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Meeting the challenge of business change
One team identifying the challenge…
? Barclays challenge? Employer of choice
? Cost reduction
? The Barclays/JCI relationship? Long standing partnership
? Change is the only constant
? Collaboration at all levels
? 2 organisations have fused their skill sets to create
‘one team’Age
nda
for
Cha
nge
ExecutiveJohnson Controls (JC) Vice Presidents:Roy Cloudsdale Eric Auzepy , Guy Holden
Client ManagementJC Operations Director: Mark GraveneyJC Strategic Account Director: Leigh CarterJC Consulting Discipline owners:David Sterry & Kenneth Raisbeck
Operational Mgmt.JC Local Operational ManagersJC Project ManagersJC Lead Consultants
Service DeliveryJC client centric operations teams
Barclays Group Property Director:Graham Brammer
FM Director:Richard Walton
Barclays Service Directors:Andrew Gardiner, Karen Pleva
Strategy & Technical Managers
Barclays Informed Clients Barclays Service Manager:
Shaun NewtonBarclays Change Manager:
Margaret Kendall
Barclays end users:Malcolm Hill
Gary HarrisSandra Martin
Building user groups and guides
Business Operating System (BOS)
Project Management and Transition Management tools
Focus groups
Formal reviews using Performance
Dashboard and Customer Sats.Joint workshops
Joint business objectivesharing meetings
Strategy
Implementation
Delivery
one team
business change
stra
tegy
impl
emen
tatio
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Age
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? Ongoing relationship rather than individual projects
? Seamless transition to BAU teams
Business as Usual - Ongoing Partnership
Partnership Outputs
Partnership Outputs
Poole HRSSWorkplace
Re-engineeringCanary Wharf Executive Dashboard
Project JamaicaCentral London
PropertyRationalisation
Annual JointBusiness Plan
Pro
ject
1
New World HR Shared Services Programme
Create a superior HR service centre that presentsBarclays as the employer of choice
Create a one team environment where teams worktogether seamlessly
Foster a high performance culture whichembodies interaction and team spirit
Driveperformance
Build pride andpassion
Grow talent& capability
Intro
duct
ion
Def
ine
? Barclays House Poole - a “World Class Contact Centre”
? Aspiration for a workplace capable of supporting new workingpractices and reflect the New World HRSS business model
? A catalyst for organisational change
? Actively support the HRSS team through the improvementand re-engineering of their workspace.
? HHC = 270, located over two floors
? Density = 17 sqm
? Inflexible space
? Stove piped
? Ad-hoc image/brand
? Lack of ownership
? Cost inefficiencies around office
churn
Des
ign
Staff involvement in design process, including:
? Pre Occupancy Questionnaire
? Roadshow event
? Big Picture / Little Picture
? Focus groups
? Steering committee
HRSS Transformation
Bui
ld
No ofCustomers
One Two Three FourPilot
Wave Wave Wave Wave
No ofStaff
Oct 01’ Jan 02’ Jun 02’ Oct 02’ Jan 03’
4,500 27,000 47,000 65,000 95,000
12 340 388
? Establish user requirements
? Provide a flexible, scaleable workplace
? Attain ‘buy-in’ from the users
? Ensure transition did not interrupt HRSS business continuity
? Reduce operational costs, whilst improving overall quality
? Create a workplace that promotes team spirit and embracescommunication
Bus
ines
s C
hang
e? Identify principal stakeholders and accountable
decision makers
? Identify resistance – manage perceptions
? Managed explicitly - project and implementation
? Use the environment as a catalyst to drivebehavioural and organisational change
Opt
imis
e
Benefits included:
? 4640m2 to 3670m2
? 17m2 to 10m2 per HHC
? Reduced downtime
? Sickness
? Attrition (16%-6%)
? Call Centre performance
? Organisational/Cultural
change
Impact on Productivity
-5
0
5
10
15
20
25
Pre Post
% s
atis
fied
Facilities
Environment
+7.1%
+24.4%
Impact on Productivity
-5
0
5
10
15
20
25
Pre Post
% s
atis
fied
Facilities
Environment
+7.1%
+24.4%
Par
tner
ship
Val
ueMean Satisfaction with Facilities
70
75
80
85
90
Pre Post
% s
atis
fied
5th
7th
+2.0%
- 2.7%
Control
Mean Satisfaction with Facilities
70
75
80
85
90
Pre Post
% s
atis
fied
5th
7th
+2.0%
- 2.7%
Control
Mean Satisfaction with Environment
70
75
80
85
90
Pre Post
% s
atis
fied
5th
7th
+4.2%
+7.1%
Control
Pro
ject
2
Central London Portfolio Rationalisation
Intro
duct
ion
? Double economic value every four years? Reduce costs overall by £1bn
? Reduce accommodation costs in support of theproductivity and cost programme.
