VWork: Measuring the benefits of agility at work - Full Report

e e al ntag Valu Virtu adVa Measuring the benefits of agility at workA Research Studyby Mark Dixon and Philip RossMay 2011

CONTENTS V1.1 Executive Summary 2 V1.2 Introduction 3 V1.3 V is for Virtual 4 V1.4 Collaboration 9 V1.5 adVantage: the business Drivers that will change the way your organisation works 12 V1.6 Value: Monetising Agility 14 Case Studies 18 Conclusions 19 Appendix 20VWork: Measuring the benefits of agility at work 1 © Unwired Ventures Ltd, 2011 All Rights Reserved

V1.1 Executive SummaryThis report identifies the three Vs: Virtual, adVantage and Value Placing a value on agility is one of the objectives of this research.that will define the benefits of agile working as it emerges over the With a move towards virtuality, the traditional approach ofnext decade. As the concept of ‘virtuality’ gains ground, monetising measuring workplace performance in £ or $ per square foot or theagility and creating a robust business case for changing the way ratio of desks to people becomes irrelevant. Instead, we adopt awe work will become essential. Winning strategies at work is all people-centric approach that also mirrors the idea of internet-about success. And this success is for both employer and employee centric computing in a ‘buy your own’ world. Providing real time,as the concept of VWork delivers dividends in a number of areas. on demand services for work, and a cost per capita per month for work ‘provision’, gives us a new way of understanding the costs‘New ways of working’ are already being put in place. In our survey of doing business as well as demonstrating and monetising theonly 8.5% of respondents from large organisations reported that benefits.no programme was in place. Of large enterprises surveyed, 62.5%have already rolled out new ways of working. Case studies from early adopters of more virtual approaches to work, from Yell to Boeing and Cisco all paint a picture of significantMuch has been written about virtual working over the last few cost savings and clear business benefits. We see three key stagesdecades. The traditional definition of telecommuting or home to becoming virtual, starting with a convergence of the ‘real’,working and its predicted rise has not materialised. Our survey followed by a move to an augmented reality and finally a shift tofound that only 1.6% of people who work for large employers work virtual reality.from home – most (63.5%) still commute to an office four or fivedays each week. But interestingly, only 9.7% of people in these Virtual work, VWork, will be a fact of life for most people asorganisations would like to work from home. The preference is for social networking collides with the physical workplace to blurlocal work, within a 10-minute commute from home. the boundaries. As inter-company collaboration becomes more prevalent, as work gets distributed to lower cost centres and asAs cities become increasingly immobile, we predict a rise in a our towns and cities become more and more immobile, people will‘permeable’ city where people will work from a variety of locations. begin to look for and adopt new approaches.Our survey found that people were ready for nomadic work, with59% saying they now had the right technology tools to work Organisations need a plan to embrace winning strategies atanywhere. work.Virtual work is a response to these pressures. It challenges thetraditional fixed workplace as the container for work, and insteadpaints a more eclectic picture of ‘Martini’ work: anytime, anyplace,anywhere; a fragmentation of the rules of office and corporatelife that will be mirrored by a growth in distributed work, boththrough outsourcing and collaborative work-styles.What is clear is that there is an expectation that the youngerworkers, the millennial generation and those still at school, willembrace virtual working and reject the traditional office. Of ourrespondents in large employers, 74% expected this to be the case,and so it is no surprise that 71.9% of them predicted a decreasein the amount of office space that will be required. They see theoffice as a place for occasional use (51.2%) and would prefer amuch shorter commute to an office – under 20 minutes comparedwith over 40 today.Business benefits that can provide competitive, cost or otheradVantage show that the primary driver for change is people’sproductivity. AdVantages vary by size of company, but a clearfocus on reducing the cost of real estate for the organisation andimproving work/life balance for the employee were evident in oursurvey results. VWork: Measuring the benefits of agility at work 2 © Unwired Ventures Ltd, 2011 All Rights Reserved

V1.2 IntroductionIn our previous report, Agility @ Work (published March 2010), Agility has become mainstream as a way of working. But peoplewe identified the six forces that were shaping the future of work have struggled to define a value for corporate agility. This reportand presented some ideas for how companies could adopt the sets out to guide people on that journey.‘corporate six pack’ to get fit for business.Now we take the ideas forward in VWork: Measuring the benefitsof agility at work by presenting the idea of the 3Vs that helpestablish a measure for monetising agility at work.These ideas have not been developed in a vacuum. We have workedwith some of the world’s leading companies to understand theirissues, objectives and business drivers. We have also analysedsome of the key trends that will shape virtual work. Rather thanthe previous debate about homeworking or telecommuting, ourview of virtual work looks at mobility and the changing nature ofwhere and when work is done.The core business advantages of this approach to agile work aredefined, and as a result we have monetised agility and presentedthe idea of an Agility Dividend that lets an organisation measureand quantify the impact that agile work can have on the bottomline. 1 Real Estate Review workplace strategy and introduce activity based working and mobility. Gather data on utilisation rates and real cost of occupancy as well as churn costs. Create an aspirational vision for new workstyles. 2 Culture Introduce change management to prepare people for new workstyles. Move from management by supervision to a results based approach. Identify champions for innovation and change. 3 People Understand demographics and profile the workforce to identify the needs of different groups by age, job function and psychometric analysis. Engage with the workforce to develop opportunities for change. 4 Technology Identify key drivers and enablers of change. Then align technology to the real estate strategy and introduce the appropriate tools for new workstyles. 5 Transport Realisation that continued stress in transport corridors will require a new approach to commuting and mobility, and the adoption of polycentric thinking. 6 Sustainability Reduced quantity of commercial real estate leased, together with better management of property assets, reduced commuting and greener technology will allow targets to be met.VWork: Measuring the benefits of agility at work 3 © Unwired Ventures Ltd, 2011 All Rights Reserved

