PROJECT: COMPLIANCE AT A GLANCE FUTURE...

Report, Future Work – Deutsche Telekom, Berckenkamp, Bíró, Keus, Tallouch, de Velasco, 17-12-15 1

PROJECT: COMPLIANCE AT A

GLANCE

FUTURE WORK

Report

Lidewij Berckenkamp 14098156

Csilla Bíró 14078872

Arjan Keus 11099631

Oualid Tallouch 09071180

Gonzalo de Velasco 14122766

Report, Future Work – Deutsche Telekom, Berckenkamp, Bíró, Keus, Tallouch, de Velasco, 17-12-15

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EXECUTIVE SUMMARY The purpose of this document is to design a communication plan for Deutsche Telekom’s Headquarters with the aim of facilitating a proactive, innovative employee engagement within the new Future Work structure, that is aligned with Deutsche Telekom’s values and guiding principles. The central question of the qualitative research was:

How to facilitate compliant, innovative employee engagement within Future Work’s conditions?

The qualitative research has been carried out at Deutsche Telekom’s Headquarters in Bonn, Germany. Based on the qualitative and desk research the communication objectives have been established on three dimensions. The first dimension is a compliant behavior that promotes a responsible work ethic within the new setting. The second dimension is to tackle resistance to change and embrace the new environment. The last dimension is built on a continuous guidance throughout the daily operations. The communication analysis of Deutsche Telekom suggests that employee engagement and communication is a vital part of a sufficient employment performance. For this reason, there have been three viable communication strategies designed to deliver on the former dimensions. Considering the existing communication tools the idea of Mr. T was born to align the employees with the brand itself throughout its digital communication. Mr. T is visualized as a friendly, animated character, who is a representative of the management and the brand values. The character is created as a concept that can be applied in multiple channels to serve assistance and guidance to employees within the new work environment. Secondary research suggests, that the transition from the old to the new environment is just as important as the guidance after the transformation occurred. Based on this findings the Cosmopolitan idea has come to unite employees and embrace the change by introducing diverse cultures and themes, which welcome employees from other devices on a daily basis. The purpose of this program is to motivate change by appealing online tools. Due to the Future Work conditions, including rotating workspace and remote working, living the brand is considered to be an essential part. Therefor, a Virtual


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World platform could be a viable solution to unite employees, managers and the brand itself. This space provides guidance, enforces compliance and encourages creativity, as well as motivates to deliver above average performance.


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CONTENT Executive Summary I Content III Introduction IV 1. Situation Analysis 1 1.1 Micro environment 1 1.2 Meso environment 3 1.3 Macro environment 4 2. Communication Analysis 8 2.1 Current communication 9 2.2 Communicational contributions 9 2.3 Communication goals 10 3. Target Analysis 11 3.1 First impressions 11 3.2 Primary target groups 11 3.3 Objectives 12 3.4 Personas 12 4. Communication Strategy 15 4.1 Mr. T 15 4.2 Cosmopolitan 17 4.3 Virtual world 18 Appendices 20 References 22 Contribution 25


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INTRODUCTION On November 2, 2015 Deutsche Telekom showed their current project Future work to the students from the International Communication Management course at The Hague University of Applied Sciences. The students will have to work together with the students from the Human Resources Management course. Note: In this report male pronounces are used, which covers the presence of both female and male managers and employees. about the project Deutsche Telekom has abandoned the traditional, formal office layout and moved on to create the future working environment for its employees. The newly colorful and spacious offices are the beginning of the new vision of Deutsche Telekom, designed to engage employees in all aspects of the company, allowing them to express their creativity and opinions. Additionally, employees will need to make reservations on their desks and rooms, which will grant their freedom of choosing from various new locations. The transformation to the new surroundings enables employees to work in a diverse atmosphere with colleagues of other departments on an independent manner, which facilitates creativity and uniqueness. The purpose of the change is to stimulate innovative thinking that contributes to Deutsche Telekom’s development within the industry, whilst maintaining their German productivity standards in a modern and more social workspace. However, there is a chance that employees will not move along with the intended changes, as they might lose productivity, creativity or they might feel more distant from the core of the company. To ensure this would not happen, there is a need to design a communication plan that helps the employees embrace the change according to the Deutsche Telekom’s core values. Based on the assignment provider’s expectations, a central question has been formulated:

How might a creative and compliant work ethic be stimulated among employees in the new framework at Deutsche Telekom?

