Enterprise Alignment Alignment of Multiple Enterprise Programs
Dan Boutross SVP, Global Workplace Planning Exec , Bank of America
CoreNet Global MCR Class
Portfolio Optimization
My Work ®
Global Operations
Global Technology
Aligning Enterprise priorities to Programs in RE
Enterprise Wide CRE Programs Changing Business Environments
Enterprise Goals Portfolio
Optimization My Work
Global Operations
Global Technology
Shareholders Credit markets, bus contraction
Grow without growing
Mergers & Acquisitions Location decision-making
Transition planning
Workforce Best talent
Competitive advantage
Business Continuity
Infrastructure support
Recover
Horizontal productivity Environment Industry leader in green initiatives
Technology Advancements VoIP, Wifi, EVDO-ReVA
WiMax-4G-Location-based 2
Corporate Workplace Planning│ 2010 Jan Jumpstart
Aligning Multi Generation Programs
Program Lifecycle
Project and Program Integration
Generation I
• Set vision • Resolve risk • Develops process • Future end state
Generation II
Ensuring Alignment , Integration and Accountability
Governance and Stakeholder Integration
Program Tools
Communication and Change Adoption
• Performance Asset dashboards
• Location optimization tools
• Centrally drive work teams
• Track progress and actions
• Integrated direction
• Ensures discipline • Connection points between functions and disciplines
• Exec views,
• Associate /Partner views
• Integrate Change
3
Enterprise Program Management– Portfolio Optimization
4
EPM – Portfolio Optimization
EPM – Global Operations Council
EPM – My Work ®
EPM – Global Technology Council
Alignment across 5 assets: Office, Retail, Call Centers, Operation Centers, Data Centers
Markets
Businesses
Regions
Enterprise
5
Alignment of Approvals – Who communicates what ?
Bank of America: Proprietary
SMSA LOB Executive CRE Status Comments
Atlanta CSBB A AA Approved Oct 22, 2010
Boston GWM B BB Approved Oct/Nov, 2010
HQ CS&S C CC Approved Oct 30, 2010
Chicago GM&IB D DD Approved Oct/Nov, 2010
Dallas HL&I E EE Approved Oct 23, 2010
Jacksonville CS&S F FF Approved Dec 16, 2010
London GM&IB G GG Approved Oct 16, 2010
LA HL&I H HH Approved Oct 22, 2010
NY GWM I II Approved Oct/Nov, 2010
San Fran CS&S J JJ Approved Dec 16, 2010
7
Enterprise Governance Model
3 Year Strategic Plan •BAC Plan
•LOB Plan
Enterprise Real Estate
Strategy
Market LOB
Tactical/Execution Processes
“Strategic” • Enterprise driven • Proactive “Just In Time”
solutions to anticipate needs
• Increased Flexibility • Risk adjusted business
cases • Simplification
“Tactical”
• Line of Business focused
• Flawless execution
• Speed to Market
• Enhanced asset performance
HR Strategy Financial Policy
Regulatory Impacts Marketing
Technology Strategy
Brand/Government Relations
Co
rp W
ork
pla
ce
Ex
ec
Te
am
Glo
ba
l Pla
nn
ing
Te
am
Portfolio
T& I PjM
Enterprise Real Estate Strategy will deliver • Stronger linkages to Enterprise strategic plans • Streamlined decision making process • Ability to identify and fund long-term infrastructure investment opportunities
8
Enterprise Program Management– Global Operations Council
EPM – Portfolio Optimization
EPM – Global Operations Council
EPM – My Work®
EPM – Global Technology Council
9
10
Global Back Office Governance (Call Centers/ Ops)
Market Level Governance
• Headcount/Hiring: Track actual and forecasted hiring
•Real estate transactions: All lease renewal, expansion, contraction, and exit decisions reviewed and approved by Council for all key back office markets
•Capital investment decisions: All material infrastructure investment decisions within key back office markets to be reviewed and approved by Council
•Resource sharing program: Cross training, resource sharing, and career pathing across lines of business monitored and promoted
Market Expansion and Contraction Opportunities
• Opportunity Identification: Identify and model specific tactics to exit key back office markets and/or drive significant growth to go-to markets
•Business Approval: Obtain and document Council and impacted LOB directional approval for tactic including exit market, receiving market, timing, and use of levers (off-shoring, outsourcing, productivity, My Work, Home Based Agents)
•Government Relations/Economic Development Approval: Review tactic with appropriate parties for economic development impacts/opportunities
•Financial Approval: Develop formal business case and obtain funding approval for one-time labor and real estate exit costs
•Tracking: Monitor results of approved tactics against plan (run rate savings, number of market exits, number of market co-locations)
Executives representing contact center and back office operations functions across 5 distinct lines
10
Enterprise Program Management- My Work®
EPM – Portfolio Optimization
EPM – Global Operations Council
EPM – My Work®
EPM – Global Technology Council
12
Governance - My Work®
Steering Team
Program Management
Work Teams
Purpose Composition
• Set vision and direction • Track progress and actions • Resolve high level issues and barriers • Provide resources as needed
• Meets as-needed to review tollgates during re-engineering process
• Meets quarterly after process is established
• Ensures integrated efforts • Centrally drives activities of Work Teams • Ensures appropriate DFSS discipline is used • Resolves issues and barriers
• Develops process and deliverables to achieve future end state
• Ensures appropriate connection points between functions and disciplines exist
• Meets weekly during re-engineering efforts
• Transitions to My Work BAU post-re-engineering
• Individual work teams meet weekly or more frequently as needed
• Extensive work progress expected between meetings
• Transitions to My Work BAU post-re-engineering
• Corporate Workplace • HR • Q&P • Finance • Technology • Risk &Legal • Tax
• Corporate Workplace • Q&P • Project Mgmt • HR – Learning • Technology • Risk
• Platform
• Program/
Time
Ensuring Alignment and Accountability of My Work Deployment
(Includes Support Partners)
13
Alignment Adopter Fit Profile for Virtual Work
14
Adopter Fit Profile
Tool used to assess potential change management issues that need to be addressed with the business unit.