V1.3 V is for VirtualThe History of Virtual Work Becoming VirtualIn 1964 when Stephanie ‘Steve’ Shirley founded F International In their book, Becoming Virtualii, Jane Klobas and Paul Jackson(FI) she could not have predicted that it would become one of the describe a “growing diversity of organisational form as organisationsfirst major virtual businesses. By 1985 FI had over 1,000 workers use new technologies to reconfigure work, distributing it moreand was winning accolades and awards. Twenty-five years later in than ever across distant locations, different time zones and1987, Francis Kinsman’s book The Telecommutersi described the even diverse organisations.” They go on to identify that: “thegrowth of FI and other innovative companies such as ICI and world is said to be increasingly ‘virtual’, a condition in whichRank Xerox. organisational solidity is only apparent: the reality is one of high performing, dynamic networks which connect staff, enterprises,As Kinsman said at the time: “ICI is now making dramatically processes and expertise, where the drive to produce or competeincreasing use of bleepers and cellular radio throughout its has displaced the need for permanency and structure.”operations.” It is hard to remember, but in 1987, the UK hadonly 160,000 mobile phone subscribers and was seen as a leader “That long standing symbol of the business world, the Corporatein Europe against 13,000 users in France and 25,000 in Germany. HQ, will soon be no more. The days of an all-powerful, singleNow in the UK, 33 million people have a mobile phone. location, world headquarters are numbered,” says Anil Gupta, professor of strategy & organisation at the Smith School of BusinessSo, almost 25 years on from the publication of that book, in at The University of Maryland. “The concept of a corporate HQ will2011 how much has changed? Why has the forecast revolution change from a physical location to a virtual network.”at work, where ‘20% of the workforce would work from home’,not materialised? The technology enablers back then were seen So the ultimate symbol of solidity, the corporate office, is thereforeby Kinsman to be “the continuing miniaturisation of electronic under attack. The economics of the office are being redefined. Asequipment, especially fax; the encyclopedic memory of compact we have seen, the early experiments of telework have evolved intodisks…” new formats for the firm. They include virtual teams that use new ways to connect, communicate and collaborate; mobile workersBut it is interesting that the other technology that ICI had in that no longer need a fixed desk and a growing virtual supplythose early pioneering days is about to ‘arrive’. In 1987 Ken chain of outsourced functions that are provided by specialists toEdwards, part of ICI’s strategic IT department, commented that allow the corporation to focus on its core business.100 sales managers and 700 of their 900 sales staff had electronicmail facilities. “The sales managers have dumb terminals accessed As Gupta notes: “The next generation of global enterprise willdirectly into the mainframe… the sales reps have videotext operate as a network of global hubs with distributed intelligenceviewdata equipment which transmits information to and from the and direct peer-to-peer collaboration. Key executives will sit closelocal centre.” to where the action is, rather than in an ivory tower 10,000 miles away.”A possible explanation for the slow realisation of ‘telecommuting’is that it is not about home working. While the home features in The next obvious iteration will be an increasingly virtualpeople’s ‘workspheres’, it is only one of a number of places where organisation, following the trend of social networks, to weavepeople want to work. A more persuasive explanation was that 25 together a ‘networked enterprise’.years ago technology was just not ready.In effect, ICI was using cloud-based technologies. Informationwas delivered to users from remote data centres. It has taken 25 “Technology, and how technologyyears for the complex, office based, networked personal computer can support the workforce is key toera to come to the end of its natural life. Now, in the age of Web the successful implementation of2.0, we are heading back to the future. agile working.” Patrick Foord, Standard Chartered VWork: Measuring the benefits of agility at work 4 © Unwired Ventures Ltd, 2011 All Rights Reserved

Virtual WorkThere is no doubt that joined-up thinking between HumanResources (HR), Information Technology (IT) and Corporate RealEstate (CRE) functions within the organisation will drive culturalchange.But it is not just the collision between the traditional corporatesilos to create central business services functions, but theinnovation that can come through changing the way we workthat will result in a new approach. And it is where the realmsoverlap that the key for innovation lies, as companies understandthey can change infrastructure, behaviours and core business andwork processes.Companies moving towards virtuality display certain characteristicsand have developed new skills and put in place enablers tosucceed. These are both physical and emotional.Enablers of Virtual Work Technology The Right Tools User-centric technology provision Going Thin All technology needs to migrate to the cloud – no infrastructure in the office People Vision and leadership Commitment from the top and leading by example Behaviour Change management to introduce new capabilities and skills, as well as performance measurement and mentoring Process Non-linear, with tasks and responsibilities defined Real Estate Location Work sphere identification, with ‘day in the life’ (DILO) modelling to match work with activities and personal profilesVWork: Measuring the benefits of agility at work 5 © Unwired Ventures Ltd, 2011 All Rights Reserved

Culture workstyle and flexible workingThe virtual office: from noun to verb PeopleWork is no longer a place you go. It is something you do. It 9 bn demographics, TOTAL POPULATIONhas moved from being a noun to become a verb. And with this RURAL POPULATION expectations URBAN POPULATION and behaviourchange has come a realisation that ‘Martini’ work is now a reality:anytime, anyplace, anywhere…The changes that are reshaping work were identified in ourprevious report, Agility @ Work: adopting the corporate six pack.This demonstrated that the combined forces of culture, people,technology, transport, sustainability and real estate were 0 1950 2010 2030converging to allow companies and their people to fundamentally Transport Source: United Nationsre-evaluate the proposition of work and in turn challenge thenature of work and the workplace. What happens when a city becomes immobile? When it takes two hours to cross a central business district, physical meetings and commuting to a physical workplace are no longer sustainable modes for work. Culture 1.8m CAR workstyle and BUS Real estate flexible working Number of jouney stages METRO buildings, cities NATIONAL RAIL and work space OTHER 1.0m People demographics, expectations and behaviour 0 Sustainability Hour of departure ICT information, communication, But people are increasingly able to work from anywhere. In Transport web our survey, 59% of respondents said they no longer struggle to work effectively outside the workplace. Technology for remote connectivity and mobile working have at long last caught up – people are now enabled to be nomadic workers, and so the city will become more permeable, punctuated by a series of places to work.According to the United Nations, the world’s population willincrease from around 6.5 billion people today to 9 billion people And with emerging technology, this will only get better. Newby 2050. And while today 3 billion people live in urban areas, by devices from tablets to smart phones will allow enhanced2050 a staggering 6.5 billion people are forecast to become urban computing power, and connectivity is set to improve with new ‘4G’dwellers or two-thirds of the global population. networks that will deliver cloud-based applications and services to people regardless of their location.This will double the population of cities in the next 40 years.While we demonstrated in Agility @ Work that most cities werecongested today, the growth predicted by the UN will not justexacerbate the congestion but make many cities immobile astransport growth cannot keep up with population growth. 59% of people now feel that they have the right technology to be able to work from anywhere. VWork: Measuring the benefits of agility at work 6 © Unwired Ventures Ltd, 2011 All Rights Reserved