Report, Future Work – Deutsche Telekom, Berckenkamp, Bíró, Keus, Tallouch, de Velasco, 17-12-15 1

1. SITUATION ANALYSIS Deutsche Telekom Bonn (DT) has decided to reorganize its employees working environment by introducing Future Work to the corporate culture. From the previous office layout, employees will be moving onto a more dynamic, independent way of working. Primarily, the change increases diversity among colleagues from various departments including different expertise, ages, gender and nationality. This means that employees will have more access to information, and they will also be expected to cooperate with each other for the ongoing success of their projects. Regarding the nature of tis change, there is a possibility to loose control over confidential information obtained by the employees. Another perspective suggests, that due to the lack of managerial supervision there is a risk of a decline in productivity and work-hour manipulation. The Future Work structure compared to the previous working conditions, where managers had closer supervision and interaction with his own employees, would be in contrast to the new office layout, whereas supervision might not be possible to maintain regarding the mixed departments. Considering this contrast within the corporate culture, employee empowerment and employee identification will have great importance in terms of successful maintenance of the Deutsche Telekom’s prosperity and future aspirations. Through the situation analysis we have identified our objectives regarding an active compliant attitude, and the stimulation of innovative behavior within Deutsche Telekom’s culture. In order to accomplish these goals a long lasting strategic communication strategy needs to be designed, which will align the corporate culture with the core values of Deutsche Telekom. This communication plan will be applicable after the start of Future Work, 1 January 2016. Future Work will be implemented afterwards in other offices around the world with similar target audiences. 1.1 Micro environment The desk research contains information from websites, reports and documents with information about Deutsche Telekom’s brand, culture, policies, principals,


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analysis, etc. The findings are considered relevant in order to develop a functional and lasting internal communication strategy for Future Work. 1.1.1. Visual identity Deutsche Telekom’s writes: “Life is for sharing.” (Deutsche Telekom, 2015) They follow this motto through in their key priorities: innovation, competence and simplicity. Deutsche Telekom uses a clear structure in their visual identity, which consist of their group color “magenta” and an acoustic brand jingle. Their visual identity is recognized all over the world among consumers and the general public. Recently, the group color “magenta” has been playing a more significant role in advertisements, websites and Telekom shops. (Brand Book, Deutsche Telekom, 2014) 1.1.2. Employee relations Deutsche Telekom has created a framework in order to maintain a structured relationship between their employees and the company. All Group units worldwide work according to this framework. It is important to note that the respective law is considered in every country. Deutsche Telekom’s writes: “Deutsche Telekom’s five Guiding Principles lay the foundation for interaction within the company and are therefore also the first core element of the policy. The Employee Relations Policy formulates own demands Deutsche Telekom has set up in the areas of employee development, responsible handling of changes, health and sustainability, fair-pay, work-life balance, leadership, diversity, the prohibition of discrimination, communication and dealings with employees' representatives.” (Privacy Policy, Deutsche Telekom, 2014) 1.1.3. Relevant policies

2.1 Guiding Principles: customer delight & simplicity that drive actions and respect & integrity guide the behavior of the Telekom group.

2.6 “Work-life Technological developments and radical elevation in the

telecommunications markets are changing the way we organize our work.” Deutsche Telekom promotes diversity regarding workforce and supports a healthy balance between works and family life - worklife@telekom program - the aim to establish this harmony as a part of the corporate and leadership culture.


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2.3 “Responsible management of organizational changes in today’s rapidly changing business environments, we may need to adjust to the increasing external demands by taking steps to restructure, upsize and downsize our organization. It is the only way to guarantee sustainable business practices that serve the interests of our employees and those of future generations.” It means changing structures and processes and changing culture and technology in the interests of employees.

