quarant en impact
DESCRIPTION
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.TRANSCRIPT
Quarant – IMPACT – mei 2009 1
The New World Of Work
Staying competitive in a global market
Empowering people to manage communication and information effectively
Ensuring people have the high-value skills to meet 21st century challenges
Improving operations and compliance through greater visibility
Quarant – IMPACT – mei 2009
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
The end results, are unchecked IT spending, unnecessary complexity, redundant systems, under-utilised hardware and data centres, the need for expensive IT security and, inevitably, diminishing returns from IT.
Financial Times, Oct 2008
74% of the Dutch over 16 years is member of 1 or more social network
Ernst&Young, April 2008
Is Information Overload a $650 Billion Drag on the Economy?
New York Times, Dec 2007
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Quarant – IMPACT – mei 2009
… The Customer Challenge…
NOWfrom
WOWto
Technology Deployment
People Enablement
New World of Work - Journey
3
Quarant – IMPACT – mei 2009
Centrale thema’s, voordelen en ervaringscijfers
4
Mens
Technologie
Werkplek
Kantoorruimte Productiviteit
Reistijd
ICT-kostenwerkomgeving
Ziekteverzuim
Werving en behoud medewerkers
ICT-kosten Communicatie & Samenwerkingstooling
-15% -50%
-5% -30%
+15%+10%
-5%-15%
-2%-20%
+10% +40%
Quarant – IMPACT – mei 2009
IMPACT
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Quarant – IMPACT – mei 2009
IMPACTBuilding 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-user) technology facilitate this?
What is the current status of the workforce? What are productivity ‘killers’ & ‘ accelerators’ – what is the DNA of the workforces? What are prevailing workstyles?
What is the current maturity of the technology? How does it support the end-users? Now and in the future. What are possible quick-wins?
What are the tangible benefits that need to be achieved
What is the balance between short term Quick Wins and long term strategic goals?
Personas: Connect ALL stakeholders by a common view on HOW people will work in the future
Scenarios: Accelerate implementation -Proven, small-step approach where people, place and technology are integrated
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Quarant – IMPACT – mei 2009
IMPACT: Vision
7
Quarant – IMPACT – mei 2009
Three elements of a good vision
FOCUSIt is a very compelling dream that is shared GUIDANCE
Today’s facts could lead to tomorrow’s
future EXCITEMENTIt has a touch of
”magic”
8
Pick a moment in the future• Not too close• Not too far
Define how that future will look like• Not too vague• Not too precise
• Make it people centric
• Make sure the measurable facts and figures are right
• Act as a subject matter expert
• It is about the WHAT, and not the HOW
• It ‘plans’ the unplannable• It is beyond extrapolation
and deduction
8
Quarant – IMPACT – mei 2009
What is a New World of Work Vision
9
NOWfrom
WOWto
Technology Deployment
People Enablement
PeoplePeople
People PeoplePeople
9
Quarant – IMPACT – mei 2009
A vision creation process....
Kick-off
Desk Research
Interviews
Build vision
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Quarant – IMPACT – mei 2009
Interview guideline
9 jun. 06Created on 9-jun-06
One World of Business How will the <..> industry look like in 2012
o What could be headlines in the paper o Customer behaviour o Customer Demographics o Growth vs. shrinking market segments o Current vs. Future productportfolio o Current vs. future competition
What is the strategic direction (prioritize) o Customers, o Innovation o Efficiency
What are biggest assets of the company o Current o Strategic (positioned for the future)
What are biggest challenges of the company Including level of urgency
o Current o Positioned for the future
Customers What are the top3 trends in the market What are the top3 segments in the market How well is <..> positioned to address them What are the biggest challenges to overcome
to capture the opportunities
External (eg strategy/activity based) Internal (eg culture, structure, demographics
etc)
Transparancy
What kind of regulation and compliance development do you expect
How important will it be in the near future to open up the organization
What will be the importance of protection of the brand-value
Workforce-evolution What is the role of people in the company How is the workforce perceived
o Current o Positioned for the future
What are the biggest assets of the workforce What are the biggest challenges of the
workforce
What major transitions in kind of work and way of work are expected
How do people collaborate today o In projects o In meetings o Communictaion o Etc...
