New ways of working enabled by technology

new ways of working enabled by technology

21st Century Office
Showcase


www.publicsectornomads.com | www.digitalnomads.co

Some Key Stats
• Administration for 100+ services moved to
Riverside House
• 2,000 employees
• Better services
• Higher staff satisfaction and better work / life
balance
• Saved £x,000,000 by doing it ourselves
• Saving £2m per year on accommodation costs

WorkSmart
The Assets
Building Design Principles and Fitout
Paul Smith – Estates & WorkSmart Mgr

Where we came from
• Town Centre staff spread across 7 buildings
and a Town Hall.
• Very poor building condition and all with
extensive asbestos which restricted
operations.

Where we came from
• Much equipment
beyond point where
support and
replacement parts
were available.
• Suitability of buildings
was poor. i.e.:-
• Disabled access not
always possible.
• ICT infrastructure/ inc
server room.
• Cellular offices
restricting interaction.
• Library Arts Centre
services restricted.

Where we came from.
• Poor efficiency of
building space usage:-
• 1 Desk per employee which
surveys indicated were only
occupied, on average, for
60% of the working day.
• Paper and documents
storage taking up large
areas of office floor space.
Information security.
• 8 building receptions &
customer service points,
leading to customers
having to visit multiple
buildings.
• 8 separate post rooms and
procedures.
• Separate cellular offices for
most senior managers..

Where we came from
• Rotherham
Renaissance (RDA
regeneration
programme for the
town centre)

• On going proven
programme of agile/
home working with
low take-up.

What we decided to do
• Business case indicated it was
more cost effective to relocate
to a new build than to refurbish.
(by £85 million over 35 years)
• New build option opened up
many opportunities to support
Renaissance objectives.
• Office requirement to be
reduced by rolling out agile
working to all staff.
• Issued competitive dialogue
OJEU in April 2006.
• Lot 1 New Council Building
• Lot 2 New Cultural Centre
• Lot 3 Redevelopment of vacated
sites

What we decided to do
• It quickly became apparent that the proposed
building could not be delivered in isolation and
that an extensive programme to change the
way the council worked was required. This
became the WorkSmart programme.

Changes in property should
be informed by long term
service requirements and
ideally not the other way
around.

Governance
Keep it simple and delegate appropriately

SLT and Cabinet

WorkSmart Steering Group /
Project Sponsor
Karl Battersby

WorkSmart Programme
Manager
Paul Smith

WorkSmart Accommodation WorkSmart HR Programme WorkSmart Implementation WorkSmart ICT Programme WorkSmart Communications
Programme Manager Manager Programme Manager Manager Programme Manager
Gary Gaunt Theresa Caswell Robert Parker Richard Copley Ceri Davis

Directorate Implementation
Accommodation Projects HR Projects ICT Projects Communications Projects
Projects

What is WorkSmart?

„WorkSmart is modernising
the way we work to make
the Council more efficient,
leading to better services
for citizens and a better
work life balance for
employees‟

Riverside House Agreed Delivery
Model

• Commercial (FR&I) Lease
over 35 Years of a BCO
standard CAT A Office.

• As part of the OJEU the
developer‟s main
contractors, professional
team and subcontractors
were employed to
complete the Cat B fit out
for the tenant (council).
Saving around 6 months
and up to £3 million in
abortive works/ fit out
costs.

Riverside House Agreed Delivery
Model

• Procurement of all
suppliers and
subcontractors via the
main contractor on an
open book with fixed
overheads, profits and
prelims.

• Council carried out is
own ICT fitout and
commissioning, but the
machine room, racks
and cable infrastructure
were by the contractor.

Riverside House
Construction Team
Shell & Core Team Fit Out Team

DEVELOPER TENANT
Evans Property Group Rotherham MBC
James Pitt Paul Smith
(0113) 2711888 (01709) 254 061

QS / EMPLOYERS AGENT QS / EMPLOYERS AGENT
Turner & Townsend Turner & Townsend
David Cadenhead David Cadenhead
(0114) 272 9025 (0114) 272 9025

ARCHITECT INTERIOR DESIGNER
CJCT careyjones chapmantolcher CJCT
Patrick Evers Paul Chapman
(0113) 224 5000 (020) 7269 9400

