Getting Real: Transforming the Workplace at SCAN Health

50 %
50 %
Information about Getting Real: Transforming the Workplace at SCAN Health
Business

Published on April 18, 2009

Author: jpware

Source: slideshare.net

Description

This presentation was delivered at the IFMA Industries Forum in Vancouver, BC, on April 2, 2009. It was presented by Charlie Grantham, Jim Ware of the Work Design Collaborative, and Diane Coles of SCAN Health.

Getting Real: Transforming the Workplace at SCAN Health IFMA Corporate Real Estate Council Sheraton Vancouver Wall Centre Vancouver, BC April 1, 2009 Diane Coles Director, Workplace Services SCAN Health Plan Dr. Charles Grantham Dr. James Ware Executive Producers Work Design Collaborative

Positioning - - Joel and Angie Us

- -

Three Business Imperatives* - - * Corporate Agility , by Charles Grantham, James Ware, and Cory Williamson, AMACOM Press, 2007 Reducing Fixed Operational Costs Closing the Talent Gap Institutionalizing Innovation

- -

- - Today’s Agenda Goal: A conversation about the benefits of making flexible work “work” – and how to do it Some Topics for Discussion: Why is remote/mobile work so important ? What are the challenges of implementing a flexible work program? What kind of business impact does flexible work produce? What are the important “lessons learned” from the SCAN Health Plan experience? What is the future of flexible work? Agenda importance of mobile work challenges a real-world example guidelines for success looking way ahead

- -

Goal:

A conversation about the benefits of making flexible work “work” – and how to do it

Some Topics for Discussion:

Why is remote/mobile work so important ?

What are the challenges of implementing a flexible work program?

What kind of business impact does flexible work produce?

What are the important “lessons learned” from the SCAN Health Plan experience?

What is the future of flexible work?

Agenda

importance of mobile work

challenges

a real-world example

guidelines for success

looking way ahead

- -

- -

An Important Perspective - - The way we work is changing, which will be followed shortly by where we work – or you disappear . . . Work Place

- -

Work Evolves What “work” is changes: from agriculture to manufacturing to information How “work” gets done changes: from shovels to machines to computers Where “work” gets done changes: from open land to cities and villages to anywhere and everywhere What workers do changes: from brute force to brain force - -

What “work” is changes: from agriculture to manufacturing to information

How “work” gets done changes: from shovels to machines to computers

Where “work” gets done changes: from open land to cities and villages to anywhere and everywhere

What workers do changes: from brute force to brain force

- -

Two-Thirds of Knowledge Work Today Is Done Outside Corporate Facilities - - “ 1st place” “ 2nd place” “ 3rd place” Opportunity in next five years: Corporate Facilities 30% At Home 35% In Between 35%

- -

The Distributed Workforce is Growing Rapidly - - * Source: WDC Demographic Projections, 2008 Drivers of Change: documented Return on Investment leadership support energy costs simplification of process public policy incentives (i.e., environmental impacts) Barriers: old habits die hard middle management resistance scarcity of expert resources technical and physical up-front investments Wildcards: recessionary economy technology development global politics/terrorism 1990 1995 2000 2005 2010 Number of Distributed Workers* 0 5000 10000 15000 20000 25000 30000

- -

Drivers of Change:

documented Return on Investment

leadership support

energy costs

simplification of process

public policy incentives (i.e., environmental impacts)

Barriers:

old habits die hard

middle management resistance

scarcity of expert resources

technical and physical up-front investments

Wildcards:

recessionary economy

technology development

global politics/terrorism

What’s Really Going On? Most of the institutions and business operations that supported industrial work styles are crumbling—rapidly! - - ?

Most of the institutions and business operations that supported industrial work styles are crumbling—rapidly!

- -

Drivers of Change A “Perfect Storm” is Converging on the Workplace - - Information Technology Globalization Demographics Public Policy Sustainability

- -

Indiana Jones circa 2500 AD - -

- -

A 2010 Vision Business travel significantly decreases; technologies substitute Four-day work weeks Globalization of all jobs; companies go to where the talent is located Cubicles disappear in favor of “collaboration spaces” Corporate headquarters housing hundreds or thousands of workers disappear Free agency becomes the norm of relationships between talent and company - - Source: Challenger, Gray and Christmas, June 2008 WDC Futurescope

Business travel significantly decreases; technologies substitute

Four-day work weeks

Globalization of all jobs; companies go to where the talent is located

Cubicles disappear in favor of “collaboration spaces”

