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Moderator:
Helen Kaufert Leyland, Nokia Siemens Network
Speakers:
Kimberlee Burt, Original Creative Co-op
Colin Stuart, EC Harris LLP
Nigel Oseland, AMA Alexi Marmot Associates
Nik Robotham, Morgan Stanley
#1 Implementing Flexible Working in a Downturn: A Practical Guide
Agile Working
Agile Working is about bringing people,
Processes, IT and technology, time and
place together to find the most
appropriate innovative and effective way
of working to carry out particular tasks.
There is no one size fits all, it has
common themes but is individual.
Agile Working, in simplistic terms is
working within guidelines but without
boundaries.
At BT they have 75,000
flexible workers
out of 111,000 people ….
and 14,500 are homeworkers
Constructing Excellence - Better Ways of
Working March 2009
Paul Allsopp BSc.(Hons) (formerly BT)
THE AGILE ORGANISATION
Types of Working Environments
• Traditional –
assigned office &
open plan, auxiliary
spaces
• Activity Based or
Alternative
Worksettings-
collaborative areas
& individual
workstations- non-
assigned (flex)
• the ‘No-Office’
concept –
• Similar to
anywhere/anytime-
non-building
oriented such as
cars, gardens, etc
• The “Home”-
separate room or
kitchen table?
• Non-traditional
Environments –
Flexible work
locations not
including the office
or home, such as
libraries, coffee
shops, airport
lounges, clients’
• Satellites – Hubs -
Drop-ins
Non- assigned
workplaces/offices,
larger amount of
meeting spaces and
touchdowns,
often ‘hotelled’
Main Office-
In City or
Business Park
‘Near Home’
Or Suburban
Office
Third Places
Virtual
Selecting the Model for your Business
Location Who Definitions
• Individuals, Sales,
some C-Suite
• Knowledge workers
• Managerial,
Administrative
• Financial, ‘face to
face’ services
Economy Sector/
• Nomad(ism) –
eWork & mWork-
No fixed base
• Homeworking –
No assigned desk in
office
• Teleworking
Telecommuting
• Flexible Working
Desk Sharing
• Anywhere/anytime
“Third Places”
• Work fully or mostly
from home
• Flex in the Office &
at Home
• Office building
dependent
• SME’s, High Tech,
Entrepreneurs
• Call Centres/ High
Tech
• Professional,
Consultancy
•Financial, Law
Personal services
Designing the Infrastructure
People Technology Facility
The Primary Considerations
Importance of People
• Management training- ‘Middle Management Blackout’ > Office culture
Management by results > ‘presenteeism’
• Workforce demographics- Babyboomers > Diversity & Inclusion > the Net
Generation > Fathers at Home
• Who-Where-Why-When?- Suitability Analysis
• Rules & Regulations- What is allowed, encouraged, and vice versa
Importance of Technology
• Virtualisation- the challenge to Corporate IT departments
• Security & Privacy- just how important is it?
• Accommodating different technologies at home- DSL, Cable, Wireless
• Clear Rules for Teleworking- policies and practicalities
• The ‘roll-out’ and help desk- new software advancements
The Role of the Facility
• Existing Portfolio > Cost & Value > Existing Technology
• Type of Building > Design Flexibility > Symbolism & Branding
• Regulations > Capacity Analysis > Location
• Spaceless Growth > ‘Futures Analysis’> Long term Strategy
Photos Courtesy of “Spaces” Amsterdam
Implementing in a Downturn
Design as Enabler? Design as Enabler
“ A single focus on cost
management … hurts the
ability to respond when the
economy turns around”
Steelcase June 2009
Advantages:
• More Space – less paper
-better environment
• Breaks down hierarchy
• Allows more collaborative
settings
• Improves work/life
balance (a ‘give-back’
during redundancies)
• Positions for Expansion
without additional cost
or churn
Photo Courtesy of “Spaces” Amsterdam
Why Implement Agile Working?
• Markets are changing:
– for some it is survival for others opportunity
• Market positions are forged in a downturn:
– dynamic, innovative environment
• Customers really are king:
– because there are fewer of them
• Corporates are changing to respond to new market and
customer dynamics:
– and the change is fast
• So new products, services, geographies are dynamic:
– how can corporate workspace respond without
Workplace Challenges
Impact
• Demonstrable positive impact by the workplace on business performance
• Push-back from decentralised business units
• Opex & Capex reduction requirement
• Attraction and retention of the best talent
Control
• Insufficient asset knowledge and M.I.
