5 minutes with... Rachel Xavier

A headshot of Lou Shackleton, a smiling white woman with dark hair and glasses.

Business Designer

3 minute read

Meet Rachel - Service Designer at Cancer Research UK, who will be speaking at Camp Digital 2019. We spoke with her about how the rise of technology influenced the way we work now and she told us her biggest achievements of working with the Stand Up to Cancer team.

Rachel Xavier

At Camp Digital, you’ll be discussing the changing workplace and the future of work. Why is this important and what can the audience expect?

Advances in technology have transformed the way we interact with people and companies, how we buy new things and how we learn. It’s also had a massive impact on the workplace and our expectations for where, how and when we work, and the scale in which we collaborate.

In the days before laptops, the internet, and mobile phones, workplaces created a very static working environment. Staff became comfortable with the stability of travelling to the same office every day, sitting at the same desk, and switching on a computer that doesn’t move from its stationary location. So, people spent most of their days in face-to-face meetings, because there was no other way to work together.

Thanks to advances in technology and connectivity, change started to happen. We can now work around family commitments or when we’re most productive, and as a result, organisations retain amazing talent and attract a new workforce who couldn’t easily work within previous conditions, such as working parents, like me.

Cancer Research UK has recognised this global shift and launched a programme called Future of Work with the aim of building a working environment that is flexible, collaborative and adaptive. All things that we believe work together to build a 21st Century working environment.

During my talk at Camp Digital, I’ll take the audience through our test and learn approach to building this 21st Century environment at Cancer Research UK. From the research that underpins our understanding of the changing workplace, our approach to removing the technical barriers and, most importantly, how we’re exploring different ways to change the culture and embrace new ways of working across the whole organisation.

What are some of the biggest challenges you faced as a founding member of the Service Design team at Cancer Research UK? And your biggest achievements?

One of the biggest challenges of any new team is establishing yourself, building the trust of teams around you and having impact quickly. In an environment where embracing Lean and Agile principles in everything we do was new, and in some cases unheard of, the Service Design team needed to educate the rest of the charity on the benefits of this approach. We set ourselves a target of having the biggest impact possible by challenging teams to develop products and services in a different way and upskilling the organisation in both soft and hard ‘digital’ skills.

One of my biggest achievements is with the Stand Up To Cancer team. As one of the first pieces of work that I lead, we started from a position of broken trust, decision making that wasn’t led by user insight and a strong command and control culture. Now the team are empowered to make user-centred decisions, from the marketing right through to website development. The team now run their own Design Sprints, create lean testable prototypes and write value-driven user stories for the Stand Up To Cancer website.

What digital breakthroughs are you most excited to see in the future?

I think we’re just scratching the surface of breaking down the cultural barriers to a truly flexible way of working. I'm really interested in the changes that workplaces will embrace and the impact that this will have on a macro level. For example, if organisations embrace flexible working to its full potential, we may start to see property searchers feeling less burdened to find a home with an easy commute to work. And the demand for public transport during rush hour may decrease as employees work from locations more convenient for them or during working hours that do not resemble the standard 9-5pm.

What are you most looking forward to at Camp Digital?

I'm looking forward to meeting others who are on a similar journey in their organisation. It's easy to get stuck into the day to day of the work but it's important to stop, listen and learn from others to understand how they’d approach the same problems.