MAIN CONTRACTOR MAIN CONTRACTOR
GMI GMI
Nick Shepherd Nick Shepherd
(0113) 276 0505 (0113) 276 0505

PRINCIPLE ENGINEERS PRINCIPLE ENGINEERS
WSP Leeds WSP Leeds
Russel Greenwood Russel Greenwood
Director Director
(0113) 395 6200 (0113) 395 6200

Riverside House Design Criteria

• Following the floods of 2007, which inundated the site
and caused a loss of electrical supply to the town
centre for 24 hours, the following building resilience
enhancements were added to the specification:-
– Backup generator to support the whole building 2Mva.
– Ups to support ICT on power failure
– Flood defence height increased to a 1 in 100 year event +
climate change + freeboard. (900mm above planning
requirements).
– Drainage can be pumped to tanker in times of a major flood.
• Generator controls are now being modified to sell
power back to the grid at peak times and to support
the building when electricity costs are at a premium.
Saving up to £45,000 per annum.


• 16,000 m2 Nett Internal
Area (20,000 Gross)
• 1 desk per 8.5 m2 in the
office spaces
• Excluding Public Areas
(Ground Floor) 1 Desk per
10m2 NIA
• 5.8 desks to every 10
office employees.
• 1306 Desks supporting up
to 2241 employees
• 5.8m2 per employee
against a government
target of 12m2 per
employee.


• Library/ Arts and Gallery
• Customer Service Centre
• Registrars Office & record
storage
• Café
• Social Services Case
Conferencing Facilities. With
a separate public entrance.
• Statutory Small Marriage
Room (Marriages now at the
Town Hall & Museum)
• Emergency Control Rooms
which double up as ICT
training rooms.

Meeting Rooms/ Individual Offices In Riverside House.
• All rooms have AV including IP TV (5 pre-set
channels).
- 49 off 4 Person Quiet Pods/ Booths (not bookable)
- 8 off 4 Person
- 8 off 8 Person
- 4 off 8 Person (Flexible Configuration can be 2 x 16)
- 2 off 12 Person
- 2 off 16 People (Flexible Configuration can be 1 x 32)
- 1off 18 Person
- 4 off 20 Person
- 2 off 15 Person Emergency Control/ ICT Training Rooms
- 5 off Directors Offices with 6 Person meeting Table
• 8 person and above have IR induction loops
• 16 person and above have audio enhancement and Blu-ray
players.

WorkSmart
• Space Allocation:-
– Fixed worker
• 1 desk per fixed worker
• An assigned Locker 0.45 lm
• Assigned Team Storage 1.5lm.
– Flexible worker
• 5.8 Desks per 10 Flexible
Workers
• Assigned Team Storage 1.5lm.
– Mobile Worker
• 1 Desks per 4 Flexible Workers
• Assigned Storage 0.8 lm.
– Permanent Home Worker
• No allocation in the office

WorkSmart
• Space Design Standards:-

• Staff Facilities
– 12 Showers (2 Disabled)
– 9 Lifts ( inc 2 Fire Lifts + 1 goods
lift)
– Prayer/ Contemplation Room
– Medical Room
– Parenting Room
– Public Café + Kitchens/ Tea Points
+ Vending + Breakout spaces

• Improved Security
– Electronic Pass systems
– CCTV Coverage

DELIVERIES

CAR PARK
ENTRANCE

Basement Floor Plan

Ground Floor Plan Library Arts
Wing A
Marriage
Room

Case
Conferencing Entrance

Suite

Café
CSC
Wing B Building
Reception
Library Arts
Wing C

Kitchen,
Vending &
Break Out Area

Toilets &
Stairs

Lifts

Meeting
Room

Kitchen,
Vending &
Break Out Area

First Floor Plan

Kitchen, Vending
& Break Out Area

Toilets & Lifts
Stairs
Meeting
Rooms

Kitchen,
Vending &
Break Out
Area

2nd & 3rd Floor Plan

4th Floor Plan
IT Office
Space Kitchen, Vending
& Break Out Area

ICT Server
Room

Registry Plan
CX &
ICT Build Strategic
Store Printing
Area Emergency Directors
Control Offices

Prayer Rooms

Urban
Traffic
Control
Meeting Room
Parenting Room Medical
Rooms
Room

WorkSmart
Decant into Riverside
Decant is a major project in its own right.
• Decant Project Manager
• Don‟t forget about
Directorate WILs took up a secondary role as Decant

•
work and costs to
Champions to collate information on each teams:-
Reasonable adjustments
•
• decommissioning
Specialist ICT needs
Storage allocation
• Lockers

•
and holding to 200 employees on a Friday -
One Move per week of up
vacated
buildings…
Monday is much easier to manage than 40 per day 5 days
a week.
• Move guide detailing all employees need to do and know.
• Detailed co-ordination with ICT department particularly
around desktop equipment.
• Decant & IT staff available on site when employees first
arrive, removes many issues at source.
• Weekly feedback meetings with occupants.

