Evaluating and Anticipating the Impacts of Smart Working on Organizational and Managerial Models

1. SMART WORKING: TORINO C’E’ Giovedì 14 dicembre 2017 Marcello Bogetti Direttore di LaNET Laboratorio di Innovazione della SAA School of Management della Università di Torino VALUTARE E ANTICIPARE GLI IMPATTI DELLO SMARTWORKING SUI MODELLI ORGANIZZATIVI E GESTIONALI SAA School of Management Università di Torino

3. “I've spent a lot of time thinking about this, and a lot of time working with teams from real-estate, finance, HR, operations, the geo leaders, the marketing leaders – and starting with the US, it's really time for us to start bringing our teams together, more shoulder to shoulder. There is only one recipe I know for success, particularly when we are in as much of a battle with Microsoft and the West Coast companies as we are, and that is by bringing great people with the right skills, give them the right tools, give them a mission, make sure they can analyze their results, put them in really creative inspiring locations and set them free.”  “The surprising question we get is: ‘How many people telecommute at Google?’” Patrick Pichette, then Google’s CFO, said in a 2013 talk. “And our answer is: ‘As few as possible.'” Yahoo Orders Home Workers Back to the Office IBM's Chief Marketing Officer, Michelle Peluso Reddit Gives Remote Employees Until End Of Year To Relocate To San Francisco Steve Jobs had a crazy idea for Pixar's office to force people to talk more

4. BENESSERE ORGANIZZATIVO • WELFARE AZIENDALE • WORK-LIFE BALANCE • TOTAL REWARDING • DIVERSITY MANAGEMENT • DRIVER: • NUOVE PRATCICES HR • RAZIONALIZZAZIONE NELL’USO DEGLI SPAZI (COSTI) • PRODUTTIVITA’ • SNELLIMENTO • ENGAGEMENT/MOTIVAZIONE • +AUTONOMIA - CONTROLLO • PRODUTTIVITA’ ? • CHE LEGAME CON LEAN ORGANIZATION?

5. Heejung Chung (Reader in Sociology and Social Policy, University of Kent) The starting point of the paper is the puzzle of why, despite it being hailed as a major way to tackle work-family demands of workers, flexible working does not always lead to reduced feeling of work-family conflict – the feeling that your work and family demands are at odds with one another. I provide two reasons. First, because freedom at work and flexibility/blurring boundaries between work and other spheres of life can lead to expansion, rather than contraction, of work. Second, because flexibility at work may allow you to maintain your work intensity (working hours/staying at work) especially in the times when there are higher demands in family life than you would have otherwise. The paper then goes on to show how there are gender and occupational discrepancies, as well as discrepancies in the type of flexible working arrangements in these relationships. The paper concludes with some suggestions of what needs to change in order for flexible working to really work to enable a better workfamily reconciliation for workers

6. CAMBIANO LE CARATTERISTICHE DELLA PRESTAZIONE DI LAVORO • BENESSERE ORGANIZZATIVO • WELFARE AZIENDALE • WORK-LIFE BALANCE • TOTAL REWARDING • DIVERSITY MANAGEMENT • DRIVER: • NUOVE PRATCICES HR • RAZIONALIZZAZIONE NELL’USO DEGLI SPAZI (COSTI) • PRODUTTIVITA’? «Effetto Hawthorne?» • ENGAGEMENT/MOTIVAZIONE • +AUTONOMIA - CONTROLLO • PRODUTTIVITA’ ? • CHE LEGAME CON LEAN ORGANIZATION?