Always on, Always Connected What is the position of technology now
o Tool, operational, strategic What changes (if any) are expected in the near
(and further) future
What (tech) tooling is currently used o Technology to support the core processes o Personal productivity o Collaboration o Communication o Information Management
What are the top3 (tech-)priorities to work on What are (tech or other) adoption blockers What are the top3 (IT)projects for the short
term
What are the priorities for the mid/long term
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Quarant – IMPACT – mei 2009
IMPACT: IO
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Quarant – IMPACT – mei 2009
80%Maintenance
20% New
CostReduction
Keep BusinessUp & Running
End User Productivity
CustomerConnection
Competition
TechnologieVeranderingen
Regels en Compliance
Beveiliging
Business Results& New Value
Druk op IT neemt toe
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Quarant – IMPACT – mei 2009
Dynamic
• Proactive• Optimizing
Costs and Quality
• Agile• Self
Assessingand ContinuousImprovement
• “Taking The Lead”
• Proactive• Accountable• Increased
Monitoring• Formal
ChangeManagement
• SLA’s• Improvement• Predictability• “Quality
Driven”
Standardized
• Reactive • Stable IT• Request
Driven• Change
Management and Planning
• “Keeping ItRunning”
Basic
• Reactive• Ad hoc• Problem-
Driven• “Avoiding
Downtime”
Rationalized
Infrastructure Optimization ModelStage Characteristics
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Quarant – IMPACT – mei 2009
Standardized DynamicRationalizedBasic
Data Protection and Recovery
Identity and Access Management
Security and Networking
IT and Security Process
Desktop, Device, and Server Management
Core InfrastructureOptimization Model
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Quarant – IMPACT – mei 2009
Standardized DynamicRationalizedBasic
Unified Communications
Collaboration
Enterprise Content Management
Enterprise Search
Business Intelligence
Business Productivity InfrastructureOptimization Model
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Quarant – IMPACT – mei 2009
Standardized DynamicAdvancedBasic
Development
Data Management
SOA and Business Process
Business Intelligence
User Experience
Application PlatformOptimization Model
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Quarant – IMPACT – mei 2009
Worldwide Account Profiling Distribution
Basic
63%
Standardized
34%
Rationalized
2%Dynamic
1% Source: Microsoft Enterprise Partner Group (EPG) profiling as of June 15, 2008 (15K accounts profiled—all subsidiaries including United States)
What Are the OpportunitiesOnly based on Core Infrastructure Optimization assessment results
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Quarant – IMPACT – mei 2009
How we use it
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
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Quarant – IMPACT – mei 2009
What is the current IT-MaturityBASIC STANDARDIZED RATIONALIZED DYNAMIC
Core IO
Core IO Technology Identity & Access Management
Desktop, Device & Server management
Security and Networking
Data Protection & Recovery
IT Security & Processes
Security Process
ITIL/Cobol Based management process
Governance
BPIO
Unified Communication & Collaboration
Workspaces & Portals (Comm&Collab)
Messaging
Presence
Web Conferencing
Enterprise Content Management
Document & Records Management
Forms Management
Web Content Management
Search
Business Intelligence Performance Management
Reporting and Analysis
Data Warehousing
APIO
Development
SOA & Business Processes
Data Management
User Eperience
Business Intelligence See BPIO
20
Quarant – IMPACT – mei 2009
BASIC STANDARDIZED RATIONALIZED DYNAMIC
Core IO
Core IO Technology Identity & Access Management
Desktop, Device & Server management
Security and Networking
Data Protection & Recovery
IT Security & Processes
Security Process
ITIL/Cobol Based management process
Governance
BPIO
Unified Communication & Collaboration
Workspaces & Portals (Comm&Collab)
Messaging
Presence
Web Conferencing
Enterprise Content Management
Document & Records Management
Forms Management
Web Content Management
Search
Business Intelligence Performance Management
Reporting and Analysis
Data Warehousing
APIO
Development
SOA & Business Processes
Data Management
User Eperience
Business Intelligence See BPIO
What is the future IT-Need
21
Quarant – IMPACT – mei 2009
BASIC STANDARDIZED RATIONALIZED DYNAMIC
Core IO
Core IO Technology Identity & Access Management
Desktop, Device & Server management
Security and Networking
Data Protection & Recovery
IT Security & Processes
Security Process
ITIL/Cobol Based management process
Governance
BPIO
Unified Communication & Collaboration
Workspaces & Portals (Comm&Collab)
Messaging
Presence
Web Conferencing
Enterprise Content Management
Document & Records Management
Forms Management
Web Content Management
Search
Business Intelligence Performance Management
Reporting and Analysis
Data Warehousing
APIO
Development
SOA & Business Processes
Data Management
User Eperience
Business Intelligence See BPIO
What is the future IT-Need
22
Quarant – IMPACT – mei 2009
Business Productivity Infrastructure OptimizationUnified Communications
Unified Communicatio
nsQuestions Basic Standardized Rationalized Dynamic
How do you use e-mail in your organization?
