Working beyond boundaries

Transformational Change Programme

Alison White, co-founder of PLACEmaking

Session 4B : Working beyond boundaries

Live Programme Learning

32 Office Buildings 2 City Centre Hubs Generic office solu:on 1 x new refurbishment 1 x Grade 2* listed

Average 15 sqm p/p

Average 6 sqm per person (capacity 1645 people sharing)

Average 7 sqm per person (capacity 850 people sharing)

Business Case: Tangible Benefits

Temple Street City Hall

Locali:es

www.placemaking.co.uk

Memory!logic and rational !

Imagination!intuition!

Survival instinct!Fear!

Neutral - Do nothing!status quo!

Focus on the Future Achieve the step change

Needed to shi* focus: from procedural process planning to re-imagining opportuni3es to embrace TW3 principles

Focus on the familiar

Need to Re-imagine The Way We Work

Furniture Supplier

These are the top level Product. This covers all artifacts for BWP production including physical deliverables, Key documents and control elements. All of these will breakdown in several Levels to atomic products. This work will be done by the Workstream Leads and be submitted for review in parallel to the Blueprint process , for delivery in April 2013.

BWP Product Breakdown (Level 1 & 2) (0) BWP

(4) Technology(6) Strategic

Accommodation Planning

(3) Business Change

(5) Modern Working

Environment

(1) Modern Working Practice

(8) Programme Process

(2) Operational Protocol

(7) Buildings

(2.3) Scanning & Document Retention

(for BWP scope / Delivery)

(1.1) Detailed Design Modern Working Practice (MWP) (4.1) Technology

Design

(1.2) HR Policy Change for MWP

(2.2) Future FM Design

(Building Management)

(5.1) Detailed Design Modern Working

Environment

(5.2) Furniture Specification &

Invitation to Tender

(5.3) Furniture Procurement

(7.2) City Hall Design and Consent

(7.3) Other construction Design /

Consents

(2.1) Detailed Design Operational Protocols

(6.1) Services delivery end-state

location model

(6.2) Strategic (end state)

Accommodation Plan(BWP Buildings)

(4.3) Technology Procurement(4.4) Technology Solution / Integration(4.5) Technology Proving(4.6) Technology Delivery(4.7) Data Centre Alternative Solutions(Romney)(4.8) ICT Service / Support Changes(4.9) Data Centre Solution Delivery

(6.3) Intermediate Period

Accommodation Plan

(6.4) Intermediate Period

Accommodation Change projects

(6.5) Strategic / Final Accommodation

moves (Into MWE)

(5.5) MWE Furniture Installation

Management

(5.6) MWE Furniture Installation

(7.4) Construction Specification / Brief &

ITT

(7.7) City Hall Construction

(7.8) Other Construction

(7.9) Buildings Fit Out to Cat B

(7.5) Construction Procurement

(7.6) Construction Supplier

Engagement / Mobilisation Plan

(7.1) Building Search & Acquisition

(8.1) Blueprint (and Design Brief) (8.2) Future of City Hall

(8.3) Benefits Model(8.4) Design Supplier

Engagement / Mobilisation Plan

(8.5) Programme Governance

(8.6) Programme Reporting

(8.7) Financials (8.8) Programme Plans

(8.9) Programme RAID

(8.10) Contract Management

(8.11) Resource Management

(8.12) Benefits Management

(8.13) Design Contractor

Procurement

(8.14) Building Disposal

(8.15) Workstream Plan, Budget, RAID,

Reporting

(8.16) Supplier Management

(1.3) Performance Management

Change for MWP

(2.4) Paper / Non Paper Storage (for

BWP scope / Delivery)

4.10 Technology Overview Review

(4.2) ICT Service / Support Change

Design

(8.17) Programme Closure

(3.1) Business Change Strategy

(3.2) X Programme Delivery Plan

(Integration within the Change Portfolio)

(3.4) Stakeholder Engagement

(3.3) Business Change Network

(3.6) Change Journey

(Staff, Managers, Customers)

(3.5) Communications

(3.8) Pilots, Trials, Model Office(s)

(3.7) Organisation Migration Tranche

Plan

(3.10) Training / Learning Materials

Development

(3.9) Training / Learning Strategy /

Plan

(3.12) Training / Learning Delivery

(3.11) Training / Learning Proving

(3.14) Tactical Process Change

(3.13) Organisation Migration & Support

Delivery

(3.16) FM restructure & Management of

Change

(3.15) Evidential Monitoring for

Change effectiveness

(3.18) Handover to Business as Usual

(3.17) Other Management of

Change

(3.19) Benefits Realisation

4.13 Technology Overview

Corporate Property

BCC Deliverable

BCC Deliverable with significant Design Supplier contribution

Primarily Design Supplier Deliverable

Construction Supplier with Design Supplier contribution

Notes:*1 - City Hall CSP only, changes to other CSPs are not in scope of BWP. This includes redesign / refitting of their existing space; this would need covering in the ICS Service or C&P Programme budget.

