FDCC 2011 Lieke Muller
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Transcript of FDCC 2011 Lieke Muller
Het Nieuwe Werken (HNW)New World of Work (NWoW)
FD Career Challenge 2011Lieke Muller
This is who I am• 25 year old female
• Ambitious
• Global young professional with international experience but still
as Dutch as a portie bitterballen and Koninginnedag
• Allergic to boring PowerPoint bullets, so…
My name is Lieke Muller. The bulleted ‘facts’ about me tell you
something about me but then you still won’t know who I really am. My
passions are writing, reading and cooking. I love to travel and meet
new people and cultures (and food). At work I often bridge gaps
between people, outside work I’m usually someone who gets a party
started.
Even though I can be pretty smart at times, I’m also be the clumsiest
person you’ll ever meet. Making a really clever remark just before
spilling coffee over a desk/keyboard/myself is among my expertises.
At the moment I would like to further broaden my horizons. In the
future, I wish to start my own company connecting and enabling
people from all over the world to work together towards common
goals – either commercial or as an NGO.
did I mention I like to write?
First I will cover some of the obvious benefits and differences between the traditional
way companies work and the new world of work (NWoW). Having covered the most
important differences I will look into the shift we have to make to get from A to B. Finally
there’s a conclusion/advice for companies and employees considering shifting to the
New World of Work.
The information and conclusions in this presentation are based on both my own
experiences working in an international environment, as well as on feedback, referrals
(to articles, presentations and people) from colleagues, friends, family and total
strangers.
Photo credits: http://www.inmagine.com
Other images were created by myself
Tradition vs. New World of Work
Tradition vs. NWoW
WORK HAPPENS FROM 9 TO 5, LIFE TAKES PLACE OUTSIDE THOSE HOURS
GO TO THE BEACH DURING THE DAY, WORK FROM HOME IN THE EVENING
Tradition vs. NWoW
STUCK IN AN OFFICE WORK EVERYWHERE & ANYWHERE
Tradition vs. NWoW
WORK HAPPENS FROM 9-to-5
WITH LOCAL EMPLOYEES
WORK AROUND THE CLOCK
AND AROUND THE WORLD:
CONTINIOUS IMPROVEMENT
Tradition vs. NWoW
BLINDLY FOLLOW THOSE WHO WENT BEFORE YOU
DO WHAT YOU LIKE AND WHAT YOU’RE GOOD AT IN YOUR OWN PACE
Tradition vs. NWoW
STAYING PUT & NOT SHARING KNOWLEDGE OR INFORMATION
DIPPING INTO A DYNAMIC, GLOBAL POOL OF EXPERTISE, EXPERIENCE
Tradition vs. NWoW
INFORMAL, UNOFFICIAL COMMUNICATION BY TALKING NEAR THE COFFEE MACHINE
“MANAGEMENT BY WALKING AROUND”
REAL SOCIAL CONTACT RISKS BEING REPLACED BY ONLINE- AND TELE-
COMMUNICATION
Tradition vs. NWoW
REQUIRES A LOT OF SPACE & TIME (=WASTE)
REQUIRES A LOT OF TRUST & SELF-DISCIPLINE (=MATURITY)
NWoW requires a paradigm shift. The new structure of an organisation will need to
focus on the strenghts, ambitions and ability of the people and match them to the
business needs – rather than fitting people into the needs of the business
Both employees and organisations will have to make adjustments in the way they
think and behave. Employers will need to TRUST their employees to do the work,
while employees will need to accept full RESPONSIBILITY for their output.
Besides the way employees and companies work, NWoW also requires a new way to
develop and grow. Rather than growing into the hierarchy of a company, NWoW
inspires people to reflect on who they are and who they want to be(come)as a
person.
The best thing you can become in life is yourself
Paradigm shift
Traditional organisation: top-downEverything and everyone has to fit in to meet the needs of the organisation.
Personal development merely exists to further benefit the organisation’s (future) needs and requirements.
Company
Department
Employee
•Top-down, organisation decides what happens when and with/to who
•Focus mostly on external customers; company is influenced from outside-in
•Cater to the organisation•Managing people/department
•Part of a larger structure; no development unless a reorganisation takes place
•Fit into the department•Personal development to benefit the company (not to satisfy personal needs)
New World of Work: bottom-upSmart and experienced individuals become more independent and get more
responsibility. Rather than managing others, people
Organisations need to look at their employees as internal customers, rather than as tools to serve external customers
Dynamic Organisation
Team
IndividualContributors
•Employees as internal customers whose needs are equally as important as needs of external customers
•Organisation is dynamic, driven from inside-out
•A dynamic team inspiring and coaching each other
•Result matters more than hours (output over input)
•Responsibility•Personal growth•Self-management•Internal customers•Individual development
New World of Work: Together AloneIndividuals with different expertises in various locations combine their strength to
work towards a common goal.
Working together, individuals share passion, knowledge and experience – thus further developing themselves as independent individuals with a broader
knowledge.
DIVERSE TEAM WITH A
COMMON GOAL
Person 1 in Location 1 with
Expertise A
Person 2 in Location 2 with
Expert B
Person 3 in Location 3 with
Expertise C
Person 4 in Location 4 with
Expertise D
Person 5 in Location 5 with
Expertise E
Person 6 in Location 6 with
Expertise F
For those familiar with Maslow’s Hierarchy of Needs, NWoW focuses on the top two needs of the pyramid: self-actualization and esteem.
By combining different expertises and experiences in one team; the sum becomes larger than the equation
1 1 3
Self-actualization
Esteem
Belonging
Safety
Physiological
NWoW results in…
If you treat your employees as internal customers, it is important to listen to their needs
and preferences. Though some people may be perfectly capable to work from home,
others may appreciate the comfort and social surroundings that come with “office life”. It
is vital for both the organisation as well as the people to find the individual balance.
NWoW is not the perfect solution for every employee or organisation.
Don’t blindly follow NWoW. It may unleach a few stars and inspire them to reach new
heights, but you risk a negative impact on skilled employees who prefer hierarchy and
structure rather than personal development and a dynamic environment.
Regardless of the benefits we see, change doesn’t necessarily mean improvement.
Conclusion
Vimal CV, Yacine Ndione, Yvonne Buma, Arthur Kruisman, Marcus Rolloos, Joep de Hoog,
Harald Overbeek, Hans Muller, Georgio Mosis, Peter den Ridder, Hannie Bouwmeester,
Erik van Eykelen, Jakolien Sok, Lieke Lamb, Floor Nobels, Sandra Beenhakker, Dick
Rochât and also Jason Fried’s TED presentation “Why Work Doesn’t Happen At Work”
Feedback through: LinkedIn, Twitter, Facebook, e-mail, telephone and by simply talking
to people over a cup of coffee and a slice of home-made apple pie
THANK YOU to everyone who inspired me and provided me
with feedback and insights
It’s not about what you know, it’s who you know
FD Career Challenge 2011