Microsoft heeft de methode IMPACT ontwikkeld om organisaties te helpen met het implementeren van Het Nieuwe Werken. Quarant is partner van Microsoft en heeft deze methode aangepast voor toepassing binnen lokale overheden.

1. The New World Of Work
Staying Empowering people
competitive in a to manage
global market communication and
information effectively
Ensuring people have Improving
the high-value skills to operations and
meet 21st century compliance through
challenges greater visibility
Quarant – IMPACT – mei 2009 1

2. Introduction
The average cost of a workplace in an office is €20.000. A workplace at
home costs about €5.000
Intermediair Magazine, July 2008
74% of the Dutch over 16 years is The end results, are unchecked IT
member of 1 or more social spending, unnecessary
network complexity, redundant
Ernst&Young, April 2008 systems, under-utilised hardware
and data centres, the need for
expensive IT security
and, inevitably, diminishing returns
from IT.
Is Information Overload a $650 Billion Financial Times, Oct 2008
Drag on the Economy?
New York Times, Dec 2007
Quarant – IMPACT – mei 2009 2

3. … The Customer Challenge… to
from
Quarant – IMPACT – mei 2009 3

4. Centrale thema’s, voordelen en ervaringscijfers
Kantoorruimte Productiviteit +10% +40%
-15% -50%
Werkplek Mens Ziekteverzuim -2%
-20%
Reistijd
Werving en behoud
-5% -30% medewerkers
-5%
-15%
Technologie
ICT-kostenwerkomgeving ICT-kosten Communicatie &
+15%
Samenwerkingstooling +10%
Quarant – IMPACT – mei 2009 4

5. IMPACT
Quarant – IMPACT – mei 2009 5
5

6. IMPACT
Building Blocks
What does the future look like
and what is the role of people?
How do we enable people in
this future and how does (end- What is the current maturity
user) technology facilitate of the technology? How does
this? it support the end-users? Now
and in the future. What are
What is the current status of possible quick-wins?
the workforce? What are
productivity ‘killers’ & ‘
accelerators’ – what is the
DNA of the workforces? What
are prevailing workstyles?
What is the balance between
short term Quick Wins and long
term strategic goals?
Scenarios: Accelerate implementation -
Proven, small-step approach where people,
Personas: Connect ALL stakeholders by a place and technology are integrated
common view on HOW people will work
in the future
What are the tangible benefits
that need to be achieved
Quarant – IMPACT – mei 2009 6

7. IMPACT: Vision
Quarant – IMPACT – mei 2009 7

8. Three elements of a good vision
FOCUS
It is a very compelling
dream that is shared GUIDANCE
Today’s facts could
lead to tomorrow’s
Pick a moment in the future EXCITEMENT
future It has a touch of
• Not too close • Make it people centric ”magic”
• Not too far • Make sure the
measurable facts and
Define how that future will figures are right • It is about the WHAT, and
look like • Act as a subject not the HOW
• Not too vague matter expert • It ‗plans‘ the unplannable
• Not too precise • It is beyond extrapolation
and deduction
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8