Asset Outcomes
• Reduction in Town centre floor area from 45,000 m 2 to
30,000 m2
• Reduction in town centre buildings energy costs from
£867,000 to £396,000 a year.
– Energy cost per employee reduced from £369 to £166 per
annum (Riverside = £122 Pa)
• 58 workstations for every 100 previous desks.
– Desk usage survey indicate we still have an average of 40%
free desks across the week. So we will be looking to bring
more staff in.
• Vastly improved resilience of building and ICT
systems.
• £85 million less (over 35 years) than option of
refurbishment alone.
• £180,000 per year less office churn.

ICT
A Key Enabler of WorkSmart

But not
rocket
science…

Laptops For All Staff
To support hot-desking and remote working.

>90% of RMBC‟s 4500 computers are now laptops

750 laptops
delivered each year

Sometimes
laptops are
overkill…

Thin client
To make computing device-independent

But don‟t
close the
desk to
others

Bring Your Own Device (BYOD)
Win-Win!

Security is
everything

VPN (Virtual Private Network)
To securely access systems from outside the Council
network.

2000 accounts live

VPN is not
the only
game in town

MyMail (Outlook Web Access)
To access your RMBC email from any computer.

Available to
all staff by
default.

Open Outlook Calendars
To quickly see where colleagues are and when they are
available.

Mandated for
all staff.
There are
ways to make
it work for
everyone

Resource Booking System
Meeting room booking

Condeco
Booking
System is Staff don‟t
Now Live have time to
search for
rooms

VOIP Telephony
To easily log on to your phone extension from anywhere – a
key enabler of the accommodation strategy.

4000 extensions live.

Softphones for home
Call flow, call
workers.
flow, call flow

Conference Calling
To reduce the need for travelling to meetings.

Conf. call
etiquette
training is
important

Follow Me Printing, Fax & Scan To Me
To enable more flexible and efficient printingscanning.

Collect prints fromSide benefit –
any machine. 45% reduction
in print
volumes
No traditional fax machines in
Riverside – incoming faxes are
delivered as email attachments.
Outgoing faxes are send from MFDs.

Public Internet Access
To enable more citizens and Members to use iPhones,
iPads etc to access the Internet from Riverside‟s café and
the Town Hall

Useful for
partners and
popular with
staff

RedGreen Network Segregation
Allows closer partnership working.

The network
detects non-
RMBC machines Public WiFi is
and routes then a better way
out to the
Internet to allow to do this
partners to work
from Riverside

Desk-level power
So that people don‟t have to crawl around
under desks

PC Virtualisation
Saves on valuable desk space

Eliminate PCs You can‟t start
acting as
this too soon…
serversreporting
machines through
virtualisation.

BCPDR – a huge side-benefit to agile working

2013 snow >700
people available
to work because
of remote access
technologies

New Data CentreNew Network

Backup
systems for air
conditioning, Don‟t bite off
power and fire more than you
suppression. can chew…

WorkSmart –
Implementation of
Agile Working
Theresa Caswell
HR Programme Mgr

The Challenge
• To introduce new ways of (agile) working including
introduction of new technology to 2000 employees
• Achieve 42% reduction in desk occupancy
• Relocating 2000 employees from their current
location to new office
• Reduce paper files to meet a reduced storage
allocation
• Provide better customer service through improving
the „way we work‟
• Reduce costs

All with minimal employee relations issues!