4.11 Technology Requirements Specification

4.12 End User Toolkit

BWP Process: Rigid and ineffec:ve

340 crea:ve reports 85 new tools/methodologies 21,315 sqm of transforma:onal design solu:ons


Policy development

Service Design

Service Delivery: central

Service Delivery: local

In and local: dependant on internal agile connec:vity use of project, some team workspaces

Out and about: dependent on remote ICT connec:vity regular use of collabora:ve workspaces when in

In and about: dependant on internal ICT agile connec:vity use of collabora:ve/project workspaces

In and sta?c: dependant high quality connec:vity with customers/team use of team workspaces

Team Orienta?on

Personalised Work PaBerns

Planned: Formal

Collabora:on Socialising

Planned: Interac:on

Spontaneous: Collabora:on Innova:on

Planned: Team based Interac:on Socialising

Remote collaborate

Planned: Collabora:on Innova:on

Spontaneous: Interac:on Socialising

Planned: Collabora:on Innova:on Interac:on

Spontaneous: Socialising

Planned: Team based Interac:on Socialising

Rethinking how we operate

Be_er Delivery of Services

Policy development, service design Customer par?cipa?on

city opportuni?es

Policy & Service Design Delivering Be_er Services

Targeted Customer services, locally delivered

Directly informs Estate Strategy & Solu?ons

Customer access to services: Digital by default

on-line, on phone & self serve, F2F


Working within walls Working within walls

Past

Enhanced choice mobility enabled through technology

30% desks 50% collabora:ve,

20% innova:ve

60% desks 40% collabora:ve, 0% innova:ve spaces

Step Change Approach Mix

formal mee:ng, informal mee:ng, collabora:ve +

innova:ve, some desk space

Mix formal mee:ng, informal mee:ng, collabora:ve +

desk space

100% desks 0% collabora:ve, 0% innova:ve spaces

Now


Step 1

Step 2

Solu?on: Change of Approach Concentrated desk space localised interac?ve sefngs

Concentrated desk space integrated interac?ve worksefngs

No desk space: free access interac:ve, collabora:ve and innova:ve sefngs

Limited desk space: free access interac:ve, collabora:ve and enhanced innova:ve sefngs

Formal bookable spaces: restored, enhanced use & performance

No desk space: free access interac:ve, collabora:ve and innova:ve sefngs


Past Future Work 9-5 Work any:me

Work in the office Work anywhere

Use company equipment Use any device

Focused on inputs

Focused on outputs

Climb corporate ladder

Create own ladder

Defined tasks Crea:ve problem solving

Hoards informa:on

Harness/share informa:on

No voice Leadership opportuni:es

Relies on emails

Instant technologies

Focused on knowledge

Focused on adap:ve learning

Formal corporate training

Democra:sed learning

Changing Expecta?ons

Work a word that doesn't mean the same thing now as it did just a few years ago. The business as usual model is outdated..leaders need to tackle the challenge of con3nuous innova3on. embrace new ways of working to create long term business value and service delivery

Chess Media Group www.placemaking.co.uk

Controlled Change: Corporate Training: do it to them approach, classroom set-up Tradi:onal Appears low cost Opera:onally Expensive (trainees and trainers) Rigid approach Low a_endance Training fa:gue Ineffec:ve

Approach to delivering Change

Corralled Change: Change team: do it with them approach, delivered by change team Common in sector Hidden costs 12 step process Bo_le-neck Variable quality One size solu:on Limited embedded change Semi effec:ve

Transforma?onal Change: Self navigated learning: profiled & targeted, develops learning networks Unfamiliar Set up & upgrade costs Adaptable engagement style Self selected profile Targets investment Embeds learning culture Measurable performance Start of a con:nuous process

Step 1

Step 2/3


Delivering Sustainable Transforma?on

Past

Building Maintenance

Business Facilita:on

Rigid Work Tasks

Crea:ve Problem Solving

Technology Aner Thought

Integrated Technology

Corporate Training

Self Navigated Learning

Future

People

Plaoorm

Place

Providers


Components of Transforma?onal Change

Vision& Engagement& Incen/ves& Tools& Outcomes&

+" +" + + = CHANGE'

+" +" + + = CONFUSION'

+" +" + + = ANXIETY'

+" +" + + = GRADUAL'CHANGE'

+" +" + + = FRUSTRATION'

+" +" + + = FALSE'START'

"

"

"

" " " "

" " " "

" " " "

" " "

" " "

" " "

"

"

"

"

"

"

Celebrated"successes"

Pla0orms/providers/place"

Relatable"benefits"(personal"and"corporate"

Efficiency/Effec?veness"and"Expression"

Advocates/leadership"

Vision& Engagement& Incen/ves& Tools& Outcomes&

+" +" + + = CHANGE'

+" +" + + = CONFUSION'

+" +" + + = ANXIETY'

+" +" + + = GRADUAL'CHANGE'

+" +" + + = FRUSTRATION'

+" +" + + = FALSE'START'

"

"

"

" " " "

" " " "

" " " "

" " "

" " "

" " "

"

"

"

"

"

"

Celebrated"successes"

Pla0orms/providers/place"

Relatable"benefits"(personal"and"corporate"

Efficiency/Effec?veness"and"Expression"

Advocates/leadership"

Resources

Embedding key Change elements!

Business Case

Tangible property reduction as momentum to drive change. Additional intangibles benefits available.

Context

No BAU. On-going Transformational Change, measurable outcomes

Transformation Touches every aspect of the organisation.

Challenges

Continuity. Leadership/governance essential

Engagement

Less traditional, more creative

Sustaining solutions

Step change in solutions and delivery models: continuous raising the bar, fresh solutions , fresh challenges

A blueprint for delivering the governments estate strategy 2020
