taming the digital tiger: seizing opportunities from new ways of working

taming the digital tiger
seizing opportunities
from new ways of working
April 2014

2orange-business.com
The digital revolution is a formidable
opportunity for companies to transform as
they evolve to meet the challenges of the
21st
century. But it could also be a threat if
not tamed: the profound changes in ways
of working need to be properly channeled
to become a potent and prosperous source
of competitive advantage.
““Digital” has come of age. Previously
considered “technology toys,”
smartphones, tablets and apps have
matured into sources of real business value
and have altered individuals’ expectations
and behavior. The ability to access real-
time information, to be connected any
time, any where and via any device (known
as ATAWAD) allows drastic new levels of
mobility and collaboration possibilities for
the employee. This translates into new
ways of working, which can benefit both
the individual and the business.
For this paper, a number of large
international companies were asked to
share challenges, objectives and key
projects related to the transformation
of their ways of working. Some major
trends emerge around leveraging digital
opportunities to support collaboration,
enhance employee satisfaction and
improve productivity. Many companies are
in the pilot stages of their transformation
projects, testing the different technology
tools, policy frameworks and organizational
structures that work best for their
companies. Despite their differences,
they share the recognition that change is
essential in today’s business environment.
Team members and leaders in sales,
finance and production recognize that
they can create value through digital
transformation. Each business unit or
job profile has specific needs and can
find innovative digital solutions to help
reach its objectives of productivity,
employee satisfaction, customer intimacy
and, ultimately, its profitability. At an
organizational level, some major projects
aim to turn the situation into a win-win
proposition for the company and its
employees.
This paper describes why ways of working
are changing, how the digital phenomenon
is transforming business and the impacts
on different parts of the organization. It
offers inspiration through what others are
doing to find their way and prosper. There
are three major trends that personify the
change. First, the workforce is going
mobile, and this creates opportunities
for companies in terms of employee
satisfaction and productivity, customer
experience and real estate optimization.
Second, new methods for collaboration
are available to improve work efficiency
among employees and with partners and
clients. Third, IT management should
be considered as a key lever for digital
transformation, and its role is evolving
toward an intimate partnership with
business units. Bringing these changes
together is a long process but can lead to
success if managed smartly.
foreword
Isabelle Denervaud, Partner Telecoms, Medias, Innovations Digital Strategy, Sia Partners
““Our clients in the information and telecoms sector face a number of challenges to their businesses, which are
brought about by competitive and regulatory changes and as a result of the digital revolution. We accompany these
transformations with our business consulting services and sectorial expertise to support operational and digital
strategy in order to help companies identify and exploit opportunities inherent in this changing environment.”
Jean-Luc Vallejo, Marketing Director in charge of Digital Workspace Program, Orange Business Services
““Today, the role of the CIO is evolving to support business operations, not to tightly control all aspects of IT delivery
but more in a governance model. In other words, developing and delivering a range of services to different groups
based on personalized profiles. In this process, our role is to help CIOs and business owners make the connection
between business requirements and technical specifications.”

orange-business.com3
foreword
a European study conducted by Orange Business Services in 2013 and extended in March 2014
These issues have been explored in a European-wide study, extended with selected interviews in the USA and Asia, performed by
Orange Business Services with the support of Sia Partners and Harris Interactive to draw a unique picture across various viewpoints of
the “workspace” through “ways of working.”
customer insights:
„„ eight countries: Belgium, China, France, Poland, Spain, Switzerland, UK, USA
„„ 60 face-to-face interviews, ten focus groups with 62 participants, 1,862 interviews
„„ representative of country markets in terms of large, medium and small companies
„„ a mix of business sectors, including services, industry, agriculture, trade, transport and construction
„„ various corporate functions: CEOs, IT/Telco managers, human resources, business owners
(director or manager of business units, production, facilities, marketing or sales)
„„ 40+ white papers and insights analyzed and 50+ competitive documents studied
focus on ways of working
The notion of ways of working differs from one individual to another, being the combination of three factors:
to be, to have, to do. These are specific to each individual: a set of equipment and services used
from different locations to execute a job to be done. For example, business owners generally use their
laptops at the office to access large databases and for manipulating figures on spreadsheets, whereas they
prefer mobile devices when they are on the move, to consult documents and send/receive emails.
figure 1: ways of working are determined by three elements: what work tools we have, where we are and what we do
source: Orange Business Services Enterprise Line of Business (e-LoB), “Research on the evolution of the professional workspace,” October 2013
ways of working
to have
(equipment, services)
to be
(location, space)
to do
(processes, tasks)

foreword 2
why are ways of working evolving? 5
first trend: support employee mobility 9
second trend: facilitate increased collaboration 12
third trend: adjust IT management to improve
efficiency and security 16
bringing it all together 19
appendices 21
contents

Digital transformation is disrupting
everyone’s lives. It impacts our
expectations as customers and as
employees. This forces enterprises to
challenge and change the way they
work. Business owners have a central
role to play in the transformation.
the digital phenomenon
has profoundly changed
individuals’ expectations,
from both an employee
and a consumer
perspective
More than ever before, individuals across
the world have access to powerful
technologies and have embraced the
digital transformation in their personal lives.
Device proliferation has led to permanently
connected individuals who interact and
communicate frequently. In 2013, one
billion smartphones were sold globally (an
increase of 35% on 2012), outnumbering
the sales of feature phones,1
and many
people have several devices: “everybody
has at least three mobile devices: a
smartphone, a tablet and a laptop,” says
Paul, an executive in a global insurance
company in Asia. More than 4.2 billion
people use their mobile devices to access
social media2
to remain permanently in
touch and informed.
The digital phenomenon impacts
individual expectations in their roles as
customers and as employees. Customers
want connectivity, personalization and
interaction. This is spurring companies to
embrace digital solutions, such as blogs,
forums and social media at all stages of
the customer lifecycle. Some examples are
chat facilities in customer service centers or
personalized customer information through
mobile applications (apps). For instance,
Air France-KLM has developed “Air France
Connect,” an app that informs passengers
of changes or disruption to their trips: flight
cancellations, delays, gate changes or the
deferred delivery of their luggage.3
These
initiatives help companies build a positive
external image and improve customer
satisfaction.
why are ways of
working evolving?
1
IDC, Worldwide Quarterly Mobile Phone Tracker, January 2014
2
Digital Insights, September 2013
3
Air France-KLM, http://corporate.airfrance.com/en/your-trip/service-of-our-customers/mobile-innovations-with-air-france/
figure 2: ways of working are going through three evolutions shaped by external trends
and internal company drivers
source: e-LoB, “Research on the evolution of the professional workspace,” October 2013
on-going evolution toward future ways of working
1st
evolution
2nd
evolution
3rd
evolution
policies and
processes
towards
individual,
collaboration
and information
equipment and
solutions
today short term long term
time
external
trends
internal
drivers

