Meeting the challenge of business change
One team identifying the challenge…
?
Barclays challenge
? Employer of choice
? Cost reduction
?
The Barclays/JCI relationship
? Long standing partnership
? Change is the only constant
? Collaboration at all levels
?
2 organisations have fused their skill sets to create
‘one team’
Agenda for Change
Executive
Johnson Controls (JC) Vice Presidents:
Roy Cloudsdale Eric Auzepy , Guy Holden
Client Management
JC Operations Director:
Mark Graveney
JC Strategic Account Director:
Leigh Carter
JC Consulting Discipline owners:
David Sterry & Kenneth Raisbeck
Operational Mgmt.
JC Local Operational Managers JC Project Managers JC Lead Consultants
Service Delivery
JC client centric operations teams
Barclays Group Property Director:
Graham Brammer FM Director:
Richard Walton
Barclays Service Directors:
Andrew Gardiner, Karen Pleva Strategy & Technical Managers
Barclays Informed Clients Barclays Service Manager:
Shaun Newton Barclays Change Manager:
Margaret Kendall
Barclays end users:
Malcolm Hill Gary Harris Sandra Martin
Building user groups and guides
Business Operating System (BOS)
Project Management and Transition Management tools
Focus groups Formal reviews using
Performance
Dashboard and Customer Sats.
Joint workshops Joint business objective
sharing meetings
Strategy
Implementation
Delivery
one team
business change
strategyimplementationdelivery
Agenda for Change
Agenda for Change
? Ongoing relationship rather than individual projects
? Seamless transition to BAU teams
Business as Usual - Ongoing Partnership Partnership Outputs
Partnership Outputs
Poole HRSS Workplace
Re-engineering Canary Wharf Executive Dashboard
Project Jamaica Central London Property Rationalisation
Annual Joint Business Plan
Project 1
New World HR Shared Services Programme
Create a superior HR service centre that presents Barclays as the employer of choice
Create a one team environment where teams work together seamlessly
Foster a high performance culture which embodies interaction and team spirit
Drive
performance
Build pride and passion
Grow talent
& capability
Introduction
Define
? Barclays House Poole - a “World Class Contact Centre”
? Aspiration for a workplace capable of supporting new working practices and reflect the New World HRSS business model
? A catalyst for organisational change
? Actively support the HRSS team through the improvement and re-engineering of their workspace.
? HHC = 270, located over two floors
? Density = 17 sqm
? Inflexible space
? Stove piped
? Ad-hoc image/brand
? Lack of ownership
? Cost inefficiencies around office churn
Design
Staff involvement in design process, including:
? Pre Occupancy Questionnaire
? Roadshow event
? Big Picture / Little Picture
? Focus groups
? Steering committee
HRSS Transformation
Build
No of Customers
One Two Three Four Pilot Wave Wave Wave Wave No of
Staff
Oct 01’ Jan 02’ Jun 02’ Oct 02’ Jan 03’
4,500 27,000 47,000 65,000 95,000
12 340 388
?
Establish user requirements?
Provide a flexible, scaleable workplace?
Attain ‘buy-in’ from the users?
Ensure transition did not interrupt HRSS business continuity?
Reduce operational costs, whilst improving overall quality?
Create a workplace that promotes team spirit and embraces communicationBusiness Change
?
Identify principal stakeholders and accountable decision makers
?
Identify resistance – manage perceptions
?
Managed explicitly - project and implementation
?