Thanks to advances in technology, the world is in constant change, the way we interact
with friends and family and buy products and services and the way we consume content has all changed
thanks to technology and the workplace is no exception. In the days before laptops, the internet and
the mobile phone, workplaces created a very static working environment.
People got used to going to the same office, sitting at the same desk, switching on the same computer
that never moves from its location and spending most of the day in face to face meetings because
that was the only way we could work together. Thanks to technology and greater connectivity,
change started to happen. We can now work around family commitments, or at times when
we're most productive. And as a result, organizations can retain amazing talent and attract a new
workforce that couldn't easily work under these conditions, like working parents like myself.
Cancer Research UK has recognized this shift and have created a program to address
this as our opportunity when we move to our head office in Stratford, towards the end of this year.
So this is our opportunity to respond.
The vision for the future of work program, was to understand the changing workplace and
the challenges that exist at Cancer Research UK and remove the barriers to working in a
flexible, collaborative, adaptive and productive way. All attributes that we believe work together
for an organization that needs to thrive in the 21st century way of working.
The program was designed to address the full stack of change,
from our hardware and software, our processes and structure,
right through to our cultures, our behaviors,
The way we do things around here.
And then when we use words like "adaptive", it's really important that we explain what we mean.
In my experience, language is often the biggest barrier to change.
So it's really important that we use words that make sense and people could understand.
Because they are core to the program that we're running.
So flexible: this is having the technology, the environment and the policies
to share and to work in a different location.
Regardless of whether that's working from home,
or whether that's working in a different location within the office.
Collaborative: This is having the tools and the environment
to share, co-create, and work on projects together.
Adaptive: This is building the willingness and the resilience
in the organization to try new things, learn from those experiences
and actively make change to improve ourselves, our processes
and the way that we work as well as how the program is run.
And productive: We believe if we build an environment that
is flexible, collaborative and adaptive, we will work on things that make more sense to
the charity and add more value to the work that we want to do.
It was really important to the program
that the culture and behavioral change that we wanted to see, had the same
level as importance as the environment and the hardware changes that we were doing.
So the things that are more easily seen and understood, the tangible things.
So the design of the program reflected this.
We broke the program down into three ways of activity to reflect
the fact that behavior change is just as important. The first wave of activity is aimed at giving
the tools for change to staff. So this included rolling out laptops to staff across the organization,
and ensuring that anyone can work from a flexible location. So they don't always have to be
in the office. They can move around. We adopted cloud based software in our case,
Microsoft Office 365 to enable staff to access files and folders regardless of their location.
We upgraded to Skype enterprise voice, removing the reliance on traditional desk phones so
staff can communicate regardless of where they are, whether in the building or outside.
And we introduced Test & Learn as our methodology in the program. And we started out with initial
experiments that looked at some of the our initial assumptions. So we sent laptops to
regional workers because we had an assumption that staff could self serve their own setup.
And we also usability tested meeting room equipment,
that we wanted to make a decision on for our head office move in Stratford.
Wave 2, which is the wave that Iead on
and the one I'm most excited about, is exploring new ways of working,
now that we've removed the technology barriers, you've got the tools to change, now let's explore.
And in this wave, we've investigated in some of the culture and behaviour barriers,
that exist at Cancer Research UK.
We've created organisational plans
that allow anyone at CRUK to test new and improved ways of working and we're analyzing
the insights gathered across the entire organization,
to make recommendations as to how we should work when we move to Stratford and beyond.
And then Wave 3, is about turning all the insight from the trials that we are running
at the moment into our new normal. And this is presenting back to the organization all
of the insights that gather for the trials across the organization.
We're going to create, redesign, and improve our processes,
our guidances, our HR policies, to reflect the insights that's been gathered.
And designing the right processes for continuous learning.
We're really conscious that the insight gathered during this trial period
will become old as soon as the program finishes
So we need to have the staff equipped with the right resources to allow anyone in
the organization to continuously learn and improve on our culture.
The engines and specialist knowledge are the skills and capabilities