Going Local The future of work points to the community and a move away from central business districts as the place to try and commute toCommuting is not seen to be optimal today. Out of the respondents every day. A new set of ‘workspheres’ will include a range of newthat worked for large organisations, 32.1% spent 41 minutes to destinations for work that are close to where people live.an hour commuting every day and for 27.4% their daily commutewas over an hour. And 47% still commute to the office five days a Localism will be a growing trend globally, as people seek toweek – only 1.4% work from home. inject life into their communities and address in the impersonal through new networks in Web 2.0 big society. IntergenerationalThese figures were more pronounced for medium sized companies experiences in both work and home will change the nature ofwhere 67.3% of people still commute to an office five days a week, nurture.showing that ‘presenteeism’ was still the dominant managementmodel for a smaller business. A portfolio career will see human capital moving from the corporation to a focus on the individual. Atomisation will beBut the reality of life today does not match people’s ideal. When countered in the ‘free agent nation’ by new ways of connecting andasked what the ideal commuting time would look like, 25.2% housing the ‘contingent workers’ that are forecast to comprise ofwould like to have a 10-minute commute and 38.4% would like it 40% of the US workforce by 2020iii. A more fragmented, localisedto be between 11 and 20 minutes. So 63.5% of people don’t want society will require new ways to connect.to commute for more than 20 minutes; a far cry from the averageof 40 minutes today.Interestingly, only 12.3% of people would like to work fromhome. BUS LIBRARY REGUS PLANE OFFICE The ideal commute to work is under 20 minutes (63.5%) with TRANSPORT 25.2% of people wanting less than a 10 minute journey to work HOME HOME OFFICE CAR CAFE HOTEL TRAINVWork: Measuring the benefits of agility at work 7 © Unwired Ventures Ltd, 2011 All Rights Reserved

Virtual Working“One third of our UK staff has a boss overseas,” said Tim Caiger Some of the earliest job functions toat Oracle, “everything is online”. And this trend towards remote move virtual are service and knowledgemanagement is no longer confined to the global multinationals.Offshoring and outsourcing has led many people to change their focused roles which place people ‘close’ toorganisational models to reduce costs and improve effectiveness, customers.from call centres in India to typing bureaus in South Africa, co-locating all functions inside the physical office is no longer the As Vito Chiodo at Telstra said, “We haveonly way to provide support services and functions. The death to understand that all departments haveof distance means that lower-cost centres of production are as different modes of operating. We need toconnected as a department two floors below, and as interaction understand customers’ needs. We view eachcosts have vanished, the firm itself is being redefined. employee as a customer.”The recent announcement by law firm CMS Cameron McKenna thatit is outsourcing all of its support functions to Integreon, includingfinance and IT, is a sign of the changes that will undoubtedlyaffect all firms based in high cost central business districts. Theargument for employing and housing hundreds or thousands ofsupport staff in offices no longer has any economic rationale.So the ‘Core’ and ‘Periphery’ or Shamrock organisation longpredicted by Charles Handy in The Age of Unreasoniv and hisidentification of ‘portfolio workers’, are becoming reality on ahuge scale in advanced, global companies.What is clear is that to work virtually, people need new tools tocollaborate. Sitting across the floor or popping up to HR on thethird floor has to be replaced by new ways to connect peopletogether. Bricks and clicks In our survey, 78.7% of people feel they now have the right technology to be productive in their workplace. Increasingly they are being given the technology enablers to be able to work from anywhere. Of those working for large organisations, 50.8% are enabled with everything they need, while 42.6% have a few tools but ‘it could be better’. The barriers to agile working are now being removed. VWork: Measuring the benefits of agility at work 8 © Unwired Ventures Ltd, 2011 All Rights Reserved

V1.4 Collaboration As Patrick Foord said, we want to create an environment that huge rise in the use of video for communication and collaboration. supports “pathological collaboration”. And this is a recurrent From systems such as Skype and FaceTime to corporate tools such theme as work becomes more distributed. Today we typically deal as WebEx, people are now getting increasingly accustomed to with single source information that is usually asynchronous. It seeing the person they are speaking to. is viewed and used ‘off line’, and typically it is ‘flat’ – what you see on screen can be output to paper. Tomorrow, people will use information in new ways; it will come from multiple sources Case study : Tesco that are typically synchronous, real time or ‘live’, streamed or delivered to new, always-on devices operating with multiple, Tesco, for example, now has an 80 – 90% utilisation of their simultaneous applications. ‘Digital flow’ will change the nature Telepresence systems and have embraced WebEx collaborative software. They have found that they are saving two hours per WebEx of the information presented as depth though urls, embedded user per week and travel costs have been cut by 45%. multimedia and hover information means that what you see on screen can no longer be output to paper.“Beyond mobility, this issue of Cisco reports that 60% of the IP packets on their network are nowvirtuality needs to be addressed..” video, and they predict that by 2012 video will account for most traffic on the public internet. This also represents the huge riseRonen Journo, Cisco of video as a medium for communication. From the use of YouTube to video casts, people are increasingly familiar with its format and Today most collaboration takes place between people inside the power. organisation. Cisco estimates that 80% of collaboration is intra company. This will now change dramatically, with Cisco predicting this figure will reverse to where 80% of collaboration is inter company as people increasingly need to connect dispersed teams. It’s clear there is a range of emerging technology that is set to change the landscape for how we work together both in the same place and across distance. These can all be seen as transformational technologies, because they have the potential to alter the nature of how, why and where we work. Video Video conferencing peaked too early. The adopters of the first systems complained of judder – making participants look and sound robotic. Creating the call was fraught with challenges, and the equipment occupied large, engineered, specialist rooms. Now much has changed. The rise of high definition video- conferencing from the likes of Polycom, together with the high end fixed solutions such as Telepresence from Cisco and Halo from HP has resulted in a new era for video as the experience and Polycom’s Roundtable video conferencing system provides people quality of collaboration across distance becomes close to being in with effective tools to combat virtuality. The automated video image the same room at the same time. of participants in the conference, together with their jellybeans and collaborative workspace means that people can feel connected across distance. Driven by travel savings, there has been a wide-scale adoption of video conferencing as companies realise they can connect to customers, the supply chain and colleagues across the globe and experience productive meetings and other sessions. But the rise of video is not just about high-end video conferencing. The penetration of lower quality ‘web cams’ into portable devices such as laptops and mobile phones, as well as fixed PCs, has led to a VWork: Measuring the benefits of agility at work 9 © Unwired Ventures Ltd, 2011 All Rights Reserved