Use the environment as a catalyst to drive
behavioural and organisational change
Optimise
Benefits included:
? 4640m2 to 3670m2
? 17m2 to 10m2 per HHC
? Reduced downtime
? Sickness
? Attrition (16%-6%)
? Call Centre performance
? Organisational/Cultural change
Impact on Productivity
-5 0 5 10 15 20 25
Pre Post
% satisfied
Facilities Environment
+7.1%
+24.4%
Impact on Productivity
-5 0 5 10 15 20 25
Pre Post
% satisfied
Facilities Environment
+7.1%
+24.4%
Partnership Value
Mean Satisfaction with Facilities
70 75 80 85 90
Pre Post
% satisfied
5th 7th
+2.0%
- 2.7%
Control
Mean Satisfaction with Facilities
70 75 80 85 90
Pre Post
% satisfied
5th 7th
+2.0%
- 2.7%
Control
Mean Satisfaction with Environment
70 75 80 85 90
Pre Post
% satisfied
5th 7th
+4.2%
+7.1%
Control
Project 2
Central London Portfolio Rationalisation
Introduction
?
Double economic value every four years
?
Reduce costs overall by £1bn
?
Reduce accommodation costs in support of the productivity and cost programme.
? All functions
? All central London sites
? Implementation of space standards
? Record management opportunities
Define
?
Introduce flexible working environments that can be road tested to create an enriched working
environment - (reducing ownership)
?
Release office space resulting in a tangible benefit in support of GCF meeting their Group Cost Challenge
?
Provide the cost-savings over a short timescale (prior to move to Canary Wharf) <2005
?
Reduce support costs (reprographics & stationary)
Design
Grouped services facilitate a large open plan space for workstations
High screened carrels for quiet solitary reading &
working
Freeform mobile and fixed workstations create a flexible, versatile working environment
Vibrant, relaxed breakout space, featuring soft seating & low coffee table Small meeting
room for one to one meetings or solitary reading/working
Screened off storage and office resources
? No budget for IT & telephony
? Additional scope was identified mid-project so the team proceeded at risk
? Lack of swing space to support the relocation process
Build
Your Role
? Act as a central point of contact for the business group you represent
Answer questions regarding the
project
Help remove
“blockages”
Be open-minded to the potential
outcomes
Be Positive!
Deliverables & Next Steps
? Communicate to business users what and why this study is happening
? Arrange interviews with BU leaders, working with Johnson Controls
? Answer questions that arise (and feed them back to Johnson Controls)
? Act as a point for review to clarify business unit leader outputs
? Business champions identified:
? act as change agents (attitudes and behaviors)
? take ownership
? provided with guidelines / coaching
? The growing partnership:
? BAU relocations team
? ‘Virtual team’ including FM & supply partners (eg.
Pinnacle, Enable)
? Project Implementation Reviews:
? allowed learnings to be integrated into remaining phases
Operate
? Partnership aimed at influencing behaviours & work culture to create real business change
? Actively managed shared risk & issues log allowed mitigation of potential impacts
? Business champion network to facilitate project
communication/ representation with the business e.g.
working with FM team to develop centralised room &
resource booking facility to support increased densities
? Accountability in business for sign-off
Optimise
The tangible objectives of the project were delivered:
? Financial benefit of £5.68m
? Release of 42,730 sq ft
? Storage/archive wins (37% reduction in storage/HHC)
? Centralised stationery (including 12% cost-saving)
? Reprographics
with the additional benefits of:
“Getting to the heart of the process, changing work
practices and making real business change”, which can be further tested prior to implementation at Canary
Wharf”
?
Lessons learnt fed into Canary Wharf HQ design
? Workspace design
? Stationary management
? Bulk reprographics
? Reception services
? Working together (customer service) programme
?
Continuous learning
? Project implementation reviews
? Pilot studies
?
Improved communications
? Roadshows
? Newsletters
? Web enabled room booking
Partnership Value
Delivering Real Value
?
Space
? HRSS project increased occupational density from 17sqm to 10sqm
? London restack allowed early release of 43,000sqft
?
Cost
? HRSS reduced operational cost by over 25%
? London restack provided cost savings of £5.6m
? FM cost savings 2000-2003 over £5m
?
Quality
? ServQual (industry customer satisfaction benchmark) scores increased by 9.76%
Meeting the challenge of business change
