workforce transformation

8/6/2019 WorkForce Transformation

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© Copyright IBM Corporation 2007

IBM Global Business Services

Workforce Transformation

(WFT) Solution Starter Pack

IT Workforce sales pack

27 Sept, 2007



HCM WFT Sales Starter Kit | 06/05/112



Document control

Version Date Comments

0.1 09 Mar 07 Initial draft by Stephen Haywood & Brian Phipps

0.1b 16 Mar 07 Revised draft.

Issued for review by Elaine Chan, Jamie S McGovern, Vivek Gupta

0.2 23 Mar 07 Further revisions.

Issued for review by Tim Ringo, Denis Brousseau, Alan Hewitt, LizHector, Martha Paul, Johnny Kwan, Lisa Wearing, Sarah Griffey

1.0 10 Apr 07 Amended to reflect latest HCM top deck

1.1 08 May 07 Miscellaneous changes

1.1a 14 Jun 07 Addition of ISV & Risk/Reward pricing materials

1.2 27 Sep 07 Addition of Gartner intelligence on evolving role of the IT function (slides33, 34)






Contents

Part I: Introduction- Introduction- Workforce Transformation (WFT) wheel- Sales pack design criteria- Sales pack is the first of three steps- Glossary

Part II: Materials for the Client

Part III: Reference Materials(available separately)

- WFT diagnostic- IT healthcheck- Phase 0 methodology- WFT Project/IT workforce engagement

model- Citations

Part II: Materials for the Client

Storyboard (read first)

1. Challenges for the CIO

2. Challenges for Directors in IT*

3. Supporting surveys & evidence

4. IBM and WFT credentials, including our ISV

partners

5. What benefits can clients expect, includingrisk/reward pricing

6. How can IBM WFT deliver these benefits

7. References and examples of WFT projects

8. Assessing the scale of opportunity: WFTmaturity models

9. Next steps

* Those directors reporting to the CIO





Part I: Introduction






Introduction to the IT Workforce Sales Pack

This pack forms a component on theWFT Solution Starter pack.

This element presents the sales packfor an IT or Project Workforce WFTsolution, based mostly upon thesuccessful Norwich Union Catalystengagement.

This solution is suited to clientswhere either a project workforcesolution needs to be introduced or an

existing project workforce solutionneeds to be improved

This sales pack is in 3 parts:

1. Introduction for those who will beusing this material with clients

2. Information for clients, to beapplied on a ‘pick and mix’ basis

3. Reference materials to be used insupport of sales activity, egcitations, diagnostics, phase 0method

This document will be available in theWFE Toolkit on KnowledgeView,together with links to associatedassets

What is a Project Workforce solution?

Any opportunity where most staff are task managed on a short to

medium term basis, such as on task forces or projects. Project Workforcesolutions involve all segments of the WFT wheel (see later slide)

In these assignments, the solution usually involves:

- New sourcing strategies and capacity plans for long & medium termbenefit

- Day to day project or task management being separated from careermanagement to give real focus to longer term performancemanagement and people processes

- New roles and processes to deploy staff onto short or medium term

tasks to match supply and demand effectively- Amended structures and processes to create identity & loyalty forstaff, encourage professional practices and appropriate knowledgesharing

- Measured and effective use of external resources to meet peaks andtroughs in demand

The common feature of such solutions is that staff can be grouped intoone or more pools from which they are drawn to supply tasks. Theminimum size of total Project Workforce for these assignments to be

worthwhile is around 500. This is a common opportunity within corporate IT businesses. It is alsorelevant to other sectors that wish to benefit from

- the outcome focus of project-based working,

- the productivity gains from more effective utilisation, and

- the advantages in speed and quality of response gained throughcross-departmental working.

For example, in the UK Central Government, both DTI and NAO haveimplemented such solutions and Defra are considering it.






IBM’s Professional Excellence Model provides the basis for our

approach to Project and IT Workforce Solutions

Career management

Resource

management

Task

management

Community

of practice

What the individual in the resource pool sees

Fluid

(resource

pool)

Standing

Contractors

Global

SourcingPart

ners

An overview of a possible structure

IBM’s Professional Excellence Model provides an approach to the

structures, processes, tools and culture needed in a professionalservices organisation. Its elements are:

The separation of task or project management from people

management, with consequent changes in the role of task managers

The creation of full time career management (also called people

management or professional development management) posts,

staffed by individuals on secondment from operational roles

The creation of a full time resource and deployment management

function The concept that the differentiated cost of workforce resource

follows that resource. This means that task managers have budgetary

responsibility and also an incentive to use only the right level of

experience for the need

The creation of communities of practice based on the competencies

of individual professions

The establishment of one or more fluid labour resource pools from

which individuals are deployed or seconded to tasks The establishment of standing resource structures to manage the

business from outside these resource pools

The use of contractors and global sourcing partners to supplement

resources during activity peaks or for commodity needs

The creation of a high performance collaborative culture

The use of appropriate professional services automation and

collaboration tools to support the above


http://slidepdf.com/reader/full/workforce-transformation 7/73HCM WFT Sales Starter Kit | 06/05/117



This pack is based upon the HCM/WFT wheel

The contents of the wheel are described later within this pack

Collaborationand Portals

WorkforceManagement

Learning andDevelopment

PerformanceManagement

SetStrategy

&Plan

Enterprise

StrategyEnterprise

Performance





Sales Pack Design Criteria

Usage of the sales pack

To focus on sales material relevant to projectworkforce type opportunities, specifically ITworkforces

To guide WFT practitioners to make best useof the client material within this pack

To create materials that can be used byothers within IBM, such as S&D, to allow them

to ‘open the door’ to sales opportunities To create ‘pick and mix’ materials to beextracted for use in client situations asrequired, eg WFT cold calling

To contain material suited to both issue-basedand solution-based selling

To help qualify the type of clients we can bestassist, eg by size of workforce

To form the basis of a subsequent WFT salestraining module

Content of the sales pack

To be contain material dedicated to a targetworkforce category (IT workforce) alongsidegeneric material applicable to all workforcecategories

To contain descriptions of pain pointsapplicable to different client audiences:specifically CIO and their directors

To contain descriptions of how WFTinterventions lead to improvements in variousmeasures that directly influence the painpoints, eg how skills frameworks can benefitstaff motivation and morale

To establish the client’s level of maturity, inorder to better position our offerings

To reference assets outside this pack for usein client meetings, eg client citations,

diagnostic tools To reference phase 0 plans as the next steps

we could recommend a client takes To reference some specific WFT services &

propositions, eg those contained in the WFTtaxonomy





Full scale assignment

-

Engagement Model

Initial assignment

-

Health Check

Open & qualify

the sale

-

Sales Pack

This WFT sales pack is the first step in a three step process

Initially

engaging

with the

client

Establishing

our

credibility

and defining

the client’s

problem

Delivering a

beneficial

and

sustainable

solution

This pack will also reference materials from the next two steps





Part II: Materials for the client





Storyboard for Client Materials section

1. Challenges

for the CIO

3.Supporting

surveys &evidence

4. IBM WFT

credentials

5. What

benefits canclients expect?

