijktijdig

Per levensfasen andere loopbaan waarden

Per levensfasen omscholen

ARBEIDSRELATIES Er ontstaan vele vormen van nieuwe arbeidsrelaties.

Waardering op basis van talent en

prestatie i.p.v. functie

Transferpremie bij wisseling

werkgevers

Van grotere organisaties >

kleine samenwerkende netwerken

ONDERNEMEN Wat betekenen deze ontwikkelingen voor uw leiderschap?

De trend is duurzaam leiderschap. Duurzaam staat voor creatief en visionair, het gaat om dienend en authentiek leiderschap. De kracht om te verbinden van netwerken binnen de organisatie (medewerkers) en netwerken buiten de organisatie (klanten, leveranciers, aandeelhouders, etc.) Continu communiceren over de strategische richting van de organisatie.

SOCIALE INNOVATIE

Het verbinden van eigentijdse inzet van personeel met verbeterde bedrijfsprestaties.

Het gevolg is een grotere vrijheid en autonomie voor de werknemer en meer flexibiliteit voor de organisatie.

HAVE FUN Mensen zijn niet lastig. Mensen zijn verschillend. Dat is best lastig!

BREAK

HET NIEUWE WERKEN

WAT IS 2bPR?

“een intern veranderingstraject gericht op het

implementeren van het “het nieuwe werken” en

daarmee een “People Ready‟ organisatie te zijn

WELKE

Mentaal Mensen

Fysiek Werkplek

Virtueel Technologie

DRIE DIMENSIES?

DIMENSIE

Vitaliteit

Productiviteit

Groei

MENTAAL - MENSEN

Inspiratie

Activiteit gebaseerd

Individueel en Samen

DIMENSIE FYSIEK - WERKOMGEVING

DIMENSIE VIRTUEEL - TECHNOLOGIE

Slimmer ontmoeten

Slimmer vergaderen

Slimmer communiceren

HET NIEUWE WERKEN

Hoe voer ik het door in mijn organisatie?

IMPACT

Methode gericht op een transitie naar 2bPR

F4I

Workforce assessment

Inspiration

Culture Technology

Organization

F4I

Resultaten

IO-Model

Technologie assessment

Dynamic

• Proactive

• Optimizing Costs and Quality

• Agile

• Self Assessing and Continuous Improvement

• “Taking The Lead”

• Proactive

• Accountable

• Increased Monitoring

• Formal Change Management

• SLA‟s

• Improvement

• Predictability

• “Quality Driven” Standardized

• Reactive

• Stable IT

• Request Driven

• Change Management and Planning

• “Keeping It Running”

Basic

• Reactive

• Ad hoc

• Problem-Driven

• “Avoiding Downtime”

Rationalized

IO-Model

Inzicht in verbeterpunten

IO-Model

Inzicht in verbeterpunten

Step 1: What is the

current maturity of

The Companies

Infrastructure

Step 2: What kind

of Infrastructure

Maturity is needed to

realize The

Customers Vision

Based on IO

Maturity Scan plus

qualitative interviews

with stakeholders

Based on the

translation of the

company vision into

IT-Needs

Gap

from

to

Wat is HNW Visie?

VERANDEREN

Kent meerdere stakeholders

Future

Today

Change

IT

HR

Business

Marketing & Communicatio

n C-Level Decision Makers

Workers Council

F&A

…

IMPACT

Beschrijven van een persona

A Persona is an archetype that describes an almost real-life person

Persona’s are based on universal work styles

Persona’s are mainly a communication and binding tool

Persona’s are based in the FUTURE, not today

The IMPACT-Persona’s are based on 7 universal work styles

PERSONA’S

Best Case Scenario

• Varied team involved in creation process – HR, Marketing, IT, Market Research

• Creation utilizes many sources of data - Marketing data, usability data, interviews, job profiles, business plan

• Created persona's are validated against real users

• Designers employed to illustrate and communicate them

• Entire team uses them – vision, planning, development, documentation, marketing, support

PERSONA’S

De Basis • Design for just a few persons – fewer is better

• Understand and speak to the user‟s goals (not just their tasks)

• Prioritize for “Daily Use” & “Necessary Use” Scenarios - not “Edge Case” Scenarios

• Utilize narrative & storytelling

• Make links to data explicit

• Communicate persona's over time – multiple illustrations/mediums, progressive disclosure of information (start small)

