Dezepresentatie gaat over de veranderingen in onze maatschappij en de hiermee gepaard gaande ontwikkeling over het anders organiseren van werk "Het Nieuwe Werken".

1. Het Nieuwe Werken
MARCEL VAN BEEK
BUSINESS CONSULTANT
NOBEL

2. AGENDA
• De wereld verandert!
• Het Nieuwe Werken, wat is het?
• Het Nieuwe Werken, hoe voer je het in?
• Zelf aan de slag!

3. INTRODUCTIE
• Naam
• Bedrijf (wat, waar, wie)
• Rol binnen het bedrijf
• Korte omschrijving privé situatie
• Waarom Het Nieuwe Werken?
• 2 voor- en 2 nadelen van Het Nieuwe
Werken

4. De wereld verandert

6. Fileleed Globalisatie Klantgerichtheid Milieu Homo sapiens Samenwerking
Generatie Y
maatschappelijke &
organisatorische
ontwikkelingen
Concurrentie Compliance Hiërarchie Versnelling Bureaucratie Verzilvering Info-overload

7. DE 7 KRACHTEN
1. Economie: krimp, gevolgd door lagere groei en creative
destruction;
2. Demografie: vergrijzing, groei buiten Europa, urbanisatie;
3. Globalisering en het Verre Oosten: The World goes Pacific;
4. Natuur en milieu: kwaliteit van onze leefomgeving onder
druk;
5. Voedsel, energie en materialen: no more plenty;
6. ICT: anders organiseren, cloud computing;
7. Maatschappelijk-economische attitude: naar duurzame
gretigheid

11. We zitten in de 5e Kondratieff cyclus
Tijdvak
1988-1993 voorspoed
1994-2002 voorspoed, afbuigend
2003-2009 recessie
2010-2015 depressie
2016-2020 fase van herstel

15. ECONOMIC RESET
VIER KRITISCHE DIMENSIES VAN BEDRIJFSVOERING
1. Korte termijn-interventies: wat moeten
we doen en kunnen we doen op korte
termijn?
2. Vernieuwende strategie: moeten we onze
richting aanpassen, wat wordt dan onze
nieuwe richting, welke vernieuwing gaan we
brengen.
3. Innovatief organisatiemodel: moeten we
onze organisatie en ons netwerk anders
inrichten, en hoe dan?
4. Transformatie: hoe realiseren we de
benodigde veranderingen?

16. EEN NIEUWE FASE
Natuurlijke hulpbronnen blijken eindig en financiële middelen niet oneindig
We moeten verduurzamen en versoberen.
Dit begint met het
herdefiniëren van
geluk en tevredenheid.

17. EEN NIEUWE FASE
Natuurlijke hulpbronnen blijken eindig en financiële middelen niet oneindig
Is werk dat leidt tot
hoge beloning en veel
macht aantrekkelijk
Of wordt werk wat bijdraagt
aan een hoger doel en
zelfontplooiing
aantrekkelijk?

18. EEN NIEUWE FASE
Natuurlijke hulpbronnen blijken eindig en financiële middelen niet oneindig
Niet het geld maar het doel van de
organisatie wordt belangrijker!

19. WERK WERK WERK
Mensen zijn geen “productiemiddelen” meer
maar worden “investeringen” die door
persoonlijke ontwikkeling van talenten te
gelde worden gemaakt!
Werkervaring is
belangrijker dan een
diploma!

21. TALENTEN
Uitgaan van ieders unieke talent is duurzaam
Het leidt tot maximale effectiviteit en weinig
verspilling.
Mensen die doen waar ze goed in zijn en wat
ze leuk vinden hoeven nauwelijks begeleid en
gecontroleerd te worden.

22. TALENTEN
Uitgaan van ieders unieke talent is duurzaam
Als talenten kunnen werken waar ze willen
en wanneer ze willen, zonder voortdurende
controle, is er een unieke waarde!