6. How IBM

WFT can

deliver these

benefits

7.References &

examples of

WFT projects

8. Assessing

the scale of

opportunity

9. Next steps

Self contained introductory packs for two typesof target client role, aiming to build empathy,generate awareness & interest, and to qualifythe WFT opportunity. Suitable in standalone

form for delivery by non-HCM practitioners (eg

S&D). Also suitable for HCM practitioners to

extend with materials from the following

sections

Material to support thecase for IBM’s WFT

intervention. To showthat client competitorsare likely to be looking

at this

Describing thescale, breadth and

competence of IBM’s WFTcapability

Describing howWFT interventions

will generatebenefits that feed

through to thebottom line. To

make the case for change & supportrisk/reward pricing

Describing the types

of solution that IBMcan deliver. To cover both solution-basedselling and issue-based selling

To summarise some

relevant references andcitations. To further emphasise our credibility in deliveringreal benefits

Presenting two maturity

models to use to assesspotential improvementavailable to the client:

• for their IT function

• for the IT workforce

Describing three alternative

next steps:• 6 week health check;

• a full engagement model

2. Challenges

for directors inIT





Workforce challenges for the CIO





It is a tough time to be a CIO. The current environment requires reducing

costs while simultaneously increasing capabilities.

Take 20-40% out of the IT cost base• Reduce costs in IT operations expenditure, both now

and in the future

At the same time, improve “control” over IT spending• Improve quality & predictability in development,

integration, and operations

At the same time, improve service and create new

capabilities• Increase security & business continuity, “upgrade”

infrastructure• Create capability to support new business ventures,

initiatives, and products/services

AND create a workforce which can build and sustain

these new capabilities• Enable the workforce to support the strategic

initiatives that drive growth and earnings






IT investment is on the increase – but what is the “next big thing” to get the CIOthrough the new delivery challenge?

IT Investment

ITSpend:ITOperating

Budg

etas

%ofrevenue

(cross-indu

stry)

Fixed cost for “business as usual”

IT Investment over time / yrs

IT “Investment Fund”

Expectation Gap

Costpres

sure

Expectation

rele

a se

2003 2005

2.8

3.0

3.2

2.78

2.93

2.6

4.2

3.4

3.6

2001

3.18

3.8

4.0

4.4

4.6

2002 2004

4.43

3.94

The Challenge• Over recent years, CIOs like all C-

Level executives, have had to deliver “more from less”. Many haveresponded with:

– renegotiation of key contracts – server consolidation

– selective outsourcing – job cuts – organization consolidation

• The good news is that businessinvestment in IT is on the increase, butpent up demand and deliveryexpectations are also increasing on a

daily basis

…and the CFO is still fully focused on costcontainment

Source: Gartner Data – IT Spending 2005






IBM is not alone in thinking the “next big thing in IT” is to transform the

workforce.

Proven Correlation between WorkforceManagement and BusinessPerformance

Companies with effective workforce managementpractices have generated nearly 9% total return toshareholders over a three-year period comparedto a 0.6% loss by companies with less effective

workforce management practices. IBM Research, 2004

IT NEEDS TO BUILD A HUMAN CAPITAL MANAGEMENTCAPABILITY Optimizing human capital is becoming a strategic imperative.By employing human capital management best practices, IT management candifferentiate their organizations and gain competitive advantage in therecruiting and hiring of top IT talent, retain a greater percentage of their existing talent, and improve the execution of their strategic goals. Forrester

Research, 2005

IT organizations unresponsiveand not very agile

Only 41 percent of businessexecutives believe their ITorganizations react well to businesschange. IBM Source, 2005

Organizations will fail to develop or hire appropriate leadership…The notion of Leadership is advancing from leadership by title to leadership by influence.Emerging leaders will unify people across borders and business lines, bond people acrossmatrices, infuse the organization with a sense of purpose and spur collaboration andperformance under intense workloads. Many organizations, however, will fail to make the timeor develop the capacity to identify, develop or hire people with appropriate traits and levels of leadership. Gartner Research, 2005






What is IT Workforce Transformation?

• driving excellence in leadership

• implementing top talent management strategies and approaches• driving new skills and capabilities

• thoroughly enabling the IT workforce with the right skills, righttools and information needed at the right time

• rewarding differentiated performance

• proactively engineering and managing change

• building employee commitment to organisational goals

IT Workforce Transformation tangibly improves the

performance of the IT workforce by:






Proven improvements to output measures such as function pointsand/or delivery metrics

Proven individual utilisation gains and reduced downtime,

producing overall fewer gaps and gluts

Productivity

Delivery Quality

Service Quality

Cost Avoidance

*Indicative from preliminary IBM research (subject to maturity of the IT organization)

Proven improvement to meeting delivery promises and service

level agreements

Proven improved access to the right skills & knowledge at the right time

Proven improvements to service downtime and service level

agreements

Proven improved motivation producing better, more flexible service

delivery

Proven improvements to retention rates and tangible benefits from

IT change programs

Proven more cost effective use of contractors, less recruitment

wastage and productivity gains

There are four areas that show tangible improvement from IT WorkforceTransformation.






So, if this is your situation…

…you face pervasive issues:

• downward spiral of customer satisfaction due to unacceptable quality andmissed project deadlines

• salary bill that is becoming unbearable

• deteriorating staff morale and commitment to the organisation

• losing the brightest and the best of your staff

• Increasingly hard to attract core IT skills in a competitive market

…you need a solution that creates a step-change in at least one of thesekey outcomes:

• productivity

• delivery quality

• service quality• cost avoidance

…you have a large operation with several hundred workers

… then, we can help you






ibm.com/bcs/humancapital

http://www.ibm.com/bcs/humancapital








IBM Global ServicesRoute 100Somers, NY 10589U.S.A.

Produced in the United States of America

05-06All Rights Reserved

IBM, the IBM logo and the On Demand Business logo are trademarks or registered trademarks of International BusinessMachines Corporation in the United States, other countries, or both.

Other company, product and service names may be trademarks or service marks of other companies.

References in this publication to IBM products or services do not imply that IBM intends to make them available in allcountries in which IBM operates.





