© 2012 Citrix | Confidential – Do Not Distribute

Workshifting Business CaseWorkshifting How-to Kit for Executives

Workshifting Background and Vision

Evolution of Work and the Office

Workshop

Driven by master and apprentice model

Pre 1900’s Early 1900’s 1960’s 2010 +1970’s – 1980’s 1990’s

Workshop

Designed for close supervision of

employees

Office Landscape

Space design focused on workflow

Cube Farm

Focused on cost savings, standardization and hierarchical space

allocation

Virtual and Networked office

Driven by business needs, demographics and mobile

technology

5

Why Develop a Workshifting Strategy?

Reductions in attrition costs

Better able to retain top talent

Reductions in the cost of real estate

More flexible workplace

0% 10% 20% 30% 40% 50% 60% 70% 80%

Organizations cite employee-related expenses, real estate and attrition costs as key areas of savings

Source: The Citrix Workplace of the Future report

• Challenges and opportunities ᵒ Enable growth and M&Aᵒ Workforce flexibility, recruitment and efficiencyᵒ Lower IT and business costs

• The solutionᵒ Complete enterprise mobilityᵒ Workshifting – next gen workplace and flex-workingᵒ BYOD – any device, self-service

• Resultᵒ Real estate down to 6% of revenueᵒ +10 acquisitions and 1,000 new employees in 1 yearᵒ Citrix named among “Top 50 Best Places to Work”ᵒ ~20% IT cost savings and lower support requestsᵒ Choice drives productivity – 46% select Macs© 2012 Citrix | Confidential – Do Not Distribute

<Company Name> Workshifting VisionEnable people to be productive anywhere, anytime, on any device to drive strategic and operational advantages for the

business

Flex-work | Next Generation Workplace| Telework | Sourcing | Agile/Temporary Workforce

<Company Name> Workshifting Goals

• Increase employee productivity through mobility

• Leverage workshifting as a talent acquisition and retention strategy

• Reduce real-estate costs as a percentage of revenue to X%

• Speed up M&A and onboarding for new employees

• Ensure business continuity

1

2

3

4

5

Guiding Principles

Leadership advocacyOngoing stakeholder and employee engagementStrategy must drive productivity, collaboration, innovation and flexibilitySpecific goals and metrics for successComprehensive communications and change management planRobust manager and employee toolkits and training Continued refinement to policies, workspaces and tools

Findings – Workstyle and Workplace Requirements

Information Gathering Approach

Workshifting Stakeholder Interviews

Obtain input from business stakeholders on vision for change,

requirements and concerns.

Employee Workstyle & Workplace Survey

Capture employee workstyle and

workplace requirements.

Workplace Observations

Study the existing workplace environment

to better understand space usage,

collaboration patterns, tool use and culture

Business PrioritiesEfficiency, simplicity, innovation, fiscal responsibility

• Increase efficiency throughout the companyᵒ Accommodate dynamic business situation (growth/decline) with simplicity & efficiencyᵒ Drive significant innovation with fewer resources (headcount, budgets)ᵒ Achieve flexibility and agility in the real estate portfolio

• Focus on attracting and retaining the “best and brightest” ᵒ Enhance development and operational excellence to develop talentᵒ Look for new ways to attract talent in an unknown environmentᵒ Prepare for growth, particularly in global markets

• Support and enhance IT Infrastructureᵒ Showcase technologyᵒ Improve data center infrastructureᵒ Use BYOD self-service model as an enabler of workplace strategies

User Requirements

Describe the employee input given on the current and desired state of:

• Working patterns

• Use of space

• Collaboration needs

• Technology usage

• Workplace preferences

Challenges and Concerns

• Culture changeᵒ Concerns about remote working when you manage by walking around in the officeᵒ Concerns about an unassigned workplace (noise disruptions, privacy, perceived loss of status)ᵒ Loss of personalization of workspace; less sense of ownership ᵒ Loss of team cohesion and personal interactionᵒ Need the technology, tools and physical resources to support workshifting

• Management challengesᵒ Increased burden on managers and loss of manager controlᵒ Manager skills and ability to drive employees to work and be productive

• Customizabilityᵒ Respect cultural and geographic differences: standardization (80%); local customization (20%)ᵒ Address needs of different users workstyles

• Change managementᵒ Requires clear communications, internal PR, need to manage the cultural shift ᵒ Explain whether flexibility is offered as a choice, negotiated with managers, or mandatedᵒ Need to think about implementing incrementally/opportunistically to minimize business disruption

Cultural, Management, Customization, Change Management

Critical Success Factors

The workshifting strategy must…• Have leadership and employee support

• Be comprehensive, incorporating tools, systems, policies and support from all functional groups (Real Estate and Facilities, IT, HR) and business units

• Address unique aspects of employee work styles and cultures within different business units and geographies – “one size does not fit all”

• Be implemented opportunistically, with a 3-5 year roadmap

• Include a clear change management plan that includes transitional support, promotion and positioning to employees and ongoing communication and feedback mechanisms

