Muraya Agile Workplace Design

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Muraya's presentation from the annual Asia OfficeSpace Congress in Beijing on 7 June, 2013.

In Beijing record high rents and low availability is driving an examination as to how the workplace has evolved and what can still change to encourage efficiency, productivity and smart spending in China's Modern Workplace.

Find out more at www.muraya.com.

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Muraya Agile Workplace Design

  1. 1. AGILE WORKSPACE:THE DILEMMAS OF THE MODERN OFFICE
  2. 2. ARCHITECTUREGOVERNMENT APPROVALCONSTRUCTIONAFTER SALESPROJECT MANAGEMENTINTERIOR DESIGNENGINEERINGSUSTAINABLE SOLUTIONSTHE MURAYA CIRCLE
  3. 3. CLIENTS
  4. 4. 7,000 KIMBERLY CLARK Design & Construction LEED GOLD40,000 BOEING Construction LEED GOLD15,000 AKZO NOBEL Construction LEED GOLD5,200 H&M RETAIL Construction8,500 H&M Design & Construction10,000 ABBOTT Design & Construction5,300 VOLVO Design & Construction5,000 MAQUET/GETINGE GROUP Design & Construction5,000 ATLAS COPCO Design & Construction4,000 REGUS Design & Construction5,000 SANDVIK Design & ConstructionPROJECT HIGHLIGHTSm2
  5. 5. AGILE WORKSPACE:THE DILEMMAS OF THE MODERN OFFICE
  6. 6. 1990’s 2000’s1980’s
  7. 7. TODAY
  8. 8. ME. ME. ME.GENERATION “Y”
  9. 9. GENERATION “Y” IN CHINA• EMBRACING DIGITAL TECHNOLOGY• SOCIAL HARMONY TO INDIVIDUALITY• PERSONAL GROWTH > JOB SECURITY• TEAMWORK INTO COLLABORATION• HIGHER EXPECTATIONSGENERATIONAL SHIFTS:
  10. 10. THE CHANGING WORKPLACEINCREASED DENSITY: LESS SPACE PER PERSON2010 ≈ 20 M²/PERSON2016 ≈ 16 M²/PERSON
  11. 11. HIGHER UTILIZATION: MORE PEOPLE/DESK2010 - 1.1 PEOPLE : 1 DESK2017 - 1.6 PEOPLE : 1 DESKTHE CHANGING WORKPLACE
  12. 12. SPACELESS GROWTH
  13. 13. IMPLICATIONS OF SPACELESS GROWTHARE THE SPATIAL CHANGES OF THE “AGILE” WORKPLACE CONTRIBUTING POSITIVELY TOPRODUCTIVITY AND EFFICIENCY?ARE THERE DRAWBACKS TO THIS NEW ENVIRONMENT?DO THE BENEFITS OF THE INCREASE IN SOCIAL SPACES OUTWEIGH THELOSS OF PERSONAL SPACE?DOES THE LOSS OF PERSONAL SPACE WITHIN THE OFFICE IMPACT EMPLOYEE LOYALTY?ARE THESE SPATIAL CHANGES IN THE WORKPLACE TRULY REFLECTING THEATTITUDES AND DESIRES OF THE GEN. Y’S?THE PORTION OF “FOCUSED” WORK IS INCREASING AT THE SAME TIME THAT OPENOFFICE PLANNING AND DISTRACTIONS ARE INCREASING
  14. 14. THE CHANGING WORKPLACENEW WORK MODES ARE DEFINING THE WORKPLACE:LEARNFOCUSSOCIALIZECOLLABORATE
  15. 15. AGILE WORKING• WORK: AN ACTIVITY, NOT A PLACE• PERFORMANCE OVER ATTENDANCE• RELATIONSHIPS, NOT HIERARCHIES• INNOVATION OVER BUREAUCRACY• PEOPLE OVER PROPERTY
  16. 16. Gather a Toolkit to BuildYour Agile Strategy
  17. 17. PEOPLEWORKPLACESTRATEGYFACTORSORGANIZATIONSYSTEMSPLACEA HOLISTIC APPROACHCORPORATE IDEALS (DIRECTION AND OBJECTIVES)MANAGEMENT CULTURE (INCLUSION, TRUST)OPERATIONAL CULTURE (GETTING THINGS DONE)RELATIONSHIP WITH MANAGERSROLE AND RESPONSIBILITIES (PERSONAL CONTROL)PERSONAL (EXPERIENCE, TRAINING, MOTIVATION)REWARD (SALARY AND WORK CONTRACT)WORK/LIFE (FLEXIBILITY, AUTONOMY)EXTERNAL (HOME LIFE, WELL BEING, COST OF LIVING)RESOURCING (PEOPLE, WORKLOAD)TEAM STRUCTURE/DYNAMICS (FORMAL/INFORMAL)SYSTEMS AND INTERNAL PROCESSESSUPPORT FOR INDIVIDUAL/GROUP WORKINGWORKSTATION (ERGONOMICS)SPACE (LAYOUT, SOCIAL SPACE)SERVICES (FACILITIES, CLEANING, SECURITY)ENVIRONMENT (TEMPERATURE, LIGHT, NOISE)