that each wave of activity can pull on, in order to achieve its objectives.
We have governance which oversees all elements of the program, the
coordinates our reporting and running our decision making processes.
We have comms which owns the whole narrative
of both the Future of Work program and our move to Stratford,
ensuring everybody has all the right information that they need
in order to make the right decisions and run their trials.
We have Test & Learn, which is an engine that I lead on and this drives the experimentation.
This gives the staff the right resources and capabilities to run their own trial
as well as encouraging the program itself to test and learn on ourselves.
We have knowledge which coordinates our information gathering,
helps us make sense of the data coming back and play this back to the organization.
Technology change, make sure that we've defined and refine our processes, our technology processes.
We have HR employee services who own and write our HR policies and supports the organization
in the co-writing of the iterations of those policies.
And we have learning and development.
And they own the technology training to support the upskilling of the organisation
in the tools that we are using across the organization.
And we have behavioral scientists at Cancer Research UK
who are supporting with the measurement of the behaviour change.
So to delve a bit more deeper into Wave 2 specifically,
we started our journey with starting to understand where we are as an organization,
the challenges that we face, in working in a flexible, collaborative and adaptive way.
In order to do this, we ran face to face workshops, Skype meetings, to
gather insights across the entire organization. And we ran sessions called wall of challenges
which delves a bit deeper into department specific challenges.
We conducted external research to understand what other organisations are doing in this space.
We also had to understand some of the needs from the Stratford move perspective
that we promised or needed to have in order for our move to
the new building to be successful. And we also worked alongside our executive board
to understand if there was anything that they wanted to address in this opportunity of change.
We analyze all that data and boiled that down into six organizational themes.
Now we're in the middle of our journey which is the Test & Learn outputs. This sort of the Test and Learn
journey that we have here and this is where we have designed self serve trials that any
member of staff at Cancer Research UK can run their own trial understand what works and what doesn't.
And feed their learnings back into the Future of Work program.
And then in September of this year, we will transition into Wave 3
which is taking all of those insights and redesign
and design our processes, our HR policies and guidance.
So the six themes we're dealing with in Future of Work Wave 2
is our flexible working, activity based working, meeting etiquette,
Online tools. File management and reducing paper. Each theme is led by a
representative at Future of Work, who works alongside a selected community of department
change leads across the organization and they're representatives of their team and it's their
responsibility to cascade information about their theme to run their trial to gather the
insights and to feed that back into the Future of Work team. The Future of Work theme lead
is responsible for ensuring that the department change lead has everything they need to run
their trial so that can be answering questions, creating resources, giving guidance and sometimes
going into team meetings and running workshops with them but it's essentially their resource,
their help to get their trial up and running. So to go into a bit more detail into each
one of these themes, flexible working, our challenge that came out of research was there's
a lack of consistency across the organization about what is and what isn't culturally allowed.
We have at Cancer Research UK both informal and formal flexible working and the formal flexible
working is a contract change that you want to make and that might be reducing your hours
down to part time or changing your base location to working from home. This was well understood
by staff. People knew what they wanted to do. They understood the processes. It was
the informal flexible working that was less clear and less and less consistent across
the organization. And this was our focus for Future of Work. The informal flexible working
enables staff to flex their working location or their hours so they start and end time
to find a better work-life balance for them. And it means that they can work in a time
that is most productive for them both benefitting staff and the organization. The reason for
this challenge is mainly because the decision to allow that level of flexibility was left
to the discretion of managers. And the flexible working policy essentially dealt with the
legalities of flexible work and not necessarily the cultural impacts of decisions around flexible working.
So there was a need to support managers to lead their team by outcomes and not presenteeism.
So our approach for flexible working, we focus primarily on educating and enabling the organization
to one of three month trials to test out flexible working. HR refreshed the flexible working
policy and we put that out into the organization as a three month trial. We created a managers'
toolkit which went into more details about how managers can run a team that they don't necessarily see.