• Knowledge gaps around the support the workplace needs to offer the business
• Benchmarking data & KPIs to demonstrate improved performance
• Lack of integrated city & regional reporting, forecasting and ROI analysis
Innovation
• Demonstrable improvements in productivity from ‘innovative’ workplaces and new ways of working
• Supporting ways of working, leading the way in innovative working practices
• Clearly articulated sustainability agenda, carbon neutral targets
Adaptability
• Flexible workplace solutions required to meet rapidly-changing business models
• Business Continuity, better risk management
• Credit Crunch issues around shedding people or space
The Need to Innovate
Cameron & Quinn
• 100% of organisations
want their culture to be
more creative and
innovative
• 96% want their culture
to be less controlling
and hierarchical
Cameron & Quinn
The Response to a Downturn
t
• Managers reverting to
comfort zones - an
increase in control
• A clocking on culture re-
appearing
• Erosion of trust
A Negative Spiral
• Increasing staff
resentment
• Lower morale
• Lower productivity
• Stifling innovation
• Are we stepping back
20 years?
Investing in Flexible Working
The Benefits Case
Link the Benefits Case to Deliverable KPIs
• Reduced absenteeism = £
• Reduced total occupancy costs = £
• Improved productivity = £
• Improved customer satisfaction = £
ECHQ – doing it for ourselves • £3m targeted benefits were realised in under 6 months (against a 12 month target)
• Net Profit Margin increased by 13% from pre move levels
• Fee turnover per head increased by 7.5%
• Staff attrition dropped from 24% to 15%, attraction/attrition ratio improved 1:1 to 2.5:1
• Utilisation of workspaces increased from 62% to 85%
• Total Occupancy Cost per head reduced by 36%
• Carbon footprint reduced by 39%
Conclusions
• Estate & Facilities have to change – we need to robustly
measure and link facilities to business contribution as
well as driving out cost and waste
• CRE executives are facing Boardroom pressure to
match facilities/service to customer need and to
demonstrate benefits case for investment
• Flexible workspace and agile working can be part of the
solution
Making Change
• Don’t force change, guide it
• Support staff to form their own opinion and solutions
• Give some of what they want to affect change you want Source: AMA Alexi Marmot Associates 2009
7 Cs of Change
Set the stage …
decide what to do
make it happen
… then make it stick
Create sense of urgency
Credible team
Clarify vision and strategy
Communicate
Consult and empower
Celebrate short-term wins
Cement the new culture
Source: AMA Alexi Marmot Associates 2009
Tools for Change
• Select team and
confirm sponsor
• Project meeting for
objectives & timescale
• Gauge/survey
readiness to change
• Key stakeholder
meetings
• Initial communication
• Select champions
• Welcome Pack or
User Guide
• Open/family day
• Opening ceremony
• Champion sessions
• Post-move feedback
• Additional training
• Post occupancy
evaluation
• Continuous comms
• Champion meetings
and workshops
• Work process training
• Exhibitions, furniture
showcase, site visit
• Pilot study
• FAQ and Guidelines
• Videos & walkthrough
• Farewell celebration
• Space analysis and
utilisation study
• Envisioning workshop
• Senior manager
interviews
• Culture mapping &
photosphere exercise
• Champions kick-off
• Pre-project staff survey
• Best practice tours
Create urgency
Credible team
Clarify vision Communicate
Consult / empower
Celebrate wins
Set the stage Decide what to do Make it happen Make it stick
Cement new
culture
Source: AMA Alexi Marmot Associates 2009
Change Cycle
Resistance Commitment Exploration
Mo
rale
Denial
Resisting change,
anger at change
Bargaining & explore
options for solution
Accepting responsibility
for making change
Refusing to
acknowledge change
Time
Emotional Support
Voicing of concerns and
acknowledgement
Clear Direction
List priorities,
set short-term goals
Encouragement
Acknowledge and
reward success
Information
Justify change and
prepare people
Source: AMA Alexi Marmot Associates 2009
Barriers to Change
Why do people resist change? How do we tackle this?