why are ways of working evolving?
Employees expect the same level of
functionality at work as they have at home,
stating: “My corporate device is outdated;
I’d rather use my personal smartphone
to access work mail.” 4
In France, 86% of
young workers who are about to enter the
workforce expect to be equipped with
corporate mobile devices.5
Flexible working
conditions are also particularly important
for the younger generations: 96% expect a
choice of where to work and 83% of when
to work.6
this revolution is
transforming ways of
working across the
organization
For European companies, 83% state that
better customer service is a driver of new
ways of working, and employee satisfaction
is cited by 79% of them:7
“Better customer
service is the goal,” states Paul. At BNP
Paribas in Asia, “The application of our
client focus strategy translates into digital
solutions.” New tools and how we use them
impact how we work and open up a range
of opportunities for businesses to reach
their objectives. Aware of the potential, 44%
of European companies plan to implement
new equipment or services related to new
ways of working by the end of 2014.8
In
these projects, the CIO has a central role,
which is complemented by the strategic
interest of the operational managers who
seek productivity and efficiency for their
teams.
Sales and customer-facing teams are
using their tablets to complete online
forms to conclude sales faster and
optimize the number of client visits. Field
forces can access real-time information
on their inventories or automate repetitive
administrative tasks. This increased
efficiency frees up their time and allows the
teams to “upskill” and to spend more time
on customer-facing activities. For example,
an international insurance company in Asia
has implemented a mobile app for claims
to ensure better customer experience
through faster claims handling, thus freeing
up time to conduct more client-facing
and sales activities. Digital tools allow
underwriters to decrease the amount
of time they spend at their desks (80%
today), thereby increasing time available
to visit clients. There are also interesting
possibilities available to knowledge
workers, who can take advantage of
cloud-based applications like file storage
and document sharing. For example, teams
working together in mobility situations use
collaborative document editing software
to share information and contribute to the
creation of knowledge.
4
Orange E-LoB, Research on the evolution of the professional workspace, October 2013
5
Study by JobTeaser for Deloitte France in 2012, research covering 1,000+ students from various backgrounds
6
Ibid
7
8
Ibid
figure 3: ways of working rely on essential conditions (in terms of equipment, policies etc.) that are the basis for ways of working
transformation, which is evolving towards increased individual work with a focus on information, security and collaboration
future ways of working
distinguishing future dimensions
equipment
and solutions
ubiquity
policies and
processes
information
security
extended
collaboration
essential conditions
individual
ways of
working

The transformation affects all parts of the
organization, and many stakeholders are
involved in decisions on changes in ways
of working. In European companies, CEOs
are the principal decision makers on all
aspects of ways of working. However, other
profiles influence the areas that are within
their realm of responsibility: IT managers
are key decision makers on equipment and
solutions (97%), whereas HR executives
have strong influence on policy (89%) and
working environment (59%). Although the
role of business owners is the smallest
today, they are important decision makers
on their teams’ ways of working to gain
efficiency and agility, and their influence
is growing. Thirty-six percent of European
companies believe that business owners’
level of involvement in decision making will
increase in the next three years.
As an illustration of the range of
stakeholders involved, a large electronics
manufacturer “…tries to involve different
stakeholders: business, ICT, finance and
security” to ensure success on every
project. At BNP Paribas, decisions on the
evolution of ways of working are made
by regional committees made up of
business owners and executives. Human
Resources is also a key stakeholder, being
responsible for supervising and regulating
different types of flexible workers, like at
one large U.S.-based Internet company
where a cross-functional work team
heads up their flexible work project. It is
comprised of IT, real estate and end users
as well as HR, which handles the different
job categories and their permission to
work in different locations. Innovative
companies include diverse stakeholders
in projects to “digitalize” their enterprises,
and what follows are some examples of
how businesses are using technology
to transform their ways of working and
build competitive advantage. The most
immediate and obvious change is the
increasingly mobile workforce, which
creates opportunities for companies
in terms of employee satisfaction and
productivity, customer experience and real
estate optimization.
figure 4: many stakeholders are involved in the decision making process regarding ways of working,
depending on the strategic impact of the project. Cultural factors contribute to differences between countries
stakeholders’ involvement in the decision-making process
legend
role involved in all countries
role involved only in flagged country
big, strategic
projects
small, tactical,
business-specific
projects
consult/
participate in
decision
make final
decision
emit requirements/
propose
CEO/head office
HR
IT manager
business owner
IT manager
facilities manager
HR
end user
business owner
end user

BNP Paribas Wealth Management: IT and sales teams working hand in hand to digitalize customer relationships
Interview with Axel Gormand, Digital Project Manager, Asia-Singapore
BNP Paribas Wealth Management is the private banking subsidiary of the BNP Paribas Group, a European leader in financial banking and
services. This branch manages €265 billion of assets and employs 6,000 people in 30 countries, including Singapore and Hong Kong. The Group
has launched a number of innovative projects on a global scale (France, Switzerland, Hong Kong, USA) to digitalize customer relationships. Wealth
management has given new impetus to the use of digital technologies in order to achieve two key management priorities: innovation and client focus.
Adaptation to a fast-moving environment and serving increasingly mobile clients are keys to highly globalized private banking businesses. The Asian
market is particularly demanding in terms of services’ availability on mobile devices, whether for employees or customers. BNP Paribas is looking to
change ways of working in order to increase the quality of products, improve time to market, decrease costs and create value.
Several projects have been launched, for example around the mobility of employees in Asia, where the demand for mobile devices is strong
and the level of equipment is high. Sales forces will be equipped with iPads and a more powerful catalog of tools and technologies allowing them to
manage their customer portfolios. Another key project concerns front-office efficiency: implementing an information portal that gathers information
from the numerous applications. Previously, front-office staff accessed 10-15 applications daily, and the information was presented by type of
product. With the new interface, information is centralized in a single portal and is distributed in a more intelligent way: products are presented to
clients and with personalized suggestions. There is also the possibility to better manage the customer relationship and generate contact opportunities
for each client.
A dedicated governance structure has been set up to manage projects with all stakeholders. One working group is a multi-channel
community of different functions (front-office, compliance, advisory desk, but not IT) and geographical region. This group is responsible for generating
ideas. The solutions and services department then selects some of the ideas, validates the processes, builds business cases and acts as the liaison
between business and IT. This allows a more fluid working relationship between the project team and the IT department to ensure responsiveness to
employee demands as well as the security and business relevance of the solutions.
The new information portal has led to substantial gains in efficiency in terms of time savings and relevance of the customer offers. Front-office staff
can now focus on customer relationships and be more responsive to clients’ requests.

