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The Open Work program combined technologies, tools, and support processes that enabled employees to work from anywhere, anytime, using any technology.1 According to the findings of one of Sun’s studies, roughly 35% of all employees did not use their assigned buildings on a typical workday. By implementing Open Work, Sun reduced its real estate holdings by more than 15% (2.6 million square feet), resulting in savings of nearly a half-billion dollars over the course of 10 years. In 2008, nearly 60% of Sun’s employees had participated in the program.

According to Seema Iyer, the Open Work program manager, employees had a choice of flexible work arrangements. When new hires joined Sun, they decided, along with their managers, whether their work was suitable for an Open Work arrangement. The Open Work program consisted of three components. The first was a suite of enabling technologies referred to as “mobility with security,” in which people moved between work sites and had consistent mobile access to personal computer sessions. The second involved access to workplaces on a day-to-day basis in spaces that included the Sun campus, a drop-in office, a hotelling site, or a client site. Third, employees worked from home, and, when an alternative space was needed, they used Sun workspaces. Organizational policies like monthly allowances that included Internet, telephone, and hardware for mobile employees and training to work in this environment were in place to support this program.

Iyer noted:

With Open Work, we’ve dramatically reduced our operating costs, and we pride ourselves for developing an eco-responsible system in line with our “green approach to business.”2 Our employee satisfaction has risen and productivity remains strong. While satisfaction with the program is high, it still has a number of critics who believe that face-to-face interaction is key to innovation.

Sun had set up a suitability assessment for employees who wanted to participate in Open Work. Managers filled out a category assessment survey that polled work patterns, activities, resources, work style, and background (see Exhibit 2). Sun examined factors such as the amount of work time spent at different locations, whether the employee worked alone or with others, the need for communication, and whether communication was electronic or in person. The data-collection process also looked at the amount of interaction with other team members and internal or external customers, how frequently he or she worked from home, and whether the employee was a self-starter.

1 This and other case details were taken from interviews with the following Sun managers: Seema Iyer, Wajid Jalaldin, Robert Latham, Chris James, Will Rahim, and William Franklin.

2 Sun estimates that the average Open Worker emits 1.25 fewer metric tons of CO2 per year compared to a typical employee assigned to a particular location. It is also estimated that each Open Worker avoids 135 gallons of annual fuel consumption (Sun & University of Colorado, 2008).

409-003 Managing a Global Team: Greg James at Sun Microsystems, Inc. (A)

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