What we wanted to avoid

• Increasing footprint/storage space
• Customers being affected by the move
and change in work styles
• Employment relations issues
• „Down Time‟ resulting from change not
being effective
• Affects on staff morale and impact on
performance

Our starting point
• Staff suspicious of desk reductions
• Myths – mistrust in the process „only doing
this to fit in to the building‟
• „It will never work‟
• Staff pushing the boundaries on protocols
• Management clinging to „passive face time‟
• Management worries about performance
management – out of sight, out of mind
• The costs of „agile working‟

“Change”

WorkSmart Business Case
Realisation targets
The Council has adopted the following WorkSmart benefit targets.

• 15% increase in personal productivity over 5 yrs (i.e.
personal time savings)

• 20% reduction in business miles travelled & expenses
costs in 2010/11. Increasing to 30% by 2011/12 (Base year
2007/8).

• Reduce workstation numbers by 33% across the corporate
estate by 2014.

• Reduce office estate across localities by 33% by 2014 &
realise resultant savings.

• Improve measures of staff satisfaction

WorkSmart Benefits
Realisation targets

These targets are to be incorporated
into Directorate / Department
Service plans, department Asset
Plans and into the existing
Performance Management Systems.

Our Approach
• Change management programme
• Challenge „the way we do things round here‟
• Dispel myths, put fears in context – myth buster
• Involve staff - clear communications plan
• Survey staff opinion – empowerment
• Job role – invite suggestions on how things can be
done better
• Business case approach for agile working
• The „flexible‟ workstyle was adopted as the
standard for all staff
• Plan would follow a phased approach and include a
„quick win‟ team and a more „challenging‟ team
• Each Directorate had a dedicated resource

Directorate Teams
Directorate Direcorate Programme WILS Requirement Analyst
Sponsor Manager (M3)

EDS Diane Douglas Diane Douglas Jane Evans Kirsty Faundez
Resources Phil Howe Dave Sissions Tracy Blakemore Lyndsey Woodger
CYPS Warren Carratt Warren Carratt Emma Hayes Barrie Hardwick
NAS Dave Roddis Dave Roddis Sharon Barker Denise Mitchell

Implementation –
Activities Undertaken
Implementation Programme involved the completion of a number
of activities across 4 stages: -

• 1 - Kick off
– Identify local stakeholders, including local sponsors,
influencers, adopters
– Develop a local Communications plan
– Launch/kick-off event

• 2 - Explore
– Conduct senior stakeholder interviews – identify enabler and
objectors
– Engage staff through focus groups
– Conduct analysis Activities: DILO, Space Utilisation, Gap
Analysis workshop
– Produce the benefits Case

Implementation –
Activities Undertaken ..cont.
• 3 - Design
– Conduct solution Design workshop
– Develop local business case
– Conduct solution Design approval interviews with senior
stakeholders
– Document solution proposal and submit for approval

• 4 - Plan
– Develop transition and people change plan
– Develop Benefits realisation plan
– Acquire acceptance/sign off

• The ultimate outcome being the production of a recommended
solution – tailored to the team/service

Example Findings

• Space Utilisation
• It is useful to conduct a space utilisation exercise before, during and
after to measure the impact
0%
Service Name - Detailed Space Utilisation 14-18 March 2011)
16

14
46% 45%
12
Workstation Occupancy

10
Occupied
8 Signs of
Life
6 9%
4

2 Occupied
0
Mon Mon Mon Mon Tues Tues Tues Tues Wed Wed Wed Wed Thurs Thurs Thurs Thurs Fri Fri Fri Fri
9.00 10.30 14.00 15.00 9.00 10.30 14.00 15.00 9.00 10.30 14.00 15.00 9.00 10.30 14.00 15.00 9.00 10.30 14.00 15.00
Signs of Life
Day / Time

Empty

Findings continued

Diary Analysis / DILO
Phase One Team
• Approximately:
– 40% of time per week is spent on research and
reading („Other‟ activity includes delivering and
receiving training)
– 20% of time per week is Admin updating systems
and paper-based
– Only 20% of time is spent in face to face contact
either with the customer or internal

• Overall, around 80% of all activities recorded in this
exercise can be undertaken from any location e.g.
Reading / Research, e-mails, admin, telephone
calls, data input etc.