Corporate headquarters housing hundreds or thousands of workers disappear

Free agency becomes the norm of relationships between talent and company

- -

- -

- -

SCAN Health Plan Embracing the Future of Work Charter to re-align the real estate portfolio to reduce cost and handle growth Moved several hundred non-exempt employees to flexible work In 2008 went from 185 sf/person to 155 sf/person at corporate headquarters (goal is 112) Expecting to achieve an ROI over 40% Now redesigning the workplace planning process, saving 38% in cost and time - -

Charter to re-align the real estate portfolio to reduce cost and handle growth

Moved several hundred non-exempt employees to flexible work

In 2008 went from 185 sf/person to 155 sf/person at corporate headquarters (goal is 112)

Expecting to achieve an ROI over 40%

Now redesigning the workplace planning process, saving 38% in cost and time

- -

SCAN Health Plan* Background A not-for-profit Medicare Advantage HMO Based in Long Beach, California, with operations in Phoenix, Arizona Approximately 850 employees Focusing on both cost reduction and growth at same time - - * SCAN = S enior C are A ction N etwork www.scanhealthplan.com

A not-for-profit Medicare Advantage HMO

Based in Long Beach, California, with operations in Phoenix, Arizona

Approximately 850 employees

Focusing on both cost reduction and growth at same time

- -

Business Challenges Changes in federal regulations Rapid growth Expansion into new areas Attracting and retaining talent increasingly difficult Corporate facility at some risk long-term, inflexible lease inappropriate physical location short of usable space Space did not meet 2012 vision and culture Workforce support costs high and growing - -

Changes in federal regulations

Rapid growth

Expansion into new areas

Attracting and retaining talent increasingly difficult

Corporate facility at some risk

long-term, inflexible lease

inappropriate physical location

short of usable space

Space did not meet 2012 vision and culture

Workforce support costs high and growing

- -

Redefining SCAN’s Workplace Strategy Enabling face-to-face management Inefficient space Traditional “grid” workplace design Space, technology, and services were silos Focus on place Cost focus No attention to Green More distributed/virtual workforce Less space but better space, and more effectively used More exciting, creative space that fosters teamwork (NO SILOS) Integrated solutions of space, technology, and services Focus on work Cost focus – with benchmarking Go Green In 2006: New Direction:

Enabling face-to-face management

Inefficient space

Traditional “grid” workplace design

Space, technology, and services were silos

Focus on place

Cost focus

No attention to Green

More distributed/virtual workforce

Less space but better space, and more effectively used

More exciting, creative space that fosters teamwork (NO SILOS)

Integrated solutions of space, technology, and services

Focus on work

Cost focus – with benchmarking

Go Green

The AWESOME Project A lternate W orkplaces E ngaging S taff and O ffice M anagement E fficiencies Project Activities: Policy development Space Planning/Construction Technology Planning Business Unit Readiness - - Training & Change Management Communications Implementation Facilities Legal Marketing HR IT Risk Mgt. PM Office

Project Activities:

Policy development

Space Planning/Construction

Technology Planning

Business Unit Readiness

- -

Training & Change Management

Communications

Implementation

The Business Case: Scenario Planning - - *For the year 2010, assuming no change from 2006 business parameters Baseline* 2008 Update Key Assumptions “ Mobile” Employees (Goal) DW Sharing Ratio Total Staff Square Feet per Person Facilities & FFE Cost/Empl IT Support Cost/Empl. HR Support Cost/Empl. Admin Support Cost/Empl CRE Support Cost/Empl. Total Support Cost/Empl. Conversion Cost/Empl. 249 3.50 865 164 $7,847 $10,109 $3,585 $8,033 $1,118 $42,435 -- 2006 Analysis 369 4.37 820 133 $7,036 $6,792 $2,188 $6,370 $ 980 $33,258 $11,412 369 4.37 820 133 $7,260 $10,802 $2,271 $6,370 $ 986 $37,498 $19,709 Selected Outcomes

- -

Three Dimensions of Success Efficiency – making the most of the space density of occupancy cost of occupancy cost of change (moves, adds, changes) ROI Effectiveness – making the most of the people attraction/retention of employees interaction among support groups (IT/HR/CRE) departmental productivity Expression – making the most of the mission employee engagement job satisfaction/flexibility

Efficiency – making the most of the space

density of occupancy

cost of occupancy

cost of change (moves, adds, changes)