Mobility Virtual presence, Web 2.0, Unified Communications… and the rise of the jelly beanThere are a number of facets to mobility. The key is the combinationof a portable device and high-speed connectivity. But the mobility The web has moved from being about ‘find and use’ to a platformroadmap becomes more overcast as cloud computing allows a new that also allows ‘share and expand’. This extension is a naturaldimension to be realised. The delivery of software as a service migration into the world of collaboration, and so much of the so-(SaaS) from remote data centres is ideal for portable devices that called semantic web is about shared experiences. As people realisehave limitations in processing power, storage capacity and battery the benefits and added value that comes from sharing, tagginglife. Processing that is done in the cloud leads to the concept of and revealing location information, a new era of collaborationa thin client that can be used by anyone through a ‘virtualised experiences will emerge.desktop environment’. Indeed the concept of ‘virtualisation’ willapply across fixed and mobile devices, as more of the softwareneeded for work is hosted remotely.With these tools, and data hosted remotely, a new paradigm willemerge – when people come into a space or building they willdo so because they need or want to be there. They will no longerhave to ‘commute to a container for work’ because it houses thecorporate computing infrastructure. Real time collaboration or co-authoring will begin to become commonplace, lettingFrom Obese to Thin people work together across distance and connect in real time, with their ‘jelly bean’As on-demand resources are delivered to people wherever they visible at all times.are and buildings no longer need to house the fixed serverinfrastructure and its associated power, cooling, raised floor and Source: Microsoftfire suppression systems, buildings will move from being highlyengineered, expensive and complex containers for technology to One of the most profound changes that people will experience willsimple, connected places to work. They will be ‘thin’, devoid of be ubiquitous presence indicators – the so-called ‘jelly bean’ thatmost of the paper and equipment that they contain today. Places will start appearing in almost all applications and on all devices.for people and no longer repositories of files and servers. Corporate presence indicators such as ‘in a meeting’ or ‘out of the office’ appear today alongside names in address and buddy lists. Tomorrow they will appear within all applications alongside people’s details to allow a constant view of colleagues, clients and others in distributed networks. When NASA introduced the idea of ‘Clickworkers’ they extended And the intelligence will extend to a point where the jelly bean is their workforce to a network of volunteers that help identify craters automatically fed by calendars and, in the future, location aware on Mars. The growth of LinkedIn, Facebook and the other social sensors, accelerometers, digital compasses and GPS data from networks extend the power of the physical into the megapower of mobile devices. the virtual, with its limitless boundaries to connect and collaborate. Clicks, and not bricks, will define the boundaries of commerce Contextually aware, geographically located and state driven, tomorrow. these systems will begin to break down the barriers between time and place and also allow in the future the ‘engineering’ of serendipitous encounters based on people’s profile, contextual information and real time location. We will see huge rises in collaboration across organisations as the barriers to secure inter company collaboration are lifted. Collaboration will increasingly use both voice and video, alongside intelligent surfaces and devices that allow people the tools to manipulate data and communicate ideas. VWork: Measuring the benefits of agility at work 10 © Unwired Ventures Ltd, 2011 All Rights Reserved

Geopresence will allow not just the state of a person to bedisplayed but their real time whereabouts as well. It will becomeeven more sophisticated with context aware presence – an ideawhere only the people that it would be useful to see are displayedbased on a project, knowledge or communications flow or timezone.Today’s often disparate systems will converge and we predictthat a unified communications and collaboration (UCC) suite will Email tracking software can map a social networkbecome the norm. The advance of corporate presence to include inside a business, showing the ‘real time’geopresence and context specific presence will usher in a new organisation, modelling teams and ‘go to’ people.era of real time communities working on collective solutions –‘collaboration without leaving the document.’ Source: Trampoline SystemsA Virtual Office? The network map (above) may show a glimpse of the future. Here“What is the purpose of property?” asked Ronen Journo. This people are mapped by their email flow through an email exchangeis becoming a fundamental question as digital technology and server to show who is connecting to who within a company – itthe rise of cloud computing empty office buildings of everything models the ‘real’ organisational network, people at work, and notexcept people. When the servers, software and data reside in the the hypothetical, static structure of departments and divisions.cloud, and computing is delivered as just another utility to people Perhaps this should be the model for understanding the ‘virtualthrough a browser wherever they are, what is the purpose of the office’, rather than translating an organisational chart into aworkplace? ‘physical office’.Most retort that it is about bringing people together, but here But while these thoughts point to the rise of virtual networks tothere is a dilemma. One large multinational has found that by replace the physical ones in the office, a new book by Stephenusing web discussion forums rather than email to ask questions Johnson called Where Good Ideas Come Fromv contradicts thiswithin a 100,000+ global workforce, half the respondents to a message. He traces innovation back for 200 years and findsquestion posed came from people unknown to the person asking that most of the significant inventions of the last two centuriesthe question. And of all the answers back, the most useful came have NOT come from flashes of inspiration but from communal,from those unknown respondents. So do we have the right people multilayered endeavour. “Innovation springs out of the ‘adjacentin the room to solve problems? Their findings would suggest not. possible’ – the most inventive places are hives of activity where people get together and share ideas,” says Johnson. And so doSocial networks were unknown five years ago. Now they dominate people need to be together to innovate?the net, with Facebook boasting 500 million active users, halfof which are using the social network every day. And with 700 The mix between virtual and real ‘workspace’ will be one of thebillion minutes per month spent on Facebook, what happens when defining trends over the next decade as companies explore thevirtual networks collide with the real networks that are housed in future of work. Getting people to work effectively together willthe ‘workplace’? be the key critical success factor. Productivity of people will drive change.VWork: Measuring the benefits of agility at work 11 © Unwired Ventures Ltd, 2011 All Rights Reserved

V1.5 adVantage: the business Drivers that will change the way yourorganisation worksA new measure for agility will come from quantifying the benefits is much more than just a spatial response to changing workstylesthat will be derived by the organisation from new workstyles and is reflected in the results from the question: what do you thinkthe business drivers of these were ranked in our global survey. will drive changes in the way your organisation works?“Agile working is not just about agile workers but agile business,”expressed a global real estate leader. The idea that agility at workOther measures suggested by respondents included: Profitability Business requirements. You need clever office space Physical and information security issues Proximity to our clients Need for physical interaction Company culture Regulation and security Need for interaction and exchange of ideas Non-linear, with tasks and responsibilities defined Client expectations. Customer needs Collaboration Cost of fuel Managing by deliverables not ‘presenteeism’ Global nature of business Attracting and retaining the right staff Top down requirement What people want Collaboration and creativity VWork: Measuring the benefits of agility at work 12 © Unwired Ventures Ltd, 2011 All Rights Reserved

One of the most important business drivers is clearly productivity “Agility will explode when the next generationof people and this was reinforced by some of the comments at the come into the workplace and we need to beBerne Summit. As Patrick Foord expressed, “we need to extractmaximum benefit from agility.” ready to ensure that these new members of the workforce can be truly creative andBut how can this be done? productive”“We are moving away from fixed location with an emphasis on Chris Kane, BBCmeasuring productivity. By this I mean managing teams with afocus on output, with work being carried out where, when andhow people choose to work, as opposed to having staff in a fixedlocation at any given time,” explained Michael Ansah, and thisfocus on effectiveness is key.The performance of people is still one of the most challenging End of the line for the traditional office?concepts for measurement. But it is clear from surveys that mostpeople are disengaged at work. Gallup’s employee engagement Not surprisingly, 58.2% of people working in large organisationssurveys suggest that only 20% of the workforce is engaged in the predict a decrease in the need for office space as a result of futurejob they do. workstyles, with only 7% predicting an increase in space required. So the office will become a place for occasional use accordingIt is becoming evident that the expectations of the next to 51.2% of respondents in large enterprise. This compares togeneration will change the status quo more dramatically than a smaller enterprises where people still see the need to commute tocurrent workforce, which is dominated by the digital immigrants their workplace most days (41.6%).who grew up in the analogue era.Of the people we surveyed, a staggering 70.9% thought thatyounger workers, the millennial generation and the generation Only 8.5% of large organisations havestill at school, will be more accepting of virtual working and reject not implemented a new ways of workingthe traditional office. Of those working in large organisations, programme.only 8.9% felt the next generation would carry on working in theworkplace of today.The key reasons stated for working virtually in other studies are: 1. Travel time and cost reduction We have also found that most large organisations have now adopted new ways of working. Only 38% still allocate one person 2. Concentrated work with fewer distractions to one desk, and 15.4% of companies represented by the survey report that their organisation’s new ways of working programme 3. Wellbeing and stress is now adopted, advanced and part of our culture, while 25.1% reported a companywide policy, ‘but we could be doing more’. 4. Work-Life balance and work anywhere. Only 8.5% of large organisations have no new ways of working programme.Other reasons that are stated include child and elderly care,special needs and disabilities, sustainability and quality of life.The business benefits are clear.VWork: Measuring the benefits of agility at work 13 © Unwired Ventures Ltd, 2011 All Rights Reserved