from the employee
perspective: from old
workstation to work style
Not very long ago, only a few select
profiles such as sales, field forces and
executives were mobile workers. Thanks
to laptops, smartphones, tablets and
desktop virtualization tools, the workspace
is becoming mobile and is less a matter
of place than of connectivity, even for
corporate functions. In 2013, 69% of
European companies provided employees
with remote access and 62% secure mobile
access, both of which are set to increase by
ten points by the end of 2014.9
Even though
they do not need to be mobile to complete
their professional tasks, many employees
wish to gain flexibility by using mobile
devices and finding their own individual
work style. Working one day a week at
home to enjoy more family life or avoid
long commutes, and keeping in touch with
the team on business trips have become
common practices: “we work more than ever
before” so “when do you switch off?”
(IT manager, UK).10
first trend: support
employee mobility
9
10
Orange E-LoB, Research on the evolution of the professional workspace, October 2013: UK Focus Group
SNCF has transformed former housing
located in rail stations into offices.
SNCF employees can use fully-equipped
offices once or twice a week to avoid
commuting and benefit from a secure
and quiet environment, an “office away
from the office.”
figure 5: ways of working are inscribed in a continuous evolution: workspace will be progressively replaced by the notion of
workstyle and towards ways of working that are coherent with each individual’s lifestyle
an on-going shift in the ways of working
time
ways of working
yesterday today tomorrow
traditional
transitional
futurist
workstation
workspace
workstyle
lifestyle
photo by Yann Audic

first trend: support employee mobility
from the company
perspective: from “work
from home” to “home and
away”
As a result, all employees are potential
mobile workers, and companies are
adapting to this trend. Most of the
time, initiatives come from the unit level
managers, who encourage flexible work to
achieve employee satisfaction and increase
business efficiency. This is formalized in
a legal framework for 54% of European
companies who have implemented a home-
working policy.11
Although homeworking is
a popular practice, particularly in northern
Europe and in the United States, this work
style is not suited for everyone: it can
cause isolation and requires managers
to adapt. So when the French national
railway company, the SNCF, planned the
move of their headquarters, it triggered a
new distance working policy and led them
to experiment with new flexible ways of
working. Digital solutions can help mitigate
the feeling of distance and isolation.
Desktop video equipment enables
desktop-based video meetings that replace
emails and phone calls. Managers and
employees can testify on the benefits of
keeping in contact in this way.
Apart from home, a large variety of
locations have become potential work
places today, and the concept of “third
places to work” has emerged to designate
those places. Often used by employees
who are already mobile or home workers,
digital technologies enable work from a
train station or a coffee shop. Security and
confidentiality concerns about work in
public places have led some companies to
come up with alternative solutions. SNCF
believes that “with the tools we now have
at our disposal, we can now think of smart
remote working that can do more than
improve our employee’s well-being. We
have to find the right ingredients that will
make the whole company benefit.” The
railway company launched a pilot project
in 2013 to reallocate empty spaces in rail
stations and transform them into offices.
Employees who elect to work in these
““third places” closer to their homes have
the obligation to assist in the event of an
emergency in the station.
toward a win-win
agreement on mobile
working
Companies recognize the opportunities in
these new ways of mobile working, which
can be a triggering factor for wider change.
A crucial issue for companies is to target
the employees that are most suitable
for each work style. Knowledge workers
are often out of the office for meetings or
conferences and can benefit from a flexible
organization. Office-based employees
with administrative or data-dependent
tasks could be interested in homeworking
if they live far from the office. In the United
States, a large Internet company launched
a pilot program in 2013 to identify the
flexible workers and provide them with the
relevant tools and training. According to
the company, some employees are never
at their desks when they are in the office
and do not need a dedicated workspace.
That unoccupied space is reallocated,
depending on the business unit’s needs.
Flexible working is not only a way to
enhance employees’ quality of life, but also
a true win-win agreement for the company
in terms of productivity and real estate
optimization.
Extended mobility of the workforce is both
a cause and a consequence of the growing
importance of collaboration in the business
world. On one hand, it compels companies
to rethink the way people work together
when they are physically dispersed. On the
other, the need to exchange with a wider
ecosystem of partners and clients leads
companies to collaborate more openly to
keep up the pace of innovation.
11
figure 6: third places to work cover all places where employees can work that are neither home nor the office
source: e-LoB, Sia Partners, “Third places to work,” August 2013
third places to work
1st
place: home 2nd
place: the office3rd
place: a place that is
neither home nor the office

