new work - the day after tomorrow

New Work@ DETECONJuly 2017

We are living inexponential times...

Digital Data (2005 to 2020):From 130 to 40,000 exabytesFacebook (from 2009 to 2015):From 100 to 1,600m active usersp. monthGoogle (2014) queries p. day:2,100bnIoT (number of connecteddevices 2014): 17bn

Source: www.tairawhititechxpo.com

...in which machines will rapidly improvethemselves thanks to artificial intelligence!*

*“Explosion of intelligence”

The winner takes it all!

Even the one in second place behind the market leader is soon gone!

Accelerating innovation speed demands from the winner ...

… the transformation of the current business model (EXPLORE) and the efficient pursuit of the current core business (EXPLOIT)!

Detecon study “Innovation Culture”

Exploit alone is not enough:

89% of the Fortune 500 companies from the year 1955 ...

… no longer exist in the same form today!

But what does that mean for the labor market and the workforce?

“These changes [from digitalization] bring with them the greatest opportunities for HR people because they can build working worlds.”

“Technological intelligence is like a new member of the family we have to get along with.”

“Some of the most important innovations are not the result of new technologies, but arise from different ways to collaborate and organize our work.”

Thomas Sattelberger, German manager

Christian Schuldt,author at the Zukunftsinstitut

and expert for digital transformation

Thomas W. Malone, Professor at MTI,author of the book “The Future of Work”

A mAjor pArt of todAy’s work profiles will disAppeAr ...

“I for one welcome our new computeroverlords. Just as factory jobs wereeliminated in the twentieth century by newassembly line robots, Brad and I were thefirst knowledge-industry workers put out ofwork by the new generation of ‘thinkingmachines’ (…) and won’t be the last.”(Jennings “Jeopardy champion” after being beaten by

Watson)

Routine activities will be completely digitalized and automated!

Secondary processes will be taken over by identical ICT solutions in all companies!

Employees will be relieved of routine activities and will concentrate on tasks that generate value! Responsibility will grow ... 1972 2002 2012

0.5 x 2 x 3Employees Salary Productivity

Source: Brynjolfsson/McAfee: “The Second Machine Age”

Where do humans have any competitive advantages over machines at all?

Creativity, communication, and social skills make the difference!

But how can an environment that encourages creativity, communication, and social skills be created?

NEW Work as a composition along the lines of the dimensions “PeoPle”, “Places”, and “Tools” is The answer!

PEOPLE PLACES TOOLS

PEOPLE

“PeoPle”: from rigid sTrucTures and conTrols ...

BEFORE:

FUTURE WORK

Department/Hierarchy Time/Control

Line

Workplace = Location

Superior/One Way

… to liquid networks And A culture of trust.

AFTER:

FUTURE WORKResults/ Trust

Team/Network

Coaching/360 Degrees

Activity-based working Project

PLACES

“Places”: From THE CELL ...

BEFORE:

… to A communicAtive environment thAt encourAges creativity.

AFTER:

AFTER:

“Tools”:from monitor-based workplaces

BEFORE:

My desk is my castle!

Culture of physical presence

Commuter stress

… to virtuAl interconnectivity And collAborAtion.“Tailored To your working sTyle.”

FUTUREWORK:

COLLABORATION TOOLS & USE OF

VR

E-LEARNING TOOLS, E.G., VIRTUAL

CLASSROOMS

IT DEVICES (LAPTOP, SMARTPHONE, ETC.)

DESK-SHARING RESERVATION

SYSTEM

PAPERLESS WORK!WEB MEETING,

E.G., SKYPE FOR BUSINESS, LYNC

INTRANET

CLEVER ROOMRESERVATION TOOL

IS IT WORTH THE EFFORT?

Because fast decision-making processes, democratic leadership culture, and creative workshops not only make a company more attractive to its employees, but also increase revenues.

YES!