(Employee Relations policy, 2014) 1.2 Meso environment With around 150 million mobile customers in 50 countries, 30 million fixed-network lines, and more than 17 million broadband lines, Deutsche Telekom has established itself as one of the world’s leading integrated telecommunications companies. They provide:

• Fixed-network/broadband • Mobile communications • Internet • IPTV products and services • ICT solutions for business and corporate customers

In 1995 Deutsche Telekom started offering telecommunication services to consumers. The company has been growing exponentially worldwide, opening up new business and connecting with multiple different partners all around the globe. 1.2.1. Telecommunication competitors Deutsche Telekom moves in an environment with a few international telecommunication competitors.

• ADVA Optical Networking • Arcor • KPN • Snow • Tele2 Netherlands • Telefonica Germany • Telegate • TELES • Wingcon (Deutsche Telekom, annual report to shareholders, 2014)


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1.2.2. Mobile phone competitors of Deutsche Telekom Deutsche Telekom operates in a position with a few international mobile phone competitors. • Base • Blaus Mobilfunk • Congstar • Debitel • Drillisch • E-Plus • Jamba! • Keynote SIGOS • Mobizzo • Siemens Mobile • Simyo • Telefonica Germany • Vodafone Germany

Image 1.1: Deutsche Telekom, annual report to shareholders, 2014

1.3 Macro environment 1.3.1 SWOT Analysis In order to uncover strengths and weaknesses, Deutsche Telekom has created their own SWOT Analysis, which is showed below. STRENGTH 1. Large Mobile Communication Customer Base

2. Success of Mobile Internet Services 3. Geographical Diversification across 50 countries,

including Germany, U.S. and Asia WEAKNESS 1. Stiff Competition and limited global penetration

as compare with other leading brands 2. Struggling to attract subscription growth

OPPORTUNITY 1. Increasing Demand for 3G Technologies 2. Growing Demand for LTE Technology 3. Growth in Telecommunications Services

THREATS 1. Global Economic Slowdown 2. Competitive Pressure

(Deutsche Telekom, SWOT Analysis, 2015)


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1.3.2 DESTEP Analysis A DESTEP Analysis analyzes multiple macro-factors, who could have a responsibility in the actions of organizations. 1.3.2.1 Demographic Analysis The target group of this project is the average employee at Deutsche Telekom. The results are showed in a statistical form, in order to develop the production of a strategy towards the best of the projects interests. Number of employees 111,500 Average gender Male Average nationality German Age structure analysis • 16-25: 5%

• 26-35: 14% • 36-45: 22% • 46-55: 45% • 56-65: 13%

Apprentices and students 61% Male 39% Female

(Deutsche Telekom, HR Factbook, 2015, pp. 5-6) 1.3.2.2 Economical Analysis Average revenue €275,000 Recruitment • 53% External

• 47% Junior staff • Total: 4,300

(Deutsche Telekom, HR Factbook, 2015, pp. 5) 1.3.2.3 Social-Cultural Analysis

• Training days: 4.0 • Disabled employees: 7%

(Deutsche Telekom, HR Factbook, 2015, pp. 5) 1.3.2.4 Technological Analysis In order to become the prominent European telecommunications provider, Deutsche Telekom, launched a new corporate strategy in 2015.


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CEO Timotheus Höttges says:

"We are a trusted companion in an increasingly complex digital world – at home and at work, anyplace, anytime. Making life easier for people and enriching it for the long term is the very essence of what we do.”

Deutsche Telekom has based this strategy on the knowledge of their target group. The company knows that customers base their choice on the performance of networks, especially considering data volumes. It has been established that integrated telecommunications providers generally gain more support than fixed-only or mobile-only providers. Deutsche Telekom 's four leadership goals:

• The best network; • The best service; • The best products; • The preferred provider for business customers.

(Deutsche Telekom, 2015, Technology, para. 1-3)

1.3.2.4 Ecological Analysis

Image 1.2: Deutsche Telekom, 2015, Climate and Environment


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1.3.2.5 Political Analysis “The political sector and regulatory authorities influence the development and availability of the network infrastructure, technologies and services. Not only does this directly impact the competitiveness of telecommunications companies, it also impacts business in general, which relies on having a fast network infrastructure as well as state-of-the-art telecommunications services. In addition to economic factors, networks and services are of considerable importance for maintaining a sense of community in society. That is why we engage in active, ongoing dialog with interested stakeholders from politics and the general public.”