V1.6 Value: Monetising Agility Putting a value on agile work is the next challenge for corporates. Measuring Agility: Company ABC We need to find a new measure for the cost of ‘provisioning work’ that leaves behind the traditional approaches of rent and rates in Company ABC employs 1500 people and has an office in the City a ‘per square foot’ fixed world. of London. It took out a 15 year lease on 150,000 square feet and the total cost of the building per annum is £12m or $20m (rent, As we move away from the historic one-person-one desk approach rates, utilities, operations) and so the total cost per square foot to work provision, new ways of measuring effectiveness of a per annum is £80 or $133. This has been the predominant model property portfolio need to be developed. This becomes more for measuring efficiency. Over the 15 years, the lease represents a apparent as people need new tools, technologies and locations £180m ($300m) liability or £120,000 ($200,000) per head. for agile work patterns. But how is the office building used today? “At a very simple level, a clear case around monetising agility within the workspace can be made by taking into account the Company ABC allocates space as follows: agility within the overall portfolio and at a site level in terms of how agile and effective is the workplace in meeting the needs of our employees,” said Colin King. “This will mean we have less space and our property commitments are flexible and fully aligned to the business objectives.” But the reduction in space rented is only one way of monetising the value that can be delivered by agile working. To get a broader picture, we have identified a series of value dividends that shape a vision of ‘provisioning work’ in a ‘buy your own’ world… The majority of floorspace is given over to allocated or shared“At a very simple level, a clear case around workstations, with some private offices and associated facilities.monetising agility within the workspace can be What is striking about the current typical allocation of space ismade by taking into account the agility within the lack of meeting and project rooms today – where almost all corporates report a dearth of this kind of resource in a worldthe overall portfolio.” where collaboration is driving teams to need to work together.Colin King, GlaxoSmithKline But utilisation of an office today is typically only 45%; that is at any one point in time 55% of the allocated desks and offices lie empty. For Company ABC this would result in 825 desks sitting empty at any point in time. 100% EMPTY UNOCCUPIED 75% PAUSING PAPERWORK READNG 50% WRITING TALKING 25% TELEPHONE COMPUTER MEETING 0% Time of day VWork: Measuring the benefits of agility at work 14 © Unwired Ventures Ltd, 2011 All Rights Reserved

Company ABC – Monetising Agility in an advanced organisation that already has adopted some space sharing If we take a typical London office building of 150,000 square feet it would house 1,500 people today on a moderate sharing ratio of 1.2 people per desk (1.2:1). The total cost of the building per annum is £12m or $20m (rent, rates, utilities, operations) and so the cost per square foot per annum is £80 ($130). The building houses 1,150 desks, and so the cost per desk per annum is £10,500 ($17,200) At 45% utilisation the cost of unused space is £6.6m ($11m) At 70% utilisation, the cost of unused space is £3.6m ($6m) The number of empty desks on any one day @ 45% utilisation is 632 The number of empty desks on any one day @ 70% utilisation is 345 At a ration of 1.2:1 (people:desks) we find that space is allocated at 130 sq ft per desk (90 – 140 is the industry average) or 110 sq ft per person (70 - 120 sq ft per person is typical) Adopting activity based working, where the building becomes a real time resource and operates either at 95% occupancy (to accommodate growth) or in 30% less space would save Company ABC between £3m ($5m) and £6m ($10m) pa.But ABC is an advanced company and it has already introduced hot Empty desks no longer make sense in a world where people willdesking/desk sharing at a ratio of 1.2 people per desk (1.2:1). accept mobility and agility as the most effective and sustainableThe building houses 1,150 desks, and so the cost per desk per way of working.annum is £10,500 ($17,500). At 45% utilisation, 632 desks lieempty and the cost of unused space is £6.6m ($10.8m) pa. Even But measurement of the benefits of agility is not just aboutif utilisation can be improved to an ambitious 70%, the cost of footprint reduction and cost reduction through real estate.unused space on any one day is £3.6m pa ($6m) with an averageof 345 empty desks or offices at any point in time.Other measures include: Corporate Driver Agility Benefits and Cost Savings Carbon footprint An obvious area for monetising agility – heating or cooling, lighting and cleaning empty office space can no longer be justified where commercial buildings are identified as one of the largest emitters of carbon. Churn and down time The cost of churn is usually measured through the facilities cost of moves and changes but this masks the opportunity cost of inefficiency when people can’t be located together who need to work collaboratively. Less paper – speed (collaboration), carbon, space Manufacturing paper, distributing paper, printing, storing and recycling – the total cost of ownership is (print/paper/toners/filing/recycling/waste), cost significant. Agile work drives out paper, by adopting ‘digital flow’. (print/support/maintenance) A retail bank in London prints over 1 billion sheets of paper a year. The average financial business outputs 70 pages per person per day. And storing paper files in Company ABC takes 4% of the floorspace and costs £0.5m pa. M&A Mergers and Acquisitions bring immense integration problems, especially with diverse property portfolios. Agile working, with non-specific, unallocated ‘property resources’ allows much more flexibility in planning and speed in allocation of people and place. Onboarding One of the biggest barriers to corporate agility remains onboarding, both of new people and new partners (eg outsourcing). Agility streamlines the process, removing ‘barriers to entry’ for new joiners and partners. Project development time and delivery Speed will increasingly be seen as a core attribute of an agile business. ‘Fast Company’ behaviours are about being hybrid, nimble and able to innovate. Speed of decision-making, time to market and development cycles can all be accelerated through agile work. Management complexity Another focus that has been raised is reducing complexity, especially in business services functions.VWork: Measuring the benefits of agility at work 15 © Unwired Ventures Ltd, 2011 All Rights Reserved