first trend: support employee mobility
SNCF: optimizing real estate and minimizing commute times in a win-win third place working pilot
Robert Piana, “Work in Station” Project Director, Transilien, France
Transilien is a branch of the SNCF (French national railways), in charge of the Greater Paris suburban rail. Many rail stations from this area date
back to the 19th
or early 20th
century, when rail stations included housing for the stationmasters. Today those places are unoccupied, and the stations
employ only a reduced staff to welcome a growing numbers of commuters.
The SNCF and its Transilien branch wanted to capitalize on the available real estate. At the same time, the move of headquarters from Paris
to Saint Denis, a suburb in the north of Paris, made commuting more complicated for some employees, and saw an increase in requests for home
working. Home working has been part of the company culture since 2009, with 850 employees having home working contracts. Others have seen
their applications refused because their housing does not comply with strict French health and safety regulations.
In 2013, a pilot was launched to transform the unused real estate spaces into offices for employees who have travel times of more than 90 minutes. In
2013, four pilot sites were modeled into offices at minimum expense, providing both opened and closed work areas (desk and screen only), network
connectivity and a kitchenette. Volunteers in the pilot are able to work at a station close to their homes once or twice a week, with their manager’s
approval and on the basis of a computerized space booking system. In exchange, they make themselves available to help the station’s staff in case of
emergency such as strikes, accidents or severe delays: for example by providing information and refreshments to commuters.
The idea was quickly implemented thanks to the support of management and was presented to the staff representative organizations.
Focus has been made on how change could be a win-win agreement between the employees and the company: gain of time, mobility and
collaboration would result in benefits for the company as well as for the employees.
The pilot is in its early stages: out of the 383 rail stations operating in France today, 100 have vacant lodgings that could be converted into office
space. Ten additional sites will be piloted in 2014, and the results will be assessed at the end of the year. The objective is to have an occupation rate
of 70%, and the number of employees eligible for the program is estimated at more than 10,000 people.
Of the 16 volunteers in the program today, only six of them were actually called upon to intervene. They attest to the opportunity that working in
stations has helped to build relationships between white-collar and blue-collar employees, which has created a new community of workers. The
majority of the volunteers choose this new way of working to counter the negative effects of isolation and blurring of personal and professional lives.
Some part-time workers were able to switch to full-time thanks to this work style.
In parallel, Transilien envisions offering coworking space for SMEs or to launch dedicated business centers with partners such as Regus.

collaboration enhanced
with redesigned
workplaces
As companies get bigger and more
globalized, organizations and processes
are increasingly more dispersed and
more complex. Companies encourage
collaboration between teams to break down
the silos and work in an agile mode in order
to be more innovative…and competitive.
Several companies, such as Cisco, SNCF
and Microsoft, achieve this through the
redesign of their workplaces. A large
international bank has launched a global
program to change the design, equipment
and furniture of its offices to encourage
collaboration and flexible working. This
involves more meeting rooms and the
replacement of desk phones by computer
soft phones, achieving a better working
environment, flexibility and financial benefits
from space reallocation.
Companies are also opening up their
collaboration to work with an ever-widening
and deepening network of suppliers, clients
and partners in flexible working models. For
example, the SNCF has specific spaces in
its new offices to accommodate partners
and clients who have access to SNCF’s
Wi-Fi and can use the space to work even
after their meetings have ended. This
initiative follows the “corpoworking” trend:
having a dedicated place to share with
outside stakeholders is useful for many
companies that extensively collaborate
with partners, clients and suppliers. Co-
creation, co-working and co-innovation
are the new ways of working that come
with digital transformation. In the U.S., the
TechShop allows designers, entrepreneurs,
artists and amateurs to meet and discuss
projects, while sharing technical and digital
equipment. The equivalent can be found
in France with NUMA, co-sponsored by
Orange, Google, the Mayor of Paris and the
regional council.
One innovative company with a strategic
interest in collaboration is experimenting
with its organizational and corporate
policies. Zappos, the Web-reseller (1,500
employees), has decided to transform
its organization into an experimental
““Holacracy.” This new structure pushes
the concept of collaboration to the
extreme: employees are organized in
groups, and no fixed responsibilities are
assigned.12
Other companies are also
flattening their hierarchies (Cisco has only
seven hierarchical levels) to encourage
collaboration.
technology routes to an
open company
Aside from physical spaces, technology
is often the main vehicle to enhance
collaboration between dispersed individuals.
Unified communications and collaboration
services promise a seamless experience
of communication and collaboration from
anywhere and with any device. Within
teams, videoconference, telepresence
and document sharing functionalities
are used for collaboration, particularly
when employees are not located at the
same place. A Cisco executive shares his
experience: “we use videoconferencing
second trend: facilitate
increased collaboration
Collaborative work is a requirement
of global companies that is enhanced
in the digital era. Change of space
and tools can help in erasing the
boundaries between hierarchical
levels and geographical dispersion
and can encourage innovation. Digital
possibilities have led enterprises to
be more open in terms of spaces,
innovation, collaboration and even
“coopetition.”
12
http://www.washingtonpost.com/blogs/on-leadership/wp/2014/01/03/zappos-gets-rid-of-all-managers/

second trend: facilitate increased collaboration
figure 7: many possible work places coexist and offer different experiences depending
on the work requirements: individual vs. collaborative, inside vs. outside the company
source: Sia Partners, “Third Places to Work,” August 2013
a lot, it helps reduce travel time and
expense. When I am unable to attend a
meeting, it is recorded, and I can access
the video from any device at a later stage.”
Being up-to-date regarding technology and
providing efficient working tools is also an
HR and recruiting issue. The objectives of
Microsoft’s project on ways of working are:
““…to attract talent, to retain and to develop
them, to make them more efficient. It is a
wining deal for everyone: the employee, the
company, the company’s image, and its
performance. We create a kind of virtuous
circle by investing smartly on this.”
Enterprise social networks are a type of
tool that is gaining popularity, facilitating
communication within teams and across
functions or geographical regions, allowing
employees to be autonomous when
sourcing expertise across the organization.
Forty-two percent of companies have
implemented a corporate social network or
plan to do so by the end of 2014.13
Instead
of communicating one-to-one or one-to-
many via email or instant messaging, they
allow communities to be built around
specific topics or projects in many-to-many
mode and as such are particularly relevant
for dedicated communities in research,
for example. Social networks improve the
ability of individuals to exchange relevant
information, save time and be more
reactive to customer demands. Looking
to the future social corporate networks
will be implemented in 50% of the large
companies globally by 2016, and 30% of
these will become as critical to business
as email and telephones are today.14
Air
France-KLM has launched its own network
for its head office to share information
with subsidiaries in a more informal and
collaborative way. In China, in particular, it
is hoped that their social network will help
overcome cultural boundaries.15
When it comes to extended collaboration,
interesting initiatives are emerging to
balance the needs of information sharing
and protecting confidential data. Seventy-
four percent of companies said that
opening up to outside collaborators is a
must or nice to have for future ways of
working.16
For instance, Air France-KLM’s
sales representatives for B2B in China
are now using the extremely popular
multimedia mobile application WeChat to
stay in touch with their clients. The aircraft
transportation company explains that
WeChat “…allows them to keep proximity
with clients, always in a professional way
but more informal and even friendly.” The
company works in partnership with WeChat
to develop further functionalities and sees it
as a relevant tool for business in China: “We
have seen internally what benefit we can
get from its powerful consumer influence
in Asia.” Collaboration is facilitated by
providing the right tools and experimenting
with their possible usage, which implies
that IT management needs to be adjusted
to these new ways of working.
13
14
Gartner Newsroom, http://www.gartner.com/newsroom/id/2319215, January 2013
15
Sylvain Grados, Sales Director, Air France, China
16
existing workplaces
collaboration
wider contacts
with independent
professionals
internal projects
with colleagues
individual work
within the company outside the company location
flexible office
corpoworking
hot-desking
co-working
working in fab labs
working in public
spaces
working in business
centers, telecenters
home working
third place working
legend
collaboration: level of collaboration allowed by flexible working practices
location: place where flexible working practices apply