<Insert Company Name> Proposed Workshifting

Approach

1. Create formal flex-work policies that ᵒ Enhance talent acquisition and retention ᵒ Create workstyle flexibility and productivityᵒ Match workstyle requirements

2. Build a next gen workplace that:ᵒ Leverages unassigned seating and hoteling

solutions for greater space efficiencyᵒ Increases productivity, collaboration and

innovation through space designᵒ Creates a more engaging and highly

branded workplace

<Company Name> Workshifting approach

Flex-work Program Approach

• Program basics: describe how the program worksᵒ 3 month trial and reviewed on a quarterly basisᵒ Responsibility for all travel costs to and from their ‘place of work’ᵒ Employees are expected to maintain performance ᵒ Separate work area must be available at homeᵒ Must be reachable via telephone or email at all times during working hours

• Flex-work definitions: define all types of “flex-work”ᵒ Telecommuting, remote working or home-based employees, flex-time working, part-

time working, flexible working

• Worker eligibility: explain which employees are eligible to participateᵒ Actual presence at place of work is not required to perform the job functionsᵒ Job does not require daily face-to-face interactions with other team members.ᵒ Job allows for measurement of work output and performance without employee present

at the office

• Start with X facility and business units; opportunistically expand to other facilities and groups

• Building X plan ᵒ Reduce workstation heightᵒ Collaborative workstation clusters ᵒ New project areasᵒ Plenty of meeting roomsᵒ Soft seating (couches, lounge furniture)ᵒ Creation of café style town squareᵒ “Zones” for social and quiet activities ᵒ Gaming areasᵒ LCD screensᵒ Media centerᵒ Wireless

Next Generation Workplace Approach

ESTABLISHING A FUN,

INNOVATIVE AND OPEN

WORKPLACE DESIGN

Desktop and app virtualization

High-def experience over any network

Collaborative work platform

Easy online meetings

Self-service app store

Follow-me data

Secure by design

Workshifting Technology Solution Approach

Workshifting Project TeamProject Members Responsibilities Decisions

Steering Committee (CIO, Facilities, CFO, HR, Business Unit VPs)

• Build & Communicate Vision• Communicate Objectives

• Budget Changes• Timeline Changes• Scope Changes

Stakeholders (Solution Owner, IT Stakeholders, Business Stakeholder)

• Support Exec Sponsors• Ensure Subject Matter Expert

Participation

• Business Process Changes• Project Approach

Core (Project Manager(s), Architecture Lead, Functional Lead, Implementation Lead, HR Lead)

• Project Management• Standards and Guidelines • Status/Communication• Resource Coordination• Employee Communications & Tools

• Resource Changes• Task Assignment• Risk/Issue Management• Change Management

Experts (Developers & Bus Analysts, Requirements and Test Architects, System Admins, Trainers, Workstream Leads, EA Coordinator, HR leads)

• Requirements• Design• Development/Testing• User Acceptance Testing/Training• EA Resource Coordination

• None

1Understand Strategies and Best Practices

2Analyze

Workstyle and Workplace

Needs

3Define the Strategy

4Evaluate

Technology and

Solutions

5Implement

the Approach

Workshifting Approach: 5 Steps to Success

Workshifting Project Timeline

APR

2008

MAY JUN JUL AUG SEP

Peer Best Practice Analysis

Workstyle & Workplace Research

Strategy Definition

Technology Solution Definition

Initial Implementation

Next Generation Workplace Readiness Tenants

• Listen but set clear expectations

• Provide a forum to let concerns be heard

• Decrease anxiety through open/transparent communication

• Present benefits that balance the costs

• Align workplace innovation to [Company] innovation

• Engage people with a diversity of opinions

• Make it fun

Next Generation WorkplaceChange Management Focus Areas by Month

MONTH 1Gather and

Address Concerns

MONTH 2Make It Tangible

MONTH 3Explain the

Details

MONTH 4Support the Transition Process

MONTH 5Build

Anticipation

MONTH 6Celebrate and Adjust

MONTH 7Adjust and Address

Big Issues

MONTH 8Work Out the Kinks

MONTH 9It’s How We

Work

Leading Change – The First 90 Days

Workstream

MONTHGather and Address Concerns

MONTHMake It Tangible

MONTHExplain the Details

Communicate • Create a site with living FAQs• Signage - old vs. new way of thinking• Centralize concerns (will help determine

stipend, priorities, and policy focus)• Communicate standard definitions• Set expectations with contractors• Hold Lunch and Learn (monthly)

• Announce neighborhood contest winners

• Hang floor plans • Announce policy decisions (ratios,

reserving workspaces, etc.)• Send video/email message from CEO• Provide instructions for relocations• Lunch and Learn

• Explain logistics of temporary moves • Announce stipend• Announce remaining policy decisions• Lunch and Learn• Spotlight the new workplace design

Utilize Champions

• Schedule regular Champion meetings to harness what they are hearing and explain the expectation of their role

• Champions lead neighborhood requirements definition

• Request that Champions attend group staff meetings to share information and engage people in neighborhood definition

• Champions finish neighborhood requirements.