Access to basic email, but lacks features like shared
calendars and services like centralized IT support.
Centralized IT support, with features like shared
calendaring, and secure remote online and offline
access to email.
Multi-layer AV, Spam and anti-phishing protection; more than 50% of employees have mobile access to mail and calendaring; 20% or more employees have
integrated email, fax and telephony.
Integration across UC that extends to LOB apps or
business processes.
Besides through e-mail, how does your
organization communicate across locations?
Public IM: ad-hoc use for daily business (not secure nor
supported by IT).
Web conferencing: Ad hoc, sporadic use of web
conferencing and separate system to support audio
conferencing.
Phone: Legacy PBX, traditional phones, and no integration with desktop
applications. No voicemail.
IM: Company‐wide, secure and IT‐managed
infrastructure, leverages a unified directory. Rich integrated presence
information within desktop productivity applications.
Web Conferencing: Hosted with ad hoc use.
Phone: IP telephony integrated with traditional PBX
and legacy phone systems.
IM: Rich integrated presence information within LOB
applications,
Web Conferencing: Either a hosted or on‐premise web conferencing solution with document sharing used
throughout the organization with a formal process of how to use
the tool(s).
Phone: IP telephony integrated with PCs and IM.
Fully converged communications network and
data infrastructure on a software-based
platform (telephony call control managed solely by software),
with communications integrated into line of business processes.
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Quarant – IMPACT – mei 2009
IMPACT: Workforce Analysis
24
Quarant – IMPACT – mei 2009
Workforce analysis tooling
Desk Research
Stakeholder interviews
Custom Survey
Process
Tim
e
Factor4
Workshops
2525
Quarant – IMPACT – mei 2009
Inspiration
Culture Technology
Organization
Factor4 Index– Enables the discussion about ‘Productivity’– Enables a dialogue with the workforce– Visualizes Quick Wins– Identifies the ‘organizational DNA’– Identifies areas of concern
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Quarant – IMPACT – mei 2009
Factor 4 Index is : 14
Factor 4 Index (example)
Categorie Huidig Gewenst Factor4Indexuitdaging 6,5 8,3 15klanten & collega's 6,8 8,3 12zelfontplooiing 6,8 8,3 12ruimte 6,8 7,3 4zelfstandigheid & besluitvorming 6,8 8,1 11informeren & in actie komen 5,3 7,9 21binden & ontwikkelen 6,0 7,8 14werkplek & werksfeer 6,7 8,1 11motivatie & drijfveren 5,9 8,1 18waarden & gedrag 5,7 8,1 20management & leiderschap 6,7 8,0 10werk & privé 7,4 8,1 6zoeken & vinden 5,4 8,0 20samenwerken & communiceren 5,7 7,9 17slim & snel 5,2 7,9 21altijd & overal 6,7 7,5 6GEMIDDELDE FACTOR 4 INDEX 14
Totale score
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Quarant – IMPACT – mei 2009
Uitleg van het Factor 4 Index cijfer (waarden)
Het overall Factor 4 Index cijfer is een gemiddelde van de rubrieken.
