telus: a new way to work - IIT Institute of Design · telus: a new way to work Rotman Design Challenge 2017 ... Organizational behavior risks ... Bersin by Deloitte 34. Time

telus:a new way to work

Rotman Design Challenge 2017

Team CoSarah BraunsteinShangyanyan LiMarcelo KingstonKira NovakJohn Pew

Telus aspires to be the best place to work in the world

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impact othersgive back

make an impact

positively impact a large number of peoplesolving difficult problems

be good at my jobbuild a skillset

being productive

feel professionally successful

work for an important cause professional development

being happy in my day to day

have a creative outlet

gain new knowledge

personal growth

challenged mentally

constantly challenged

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we aspire to be the best place to work in the world

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we aspire to be the best place to work in the world

way

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6

impact

work

grow

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?

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flexible but precarious stable but monotonousgig economy permanent work

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or

?

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or

?

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project-based

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project-based

stable

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project-based

stable

impact

work

grow

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MOSAICInfrastructure for project-based work within a global corporation.

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MOSAICInfrastructure for project-based work within a global corporation.

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25

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O

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Building on Key Strengths

Progressive Culture

Key Resources & Capabilities

Leadership Team

Com

mun

icat

ions

Network HR Strategic M

anagement

Telus Digital Labs

Strategic Partnerships

Cus

tom

er

sCom

munities

Telus Business Units

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Building on Key Strengths

Progressive Culture

Key Resources & Capabilities

Leadership Team

Com

mun

icat

ions

Network HR Strategic M

anagement

Telus Digital Labs

Strategic Partnerships

Cus

tom

er

sCom

munities


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activity

core capabilities

key risks

mitigation plan

change agent

Set the Vision

Establishing change purpose & leadership, orienting toward project-based work

Organizational change, culture building & leadership development

Transformation Office

Corporate Leadership Team

Organizational behavior risks

Promote corporate alignment with strategic goals

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activity

core capabilities

key risks

mitigation plan

change agent

Set the Vision Pave the Way


Developing the digital platform for a project-based culture




Telus Digital Labs

HR Leadership Team



Communication & technology infrastructure, digital transformation

Operational risks

Design collaborative team-based learning program to support mentorship & development

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activity

core capabilities

key risks

mitigation plan

change agent

Set the Vision Pave the Way Roll Out the Strategy



Executing the Mosaic platform across Telus business units and corporate offices




Telus Digital Labs

HR Leadership Team

Telus Transformation Office





Integrated implementation of process & metrics, leadership & organizational development

Operational risks Commercial risks


Prototype and test Mosaic in select business units

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Business development, project management & implementation

activity

core capabilities

key risks

mitigation plan

change agent

Set the Vision Pave the Way Roll Out the Strategy Expand the Network




Expanding Mosaic outreach to build a project-based ecosystem with Telus customers and community




Telus Digital Labs

HR Leadership Team




Key Business Partners

Community Organizations




Integrated implementation of process & metrics, leadership & organizational development

Operational risks Commercial risks Market risks


Prototype and test Mosaic in select business units

Develop, package and market solutions to Telus customers and community business partners

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Time

Econ

omic

Val

ue to

the

Org

aniz

atio

n

Development

Training

Onboarding

New Hire

Employee Lifetime Value Model

Permanent Work

Economic Value of an Employee to the Organization over Time (C) Bersin by Deloitte 34