Workforce challenges for Directors within IT






If you need to move your project staff

Average

productivity

Averageproductivity

Stressed

Lookingbusy

‘I’m stressed out meeting this deadline and

they are just sitting there, playing around onthe Internet. We don’t have the skills to dothe job properly, so everything takes 5-timeslonger than it should – I won’t stand for thismuch longer’

‘I’m waiting for my project to start, so I’mdoing an online course … it might come inhandy one day’

‘I feel that we are all part of one team and I

am using my talents on work that thecustomer really values’

‘I am constantly being presented with newopportunities that will build my credentialsand my career’

Average

productivity

+ productivity

+ staff morale

+ staff competence

+ customer satisfactiontime

time

from this to this

Stressed

Looking

busy

Averageproductivity



IBM Gl b l B i S i






Then, IBM’s Workforce Transformation (WFT) offers a solution

An integrated approach that maximises and protects the return from your

workforce investments


WorkforceManagement



SetStrategy&

Plan

Enterprise

StrategyEnterprise

Performance

IBM Gl b l B i S i







WorkforceManagement



SetStrategy

&Plan

These are the types of workforce problem that our WFT can solve

• Project managers use favouredstaff and not the best person for the job• Staff working on projects areover-skilled, adding to costs• Poor flexibility in adapting tochanging demand and specialrequirements

• Weak and patchy individualperformance• L&D investment poorly targeted• Low morale partly due to poor andunfair progression opportunities

• Not having the right information in the rightplace to do the job, eg re-inventing existingsolutions• Poor cross-working between some of thefollowing: business analysts, architects &designers, project managers, testers, systemanalysts, programmers, etc• No forum or mechanism to develop newgeneric solutions, eg new architectures

• Slow on-boarding process• High drop-out from new recruits

• Poor retention of the best performance• Too high retention of other performers• Inefficient use of partner resources• Contractor spend too high and not used

just to fill short term gaps

Weak and unreliable view of future

skill needs and provision Failure to identify skill gaps and gluts

in time to remedy them Lack of focus on and investment in

strategically important skills and

capabilities due to these not being

differentiated

• Past efforts to change have failed todeliver necessary benefits

• Past efforts have only a short term resultand are not sustained• Poor levels of compliance undermineprocess investments• Inappropriate culture results in the wrongtype of behaviour

IBM Gl b l B i S i







WorkforceManagement



SetStrategy

&Plan

Enterprise

StrategyEnterprise

Performance


WorkforceManagement




WorkforceManagement



SetStrategy

&Plan

SetStrategy

&Plan

Enterprise

Strategy

Enterprise

StrategyEnterprise

Performance

Enterprise

Performance

There are four areas that show tangible improvement from IT workforce

transformation.

Productivity

Delivery Quality

Service Quality

Cost Avoidance

*Indicative from preliminary IBM research (subject to maturity of the IT organization)

Proven improvements to output measures such asfunction points and/or delivery metrics

Proven individual utilisation gains and reduced

downtime, producing overall fewer gaps and gluts

Proven improvement to meeting delivery promises and

service level agreements

Proven improved access to the right skills &knowledge at the right time

Proven improvements to service downtime and service

level agreements

Proven improved motivation producing better, more

flexible service delivery

Proven improvements to retention rates and tangible

benefits from IT change programs

Proven more cost effective use of contractors, less

recruitment wastage and productivity gains







So, if this is your situation…

… then, we can help you

…you face pervasive issues:

• downward spiral of customer satisfaction due to unacceptable quality andmissed project deadlines

• salary bill that is becoming unbearable

• deteriorating staff morale and commitment to the organisation

• losing the brightest and the best of your staff

• Increasingly hard to attract core IT skills in a competitive market

…you need a solution that creates a step-change in at least one of thesekey outcomes:

• productivity

• delivery quality

•service quality• cost avoidance

…you have a large operation with several hundred workers







ibm.com/bcs/humancapital










IBM Global ServicesRoute 100Somers, NY 10589U.S.A.

Produced in the United States of America

05-06All Rights Reserved

IBM, the IBM logo and the On Demand Business logo are trademarks or registered trademarks of International BusinessMachines Corporation in the United States, other countries, or both.

Other company, product and service names may be trademarks or service marks of other companies.

References in this publication to IBM products or services do not imply that IBM intends to make them available in allcountries in which IBM operates.





Supporting surveys and

evidence







Why workforce aspects need addressingIBM is not alone in thinking the “next big thing in IT” is to transform the workforce.

IT organizations unresponsiveand not very agile

Only 41 percent of businessexecutives believe their ITorganizations react well to businesschange. IBM source, 2005

Organizations will fail to develop or hire appropriate leadership…

The notion of Leadership is advancing from leadership by title to leadership by influence.Emerging leaders will unify people across borders and business lines, bond people acrossmatrices, infuse the organization with a sense of purpose and spur collaboration andperformance under intense workloads. Many organizations, however, will fail to make the timeor develop the capacity to identify, develop or hire people with appropriate traits and levels of leadership. Gartner Research, 2005

Proven Correlation between WorkforceManagement and BusinessPerformance

Companies with effective workforce managementpractices have generated nearly 9% total return toshareholders over a three-year period comparedto a 0.6% loss by companies with less effective

workforce management practices.IBM Research, 2004

IT NEEDS TO BUILD A HUMAN CAPITAL MANAGEMENTCAPABILITY Optimizing human capital is becoming a strategic imperative.By employing human capital management best practices, IT management candifferentiate their organizations and gain competitive advantage in therecruiting and hiring of top IT talent, retain a greater percentage of their existing talent, and improve the execution of their strategic goals. Forrester

Research, 2005







Why workforce aspects need addressing

The IBM CEO Survey 2006 (recommended for the CIO)

Key Findings

1. People’s skills are more important than technology,globalization and regulatory concerns.

2. Massive shift in demographics: billions of talentedpeople entering the world economy, populationsaging, huge migrations

3. Beyond any other factor, collaboration demonstratedthe clearest correlation with financial performance.(Revenue growth, operating margin growth, or

average profitability over time). Strong collaboratorsconsistently came out on top. Internal and externalcollaboration is necessary to widen the innovationcircle and capture fresh ideas and new approaches.

4. The integration of business insight and technologycapabilities early in the development and planningprocess supports collaboration and maximizesinnovation success.

5. Must foster climate for creativity, search for new ideas,

& actively drive innovation agenda.

1. IBM / EIU CEO Survey 2006

What does this mean for you?

1. What core capabilities must you develop andretain?

2. How can you make best use of your offshorepartners? Are they simply augmenting your labour? Can they add more value through out-tasking, managed services or full outsourcing?

3. What are you doing to promote cross-boundary

working? Is your innovation hampered byinternal and external organisational boundaries?Are there big barriers to sharing and learningfrom each other?, eg low priority, weak tools,behavioural obstacles

4. Who is looking at business insight andtechnology? Are your workforces and processesadept at capturing customer experiences to

shape product and service development? Dothey have the right skills and aptitudes? Is it apriority?