New Work implementation overall

Employer attractivenesscorrelates with:

Creative workspaces:

Democrat. leadership culture:

Fast decision-making processes:

0.25

0.24

0.21

0.27 New Work implementation overall:

REVENUEcorrelates with:



Creative workspaces:

0.27

0.26

0.22

0.24

New Work implementation overall

Employee fluctuationcorrelates with:



Home office

-0.25

-0.22

-0.23

-0.24 New Work implementation overall:



Flexible working hours:

0.37

0.36

0.30

0.36

Employee satisfactioncorrelates with:

Detecon study on the future of the working world and work organizations (New Work)

REFERENCES

Great Place to Work (GPTW) – Next Level.

Conduct of top management interviews(CXO Level) and interviews with experts

Comprehensive desk research on previous projects

Development of a decision-making memo for management board for the development of the initiative GPTW nL

Scope: 4 consultants

Period: May to July 2016

Development of content Detecon support

Objective of the initiative “GPTW nL” — building on the experience from the previous initiative GPTW — is to bring the innogy work culture to life.

Concrete realization concepts must be developed along the lines of the dimensions “Working Culture”, “Places”, “Tools”, and “Principles and Regulations”; their purpose is to strengthen the innogy innovation culture and heighten its flexibility/agility.

The initiative is supposed to build on the previous experience from GPTW and the experience from lighthouse projects (such as Digital, InnovationHub), and Detecon best practice experience.

“GPTW nL is for us the key initiative for defining and bringing to life a new and agile work culture at innogy. Within a very short time, Detecon collaborated with us to develop a joint approach for the initiative, one that was supported by the entire innogy management board. We look forward to our continued cooperation and the joint continuation of the initiative.”

Uwe Tigges, Chief HR Officer RWE/innogy

new workPlace “non-food” – Tchibo (Hamburg)

Conduct of a comprehensive analysis of needs for the division “Non-Food” (approximately 300 employees, including design units), including management presentation

Support of the conceptualization “New Workplaces” during various workshops and coaching of the project management

Support during conceptualization and implementation of a showroom for product management

Ideas for the strategic orientation of the unit “HR Work Environment”


Period: April to June 2016

Conceptualization and implementation of the functions Detecon support

People: Flexible structuring of work from the implementation of “activity-based working”

Places: Realization of an open-space environment, including communication and creative zones and a showroom for designers

“Because of our good experience in the past, we took Detecon for the implementation of ‘New Workplaces’ in the ‘Non-Food’ division and are thrilled by the support — highly pragmatic and professional methods with high impact for our division. We look forward to the future joint projects.”

Dr. Delia Schindler, Head of HR Work Environment

FUTURE WORK – DEUTSCHE TELEKOM AG (various sites)

Conceptualization and development of a central framework for the implementation along the lines of the dimensions “People”, “Places”, “Tools”

Development of a comprehensive Future Work Toolbox for executives, project managers, and employees

Support of the social partner management, including development of a sample works agreement

Interim management of the work streams “Framework” and “Change Management and Communication"

Management of the central transformation office

Comprehensive guidance of the lighthouse project “Konzernhaus Hamburg”


Period: April 2014 to present (ongoing)


People: Flexible structuring of working hours and workplace and support of the Telekom leadership principles

Places: Design and realization of an activity-based working room concept with various room modules in a new building (Hamburg) and in existing buildings Desk sharing quota of 1:1.3 and target of 1:1.7

Tools: Collaboration across all hierarchical levels in combination with standard mobile IT equipment, including “bring your own device”

“Detecon collaborated in setting up the program ‘Future Work’ and made a major contribution to the development of content and successful implementation. I look forward to our continued successful collaboration.”

Dietmar Welslau, Senior Vice PresidentGroup Representative HR Transformation

FUTURE WORK@LIFTSTAR

Conduct of scoping and strategy workshops

Various kick-off events

Conduct of a comprehensive analysis of activities

Coordination of Future Work concept with involved stakeholders


Period: May to July 2016

Development of content Detecon support

The focus of the project “Future-Work@Liftstar” is on the creation of an inspiring and flexible working environment that will make a lasting contribution to company success.