9. What is a New World of Work Vision
to
from
9
Quarant – IMPACT – mei 2009 9

10. A vision creation process....
Desk
Build vision
Research
Kick-off Interviews
Quarant – IMPACT – mei 2009 10

11. Interview guideline
One World of Business
How will the <..> industry look like in 2012 What major transitions in kind of work and way
o
o
What could be headlines in the paper of work are expected
Customer behaviour
o Customer Demographics How do people collaborate today
o Growth vs. shrinking market segments
o Current vs. Future productportfolio o In projects
o Current vs. future competition
o In meetings
What is the strategic direction (prioritize)
o Customers, o Communictaion
o Innovation
o Efficiency
o Etc...
What are biggest assets of the company
o Current
o Strategic (positioned for the future)
What are biggest challenges of the company
o Current
Including level of urgency Always on, Always Connected
o Positioned for the future What is the position of technology now
Customers
o Tool, operational, strategic
What are the top3 trends in the market What changes (if any) are expected in the near
What are the top3 segments in the market
How well is <..> positioned to address them (and further) future
What are the biggest challenges to overcome
to capture the opportunities
What (tech) tooling is currently used
External (eg strategy/activity based) o Technology to support the core processes
Internal (eg culture, structure, demographics
etc) o Personal productivity
o Collaboration
Transparancy
What kind of regulation and compliance
o Communication
development do you expect o Information Management
How important will it be in the near future to
open up the organization
What will be the importance of protection of
What are the top3 (tech-)priorities to work on
the brand-value What are (tech or other) adoption blockers
Workforce-evolution What are the top3 (IT)projects for the short
What is the role of people in the company term
How is the workforce perceived
o Current What are the priorities for the mid/long term
o Positioned for the future
What are the biggest assets of the workforce
What are the biggest challenges of the
workforce
9 jun. 06Created on 9-jun-06
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12. IMPACT: IO
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13. Druk op IT neemt toe Regels en
Compliance
Technologie Beveiliging
Veranderingen
80%
Maintenance
Keep Business
Competition Up & Running
20% New
Customer
Cost Connection
Reduction
End User
Productivity Business Results
& New Value
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14. Infrastructure Optimization Model
Stage Characteristics
• 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
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15. Core Infrastructure
Optimization Model
IT and Security Process
Identity and Access Management
Desktop, Device, and Server Management
Security and Networking
Data Protection and Recovery
Basic Standardized Rationalized Dynamic
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16. Business Productivity Infrastructure
Optimization Model
Unified Communications
Collaboration
Enterprise Content Management
Enterprise Search
Business Intelligence
Basic Standardized Rationalized Dynamic
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17. Application Platform
Optimization Model
User Experience
Business Intelligence
SOA and Business Process
Data Management
Development
Basic Standardized Advanced Dynamic
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18. What Are the Opportunities
Only based on Core Infrastructure Optimization assessment results
Worldwide Account Profiling Distribution
Rationalized Dynamic
2% 1% Source: Microsoft Enterprise Partner
Group (EPG) profiling as of June
15, 2008 (15K accounts profiled—all
subsidiaries including United States)
Standardized
34%
Basic
63%
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19. How we use it
Step 1: What is the Step 2: What kind of
current maturity of The Infrastructure Maturity is
Companies needed to realize The
Infrastructure Customers Vision
Gap
Based on IO Maturity Based on the
Scan plus qualitative translation of the
interviews with company vision into IT-
stakeholders Needs
Quarant – IMPACT – mei 2009 19

20. What is the current IT-Maturity
BASIC STANDARDIZED RATIONALIZED DYNAMIC
Core IO Technology Identity & Access Management
Desktop, Device & Server management
Security and Networking
Core IO Data Protection & Recovery
IT Security & Security Process
Processes ITIL/Cobol Based management process
Governance
Unified Workspaces & Portals (Comm&Collab)
Communication & Messaging
Collaboration
Presence
Web Conferencing
Enterprise Content Document & Records Management
Management Forms Management
BPIO
Web Content Management
Search
Business Intelligence Performance Management
Reporting and Analysis
Data Warehousing
Development
SOA & Business Processes
Data Management
APIO
User Eperience
Business Intelligence See BPIO
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21. What is the future IT-Need
BASIC STANDARDIZED RATIONALIZED DYNAMIC
Core IO Technology Identity & Access Management
Desktop, Device & Server management
Security and Networking
Core IO Data Protection & Recovery
IT Security & Security Process
Processes ITIL/Cobol Based management process
Governance
Unified Workspaces & Portals (Comm&Collab)
Communication & Messaging
Collaboration
Presence
Web Conferencing
Enterprise Content Document & Records Management
Management Forms Management
BPIO
Web Content Management
Search
Business Intelligence Performance Management
Reporting and Analysis
Data Warehousing
Development
SOA & Business Processes
Data Management
APIO
User Eperience
Business Intelligence See BPIO
Quarant – IMPACT – mei 2009 21