“Many governments, parliaments, authorities and non-governmental organizations worldwide consider Deutsche Telekom to be a valued dialog partner when it comes to ICT and innovation. As a company seated in Germany, we are in particularly high demand with institutions located in Germany. We have also set up offices in Brussels to ensure constant dialog with the institutions of the European Union as well as associations and other community organizations. We engage in active dialog with similar institutions in countries in which Deutsche Telekom is active, particularly in the European markets and in the United States (Deutsche Telekom 2015, Political Representation of interests, para. 1-2).”


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2. COMMUNICATION ANALYSIS Deutsche Telekom has decided to reorganize the working environment in multiple locations by introducing Future Work to its corporate culture. This transformation means that employees will no longer be bind to their traditional office desks, instead they will be working either remotely or from the new, spacious offices. The desks will have to be booked up to 28 days in advance. Because of this change employees are encouraged to collaborate with their colleagues, but also work more independently. The new conditions welcome freedom, which will likely change the work ethics. Employees might have a decline in productivity and a loss of connection with their colleagues, managers or the brand itself. Also, there is a risk of controlling data security due to the lack of overview managers would have on the daily operations within the new setting. To make sure that these risks would not evolve into a crisis, a long-term communication strategy needs to be designed, which will align the corporate culture with the core values of Deutsche Telekom. The importance of employee identification and compliance plays a major role in Future Work, because it ensures that staff members’ and organizational goals are delivered on common understanding of Deutsche Telekom’s values and future aspirations. For an employee to comprehend the transformation and to maintain his or her productivity, a well-organized two-way communication must be established among the executive leaders and their employees. The communication role of the management team is vital, in terms of having their staff understand what it takes for them to continue their productivity under confidentiality, and how they can flourish their individual skills to contribute to the development of Deutsche Telekom. Regarding the nature of the two-way communication, it is equally crucial to facilitate input from the employees to whom the communication is directed at. The integration of employees’ feedback enables to manage the transition and after-care in a constructive, cooperative manner, and also encourages creative thinking and self-actualization. From the communication analysis can be concluded that Deutsche Telekom uses their Intranet and personal social network as part of their two-way


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communication tools. These tools are currently used to serve communication efforts within the corporate culture. 2.1 Current communication As of now, DT has already internally communicated about the implementation of Future Work. DT continues to use different media outlets to communicate about Future Work. DT uses:

• Their online magazine You&Me; • An online social network (TSN and Intranet, which will likely be combined in

the future); • Jabber (mobile chat); • Corporate video streaming, which allows every employee to witness DT’s

top events; • WebEx, which allows employees to review documents, and gives a platform

for audio, video and web-conferences; • Telepresence; • SharePoint, where employees can order data space on which they can

upload content, which can be reviewed and edited by invited colleagues and external partners).

In the November issue of You&Me Deutsche Telekom answers possible questions from employees. To the question: “Will managers have their own offices?”, Deutsche Telekom responds, saying: “To foster team communication and collaboration, managers and employees will most often work side-by-side in the open office spaces going forward. (You&Me, November 2015, pp. 10). Regarding the current communication platforms, it has been concluded that all employees are involved in a two-way communication with the managers and indirectly with the executive leaders. 2.2 Communicational contributions There are different contributions that communications could make towards solving the compliance problem and creative thinking implementation. Communication can raise awareness of an issue alongside trying to influence the attitude of the different target groups.

• Those with a positive attitude: confirmation of this attitude. • Those who still doubt: try to bend their attitude in a positive direction.


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• Those who do not agree with the change: try to neutralize the attitude by neutral information.

2.3 Communication goals In order to create realistic goals, they need to be SMART (specific, measurable, achievable, relevant and time-bound).

• The transition to Future Work has to be guided with internal communication.

• Employees have to able to be a part of every aspect of the company through corporate video streaming and Telepresence.

• The feeling of understanding and belonging has to be increased among the employees.

• Managers have to play a significant part in guiding their employees through online and offline resources.