The rigorous introduction of activity-based working and desk sharing for all hierarchical levels is expected to encourage collaboration across all divisions and hierarchies and promote creativity. A working environment appropriate to the specific work situation is to be available to all employees.

Another goal is the enhancement of employer attractiveness.

The project is being conducted in close cooperation with top management, executives, the Liftstar culture team, and the architects in charge.

“We were enthusiastic about the ideas and practical experience of the Detecon team right from the beginning. Thanks to a comprehensive analysis of activities and the intensive involvement of our

executives, we received a concept that was perfectly aligned with our company. We look forward to further cooperation.”

Hartmut Bulling, top management at Liftstar

Optimization of Customer Service at Sächsische Lotto GmbH (Leipzig office)

Conceptualization and development of a new customer service strategy

Reorganization of customer service with the creation of a new, independent service group

Design of a new room and workplace concept based on the Future Workplace principle

Creation and implementation of a new pay scale group system

Development and implementation of a flexible working hours model

Support of social partner management

Process optimization with the support of the sBPM methodology

Selection and recommendation of a new customer service communication system


Period: August 2014 to July 2015

Conceptualization and implementation of the functions

Detecon support

People: More flexible structuring of working hours with a volatile, service-oriented shift model

Places: Design and implementation of a new room concept for customer service with the goal of creating a modern, smart, and ergonomic working environment

Tools: Selection and recommendation for the implementation of a new omnichannel-capable communication center system and a new workplace configuration

“Detecon built up a new, modern, efficient structure in the newly created group ‘Service’ for us and replaced old work procedures that no longer functioned well with a new organization unit. The Detecon team proved their value to us, both professionally and personally, and helped us a lot. It’s not possible to achieve more.”

Siegfried Schenek, Managing Director Sachsenlotto GmbH

UNITYMEDIA – COLOUR SPACE (various sites)

Support during communication and change management actions

Ideas for the realization of the working environment (incl. best practice example Detecon)

Input on special subjects such as acoustics, employee participation

Support during project structuring

Sparring partner for the project management/sponsor


Period: June 2015 to present (ongoing)

Conceptualization and implementation of the functions

Detecon support

People: Open and hierarchy-free communication and encouragement of cross-departmental collaboration

Places: Implementation of open spaces and activity-based working communication zones, partial desk sharing

“Detecon gave us important ideas for our smart working implementation —from the design of the working environment, change, and communication to subjects such as acoustics. We are highly satisfied and would use Detecon’s services again.”

Frank Schiefer, Head of Group Facility Management

https://de.wikipedia.org/w/index.php?title=Datei:Unitymedia_2012.png&filetimestamp=20140312170213&

Products & Innovation (Darmstadt)

Conceptualization “Smart Working” for group strategyDeutsche Telekom Human Resources

Implementation of situation-oriented workplace concept as blueprint for the Smart Working working world at Telekom

Anchoring of practical experience and theoretical components in Smart Working framework

Holistic overall approach with all involved positions (IT, Real Estate, HR)

Best practice employee integration

Overall project responsibility in planning, design, and realization

Period: Sep 2012 to Apr 2013


People: Implementation of trust-based working hours and result-oriented leadership culture

Places: Design of flexible, situation-oriented working worlds with a sharing quota of 1.3 in an HR environment

Tools: Collaboration across all hierarchical levels in combination with standard mobile IT equipment, including “bring your own device”

Products & Innovation (Darmstadt)

Working individually

Wi-Fi connectivity

Daily business in various

communication zones

Flexible workplace concept

Workplace completely

equipped with IT services

Think Tank/Meeting Rooms

Room for confidential atmosphere

Team meeting

Wi-Fi connectivity and appropriate equipment

such as TV, HDMI, conference phones, etc.