PERSONA’S

Type Description Predictability

connected with the

role

Mobility connected

with the role

Repeatability of

activities

Time dependency of

the role

Place dependency of

the 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 ↔ ↑ ↔ ↓ ↓

There are seven universal workstyles, independent of region, type of organization or industry

(Workplace Advantage)

PERSONA’S

Type Description Examples – Knowledge driven

environment

Examples – production-driven

environment

Other examples

M1 Supportive with high

predictability of job

Assistant

Call Center Agent

Internal Sales

Machine operator

Brick-Layer

Painter

Cleaner

Bookkeeper

M2 Concentrative-Analyst Role Analyst

HR

Staff

Work-Preparation Laboratory

M3 Technical (specialist) Role Technical Service

Developer

Engineer

Engineer

Installer

Anesthesiologist

Teacher

M4 Creative, R&D Role Marketeer

Researcher

Architect Professor

M5 High Internal Mobile Role Project-Product Manager

Marketing Communication

Teamlead

Driver, transporter

Order Picker

Doctor

Nurse

M6 Managerial or Coordinator

Role

Senior & Executive

management,

Marketing & Product

managers

Frontman

Quality Control

Member of the Board

M7 External facing, highly mobile

role

Account Manager

Sales Representative

Consultant

Truck-driver

Lobbyist

PERSONA’S

Type Description Persona Function

M1 Supportive with high

predictability of job

Assistant

M2 Concentrative-Analyst Role Business Analyst

M3 Technical Role IT-Pro

M4 Creative, R&D Role Data Analyst

M5 High Internal Mobile Role Marketing Manager

M6 Managerial or Coordinator Role Senior Business Unit Manager

M7 External facing, highly mobile

Role

Account Manager

Anne-Mary

Robert

Ruud

Juliette

Aziz

Mark

Sandra

PERSONA’S

Vision Workforce Analysis

Be „fanatical‟ about People-Centric thinking

Translate roles to workstyles – then to Persona's

As place and time independent as possible

Everything FACT-based

All related to the vision

Create real persona's, with real personal lives

Create a typical week in the live with the most common scenarios

Don’t be futuristic – stay close to what’s believable today

1 2

• Think of diversity

• Not everybody wants to work time/place independent

• Blend work-life balance

• Keep it simple

• It’s not about being complete – it is about creating understanding

• Don’t oversell

• New World of Work is NOT about work at home (it is all about trust)

PERSONA’S

Smartphone

Portable Device

Access Anytime, Anywhere

SmartCard

Instant Conferencing (Web & Voice)

Enhanced Physical

environment

Unified Presence & Communication environment

Integrated & Pervasive

Collaboration Environment

Seamless peripheral availability

PERSONA’S

PERSONA’S

07:00 08:00 09:00 10:00 11:00 12:00 13:00 14:00 15:00 16:00 17:00 18:00

MONDAY

TUESDAY

WEDNESDAY

THURSDAY

FRIDAY

WEEKEND

Part-Time day

Part-Time day

Get up – breakfast with family

Check email –Bring kids to school

Handle tasks and simple everyday activities

Take train to Office

3 Planned Phonecall

Perform some concentrative activities

Lunch inc. short- unplanned- meeting with manager - update eachother

Perform some concentrative activities

Trave home with bus. On the way: Conf-Call

Kids from school

Perform concentrative activities

Diner with family

Get up – breakfast with family

Train to work

Intensive and concentrative activities (administration, planning, phone calls, etc)

Check email - handle simple tasks

Check Email

Lunch Meeting (@Office): 3 mensen present, 5 virtual present

Train Home Perform concentrative activities Diner with family

Get up – breakfast with family

Check email –Bring kids to school

Virtual presence at meeting

Intensive and concentrative activities (administration, planning, phone calls, etc)

Virtual presence at meeting

Check email

Finish tasks for this week

E-learning to stay up-to-date with company policies

Finish elarning

Check email

Check email

Individual

Effective Communication

(Email)

Collab

Effective Communication

(Phonecall)

Individual

Task- Project management

Collab

Discuss&Collab - Ad-Hoc 1:1

meeting

Individual

Task- Project management

Individual

Task- Project management

Individual

Effective Communication

(Email)

Individual

Task- Project management

Collab

Discuss&Collab: Structured Meeting

Collab

Discuss&Collab: Structured

Conference Call

Individual

Task- Project management

Individual

Effective Communication

(Email)