Specific The communication goal is to adhere employees to a

compliant work ethic, and to stimulate a positive attitude towards Future Work.

Measurable The project’s successfulness can be measured by monitoring employees’ performances and compliance to Deutsche Telekom. The presence of employees in corporate video streaming and Telepresence can be measured through online data.

Achievable The communication objectives can be reached by using diverse communication tools and tactics.

Realistic The means and resources must be available to carry out the plan and it has to be done according to the budget and agreed timeframe.

Time-bound Each phase of the plan has to be implemented in a timely manner. Some phases will run simultaneously, some phases are linked to another phase’s completion, but all must be finished based on the agreed date and time.


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3. TARGET ANALYSIS 3.1 First impressions The Deutsche Telekom employee matches the description from the HRM book in facts. On the other hand, a communication strategy is in need of more profound insights that will provide us with a key message to deliver to the target group. During the visit to the headquarters, we didn’t have access a qualitative research with the general employees from the organization, but we were able to extract over all impressions from some members of the staff which gave us an approach to some possible insights concerning the project:

• There are employees that don’t agree with the change. • They are normal employees who handle a lot of confidential data. • The ones that resist the changes the most are often the eldest employees. • Technological adaptation inside the office is necessary, even if some don’t

agree or have trouble. • Compliance is not an issue concerning employees, but they are to be

reminded.

We advise Deutsche Telekom to make an analysis of the target group on basis of the above mentioned. 3.2 Primary target groups The target audiences for the Future Work project are the employees, including members of the staff and managers of all departments at Deutsche Telekom in Bonn, Germany. Image 3.1: The average employee working in these offices is male with an average age of 40,6 (Deutsche Telekom). Considering the overall impressions, the target audiences have been separated into two different groups:


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• Primary: embracers of Future Work. • Personas: resistors of Future Work.

Image 3.2 3.3 Objectives • To design a solution which helps the transformation from the old to the new

environment; • to align employees with the brand values in order to bridge the transition; • to take measures in order to avoid risks considering loss of control and

productivity; • to encourage creative thinking and proactive behavior within the given

framework; • to enhance individual identification for the sake of dedicated, innovative

behavior; • to create a long term strategy that includes measuring the different stages of

the communication plan. 3.4 Personas Beneath is a profile sketch of these groups. These personas are an interpretation of two Deutsche Telekom employees. The personas were presented to compliance managers Felix Sonnet and Maite Mendizabel-Arias during a two-day conference in Bonn, Germany. Both compliance managers agreed with the projected personas.


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HECTOR General

Hector is a Marketing assistant who is 35 years old. He is a creative person, but also likes his personal space. His personal quote is: “I can’t function without my cup of coffee in the morning.” He lives in Bonn and has been working at DT for three years, but he doesn’t have a connection with the company yet. He really would like a promotion, but he doesn’t feel motivated to work harder. Needs Hector needs a workspace, where he is triggered to work harder, be creative and where he doesn’t feel that his personal space is invaded. Wishes Hector doesn’t feel very motivated to work yet. Right now, he enjoys spending time with his former college friends, with whom he plays video games.

Challenges Hector would like to do more, but he finds it hard to work more for it. Our goals We would like Hector to:

• Be inspired by the new workspace; • Step up and be an ambassador for compliance; • Come to work with a good feeling.

Hectors goals

• Find a job/workspace where he can truly be himself.


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HEIDI General

Heidi is an IT manager in her 40’s. She loves reading books and play with her three cats. She lives alone, because she doesn’t trust men. Actually, she doesn’t easily trust other people, so she likes her own office at work. She likes to have her own privacy and she can’t live without the pictures of her cats. Needs Heidi needs her privacy and her own workspace. Because she doesn’t easily trust people, she has problems with working in a team. Heidi needs to be reassured that everything if going to be better in the future workspaces. Wishes Heidi wishes that everything would stay the same, because she likes it that way.

Challenges It will be a challenge to get Heidi excited for Future Work. Our goals We would like Heidi to:

• Change her mindset for the good of the new workspaces; • Be able to work in a team.

Heidi’s goals

• Make sure everything stays the same.