Short-term workplaces

for visitors

Detecon – Future Work Office (COLOGNE)

Concept “New Work” at Detecon

Took charge of the interfaces to stakeholders, esp. Facility Management

Steering of creative agencies for office fittings, art agency

Took charge of program management processes

Methodological assessment of all risks and tracking

Social partner management

Period: Oct 2010 to July 2012

Core team: 10 Detecon employees from all units, project manager: 1 Managing Consultant with complete responsibility

Conceptualization and implementation of the functions Scope of performance

Pool offices/Desk sharing: Network-based work concepts to ensure high productivity (non-territorial concept for consultants 1:1.8).

Art concept: Fostering of new ideas and approaches by inspiring surroundings (1:10)

Smart Office concept: pool workplaces and parking spaces can be reserved in seconds

New HR instruments: e.g., performance management

PLACES

Tools/People

Detecon – Future Work Office (COLOGNE)

RECEPTION/LOBBY WORK AREAS/POOL OFFICE

COMMUNICATION ZONES - STAGE DESIGN

https://www.youtube.com/watch?v=vf83TzJxyRQ

T-Systems Switzerland (Zollikofen)

Concept “T-One” at T-Systems CH

Consolidation of multiple building areas

Implementation of situation-oriented workplace concept and use description

Design of a fully comprehensive clean desk concept

Definition of rules for use of areas

Period: Jul 2009 to Dec 2009

Conceptualization and implementation of the functions Scope of performance

Efficiency: Use of standardized workplaces in combination with a desk sharing quota of up to 1.5

Productivity: Open and inspiring design for situation-oriented working

Culture: High integration of employees in concept and design of the project to heighten employee satisfaction

Clean desk: The implementation of a comprehensive clean desk concept in combination with a solid security concept assures the implementation of desk sharing

PLACES

Tools/People

T-Systems Switzerland (Zollikofen)

CADDY GARAGE WORK AREAS/POOL OFFICE

COMMUNICATION ZONES — MEETING SITUATIONS

A holistic procedural model along the lines of the dimensions “people”, “plAces”, And “tools” Assures the success of the implementation

DESIGN BUILD

months

SET-UP/ ASSESSMENT

Nov Dec JanAug Sep Oct

CUT-OVER

Change Management/Communication

Project management

PMO for content

IT

Social partner management

Advisor*

TESTING (evaluation group)

Zero measurement

FW readiness check

Guidance of Go Live evaluation group

Installation of project structure

Creation of project structure

Challenging of concepts

Facilitation Steering Committee

Installation of meeting structure

Creation of framework

Installation of project reporting

Monitoring of milestones


Stakeholder management



Guidance of regular meetings



Stakeholder management






Evaluation evaluation group





Go Live 01/01/2016

Stakeholder analysis Creation of change architecture

Stakeholder analysis

Creation of blueprints change management

Stakeholder analysis

Creation of communication plan

Creation of blueprints change management

Creation of blueprints communication

Guidance of creation of IT architecture

Guidance of SP stakeholder analysis

Creation of blueprints communication

Guidance of creation of IT concept

Guidance of creation of negotiation concept

Guidance of creation of IT concept

Challenging/sparring negotiation concept

Challenging/sparring negotiation concept

Guidance social partner negotiations

Digital revolution

Heavily hit sectors: Utilities, Automotive, Retail, Print …

Trend Topics NEW Work

DISRUPTION

Interaction between humans and machine

Robotics:Opportunity + Risks?

ARTIFICIAL INTELLIGENCE

Demographic transformation

Gender discussion

SOCIAL DEVELOPMENT

Half-life of knowledge

Skills on demand

Life-long learning

EDUCATION

Skills buildup(particularly for skills gaps inMINT subjects)

Direct integration support

INTEGRATION

Components and task structure of a joint Future Work project (focus areas/lead roles)

Culture and change

• Organization (network, etc.)