22. What is the future IT-Need
BASIC STANDARDIZED RATIONALIZED DYNAMIC
Core IO Technology Identity & Access Management
Desktop, Device & Server management
Security and Networking
Core IO Data Protection & Recovery
IT Security & Security Process
Processes ITIL/Cobol Based management process
Governance
Unified Workspaces & Portals (Comm&Collab)
Communication & Messaging
Collaboration
Presence
Web Conferencing
Enterprise Content Document & Records Management
Management Forms Management
BPIO
Web Content Management
Search
Business Intelligence Performance Management
Reporting and Analysis
Data Warehousing
Development
SOA & Business Processes
Data Management
APIO
User Eperience
Business Intelligence See BPIO
Quarant – IMPACT – mei 2009 22

23. Business Productivity Infrastructure Optimization
Unified Communications
Unified
Communications
Questions Basic Standardized Rationalized Dynamic
Multi-layer AV, Spam and anti-
Centralized IT support, with phishing protection; more than
Access to basic email, but
features like shared 50% of employees have mobile Integration across UC that
How do you use e-mail in lacks features like shared
calendaring, and secure access to mail and calendaring; extends to LOB apps or
your organization? calendars and services like
remote online and offline 20% or more employees have business processes.
centralized IT support.
access to email. integrated email, fax and
telephony.
Public IM: ad-hoc use for IM: Company‐wide, secure IM: Rich integrated presence
daily business (not secure nor and IT‐managed information within LOB
supported by IT). infrastructure, leverages a applications,
unified directory. Rich Fully converged
Web conferencing: Ad hoc, integrated presence Web Conferencing: Either a communications network and
sporadic use of web information within desktop hosted or on‐premise web data infrastructure on a
Besides through e-mail,
conferencing and separate productivity applications. conferencing solution with software-based
how does your
system to support audio document sharing used platform (telephony call control
organization communicate
conferencing. Web Conferencing: Hosted throughout the organization with managed solely by software),
across locations?
with ad hoc use. a formal process of how to use with communications integrated
Phone: Legacy PBX, the tool(s). into line of business processes.
traditional phones, and no Phone: IP telephony
integration with desktop integrated with traditional PBX Phone: IP telephony integrated
applications. No voicemail. and legacy phone systems. with PCs and IM.
Quarant – IMPACT – mei 2009 23

24. IMPACT: Workforce Analysis
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25. Workforce analysis tooling
Workshops
Custom
Survey
Stakeholder
Time
interviews
Factor4
Desk
Research
Process
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25

26. Factor4 Index
– Enables the discussion about ‘Productivity’
– Enables a dialogue with the workforce
– Visualizes Quick Wins
– Identifies the ‘organizational DNA’
– Identifies areas of concern
Inspiration Organization
Culture Technology
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27. Factor 4 Index (example)
Factor 4 Index is : 14
T o tale sco re
C ateg o rie H u id ig G ew en st F acto r4In d ex
uitdaging 6,5 8,3 15
k lanten & collega's 6,8 8,3 12
zelfontplooiing 6,8 8,3 12
ruim te 6,8 7,3 4
zelfstandigheid & besluitvorm ing 6,8 8,1 11
inform eren & in actie k om en 5,3 7,9 21
binden & ontw ik k elen 6,0 7,8 14
w erk plek & w erk sfeer 6,7 8,1 11
m otivatie & drijfveren 5,9 8,1 18
w aarden & gedrag 5,7 8,1 20
m anagem ent & leiderschap 6,7 8,0 10
w erk & privé 7,4 8,1 6
zoek en & vinden 5,4 8,0 20
sam enw erk en & com m uniceren 5,7 7,9 17
slim & snel 5,2 7,9 21
altijd & overal 6,7 7,5 6
G E M ID D E L D E F AC T O R 4 IN D E X 14
Quarant – IMPACT – mei 2009 27

28. Uitleg van het Factor 4 Index cijfer (waarden)
Het overall Factor 4 Index cijfer is een gemiddelde van de rubrieken.
Quarant – IMPACT – mei 2009 28

29. Custom survey
Feedback
How important is your PC How do you value your PC
Niet van toepassing
Not Applicable
Niet van toepassing
Not Applicable
Slecht
Bad
Onbelangrijk
Not Important
Matig
Weak
Belangrijk
Important
Good
Goed
Very Important
Zeer belangrijk
Very Good
Zeer goed
How important is access to the internet How do you value internet access
Niet van toepassing
Not Applicable Slecht
Bad
Onbelangrijk
Not Important Matig
Weak
Belangrijk
Important Good
Goed
Very Important
Zeer belangrijk Very Good
Zeer goed
Quarant – IMPACT – mei 2009 30
30