17
http://www.sncf.com/fr/groupe
SNCF: rethinking collaboration through tools and spaces
Interview with Agn�s de Rauglaudre, Incity Project Director, France
SNCF is the French railway company, a former public monopoly. It carries ten million
passengers every day in France and across Europe and employs 250,000 people in the world.
The rail industry fully opened up to competition in 2009, and the SNCF has engaged in a
large transformation program to reinvent itself as a modern, digital enterprise. The corporate
“Excellence 2020” program aims at providing the best customer experience by using new
technologies and renewing ways of working.17
The move of different entities from central Paris offices to Saint Denis – a suburb
just north of Paris – has been a triggering factor to launch an audit of ways of working inside
the companies and stimulate change. Three priority areas have been identified: efficiency,
collaboration and flexibility. The new offices have been conceived to maximize collaboration and transparency: open plan spaces, more modern
conference facilities, numerous small closed meeting rooms, and relaxation, not just a coffee machine, for working sessions or informal meetings.
Simultaneously, a new unified communications tool has been implemented to allow new ways of working, with features such as videoconferencing,
chat and document sharing. These, it is hoped, will decrease the use of email and the choking up of mailboxes that have reached their size limit.
External collaboration is also part of the program: the building’s ground floor has been designed to welcome partners and guests, who are granted
access to the SNCF’s Wi-Fi network.
A code for collaborative and efficient ways of working has been signed to prevent unnecessary meetings and encourage collaborative work. Specific
attention has been paid to managers, in charge of monitoring the shift in ways of working in their teams. Trainings, regular meetings and video
testimonials have been created to ensure that they are committed to the project.
The idea of changing offices, tools and ways of working altogether was ambitious, so the support of the executive committee was a prerequisite for
success. The CEO himself personally welcomed each of the four waves of moving, to show the importance of changing the ways of working in the
company, especially to reduce the “silos effect.” His own office has transparent walls.
The new building immediately created a mood of change and collaboration among employees, happy to work in a bright, modern
environment, a real breach with the company’s conservative image. Three further waves of moving for almost 3,000 employees are planned in 2014-
15.
photo by Yann Audic

18
http://www.airfranceklm-finance.com/
Air France-KLM: digitalizing the sales force to improve client proximity
Interview with Sylvain Grados, Sales Director, China
Air France-KLM is a leading airline company, operating in 105 countries and employing 100,000 people.18
Air
France-KLM has expanded its activities in Asia and is the European leader for flights between Europe and China. The
company’s sales forces work mostly in mobility with B2B clients (such as travel agencies) to expand their regional activities.
A phenomenon across Asia is the growing use of the WeChat application, which offers instant messaging, file and image
sharing and shopping. Its 300 million Chinese users use it for many purposes including business and mobile banking.
Air France’s sales department is seeking increased efficiency of its sales and customer facing teams, by
diminishing the time to deal with customer requests. On a business unit level several projects involving “new technologies” have been implemented to
take advantage of digital tools. They have also tapped into the trend in consumer usages as an opportunity to renew customer relationships. Several
projects have been launched, for example to equip sales teams with tablets, to implement a chat facility in call centers, and to improve back office
information flows. A data analysis tool for back-office business intelligence has decreased the volume and simplified figures that sales forces need
to prepare their client visits, allowing them to decrease their average preparation time. The 70-strong sales team has also started using WeChat to
communicate on a regular basis with their clients and partners. It is also used internally to share information and keep in touch with central teams
when not in the office. Further developments are underway to include games to incent sales teams, and to use it for centralized communication
campaigns targeting specific clients.
Adaptation to the habits of the local market by using local work tools is a key to forging bonds with local customers. Successful rollout
requires early involvement of all the people impacted by the project. The importance of accompaniment is paramount: taking time to explain clearly
and train users to ensure end-users’ understanding, particularly when there are languages or cultural barriers. The change management should be
continuous and users regularly monitored for their understanding, acceptance and usage of new tools.
The data analysis tool has helped sales forces divide their preparation time by three, representing an average savings of one hour per day. WeChat
allowed sales teams to be more reactive and improve their customer intimacy. It is also proving to be an efficient collaboration and animation tool
within internal teams.
Microsoft: finding a winning deal for employee satisfaction and business performance
Interview with Yves Grandmontagne, HR Director, Microsoft France
Microsoft is a leading provider of software and operating systems for devices to both consumers and companies all
over the world. Its French office is host to teams addressing the French market but also other markets (Africa, for example)
and to RD teams for Xbox addressing the worldwide market. The subject of workspace and ways of working has been
a strategic issue to Microsoft for a few years. For Microsoft, it is both a matter of employer and provider: employee and
customer satisfaction go hand in hand. The company has to experiment on the subject to attract and retain talent but also to
be credible to sell workspace solutions to its customers. Each region is responsible for adapting these principles depending
on cultural differences and the local regulatory framework.
In France, the transformation in ways of working was given a booster in 2009 with the move to their new campus in Issy-les-Moulineaux, a
western suburb of Paris for 95% of their 1,800 employees. Instead of considering it as a logistics project, Microsoft France’s CEO saw the move as
an opportunity to accelerate the digital transformation of ways of working. Working groups with employees from all functions and hierarchical levels
were set up to poll expectations for the new offices on a range of topics such as furniture, transport and sustainable development. A homeworking
program was implemented, starting with the identification of the employees that would benefit the most from it, mostly engineers working far from the
new campus (less than 10% of employees working in France).
Discipline is a key success factor identified by Microsoft: flexible working is only possible with the manager’s approval and a charter of good practices
was signed. Challenging current practices must be a continuous process, especially in a technology company where innovation is a key success
factor. Microsoft has already launched a new plan to identify improvement areas regarding ways of working. Although the campus offices are only five
years old, challenges remain about how to further enhance collaboration, use less paper and be more client-focused.
80% of the employees in the targeted profiles enrolled in the homeworking program and a significant gain of performance was identified
thanks to an internal survey. Employees’ satisfaction is measured through the “Great Place to Work” in France barometer: Microsoft has been
ranked in the top four (for companies with over 500 employees) over the past five years. “More than just the work place, we have worked on the work
environment: the physical space but also the work philosophy, the way people work and collaborate, the way services are provided to employees, all
these things that make an employee feel good at work.”

