Agile Working. BCS Wales, Cardiff Steve Gillies, BT. September 2010

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1 Agile Working BCS Wales, Cardiff Steve Gillies, BT September 2010

2 What is Agile Working? the large scale adoption of flexible working practices e.g. home working, remote working and mobile working + the large scale adoption of modern on-line tools e.g. web conferencing, mobile devices, audio conferencing, collaborative working environments, specialised portals + the unification of communications into a strategic platform the large scale adoption of agile workstyles combined with the large scale adoption of modern on-line tools. It leads to reduced costs, reduced travel, increased efficiencies, less pollution and the improved use of expensive office space. e.g. location and device independence, consistent user experience, multi media, multi device

based Nomadic touch down Ad hoc home working Nomadic

3 Choice of work style is critical to success Mobile Flexible in-building Mobile Occasional Home Worker Office based Nomadic touch down Ad hoc home working Nomadic multiple bases Nomadic home working Home Enabled Fixed desk Home based

4 Anticipated Benefits... Increased Productivity Improved Work Life Balance Reduced Absenteeism Better Use Of Office Space Reduced Travel Costs

5 BT experience of flexible working Faced with massive debt and the need to save costs, BT implemented a flexible working programme. 70,000 can work independently at any time from any location with access to all corporate applications not only from a laptop, but any PC Benefits... 13,000+ registered home workers 63% reduction in sick leave 45% reduction in recruitment costs in 10 years Disposed of 4000 buildings 70% saving on London desk spaces. 500M saving across whole CRE. 5,400 tonnes of CO2, 12 million litres of fuel saved 10m saved by employee retention 99% retention of women after maternity leave 15 31% efficiency improvement for staff working at home 1,800 years of commuting saved in one year Increase in employee satisfaction (as measured in annual surveys) work is something you do, not somewhere you go

6 The BT Agile Working Journey Enterprise 2.0

7 Common drivers reduce fixed costs, improve organisational effectiveness & capacity

8 Common issues Should we do it, can we do it, can we afford it?

9 Typical benefit breakdown...

10 Example 5 year Cost Profile Office Space Reconfigurations Business Broadband External Programme Management Support Tool Implementation Web Conferencing Applications Development Council Programme Management Laptops Management Training RAS Mobile Phones Security Mobile SW Licenses Training Attendance Concierge Services Printers Home Worker Furniture Desktops Network Upgrades Single Number Facility Fixed Phones Utility Bills Wireless Networks TFT Monitors Virtual Postal Service Data Back Up Service 0 500,000 1,000,000 1,500,000 2,000,000 2,500,000 3,000,000 3,500,000

11 Local Authority Example...

12 Challenges

13 Property Transformations

14 Property Transformations

15 Property Costs

16 Collaboration Tools CSCW Wiki Concepts WikiPedia Technology MS Office Live Meeting Web Conferencing Lotus Sametime WebEx Google Live Meeting Blogs UseNet Blogs Blogs Mainstream Twitter Rich Media Streaming Media YouTube BBC iplayer Hulu Social Networking The Well GeoCities Friendster LinkedIn Bebo Netscape Navigator MySpace Facebook Browsers Internet Explorer Opera Firefox Google Chrome Safari Search Engines Archie Gopher Mosaic Lycos Google Bling WebCrawler Hypertext Google Wave Base Technology Proprietary Unconnected Networks ARPANET CERN 1 st Mobile Phone to access the Web - Nokia Internet Telephony Broadband Blackberry Launched Wireless Application Protocol 100 Mbs Broadband

17 Technology

Example of a T-Map Y 3 Y 2 Y 1 Excellent and joined up services Customer service up 20% Increased hours of access * EDRMS implementation Team collaboration Co-located service teams

Business case Stakeholder buy-in Reduce headcount by 12.

strategy Property strategy More effective and efficient council Staff managed by output Management training 2% Homeworkers Audio conf Productivity up 20% 2% productivity gain through

Occupancy 50% Reduced Fuel / CO 2 * Staff retention up 30% 10% Homeworkers 4 desks to 5 people Improved employee satisfaction & retention Property reduced by 25% 7 desks to 10 people

18 Example of a T-Map Y 3 Y 2 Y 1 Excellent and joined up services Customer service up 20% Increased hours of access * EDRMS implementation Team collaboration Co-located service teams EDRMS pilots 10% virtual meetings 20% virtual meetings Mobile Shared file access efficiency up 10% Desktop & telephony roaming profiles IT user training Work-styles Consultations Business case Stakeholder buy-in Reduce headcount by 12.5% IT Strategy 30% virtual team meetings All mobile workers enabled % supported Mobile efficiency up 20% IT user training refreshers 25% reduction paper storage Homeworker portal HR strategy Property strategy More effective and efficient council Staff managed by output Management training 2% Homeworkers Audio conf Productivity up 20% 2% productivity gain through EDRMS Touchdown Infrastructure Data conf Staff managed by value add 5% Homeworkers Video conf Enhanced personal effectiveness Absenteeism reduced by 20% Property reduced bt 10% Occupancy 50% Reduced Fuel / CO 2 * Staff retention up 30% 10% Homeworkers 4 desks to 5 people Improved employee satisfaction & retention Property reduced by 25% 7 desks to 10 people Reduced congestion * Reduced parking * Strategic Objectives Measurable Outcomes Process Changes Enablers of Change Occupancy 70% Reduced travel costs by 30% * these are not smart outcomes Optimised asset utilisation Environmentally friendly council Establish platform for service excellence Transform the business Exploit the transformation

Your organisation will have numerous stakeholders in agile working HR Director: interested in new working practices, required policies, enhancing skills and outcome based measurement Finance

strategy, delivery issues, budget impact and security risks Trade Union Representative: interested in equitable treatment, job threats, disruption, work life balance CEO: interested in business case,

19 Your organisation will have numerous stakeholders in agile working HR Director: interested in new working practices, required policies, enhancing skills and outcome based measurement Finance Director: interested in efficiency gains, cost reduction possibilities, business case, alternatives and financial risk ICT Manager: interested in technology options, impact on services, technology strategy, delivery issues, budget impact and security risks Trade Union Representative: interested in equitable treatment, job threats, disruption, work life balance CEO: interested in business case, strategic impact, external reputation, political approval, and operational impact Politicians: interested in citizen approval, service delivery, environmental issues, public relations opportunities, impact on elected members

20 If the rationale for Corporate Agility is so clear how come so few companies are investing in it large scale?

22 Agile Working - Demonstration Simon Robins & Lyndon Evans

Courts Service ICT Strategy Statement

Courts Service ICT Strategy Statement 2011 2014 March 2012 INTRODUCTION The ICT Strategy 2011 2014 supports and compliments the recently published Courts Service Strategic Plan 2011-2014. At a high level the strategy is to maintain provision