5. How important is creativity? Are thereincentives? What barriers stop it happening? Is itreally effective?







Why workforce aspects need addressing

8 of the top 10 people challenges* (recommended for Directors within IT)

What does this mean for you?

1. How well is your workforce connected to your customers? Do they know how their efforts canbenefit or frustrate customers?

2. Do you know what resources you will have availablein the short, medium and long term? How flexiblythey can be deployed - specifically what range of skills do they each possess? What are you doing tomake flexible use of your contractors and offshorepartners?

3. What is the quality of leadership among your supervisors and managers? Can they get best valuefrom their staff?

4. How do you encourage people to develop skills inthese areas? What type of incentives do you haveavailable?

5. Do you know which staff members have mostpotential? What are you doing to develop and retainthem?

6. What is sapping your employee’s motivation? Howdoes your performance compare with competitors?How involved are they in the business?

Key Challenges

1. Optimising workforce & sourcingto conciliate people costs, legalconstraints & customer

satisfaction

2. Anticipating & managingworkforce rebalancing, increasing

adaptability & flexibility

3. Reinforcing management skillsand developing leadership, foster growth behavior

4. Developing skills to supportgrowth, innovation, differentiation,customer satisfaction, …

5. Identifying, managing and

retaining key people, highpotential, managing successionplanning

6. Increasing employees’ motivation,performance and involvement

1. IBM CHRO Survey 2005 *Source: IBM Next Generation HR Survey 2005







Gartner Research 1

There is an identity crisis happening in many IT organizations. They recognize that they are not completely

fulfilling their missions regarding the expectations of the business and are attempting to change. What was once broadly known as the Management Information Systems (MIS), Information Systems (IS) or

Information Technology (IT) organization will be known by many different names in the future. This is already thecase in a growing number of companies.

- Many IT organizations have already spawned new groups that reflect their focus on business processes and relationshipmanagement.

- In some cases, the CIO role has been expanded to cover domains such as strategic planning, supply chain management andinnovation.

- The capabilities that once resided in the IT organization, such as portfolio management and strategic change management, will besubsumed into the business.

- Some of the most compelling capabilities of the IT organization (such as innovation, enterprise architecture, risk management, sharedservice management, and program and portfolio management) will not necessarily reside in one organizational unit.

Gartner Research assumes that traditional IT organizations will fracture into multiple parts.- The sourcing organization will understand IT demand, develop service plans, and manage the optimum blend of internal and external

services.- The business solution organization will understand how technology can support, enable and drive the business. It will manage

architecture, emerging technologies, business processes, and innovation.- The shared service organization will identify and implement opportunities for creating high-performance, high-efficiency services that

can be shared by various business units.

Source: Gartner Research, Refocusing and Renaming the IT Organization Are Not Easy Tasks, #G00144704, July2007

Implications to IBM: Promote services that advise clients on their IT organization's required capabilities, and how they can best

be delivered. Demonstrate how IBM itself has transformed the role of IT using innovation and creativecollaboration between business and traditional IT professionals.







Gartner Research 2

The IT organization is in transition. The landscape is changing substantially, moving from a technology

focus to an emphasis on business outcomes and brokered solutions. Gartner Research notes that enterprises will have to use strategic planning and demand governance

to understand and conform with the expected role of IT.- By 2012, IT contribution will be cited in the top three success factors by at least half of top-performing

businesses, and IT barriers will be cited in the top three causes of failure by at least half of the lowest performers.- Also by 2012, at least half of large IT organizations will split into two parts, one focused on technology sourcing and

delivery, the other on architecture and change.- By 2010, more than half of large IT organizations will refocus on brokering services rather than delivering IT services

directly.

- Also by 2010, IT organizations in midsize and large companies will be at least one-third smaller than they were in2000.- IT will be expected to reduce technology complexity that inhibits business flexibility and efficiency, particularly

in the areas of legacy hardware, applications and sourcing. This will mean preparing for service-oriented architecture(SOA), business process management (BPM) frameworks and utility computing.

- IT will be called on to improve partnership sourcing by taking advantage of outsourcing outcomes and incentivesdefined in business terms.

Source: Gartner Research, Critical Actions for the Transition of IT Organizations: 2007 to 2008,#G00148987, June 2007

Implications to IBM: Help clients determine their established or intended business/IT alignment styles, and identify and

start building the required competencies. Emphasize the role of IBM IT Strategy and Architectureservices in enabling business value. Create a value proposition based on our proven ability tolead transformations and deliver business results.





IBM & WFT Credentials

Including ISVs







IBM can help you achieve excellence in Workforce Transformation

To understand today’s top Workforce Transformation, HR andLearning issues and developing tomorrow’s solutions, we investheavily in research and thought leadership:

- Institute for Business Value (IBV)- Institute for Learning and Organizational Performance- Global Human Capital Study

And we work closely with our partners to deliver complete solutions

We have a practice of over 2,000 workforce management professionals in 42

countries experienced in developing and delivering proven solutions leveraging aglobal delivery model

We have citations from 70 client engagements in workforce transformation,

demonstrating the breadth and depth of our capability




HCM WFT Sales Starter Kit | 06/05/1138 © Copyright IBM Corporation 2007

Profiled as one of the world’s most “e-savvy HR organizations” by

Human Resources Executive

Named the #1 training organization by Training Magazinein 2004 and 2005

IBM Chief Learning Officer Ted Hoff was named

CLO of the Year by CLO Magazine in 2005

Eight-time Global MAKE (Most Admired Knowledge Enterprises)

award winner

w3 On Demand Workplace selected as one of “The Year's10 Best Intranets” for 2006 by the Nielsen Norman Group

Most Admired Companies – Fortune magazine

Work/Life Balance Award – from Society of Women Engineers

…drawing on our client experience and IBM’s own significant

transformation, we are uniquely positioned to help





We work with several alliance partners to support our workforce

transformation solutions

SAP & Oracle havefunctionality across muchof this area, but we alsopartner with niche playerswho have specific

strengths. The mostsignificant of these aredescribed in this pack.


