Learning launch – Smart working in my company 

 1 .   Challenge : describe your challenge , including all relevant information . 

 I am responsible for trade union relations in an international banking group with about 65,000   employees in Italy and 25,000 in over 20 countries worldwide . 

 Our challenge was to start smart working in the company to meet the needs of employees for   their work life balance and increased company productivity . In Italy there were n’t other smart   working experiences applied in large companies and there were very few experiences in small   companies . We wanted to find the way to use smart working on the one hand after an   agreement with the trade unions and on the other the approval of the managers . We had to   start with the project in 6/9 months , at the same time as Expo 2015 started and we had little   experience of remote working . We wanted to start with all the departments and all company   classification levels without restrictions , excluding only the employees who work in branches   opening to the clients , 

 The team was made up of people from all departments ( organization , real estate , human   resources , ICT , etc . ) and also of members of the union . 

 2 .   Selection : in your own words , briefly describe the tool you have selected ( eg . What it is and   why you selected it for your challenge - including any appropriate videoconferencing   references ) . 

 Having no experience to rely on , we chose to work on What wows and what works , and we   worked with Starting launch . 

 Before starting , all the members of the team attended a team working course together to   improve their collaboration . 

 3 .   Application : describe how you applied the selected tool to your challenge ( eg what you did   and how the tool was applied effectively or ineffectively ) . 

 The team spent many hours going to understand what the workers wanted , what the manager   wanted , checking the procedures and identifying the best solutions , with few rules and limits .   Our budget was limited but fortunately 70 % of the employees already owned company   devices . 

 Based on the first interviews with colleagues and managers , we organized some brainstorming   sessions to understand how to organize the work , some morphological analysis sessions , also   checking how to modify the procedures , but making very few changes , also because many   of our processes were already paper - based . 

 The agreement with trade union was made on December 2014 to start the test from March   2015 and until December 2015 . The employees initially involved were around 1000 , but   increased during the test to around 3800 . 

 At the end of the test was made another agreement was with the trade union to use smart   working as a common method of carrying out the work performance in the company in Italy .   since 2016 . 

 Then other teams were made to ensure testing in other countries , which have different   characteristics compared to Italy . 

 At the end of 2019 there were about 17,000 people who habitually do smart working , of which   around 14,000 in Italy and 3,000 abroad . 

 4 .   In - depth analysis : describe the intuition that you obtained by applying the tool you selected to   your challenge ( for example , how an intuition influenced your way of thinking about challenge   and design thinking in a broad sense ) . 

 One of the essential elements was that people wanted to do in smart working , but the   managers were n’t sure they could control and verify work productivity and achieve their   expected results . 

 So , before starting the test with about 1000 people , we had meetings with all the managers to   explain their smart working philosophy and create their direct engagement during the test . 

 The other essential element was the voluntariness of both managers and colleagues to test   smart working . This was important because they participated in the test very convinced and   motivated and therefore their motivation convinced even the least motivated and skeptical . 

 5 .   Approach : describe what you could do differently next time - applying the same tool you have   selected or a different one - and the reason ( s ) why . 

 The way we managed the change worked very well and the team worked very well together . 

 The test allowed to verify the functioning on the field and it was not necessary to change   anything to start the whole company . 

 The thing that maybe I would change for the next time is to be able to involve external people   to have also different approaches that could innovate more . 


EMAIL: 
ID_NUM: 
NAME_STUDENT: 
PHONE_NUM: 
STREET_ADDRESS: 
URL_PERSONAL: 
USERNAME: 

### Task: You are a PII (Personal Identity Information) Detection. Given a essays written by students, you have to identify ONLY the following:
NAME_STUDENT - The full or partial name of a student that is not necessarily the author of the essay. This excludes instructors, authors, and other person names.
EMAIL - A student’s email address.
USERNAME - A student's username on any platform.
ID_NUM - A number or sequence of characters that could be used to identify a student, such as a student ID or a social security number.
PHONE_NUM - A phone number associated with a student.
URL_PERSONAL - A URL that might be used to identify a student.
STREET_ADDRESS - A full or partial street address that is associated with the student, such as their home address.
### Input: Learning launch – Smart working in my company 

 1 .   Challenge : describe your challenge , including all relevant information . 

 I am responsible for trade union relations in an international banking group with about 65,000   employees in Italy and 25,000 in over 20 countries worldwide . 

 Our challenge was to start smart working in the company to meet the needs of employees for   their work life balance and increased company productivity . In Italy there were n’t other smart   working experiences applied in large companies and there were very few experiences in small   companies . We wanted to find the way to use smart working on the one hand after an   agreement with the trade unions and on the other the approval of the managers . We had to   start with the project in 6/9 months , at the same time as Expo 2015 started and we had little   experience of remote working . We wanted to start with all the departments and all company   classification levels without restrictions , excluding only the employees who work in branches   opening to the clients , 

 The team was made up of people from all departments ( organization , real estate , human   resources , ICT , etc . ) and also of members of the union . 

 2 .   Selection : in your own words , briefly describe the tool you have selected ( eg . What it is and   why you selected it for your challenge - including any appropriate videoconferencing   references ) . 

 Having no experience to rely on , we chose to work on What wows and what works , and we   worked with Starting launch . 

 Before starting , all the members of the team attended a team working course together to   improve their collaboration . 

 3 .   Application : describe how you applied the selected tool to your challenge ( eg what you did   and how the tool was applied effectively or ineffectively ) . 

 The team spent many hours going to understand what the workers wanted , what the manager   wanted , checking the procedures and identifying the best solutions , with few rules and limits .   Our budget was limited but fortunately 70 % of the employees already owned company   devices . 

 Based on the first interviews with colleagues and managers , we organized some brainstorming   sessions to understand how to organize the work , some morphological analysis sessions , also   checking how to modify the procedures , but making very few changes , also because many   of our processes were already paper - based . 

 The agreement with trade union was made on December 2014 to start the test from March   2015 and until December 2015 . The employees initially involved were around 1000 , but   increased during the test to around 3800 . 

 At the end of the test was made another agreement was with the trade union to use smart   working as a common method of carrying out the work performance in the company in Italy .   since 2016 . 

 Then other teams were made to ensure testing in other countries , which have different   characteristics compared to Italy . 

 At the end of 2019 there were about 17,000 people who habitually do smart working , of which   around 14,000 in Italy and 3,000 abroad . 

 4 .   In - depth analysis : describe the intuition that you obtained by applying the tool you selected to   your challenge ( for example , how an intuition influenced your way of thinking about challenge   and design thinking in a broad sense ) . 

 One of the essential elements was that people wanted to do in smart working , but the   managers were n’t sure they could control and verify work productivity and achieve their   expected results . 

 So , before starting the test with about 1000 people , we had meetings with all the managers to   explain their smart working philosophy and create their direct engagement during the test . 

 The other essential element was the voluntariness of both managers and colleagues to test   smart working . This was important because they participated in the test very convinced and   motivated and therefore their motivation convinced even the least motivated and skeptical . 

 5 .   Approach : describe what you could do differently next time - applying the same tool you have   selected or a different one - and the reason ( s ) why . 

 The way we managed the change worked very well and the team worked very well together . 

 The test allowed to verify the functioning on the field and it was not necessary to change   anything to start the whole company . 

 The thing that maybe I would change for the next time is to be able to involve external people   to have also different approaches that could innovate more .
### Output: 