third trend: adjust IT
management to improve
efficiency and security
technology as a business
solution – a new
relationship between IT and
operations
Proliferation of mobile devices and cloud-
based collaboration tools are the new
norm in many companies. Business units
are appropriating these standardized
technologies for themselves in order to
enhance productivity. The operational teams
express short-term needs and business
units allocate budget for specific projects,
sometimes taking responsibility themselves
for the supplier relationship. This represents
a new challenge for IT managers, whose
role is to ensure interoperability, reliability
and security of the systems. IT managers
should, in addition, maintain a close
relationship with business owners to ensure
that they understand business needs and
are able to provide services internally that
help businesses become more efficient and
reactive, while remaining aligned with IT
strategy. An international equipment supplier
has set up a specific governance model
to keep control over IT solutions, while
optimizing expenditure by centralizing all
technology requirements.
guaranteeing security of
physical and intellectual
property
Security issues are a major concern for
European companies; 65% state that
security will encourage changes in ways
of working over the next three years.19
In
2013, 69% of European companies had a
secure mobile solution in place, with 10%
more companies planning to implement
one during 2014.20
Existing solutions
are sometimes considered insufficient.
According to a business owner in Spain:
““VPN has enabled working from any site,
although it still has to expand more, and
with greater security.”21
Security concerns
over fear of data leakage or viruses can
be the reason for resistance to BYOD and
other mobility practices. But technology
solutions can be found to minimize the risk.
Companies like Cisco have set up BYOD
policies and security software that ensure a
watertight separation between professional
and personal usages, as well as the ability
to geolocate a lost or stolen tablet, and the
ability to delete corporate data remotely
through a central administration system.
IT management faces many challenges
to make the digital transformation
succeed. IT managers and business
owners have to rethink their relationship
and work together to find solutions that
are efficient and secure, supported by
the right service providers. They also
have the responsibility for ensuring that
end users change their habits to adopt
the tools.
19
20
Ibid
21
Ibid

a complex provider
landscape has emerged
to offer a multiplicity of
solutions
A wide array of IT solutions is available to
meet these diverse business requirements.
Side by side with traditional actors, new
entrants such as Web players and resellers
are offering their services on the market
for ways of working. In this complex and
expanding landscape of actors, companies
do not know whom to turn to. On the one
hand, they value expertise and specialized
knowledge in a particular field. According
to an IT manager in Belgium: “We look for
the best of the different worlds.” They prefer
a choice of providers: 63% of European
companies prefer to deal with multiple
providers for their digital ways of working
solutions; 2/3 of them prefer two providers
and 1/3 prefer three to five providers.22
On the other hand, European companies
require simplicity: 37% look for providers
that are able to deploy and manage end-
to-end solutions, which, according to an
IT manager in Poland, “provide everything
under one roof and ensure service for the
entire process.” 23
Companies require a provider who can
provide integration solutions. The various
decision makers are looking for a full cycle
of advice and guidance on their business
issues and not just technical solutions: from
audit and recommendations to launching
pilots and project management, to change
management.
the importance of change
management and training
But changes in ways of working are
not only about implementing high-
performance technologies. All companies
place emphasis on the importance of
training to support this profound change
in communicating and working. End users
require training on the use of tools (new
equipment and software) to ensure uptake
and usage of the full range of functionalities
available. Air France-KLM has an ongoing
training and change program to make sure
that new tools are well understood. Team
leaders and executives require guidance on
how to manage geographically dispersed
teams in terms of motivation, monitoring
and moving to results-based management
practices. One large U.S.-based Internet
company, for example, has developed
training modules for their managers on best
practices in managing a team of flexible
workers. For everyone, training sessions
can be deployed on understanding the
charter of acceptable usage, ethics,
rights and responsibilities to ensure that
the change in ways of working is both
legally and morally accepted by all. At
Cisco, managers have access to statistics
enabling them to monitor which members
of their teams have taken the online
training on their internal “Guide of Business
Conduct.”
New ways of working often involve
significant changes in personal habits and
company or country culture, so need to
be rolled out on a gradual and continuous
basis. A leader in electronics equipment,
for example, makes new applications
available via a self-service kiosk for users
to download during a short migration
period, during which time the company
communicates on the availability and
utility of these new tools. According to
this company, “When it is possible, we try
to bring flexibility when we introduce or
migrate to a new tool. If we’ve done a good
job with the communication and if we’ve
taken enough time to address the right
message, it has an impact on adoption
rate.”
The change of IT management’s role shows
that transforming ways of working is an
ambitious journey: it is about changing
people’s jobs, how they function at the
office and at home and the way they build
relationships with their colleagues and
clients. A successful transformation project
requires the right organization and the right
attitude.
22
23
Ibid
third trend: adjust IT management to improve efficiency and security