7. The “Water Cooler” Effect Allen, T. J. 1977. Managing the flow of technology: Technology transfer and the dissemination of technological information within the R&D organization. Massachusetts Institute of Technology • G. Gavett, What People Are ReallyDoingWhenThey’re on a Conference Call, • In «Harward Business Review», 19 agosto 2014 • 65% svolge altre attività • 63% invia mail • 55% mangia o prepara del cibo • 47% va al bagno • 6% prende una altra telefonata What we found was that cohesion among employees, your "tribe," if you will, is one of the largest factors in both productivity and job satisfaction. Cohesion is defined as how connected your work friends are with each other; that is, do the people you talk to also talk to one another? How tightly woven and interconnected is your personal network? Once again, we found that group cohesion was a central predictor of productivity. In fact, workers whose group cohesion was in the top third showed an increase in work productivity of more than 10%. In addition, workers who had access to more people, that is, their network of company contacts was larger, also demonstrated increased productivity. In this case, workers whose network access was in the top third of the group showed an additional productivity increase of 4%. MIT - Team di Alex Pentland

9. COMUNICAZIONE FACE-TO-FACE COMUNICAZIONE ONLINE Flussi di comunicazione fra funzioni aziendali prima del lancio di un nuovo prodotto MIT - Team di Alex Pentland

10. FATTO 100 IL TOTALE DELLA CONOSCENZA CONDIVISA IL CANALE DEI RAPPORTI DIRETTI FRA PERSONE RAPPRESENTA MEDIAMENTEIL 57 % DEL TOTALE, MENTRE IL RICORSO A CONOSCENZA ESPLICITA (PROCEDURE, INTRANET,ECC.) RAPPRESENTA MEDIAMENTE IL 43% 43% 57% LabNET SAA School of Management

11. Esistono 7 modelli ricorrenti che combinano in maniera diversa le diverse caratteristiche degli scambi di conoscenza analizzati, in ordine di importanza. L’impatto di ciascuna di essi è diverso sulla efficacia ed efficienza dichiarata LabNET SAA School of Management

13. CAMBIANO LE CARATTERISTICHE DELLA PRESTAZIONE DI LAVORO • BENESSERE ORGANIZZATIVO • WELFARE AZIENDALE • WORK-LIFE BALANCE • TOTAL REWARDING • DIVERSITY MANAGEMENT • DRIVER: • NUOVE PRATCICES HR • RAZIONALIZZAZIONE NELL’USO DEGLI SPAZI • PRODUTTIVITA’? «Effetto Hawthorne?» • ENGAGEMENT/MOTIVAZIONE • +AUTONOMIA - CONTROLLO • PRODUTTIVITA’ ? • «ROTTURA» DELLE RETI ORGANIZZATIVE INFORMALI • EFFETTI INDESIDERATI SUI PROCESSI DI DIFFUSIONE/ CONDIVISIONE DELLA CONOSCENZA • MODELLI DI COMUNICAZIONE INEDITI • FENOMENI DI MARGINALIZZAZIONE? • «BACK TO THE FUTURE?»……. • CHANGE MANAGEMENT ISSUES: • STILI DI MANAGEMENT • GESTIONE PER OBIETTIVI • ACCOUNTABILITY DIFFUSA • GESTIONE DELLA CONOSCENZA • MODELLI DI COMUNICAZIONE

14. ECONOMIA DELLE PIATTAFORME GIG ECONOMY

15. «BACK TO THE FUTURE?»…….

16. MORNING STAR – ORGANIZZAZIONE SENZA CAPI Colleague Letter of Understanding A key tool at Morning Star is the Colleague Letter of Understanding (CLOU, pronounced “kloo”). Every year, each Morning Star colleagues negotiate their CLOU with the colleagues who would be most affected by their work. CLOU’s were used to identify each employee’s responsibilities, activities, Steppingstones (a special type of key performance indicators, see Exhibit 4 for more detail on Steppingstones), time commitment, required resources and CLOU Colleagues. CLOU’s served as operating plans that would allow employees to fulfill their mission. Usually, developing a CLOU involved negotiating with 10 or more colleagues, each discussion lasting about 20-60 minutes. Given their level of detail, CLOU’s commonly changed year by year, to reflect a shift in interests or skills. Over time, employees worked on more complex tasks and left more basic assignment to new colleagues who had recently joined the company