Leadership Support
Associate & Manager Interest
Information Security & Regulatory Requirements
Flexible/ Mobile Work Function Associate &
Manager Interest
Leadership Support
Info Security & Regulatory
Requirements LOB Fit Profile Best Fit
Flexible/ Mobile Work Function
Governance and Oversight
Multiple partners have responsibilities for comprehensive governance and risk management for My Work
15 Bank of America: Confidential Accountable Support
Action/Results Desired GWS GHR L&LD Risk LOB Mgr. Assoc.
Revalidate LOB charters – Ensure alignment with LOB risk appetite & value proposition
Reassess job function eligibility – At the discretion of the LOB to support changes in business goals
Implement mandatory My Work training – Completion is required for enrollment; consider annual refresh requirements
Expand training & awareness – Improve virtual leadership skills
Validate employee enrollment – Annual validation to reaffirm appropriateness & ensure manager agreement
Register eligible contractors – Expand My Work registration
Virtual workers not in My Work – Identify them, either enroll them or ensure they work from the office
Establish governance & controls – Avoid under-utilization of space by non-enrolled flexible employees
Develop & implement “free addressing” – Improve workspace efficiency in high demand markets
Verification of space release – Annual process to ensure My Work employees do not have assigned seats
Ground rules & guidelines – Managers adopt routines to lead distributed teams effectively
Staying connected – Routinely connect face to face with teams & managers in the office
Run the Program
Support, develop and manage tools and systems
Monitoring and reporting
Program development
My Work®- 2011 Action Plans and Priorities
Place Solutions
Optimize established My Work Centers
Expand My Work network of places
Expand the Program
Increase contractor registration
Research and test desktop virtualization
Launch non-US program in additional countries
Manage Risk
Leverage existing resources
Proactively engage risk
Reduce perceived program-related risk
Associate Engagement
Achieve virtual work SME status within enterprise
Develop ease of access to content channels
Create ambassadors from program allies
16
Virtual Event Tours
Lobby Lounge
Landing zone containing directory of event locations
177 (100%) of attendees visited
Virtual gathering location where group chats can occur
141 (80%) of attendees visited
Showroom floor containing exhibit booths
131 (74%) of attendees visited
Virtual theater featuring pre-recorded web presentations
132 (74%) of attendees visited
17 Exhibit Hall Auditorium
A virtual event capability used to bring My Work associates together for education, networking and collaboration in a dynamic, user-defined multimedia environment.
Integrate learning – Just in time
•A suite of tools designed and used to get
to the core of the problem and identify
opportunities and gaps
•Analysis balanced with engagement and
field knowledge
18
Corporate Workplace Planning│ 2010 Jan Jumpstart
People Who are we?
Education Skills
Competencies Personalities
Psychology Why do we work
the way we work? Cultural Index Push vs pull
Career life cycle Generation
Process
How do we work? Self serve
Simply everything Six Sigma
Productivity What is the result
of our work? Innovation
HOSHIN Targets Virtual distance
Place Where do we work?
Right Markets/ locations Right Size
Business Continuity Distributed
Align Future Work Behaviors - Anthropology of Work
We must understand our associates’ behaviors in order to respond to their
needs and optimize their contributions.
19
Primary components I. Physical Distance
Geography, space, time Role of personality types Tools to overcome
II. Operational Distance
Team size, systemic noise, distractions, multitasking Short term solutions Technical skills & support
III. Affinity Distance
Bonding with colleagues, cultural differences, social behaviors Role of Shared Mental Models
Social distance
The greater the Virtual Distance among the members of a team, the more problems team members will experience
VIRTUAL DISTANCE= COST
Integration – My Work and Virtual Distance
Virtual Distance™: The perceived distance between two or more individuals when primary methods of communication & coordination are not face-to-face. © Virtual Distance International
20
Solution: Multi Gen Enterprise Program Management
EPM Lifecycle
Project and Program Integration
Generation I
• Set vision by EPM
• Resolve risk
• Develops process and deliverables to achieve future end state
Generation II
Ensuring Alignment , Integration and Accountability
Governance and Stakeholder Integration
EPM Tools
Communication and Change Adoption
• Performance Asset dashboards
• Location optimization tools
• Centrally drives activities of Work Teams
• Track progress and actions
• Establish tollgates
• Ensures integrated efforts and direction
• Ensures appropriate Six Sigma discipline is used
• Ensures appropriate connection points between functions and disciplines
• Exec views,
• Associate /Partner views
• Integrate exist Change adoption team
• Education to associates on key message of EPMs benefits
• Common management team reporting and delivery
• Reduce multiple approvals to across stakeholders
• Partial integration of common stakeholders Corporate Workplace, HR, Q&P, Finance, Technology, Risk, Legal, Tax
• Partial integration of Governance such as Global Operations and Global Technology
• Partial Alignment of EPMs such as My Work and Portfolio Rationalization
• Leaning process overlaps across EPMs
• Establish tools to evaluate risk at enterprise level for common EPMs
• Linkage of some tools and provide more holistic performance metrics
?
Generation III
21