WorkforceManagement



Enterprise

Strategy

Enterprise

Performance

Set

Strategy

& Plan






WorkforceManagement



SetStrategy

&Plan

Summary of some Workforce Transformation ISVs

To attract & retain• Taleo: leads e-recruitmentapplications, capable of automating the full hiring cycle

To motivate & develop

• Success Factors: has strongestfunctionality on career &performance management• Saba: leading vendor in e-learning suite offers LCMS & LMS• Callidus: leads incentivecompensation specialists• Taleo are introducingperformance & goal managementfunctionality

To connect & enable• Lotus Connections offers social software designed for business• IBM Workplace software products help simplify collaboration in a single integrated environment• Tacit ActiveNet addresses organisational disconnectedness• Filenet helps organisations make better decisions faster by managing the content and processes that drivetheir business•Imaginatik: is a leading vendor of Innovation and Idea Management technology

To deploy & manage• Kronos: long track recordin retail labour scheduling,time & attendance• Workbrain offers web-based workforce planningand budgeting solution,with schedule optimisation;solutions designed for

large complexgeographically dispersedorganisations

To set strategy & plan• Cognos: workforceperformance analytics• Aruspex: strategic workforceplanning





Tools & ISVs with a specific IT workforce relevance

Tools for skills assessments and

common currency SFIA:

- Not a tool but an IT industry standard (SkillsFramework for the Information Age)

- www.sfia.org.uk

Spreadsheets:- Can be an easy option for a small organisation,

but can quickly become overly complex asnumbers & dimensions rise

Integrated (ERP) Solutions:- Offers a sometimes acceptable solution with the

advantage of being integrated into other business applications, especially in HR &Finance.

- Oracle is main provider

Best of Breed Solutions: - One main provider – Infobasis- Generally found to be an easy to use tool for

skills assessments, will also support LMS,appraisals & simple resourcing

Tools for, supply & demand forecasting,

time & utilisation recording Spreadsheets:

- Can be an easy option for a small organisation withlimited need for sharing (eg <200 staff), but notscalable

Small scale tactical solutions: - Offers a spreadsheet type format with a sharing

capability for small-mid sized organisations (200-500staff), eg Wallchart

Integrated (ERP) Solutions:- Provides a generally acceptable solution integrated

into other business applications, especially in HR &Finance.

- Peoplesoft & Oracle currently offer best

Best of Breed Solutions- Specialist solutions for workplaces where skill needs

are complex – also called Professional ServicesAutomation (PSA) solutions

- Mercury, Artemis, Rational IBM’s Professional Marketplace:

- Builds upon PD tool & CV wizard- A sophisticated solution, but often too complex for

common needs of medium to small sized operations.





How we work with our clients

first listenwe

We pride ourselves on seamlessly

teaming with our client’semployees.

Together, we build on theadvances our clients have made,by co-designing solutions thatreinforce and extend the operatingimprovements they have alreadyachieved.

Our client’s solutions are tailored tomeet their specific needs and builtto deliver sustainable results.





What benefits can clients

expect?

Including risk/reward pricing




The WFT benefits chain:

Identifying which solutions will benefit client’s pain points

Competency-based

communities of practice (CONNECT &

ENABLE)

Skills frameworks &

career paths(MOTIVATE &

DEVELOP)

Dedicated Career

Managers (MOTIVATE

& DEVELOP)

Resource optimisation

and real timedeployment (DEPLOY

& MANAGE)

Workforce sourcing

strategy & capacity

planning (STRATEGY& PLAN)

Contractor

rationalisation &

partner valueenhancement

(ATTRACT & RETAIN)

Targeted recruit &retain solutions

(ATTRACT & RETAIN)

Replacement of fixed structureto encourage knowledge

sharing, learning & cross-

fertilisation

Providing the right resources

for the right role at the righttime

Giving priority, time and skills to

performance management of

individuals

Improved cross-working, less

silo thinking access the rightknowledge, more creativity

Improved utilisation, lessdowntimeMore effective focus on

appropriate personaldevelopment

Matching people to the role they

want to do

Fewer resource shortages

Improved recruitment

(less wastage)

More effective, flexible &cost efficient use of

external resources

Improved motivation andmorale

Improved individualperformance

Improved access to theright skills & knowledge at

the right time

New recruits are better matches

to skill needs

More timely completion

of work and improveddelivery & service

quality outcomes

Improved workforce

productivity

Cost avoidance due to

higher productivity andmore effective use of

partners & contractors

Improved revenue due

to improved customer satisfaction

Reduced risk due to

improved flexibility

Bottom line benefitsSolution components Intermediate benefitsImmediate benefits

Increased value from externals

Increased flexibility from

externals

Improved access to newmethods solutions and ideas

IT director interestIT manager interest CXO/CIO interest





Contractor rationalisation and partner value enhancement benefits

Skills frameworks &


DEVELOP)

Workforce sourcing

strategy & capacityplanning (STRATEGY

& PLAN)

Contractor rationalisation &

partner value

enhancement

(ATTRACT &

RETAIN)

Improved utilisation,

less downtime

More effective, flexible& cost efficient use of

external resources

Improved access to the

right skills & knowledge

at the right time

More timely

completion of work and

improved

delivery &service quality

outcomes

Improved

workforce

productivity

Cost avoidance

due to higher productivity and

more effective

use of partners& contractors

Improved

revenue due to

improvedcustomer

satisfaction

Reduced risk

due to improved

flexibility


Increased value

from externals

Increasedflexibility from

externals

Improved access

to new methods

solutions andideas


Foundationcomponents





Targeted recruit & retain solution benefits

Skills frameworks &career paths

(MOTIVATE &

DEVELOP)

Workforce sourcingstrategy & capacity

planning (STRATEGY

& PLAN)

Targeted recruit

& retainsolutions

(ATTRACT &

RETAIN)Providing the right

resources for the

right role at the righttime

Fewer resource

shortages

Improved inductionprocess

More timely

completion of work and

improved


outcomes

Improved

workforceproductivity

Cost avoidance

due to higher

productivity andmore effective

use of partners

& contractors

Improvedrevenue due to

improved

customer satisfaction

New recruits arebetter matches to

skill needs

Reduced new recruitwastage

Increased retention

of top talent & coreskills









Resource optimisation & real time deployment benefits

Skills frameworks &


DEVELOP)

Resourceoptimisation and

real time

deployment

(DEPLOY &

MANAGE)

Workforce sourcing


& PLAN)

Providing the rightresources for the

right role at the righttime

Improved utilisation,

less downtime

Matching people to

the role they want todo

Fewer resourceshortages

More timely

completion of

work andimproved


outcomes

Improved

motivation andmorale

Improved individual

performance

Improved


Cost avoidancedue to higher

productivity and

more effectiveuse of partners

& contractors

Improvedrevenue due to

improved

customer satisfaction

Reduced riskdue to improved

flexibility







Dedicated career manager solution benefits


(MOTIVATE &

DEVELOP)

Dedicated

Career Managers

(MOTIVATE &

DEVELOP)

Workforce sourcing


& PLAN)