ROI

Effectiveness – making the most of the people

attraction/retention of employees

interaction among support groups (IT/HR/CRE)

departmental productivity

Expression – making the most of the mission

employee engagement

job satisfaction/flexibility

The Numbers Provisioning cost Provisioning time Space requirements Return on investment Employee productivity Employee engagement 38% 12 weeks to 3 days 22% 40%+ 18% No change

Provisioning cost

Provisioning time

Space requirements

Return on investment

Employee productivity

Employee engagement

38%

12 weeks to 3 days

22%

40%+

18%

No change

Business Outcomes In Summary - -

- -

Personal Perspectives Drawn from Focus Groups Employees “ I would rather find another job than come back in the office.” “ My production went up slightly at home, but my accuracy went way up!” “ We feel we are more of a team now than when we were in the office.” “ We can talk to each faster than someone in the office – when you call the office you get voicemail.” “ I’m calling my manager asking, ‘Is there anything else you want me to do?’” Managers “ We should have manager training prior to selecting ‘remote workers.’” “ I’m surprised how quickly they separated themselves from the office. They don’t want to come back.” “ The home-based workers are telling me about things that I don’t even know are happening here at SCAN.” “ I’m concerned about keeping the AWESOME employees connected with the company.”

Employees

“ I would rather find another job than come back in the office.”

“ My production went up slightly at home, but my accuracy went way up!”

“ We feel we are more of a team now than when we were in the office.”

“ We can talk to each faster than someone in the office – when you call the office you get voicemail.”

“ I’m calling my manager asking, ‘Is there anything else you want me to do?’”

Managers

“ We should have manager training prior to selecting ‘remote workers.’”

“ I’m surprised how quickly they separated themselves from the office. They don’t want to come back.”

“ The home-based workers are telling me about things that I don’t even know are happening here at SCAN.”

“ I’m concerned about keeping the AWESOME employees connected with the company.”

Lessons Learned Home office setup Productivity Communication Space planning Managing remote workers Unexpected marketing/recruiting benefit - -

Home office setup

Productivity

Communication

Space planning

Managing remote workers

Unexpected marketing/recruiting benefit

- -

New Collaboration Spaces - -

- -

New Collaboration Spaces, continued - -

- -

New Collaboration Spaces, continued - -

- -

The Next Step A Flexible Office for Flexible Work

Participatory Design Using an Interactive “Smartboard”

End-User Design - -

- -

Workplace Policy – in Pictures

Space Standards

- -

- -

What’s Around the Corner? - - Up to one-third of existing commercial (office) real estate market will evaporate in three years Customers will demand more balance between 1 st , 2 nd, and 3 rd places Lease length will decrease significantly Innovators will discover how to generate revenue streams from sources other than real estate lease fees There will be significant industry consolidation

- -

Up to one-third of existing commercial (office) real estate market will evaporate in three years

Customers will demand more balance between 1 st , 2 nd, and 3 rd places

Lease length will decrease significantly

Innovators will discover how to generate revenue streams from sources other than real estate lease fees

There will be significant industry consolidation

Given the SCAN Story: 1. Does the corporate real estate industry want to become a commodity in a shrinking market? or 2. Does it want to play a significant role in supporting work wherever and whenever it takes place? If option two, then . . .

You Need a “Strategy of Place” We are not in a normal “business cycle” Someone has hit the “re-set button” on the entire wealth-creation machine. The creation of wealth now depends on the creation of knowledge and its application to sustainability —both environmental and social. We must invest in the physical, technological, and social networks that support this post-industrial economic engine Knowing where to invest your resources—both geographically and in which economic sectors—will produce a powerful competitive advantage - -

We are not in a normal “business cycle”

Someone has hit the “re-set button” on the entire wealth-creation machine.

The creation of wealth now depends on the creation of knowledge and its application to sustainability —both environmental and social.

We must invest in the physical, technological, and social networks that support this post-industrial economic engine

Knowing where to invest your resources—both geographically and in which economic sectors—will produce a powerful competitive advantage

- -

A New Kind of Workplace is Emerging We call it a “Business Community Center™” A shared facility and service operation Located in suburban and exurban areas to reduce commuting Available on an “as-needed” or drop-in basis Fosters economic development; supports local businesses Provides enterprises with a community presence - -