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Quarant – IMPACT – mei 2009
Custom survey
Niet van toepassing
Onbelangrijk
BelangrijkZeer be-langrijk
How important is your PC
Niet van toepassing
Onbelangrijk
Belangrijk
Zeer belangrijk
Niet van toepassing Slecht
MatigGoed
Zeer goed
How do you value your PC
Niet van toepassing
Slecht
Matig
Goed
Zeer goed
Slecht
Matig
Zeer goed
How do you value internet access
Slecht
Matig
Goed
Zeer goed
Niet van toepassing OnbelangrijkBe-
lan-grijk
Zeer be-langrijk
How important is access to the internet
Niet van toepassing
Onbelangrijk
Belangrijk
Zeer belangrijk
Feedback
Not Applicable
Not Important
Important
Very Important
Not Applicable
Not Important
Important
Very Important
Not Applicable
Bad
Weak
Good
Very Good
Bad
Weak
Good
Very Good
3030
Quarant – IMPACT – mei 2009 31
Quarant – IMPACT – mei 2009
Business case & priority matrix in IMPACT
32
Quarant – IMPACT – mei 2009
Benchmark
3333
Quarant – IMPACT – mei 2009
ROI Calculator / Analyst
3434
Quarant – IMPACT – mei 2009
TCO Calculator / Analyst
3535
Quarant – IMPACT – mei 2009
The Framework
36
Quarant – IMPACT – mei 2009
Priority Setting
37
Time until results will be experienced
Total impact on the organization
37
Quarant – IMPACT – mei 2009
The Priority-Matrix
38
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Quarant – IMPACT – mei 2009
Input
Business Case Framework
Workforce Analysis
Infrastructure Optimization
Personas & Scenarios
Workforce Analysis
Infrastructure Optimization
39
Quarant – IMPACT – mei 2009
Examples
40
Effective email
Open all calenders
Self Directing teams
Global Product Development
New telecom infrastructure
Disconnected system
implementation
Laptops vs Desktops
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Quarant – IMPACT – mei 2009
IMPACT: Personas
December 2008
41
Quarant – IMPACT – mei 2009
Future
Change – has NO primary ownerbut many various stakeholders
42
Today
Change
IT
HR
Business
Marketing & Communicati
onC-Level Decision Makers
Workers Council
F&A
…
42
Quarant – IMPACT – mei 2009
What are Personas
A Persona is an archetype that describes an almost real-life person
Personas are based on universal work stylesPersonas are mainly a communication and binding toolPersonas are based in the FUTURE, not todayThe IMPACT-Personas are based on 7 universal work styles
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Quarant – IMPACT – mei 2009
WorkstylesType 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)
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Quarant – IMPACT – mei 2009
Workstyle - Examples
47
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
Quarant – IMPACT – mei 2009
How to Build Personas
49
VisionWorkforce Analysis
Be ‘fanatical’ about People-Centric thinking
Translate roles to workstyles – then to Personas
As place and time independent as possible
Everything FACT-based
All related to the vision
Create real personas, 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)
Quarant – IMPACT – mei 2009
Personas and their workplace
50
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
Quarant – IMPACT – mei 2009
Personas create a 360° view
51
Quarant – IMPACT – mei 2009 What can we learn from Anne-Mary52
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 Office3 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 elarningCheck 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 TravelHome Office Home
Travel TravelOffice 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
workWorktime 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…
Quarant – IMPACT – mei 200953
Quarant – IMPACT – mei 2009
Scenarios in IMPACT
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Quarant – IMPACT – mei 2009
Scenarios
• A Scenario is a description of a future way of performing an everyday activity
Scenario
Technology
Skills
Rules of Engagement
Workplace ProcessInterior Designers
RegulationCreativityBuilders
Architects
CustomerBusiness ConsultantsEtc.
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Quarant – IMPACT – mei 2009
ScenarioWhat do I do during the week?
What are my TOP-activities
How would they work in the future
Storyboard
Technology SkillsRules of Engagement
Expected Benefits
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Quarant – IMPACT – mei 2009
Meetings (simple)
Example scenarios
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
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Quarant – IMPACT – mei 2009 59
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
Place-Independent team meetings
Team Schedule
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
8 October
Available
AvailableAziz
RuudRonald
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
My schedule
Team Schedule
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Quarant – IMPACT – mei 2009
Skills & Knowledge
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
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Quarant – IMPACT – mei 2009
Rules of Engagement
63
Rules of Engagement are actionable
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Quarant – IMPACT – mei 2009
7 Golden Rules of Engagement
64
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
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Quarant – IMPACT – mei 2009
How to Build scenariosVisionWorkforce 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)
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Quarant – IMPACT – mei 2009
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