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4. COMMUNICATION STRATEGY For the challenge that has occurred at Deutsche Telekom, different solutions have been created. Beneath is a selection that has been made after analyzing Deutsche Telekom’s current situation and communication. All solutions could be merged together in one umbrella solution. However, they could also be implemented individually, according to the needs of Deutsche Telekom. 4.1 Mr. T At Deutsche Telekom, Future Work will be implemented in January of 2016. This implementation means that employees have to move from a personal space to a general office, where they have to share desks and can work flexibly. A lot of employees of Deutsche Telekom are not familiar with such a style of working. Considering the communication analysis, there is a significant need for guidance amongst the Deutsche Telekom employees. In order to meet this need, Mr. T has been created. Wilfried Kruger’s change management theory suggests that within change there are four types of people:

• Promoters: People those who support the change • Potential promoters: People who may support change when fully

convinced • Opponents: People against change • Hidden opponents: People who appear to support change but secretly

are against it.

Therefore attitudes – perceptions and beliefs, and behavior – power and politics, need to be managed. Mr. T is being implemented as a Promoter. He is the Promoter of Future Work that everybody sees and hears. Therefor, people will follow.

4.1.1 Who is Mr. T? Mr. T is an online character that could be compared with Microsoft’s paperclip (Appendices 1.1). Mr. T will be designed by the branding or communication department of Deutsche Telekom. With different aspects, this digital figure could help the employee being compliant.


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During the designing process of the character, the appointed department has to keep in mind that Mr. T must be appealing to the average employee at Deutsche Telekom. The character should have a mature aspect, while keeping his fun nature. The employees have to see Mr. T as a helpful friend, rather than a watchdog that will tell the employee what to do. Mr. T has the following characteristics/functions:

• Lively. Mr. T is a lively character that walks, talks, laughs, quotes and shows expression. He can walk through the screens placed in the lounges, or he can be popped up on the employees’ computer screen by their own orders.

• Compliance. When the employee meets Mr. T, he receives a little introduction about the character and his functions. The employee also gets an introduction-training to compliance.

• Welcome the employee: When the employee logs in on his computer, he will be greeted by Mr. T (appendices 1.2).

• Show deadline. After the employee has been welcomed, Mr. T will show a checklist of what has been done and what still needs to be done for the current project. This way the employee will be reminded of his deadlines, every time he logs in. Employees will be held accountable.

• Give hints and tips. Mr. T gives hints according to the needs of the department managers. He can emphasize the need to save the employee’s confidential information or to log off when the employee hasn’t been active for a certain amount of time. Mr. T also can hint the employee to take a little break after he has been working for a longer period.

• Feedback. Managers can log into Mr. T where they can give specific feedback or tricks to their employees, even though their employees are working remotely.

• Incentives. Managers decide on incentives that employees will receive after certain accomplishments. Mr. T rewards the employee, after he has reached his achievement. Small achievements that are achievable will help to make your employees more motivated. (Youearnedit, 2014, para. 5-6).

Mr. T adds to compliance, because he will remind and teach the employee to keep Deutsche Telekom’s regulations to their attention.


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4.2 Cosmopolitan A significant part of the implementation will affect the personal feelings of Deutsche Telekom’s employees. They have to move from a personal office, where they have pictures of their families and where they store documents in hundreds of folders, into an impersonal office space that works with desk sharing. People are hesitant to change, but generally envy people who go on adventures. It has been acknowledged that humans are creatures of habit. They like to have control over the situation, which can be achieved by following a certain routine. Humans feel that their feeling of control could be compromised when they are asked to move out of their comfort zone (Stark, 2010, para. 3, 5). Through Cosmopolitan employees will be encouraged to go on Deutsche Telekom’s big adventure. With this, a curiosity is created within the employees that will lead to a more open attitude toward change. An open attitude is one of the five personality traits prescribed in the Big Five (Srivastava, 2015). This trait is triggered by given the employees small changes throughout the week by Cosmopolitan. 4.2.1 What is Cosmopolitan? Cosmopolitan is an online tool. The employee will be greeted, possibly by Mr. T, from a different city when he logs in at a different space in the office. On Monday, e.g., Hector can log in and visits Barcelona, on Tuesday; she visits Rome (Appendices 1.3). Since Mr. T is the main factor in compliance, he can dress up in typical attire from a certain country or city. Mr. T can give a ‘translation of the day’, food recipes or travel tips. Employees get excited about moving around their office, and even the world around them. Cosmopolitan motivates them to go on adventure, while remaining active in a stable environment. 4.2.2 Optional: Cosmopolitan To add an extra dimension to Cosmopolitan, it is possible to have weekly themes (e.g., Spain, U.S.A., India) that can be expanded in Deutsche Telekom’s offices. The catering can be adjusted to the themes.


