The Leader - January/February 2008 - (Page 16) r e al- liFe Wor k pr a ctices: m a pp i NG G lo Bal W o rkp lace s trate G Y aNd me as Uri NG s Ucc e s s iNitial staGes oF adoptioN BUildiNG the proGram This process for constructing a Workplace Strategy helps to build the business case by incorporating the voice of the customer and the needs of management. 1 2 3 4 5 educate and assess n n n Business drivers Key stakeholders Receptivity to change build the business case n n n Establish baseline Build case Design/test proof of concept design the plan n n n Establish team Integrate infrastructure Develop change management program implement n n Use experienced team Allow lead time monitor for continuous improvement n n n Assess program success Track metrics Improve also implementations of desk-sharing and structured work-from-home programs within certain employer groups, and part-time telecommuting is on the rise. Among European countries, desk-sharing and teleworking are commonly accepted in Sweden and the Netherlands. In Asia-Pacific locations such as Singapore, unassigned, on-demand space is common for staff engaged in regular business travel. In addition, when the main occupant of a hard-walled office is away, it is often open for use by other employees for meetings or individual work requiring deep concentration. In Asia, many companies have aggressive growth plans in place. Key drivers for considering Workplace Strategy include gaining additional flexibility, speed and future cost avoidance. In the European Union, Workplace Strategy programs present a cultural challenge in Italy, Germany and France, where hierarchy and tradition can preclude innovation with the work environment. Also, laws in some countries such as Germany articulate certain office standards, which can limit implementation of Workplace Strategy concepts. Most of Latin America does not yet have the cost-effective technology infrastructure to support efficient connectivity outside the office environment. DSL, cable modem and broadband connectivity is limited and costly. Culturally, telecommuting is not yet accepted. However, as infrastructure expands and technology proliferates, attitudes toward Workplace Strategy are expected to improve dramatically. Interest in Workplace Strategy is increasing in Asian locations, such as Singapore, China, Taiwan and Japan. However, even in these countries, existing cultural and infrastructure hurdles must be addressed. For example, home working is limited due to small home sizes and extended families living together. In addition, adequate technology is not yet available in many locations to make remote working feasible. In locations such as Hong Kong, adoption has not been as rapid because many employee positions focus on the Hong Kong markets and economy. Therefore, mobility is not valued. Also, commute times tend to be short, thus eliminating an impetus for remote working. Cultural issues also influence the adoption rate of Workplace Strategies in Asia. In Japan, floor plans reflect company hierarchy, and it is important to be seen in the office. However, some people and data key enablers: 2 0 0 8 the le ade r 16 J aN Ua rY / F e B rUa r Y
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