Value and reward alignment
Ownership and champions
Good comms/consultation
Provide additional support
Highlight strategy and benefits
Transparency & reassurance
Self-interest - loss of control
Distrust changers
Misunderstanding
Low tolerance of change
Unnecessary interference
Fear of the unknown
Source: AMA Alexi Marmot Associates 2009
Dealing with Resistance
Tell me and I’ll forget
Show me and I will remember
Involve me and I’ll understand
(Lao Tse, circa 600 BC)
Source: AMA Alexi Marmot Associates 2009
Coercion/
Edict Influence Education/
Reasoning
Negotiation/
Arbitration
Involvement/
Ownership
Facilitation/
Participation
Example of Process & Techniques
Vision
Comms
Vision
Comms
Staff Survey
(Pre)
Staff Survey
(Pre)
Envisioning
Workshop
Envisioning
Workshop
Frequently
Asked
Questions
Frequently
Asked
Questions
Town Hall
Presentation
Town Hall
Presentation
Benchmarking
& Advice
Benchmarking
& Advice
Group Head
Interviews
Group Head
Interviews
Group
Workshops
Group
Workshops
Group
Presentation
Group
PresentationGuidelines
Comms
Guidelines
Comms Update
Guidelines
Update
Guidelines
Move
Comms
Move
Comms
Project Team
Briefing
Project Team
Briefing
Champion
Workshops
Champion
Workshops
Workplace
Guidelines
Workplace
GuidelinesWelcome
Pack
Welcome
Pack
Staff Survey
(Post)
Staff Survey
(Post)
LobbyingLobbying
Champion
Workshops
Champion
Workshops
Source: AMA Alexi Marmot Associates 2009
Change Programme
Source: AMA Alexi Marmot Associates 2009
58
additional
tasks for
FlexSpace
Success Factors
• Understand the requirement
• Identify leaders and partners
• Planned change management
• Use optimum solution
Source: AMA Alexi Marmot Associates 2009
The Client Experience:
Flexible working at Morgan Stanley
30
Our Business Principles:
• Lead with integrity
• Put clients first
• Win in the marketplace
• Think like an owner
• Keep your balance
The Key Factor:
Think like an owner
31
Would you book a hotel to cover the 6 week school
summer holiday when you're only going for 2 weeks?
If it was your money, would you
rent enough space for everyone to
have a desk when they are
occupied for less than 1/3 of their
year?
Key Factors for CS Management:
Lead with integrity
32
Decisions:
• Do CS lead the change or follow the front office?
• What is the right use of space for CS as a business?
Leadership:
• Change Management
• Define Benefits
• Return On Investment
• Communication
Key Factors for CS Management:
Vision and culture
33
Team
Orientated
Cost
Conscious
Transparent
Diverse
Specialists
Driven
Caring Leaders &
Innovative
Client
Focussed
Agile &
Flexible
Collaborative &
Communicative
Current Required
Key Factors for the Staff:
Keep your balance
34
• Offices / team rooms / meeting rooms
• Inefficiency of set up / clear down time
• Occupation health: ergonomic requirements and hygiene
• Filing and personal storage
• Technology Solution
• Team Zones
• Booking System
• Video / tele conference
• Home Working
• Personalisation
Change Management Factors:
Convincing Staff and Management to change
35
Engagement: understanding and delivering department,
team and individual requirements
Equality in space: Senior
Management, Middle
Management, Employees,
Consultants, Temps
The real turning point:
when they saw the space
The Real Turning Point:
36
after
Seeing the Space
before
Planning the space:
01 02 03 04 05 06 07
C
A
B
Shelving
Sh
elv
ingInteractive Whiteboard
AV
DSC
Team Rooms
Flex Desks
Touchdown Positions
Video Conferencing
Collaboration Room
Quiet / 1 to 1 Rooms
Building Libary
Copy / Fax / Mail / Stationery Point
Ergonomic Equipment Store
Breakout and Informal Meeting Space
Pantry
Space Type Key
The Real Turning Point:
Seeing the Space
38
working relaxing
The Real Turning Point:
Seeing the Space
39
clear, adjustable desks with easy access to power and data
The Real Turning Point:
Seeing the view
40
The Benefits:
For Now and the Future
41
Reduction in space = reduction in cost
No moves, adds & changes = reduction in cost
Satisfaction rating increased
from 51% to 93%
Better space =
higher satisfaction & motivation
• “It’s the best office I’ve ever worked in”
• “I’m actually enjoying coming to work”
• “I don’t want to come home, I’m
enjoying the office too much”
Implementing Flexible Working
in a Downturn
A Practical Guide
Thank you