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4.3 Virtual World The Virtual World is based on a common space, which unites employees, managers and the brand itself in a way that the employment and management of Deutsche Telekom is in an interactive connection with each other throughout their daily working process. The importance of this platform is that it is designed according to the values and regulations of the Deutsche Telekom and includes ongoing messaging as a tool of brand enforcement. The Virtual World is software that incorporates diverse working methods of Future Work such as Design Thinking and Project Management. This platform provides a framework for group work, especially for those who are not present in the same location at the same time. Employees who are assigned to do their work together or need cooperation with other colleagues meet at the Virtual World, where they discuss their ideas and follow the build-in process of the project phases. In addition to the framework, the program suggests employees to make an agreement with their fellow group members (group contract) before they go on with the project. This feature is a reassurance of compliant behavior, in a way that employees will agree upon to act according to the values and expectations of Deutsche Telekom, alongside following the guidance of the program and treat members with mutual respect. Nicholas Ind, writer of the book Living the Brand, says:

“Employees are motivated to live the brand. It is employees through their assumptions and actions that communicate the brand and build relationships with customers and consumers. It is employees that drive the loyalty, which secures future cash flows

This indicates that employees need to understand what the organization stands for and be capable of delivering it in their everyday work. This is the goal of the concept of living the brand: to inspire individuals to identify and internalize the brand; to become committed to delivering value so that customers and consumers can enjoy a seemingly seamless experience that lives up to (and exceeds) their expectations.” (Ind, 2004)

In order to enhance compliant behavior, employees can add their own expectations on top of the previously mentioned points and give warnings to each members, or even report a fellow member to the management who disregarded the agreed terms and conditions of the collaborative working.


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One of the most important features of the Virtual World, beside compliance, is to provide a guideline to employees within the new system. Regarding the type of project that is expected of the employees, they will be guided through each phase in a timely manner, and they will be provided with the means to proceed with their work efficiently. The build-in tools in the program include communication platforms for verbal and written forms, Sharepoints, drawing tools to make ideas visual, feedback section, agenda manager with Ghant chart features and an optional incentive system at the end of each project. The reward system is a fair method of inspiring employees to do their best in order to achieve great results and win special prizes, holidays, because their own work is being evaluated by their own colleagues through out a voting channel. Although the Virtual World main purpose is to enhance compliance, guide employees and motivate them to be creative there is an additional platform for the management that enables a supervision function regardless of time and location. Managers can sneak and peak of each project by logging in with their own identical code, with the overall aim of evaluating productivity and providing feedback on the work. 4.2.2 Optional: Virtual World To take Future Work to another level there is a possibility to access this Virtual World with Virtual Reality glasses (appendices 1.4) that enhances the former features alongside introducing a futuristic, limitless opportunity to create technologically advanced development in the virtual reality. The Virtual Reality has been adopted by the US military – including all three services (army, navy and air force) – where it is used for training purposes. This is particularly useful for training soldiers for combat situations or other dangerous settings, where they have to learn how to react in an appropriate manner. A virtual reality simulation enables them to do so but without the risk of death or a serious injury. They can re-enact a particular scenario, for example engagement with an enemy in an environment in which they experience this but without the real world risks. This has proven to be safer and less costly than traditional training methods (Brandon, 2015).