We created a short video for managers which introduced all the resources available to them to run
their three month trial. But more importantly it had the Executive Director of HR in the video. Senior endorsement.
It was really important to us, predominantly technology team, that we had the backing of HR, and we were
seen to have the backing of HR when dealing with a topic like flexible working.
We created an experiment planning training guide in the form of a one hour workshop for anybody to
be able to run. It had a facilitator's guide so they knew
exactly what they needed to do step by step and ensured any head, manager or director
could run their workshop from understanding how their team works now.
Some of the things they want to trial, and set metrics in place to measure its success.
Now we're in the trial period. We run monthly
online drop in sessions for anyone to ask a question about flexible working. And these
are led mainly by HR. And we often attend meetings to support with the setting up of
those trials or supporting any questions that come out.
For activity based working I guess
the challenge for us was collaboration was built very much into the heart of the building
in Stratford, there was more physical space to be working together.
And less fixed desk locations but in reality, culturally we just weren't ready for this shift.
We weren't ready for hot desking and not ready for true collaboration so what we
focused on was changing the perception around meeting rooms because there was a really strong
meeting room culture at Cancer Research UK and we challenged ourselves to look at whether
we actually need a meeting room or whether we just need a space. As well as educating
and enabling staff to use these type of spaces.
We worked along HR to write a brand new activity based working policy to
offer staff guidance on the types of spaces available, how to use them, as well as the
health and safety issues around each space. Some of the things that were included in that
policy was not taking a desk when you're in meetings all day or beach towelling we like to call it.
Or using a quiet space when you want to do focus work instead of sitting in
the office, you know, open planned office with loads and loads of noise. Included in
the activity based working policy was a clear desk policy ensuring staff can feel comfortable
to sit at any desk and not feeling like they're intruding on someone else's home with pictures
of dogs and children and all sorts. There are exceptions to this rule. There are jobs
that don't lend itself well to activity based working. For people that work at an IT help desk.
We are looking at a subsection of the entire workforce at Cancer Research UK
As part of Wave 1, giving everybody tools to be able to change,
we also built a collaboration space in our office that looks similar to
the type of space we would have in Stratford and that was to provide different working
locations for people to work with in the office. So they can bring to life their trials in
a real sort of way. So at the moment we're testing the comprehension of that policy as
well as implementing those principles in a three month trial
to understand what works, what doesn't so we can change
and iterate that policy ahead of our move to Stratford.
Meeting etiquette.
Now our challenge with this we heard through research was people were really struggling to dial in on meetings
and having really poor meeting conditions. So we heard from staff that people were forgotten
on the phone or they were not included when there was face to face or post its all over
the walls. There's no way for them to interact. Or worse they were sitting on a Skype call
waiting to be dialled into a meeting only to give up. We also had the assumption that
as more people work flexibly this problem will scale and become an organizational wide issue.
So meeting etiquette started life as Skype etiquette.
providing details on how to have an effective Skype meeting or online meeting
what you need to do before, during and after your meeting. And this was posted in every
meeting room with a phone across the building. But as the new technology started rolling
out, we started to see some really new and interesting behaviors, like people being on
BBC News in a meeting. So we had to expand this theme to look at meeting etiquette face to face.
Meeting etiquette in collaboration spaces
as well as online meetings. So we rebranded. We created three different guidance. We cascaded
that information. And now we're in the process of teams now testing the principles over a
three month period and every month we are gathering results from those trials and we're
now in our third iteration of that policy.
Online tools: so the challenge we heard was introducing
Microsoft Office 365 and we have have other tools such as Myro, Trello, Slack.
People were really, really unclear as to what tools they should use when and how
best to use those tools which presented an opportunity to look at a full stack of offering
that we have at Cancer Research UK. Understand what works and what doesn't work for the types
of roles that we have that at the charity. We focus on educating staff on each tool and enable them to
run tests on this software in a safe environment. To ensure that they don't break anything.
And they can feel comfortable with a view to at the end of Wave 2 we can make a recommendation
back to the organization, backed up by data to say, this is the tool that you should be
using for this type of job. And this is how you can use it.
The online tools theme is broken down into three prongs.
