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Agile power of place
Agile power of place
Agile power of place
Agile power of place
Agile power of place
Agile power of place
Agile power of place
Agile power of place
Agile power of place
Agile power of place
Agile power of place
Agile power of place
Agile power of place
Agile power of place
Agile power of place
Agile power of place
Agile power of place
Agile power of place
Agile power of place
Agile power of place
Agile power of place
Agile power of place
Agile power of place
Agile power of place
Agile power of place
Agile power of place
Agile power of place
Agile power of place
Agile power of place
Agile power of place
Agile power of place
Agile power of place
Agile power of place
Agile power of place
Agile power of place
Agile power of place
Agile power of place
Agile power of place
Agile power of place
Agile power of place
Agile power of place
Agile power of place
Agile power of place
Agile power of place
Agile power of place
Agile power of place
Agile power of place
Agile power of place
Agile power of place
Agile power of place
Agile power of place
Agile power of place
Agile power of place
Agile power of place
Agile power of place
Agile power of place
Agile power of place
Agile power of place
Agile power of place
Agile power of place
Agile power of place
Agile power of place
Agile power of place
Agile power of place
Agile power of place
Agile power of place
Agile power of place
Agile power of place
Agile power of place
Agile power of place
Agile power of place
Agile power of place
Agile power of place
Agile power of place
Agile power of place
Agile power of place
Agile power of place
Agile power of place
Agile power of place
Agile power of place
Agile power of place
Agile power of place
Agile power of place
Agile power of place
Agile power of place
Agile power of place
Agile power of place
Agile power of place
Agile power of place
Agile power of place
Agile power of place
Agile power of place
Agile power of place
Agile power of place
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Agile power of place

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  • 1. harnessing the power of place. PHYSICAL ENVIRONMENTS TO SUPPORT Agile Teams
  • 2. hi there. ROSHELLE RITZENTHALER DESIGN STRATEGIST, GENSLER ROSHELLE_RITZENTHALER@GENSLER.COM @RoRitzen JORGEN HESSELBERG DIRECTOR, AGILE ENTERPRISE TRANSFORMATION MCAFEE JORGEN@HESSELBERG.ORG @JHesselberg
  • 3. communicate collaborate engage agile GOING AGILE
  • 4. communicate collaborate engage TODAY @
  • 5. communicate collaborate engage TODAY TOMORROW @
  • 6. communicate collaborate engage TODAY TOMORROW @
  • 7. communicate collaborate engage TODAY TOMORROW @
  • 8. BUT HOW DO WE GET FROM STANDARD... @
  • 9. @ ...TO AGILE?
  • 10. HOW DOES SPACE FOSTER AGILITY?
  • 11. 12 Gensler 2008 Workplace Survey / United States / Working Differently 13Gensler 2008 Workplace Survey / United States / Working Differently LEARNING IS FAR MORE IMPORTANT TO TOP COMPANIES Compared to average companies, top-performing compa- nies consider learning 80% more critical to job success, and spend 40% more time in this work mode. TOP-PERFORMING COMPANIES VALUE SOCIALIZING Overturning the notion that socializing is a time-waster rather than a business asset, top-performing companies socialize 16% more than average companies. Further, they consider it almost three times more critical than average companies, the largest gap among all of the work mode comparisons. 80% more critical 185% more critical Top-performing Companies Average Companies Top-performing Companies Average Companies CRITICALITY CRITICALITY SOCIALIZING MODE 0 20 40 60 80 100 0 20 40 60 80 100 C 36% 20% LEARNING MODE 20% 7% CRITICALITY CRITICALITY SOCIALIZING MODE 0 20 40 60 80 100 0 20 40 60 80 100 C 36% 20% LEARNING MODE 20% 7% These findings provide insight into the complex equation of what creates value in a knowledge economy: work can be improved through the right proportion of four work modes, and in top-performing companies, even greater economic value is derived from collaboration, learning, and socializing. People believe that better design of their workplace would help them be more productive, whether the work involves focus, collaboration, learning or socializing. AVERAGE COMPANIES ARE CENTEREDON FOCUSWORK Average companies spend half of their work week in focus mode—21% more than top companies, even though on average they rank it less critical to their job performance. Average companies may recognize the disparity between what they are doing and what could create value—but they are not harnessing the performance potential of the work modes that distinguish market leaders. Respondents