third trend: adjust IT management to improve efficiency and security
24
http://newsroom.cisco.com/
25
http://newsroom.cisco.com/dlls/2009/prod_062609.html
Cisco: a leading light in flexible and collaborative ways of working with technology at its core
Interview with Rizwan Kara, Managing Director, Service Providers Telecom Media, Cisco
Cisco is an American company providing networking equipment and solutions to companies and operates in more than
165 countries. Founded in 1984, the company has become a technological giant and employs 75,000 people in 470 offices.24
Cisco’s ways of working are defined by the start-up culture inherited from the very beginnings of the company. Even if Cisco
is now a large multinational company, it aims at preserving this culture and gets the most from its own technologies to keep
working in an agile mode.
To encourage mobility and collaboration, Cisco provides all employees with a seamless experience of work and communication through
devices and applications. They can choose their laptop (70% opt for Apple) and smartphone from a catalog provided by its partner Orange. They
can also bring their own device (BYOD), which is facilitated by a security framework and charter for “acceptable behavior.” All applications can be
transferred from any device to another, with full compatibility. A managing director relates how he started a videoconference from his phone while
on the way back to the office, pursuing via his laptop upon arrival with no service interruption. In terms of work places, all offices are designed and
equipped so that anyone can work in any Cisco office with the same work experience.
Work styles are less formal due to the start-up spirit: voicemail and corporate social networks are widely used to communicate instead of email, and
geography makes absolutely no difference for employees to be able to work in teams: “we don’t mind where they are,” the objective is to source the
right skills for each need, wherever they are in the world. This also applies to a wider network of collaborators: partners, clients and sometimes even
competitors are consulted to help in developing projects for end customers.
Keeping a high-tech and start-up spirit while growing is a tough challenge, and it requires adaptation. Cisco pays particular attention to training when
implementing new tools: employees take e-learning modules and complete a quiz before being granted access to the new tools. Managers receive
each employee’s training statistics and take them into account for employee assessment.
Theoretical capacity has doubled with the new design of offices, and it allowed the company to stay in its existing premises just outside
of Paris.
At a global level, the company has generated an estimated savings of 566 million dollars in productivity by allowing employees to telecommute and
telework, according to an internal survey.25

bringing it all together
involve all major
stakeholders
Success in these projects requires setting
up inclusive governance models and
managing the change in a continuous
manner. Small projects can happen on
a team level, with the budget internal to
business units (shown by Air France or BNP
Paribas), whereas larger and more strategic
projects require the involvement of both the
CEO and a range of stakeholders across the
organization.
Larger scale change in ways of working
sits at the intersection of business, IT, HR,
finance and real estate. Leading companies
run transformation programs with steering
committees including executives from each.
Transformation projects require end users’
involvement from the very early stages, right
through to deployment. These companies
capitalize on end-user involvement to help
others to change, for example by producing
videos in which volunteers speak of their
experiences and provide advice to peers.
Some projects will be easier to roll
out in Europe, where people are more
accustomed to sharing their space, or
in North America, where employees like
working from home, than in Asia where
there is a culture of “being at your desk.”
Including regional stakeholders will
allow a global project to be adjusted to
accommodate cultural disparities. It is a
good practice to regularly survey end users
for satisfaction levels and impacts of the
ways-of-working transformation on their
professional and personal lives
lead by example
All actors agree that, like any big
transformation project, the impetus for
initiatives in changing ways of working
needs to come from the highest level, with
directors leading by example. SNCF sums
it up as being: “…mainly the manager’s
responsibility.” For their president, this
means a transparent office in the middle
of a larger open space. And, for the
director of strategy, it meant being the first
person in the company to have the unified
communications tool installed. At Cisco,
high-level executives are assigned desks in
an open space, rather than their own closed
offices. CEO John Chambers is an intensive
user of voice messaging to communicate
with executives around the world and in
different time zones.
more than a destination, it’s
a digital journey
The transformation is continuous, as Cisco
explains: “It is a long road; it is not an
easy transformation to achieve…,” even
for people entering a company where the
flexible and collaborative culture is already
strong. For less technologically advanced
companies, the transformation can be slow.
The outlook of a large international bank
is that “it will take years to change the
approach, but there are groups of people
already doing it, and we’ll share these
internal best practices. Ultimately one
of the biggest challenges is to convince
people to change and to lead by example.
Entering the digital arena, companies
have to keep in mind some key success
factors to design, implement and run
the transformation to their ways of
working. Transformation is a long and
often complex process that requires
involvement from the highest levels of
the organization as well as from end
users in order to achieve buy-in and
success.

People don’t want to change, but once
they do, they love it!” This bank launched a
worldwide program to identify best practices
and share them globally, and then set up
pilot programs in countries with specific
projects.
To tame the digital tiger, each enterprise
needs to find ways to “domesticate”
digital capabilities to serve business
needs through the right policies and IT
management framework. Each company
has slightly different requirements,
challenges and priorities that will influence
its starting point – it could be sales force
mobility, unified communications tools or
desktop virtualization – and will begin the
transformation of its ways of working. The
process should be continuous, and those
businesses that innovate with the new digital
models will find solutions that enable them
to reach business objectives faster and
more efficiently than those that do not seize
the opportunities afforded by new ways of
working.
bringing it all together

appendices
thanks
We would like to thank all of the individuals who agreed to be interviewed and shared their
ways of working to help us produce this publication:
„„ Air France, Sylvain Grados, Sales Director Greater China
„„ BNP Paribas Wealth Management, Axel Gormand, Digital Projects Manager Asia
„„ Cisco, Rizwan Kara, Managing Director Service Providers Telecom Media
„„ Microsoft, Yves Grandmontagne, Human Resources Director France
„„ SNCF, Robert Piana, Third Place to Work Project Leader France
„„ SNCF, Agn�s de Rauglaudre, SNCF Campus Project Leader France
This paper was written and edited by Orange and Sia, coordinated by Estelle Assaf, Sheli
Cress and Peter Glock.
We would also like to thank the contributors whose input made this paper possible:
Catherine Baranski, Andrew Cross, Dan DaCosta, Isabelle Denervaud, Chris Ellis, Jeremy
Fétiveau, Fazyla Gasmi, Victoire Giacomini, Thomas Graffagnino, Isabelle Heurtin, Mathilde
Kimmerlin, Niamké-Anne Kodjo, Renée Mbaye, Cristine McCauley, Fanny Millet, Mélanie
Pasquier, Joshua Sillers, Jean-Luc Vallejo and Jean-Philippe Vanot