We have self serve, we have as is plus and we have bespoke trials.
The self serve section is a group of software tools that we believe any staff
can pick up without having to go to a training session.
You can sort of just pick them up and learn. Things like Microsoft Whiteboard or Microsoft
OneNote for individual use. We have provided some guidance which live on our Future of Work
SharePoint site on how to set these tools up and how to use them. As is plus is an extension
of training that was already available by learning and development. We created in depth
training sessions that's run on Skype. For each tool. And we have also created a tool
selector so staff can select what tool best meets their challenge and attend that session.
So they don't have to attend sessions for every single tool.
They can choose which one they want to go to. We've created sand pits in these tools for staff
to test all the functionality they like without fear of breaking something or changing something
permanent. And then the bespoke trials, this section focuses more on department specific
challenges that cannot be solved by picking up a new tool or training an attending session
so staff are encouraged to submit their challenge to Future of Work which is analyzed by us.
And then we build a small team around that challenge to help them run their own trial.
File management: so we heard through research that staff cannot find their files and folders.
And that is a complete mess. We got files from 1999. They cannot find it. It's a complete mess.
And we know that being able to access files and folders from a flexible location
is core to us being achieving our vision. So our approach really was not to design this
into a trial. Because we actually had another project looking at shifting our network drives
over to shared cloud location. So our role in future of work was to get the prep work done
so we built a working group across the organization of department change leads and
it's their responsibility to audit fun job, audit all the files we have at Cancer Research UK
and design a file structure for staff to more easily be able to access their files
and folders regardless of their location. And reducing paper. So this didn't really
come out of research but it's Cancer Research UK's ambition to reduce the amount of paper
we use and with the introduction of new software tools, this is a really good opportunity for
us to look at how much paper we're using and use the tools instead of printing.
Tools like Microsoft OneNote for note taking. So every month we present each department
with stats on how much printing they're making and with the support of a sustainability coordinator,
we help them to look at ways in which they can actually reduce the amount of paper that
they're doing, based on real stats.program
So measuring behavior. So measurement is key to any
to understand whether it's successful or not and for Future of Work, we need to measure the
trials, we needed to measure our approach, and we also needed to measure the behavior
and culture change and in order to do this we have different layers of measurement.
We have the measurement of large scale all wide benefits. We have the measurements of the
six themes which I've just gone through. And we also have behavioral change metrics.
For the large scale organization wide benefits these were big change themes that the program
could contribute to but couldn't solely own responsibility for things like increased technical
skills and confidence. Increased connection and increased collaboration within and with
external partners. Tasks and actions being managed more efficiently and effectively.
Documents being better organized. Decisions being made through test and learn rather than
through the highest paid person in the room. Better use of physical workspace. And meetings
using Skype are more inclusive and productive. These large scale benefits the data in which
we're collecting for this mainly were through surveys that are already existed. So at Cancer
Research UK we have a staff engagement survey and we are measuring these metrics, these benefits, through that.
For the six theme organizational themes, we are using a framework called HEART.
Which was designed by Kerry Rodden, Hilary Hutchinson and Xin Fu (I hope I pronounce that name correctly)
from Google's research team and the idea of the HEART framework
really is to deliver a series of user centered metrics to support the measurement of user
experience on a larger scale. So for each theme we designed the goal, the signal and
the metric and the structure for the HEART framework is what you can see on the screen now
So we have happiness which is the attitude or satisfaction. We have the measurement of
people's interaction which is engagement. The measurement of new users over a certain
amount of time which is adoption and the success of completion which is task success.
And to measure behavior we're using the behavior change wheel from the book behavior change
wheel a guide to design and interventions. We are using this framework as a way of bringing
together the large scale benefits of six themes metrics into a format where we can see each
element of the program contribute into our overall aim. So from my left to right, the
ultimate goal for future of work is to create a working environment that's flexible, collaborative,
adaptive and productive. And then moving in, we have the large scale organization wide
benefits that the entire Future of Work program is there to design.
And then we have the benefits which just Wave 2 are here to design, I have gone through today