Individual

Effective Communication

(Email)

Collab

Discuss&Collab: Structured Meeting

Collab

Effective Communication

(Phonecall)

Individual

Task- Project management

Collab

Effective Communication

(Phonecall)

Collab

Discuss&Collab: Structured Meeting

Individual

Task- Project management

Individual

Learning

Individual

Learning

Individual

Effective Communication

(Email)

Individual

Effective Communication

(Email)

Individual

Effective Communication

(Email)

Personal Personal Personal

Personal Personal

Individual

Task- Project management

Personal

Personal Personal

Travel Travel Home Office Home

Travel Travel Office Home

Home

Home Home

Home

Home

She works time and place independent; individual and collaborative

There is a mixture of

Physical and Virtual

Presence

There is no difference between virtual and normal work: it’s just work

Worktime and private time are mixed to

balance work- and life

She chooses the right time and place for her activities

Choice to decide where and when she wants to do her activities

As an individual she chooses the

tools she needs: There is

no ‘One size fits All’

She can do her work

wherever, whenever…

PERSONA’S

• A Scenario is a description of a future way of performing an everyday activity

Scenario

Technology

Skills

Rules of Engagement

Workplace Process Interior Designers

Regulation

Creativity

Builders

Architects

Customer

Business Consultants

Etc.

SCENARIO’S

SCENARIO’S

What do I do during the week?

What are my TOP-activities

How would they work in the future

Storyboard

Technology Skills Rules of Engagement

Expected Benefits

SCENARIO’S

A person plans a meeting via Outlook

A central place is created – that is also available offline

A standardized agenda is provided, action points are integrated, decisions made are published

Meeting takes place

Meeting notes are published, action points shared, decisions transparent available

Based on alerts everybody gets the message that meeting notes are available

Collegues share their prepared stuff via the same central place

SCENARIO’S

Eenvoudige meeting

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

SCENARIO’S

SCENARIO’S

Werken met vertrouwelijke informatie

This also goes for

-Sites

-Time-limited

information

-Parts of documents

Information that is

confidential should

stay confidential

…stays confidential –

with just one click…

…this also goes for

email

…and also works

with local information

..so anywhere, anytime,

anyhow people can work with

confidential information

SCENARIO’S

Plaats-onafhankelijke team afspraken

At a certain moment his

teamlead gets an alert that

he come 1 person short

for the night shift – he

immediately gets a list

with available and most

suitable persons. He

clicks on it and by that

notifies Aziz

Via his MyPortal or

phone he adjust his

own schedule with

available hours to

work

Aziz suddenly has a

day-off from his school My Schedule

Aziz receives an alert

via SMS (or mail, or

IM) and just responds

– the „ system‟ takes

over

ACCEPT

Changes are

immediately

implemented in the

schedules

SCENARIO’S

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

Per scenario

Hoe door te voeren

Vision Workforce Analysis

Be „fanatical‟

about People-

Centric thinking

Translate

activities today

into the future

via a storyboard

As place and

time

independent as

possible

Everything

FACT-based

All related to

the vision

Keep it SMALL Better 3 small, partly overlapping

scenarios than 1 big one

Don‟t be futuristic – stay close to

what‟s believable today

1 2

• Storyboard should be 1 slide

• Make it a simple, understandable

• Think of Technology, Skills & Rules

of Engagement

• Small steps build success

• it is NOT science, it is

PRAGMATISM

• Technology = PLATFORM

• Integrate modern technology, not

future technology (+5 yrs)

SCENARIO’S

Hoe door te voeren

Rules of Engagement are actionable

AFSPRAKEN

Maak afspraken over gedrag

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

AFSPRAKEN

PRIO

NIET ALLE PROJECTEN UITVOEREN

Business Case Framework

Workforce Analysis

Infrastructure

Optimization

Persona’s & Scenario’s

Workforce Analysis

Infrastructure

Optimization

PRIO

Effective email

Open all calenders

Self Directing teams

Global Product Development

New telecom infrastructure

Disconnected system

implementation

Laptops vs Desktops

PRIO

RESULTATEN

People

Technology

Place

Office-space Productivity

Travel – and work time

TCO workplace

Sick Leave

Attract and retain the

right people

Cost of communication and

collaboration

MANAGEMENT 2.0

http://www.youtube.com/watch?v=aodjgkv65MM