Implementation

• Phased approach
• Stepped Process
• Tools – Space utilisation, DILO‟s, work
shadowing
• Information gathering and local business
case
• Barriers/enablers Managers
• Gap Analysis implement!
• Recommend solution

WorkStyles - definition
Fixed Location Flexible Location Mobile Home

• 100% desk allocation • 58% desk allocation • 25% desk allocation – No desks allocated to

• Fixed location • (10 people per 5.8 desks) • (4 people per 1 desks) home workers
– Support to work from
• Specialist equipment • Ability to log on to any • Ability to log-on from any
(where required) e.g. fixed or flexi desk flexi-desk or fixed desk home
chair – Home Furniture (desk,
• Personal locker storage • Personal locker storage
• Storage – Filing cabinets chair & file storage)
• Resource booking • Co-location of team / team
(and electronic) – Ability to use flexi desk in
system area
• Access to additional work office
• Co-location of team / • Mobile workers may be
space – Home Based roles are
team area required to visit their admin
• Co-location of team / base but the majority of typically data processing
• The work may also be type roles that do not
team area carried out occasionally their work is carried out in
the community e.g. Social require face to face
• A specific front facing role from home e.g. Human
Workers, Clerk of Works, contact e.g. processing
that has to be delivered Resources Officer, M3
from a fixed point e.g. Buildings Managers claims for revenues and
Manager, Business benefits, remote ICT
Cashier
Support Officer support.

Findings
• Some areas of good practice already existed – case
of formalising how they already worked – quick wins
• Most duties could be undertaken from any location
i.e. research, telephone calls, data input
• The extent of the 4 stages were tailored to suit
similar teams – did not always need to take all teams
through the whole process e.g. social work team
• Desk reduction overall achieved from team, service
or Directorate
• Reasonable adjustment requirements within most
teams – do not underestimate but also do not go
further than necessary
• Reasonable adjustment solutions were designed for
all where possible and bespoke where not possible

HR Policies
Develop or review ;-
-Home Based Working
-Office Protocols
-Occasional Working from Home
-Information Security
-Travel & Expenses – travel and parking
WorkSmart

Policies Continued….
- Health & Safety
- Lone working Ensure HR
- DSE Data is current
- Risk Assessments
- Fire procedures
-Reasonable Adjustments – Produce
baseline
Accommodation, travel etc information as
benchmark
-Working hours/Flexi scheme
-Performance management –
is existing policy fit for purpose?

WorkSmart

Communication &
Consultation
External

• Public consultation – planning,
Disabled users, Civic Society etc
• Media relations
• Communication with customers on
services – closing/opening of
buildings

Communication & Consultation
Plan
What to include;-
-Stakeholder analysis – identifies the
resistors/supporters
-Survey Employee opinion – WLB, Flexible
working, Accommodation
- Provide employee open days
- Set up a Trade Union/Worker Rep
consultation group
- Promote case studies
- Circulate newsletters
WorkSmart

Communication
& Consultation Continued ………

• Provide regular updates to Elected Members
• Provide more informal ways to communicate e.g discussion
board, E-mail address
• Develop FAQ‟s
• Brief Teams regularly

Pre-move
• Comms to prepare for move – offer visits to new building
• Provide move guide and briefings
Post move
• Hold drop in sessions, weekly communications – you asked
we did!
• Celebrate success – promote good news stories – internal/
external promotion, aids recruitment
WorkSmart

Results
634 consultation forms were completed by visiting staff
Questions were split into 4 main areas
Accommodation :
• The survey gave a clear indication that staff preferred option
1 layout and desking (120° desks)
• In terms of decor, mood board 1, “contemporary”, was the
most favoured, also staff chose a wood veneer finish to
desks as opposed to white or coloured

• In terms of breakout furniture staff had a preference for
sofas and armchairs over tables and chairs

Results
Car Parking /Transportation

• A third of the respondents were concerned about the amount,
proximity or quality of the proposed parking provision

• A quarter felt that they must have a car readily available in
order to carry out their work duties
• 17% felt strongly that staff should not have to pay or pay so
much to bring their cars to work

Results
Agile Working

• Survey results and feedback on the day were mostly very
positive, both about the event and WorkSmart (45% positive,
24% cautiously optimistic)
Technology

• A majority of staff (69%) believed that they would be
provided with the technology to work in an agile way

Learning & Development
Areas to consider
-Change management
-Induction to new building
-Flexible working – manager/employee module
-Fire safety
-Display Screen Equipment
-ICT – e-learning to support agile working
e.g. outlook calendar

E-learning or classroom based?