from all companies projected that better work spaces would yield significant improvement for their perfor- mance of each work mode: 28% improvement in focus, 27% in collaboration, 27% in learning, and 23% in socializing. This establishes the equal importance of improving spaces for focus, collaboration, learning and socializing to improve employee job performance. IMPROVING WORK MODE PERFORMANCE TOP COMPANIES COLLABORATE MORE Top-performing companies spend 23% more time collaborating than average companies and consider collaboration more than twice as critical to job success . Top-performing Companies Average Companies 104% more critical 21% more time Top-performing Companies Average Companies CRITICALITY CRITICALITY CRITICALITY SOCIALIZING MODE 0 20 40 60 80 100 0 20 40 60 80 100 50% 41% COLLABORATION MODE FOCUS MODE 36% 20% LEARNING MODE 20% 7% 21% 43% TIME SPENTCRITICALITY CRITICALITY CRITICALITY SOCIALIZING MODE 0 20 40 60 80 100 0 20 40 60 80 100 50% 41% COLLABORATION MODE FOCUS MODE 36% 20% LEARNING MODE 20% 7% 21% 43% TIME SPENT
  • 12. Investmentspace
  • 13. Workplace Betaspace
  • 14. Microsoft started in Bill Gates' garage. His high-school friend Paul convinced him to drop out of Harvard to start the company. They moved to Arizona and wrote a BASIC programming language for Altair computers out of Bill's garage.
  • 15. Speed Transparency Flexibility Alternative Work Modes
  • 16. COWORKING
  • 17. …instead, we are learning from this movement in order to apply their successes to larger companies seeking to promote innovation and recruit or retain talent. We are learning from this movement in order to draw on the energy and success of start-ups in larger more established corporations seeking to promote innovation and recruit and retain top talent.
  • 18. COWORKING principles respond to a new generation of work.
  • 19. Values
  • 20. AUTHENTIC
  • 21. Space
  • 22. AUTHENTIC
  • 23. AUTHENTICHUB Brussels - 350 members
  • 24. AUTHENTICROCKETSPACE - 31 startups - 15,000 sq.ft.
  • 25. This is a global phenomenon, with fairly identified user expectations of space and technology requirements. Early Research Findings
  • 26. “Office is a state of mind” Early Research Findings
  • 27. In these spaces, every space is a “group” space. Collaboration defines the interactions in the environment. Early Research Findings
  • 28. 87% of coworkers have started new projects with other coworkers they met in their space.
  • 29. Evidence suggests that the specific characteristics of coworker behavior foreshadows changes in corporate work. Early Research Findings
  • 30. Sharing Openness Co-creation
  • 31. …delivers accelerated serendipity. If we are around interesting people, interesting things usually happen.
  • 32. How did Nokia do it?
  • 33. guiding principles... From the start, we agreed to adhere to certain values when implementing our Co-location strategy... 4
  • 34. GOING AGILE... 1 It’s about people not process. Individuals + their interactions over processes + tools “The cohesiveness of the team has increased and team spirit was instilled.”
  • 35. GOING AGILE... 2Working solutions over comprehensive documentation. Whatever works, big + small. “Collaboration between testers & developers has increased since we co-locat- ed;we pretty much work together all the time, checking in with each other without really thinking about it.”
  • 36. GOING AGILE... Customer collaboration over contract negotiation. Help the team co-author, not report-out. “Being co-located has decreased the amount of e-mail I get..... now, if something needs to be addressed I just turn around and get it resolved right there.” 3
  • 37. GOING AGILE... Responding to change over following a plan. And change is a good thing. “Overhead related to our meetings was largely eliminated; decisions can be made quickly & effectively (being co-located).” 4
  • 38. the experiment.
  • 39. GOING AGILE... 1 Leverage what we have. Don’t assume you need to start from scratch. Idenfity the keepers. “We were always a tight team but Just being able to listen to your team’s random banter makes you feel part of your team mates’ lives.”
  • 40. GOING AGILE... 2Build-measure-learn. Don’t be afraid to make mistakes. Learn from them instead. “There have been many instances of ‘positive eavesdropping’ in which team members have a chance to be invovled with discussions. This has helped create a cohesive understanding of deliverables.”
  • 41. GOING AGILE... 33Critique + iterate. This is about continuous improvement...so you’re never really done. “It wasn’t perfect the first day, but we were able to tweak the space... move stuff around and pretty soon, it felt like our space.”
  • 42. WHAT DID WE LEARN?
