Paul Bloemen (Riddervis) was the change manager of Rabobannk, in the Netherlands. He worked on the Unplugged program, a HR program aiming to provide employees with more autonomy and empowerment

1. Working in the 21st century
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2. Rabobank at a glance
International service provider on
cooperative organisation principle
• Operating in 46 countries
• 9.5 million customers around the world
• 603 offices outside the Netherlands
• 60,500 FTEs
Cooperative core business: 152
independent Rabobank member banks
in the Netherlands
• 7.5 million customers
• 1,061 offices
• 29,000 FTEs
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3. What s going on?
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4. The workplace is changing
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5. Information travels faster
Dutch broadband-
penetration
reaches 80%
March 2009
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6. Customer behaviour is changing
Open
information
Peer to peer
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7. Shift to mobile
24/7
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8. We handle work differently
Greater independence in a 24/7 economy
Making optimal use of new means of communication
Increasing need to belong
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9. Using today s office space
• Average workplace occupation has fallen to 50
percent
• Peak occupation during office hours 75 percent
on average, even in operational departments
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10. Growing collaboration
different time 100%
different place
90%
same time 80%
different place 70%
60%
same time
same place 50%
40%
working alone 30%
percentage 20%
personal Owing to different working styles,
10%
staff is increasingly working
performance 0% together in different times and
depends on 2000 2005 2010 2015 places.
group input
Source: Gartner (March 2006)
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11. Control is a utopia
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12. Trust
Trust
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13. Why Rabo Unplugged
Why Rabo Unplugged?
1. The demands of our
clients and workers are
changing, we have to
be able to innovate and
adjust quickly
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14. Why Rabo Unplugged
Why Rabo Unplugged?
1. The demands of our
clients and workers are
changing, we have to
be able to innovate and
adjust quickly
2. Therefore we need a
different workstyle
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15. Why Rabo Unplugged
Why Rabo Unplugged?
1. The demands of our
clients and workers are
changing, we have to
be able to innovate and
adjust quickly
2. Therefore we need a
different workstyle
3. That workstyle requires
different facilities in
bricks, bytes and HR
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16. Central message
Employees have the responsibility to choose where,
when, with which resources and with who they do
their work. Corresponding with our values and focused
on the results you agreed on with your colleagues and
manager.
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17. Guiding principles
Activity related, at any place and time,
collaborating and sharing knowledge, less
rules, entrepreneurship, responsibility.
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18. Activity-related and independent of
place and time
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19. Growth by invitation
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20. Creation of an learning network
Departments form their own
transformation teams
Transformation managers are
linked as buddy’s and in meetings
Professionals of HR, facilities and
ICT work together to support
them

21. Supported with tooling
Workshops
Movies
Manuals
Presentations

22. Testimonials
It is easier to show entrepreneurship Previously
you had to ask ‘can I have remote access so I can
work from home?’. Now you have it automatically.
Entrepreneurship is felt more, because people have
more freedom and can make their own choices.
You're more easily in touch with your customers,
because you can choose your workplace near
them.
Nobody is surprised if you arrive in the office after
nine o clock, a lot of people work in the weekends,
the patterns are shifting.
Because you have your work available digitally
always, communication is easier and you can act
more quickly.

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