24. ARBEIDSRELATIES
Er ontstaan vele vormen van nieuwe arbeidsrelaties.
 Zelfstandigen zonder personeel
 Meerdere loopbanen gelijktijdig
 Per levensfasen andere loopbaan waarden
 Per levensfasen omscholen

25. ARBEIDSRELATIES
Er ontstaan vele vormen van nieuwe arbeidsrelaties.
 Waardering op basis van talent en
prestatie i.p.v. functie
 Transferpremie bij wisseling
werkgevers
 Van grotere organisaties >
kleine samenwerkende netwerken

28. ONDERNEMEN
Wat betekenen deze ontwikkelingen voor uw leiderschap?
De trend is duurzaam leiderschap.
Duurzaam staat voor creatief en visionair, het
gaat om dienend en authentiek leiderschap.
De kracht om te verbinden van netwerken
binnen de organisatie (medewerkers) en
netwerken buiten de organisatie (klanten,
leveranciers, aandeelhouders, etc.)
Continu communiceren over de strategische
richting van de organisatie.

30. SOCIALE INNOVATIE
Het verbinden van eigentijdse inzet van
personeel met verbeterde bedrijfsprestaties.
Het gevolg is een grotere
vrijheid en autonomie voor
de werknemer en meer
flexibiliteit voor de
organisatie.

31. HAVE FUN
Mensen zijn niet lastig. Mensen zijn verschillend. Dat is best lastig!

32. BREAK

33. HET NIEUWE WERKEN

34. WAT
IS 2bPR?
“een intern veranderingstraject gericht op het
implementeren van het “het nieuwe werken” en
daarmee een “People Ready‟ organisatie te zijn

35. WELKE
DRIE DIMENSIES?
Virtueel Mentaal
Technologie Mensen
Fysiek Werkplek

36. DIMENSIE
MENTAAL - MENSEN
Vitaliteit
Productiviteit
Groei

37. DIMENSIE
FYSIEK - WERKOMGEVING
Inspiratie
Activiteit gebaseerd
Individueel en Samen

38. DIMENSIE
VIRTUEEL - TECHNOLOGIE
Slimmer ontmoeten
Slimmer vergaderen
Slimmer communiceren

39. HET NIEUWE WERKEN
Hoe voer ik het door in mijn organisatie?

40. IMPACT
Methode gericht op een transitie naar 2bPR

41. F4I
Workforce assessment
Inspiration Organization
Culture Technology

42. F4I
Resultaten

43. IO-Model
Technologie assessment
• Reactive • Reactive • Proactive • Proactive
• Ad hoc • Stable IT • Accountable • Optimizing
• Problem- • Request • Increased Costs and
Driven Driven Monitoring Quality
• “Avoiding • Change • Formal • Agile
Downtime” Management Change • Self
and Planning Management Assessing
• “Keeping It • SLA‟s and
Running” Continuous
• Improvement Improvement
• Predictability • “Taking The
• “Quality Lead”
Driven”
Basic Standardized Rationalized Dynamic

44. IO-Model
Inzicht in verbeterpunten

45. IO-Model
Inzicht in verbeterpunten
Step 1: What is the Step 2: What kind
current maturity of of Infrastructure
The Companies Maturity is needed to
Infrastructure realize The
Customers Vision
Gap
Based on IO Based on the
Maturity Scan plus translation of the
qualitative interviews company vision into
with stakeholders IT-Needs

46. Wat is HNW Visie?
to
from

47. VERANDEREN
Kent meerdere stakeholders
Future
IT
… HR
F&A Change Business
Marketing &
Workers
Communicatio
Council
C-Level n
Today Decision
Makers

48. IMPACT
Beschrijven van een persona

49. PERSONA’S
A Persona is an archetype that describes an almost
real-life person
Persona’s are based on universal work styles
Persona’s are mainly a communication and binding tool
Persona’s are based in the FUTURE, not today
The IMPACT-Persona’s are based on 7 universal work styles

50. PERSONA’S
Best Case Scenario
• Varied team involved in creation process – HR, Marketing, IT,
Market Research
• Creation utilizes many sources of data - Marketing data, usability
data, interviews, job profiles, business plan
• Created persona's are validated against real users
• Designers employed to illustrate and communicate them
• Entire team uses them – vision, planning, development,
documentation, marketing, support

51. PERSONA’S
De Basis
• Design for just a few persons – fewer is better
• Understand and speak to the user‟s goals (not just their tasks)
• Prioritize for “Daily Use” & “Necessary Use” Scenarios - not “Edge
Case” Scenarios
• Utilize narrative & storytelling
• Make links to data explicit
• Communicate persona's over time – multiple illustrations/mediums,
progressive disclosure of information (start small)

