transition group workshop...putting science into agile workplace experience design invesco 16 july...

Transition Group

Workshop:

From Agile Working…to

Agile Business

Venue:

Santander, London

29 January 2015

Advanced Workplace Associates www.advanced-workplace.com

Including Workshop flipcharts & photos


The Venue, Triton Square

Case Study

Quote of the day:

“Change is something the top asks the

middle to do to the bottom….”

Agenda

10:45 Arrival and coffee

11:00 Welcome and Introductions All

From agile working to agile business….what does it

all mean? Karen

11:45 CASE STUDY: Brother UK Louise Marshall, Infrastructure &

Shared Services Director

13:00 LUNCH

13:30 CASE STUDY: Unilever UK Adam Hoy, Global Workplace

Innovation & Operations Director

14:30 Using the case studies Claire & Karen

15:00 Members questions All

15:15 Updates, feedback and what’s next at the PIN Karen

15:30 Close



2015 Programme

Month Topic Host

29

January Beyond agile working…..to agile business Santander

19

March

Using emotion as a weapon for driving business

transition

Old Mutual

Wealth

14

May

Putting science into agile workplace experience

design Invesco

16

July

Change minds! Tools and techniques for large scale

shifts to agile behaviour

Herman

Miller

24

September

Managing the agile workforce – new skills and

techniques for managing in the 21st century

organisation

AVIVA

26

November

Never going back….10 ways to maintain forward

momentum in workplace evolution CIMA


2015 Members

http://www.bdo.co.uk/

Agile Change Framework


Prizes for each Business

Vision and Scope

Promotion and Engagement

BA

U

Evid

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ce

Skill

s

Inclu

sio

n in P

rop

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y

str

ate

gy

Inte

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pro

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sse

s

Inte

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ted

Te

am

Bu

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ess S

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& M

an

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Kit of Parts

Tools Solutions

Sp

ace

IT

Te

leco

ms

FM

MI

Com

ms

Pro

toco

ls

From agile working to agile

business

Video from Andrew Mawson, MD of AWA

available on PIN Members Only Website

AGILITY

Advanced Workplace Associates. www.advanced-workplace.com

AGILITY definitions

AGILE CULTURE

AGILE WORKPLACE

AGILE WORKING

1 Attitudes, skills, practices, processes

and infrastructure that are holistically

designed to enable rapid change

without cost or pain

2 Leadership, attitudes, behaviours,

workplace rituals and skills that are

explicitly supportive of agility in every

aspect of business

3 Working practices that enable

people to work when and where it is

appropriate for them and their units

4 IT, telephony, policies and spaces

designed to enable people to have their

best day at work every day wherever

they are

Advanced Workplace Associates. www.advanced-workplace.com

AGILE CULTURE

10

ASPECTS OF AGILE CULTURE Embedding agility into all aspects of organisational culture – “the way we work here"

People within the business expect and embrace change, having a positive attitude towards it

Agility is reflected in all Corporate / Organisational media / materials that describe its culture. This is “the way we work” and what we do

Leaders and managers embrace agility and flexible working practices

The organisation focuses on providing a great working experience wherever its people are working

Openness, trust, collaborative, non silo’d working is actively encouraged, promoted and pervades management training and coaching

approaches

Business requirements regularly reviewed in terms of people, space, infrastructure requirements to ensure they are appropriate and

competitive

Leaders and managers manage and reward staff and team performance by outcomes and innovation

Leader and manager training reflects performance measurement requirements (management by outcomes) and remote working

management capabilities

Leaders and managers regularly review agile working arrangements with staff members to ensure no issues compromise its success

Staff have access to information that enable them to fully understand the benefits of agility to them, their team and the organisation

Staff receive training and guidance in effective agile and remote working practices

Knowledge sharing is encouraged, rewarded and facilitated

Risks are managed so that they are appropriate to the level of risk in each business unit – not on a blanket basis

When recruiting new staff, agile skills and a positive attitude to change are part of the desired skill set

Copyright Advanced Workplace Associates 2015 www.advanced-workplace.com

Handout example

Case Study: Brother UK

Louise Marshall

Infrastructure &

Shared Services Director

Presentation and Video available on PIN Members Only Website

http://www.brother.co.uk/

Case Study: Unilever UK

Adam Hoy

Global Workplace Innovation &

Operations Director

Presentation and Video available on PIN Members Only Website

http://www.unilever.co.uk/

Case study

take-aways

Members Questions

If you have a topic you’d like to

discuss with members at a future

workshop – please let us know. We

will allocate some time at the

workshop for that discussion.

Updates & Feedback

Research

Maturity Benchmarking


2015 Prospectus coming soon!


Maturity Benchmarking

0%

Business Sponsorship

61%

Skills

47%

Tools

93%

Solutions

61%

Integrated Team

50%

Integrated Processes

25%Business As Usual

30%

Inclusion in Portfolio

33%

Evidence

38%

Vision and Scope

50%

Promotion and engagement

41%

Prizes and Business Case

Vision and Scope

Question

We have a clearly articulated vision for Agile Working along the specific workstyles in scope recorded in slides,

documents or other media.

The vision and scope has been agreed by HR, IT and other parties that can enable it to be realised.

The vision and scope have been endorsed by the board

The vision and scope have been agreed by each of our operating divisions

We have a clearly articulated vision for the Agile Organisation along with it's scope that is recorded in slides,

documents or other media.

We have an agreed language and terminology for Agile Working which ensures consistency when we talk about it

As part of your membership – we

run a Maturity Benchmarking

exercise to see where you are

against our Transition model

framework.

Next time at the PIN....

We will be examining:

• Emotion….what do we mean?

• Emotional responses – what is the

range, and what is the outcome?

• Can emotion impede or support the

process of change?

• Capturing the imagination of

leaders

• Finding “wins” for everyone

Date: 19th March 2015

Venue – Old Mutual Wealth

Using emotion as a weapon for driving business transition


transition group workshop...putting science into agile workplace experience design invesco 16 july...

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