Giving priority, time andskills to performancemanagement of

individuals

More effective focus onappropriate personal

development throughfeedback, coaching and

L&D

More timely

completion of

work andimproved

delivery &

service qualityoutcomes

Improvedmotivation and

morale

Improvedindividual

performance

Improved


Cost avoidancedue to higher productivity and

more effective

use of partners& contractors

Improved

revenue due toimproved

customer

satisfaction

Reduced risk

due to improvedflexibility

Matching people to therole they want to do









Competency-based practice solution benefits

Replacement of fixed structure toencourage

knowledge

sharing, learning& cross-

fertilisation

Improved cross-

working, less silo

thinking accessthe right

knowledge, morecreativity

More timelycompletion of

work and

improveddelivery &

servicequality

outcomes

Improved

motivation and

morale

Improvedindividual

performance

Improvedworkforce

productivity

Improvedaccess to the

right skills &

knowledge atthe right time

Cost avoidancedue to higher

productivity

and moreeffective use of

partners &contractors

Improved

revenue due toimproved

customer

service &satisfaction

Reduced risk

due toimproved

flexibility

Competency-

based

communities of

practice

(CONNECT &

ENABLE)


(MOTIVATE &

DEVELOP)

Workforce sourcing

strategy & capacity


Improved sense of belonging,

generating extra

loyalty







The Project Catalyst Risk/Reward Model

A clear and common understanding of where

benefits could result was used to inform theProject Catalyst risk/reward model. Thiswould only be applicable on a large andcomplex assignment.

The targets for the model are shownopposite. These were applied to both IBMand to the managers within the client toensure a common commitment to success

Critical activities in establishing these targetswere:

- Unambiguous definition of how they wereto be measured

- Clear baseline against whichimprovements were to be counted

IBM’s fees were recovered on a shared risk

and reward basis, with the profit componentof our fees being delivered partly oncompletion and partly 12 months later whenthe improvements were sustained

Measure Improvement

By when

Costs 33%reduction

In 12months

Productivity 50%

increase

In 30

months

Customersatisfaction

50%increase

In 30months

Staff commitmen

t

50%increase

In 30months

Delivery of projectportfolio

Top quartileperformance

In 30months

Servicemanagemen

Top quartileperformanc

In 30months





How IBM WFT can

deliver these benefits





How to use material within this section

Does your client havea solution in mind?

Go to slide 41 toposition the solution

set

Go to slide 42 to workthrough the business

issues

Then go to slide 42 todevelop un-met needs

Then go to slide 41 toposition possible

solutions

Yes No






WorkforceManagement



SetStrategy

&Plan

WFT Solution sets

To deploy & manage

• Time & attendance solutions• Rostering & scheduling

solutions

• Activity & project-based real

time deployment

• Workforce optimisation

(supply & demand balancing)

• Time & labour utilisation

management

• Professional market place

tools

To motivate & develop

• Career management &development, incl leadership

• Performance measurement &

management

• Effective reward &

remuneration

• Skills & Competency

frameworks

• Career paths, top talent &

succession planning

• Learning & development

To connect & enable

• Knowledge & content management

• Competency-based communities of

practice

• Mobility & remote workforces

• Collaboration practice and tools

To attract & retain

• Recruitment, retention & release

solutions

• Flexible working solutions• Sourcing of expertise & capability

(use of offshore & outsourced supply)

• Contractor rationalisation

To set strategy & plan

• Workforce sourcing strategies

• Workforce capacity planning

• Workforce analytics

• Issue-based strategies: eg maturing

workforce, diversity

To transform & sustain

• People & behavioural change

• High performance culture

• Organisation design• Communications and engagement

• Sustainable change

• Viral change and infused change

solutions





WFT Issues

Competency-based

communities of practice (CONNECT &

ENABLE)

Skills frameworks &


DEVELOP)

Dedicated Career

Managers (MOTIVATE

& DEVELOP)

Resource optimisation

and real timedeployment (DEPLOY

& MANAGE)

Workforce sourcing

strategy & capacity


Contractor

rationalisation &

partner valueenhancement

(ATTRACT & RETAIN)

Targeted recruit &retain solutions

(ATTRACT & RETAIN)

Key staff and top talent cannot

be retained

Unable to find the rightresources for the job

Low priority given to

performance management

Internal barriers blockcooperation and reduce

innovation

Low utilisation, high

downtime

Learning & development ofteninappropriate to individual and

job

People work in role they do notwant to do

Frequent & varied

resource shortages

High recruitmentwastage

External resources areinflexible and costly

Weak motivation andlow morale

Deteriorating individualperformance

Inability to access theright skills & knowledge

Recruits not matched to skill

needs

Untimely completion of

work, with poor delivery & service

quality

Low workforce

productivity

High costs due to low

productivity andineffective use of

partners & contractors

Weak revenues due to

poor customer satisfaction

Increased risk due to

inflexibility

CXO problemsSolution components Director problemsManager problems

Poor contractor/partner value

Inflexibility from contractors &

partners

Hard to develop new methods

solutions and ideas






References and Examples

of WFT projects





Norwich Union Life transforms Change and IT functionby leveraging the IBM Practice Model (1 of 4)

The Key ChallengesCosts for IT were higher than the industry norm• Dissatisfaction across the business about the IT functionsability to deliver quality products on time• Help desk and support services were mediocre.• Inefficient processes and working methods meant lowproductivity• Low staff morale

The Solution

IBM Global Business Services Assisted TransformationProgramme (ATP)• Implementation of a new Practice Model including CapacityManagement, Resource Deployment, ProfessionalDevelopment and Practices• Infused IBM practitioners to drive sustainability• Supported by a transformational change approach to deliver sustainable behavioural change

The BenefitsImproved staff morale and productivity through theimplementation of a consistent way to deploy, develop andsupport people. Examples include:• Set up a series of practices / professions• Executed the annual appraisal cycle for all Professionals bythe year end against a forced distribution• Objective setting• Engaged staff in driving new behaviours from the bottom up

Aviva is the world's sixth-largest insurance group and the biggest in

the UK. It is one of the leading providers of life and pensions productsin Europe and has substantial businesses elsewhere around the world.Its main activities are long-term savings, fund management andgeneral insurance. Norwich Union Life is its’ UK subsidiary.

There must be an alternative to Outsourcing

In common with many big organisations, Norwich Union Life (NUL) isformed from a number of predecessor companies. The result was alarge, expensive Change and IT Function, known as BusinessServices, with staff distributed over five separate cities. NUL hadtackled this issue by closing down three locations, off-shoring the

majority of development and reducing headcount. The next obviousaction was to consider outsourcing the remaining organisation, a stepwhich the CEO was reluctant to take as he considered IT to be astrategic differentiator. However, carrying on as before was not anoption, the challenge was “How do we make the remainingorganisation, a high performing organisationdelivering real business benefit?” The Accelerated TransformationProgramme was a radically different approach to the problem and wasone that appealed to NUL.