52. PERSONA’S
There are seven universal workstyles,
independent of region, type of
organization or industry
(Workplace Advantage)
Type Description Predictability Mobility connected Repeatability of Time dependency of Place dependency of
connected with the with the role activities the role the role
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 ↔ ↑ ↔ ↓ ↓

53. PERSONA’S
Type Description Examples – Knowledge driven Examples – production-driven Other examples
environment environment
M1 Supportive with high Assistant Machine operator Cleaner
predictability of job Call Center Agent Brick-Layer Bookkeeper
Internal Sales Painter
M2 Concentrative-Analyst Role Analyst Work-Preparation Laboratory
HR
Staff
M3 Technical (specialist) Role Technical Service Engineer Anesthesiologist
Developer Installer Teacher
Engineer
M4 Creative, R&D Role Marketeer Architect Professor
Researcher
M5 High Internal Mobile Role Project-Product Manager Driver, transporter Doctor
Marketing Communication Order Picker Nurse
Teamlead
M6 Managerial or Coordinator Senior & Executive Frontman Member of the Board
Role management, Quality Control
Marketing & Product
managers
M7 External facing, highly mobile Account Manager Truck-driver Lobbyist
role Sales Representative
Consultant

54. PERSONA’S
Type Description Persona Function
M1 Supportive with high Assistant
predictability of job Anne-
Mary
M2 Concentrative-Analyst Role Business Analyst
Rober
t
M3 Technical Role IT-Pro
Ruu
d
M4 Creative, R&D Role Data Analyst
Juliett
e
M5 High Internal Mobile Role Marketing Manager
Aziz
M6 Managerial or Coordinator Role Senior Business Unit Manager
Mark
M7 External facing, highly mobile Account Manager
Role
Sandr
a

55. PERSONA’S
Workforce Analysis Vision
Everything All related
FACT-based to the
vision
1 2
Translate Be „fanatical‟ As place and
roles to about time
workstyles – People- independent
then to Centric as possible
Persona's thinking
Create real persona's, with real Create a typical week in the live with Don’t be futuristic – stay close to
personal lives the most common scenarios what’s believable today
• Think of diversity • Blend work-life balance
• Don’t oversell
• Not everybody wants to work • Keep it simple
time/place independent • New World of Work is NOT about
• It’s not about being complete – it is work at home (it is all about trust)
about creating understanding

56. PERSONA’S
Portable
Device
Smartpho Instant
ne Conferencing
(Web & Voice)
Access Enhanced
Anytime, Physical
Anywhere environment
SmartCard Unified
Presence &
Communication
environment
Seamless
peripheral
availability
Integrated &
Pervasive
Collaboration
Environment

57. PERSONA’S

58. PERSONA’S
07:00 08:00 09:00 10:00 11:00 12:00 13:00 14:00 15:00 16:00 17:00 18:00 
Get up – Individual Individual Take train to Perform
Check email Handle tasks Collab Individual Lunch inc. short- Perform some
Collab Individual Collab
Trave home Kids from Individual
Perform Diner with
breakfas Home
–Bring kids and simple Office Travel some Office
unplanned- concentrative with bus. On school Home concentrati
Travel family
MONDAY tPersonal
with Effective
to school everyday
Effective
Task- Project 3 Planned
Discuss&Collab -
concentrativ meeting 1:1
Task- Project with activities
Task- Project
Discuss&Collab:
the way: Personal
ve activities
Task- Project Personal
Communication Communication Ad-Hoc Structured
family management
activities management manager -
e activities management Conf-Call Call management
She works (Email) Phonecall
(Phonecall) meeting Conference
time and place update
independent; There is a
individual and –
Get up Trai
Travel
Individual Intensive and concentrative eachother Meeting mixture of Travel
Check email Individual Office
Lunch Collab Individual
Train Home Perform concentrative activities
Home
Diner with
collaborative Physical and
breakfast n to - handle is no activities (administration,
There (@Office): Virtual
3 family
TUESDAY Personal difference between
Effective Personal Discuss&Collab: Personal
with family wor simpleand normal planning, phone calls, etc)
virtual tasks
Communication
As an
Task- Project management
mensen Presence
Structured Worktime and Project management
Task-
individual she
k work: it’s just work
(Email) present, 5
Meeting private time
chooses the are mixed to
tools she virtual present
balance work-
Individual sizeis
needs: There
no ‘One
and life
Choice to
decide where
Home fits All’ Part-Time day
She chooses
WEDNESDAY and when she Effective
the right time
Check Email
Communication
wants to do and place for
her activities (Email)
her activities
Get up – Individual
Check email Collab
Virtual Collab Individual Collab
Intensive and concentrative activities
Home
Collab
Virtual Individual
Finish tasks Individual
E-learning to stay up-
breakfas –Bring kids presence at (administration, planning, phone calls, presence at for this to-date with company
THURSDAY t Personal
with Effective
to school
Discuss&Collab:
meeting etc)
Effective
Task- Project
Effective Discuss&Collab:
meeting week
Task- Project policies Learning Personal
Communication Structured Communication Communication Structured
family management management
(Email) Meeting (Phonecall) (Phonecall) Meeting
She can do her
work
Individual Individual
Home wherever, Individual
Home
Part-Time day
whenever…
FRIDAY Finish elarning Effective Effective
Learning Communication Check email
Communication
Check email (Email) (Email)
Individual
Check email
Home
WEEKEND Effective
Communication
(Email)