• Performance assessment, etc.

• Home office, mobile working, result-oriented leadership

• Corporate culture and leadership

Working environment“activity-based working”

• Buildings (Wi-Fi, LAN phone, etc.)

• Personal IT equipment; “use what you sell” (PCs, BYOD, equipment, smartphones)

• Collaboration (social media, videos, knowledge, skills)

Hygiene(i.e., error-free functioning of the tools as a prerequisite for successful implementation) buildings (Wi-Fi, LAN, phone, etc.)

• Personal IT equipment;“use what you sell” (PCs, BYOD, equipment, smartphones)

• Collaboration (social media, videos, knowledge, skills)

PEOPLE PLACES

ORANGE COUNCIL, a content/strategic coach (including for creativity + effects on innovation strength)

TOOLS/ICT

A joint approach of Detecon and Orange Council breaks down into 3 phases.

Preparation, conceptualization, and implementation of the Future Work concept within 14 to 16 weeks.

1st PHASE: PREPARATION/APPROX. 2 WEEKS

An initial review meeting will be set after three weeks and further support from Detecon will be discussed.

Determine initial target

Target group is management,above all management board

Strategy and storyline

2nd PHASE: CONCEPTUALIZATION/APPROX. 4 WEEKS

Determine tasks by backward calculation

Golden Circle (why, what, how, ...)

….

Phases 1 + 2

Define project scope

Create project structure plan

Determine supporter network, committees and disseminators

Project setup

Examination of documents

PMO for content (project structure plan, project governance, etc.)

Project team kick-off

Sketch timeline

Structure partial projects (change management, communication, and PMO)

Derivation of tasks from structuring of products according to People, Places, and Tools

Generate atmosphere

Compile work structures and requirements

Derive possible room modules

Analysis of needs and activities

Interviews with “key disseminators” by a Golden Circle with management

Steering of the analyses of needs and activities

Derivation of room concepts and modules from the need analysis

Environmental analysis

Sparring partner and idea giver for change and communication concept

Change and communication concept

Inclusion of lessons learned, experience from other implementation projects

Pro

ject

ob

ject

ives

Pro

cedu

reProject kick-off

3rd PHASE: IMPLEMENTATION/APPROX. 8–12 WEEKS

Continuous feedback loops using supporter networks and disseminators whenever possible (pit stops and pulse checks, formulate and post stories regularly, etc.)

Holistic information

Clarify misunderstandings and alleviate fears

Create trust

Transparency

Pro

ject

ob

ject

ives

Initial information events for executives and employees regarding

- Background- Motivation- Procedure and timeline- Benefits- Feedback

Market stands with open question sessions and lunch

Phase 3

Deep-dive information of the affected directorial level

Gain trust and authorize executives

Empowerment

Discussion groups with executives for clarification of open questions

Joint development of a scrapbook for “Flexible Working Worlds” (as a living document)

Joint “Clean-up Action”

Pro

cedu

re

Operationalize concept with affected employees

Avoidance of the “not invented here” syndrome

Discussion

Develop joint “rules of the game for the collaboration” (code of conduct)

Trial living in the new area with subsequent obtaining of feedback

Possibly selective room design by team

Distribute concept and generate followership

Create opportunities for interactive sharing

Participation

Planning and organization of an event “Redesign of Our Working World”, possibly in combination with a TED talk

Feedback grid to generate atmosphere

Generate and publish success stories

Foster involvement with the subject

Generate understanding for various viewpoints

Personal workshop (fears, my success, my benefits) on “Flexible Working Worlds”

Become acquainted with the area: Guided Tours

Followership

Responsible positions of Orange Council and Detecon

Storytelling

Communication

Press (brand awareness,especially in the art world)

Room design

Imagination

Creativity

CONTACT

… 89% no longer exist in the same form today!

MARC WAGNERManaging PartnerGlobal Head of Transformation, People Management & Integral BusinessCell: +49 175 [email protected]