Time

Econ

omic

Val

ue to

the

Org

aniz

atio

n


Gig Economy

35

Time

Econ

omic

Val

ue to

the

Org

aniz

atio

n

Transformational Culture


Telus Engagement

36

Time

Econ

omic

Val

ue to

the

Org

aniz

atio

n


Telus with Mosaic

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attract

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attract

develop

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attract

retain

develop

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attract

retain

develop

MOSAIC

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Appendix

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Processsynthesis & ideation

prototyping & experimentation

analysis

research: empathy & need finding

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Primary Research

Research Participants

Experts & Advisors

AndreiStudent and UX Designer // Millennial

BeckyCustomer Service Rep // Millennial

KarlCollege Student // Gen Z

KenFreelancer & Uber Driver // Baby Boomer

KierstenManager, HR & Operations // Gen X

KylaProgram Manager // Millennial

MathiasMarketer // Millennial

MeredithTalent Acquisition Specialist // Gen X

Laura ForlanoAssistant Professor of Design, Future of Work

Tomoko IchikawaSenior Lecturer, Visual Communication

Larry KeeleyPresident & Co-founder, Doblin Director, Deloitte Consulting

Anijo MathewAssociate Professor, Digital Media & Technology

Hugh MusickAssociate Dean

Alexa SternVisual Communication Designer

Carlos TeixeiraAssociate Professor, Complex Systems Design

Denis WeilDean Innovation Executive

MinghaoBusiness Student // Millennial

PeterEntrepreneur // Gen X

ReneeInstructional Leader // Millennial

SarahHealth Policy Analyst

SteveProject Manager // Millennial

SuzanneInternational Consultant // Baby Boomer

YuliyaPeople Manager // Millennial

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Secondary Research

Acker, B. (2016). How Telus used collaboration to change our culture and drive business results.

Alexander, L. (2017, March 7). This Is The Mind-Set You’ll Need In Order To Thrive In The Future Of Work. Fast Company.

Alsever, J. (2015, April). Startups … inside giant companies. Fortune.

Bersin, J. (2013). Employee Retention Now a Big Issue: Why the Tide has Turned. Recruiting & Hiring.

Bersin, J. (2014a, June 25). Quantified Self: Meet the Quantified Employee. Forbes.

Bersin, J. (2014b, December 29). Why People Management is Replacing Talent Management. Linkedin, Leadership & Management.

Bersin, J. (2016). HR Technology Disruptions for 2017: Nine Trends Reinventing the HR Software Market. Bersin by Deloitte.

Bill, J. (2014). The Future of Work - Making the Future Work, 2015-2020. The Jensen Group.

Bleier, P. (2015, July). Learning for Others: Customer Service Lessons from TELUS - A Customers First Journey.

Bollier, D. (2011). The Future of Work - What it means for Individuals, Businesses, Markets and Governments. Presented at the Communications and Society Program, The Aspen Institute.

Changefirst. (2014). Our Change Management Methodology Overview - How Chagefirst helps you implement change.

Chartered Management Institute. (2008). Management Futures - The World in 2018.

Hagel, J., Brown, John, & Ranjan, Alok. (2014, October). Passion at work - Cultivating worker passion as a cornerstone of talent development. Deloitte University Press.

Hoffman, R. (2014). The Alliance: Managing Talent in the Networked Age. Harvard Business Review Press.

Josebachvili, M. (2016). How to Understand the ROI of Investing in People: a whitepaper for using employee lifetime value to articulate ROI. Greenhouse.

Kumar, V. (2016). Competitive Advantage Through Engagement. Journal of Market Research.

LOHR, S. (2014, June 21). Unblinking Eyes Track Employees. The New York Times.

Merriman, M. (2015). What if the next big disruptor isn’t a what but a who? Gen Z is connected, informed and ready for business. Ernst & Young.

Morgan, J. (2014). The Future of Work: Attract New Talent, Build Better Leaders, and Create a Competitive Organization. Wiley.

Moutrey, G. (2016). Exploring workplace research, insights and trends. 360 Magazine, Issue 71.

Mulhern, F. (2007). Employee Lifetime Value: Measure the long-term financial contribution of employees. Forum for People Performance Management and Measurement Performance Improvement Council.

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Performance Improvement Council. (2008). Employee Life Time Value- Using customer lifetime value to demystify employee lifetime value.

Pontefract, D. (2016). The Purpose Effect: Building Meaning in Yourself, Your Role and Your Organization. Elevate.

Reich, R. (2002). The Future of Success: Working and Living in the New Economy. Vintage.

Schawbel, D. (2016, November 1). 10 Workplace Trends You’ll See In 2017. Forbes.

Schnarr, J. (2011). Lessons Learned in Corporate Philanthropy: Creating social & business value for TELUS & our local communities.

Schwartz, B. (2015a). Why We Work. TED.

Schwartz, B. (2015b, August). Rethinking Work. The New York Times.Sodexo. (2017). 2017 GLOBAL WORKPLACE TRENDS.

Son, S. (2016, December 13). 2017 Workplace Trends. TinyPulse.

Steelcase. (2015). The Growth Dilemma - Creating Human-centered Sapces in the midst of rapid change.

SteelCase Global Report. (2016). Engagement and the Global Workplace - Key Findings to amplify the performance of people, teams and organizations.

Zimmerman, K. (2016, August 8). Are Rotational Programs The Key To Retaining Millennial Employees? Forbes.