59. SCENARIO’S
• A Scenario is a description of a future way of
performing an everyday activity
Scenario
Skills
Rules of Engagement
Technology
Interior Designers Customer
Regulation
Workplace Process
Business Consultants
Creativity Etc.
Builders
Architects

60. SCENARIO’S

61. SCENARIO’S
What do I do during
the week?
What are my TOP-
activities
How would they work Storyboard
in the future
Rules of
Technology Skills
Engagement
Expected Benefits

62. SCENARIO’S
Eenvoudige meeting
A standardized agenda is provided, Meeting notes are
A person plans a action points are integrated, published, action points
meeting via Outlook decisions made are published shared, decisions
transparent available
A central place is
created – that is also Meeting takes place
available offline
Based on alerts
everybody gets the
message that meeting
notes are available
Collegues share their
prepared stuff via the
same central place

63. SCENARIO’S
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

64. SCENARIO’S
Werken met vertrouwelijke informatie
Information that is
confidential should
stay confidential
…this also goes for
…stays confidential – email
with just one click…
This also goes for
-Sites
…and also works
-Time-limited with local information
information
-Parts of documents
..so anywhere, anytime,
anyhow people can work with
confidential information

65. SCENARIO’S
Plaats-onafhankelijke team afspraken
Aziz suddenly has a
My Schedule
day-off from his school
At a certain moment his
teamlead gets an alert that
Via his MyPortal or he come 1 person short
phone he adjust his for the night shift – he
own schedule with immediately gets a list
available hours to with available and most
work suitable persons. He
clicks on it and by that
notifies Aziz
Changes are Aziz receives an alert
immediately via SMS (or mail, or
implemented in the IM) and just responds
schedules – the „ system‟ takes
over
ACCEPT

66. SCENARIO’S
Hoe door te voeren
Per scenario
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

67. SCENARIO’S
Hoe door te voeren
Workforce Analysis Vision
Everything All related to
FACT-based the vision
1 2
Translate Be „fanatical‟ As place and
activities today about People- time
into the future Centric thinking independent as
via a storyboard possible
Keep it SMALL Better 3 small, partly overlapping Don‟t be futuristic – stay close to
scenarios than 1 big one what‟s believable today
• Storyboard should be 1 slide • Small steps build success • Integrate modern technology, not
• Make it a simple, understandable • it is NOT science, it is future technology (+5 yrs)
• Think of Technology, Skills & Rules PRAGMATISM
of Engagement • Technology = PLATFORM

68. AFSPRAKEN
Maak afspraken over gedrag
Rules of Engagement are actionable

69. AFSPRAKEN
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

70. PRIO
NIET ALLE PROJECTEN UITVOEREN

71. PRIO
Infrastructur
Workforce
e
Analysis
Optimization
Business Case
Framework
Infrastructur
Workforce
e
Analysis
Optimization
Persona’s & Scenario’s

72. PRIO
Effective email Self Directing teams
Open all calenders Global Product
Development
Laptops vs Desktops
New telecom Disconnected
infrastructure system
implementation

73. RESULTATEN
Office-space Productivity
Place People Sick Leave
Travel – and work time Attract and retain the
right people
Technology
Cost of communication and
TCO workplace
collaboration

74. MANAGEMENT 2.0
http://www.youtube.com/watch?v=aodjgkv65MM