30. Quarant – IMPACT – mei 2009 31

31. Business case & priority matrix in IMPACT
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32. Benchmark
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33

33. ROI Calculator / Analyst
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34

34. TCO Calculator / Analyst
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35

35. The Framework
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36. Priority Setting
Time until
results will be
experienced
Total impact on
the organization
Quarant – IMPACT – mei 2009 37
37

37. The Priority-Matrix
38
Quarant – IMPACT – mei 2009 38

38. Input
Workforce Infrastructure
Analysis Optimization
Business Case
Framework
Workforce Infrastructure
Analysis Optimization
Personas & Scenarios
Quarant – IMPACT – mei 2009 39

39. Examples
Self Directing
Effective email
teams
Open all calenders
Global Product
Development
Laptops vs
Desktops
New telecom
Disconnected
infrastructure
system
implementation
40
Quarant – IMPACT – mei 2009 40

40. IMPACT: Personas
December 2008
Quarant – IMPACT – mei 2009 41

41. Change – has NO primary owner
but many various stakeholders
Future
IT
… HR
F&A Change Business
Marketing
Workers &
Council Communi
C-Level cation
Today Decision
Makers
42
Quarant – IMPACT – mei 2009 42

42. What are Personas
A Persona is an archetype that describes an almost real-life person
Personas are based on universal work styles
Personas are mainly a communication and binding tool
Personas are based in the FUTURE, not today
The IMPACT-Personas are based on 7 universal work styles
Quarant – IMPACT – mei 2009 43
43

43. There are seven universal workstyles, independent of
Workstyles region, type of organization or industry
(Workplace Advantage)
Type Description Predictability Mobility connected Repeatability of Time dependency Place dependency
connected with the with the role activities of the role of 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
↔ ↑ ↔ ↓ ↓
Quarant – IMPACT – mei 2009 46

44. Workstyle - Examples
Type Description Examples – Knowledge Examples – production- Other examples
driven environment driven environment
M1 Supportive with high Assistant Machine operator Cleaner
predictability of job Call Center Agent Brick-Layer Bookkeeper
Internal Sales Painter
M2 Concentrative-Analyst Analyst Work-Preparation Laboratory
Role 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 Account Manager Truck-driver Lobbyist
mobile role Sales Representative
Consultant
47
Quarant – IMPACT – mei 2009

45. How to Build Personas
Workforce Analysis Vision
Everything All related to
FACT-based the vision
1 2
Translate roles Be ‗fanatical‘ As place and
to workstyles – about People- time
then to Centric thinking independent as
Personas possible
Create real personas, with real Create a typical week in the live Don‘t be futuristic – stay close to
personal lives with 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
• New World of Work is NOT about
time/place independent • It‘s not about being complete – it is
work at home (it is all about trust)
about creating understanding
49
Quarant – IMPACT – mei 2009

46. Personas and their workplace
Portable
Device
Smartphone
Instant
Conferencing (Web
& Voice)
Access Enhanced Physical
Anytime, Anyw environment
here
SmartCard Unified Presence &
Communication
environment
Seamless
peripheral
availability
Integrated &
Pervasive
Collaboration
Environment
50
Quarant – IMPACT – mei 2009