Evidently the ability to ‘free up space’ will still be the predominant BYOC is a very agile approach and is becoming more accepted driver to introduce agility into organisations. Disposals or sub- as the future for corporate technology provision in an internet- letting can generate cash receipts, remove leases from the centric, cloud driven world. As Mick Hollinson says: “The device is balance sheet and also drive down opex. While property remains their responsibility, and not that of the company. We don’t asset the second largest overhead for most organisations after salaries, manage it in any way.” And he states that: “It’s shown on average this will be the most immediate focus for monetising agility. savings of 15-20% versus a traditional desktop deployment.” A ‘buy your own’ world Could the same ‘buy your own’ approach apply to the workplace? Do corporates need their own office space in the future? Can In 2009, Citrix gave its staff the option to ‘buy your own computer’ people be provided with an annual budget to ‘provision work’ that or BYOC. A budget of $2,100 (£1,260) was made available for includes technology, space and support as suits their job and people to buy the computer of their choice. Mick Hollinson, vice- objectives? president of marketing, says not only has it cut costs, but also staff like the control. “Employees love having the freedom to At Company ABC, the cost per person of providing workspace on the choose whatever they like,” he says. “The reality is that there current model is £8,000 ($13,300) per person per year. If we take are a number of consumer devices that provide services that you the annual cost of workspace provision per person as a measure just don’t see in a corporate laptop, and employees just enjoy of monetising agility at work, this aligns with the technology- their computing experience more.” (Staff taking advantage of the led vision of BYOC. And so 1,875 people on current patterns of scheme must buy a three-year service contract.) work can see the building as ‘home’ or 2,000 people with new enablers, activity based working and third space provision, which“Our Information Systems team is would give a cost of £6,000 ($10,000) per person per year for thefocused on providing the best work provision of ‘workspheres’ in a ‘buy your own’ self-service worldexperience to all employees” –a 25% bottom line saving. For companies less advanced, with a more traditional starting point, property-led cost savings of overMark Dajani, Kraft Foods 40% are achievable. Monetising agility is about measuring the BYO cost per person. Kraft Foods is another early adopter of the concept. It announced Just as the cloud will deliver communications software as a service its innovative BYOC program in 2010, which allows employees to for say £5 ($8) per user per month, so workplace could become an purchase and use their computer of choice at work. The program on-demand resource. benefits both the company — lower costs — and employees — more flexibility. ”Our Information Systems team is focused The monetisation of agility will go through a number of discrete on providing the best work experience to all employees,” said phases for medium and larger enterprises, although smaller and Mark Dajani, senior vice president and chief information officer. start-up business will be able to leapfrog ahead. As a first stage, “We want employees to be productive and comfortable with the the traditional office today will be slimmed; fixed costs will tools they use every day to get their job done. So, if they prefer be reduced through the adoption of activity-based working as one laptop over the other, why not give them the freedom to a prelude to full agility, and so footprint reduction will reduce customize their work experience?” property overhead by up to 30%. Operation costs reduce, through Monetising Agility moves the measure of costs per person from fixed bricks and mortar to the individual, and their overall work tools. It is ‘open source working’ where the user chooses. For Company ABC, the cost per person of providing workspace on the current model is £8,000 ($13,300) per person per year. And so the annual cost of workspace provision per person will be the measure of monetising agility at work. It aligns with the technology-led vision of ‘buy your own computer’ or BYOC – a vision that has increasing buy-in from CIOs that are moving towards an internet-centric vision for computing. So 1,875 people on current patterns of work can see the building as ‘home’ or 2,000 people with new enablers, activity based working and third space provision, which would give a cost of £6,000 ($10,000) per person per year for the provision of ‘workspheres’ in a ‘buy your own’ self-service world – a 25% bottom line saving. For companies less advanced, with a more traditional starting point, property-led cost savings of over 40% are achievable. Monetising agility is about measuring the BYO cost per person. Just as the cloud will deliver communications software as a service for say £5 ($8) per user per month, so workplace could become an on-demand resource. VWork: Measuring the benefits of agility at work 16 © Unwired Ventures Ltd, 2011 All Rights Reserved

The Road to Virtuality : Value model £££ Variable Costs (OpEx) Fixed Costs (CapEx) Variable Costs (OpEx) Fixed Costs (CapEx) Variable Costs (OpEx / BYO) £ TODAY TOMORROW FUTURE Traditional Office Outsourcing Virtual Office Activity Based Working Agile Working Cloud Computingless space (lower utilities/facilities costs), less churn and We also see the productivity benefits that result from reducedoutsourcing of key business services. downtime as ‘always on’ cloud technologies and portable devices allow agile work to be adopted.The future of agile work will see workspaces provided on demand,and consumed on an ‘as needed’ basis. This will mirror the rise of Efficiency dividend property (p) fixed (f) and operational (o)the cloud that moves technology from capex to opex, delivered cost savingsas another utility to people as and when they need it. Add placeto this, and a true ‘buy your own’ model for ‘provisioning work’ Happiness dividend commuting (c) time (t) and cost (c) savingsemerges. Productivity dividend downtime (d) employee/salary costs (s)As Colin King points out: “The real benefit… comes when we These three elements can be weighted and given a coefficientcreate environments that handle virtually everything people need based on the importance of each factor to the company. Theyboth within the physical and virtual workplace. We have seen that can create an equation for calculating the Agility Dividend askind of business-focused innovation reduces cost, business risk follows:and enables our business to drive revenue growth.” Agility Dividend = p (f+0) + c (t+c) + d (s)BYO work will provide an annual budget or stipend to individualsto choose the tools, spaces and services needed to produce thedesired outcomes.The Agility Dividend “It adds between 5 to 10% to theAs well as the efficiency dividend from less or more efficient bottom line as a consequence of theuse of space, we have identified two other key dividends that increased productivity you achieve”can be derived through agile work - a happiness dividend and Chris Kane, BBCproductivity dividend.From our survey and other research, there is no doubt that peoplewould choose to change the way they commute. This is a factorof both time and cost, skewed by the ‘rush hour’ commute thatcorrelates congestion and price to the non-agile, traditionalworking day. Choice allows an individual the ability to rebalancepatterns of work and delivers a ‘happiness dividend’ that is partof a broader move towards recognising health and wellbeing atwork.VWork: Measuring the benefits of agility at work 17 © Unwired Ventures Ltd, 2011 All Rights Reserved