Leveraging the IBM Practice ModelIBM has a Practice Model which it has developed over a number of years. This model was used as basis for designing the NUL solution.The model explicitly splits management responsibilities. EachProfessional has:• A line manager is known as a Professional Deployment Manager or PDM. PDM’s are professionals who are seconded to the role for twoyears managing up to forty professionals with no additional deliveryresponsibilities

Overview


i h i if f h d f i





This is a tried and tested model that IBM uses worldwide to managemany thousands of professionals.

Implementing Change

NUL selected IBM Global Business Services as its development andimplementation partner to help transform its’ IT people, organization

and processes. NUL challenged IBM to do this in a manner that left theorganisation able to deliver during the transformation and sustain thechanges afterwards. The result was a new Practice Model adoptedfrom the IBM one. This new model included:• A new organisation model which introduce the concept of fluid andstatic roles• An Operations Function that manages and deploys all Professionalsacross the function in a common consistent manner.•The Operations function has a number of component teams including:

• Professional Deployment Managers• Resource Deployment Managers• Capacity Managers• Practice Owners and Leaders

• New processes for managing, deploying, appraising and rewarding,and communicating with Professionals in a consistent way.

Organisational redesign was a key enabler

One of the key enablers of the change was the organisationalredesign. The redesign stripped away people ownership from theDirectors, created shared resource pools and reshaped a siloorganisation into a customer facing one. However, announcing the

organisation is the easy step, getting the desired behavioursembedded and working is another level of challenge.

The second time is always easier

The unique aspect of the Accelerated Transformation Programme(ATP) was the use of “Infused Resources”. The IBM team consisted of IBM Consultants and Technical Specialists supplemented withOperational Specialists seconded from IBM. These OperationalSpecialists, known as infused resources, leveraged their expertise notonly to design and implement the solution but to embed the change,

• A Resource Deployment Manager or RDM. The RDM is also aprofessional seconded to the role and their primary purpose is toensure that resources can be moved across the organisation to fulfil

resource requests. RDMs typically deploy about a hundredProfessionals• A Task Manager. The Task Manager directs and manages theprofessional on delivery activities. For project based staff this isnormally a project manager • A Practice Leader. All Professionals belong to a Practice (sometimesknown as a Profession) and this is the community of people withsimilar skills, capabilities and interests. Examples would be ProjectManagement, Architects etc.

IBM Practice Model

PDM

PracticeLeader

RDM

Task Manager (TM)


N i h U i Lif f Ch d IT f i





Measure Improvement By when

Costs 33% reduction In 12 months

Productivity 50% increase In 30 months

Customersatisfaction

50% increase In 30 months

Staff commitment 50% increase In 30 months

Delivery of projectportfolio


In 30 months

Servicemanagement


In 30 months

All improvements to be sustainable over the longer term

Eighteen months into the Programme, most of the changes have beenimplemented and the infused resources are gradually handing over their responsibilities to the NUL successors who they have helpeddevelop and train.

Interest in the approach from elsewhere within the Aviva Group is highand IBM has been engaged to help develop similar solutions.

coaching and supporting the NUL teams. Infused resources rolemodelled the desired behaviours on a day-to-day basis so that peoplewere able to “see what we mean” not just hear what was expected

from them. This type of “apprenticeship approach” is critical inaccelerating change and making it stick because it helps individualscross the “theory to practice” gap. It brings to life on a moment tomoment basis the real transformation.The Infused Resources brought their professionalism, enthusiasm andpassion to the project. Having “been there and done it” before, theywere committed to developing the best possible solution for NULmaking sure that NUL avoided the pitfalls and issues they haddiscovered undertaking similar exercises for IBM.

“Magic Carpet” drives consistent change

Many transformations are unwittingly undermined by an inconsistentapproach to change. Within IBM we have developed a holisticapproach to change known as the “flying carpet”. It is an easy to usetool which helps project teams ensure that behaviours are embeddedinto the new organisation.

Behavioural change is one of the hardest things

In addition to specific behavioural programmes,

Implementation: Levers of be

Change needs to be sustainable

The third aspect of the programme that was different was therequirement for the change to be embedded into business as usual.Commercial arrangements gave focus to this aspect. NUL and IBMLeadership shared a joint scorecard with part of IBMs’ Revenue beingtied to sustainable change.

Business Services Improvement Targets


N i h U i Lif t f Ch d IT f ti





For more informationAlan Hewitt

+44-20-7202-3508

[email protected]

Brian Phipps

+44-115-945-4219

[email protected]

Stephen P Buckley+44-161-9265371

[email protected]

IBM UK Ltd

Southbank

London

ibm.com/uk

© Copyright IBM Corporation 2006.All Rights Reserved.

mailto:[email protected]









Wh th it i IT th b i f ti t tl f




Customer Satisfaction

Employee Satisfaction &

Engagement

Increased Revenue /

Customer Retention

Cost Optimization and

Sustainability

Performance Indicator Outcome Reference

Increase average customer satisfaction from 51% to 75% within 2 years

Increase average employeesatisfaction from 48% to 60% within 12 months

At least a 1% retentionimprovement within 12 months

Achieve people operating costsavings of approximately 1%

ANZ, Westpac, Tesco,Home Depot

ANZ, Euroclear

Wells Fargo, Sears

Wells Fargo cut operatingcosts by $US20m since

implementation in 2000Marks and Spencer

Indicative Benefit

First contact resolutionShorter queues Linkage: staff satisfaction

Roster flexibilityWFM transparencyCorrect staff levels

Roster self service

Linkage: customer satisfaction

First contact resolution(better skill availability)

Labor requirementsplanning effectiveness

Frequency of roster buildCloser matching staff and

skill-sets to customer requirements

Real-time adherence

IBM BCS Research: Retail and Retail Banking

Whether it is IT or another business function, we constantly focus

on driving real value into our clients workforce operations





Assessing the scale of opportunity:

WFT maturity models

Two maturity models to be used either inclient discussion or as part of an initial

assignment





Applications Tools &

Infrastructure

Multiple tools &

Complex Architectures

Group

Standardisation

Disparate, high legacycontent, duplication,high maintenancecosts, growing portfolio

Maintenance

segmented servicelevels

Strategic architectureview

Layered architectureand consolidationroadmaps

Low cost of

ownership, fast andaffordable cost of change, strategicapplications

Standardisation

& Processes

Internally focused

Client and strategic

focused

No delivery processor managementsystem. Heroessucceed others fail

Processes defined

but adoption poor.

Consistent adoptionof delivery andmanagementprocesses.

Iteratively improvingprocesses throughexecution andlearning. Change

control.