47. Personas create a 360° view
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48. 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
Check email – Handle tasks Collab Individual
Take train to Perform some Collab Individual
Lunch inc. short- Perform some Collab
Trave home Kids from Individual
Perform Diner with
breakfast Bring kids to and simple
Home Office
Travel concentrative unplanned-
Office concentrative with bus. On
Travel school Home concentrativ family
MONDAY with
Personal school
Effective everyday 3 Planned
Effective activities meeting with-
Discuss&Collab activities the way:
Discuss&Collab: Personal e activities Personal
Task- Project Task- Project Task- Project
family Communication activities Communication
Phonecall manager 1:1update Project management
Ad-Hoc - Task- Structured
Conf-Call
management management management
She works time (Email) (Phonecall) meeting Conference Call
eachother
and place
independent;
There is a
Get up–
individual and Train Individual Individual
Check email - Intensive and concentrative Lunch Collab
Meeting mixture of Travel
Train Home Individual
Perform concentrative activities Diner with
collaborative Travel Office Home
breakfast to handleno differenceactivities
There is simple (@Office): 3Physical and family
TUESDAY with family
Personal work tasks virtual and (administration,individual phone Personal
between
Effective As an planning, mensenVirtual Presence
Discuss&Collab: Personal
normal work: it’s just
Communication Task- Project management Structured Worktime and Project management
Task-
work
calls, etc) she chooses the present, 5
(Email) tools she needs: Meeting private time are
virtual present mixed to
There is no ‘One
size fits All’ balance work-
and life
Individual
Choice to Home Part-Time day
decide where She chooses the
WEDNESDAY and when she Effective
Check Email right time and
wants to do her Communication
place for her
activities (Email)
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-to-
breakfast Bring kids to presence at (administration, planning, phone calls, etc) presence at for this date with company
THURSDAY with
Personal school
Effective meeting
Discuss&Collab: Effective Effective meeting
Discuss&Collab: weekProject policies Personal
Task- Project Task-
family Communication Structured Communication Communication Structured Learning
management management
(Email) Meeting (Phonecall) (Phonecall) Meeting
She can do her
work
IndividualHome Individual wherever, when Individual
Home
ever… Part-Time day
FRIDAY Finish elarning Effective Effective
Check email
Check email Communication
Learning Communication
(Email) (Email)
Individual
Check email
Home
WEEKEND Effective
Communication
(Email)
52
Quarant – IMPACT – mei 2009
What can we learn from Anne-Mary

49. 53
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50. Scenarios in IMPACT
Quarant – IMPACT – mei 2009 54

51. Scenarios
• 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
Quarant – IMPACT – mei 2009 55

52. Scenario
What do I do during
the week?
What are my TOP-
activities
How would they Storyboard
work in the future
Rules of
Technology Skills
Engagement
Expected Benefits
57
Quarant – IMPACT – mei 2009

53. Meetings (simple)
A standardized agenda is Meeting notes are
A person plans a provided, action points are published, action points
meeting via Outlook integrated, decisions made are shared, decisions
published 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
Quarant – IMPACT – mei 2009 58

54. Scenario Description
Meetings – Simple
Meetings are orchestrated via a standard template. This template can be used local and with one
click published on a central place. This central place is a ‘semi’-standard space that consists of an
agenda, a transparent actionlist that synchronizes with the PC, an overview of all decision taken,
and space to store documents (for preparation). Meeting notes are made via a standardized
template. Attendees and stakeholders can become a member of this place and will receive
alertsaccording to their interests. Since everything is so transparent, the group ‘ pressure’ to
comlete actionpoints and commit to simple standards is huge – which leads to an very efficient
meetings and in the end… less meetings.
Skills Basic Knowledge of Sharepoint
Basic Knowledge of making meeting notes
Rules of Engagement Only the standard template is used
Meetingnotes are published, not mailed
Take an alert/membership – no more mailing to distribution lists
Technology Sharepoint
Word
Templates
Exchange
Outlook
Expected benefits Only one version of a document
o Less storage
o Less email
o One version
Standardization accelerates efficiency
Less paper and printwork
Other measures… Quit all file/folder shares
Limit mailzize
Quarant – IMPACT – mei 2009 59

55. Place-Independent team meetings
Aziz suddenly has a
My Schedule
day-off from his school
At a certain moment his
teamlead gets an alert
Via his MyPortal or that he come 1 person
phone he adjust his short for the night shift –
own schedule with he 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
Quarant – IMPACT – mei 2009 61

56. Skills & Knowledge
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
Quarant – IMPACT – mei 2009 62

57. Rules of Engagement
Rules of Engagement are actionable
63
Quarant – IMPACT – mei 2009 63

58. 7 Golden Rules of Engagement
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
Quarant – IMPACT – mei 2009 64
64

59. How to Build scenarios
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
Quarant – IMPACT – mei 2009 66

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Quarant – IMPACT – mei 2009 67