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http://www.mbaskool.com/brandguide/telecom-service-providers/2119-deutsche-telekom.html

Srivastava, S. (2015). Measuring the Big Five Personality Factors. Retrieved December 5, 2015, from:

http://psdlab.uoregon.edu/bigfive.html. Stark, P. (2010, January 12). Why employees fear failure. Retrieved December 1, 2015, from: http://www.peterstark.com/why-employees-resist-change/ Youearnedit. (2014, March 18). Six Ways to Drive Employee Performance and Motivation. Retrieved December 11, 2015, from: http://youearnedit.com/blog/six-ways-to-drive-employee-performance-

and-motivation/ 2015, November. You and Me. The magazine for Deutsche Telekom employees.

Preetz: Deutsche Telekom AG.


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APPENDICES

1.1 Microsoft Paperclip Microsoft used an Office Assistant, which could be chosen by the customer, to help the writer of a document with tips and tricks. Among the Office Assistants was the famous paperclip, named Clippy. (Microsoft, 1997)

1.2 Mr. T

An example of what Mr. T could look like. The character should be attractive to the average employee at Deutsche Telekom, while remaining his lively and fun character. Important are Deutsche Telekom’s signature magenta color.


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1.3 Cosmopolitan

An example of what Cosmopolitan could look like. The pictures should be vibrant and attractive of nature, making it attractive to the employees. 1.4 Virtual reality glasses


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1.5 Business Model Canvas Key Partners Key Partners • Brand department • Compliance department Key Suppliers • External software partner or IT

deparment Key Resources • Design for MR. T. • Design for software (Mr. T,

cosmopolitan, Virtual World) Key activities for partners • Coming up with a design for Mr.

T., the cosmopolitan and The Virtual World. (Brand department)

• Making sure the design and software are in the style of Deutsche Telekom (Compliance department)

• Overseeing the implementation (Compliance Department)

Key Activities What Key Activities do our Value Propositions require? • Designing • Implementing Our Distribution Channels? • Manly online, but with Mr. T. also

offline advertising. (posters etc.) Customer Relationships? • Making sure it’s easy to understand • Making sure Mr. T. etc is within the

borders of Deutsche Telekom.

Value Proposition What value do we deliver to the customer? • Structure within the future of work. • The possibility of becoming more

enthusiastic about future of work. • More engagement. • Easier access to your colleagues

while working at home. Which one of our customer’s problems are we helping to solve? • The fact that they’re not as

compliant to the concept Future of work as Deutsche Telekom wants them to be.

What bundles of products and services are we offering to each Customer Segment? • It is possible to offer al the idea’s on

their own or as one product/service. Which customer needs are we satisfying? • Need for structure. • The need for liking the work space. • The need for seeing the good in

Future of Work.

Customer Relationships What type of relationship does each of our Customer segments expect us to establish and maintain with them? • A relationship where the

employees are compliant to the concept of Future of Work.

Which ones have we established? • None before implementing the

ideas of Mr. T, Cosmopolitan and The Virtual World

Customer Segments For whom are we creating value? • At the one hand we’re creating

value for the employees, because they will be more enthusiastic about The Future of Work and Working at the Deutsche Telekom

• On the other hand we’re creating value for the Employer, because the will have employees who will be more enthusiastic about working at Deutsche Telekom and there for work harder.

Who are our most important customers? • The employees.

Key Resources What Key Resources do our Value Propositions require? • Good software Our Distribution Channels? • Everything should be able to

access internet. Customer Relationships? • -

Channels • All ideas should be

implemented online. Within the software of Deutsche Telekom.

• Mr. T. Should also exist offline throughout the Deutsche Telekom.

Cost Structure What are the most important costs inherent in our business model? • The writing/producing of the software Which Key Resources are most expensive? • The software Which Key Activities are most expensive? • The implementing

Revenue Streams Not applicable


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1.5 Business Model Canvas

CONTRIBUTION

Lidewij Berckenkamp:

• Communication Analysis • Cosmopolitan • Final editor

Csilla Bíró:

• Executive summary • Virtual world

Arjan Keus:

• Business Model Canvas • Change management • Theories supporting solutions

Oualid Tallouch:

• Change management • Theories supporting solutions

Gonzalo de Velasco:

• Situation Analysis • Mr. T

PROJECT: COMPLIANCE AT A GLANCE FUTURE...

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