appendices
publication sources
„„ Infonetics Research, “Enterprise telepresence and video conferencing equipment analysis,” March 2014
„„ Strategy Analytics, “2020 Vision: Enterprise,” March 2014
„„ Yankee Group, “MWC 2014 Wrap-up: mobile markets smarten up,” March 2014
„„ IDC for Microsoft, “Les nouveaux visages de l’entreprise numérique,” January 2014
„„ IDC, “Worldwide Quarterly Mobile Phone Tracker,” January 2014
„„ Orange Business Services Enterprise Line of Business (E-LoB), “Research on the evolution of the professional workspace,” October 2013
„„ Digiwork, “Cartographie des grandes transformations du travail � l’ére du numérique,” April 2013
„„ Forrester, “2013 Mobile workforce adoption trends,” February 2013
„„ Infonetics Research, “Enterprise unified communications and voice equipment analysis,” February 2013
„„ JobTeaser for Deloitte, “L’entreprise idéale de demain: entre idéalisme et pragmatisme,” 2013
„„ Regus, Global Economic Survey, 2013
„„ Citrix, “Workplace of the Future: a global market research report,” 2012
„„ IDC, “The rise of mobility,” 2012
„„ ZZA Responsive User Environments Regus, “Why place still matters in the digital age,” October 2011
„„ Regus, “Flexible working goes global,” 2011
press sources
„„ All Things D, February 2013, http://allthingsd.com/20130222/physically-together-heres-the-internal-
yahoo-no-work-from-home-memo-which-extends-beyond-remote-workers/
„„ Huffington Post, April 2013, http://www.huffingtonpost.com/2013/04/19/marissa-mayer-work-from-home_n_3117352.html
„„ Gartner Newsroom, January 2013, http://www.gartner.com/newsroom/id/2319215
„„ La qualité de vie au travail, December 2013, http://laqvt.fr/charte-15-engagements-pour-lequilibre-des-temps-de-vie
„„ Observatoire de la parentalité, http://www.observatoire-parentalite.com/public/documents/15-engagements.pdf
„„ Washington Post, January 2014, http://www.washingtonpost.com/blogs/on-leadership/wp/2014/01/03/zappos-gets-rid-of-all-managers/
website sources
„„ Digital Insights, September 2013, http://blog.digitalinsights.in/social-media-facts-and-statistics-2013/0560387.html
„„ SNCF, http://www.sncf.com/fr/groupe
„„ Air France-KLM, http://www.airfranceklm-finance.com/
„„ Cisco, http://newsroom.cisco.com/
„„ Air France-KLM, http://corporate.airfrance.com/en/your-trip/service-of-our-customers/mobile-innovations-with-air-france/

appendices
quoted companies
Air France-KLM.................................................................................................................................................................. 5, 13, 15, 17, 19, 22, 23
BNP Paribas......................................................................................................................................................................................6, 7, 8, 19, 23
Cisco............................................................................................................................................................................... 12, 16, 17, 18, 19, 22, 23
Microsoft.....................................................................................................................................................................................12, 13, 15, 22, 23
NUMA................................................................................................................................................................................................................. 12
Orange........................................................................................................................................................2, 3, 6, 9, 10, 12, 13, 16, 17, 18, 22, 24
Sia Partners.....................................................................................................................................................................................2, 3, 10, 13, 24
SNCF............................................................................................................................................................................9, 10, 11, 12, 14, 19, 22, 23
WeChat......................................................................................................................................................................................................... 13, 15
Zappos......................................................................................................................................................................................................... 12, 22
illustrations and cases
„„ Air France-KLM: digitalizing the sales force to improve client proximity
„„ BNP Paribas Wealth Management: IT and business teams working hand in hand to digitalize customer relationships
„„ Cisco: a leading light in flexible and collaborative ways of working with technology at its core
„„ Microsoft: finding a winning deal for employee satisfaction and business performance
„„ SNCF: rethinking collaboration through tools and spaces
„„ SNCF: optimizing real estate and minimizing commute times in a win-win third place working pilot

about Orange Business Services
Orange Business Services, the Orange branch dedicated to B2B services, is a leading global integrator of communications solutions
for multinational corporations. With the world’s largest, seamless network for voice and data, Orange Business Services reaches 220
countries and territories with local support in more than 160. Offering a comprehensive package of communications services covering
cloud computing, enterprise mobility, M2M, security, unified communications, videoconferencing and broadband, Orange Business
Services delivers a best-in-class customer experience across a global landscape. Thousands of enterprise customers and 1.4 million
mobile data users rely on an Orange Business Services international platform for communicating and conducting business. Orange
Business Services was awarded four of the telecom industry’s highest accolades at the annual World Communication Awards 2013 –
Best Global Operator, Best Cloud Service, Best Enterprise Service and Best Small Business Service – and is the only seven-time winner
of Best Global Operator. Learn more at www.orange-business.com, or follow us on LinkedIn, Twitter and Facebook.
Orange is one of the world’s leading telecommunications operators with annual sales of 41 billion Euros and 165,000 employees
worldwide at December 31, 2013. Orange is listed on the NYSE Euronext Paris (symbol ORA) and on the New York Stock Exchange
(symbol ORAN).
www.orange-business.com
about Sia Partners
In less than 14 years, Sia Partners has become the leading independent consulting firm in France. The firm was cofounded in 1999
by Matthieu Courtecuisse who is now the majority shareholder accompanied by 14 international partners. Sia Partners boasts 500
consultants and an annual turnover of 75 million Euros. The Group has offices in 12 countries, including the U.S., its second biggest
market, which contributes 10% of total turnover. Sia Partners is renowned for its sharp expertise in the Energy, Banking, Insurance,
Telecoms and Transportation sectors.
Copyright © Orange Business Services 2014. All rights reserved. The information contained within this document is
the property of the Orange Group and its affiliates and subsidiary companies trading as Orange Business Services.
Orange, the Orange logo, Orange Business Services and product and service names are trademarks of Orange
Brand Services Limited. All other trademarks are the property of their respective owners. This publication provides
outline information only. Product information, including specifications, is subject to change without prior notice.
0514/MNC-WPR-WKS-005(1)

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