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Work in a Networked Virtual Organization

Work in a Networked Virtual Organization. Vilnius, October 21, 2002. Paradigm Shift. “The most valuable asset of a 21st century institution, whether business or non-business, will be its knowledge workers and their productivity.”. Peter Drucker Management Challenges for the 21st Century.

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Work in a Networked Virtual Organization

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  1. Work in a Networked Virtual Organization Vilnius, October 21, 2002

  2. Paradigm Shift “The most valuable asset of a 21st century institution, whether business or non-business, will be its knowledge workers and their productivity.” • Peter Drucker • Management Challenges for the 21st Century

  3. Lisbon Summit in March 2000… … to become the most competitive and dynamic knowledge-based economy in the world • capable of sustained economic growth • with more and better jobs • with greater social cohesion

  4. 21st Century Business Challenges So how do we empower employees to… • Adjust to change quickly • Communicate and collaborate effectively • Foster organization culture • Be more productive throughout their day …yet focus on Customer Success?

  5. The Productivity Paradox So why is it that the only locationwhere employees have accessto all their productivity tools... ...is the one location they spend the least amount of time at — their desk?

  6. Telework definition Telework is a form of organising and/or performing work, using information technology, in the context of an employment contract/relationship, where work, which could be performed at the employers premises, is carried out away from those premises on a regular basis. Source : framework agreement on telework, July 16, 2002

  7. Market Forces Driving Mobility • Realities of Today’s EconomyOrganizations must do more with lessGlobalization = geographically dispersed organizations • Business Culture today Requires Communication EfficiencyInformation must be available 24 x 7Enhanced collaboration • Today’s Workforce Expects FlexibilityPeople want to live where they want to liveNew generation of workers demand flexibility

  8. Benefits of Mobility Improved Productivity • Enhanced worker efficiency through increased access to online resources • Increased knowledge sharing amongst workers, customers and partners Customer Loyalty Cost Savings • Better customer service (employees are better informed, have shorter response times, have an improved ability to sense and respond) • Higher quality interaction with customer • Reduced cabling costs • Teleworker tax credits • Reduced costs to move and add people to network Cultural Enhancement • Attracting and retaining employees, by allowing them to work where and when they choose, and by providing them the personalized tools for appropriate, customized info • Strengthens corporate culture Business Resilience • Able to quickly react to adversity via multiple channels • Rapid deployment in reaction to an “event”

  9. Formal Telework Solutions “WORK” • Increased Productivity Siemens—15%, plus time lost to bad weather was virtually eliminated Cisco Systems—93% of teleworkers reported an increase in productivity greater than 1 hour • Employee Satisfaction/Retention AT&T—survey showed 36% of employees would find another job if Telework was eliminated Merrill Lynch—reported 30% increase in employee morale Siemens—reported over 90% acceptance rating from employees Cisco Systems—ability to telecommute had an impact on 76% of employees choice of Cisco as an employer • Real Estate Financial Benefits Merrill Lynch—$5–6K savings per person in real estate costs IBM—$75 million savings annually in real estate cost reduction Note: Reported by individual companies in various publications

  10. Some useful links • http://www.mayeticvillage.fr/edistance-expert • http://www.mayeticvillage.com/e3work • http://www.mayeticvillage.fr/ework • http://www.emergence.nu • http://www.sibis-eu.org/sibis/ • http://www.ednes.org/wistcis/ • http://www.infobalt.lt/telebalt/

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