My entry for the 2011 FD Career Challenge about HNW/NWoW.

1. Het Nieuwe Werken (HNW)New World of Work (NWoW) FD CareerChallenge 2011 Lieke Muller

3. Ambitious

4. Global young professional with international experiencebutstill as Dutch as a portie bitterballen and Koninginnedag

5. Allergic to boring PowerPoint bullets, so…My name is Lieke Muller. The bulleted ‘facts’ about me tellyousomethingabout me butthenyoustillwon’tknowwho I reallyam. My passions are writing, reading and cooking. I love to travel and meet newpeople and cultures (and food). At work I often bridge gapsbetweenpeople, outsideworkI’musuallysomeonewhogets a party started. Even though I canbepretty smart at times, I’malsobe the clumsiestpersonyou’ll ever meet. Making a reallyclever remark justbeforespillingcoffee over a desk/keyboard/myself is amongmy expertises. At the moment I wouldlike to furtherbroadenmyhorizons. In the future, I wish to start myowncompanyconnecting and enablingpeoplefrom all over the world to worktogethertowardscommon goals – either commercial or as an NGO.  did I mention I like to write?

6. First I will cover some of the obviousbenefits and differencesbetween the traditional waycompanieswork and the newworld of work (NWoW). Havingcovered the most important differences I will look into the shift we have to make to getfrom A to B. Finallythere’s a conclusion/adviceforcompanies and employees consideringshifting to the New World of Work. The information and conclusions in thispresentation are basedonbothmyownexperiencesworking in an international environment, as well as on feedback, referrals (to articles, presentations and people) fromcolleagues, friends, family and totalstrangers. Photo credits: http://www.inmagine.com Other images werecreatedbymyself Tradition vs. New World of Work

7. Tradition vs. NWoW WORK HAPPENS FROM 9 TO 5, LIFE TAKES PLACE OUTSIDE THOSE HOURS GO TO THE BEACH DURING THE DAY, WORK FROM HOME IN THE EVENING

8. Tradition vs. NWoW STUCK IN AN OFFICE WORK EVERYWHERE & ANYWHERE

9. Tradition vs. NWoW WORK HAPPENS FROM 9-to-5 WITH LOCAL EMPLOYEES WORK AROUND THE CLOCK AND AROUND THE WORLD: CONTINIOUS IMPROVEMENT

10. Tradition vs. NWoW BLINDLY FOLLOW THOSE WHO WENT BEFORE YOU DO WHAT YOU LIKE AND WHAT YOU’RE GOOD AT IN YOUR OWN PACE

11. Tradition vs. NWoW STAYING PUT & NOT SHARING KNOWLEDGE OR INFORMATION DIPPING INTO A DYNAMIC, GLOBAL POOL OF EXPERTISE, EXPERIENCE

12. Tradition vs. NWoW INFORMAL, UNOFFICIAL COMMUNICATION BY TALKING NEAR THE COFFEE MACHINE “MANAGEMENT BY WALKING AROUND” REAL SOCIAL CONTACT RISKS BEING REPLACED BY ONLINE- AND TELE-COMMUNICATION

13. Tradition vs. NWoW REQUIRES A LOT OF SPACE & TIME (=WASTE) REQUIRES A LOT OF TRUST & SELF-DISCIPLINE (=MATURITY)

14. NWoWrequires a paradigm shift. The newstructure of anorganisationwillneed to focus on the strenghts, ambitions and ability of the people and match them to the business needs – ratherthan fitting peopleinto the needs of the business Both employees and organisationswill have to makeadjustments in the waytheythink and behave. Employerswillneed to TRUSTtheir employees to do the work, while employees willneed to accept full RESPONSIBILITYfortheir output. Besides the way employees and companieswork, NWoWalsorequires a newway to develop and grow. Ratherthangrowinginto the hierarchy of a company, NWoWinspirespeople to reflectonwhothey are and whothey want to be(come)as a person. The best thing you can become in life is yourself Paradigm shift

15. Traditional organisation: top-down Everything and everyone has to fit in to meet the needs of the organisation. Personaldevelopmentmerelyexists to further benefit the organisation’s (future) needs and requirements.

16. New World of Work: bottom-up Smart and experiencedindividualsbecome more independent and get more responsibility. Ratherthan managing others, people Organisationsneed to look at their employees as internalcustomers, ratherthan as tools to serve externalcustomers

17. New World of Work: TogetherAlone Individualswith different expertises in variouslocations combine theirstrength to worktowards a common goal. Workingtogether, individualssharepassion, knowledge and experience – thusfurtherdevelopingthemselves as independent individualswith a broaderknowledge.

18. For thosefamiliarwithMaslow’sHierarchy of Needs, NWoWfocuseson the top twoneeds of the pyramid: self-actualization and esteem. Bycombining different expertises and experiences in one team; the sumbecomeslargerthan the equation NWoWresults in…

19. Ifyoutreatyour employees as internalcustomers, it is important to listen to theirneeds and preferences. Thoughsomepeoplemaybeperfectlycapable to workfrom home, othersmayappreciate the comfort and socialsurroundingsthatcomewith “office life”. It is vitalforboth the organisation as well as the people to find the individualbalance. NWoW is not the perfect solutionforevery employee ororganisation. Don’tblindlyfollowNWoW. Itmayunleach a few stars and inspirethem to reachnewheights, butyou risk a negative impact onskilled employees whopreferhierarchy and structureratherthanpersonaldevelopment and a dynamic environment. Regardless of the benefits we see, changedoesn’tnecessarilymeanimprovement. Conclusion

20. Vimal CV, YacineNdione, Yvonne Buma, Arthur Kruisman, Marcus Rolloos, Joep de Hoog, Harald Overbeek, Hans Muller, GeorgioMosis, Peter den Ridder, Hannie Bouwmeester, Erik van Eykelen, JakolienSok, Lieke Lamb, Floor Nobels, Sandra Beenhakker, Dick Rochât and alsoJasonFried’s TED presentation “WhyWorkDoesn’t Happen At Work” Feedback through: LinkedIn, Twitter, Facebook, e-mail, telephone and bysimplytalking to people over a cup of coffee and a slice of home-madeapplepie THANK YOU to everyonewhoinspired me and provided me with feedback and insights It’s notaboutwhatyouknow, it’swhoyouknow FD CareerChallenge 2011 liekemuller@ziggo.nl