  • 43. Very  honest  feedback…  
  • 44. Pods need to be larger. “No room to layout work for drawing, reading or collaborating with others.”
  • 45. GET-AWAY-SPACE “No privacy whatsoever cannot make or receive personal calls with any privacy.”
  • 46. Need even more flexibility inside the pod....
  • 47. ERGONOMICS MATTER more surface area, more elbow-room “Has negatively impacted basic job satisfaction which is sad because I like my co-workers and the work I do, but physical discomfort has made me dread coming to work.”
  • 48. DIGITAL IS CRITICAL Data and voice need to support remote access
  • 49. + support the move-in process. “I was hesitant at first, but I can honestly say I never want to work in a cubicle again.”
  • 50. WHAT ARE THE CHALLENGES?
  • 51. ONE WON’T FIT ALL group sizes can vary from 5-12
  • 52. FLEXIBILITY VS. THE WIRE
  • 53. OPENNESS VS. THE WALL
  • 54. COLLABORATION VS. FOCUS
  • 55. PROXIMITY VS. PRIVACY
  • 56. WHAT DOES SUCCESS LOOK LIKE?
  • 57. 7NAVTEQ | Agile Team Workspaces Chicago, IL | 04.07.2011 | ©2011 Gensler | What We Learned 10TH FLOOR “HOMEGROWN” POD -Maintains Personal Space -Underutilized Storage 17TH FLOOR PILOT POD -Not enough space, personal or overall. -Not enough storage. -Not enough workspace. -Too tight. AGILE POD 2.0 -Personal Space & Storage critical to maintain. -Accessible whiteboard space. / display space -Flexible Scrum Space -Space for visitors. -Social Support / Get-aways on floor “I was really skeptical that it would make a difference but decided to give it a try. I really like it” “The Pod facilitates communication between each other. We had good communication before, but now I feel it’s better.” DESIGN RESPONSE
  • 58. TEAM CO-LOCATION
  • 59. OWNERSHIP
  • 60. PERSISTENT STATUS
  • 61. SWARMING TO SOLVE
  • 62. POSITIVE EAVESDROPPING
  • 63. TEAM IDENTITY
  • 64. FACILITATION
  • 65. RESULTS Pods are now the standard for all Agile teams in Chicago. Engagement scores in Chicago are higher than other non-colocated sites. Teams have a sense of pride and ownership of their Pods.
  • 66. WHAT’S NEXT?
  • 67. WORK IS A STATE OF MIND WHAT WILL IT LOOK LIKE? • a mash-up of space types • adjacent shared resources • individual space, ”corners” • multiple postures for work • a place to retreat, a place to connect • a place to call my own • get-aways • Create spaces that promote multiple modes of work: > Focusing and Producing > Meeting, Teaming and Collaborating > Socializing and Sharing > Learning and Mentoring • Provide access to technology infrastructures and presentation tools for plug and play.
  • 68. SPACE SHOULD COMMUNICATE A SHARED PURPOSE. WHAT WILL IT LOOK LIKE? • people space • display space • opportunities for team • social support • learning support • Create spaces that feature and make big ideas and people visible. • Use the space as a storyteller about the team. • Designate programs and spaces that promote social and learning activities— allow these spaces to be visible and part of the culture.
  • 69. VIRTUAL CONNECTIONS AS IMPORTANT AS PHYSICAL ONES WHAT WILL IT LOOK LIKE? • remote access everywhere • good telepresence • wormholes • good ‘real’ experiences • Build the technological infrastructure that makes virtual connections a no-brainer • Create varieties of spaces that are fit to purpose...not all the same • Zone the space so that noisy behaviors aren’t disturbing quiet work
  • 70. SHIFT ‘ME’ SPACE TO BECOME ‘WE’ SPACE WHAT DOES IT LOOK LIKE? • hackable spaces that people own • layered spaces with great resources • transparency to see and be seen • Activity based work spaces that gets people moving to the task • Create varieties of spaces that appeal to all types of people: introverts and extroverts • Thickly program spaces so that circulation is lively and serves multiple functions
  • 71. THANK YOU. QUESTIONS? ROSHELLE RITZENTHALER DESIGN STRATEGIST, GENSLER ROSHELLE_RITZENTHALER@GENSLER.COM @RoRitzen JORGEN HESSELBERG DIRECTOR, AGILE ENTERPRISE TRANSFORMATION MCAFEE JORGEN@HESSELBERG.ORG @JHesselberg

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