Knowing Our Clients Keable Stl

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The future of offices with distributed work

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Knowing Our Clients Keable Stl

  1. 1. American Institute of Architects Knowing Our Clients’ Business Ellen Bruce Keable
  2. 2. Hard times foster innovation Working lean Focus on value Challenge entitlements Encourage risks Courage to act Rethinking …. business, work, building
  3. 3. Circle of Circle of Circle of Influence Influence Concern Proactive Focus Reactive Focus Positive energy Negative energy enlarges the circle of reduces the circle of influence influence S. Covey, The Seven Habits of Highly Effective People ( 2004)
  4. 4. Change requires a different way of looking at things….
  5. 5. Corporate Real Estate Partnership
  6. 6. Government View • Environment, energy • Infrastructure • Employees – Attract and keep – Effectiveness, morale • Costs, space, flexibility • Continuity of operations
  7. 7. Legislation Promoting Telework House Approves Telework Bill – 6/08 H.R. 4106 Passed, requiring agencies to develop a program allowing employees to telework at least 20 percent of every two-week work period and designate a senior- level employee to serve as a telework managing officer; incorporating telework in continuity of operations planning H.R. 6495, Transportation and Housing Choices for Gas Price Relief Act of 2008 – 7/08 To authorize programs and activities to support transportation and housing options that will assist American families in reducing transportation costs.
  8. 8. What are Offices FOR? © 2004 BOSTI Associates
  9. 9. Work is Changing Command and Control Cultivate and Coordinate Manage by Seeing Coordinate by Knowing Productivity Performance Produce Define and Create Team Multiple Affiliations Defined Roles Do What’s Necessary
  10. 10. Workplace Matters
  11. 11. Virtual Teams’ Challenges Trust and vulnerability Social isolation Integration Information overload Commitment Learning FACE TIME IS IMPORTANT
  12. 12. Why Face-to-Face is Important Collaborate Motivate, renew Strengthen virtual Shop for new work communications Comradeship, “war Understand others’ stories” work styles “Soft” guidance Culture: “how we do things here” Recognition “Show me” learning
  13. 13. Expanding Relationships “As technology has advanced it increased the need for face-to- face travel. In 1990 we managed 100 relationships. Now with e- mail and instant messaging, we may manage 1000.” “Why Fly When You Can Web Conference?” The New York Times, September 18, 2005
  14. 14. Workplace Design Communicates Survey by The Future Work Institute® (2001) found 56% of employees are open to changing their jobs, and only 37% had no plans to leave. Twelve percent were actively looking, and 44% said they would consider a better offer. Your employees are out shopping and potential employees are also shopping you. Do the offices tell employees: “This is a great place to work!” 16
  15. 15. “Less than ½ of those who would choose to telework would do so more than 2 days per week” “Most Americans still choose the office for the majority of their work week.” from 2005/2006 National Technology Readiness Survey Rockridge Associates
  16. 16. Redefining the Office Safety, Health, and Comfort Connection Vision, Direction, and Feedback Resources and Support Diversity and Serendipity Individual Focus and Concentration Sanctuary and Openness
  17. 17. Redefining the Office A Different Mix of Spaces Fewer, smaller “owned” workspaces More workshop meeting space Flexible team space “See and be seen” social space Temporary workspace from private to open Sanctuaries for individuals, groups
  18. 18. Redefining the Office (BOSTI Associates, 2001)
  19. 19. Balancing Privacy & Connections Main Entry Community Collaboration Focus Conference Main Street Back Porch Meeting Refreshment Touch-Down Private Office Main Street My Studio Ad-Hoc Meeting
  20. 20. Redefining the Office Building Type Promotes what people really need to do with deep support Expresses organization’s vision Tells employees, partners, customers, communities through action as well as appearance Responds to social, ecological contexts Flexible use potential Measurable results
  21. 21. designed by Suttle Mindlin… now at Jacobs designed by Suttle Mindlin… now at Jacobs Paric Headquarters, O’Fallon, Missouri
  22. 22. designed by Suttle Mindlin… now at Jacobs designed by Suttle Mindlin… now at Jacobs Paric Headquarters, O’Fallon, Missouri
  23. 23. designed by Suttle Mindlin… now at Jacobs designed by Suttle Mindlin… now at Jacobs Paric Headquarters, O’Fallon, Missouri
  24. 24. designed by Suttle Mindlin… now at Jacobs designed by Suttle Mindlin… now at Jacobs DMB&B Corporate Headquarters, St. Louis, Missouri
  25. 25. designed by Suttle Mindlin… now at Jacobs designed by Suttle Mindlin… now at Jacobs DMB&B Corporate Headquarters, St. Louis, Missouri
  26. 26. designed by Suttle Mindlin… now at Jacobs Monsanto Greenbridge Master Plan, St. Louis, Missouri
  27. 27. designed by Suttle Mindlin… now at Jacobs Renaissance Place, Highland Park, Illinois
  28. 28. designed by Suttle Mindlin… now at Jacobs designed by Suttle Mindlin… now at Jacobs Renaissance Place, Highland Park, Illinois
  29. 29. Ellen Bruce Keable Jacobs Global Buildings Workplace Strategies 716. 536.2415

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