Case studiesEarly pioneers CiscoIn the 80s, there were plenty of early pioneers of virtual working. Cisco has used Media Net to create and run virtual companyAs Lisa Lion Wolfe at Hewlett-Packard observed: “Managers have meetings. Not only does this create an event at between 1/3 andto be able to define and measure performance. They really have to 1/10 of the cost of a physical event, but it extends the reach ofanalyse the results, not just the tasks or processes” vi. They used the event by a factor of between 5 and 10 times. Cisco’s annualthe technology available at the time. Some of the early examples GSX sales conference was traditionally held in Las Vegas for 13,000were: people at a cost of $4,307 per person. Last year the event was held virtually at a cost of only $437 per head, and an additional 3,000 people were able to ‘attend’. Interestingly, participants gave Company Solution Business Benefit a higher rating for the content than the previous physical event. Hewlett-Packard Salesforce mobility Increase revenue person As an early adopter, Cisco is an interesting case study in the future Andersen Consulting Virtual working Reduce cost of office overhead for collaboration. For example, in Q2 2009, 100 million minutes of WebEx conferencing were used. And with 700 Telepresence rooms Lotus Development Virtual work Put people closer to around the world, Cisco has saved a staggering $250m in avoided customers and improve work-life balance travel costs. IBM SMART More face time with In 2009, Cisco realised over $1.1bn (£0.6bn) of cost savings, customers and reduced real comprising as follows: estate costs of 40-60% Telecommuting $299m (£180m)Now we are seeing new ways of working enter the mainstream Connected Workplace $12m (£7m)as our survey shows, but for most the approach so far has notresulted in a move to the virtual. Now, as people are equipped for Virtual Expert $125m (£75m)‘work anywhere’, we predict a growing implementation of ‘virtual Remote Collaboration $601m (£360m)work’ principles. Sales & Marketing $15m (£9m)YellYell’s sales team of over 700 worked from 35 nationwide sales In its Bedfont Lakes workplace in the UK, it has increased capacityoffices. But with sales people on the road, the offices were expensive by 60%, through new ways of working as well as increased workand underused. An initial reduction from 35 to 20 locations was from home. All the tools are now in place to make advancedaccompanied by enabling the sales team to be mobile with both collaboration a reality.portable technology and also Businessworld Gold cards so thatYell’s people could use a variety of Regus locations as part of their Boeingdistributed workplace strategy. At Boeing, for example, over 27,000 external suppliers collaboratedSimon Taylor, head of property at Yell in the UK, said: “Our field with Boeing’s development teams on the Dreamliner project. Thesales teams’ use of and reliance upon a physical place of work has company held over 1 million collaboration sessions in 12 monthssignificantly changed in the last year due to developing technology with this ‘extended community’ using tools such as WebEx and, asand we no longer require our network of sales offices.” a result, has reduced time to market.Now, a mobile team that is equipped with laptops and remoteconnectivity solutions is able to work in new locations, reducingYell’s property overhead by £1.5m ($2.5m) a year and at the sametime driving efficiency through reduced downtime. A US government study showed that if 20,000 federal workers could telecommute just one day a week, they would save over 2,000,000 commuting miles and 81,600lbs of CO2 emissions each week. VWork: Measuring the benefits of agility at work 18 © Unwired Ventures Ltd, 2011 All Rights Reserved

ConclusionsMonetising Agility will become one of the most important areas Organisations must now identify their journey from our currentfor companies to understand as they strive for competitive reality to an augmented state where the benefits of agility canadvantage and a reduction in the barriers that impede growth and begin to be realised and measured. Monetising agility resultsagile business. in a budget per person per year for provisioning work. It treats buildings as shared resources, is user centric and views work as aOne of the key conclusions of the Berne Summit was a need distributed activity.to productise agility and to open a more productive dialoguebetween the corporate functions of HR, IT and CRE. A Bring Your On-demand business space will be seen as a key future requirementOwn world and the dividend defined is a combination of the three – aligning property with the ebbs and flows of business cycles.core corporate services functions, so joined-up thinking will be “Let’s go back to what the business needs,” argued Ronen Journo.needed to achieve agility at work. “Can we avoid property?” In the end, as one head of property suggested, do we need our own spaces? As ‘on demand’ takes offWe have no doubt that virtual working will become a reality as new and people accept the notion of ‘self-provisioning’ we will changetechnology emerges and other forces drive companies to adopt the way we work and the spaces we choose for work - the office‘VWork’ in pursuit of clear business benefits. We predict three of the future will be very different place.stages for ‘VWork’, from ‘real’ through ‘augmented’ to ‘virtual’.Stage 1 Convergence of business servicesCentral or core business services functions formed in theorganisation to bring together the previously siloed functions ofhuman resources, technology, real estate, facilities, finance andprocurement. KPIs and the Agility Dividend are defined.Stage 2 Augmented workOutsourcing of key functions and services, introduction of activity-based working with a reduction in real estate overhead. Mobiletechnology enablers.Stage 3 Virtual realityMigration to the cloud, with full technology enablers, changedbusiness processes, new ways of working and management byoutput. Internet, user centric provision for work. BYO approachand associated change programme.VWork: Measuring the benefits of agility at work 19 © Unwired Ventures Ltd, 2011 All Rights Reserved

Appendix1. The UnWork.com SurveyUnWork.com surveyed over 600 senior business leaders fromaround the globe to understand attitudes to and ideas about thefuture of work.The respondents can be categorised as follows:Size of Organisation Surveyed Size of OrganisationSmall companies (under 100 employees)Medium sized companies (100 – 1,000 employees)Large companies (over 1,000 employees)Geography GeographyMost of the survey respondents were responsible for regionsoutside the UK with all geographies represented.Job Function Job FunctionWe looked at the three core business services functions of property,human resources and technology to see if perspectives differed.The results of this survey are used throughout the report. VWork: Measuring the benefits of agility at work 20 © Unwired Ventures Ltd, 2011 All Rights Reserved

2. The Berne SummitIn October 2010, 16 heads of real estate from around the world attended the Berne Summit. The intent was to debate the future ofwork, to look at the collision between the functions of property, human resources and technology as well as understand how the trendsdescribed in our previous report, Agility @ Work, were developing and becoming more and more mainstream. The debate and discussionat Berne has directed some of the research presented here.Date Wednesday 20 October – Friday 22 October 2010Venue Chateau de Berne, Lorgues, France Attendees Simon Ward, Managing Director, Head of Barclays Property, Barclays Chris Kane, Head of Workplace, BBC Ulrich Kerber, Head of Corporate Real Estate, Beiersdorf, now at Vodafone Kathryn Bell, Global Real Estate Director, Accenture, now at Boston Consulting Group, Steve Probert, Head of Real Estate & Facilities Management, BSKYB Ronen Journo, Director, WPR Corporate Real Estate Europe & Emerging markets, Cisco Tony Wong, CoreNet Global Board Director, now at JP Morgan Michael Ansah, Director of Real Estate & Facilities EMEA Dell, Michelle Marwood, Firmwide Director of Real Estate, Kirkland Ellis Colin King, Global Real Estate Director at Nokia, now Vice President, Worldwide Real Estate & Workplace, GlaxoSmithKline Tim Caiger, VP Real Estate & Facilities Oracle, now retired David Medlock, Shire Pharmaceuticals Patrick Foord, Group Head of Projects, Standard Chartered Vito Chiodo, Director Telstra Property, Telstra Christopher Staal, Global Head of Real Estate, Thomson Reuters Simon Taylor, Head of UK Property, Yell.comTogether they represented interest in over 243,000,000 square feet of real estate Facilitators Hosts Philip Ross, CEO, UnWork.com Mark Dixon, Founder and CEO, Regus Monica Parker, Associate Director, UnWork.com Andrew Brown, Regus Barry Varcoe, ReResonance, now at Zurich Financial Ally Charles, Regus Bob Gaudreau, Regus Scott Hartman, Regus Kurt Mroncz, RegusVWork: Measuring the benefits of agility at work 21 © Unwired Ventures Ltd, 2011 All Rights Reserved