Secondary Research

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Analysis Era Map

Community Impact

Business Goals

Attract and Retain Employees

Work

Organizational Structure

CURRENTPAST EMERGING9 to 5 Workers check in at a certain time at a certain place and check out when their work is finished.

ene tsEmployees were motivated by compensation levels and benefits. While this continues to be somewhat the case, more and more employees seek new experiences and levels of fulfillment.

Corporate Social Responsibility (CSR)Companies seek to offset their negative impact on the environment and the community through CSR programs.

Increase shareholder valueCompanies main strategic goal is to increase overall shareholder value of their company regardless of market or societal conditions.

Mobile workAdvances in technology make it easier for workers to be more mobile and work from different locations.

Shared Value CompaniesCompanies recognize they can create economic value by closely aligning with community needs and solving social problems.

CultureCompanies try and increase employee engagement by creating robust corporate culture. Ping pong tables in the office and free lunches to inspire workers. Employees want new experiences.

EngagementEmployee Performance Management. Managing careers.

Project based workFuture of work will be a network of people will different skills coming together to solve problems in a project based network of opportunities.

Firms as a network A platform of employees with skills creating value through a network that the firm reaps some benefit of.

Social Value CreatorsBlurring of lines between business and community, companies no longer distinguish between creating value for themselves and the communities they live in. Primary goal will be sustaining human life and maximizing opportunities for personal and professional fulfillment.

ul llmentEmployees will no longer distinguish between personal and professional fulfillment and will seek careers to maximize their fulfillment. This includes constantly learning and seeking opportunities to challenge oneself.

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Synthesis Service Blueprint

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Synthesis

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Ideation

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PrototypingConcept

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PrototypingMosaic UI

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Concept Iteration

Early concepts Mid-point concept website prototype

Final concept

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We have the courage to innovate

We have a passion for growth

We embrace change and initiate opportunity

We believe in spirited teamwork

T TO

l e a d e r s h i p

&

c u l tu r e

d i g i t a l

r e a d i n e s s

&

c o n n e c te d

l e a r n i n g

o nb oa r d in g

&

in du c t io n

c a r e e r &

t a l e n t

s e r v i c e s

f l ex ib l e

wo r k

s t y l e s

p r o j e c t

b a s e d

cu l tu r ete a mwo r k

in te l l i g e n c e

h u m a n

d a t a

m a n a g e m e n t

p r e d i c t i ve

a n a l y t i c s

to o l

s k i l l

b a s e d

d eve l o p m e n t

n ew

m e nto r s h ip

m o d e l

e f fe c t i ve

te a m b a s e d

c o mp a ny

TTO Activities

Mosaic Activities

TransformationOffice ActivityMap

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MosaicEmployee Lifetime Value Model

Recruitment

Training

Compensation

Costs

Revenue Generation

Skill Set

Knowledge

Productivity

Customer/Partner Relationships

Econ

omic

Val

ue

Time

Mosaic ELTV

T

t=1

(Mt ·

M

)1

(1+d)t - C

High-Value Added

Mid-Value Added

Low-Value Added

Mosaic Workforce Value Analysis

Flow Engagement Base

Mt

C

dtT

==

===

C

Employee Lifetime Value: Measuring the Long-term Financial Contribution of Employees, Performance Improvement Council by Frank Mulhern and Yuri Moiseyev.

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activity

core capabilities

key risks

mitigation plan

change agent




Expanding Mosaic outreach to build a project-based ecosystem with Telus customers and community


Communication technology, digital transformation, predictive analytics, people training and development

Integrated implementation of process and metrics, go-to-market strategy execution, leadership and organizational development

Business development, HR strategic management, project management and implementation, leadership and organizational development



Telus Digital Labs

HR Leadership Team




Key Business Partners

Community Organizations

Organizational behavior risk: resistance to change hard to overcome

Operational risk: difficulty in laying out network infrastructure to support project-based skills for implementation

Commercial risk: front-end negatively disrupt ongoing commercial business operations

Market risk: market partners not attracted or lag on adjusting and adapting to a new project based work mode with Telus


Structure incentive goals based on employee economic value assessment system

Soft-skill development


Create analytical tool to support AI assisted career development paths

Prototype and test Mosaic in select business units.

Design and implement new features to incorporate business and customer specifics

Develop, package and market solutions to Telus customers and community business partners.

Design ecosystem asset configuration and data management system

Set the Vision Pave the Way Roll Out the Strategy Expand the Network

Mosaic Implementation Plan

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Documents

telus: a new way to work - IIT Institute of Design · telus: a new way to work Rotman Design Challenge 2017 ... Organizational behavior risks ... Bersin by Deloitte 34. Time