A shared facility and service operation

Located in suburban and exurban areas to reduce commuting

Available on an “as-needed” or drop-in basis

Fosters economic development; supports local businesses

Provides enterprises with a community presence

- -

How is a BCC Different from Other “Third Places”? Significantly lower price a low monthly membership fee for access modeled after a health club – a base membership fee plus incremental charges for incremental uses bulk of revenues are service fees Location a network of smaller facilities located in or near residential neighborhoods near other needed services and retail outlets. (for example: day care and health clubs) leverages under-utilized commercial properties Member experience multi-function (work, learning, service) hospitality model of business a place “where you want to be” - -

Significantly lower price

a low monthly membership fee for access

modeled after a health club – a base membership fee plus incremental charges for incremental uses

bulk of revenues are service fees

Location

a network of smaller facilities located in or near residential neighborhoods

near other needed services and retail outlets. (for example: day care and health clubs)

leverages under-utilized commercial properties

Member experience

multi-function (work, learning, service)

hospitality model of business

a place “where you want to be”

- -

What We are Doing Now Helping SCAN refine the alternative work model in its core markets Introducing concentration and order into the provisioning process Designing a “Strategy of Place” planning process Developing a “Playbook” to guide expansion into other geographies Bringing Business Community Centers into the portfolio planning process - -

Helping SCAN refine the alternative work model in its core markets

Introducing concentration and order into the provisioning process

Designing a “Strategy of Place” planning process

Developing a “Playbook” to guide expansion into other geographies

Bringing Business Community Centers into the portfolio planning process

- -

What are You Gonna Do Now? (Besides Call Us – Hint, Hint) - - You as a professional Your firm The industry

- -

For Further Information - - Dr. Charles Grantham Prescott, Arizona +1 928 771 9138 office +1 928 771 9138 fax +1 928 533 9149 mobile [email_address] Dr. James Ware Berkeley, California +1 510 558 1434 voice +1 510 558 1431 fax +1 510 206 8147 mobile [email_address] Website: http://www.thefutureofwork.net Blog : http://www.thefutureofwork.net/blog Book: Corporate Agility ( http://www.corporateagilitybook.com ) Diane Coles Long Beach, California +1 562 989 8327 office +1 562 427 7346 +1 928 449 8998 mobile [email_address]

- -

Add a comment

Related presentations

Boat chandlery

Boat chandlery

October 26, 2014

http://ecommerce-for-business.com/shackles-boats-theboatonlinestore/ We offer a ...

http://vendere-su-internet.com/shackles-for-boats-from-theboatonlinestore/ Moori...

Silver bar!

Silver bar!

October 21, 2014

Pretty similar to gold bars are these silver slabs. Silver is considered as the mo...

Gold coin prices!

Gold coin prices!

October 21, 2014

If you are an investor of gold bars and coins, one of the major things that you ou...

CyberSecurity's social media stats for one week as of Oct 21st 2014

CyberSecurity's social media stats for one week as of Oct 28th 2014

Related pages

scan health plan address - acer desktop amd computers

... //providerportal.scanhealthplan.com ... Getting Real: Transforming the Workplace at SCAN ... 258948405-scan-health-plan-glendale-ca.html. Getting ...
Read more

The Future of Nursing: Transforming Health Care

Learn more about Article at journal.aarpinternational.org ... The Future of Nursing: Transforming Health Care Susan Reinhard and Susan Hassmiller
Read more

CoreNet Global Summit, Chicago 2011

3 Transforming the Workplace and ... Learn how SCAN Health was able to implement a workplace transformation that ... in which ‘getting there’ is ...
Read more

Millennials are coming to power in the workplace – are ...

In the modern workplace, ... and things are getting interesting as a result, ... Transforming Human Capital Management ...
Read more

Real Learning, Real Work: School-to-Work As High School ...

Real Learning, Real Work: School-to-Work As High School Reform (Transforming Teaching) ... Scan an ISBN with your phone
Read more

Leading Innovation: Transforming the Work Place | icma.org

Leading Innovation: Transforming the ... Scan the environment for ... at Arizona State University College of Nursing and Health Innovation in ...
Read more

Peer Power: Transforming Workplace Relationships ...

Peer Power: Transforming Workplace ... Scan an ISBN with ... the readers' understanding of each concept and strategy with real life ...
Read more

Taking the Bank to the Workplace | American Banker Magazine

... Comerica and other banks are getting them by creatively expanding their ... Workplace banking's perks do cost banks a bit ... Health Data Management ...
Read more

9 Ways Technology is Transforming the Classroom: The Coca ...

9 Ways Technology is Transforming the Classroom; ... they scan their homework on the class's computer, ... 10 The Real Story of New Coke;
Read more