? All functions
? All central London sites
? Implementation of space standards
? Record management opportunities
Def
ine
? Introduce flexible working environments that can beroad tested to create an enriched workingenvironment - (reducing ownership)
? Release office space resulting in a tangible benefit insupport of GCF meeting their Group Cost Challenge
? Provide the cost-savings over a short timescale (priorto move to Canary Wharf) <2005
? Reduce support costs (reprographics & stationary)
Des
ign Grouped services facilitate a large open
plan space for workstations
High screenedcarrels for quietsolitary reading &working
Freeform mobile and fixedworkstations create aflexible, versatile workingenvironment
Vibrant, relaxed breakoutspace, featuring soft
seating & low coffee table
Small meetingroom for one to onemeetings or solitaryreading/working
Screened offstorage and officeresources
? No budget for IT & telephony? Additional scope was identified mid-project so the team
proceeded at risk? Lack of swing space to support the relocation process
Bui
ldYour Role
? Act as a central point of contact for the businessgroup you represent
Answer questionsregarding the
project
Help remove“blockages”
Be open-mindedto the potential
outcomes
Be Positive!
Deliverables & Next Steps
? Communicate to business users what and whythis study is happening
? Arrange interviews with BU leaders, working withJohnson Controls
? Answer questions that arise (and feed them backto Johnson Controls)
? Act as a point for review to clarify business unitleader outputs
? Business champions identified:? act as change agents (attitudes and behaviors)? take ownership? provided with guidelines / coaching
? The growing partnership:? BAU relocations team? ‘Virtual team’ including FM & supply partners (eg.
Pinnacle, Enable)? Project Implementation Reviews:
? allowed learnings to be integrated into remainingphases
Ope
rate
? Partnership aimed at influencing behaviours & work cultureto create real business change
? Actively managed shared risk & issues log allowedmitigation of potential impacts
? Business champion network to facilitate projectcommunication/ representation with the business e.g.working with FM team to develop centralised room &resource booking facility to support increased densities
? Accountability in business for sign-off
Opt
imis
eThe tangible objectives of the project were delivered:
? Financial benefit of £5.68m
? Release of 42,730 sq ft
? Storage/archive wins (37% reduction in storage/HHC)
? Centralised stationery (including 12% cost-saving)
? Reprographics
with the additional benefits of:
“Getting to the heart of the process, changing workpractices and making real business change”, which canbe further tested prior to implementation at CanaryWharf”
? Lessons learnt fed into Canary Wharf HQ design? Workspace design
? Stationary management
? Bulk reprographics
? Reception services
? Working together (customer service) programme
? Continuous learning
? Project implementation reviews
? Pilot studies
? Improved communications
? Roadshows
? Newsletters
? Web enabled room booking
Par
tner
ship
Val
ue
Del
iver
ing
Rea
l Val
ue? Space
? HRSS project increased occupational density from
17sqm to 10sqm
? London restack allowed early release of 43,000sqft
? Cost
? HRSS reduced operational cost by over 25%
? London restack provided cost savings of £5.6m
? FM cost savings 2000-2003 over £5m
? Quality
? ServQual (industry customer satisfaction benchmark)
scores increased by 9.76%
Meeting the challenge of business change