Key findings from the Berne SummitThe ‘consumer of workspace’ From To 2 to 3 generations 4 Generations Digital migrants + Digital natives Portfolio careers at 50+ Portfolio careers at 20+ Work-aholic/loyalty to the firm Life-aholic/loyalty to oneself Business need + Human need People migration to the work Work migration to the people Synchronous work + Asynchronous work The corporate machine (survival through efficiency) The corporate organism(survival through adaptability) Individuals and teams + Community(s)The value chain From To Cost cutter + Value enhancer Friction/constraint remover Work and change enablers Spatial resource managers Decision support based on folklore and anecdote Decision support based on toolkits and facts Innovation rhetoric Innovation culture and delivery Sustainability programmes Sustainability culture Technically superior leaders Leadership superior leaders Fragmented components that are co-ordinated Integrated ‘end-to-end’ processes and business models Client-centric +Platform/competency centric VWork: Measuring the benefits of agility at work 22 © Unwired Ventures Ltd, 2011 All Rights Reserved

The future of the ‘product’ From To Desk provision Work-life creator Physical connections + Digital connections 1% -10% communications experience 80% -100% communications experience Visual reality + Context (= augmented reality) Homogenous human resources Individually understood people (work psychology) Our place; our time Any place; any time Corporate convenience Worker convenience Service levels ‘Manufactured’ mass customised experiences 4th Dimension (time management) 5th Dimension (change in time management) No menu or table d’hote A la carte ‘Office’ is where you park the body ‘Office’ is where you connect the head3. Sources i The Telecommuters, Francis Kinsman, John Wiley & Sons, 1987 ii Becoming Virtual, Jane Klobas and Paul Jackson, Physica-Verlag, 2008 iii Intuit 2020 Report iv The Age of Unreason, Business Books, 1989 v Where Good Ideas Come From, Stephen Johnson, Allen Lane, 2010 vi HR Magazine, March 1996VWork: Measuring the benefits of agility at work 23 © Unwired Ventures Ltd, 2011 All Rights Reserved

4. About the AuthorsPhilip Ross Mark DixonPhilip is CEO of the Cordless Group and UnWork.com, a management Chief executive and founder, Mark Dixon is one of Europe’s best-consultancy that looks at the future of work and develops the known entrepreneurs. Since founding Regus in Brussels, Belgiumbusiness case for agile working. He specialises in the impact in 1989, he has achieved a formidable reputation for leader-of emerging technology on people, performance and the work ship and innovation. Prior to Regus he established businessesprocess and develops strategies for new ways of working and in the retail and wholesale food industry. Recipient of severalworkplace innovation. awards for enterprise, Dixon has revolutionised the way business approaches its property needs with his vision of the future ofHe has worked with organisations such as Ernst & Young, Allen work.& Overy, GlaxoSmithKline, Cisco, McKinsey & Co, Nottingham CityCouncil, PriceWaterhouseCoopers, Royal Bank of Scotland, JonesLang LaSalle and Ericsson on future concepts based on emergingtechnologies.Philip has spoken at conferences around the world including theWall Street Journal Europe CEO Forum on Converging Technologies,alt.office in the USA and Corenet’s Global Summits in Beijing,Auckland, Orlando, San Diego and Melbourne. In 1994 he wroteand published The Cordless Office Report and founded CordlessGroup.He has written three books on the future of cities, work andworkplace: The Creative Office, The 21st Century Office and Spaceto Work (all co-authored with Jeremy Myerson). He has alsocontributed to a number of other books including the CorporateFool and the Responsible Workplace. For further information please contact: philip@unwork.com VWork: Measuring the benefits of agility at work 24 © Unwired Ventures Ltd, 2011 All Rights Reserved

About Unwired About Reguswork • workplace • technology • innovation Regus is the world’s largest provider of flexible workspaces, with products and services ranging from fully equipped officesUnwired is a specialist in the future of work. Through research, to professional meeting rooms, business lounges and the world’sforecasting, publishing and events it predicts the way that our a largest network of video communication studios. Regus enablespatterns of work will change as a result of political, socioeconomic people to work their way, whether it’s from home, on the roadand technological trends. or from an office. Customers such as Google, GlaxoSmithKline, and Nokia join hundreds of thousands of growing small andUnwired was founded in 1996, and has published over 50 research medium businesses that benefit from outsourcing their office andreports, including Creative Places for the BBC, the New Millennials workplace needs to Regus, allowing them to focus on their corefor Nokia and Rio Tinto and Workplace Sustainability. activities.Its events include the WorkTech conferences held in London, New Over 800,000 customers a day benefit from Regus facilitiesYork, Shanghai and Amsterdam. spread across a global footprint of 1,100 locations in 500 cities and 88 countries, which allow individuals and companies to workFor further information visit: wherever, however and whenever they want to. Regus was foundedwww.unwired.eu.com in Brussels, Belgium in 1989, is headquartered in Luxembourg and listed on the London Stock Exchange. For more information please visit: www.regus.co.ukPublished byUnwired Ventures Ltd Unwired Ventures Ltd, its employees, the advisory board andThe Innovation Centre the sponsors of Unwired are not to be held responsible for any7 St John’s Mews losses, expenses or any claims arising out of any reliance on theSt John’s Road information contained in this publication. Since most of theHampton Wick information in this publication has been provided by third partiesKingston upon Thames it requires further verification. In every instance an applicationKT1 4AN UK is made it must be independently verified and applied to those individual circumstances by a suitably qualified individual.Telephone +44 (0) 20 8977 8920Facsimile +44 (0) 20 8977 8970 The very nature of the information contained in this publicationEmail info@unwired.eu.com ensures that at the time of publication it may be outdated orWeb www.unwired.eu.com superseded. No copyright or intellectual property is transferred or should be assumed and all images, photographs and trademarks remain the property of their respective owners. UNWIRED is a registered trademark of Unwired Ventures Ltd. No rights exist to reproduce this publication in any form or media in part or whole.£200

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