And you can see how they feed into each stage of the process. And then the lighter boxes
are the actual behavior change wheel. So we have the automatic motivation, which is the
automatic emotional reactions of people, the desires, the reflex responses, we have the
opportunity which is the physical, the social opportunity awarded by social cultural norms
or the environment. We have the reflective motivation which is the self conscience intentions
or plans or beliefs or what's good and what's bad and then we have capability which is the
psychological and physical skill or capability. So for us, this program, this framework
is a work in progress. And we're being supported by behavioral scientists
to get this right. And that's getting the information in each section right as well
as the language. Because once we start sharing this with people we want to make sure that
it doesn't freak anyone out. They can understand it and it makes sense to everybody.
So we're still halfway through our journey. But we have started to see some really great results.
But we've also faced a number of challenges along the way. Some of the challenges that
we faced, we've had some reluctance from some teams to actually get involved or engage
with all of the themes. Although we encourage teams to take on themes that are a higher priority
for them, the reality is there's some themes that we need to nail. There's some targets
we need to have in place before we move to Stratford so we're considering changing tact
at the moment around some of the themes that need to be achieved before and after we move.
The speed of the program means things change all of the time. We're learning through the
test and learn trials but we're also testing and learning on ourselves. So keeping up to
date, ensuring everybody is on board and has all the information they need is a challenge for us.
And we use as much as possible a strong governance structure to allow that cascading of information.
Senior endorsement is not always there. And it's not always consistent
across the organization and that can sometimes slow us down with some of the themes that
are bigger or not necessarily seen as a technology theme.
And getting the right message out to the staff
on the right medium at the right frequency, is a constant challenge,
especially when things are changing all the time.
That's one that we're testing and learning on ourselves as well and re-evaluating what's working and what's not.
And often the merging of methodologies presents a challenge at every stage and
every meeting. Quite often we have traditional project management representing a room.
We'd have the lean, agile service design representing the room, we have HR representing the room.
So we've got lots of different experiences,
lots of different capabilities and methodologies trying to make this work and then present
it back to an organization in a simple way that they can self serve and do the work themselves
We started to see some great success as well. We have seen the majority of the staff really
enthused and some of the themes really resonate with them. And it's almost like thank goodness
somebody is tackling this for us. And, which meant that having the department change leads
in place and getting the trials up and running has not really been too much of a barrier for us.
We have a whole directorate which is five departments across six themes.
They've been running a trial for a month now and we're starting to see the results come
through. The bulk of the analysis will happen in the next couple of weeks and some of the
data that we've seen come through so far is for activity base working people are understanding
the policy which is really important because that was new for us. We needed to make sure
people understood it and we started to see people using different types of spaces across
the organization. For the different types of work that they're doing. For flexible working,
we have seen people feel that they have a much better work-life balance and they are
in more control of that. The challenge still though is the consistency
and that's something we will hopefully address as more trial data start coming through.
For online tools we have 79 new Microsoft team sites created and these are test sites for
people to mess around with, test the functionality and we've had some really great attendance
in our training sessions and as I mentioned before with meeting etiquette we're now in
our third iteration of that.
And some of the data that's been collected from the org wide benefits show collaboration
across the organization has improved. We've seen an 80% connectivity, increased connectivity
within staff at Cancer Research UK and 60% reporting better connectivity with external partners.
We've seen 45% decrease in travel costs as connectivity is better so we have
less reliance on having to be in a different location physically. We have had a report
of 65% of staff feeling less stressed and being more in control of their work-life balance.
And we've had staff reporting saving at least 24 minutes per day on average by having the
new laptops so they're less stressed about setting themselves up or having issues technically
with meeting rooms and setting themselves up to do their work effectively.
So what is next? With the first set of trials kicking off and the trials going on until September,
we are expecting to see greater increases and more data coming through and further iterations.
We're not just implementing a change program or throwing out a new tool to use. We are enabling every