Standardised andshortened lifecycles

Local, specific

Standardised and

optimised

Business Alignment

& Demand Mgt

Inconsistent, local

IT functions

Common IT

communities

Inflexible sourcing

Flexible sourcing

In-country, in-housedevelopment

Early tactical level

of offshoringUnderstandingstrategic model for flexible sourcing(onshore/offshore)

Implementation of strategic sourcingmodel

Dynamic sourcing

of work based ondemand

Entirely internallyfocused –reactive cost-centre mentality

Established

service levelagreements

Portfolioprioritisation andpipelinemanagement

Value basedproactiveservice

Partnershipbasedrelationshipmanagement

No practice areasor common career developmentpaths

Professional ITcareer paths

Commoncommunities of practice e.g. Test

Professions andskills focussed ondriving businessbenefit


Commercialculture

Current

Target

Sourcing People

Assessing an Application Development organisationPlace the white & red circles to indicate your current and target position

C C C CC

T T T T T





Next Steps





Full scale assignment

-

Engagement Model

Initial assignment

-

Health Check

Open & qualify

the sale

-

Sales Pack

What we can do next to assess client issues and resolve them

Initially

engaging

with the

client

Establishing our

credibility

and defining

the client’s

problem

Delivering abeneficial

and

sustainable

solution


Our “IT Health check” approach is designed to quickly pin point high priority




Our “IT Health-check” approach is designed to quickly pin-point high priority

IT workforce management challenges and recommended interventions.

KeyActivities

Workstep

• Prepare and run focus groupsand interviews; synthesizeoutputs

• Research and collate ITworkforce industry practicesand benchmarks

• Review existing processes,career frameworks, tools,documentation and metrics

• Understand Group HR contextand vision

• Synthesize key findings

• Assess findings and perform gapanalysis against peers / goodpractice / industry benchmarksand frameworks

• Identify and prioritise high valueopportunities

• Develop high levelrecommendations

• Review and refine findings withkey stakeholders

• Identify quick wins, mediumterm and longer terminitiatives, and key

dependencies• Prepare a high level

description of each initiativeand key outcomes

• Provide final report for discussion and agreementmoving forward

KeyDeliverables

Key Hypotheses& Workplan

Summary of KeyFindings &

LeadingPractices

ImplementationAgenda

Develop

Implementation

Schedule

Develop

Recommendations

Diagnostics &

Data CollectionMobilization

• Assemble team

• Identify key stakeholders

• Develop workplan• Identify key hypotheses

and focus areas

• Identify interviewees andschedule interviews

• Identify, plan andschedule focus groups

• Identify and tailor assessment techniquesand frameworks

• Develop ghost pack for final report

Gap Analysis &High Level

Recommendations

Diagnostic Approach


For a full scale WFT assignment:




For a full scale WFT assignment:

IBM’s Project/IT Workforce high level engagement model – on a page

Phase E. Supply side (motivate & develop; connect & enable)• Define nature of flexible workforce, obtain details, generate supply forecasts• Design career management and HR processes, tools, metrics & roles, & recruit

• Define & establish communities of practice and skills frameworks & assessworkforce

Phase D. Demand side (deploy & manage)• Define nature of tasks, obtain details, generate demand forecasts• Design resource, capacity and financial processes, tools, metrics & roles, & recruit• Design changes to task management processes, tools, metrics & roles, & introduce

Phase F. Supply-demand matching (strategy & plan; attract & retain)• Design approach, build and operate sourcing strategy, capacity plan, optimisationprocess and real-time deployment• Support implementation of consequent activities:

• Recruit, retain or release types of workforce• Contractor rationalisation programme• Offshore/outsource value improvement

Phase G. Behavioural change (transform & sustain)• Magic carpet, viral networks, infused resources, etc

Phase C. Organisation design (transform & sustain):• Refine and implement project based organisation options

SolutionIntegra

tion

Solutio

nIntegra

tion

Phase B. High level

solution design •Define performanceobjectives / businessbenefits: utilisation,productivity, customer sat, staff sat, quality,timeliness, etc• Generate high leveloptions to meetcorporate workforcedemand and selectpreferred design withtop team•Determine gaps withcurrent state & prioritiseactions to fill

Phase A. Situation/

Problem Identification

• Starting point: Clientconcerns & IBM view of generic pain points,hypotheses, leading to• Determine/Validatecorporate strategy re role of BU & workforce demand

• Assess features of BU &workforce supply• Compare with externalbenchmarks• Assess constraints &enablers, change historyand the case for change

Phase H. Transition Management (transform & sustain).• Stakeholder management,• Communications and engagement,• Skills transfer,• Project team building• Benefits realisation





Part III: Reference materials

Available separately





Reference materials (available separately)

WFT diagnostic (needs updating to be consistent with the new WFT wheel)

IT Health check: phase 0 method

WFT Engagement Model

WFT ISVs

Citations

Sample Citations(full list overleaf)

Norwich Union Life

Amadeus

ISBAN

SAP Nordic

IBM Application Services





Our workforce transformation heritage – page 1

Develop & Connect

• Norwich Union Life• IBM ASD• NMBS/SNCB (Belgium)• Alcatel Bell• Delta Airlines• H3G• Bayer Euroservices• ISBAN• Pfizer Italia• American Express• Flemish Community AROHM• Corporation Backus• Big Postal Company (Italy)• Pharmaceutical company (Nordics)

• Exito Cadenalco• Hydro One• Norwegian Armed Forces• International Telco (Europe)• GSK Biologicals• City of Antwerp

Develop & Transform & Sustain

• Amadeus (Spain)• NATO HQ• Euroclear Group• Agrati Group• H3G• Interbrew• Regional Office Environmental

Protection (Italy)• LSG Sky Chefs• Treasury Board Secretariat (Canada)• Autogerma• Persian Gulf Telco• Gruppo MEDIOLANUH• International Tea Company (Middle

East)• Hoffman-La Roche• TPG• International Supermarket Chain

(Middle East)• DRASS et DDASS de Picardie




Our workforce transformation heritage – page 2

Deploy

• Norwich Union Life• IBM ASD• Human Resources Development Centre

(HRDC)• Johnson & Johnson• Local municipality (Middle East)• Amadeus (Italy)

• La Poste (France)• Global Technology Company (USA)• Dexia Bank• Westpac Banking Corp• Quantas Airways• Euroclear Bank

Connect & Transform & Sustain

• Norwich Union Life• Child Support Agency (UK)• Insurance Company (Nordics)• RAI• Jolly Hotel

Auto Company

Transform & Sustain

• Bristol Myers Squibb• Global Insurance Company (Middle East)• Delta Airlines• International Paper• Major Entertainment Company (USA)• Public Health Provider (Nordics)• Electrical & Telecom Network Provider

(Nordics)• Persian Gulf Telco• Canada Customs & Revenue Agency• Child Support Agency (UK)• NASA• Pension Service (UK)• Royal Dutch Shell• Texaco

• Cable & Wireless• Mitsubishi Corporation• SAP Nordic• UK MOD• Johnson & Johnson• Telstra

workforce transformation

Documents