• Champions attend staff meetings to answer questions about the policy decisions.

• Champions help lead the tours of temporary workspace, as needed

• Continue to meet with project team to raise risks and issues

• Continue to communicate out to the teams to which they are aligned

Build Buy-in

• Select /invite volunteers to assist in key activities

• Hold neighborhood design meetings• Hold neighborhood naming contests

• Utilize a committee of volunteers to help with communication

• Reach out to managers on the importance of their role (modeling, positive outlook, ability to influence)

• Help to prep temporary area• Help hang signage

Leading Change – Second 90 Days

Workstream

MONTHSupport the Transition Process

MONTHBuild Anticipation

MONTHCelebrate & Adjust

Communicate • Social media spotlight on what people bought with their stipend to make new workplace do-able

• Mid-month update on construction progress

• Visual social media spotlight– use photos to show progress

• Lunch and Learn• Publish updates to FAQs

• Countdown signage – daily• Explain how to use social media to

gather suggestions/ideas for what’s working and not working once implemented

• For meetings, provide instruction on how to make use of the new space

• Post information via social media on how things work (how to share your location, reserve meeting room, etc.)

• Lunch and Learn

Day 1: Giveaways at front door • Post information on social media

channels on how things work (how to share your location, reserve meeting room, etc.)

• Publicize the process for making changes…how suggestions will be solicited and when you will implement changes via social media channels

Utilize Champions

• Champions serve as SMEs for manager training focused on building skills to manage a team in new workplace environment

• Bring updates and positive messages to teams

• Actively solicit feedback• Help prioritize biggest issues• Act as ‘neighborhood host’ to

welcome people to thee neighborhood and take suggestions

Build Buy-in • Weekly morale events such as ice cream socials, lunch, off-site happy hour, lottery drawings for prizes for the new workplace

• Weekly morale events such as ice cream socials, lunch, off-site happy hour, lottery drawings for prizes for the new workplace

• Provide a forum for feedback (anonymous survey, listening sessions and social media) that enables people to share how it’s really going

Leading Change – Last 90 Days

Workstream

MONTHAdjust & Address Big Issues

MONTHWork out the Kinks

MONTHIt’s How We Work

Communicate • Written update from team lead• Publish new FAQs

• Make adjustments based on two months of feedback

• Lunch and Learn• Survey to measure success against

baseline

• Written update that includes statistics on utilization

• Publicize to others

Utilize Champions

• Prioritize recommendations that have been made for adjustments

• Gather input on lessons learned• Participate in lessons learned • Formal Thank-you to Champions

• Role completed

Build Buy-in • Provide a forum for feedback (anonymous survey, ‘listening sessions and social media) that enables people to share how it’s really going

• Buy-in achieved • Buy-in achieved

Building for Long-Term Success

• Employee Workshifting FAQ: Documents key Q&A about working from anywhere and the next generation workplace

• Workspace Usage Guidelines: Documents rules, etiquette and best practices for all of the unique workspaces in our next generation workplace

• Internal Workshifting Web Site: Provides employees a single, comprehensive resource for all workshifting needs, including a feedback mechanism

• Workshifting Manager Guidebook: Helps managers understand the benefits and how to manage, engage and measure teams in a workshifting environment

• Workshifting Employee Guidebook: Helps employees understand how to maintain effective communication, productivity and success while workshifting

Providing the workshifting tools and resources our business requires

Successful Outcomes

Metrics for Success

1. Real estate metrics: Density, occupancy, utilization, efficiency, agility, square feet per person

2. Financial metrics: Cost savings, cost avoidance, ROI, payback

3. HR metrics: Talent attraction and retention, employee satisfaction, employee engagement, team cohesion, connectedness and sense of belonging

4. Business performance metrics: Productivity (individual, team), collaboration, enhanced innovation capabilities

5. Sustainability: Contribution to environmental efforts, reduced energy costs

6. Comprehensive scorecard: Inclusion of all measures above

Workshifting Outcomes

Company Benefits Improve employee attraction/retention Seamless global M&A and onboarding Foundation for business continuity Flexible workplace solutions Improved space utilization Reduced real estate costs Greater productivity and innovation

Employee BenefitsBe more productive – in your wayBetter work-life harmonyChoose work settingWorkplace reflects work patternsCollaborate easily in-person & virtualAn inspiring work experience

Workplace Cost Savings

KPI Traditional Next Gen Workplace

Total Real Estate costs $2,400,000 $1,600,000

Total Gross Sq. ft. 60,000 40,000

Seating Capacity 300 300

Cost / Seat $8,000 $5,333

Gross Sq. ft. / Seat 200 133

Space Utilization 50% 80%

COST SAVINGS: $800,000 annually