staff member to trial, build our culture and with the whole aim of retaining talent
and to build a more resilient organization. We do all of this by making insight driven decisions.
It's important to us that we do that because our goal is to
is that three in four people survive cancer by 2034.
Our next big step is to build Wave 3. And to enable every single staff member to continuously
learn and that is to build the culture that is to build the processes. And equip the staff
to ensure that when this program closes, we will continuously test and we will continuously learn.
And all with the aim of changing our policies, changing our guidance, our processes,
and essentially, the way we are at Cancer Research UK.
Any questions? (Applause).
We do have plenty of time for questions so please do shout. Your hand went up first, sir.
(Inaudible - Speaker far from mic).
So this is the question I get asked all the time. So the policy itself doesn't give much
sort of strict guidance I guess around what is acceptable and what is not in flexible working
I think that's where the challenge is where people are sort of interpreting it
in lots of different ways. So for us, our only boundary really is you can flex your
start and end time and you can flex your working location. Some people are very comfortable
with that which means that they can start testing longer lunches or coming in at 10
o'clock and leaving at 6:00 or starting at 8:00 and finishing at 4:00. Some people are
more comfortable with that. Others need a lot more guidance. We've been working with
some teams to actually create a more in depth policy for them which interprets the current
policy to say that these are the things that we culturally accept within that department.
I'd love to know a bit more about the, I guess, just the (speaker far from mic).
Yeah, so the move to Stratford started out as we're closing down a building and building
a new one but as that process started unfolding we started look at the different types of
furniture and spaces that we want in the building and that then started opening us up to working
collaborative and flexibly. We also had a situation where staff was saying that they
don't want to move to the new building unless the technology is right unless there's more
flexibility and that cultural element kept us from closing down the building and building a new one.
My director held her hand up and said that cultural stuff, I want to do that & test it.
And rallied a group of people who really believed in that methodology. To then take it from we need to create this
environment that we know needs to be flexible. We know we need to work in a different way.
What does that mean to actually a program of work that we can deliver? So that's where it came from.
Do you have time zone things to deal with?
Not massively, no.
We do have scientists overseas that work with Cancer Research UK but this program
is focused mainly with those in the UK so, no, we don't have to deal with that as much.
How do you manage both the tension and the expectation between the early riser and the
late worker and do you have a policy that says we expect response within X number of hours?
So at the moment there is not a huge amount
of expectation and that is exactly what these trials are here to do so that workshop, that
flexible working workshop. There's three areas. You either I'll do this flexibly and there's tension to figure out
and you want to test it or I'm not doing flexible working and you want to try something new.
And at the end of that workshop, you create a team charter which says, if I'm an early riser this is how I'm
going to behave. I'm going to put it in my diary. If I am somebody who likes to work late
I will block some time in my diary between nine and ten because I will not be in the office.
Every department has a charter, that test for 3 months and the idea is to take all the learnings from
those trials and figure out, right, as an organization, what do we need to do with this now?
We got a bunch of people that start at 8:00. A bunch of people that start at 10:00
what do we need to do to be productive. Do we need to have a rule to say you block out
your time 8:00-10:00, no one has any meetings and you block out your time 4:00 - 6:00, no one has meetings.
That might be an outcome but it's up to the trials to tell us that.
(Speaker far from mic). So we have a meeting room culture. If I wanted
to have a meeting with you, I would book a room. And sometimes that results in us sitting
in a 16 person meeting room because there's no other meeting rooms and then you have the
poor person trying to book an external meeting and cannot find a room, so changing the perception
of it was based around the policy that we wrote. Highlighting first I guess it was the
education of highlighting that there are different spaces and that you don't have to have a meeting
room if it's just two people or three people. I think part of that was the technology as
well. So people were using meeting rooms because then they could project on a screen but with
the new laptops now you can present just within the room. And then the third thing was around
building the collaboration space. So that has different types of furniture within it
so people could they don't have to use a meeting room, they can just sit on a sofa. So I think
by tackling those three areas that's how we sort of changed that meeting room culture.
We're not 100% there. It's a journey. And we'll see what comes out of the trials.
A short break and then we'll continue. (Applause).
Thank you.