future of work models

1. Exploring the
Workplace of the
Future
Mark Needham
EMEAR Hybrid Work Leader, Global Collaboration Sales, Cisco

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Agenda
1. Amara’s Law
2. Food for thought
3. Still Learning
4. What is a Next Gen Workplace?
5. Business Impact
6. Opportunity

3. "We tend to overestimate the
effect of a technology in the
short run and underestimate the
effect in the long run."
Roy Amara
Past president of the Institute for the Future.

4. 2000
4000
6000
8000
10000
12000
14000
16000
18000
20000
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Overestimate
Underestimate
How humans think about the future
How technological productivity develops
Dot-Com Peak
0
1994 1995 1996 1997 1998 1999 2000 2001 2002 2003 2004 2005 2006 2007 2008 2009 2010 2011 2012 2013 2014 2015 2016 2017 2018 2019 2020 2021
Years
Nasdaq
Points

5. 2000
4000
6000
8000
10000
12000
14000
16000
18000
20000
© 2021 Cisco and/or its affiliates. All rights reserved. Cisco Confidential
Overestimate
Underestimate
How humans think about the future
How technological productivity develops
Dot-Com Peak
0
1994 1995 1996 1997 1998 1999 2000 2001 2002 2003 2004 2005 2006 2007 2008 2009 2010 2011 2012 2013 2014 2015 2016 2017 2018 2019 2020 2021
Years
Nasdaq
Points
Realisation

6. The future is hybrid - but are you ready?
Two-thirds of companies
lack a detailed plan for
handling hybrid work ...
... and employees feel
anxious about that.
Source: McKinsey SHAKER ACADEMY
The Future of Work
Ecosystem
b
y

7. Companies that offer more flexibility in work arrangements have the best
chance of attracting top talent at the best price.
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8. "The Microsoft study says
remote work has also
changed the way
employees communicate,
causing them to rely more
frequently than before on
asynchronous
communication, such as
email and instant
messages, and less
frequently than before on
synchronous
communication, such as

9. Our experience has been the opposite
People + Process + Technology = Incredible
Hybrid Working result.
Last 12 months:
• 14 acquisitions
• 25,000 new patents*
• 23 new “major” products
• 79,500 “ Home Offices”
• 270 Return to Offices/ 88 countries
• 2000+ new hires
• #1 Global Supply Chain (Gartner)
• Launched 70 pandemic support projects in 25 countries in 10 days
• Products and Company Net Zero by 2040

10. #1 Great Place to Work
2019 & 2020

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12

13. 52%
Managers &
Employees in
different cities
13
79% Telecommute at least
once a week
61%
Do not need
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to be in office
50%
Classified as mobile
As mobile workers
66%
Flexibility over Pay
ALWAYS AVAILABLE
INTEGRATED
ANYWHERE
TEAM COLLABORATION
Our Hybrid Workplace Journey was
underway pre pandemic
MOBILITY ON DEMAND
48%
Collaborate with
people in different
time zones
9% work in a fully
remote manner

14. Data Insights
Leading insights
Conscious Culture
• “Conscious”, this means
making sure both
management and employees
practice self-awareness of
the environment they’re a
part of, and that everyone
feels accountable,
empowered, and expected to
act in a way that is in
accordance with the culture
Cisco seeks to foster.
• Making data-driven decisions
and provide flexibility so our
employees can do their best
work feeling safe and
supported.
Leaders & Teams
• As we empower our
employees to work from
anywhere, employee
engagement is critical. This
translates to close alignment
within teams, a shared sense
of purpose and excellence,
and a feeling that teammates
have each other's backs
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Technology
• Technology drives workplace
culture, but it's also the other
way around, where the
culture and the company's
thought leadership will shape
the way technology is used.
Executive Courage to listen, to lead, to connect, to act and to leverage the momentum

15. People and
Communities
Workplace
Resources
Technology
Hybrid work strategy developed jointly
Focus on experiences understanding
changing business and employee needs
Data on employee sentiment informs
journey
Cisco’s approach

16. • Hybrid experiences powered by team
rituals and technology create
collaboration that is fair and inclusive
irrespective of location
• Enhanced teaming that accepts and
encourages balancing
innovation/creativity/collaboration in
hybrid work
• Roles focused on outcomes, process,
offering needs
• Workstyles drive how employees
chose where they work, how they
work and when they work
• Workstyle, Technology and Places will
put employee at the center with
leaders engaging them to understand
and support their preferences
• Relationships, behaviors and mindset
enable inclusion in our company
culture
• Leverage technology and data to drive
inclusivity and connectedness with our
employees regardless of virtual or
physical preferences
Next Gen Thinking

17. 17
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People first
• Employee Consultation
• Define a proactive Hybrid Work policy
• Focus on outcomes not hours
• Be authentic and encourage staff to embrace
Hybrid Working practices
• Culture is driven by real time Interactions and empathy, not
presence

18. 18
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Questions your Workstyle norms
The
Work
Team - Individual Preference
• What portion of employees days are “active meetings”?
• Do you have the right resources and rituals for both
synchronous and asynchronous work?
• Are leaders willing to adjust their preferences to align to
their teams?
• Do I trust my employees to effectively balance their
wellbeing and their work performance?

19. Business Need
Employee
Preferences
Technology
& Services
Cisco’s Next Gen Hybrid
World
Carry our
experiences forward
Ongoing
learning
Everyone is
hybrid
• Hybrid is the norm for our
employees
• Develop new collaboration
rituals and leader capabilities
• Deliberate and cautious office
re-entry
• Our experiences from the last
18 months allow for work mode
optimization
• Are policies and practices fit for
hybrid?
• How do we advance
connectedness and push
towards more inclusion
• AND – how do we maintain and
improve our well-being
Determined by:

20. The new hybrid workflow
Do Focused
work at home
Getting Ready to
Head to Office
Productive
on the Go
Intelligent
Workplace
Interactions
Arrival Experience
Personal
Space
Reservations
and Automation
Booking and
Room Experience
The Inclusive
Hybrid Meetings
Visibility
and Analytics

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5
Reimagine Office
Workspace
Health and Safety Practices
• People Density, Movement, Distance
• Cleaning and Hygiene
• Contactless Interactions
Hybrid Workplace
• Blending home, mobile and office
• Increased technology to support
Workplace Design
• Personal Offices > Huddle Spaces/ Jump
Rooms
• Desks > More collaboration spaces
• Open Spaces
• Formal > Informal

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Privacy
Visibility
Availability
Integration
Wellbein
g

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The business case for hybrid working
Reduced
travel spend
Real estate
optimization
Increased
productivity
Reduced
employee
turnover
Organizational
agility
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28

29. Proven Business Continuity
• #1 Great Place to Work X2
• 14 acquisitions
• 25,000 new patents
• 23 new “major” products
• 79,500 “ Home Offices”
• 270 Return to Offices/ 88 countries
• 2000+ new hires
• #1 Global Supply Chain (Gartner)
• Launched 70 pandemic support projects in 25 countries
in 10 days
• Products and Company Net Zero by 2040

30. 4 Steps to
the Hybrid
Workplace
1: One application for getting work done
2: Make Remote & Hybrid Work
Sustainable
3: Adapt your office space
4: Manage all locations, people & device

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Creating
your own
executive
vision for
success
As a … (What is your
role/ title)
I want to … (What is
your business
process)
So I can … ( What is
your desired
outcome)

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Want to dive deeper into
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workplace?
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and learn the skills
needed at your own pace
from experts in their field.
https://shakers.podia.com/hybrid_workplace_no
w

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