WorkSmart

Key HR Outcomes

• Reduced sickness absence - 7.96 days
average per employee/annum (9.62 at the
start of project – 2007/8)
• Reduced Mileage
• Employee Opinion Survey Results
2012 2008
My manager actively promotes and supports
flexible working & work-life balance 72% 65%
I am proud to work for the Council 66% 62%

Overall, I am satisfied to be working for the
Council 72% 63%*

Key Outcomes
• Reduction in workstation numbers (reduced by 42%)
2010/11 Reduction of 316,523 miles from previous year
generating £126,609
• Efficiencies realised by reducing reception points
• Increased data security
• Better working environment enhanced
• Enhanced personal effectiveness
• Active face to face time – more cross department
working
• Better customer services
• Greater employee satisfaction
• Business continuity safeguarded through more flexible
ways of working

Future Measures
Future measures to be realised;-

• 15% increase in personal productivity over 5 years.
(i.e. personal time savings)
• Reduce office estate across localities by 33% by
2014 and realise resultant savings (currently at
30%)
• Reduce desk occupancy further in 2013 as desk
occupancy surveys indicate
• Improve the measures of staff satisfaction

Consultancy
Background
– Provided to another local authority
– 1600 employees over 10 town centre
locations
– New civic office accommodation housing
900 workstations (60% desk occupancy)
– Approached in March 2012 to provide
guidance on WorkSmart principles
– Approached in June 2012 to provide
project management

Why Were We Asked To Support?

• Client had limited project management
resources and experience
• Short timescales involved
• Proven track record on delivery
• Tested processes and material
• Local Authority knowledge
• Experience of knowledge transfer

What did we provide?
• An adapted WorkSmart methodology
• Training to the core team on the process
• Documentation and tools to support the process
• E-Learning packages
• Policies and procedures
• Advice and guidance

Provided Project Management on;-
• WorkSmart
• Furniture and ICT fit out
• Operational requirements & Decant

What we provided?

Provided Project Management on;-

• WorkSmart
• Furniture and ICT fit out
• Operational requirements
• Decant

WorkSmart Project
Overall Reflection
What Went Well?

• Project on time, on budget
• Desk occupancy achieved
• Centralised integrated team
• Empowerment – delegated decision making
• Senior Leadership Team & Member buy in
• Continuity – team members (WorkSmart/Decant)
• No employee relations issues
• Positive feedback from staff
• Preparation – implementation of agile working in existing
locations

Reflection

What Would We Do Differently?

• ICT refresh package – centralise costs to remove
barrier (e.g. VPN token)
• Desktop v laptop v mobile device
• Be aware of other initiatives – that may affect
project delivery
• Full time resource allocation to a dedicated project
team

Worksmart

Nigel Hancock

Rotherham Metropolitan Borough Council

DEVELOPMENT MANAGER

The Planning Application Process may be better
understood by mapping its sub processes

Each sub process requires a different amount of effort to complete it

Pre Application
Receipt
Validation
Other Admin tasks
Consultation and Notification
Evaluation
Delegated decisions
Committee decisions
Decision making
Discharge of conditions
Post decision amendments

How Much Does It Cost?

• Sub process Council 1 Council 2 Council 3
• Pre Application £ 53,407 £ 270,419 £ 372,949
• Receipt £ 16,588 £ 42,647 £ 39,576
• Validation £ 25,266 £ 203,232 £ 287,140
• Other Admin tasks £ 26,104 £ 48,030 £ 89,618
• Consultation and Notification £ 11,806 £ 124,478 £ 267,448
• Evaluation £ 102,090 £ 425,847 £ 762,831
• Delegated applications £ 78,242 £ 226,835 £ 523,770
• Committee applications £ 30,591 £ 196,976 £ 206,950
• Decision £ 7,748 £ 82,237 £ 93,884
• Discharge of conditions £ 13,365 £ 67,415 £ 110,611
• Post decision amendments £ 7,283 £ 33,669 £ 32,842
• Managing the process £ 30,736 £ 117,809 £ 143,065
£ 403,226 £ 1,839,592 £ 2,930,684

Pre Application Receipt Validation
Other Admin tasks Consultation and Notification Evaluation
Delegated applications Committee applications Decision
Discharge of conditions Post decision amendments

Selby

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Bury

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0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100%

New ways of working enabled by technology

New ways of working enabled by technology

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