  18. 18. HIERARCHYINTERACTIONDIFFERENTIATIONSUBDIVISIONLOWLOWLOWHIGHHIGHHIGHHIGHLOWSPATIAL STRATEGIESUNDERSTAND YOUR COMPANY’S STRUCTUREhttp://www.oma.eu/projects/2011/mckinsey-amp-company-office-architects/
  19. 19. SPATIAL STRATEGIESDETERMINE ADJACENCIESCORPORATE AFFAIRSCOMMUNICATIONSLEGAL AS APACHRMDTDPDPCR LABACADEMYTRAINING CENTERCCCPSMRAFOSMAIN RECEPTIONGMO
  20. 20. SPATIAL STRATEGIESAPPLY ADJACENCY UNDERSTANDINGRECEPTIONPANTRYMEETING CENTERSRECEPTION AND SHOWROOMGMO, LEGAL, CA, COMMUNICATIONSHUMAN RESOURCESDIABETES CENTERAPPLIED SCIENCE REGIONALPCR LABMOLECULAR DIAGNOSTICSAPPLIED SCIENCE ASIA PACIFICTISSUE DIAGNOSTICSPROFESSIONAL SERVICESCUSTOMER CARE CENTERTRAINING CENTERROCHE TRAINING ACADEMYPROFESSIONAL DIAGNOSTICSFINANCE AND OPERATION SERVICESMEDICAL REGULATORY AFFAIRS1098765
  21. 21. UTILIZE FEEDBACKWORKPLACESTRATEGYSPACEPLANNINGIMPLEMENTATIONFEEDBACKBE AMENABLE TO CHANGE!
  22. 22. ENVIRONMENTAL FACTORSRELATIVEPERFORMANCE%RELATIVE TEMPERATURE (T - TC)RELATIVE PERFORMANCE OF OFFICE WORK PERFORMANCE VERSUSDEVIATION FROM OPTIMAL COMFORT TEMPERATURE TC
  23. 23. DESIGN CONSIDERATIONS• # OF OCCUPANTS• M2/OCCUPANT• EXPANSION NEEDS• CAPACITY• ORGANIZATIONAL STRUCTURE• GROWTH AND FLEXIBILITY• WORK/LIFE BALANCE• COLLABORATION• WORKSPACE SHARING• MOBILITYTRADITIONAL FOCUS: AGILE WORKSPACE:
  24. 24. DESIGN SOLUTIONS• VARIETY OF SETTINGS• TEAM SPACE• AGILE WORKSTATIONS• “RETREATS”• FLEXIBLE MEETING ROOMS• COMMUNAL SPACE• AMENITIES• EFFICIENT ADJACENCIES• APPROPRIATE SPACE ALLOCATION
  25. 25. INFORMAL, PUBLIC, AND MULTI-USE SPACE• MEETING AREAS• CORRIDORS• PANTRIES• LOUNGES AND RECREATION
  26. 26. HOW DO WE DEFINE PRODUCTIVITY?• # OF HOURS WORKED• SICK LEAVE• PROCESS EFFICIENCYTRADITIONAL FOCUS: NEW INDICATORS:• EMPLOYEE RESPONSE TIME• WORK PERFORMANCE• EMPLOYEE SATISFACTION• RETENTION RATE
  27. 27. 5 Key Tips
  28. 28. #1 - Hygiene FactorsAIR QUALITYTEMPERATURE CONTROLDAYLIGHTINGCOMFORTABILITY
  29. 29. #2 - Individual ControlHYGIENE FACTORSSPATIAL FLEXIBILITYWORK/LIFE BALANCEMOBILITYMORE CONTROL = EMPLOYEE HAPPINESS
  30. 30. #3 - Spatial ConsiderationsOPEN VS CLOSEDPUBLIC/PRIVATEFIXED/FLEXIBLECOLLABORATIVE VS CONCENTRATIVEINDIVIDUAL/GROUP DYNAMICSADJACENCY/PROXIMITY
  31. 31. #4 - FeedbackEMPLOYEE SURVEYS AND INTERVIEWSANALYZE COMPANY STRUCTURES AND PROCESSESEXAMINE CIRCULATION AND SPATIAL USETHE WORKPLACE IS AN ONGOING PROCESS
  32. 32. #5 - Cultural ImplicationsGENERATIONAL DEMOGRAPHICSFENG-SHUIBRANDINGTRANSPARENCYYOUR BUSINESS IN THE CHINESE MARKETPLACE
  33. 33. REFERENCESAmaravadi, Chandra S.; Sheng, Olivia R. Liu;, George, Joey F., and Nunamaker, Jay F. “AEI: A Knowledge-Based Approach to Integrated Office Systems.”Journal of Management Information Systems, Vol. 9, No. 1 (Summer 1992): 133-163. JSTOR. Web. 8 Dec. 2012:<http://www.jstore.org/stable/40398022>.Cain, Susan. “The Rise of the New Groupthink.” The New York Times, Opinion Page. January 13, 2012. Web. April 2013:<http://www.nytimes.com/2012/01/15/opinion/sunday/the-rise-of-the-new-groupthink.html?pagewanted=all&_r=1&#commentsContainer>.DEGW Report, “The Impact of Change”. March 2013: <http://www.haworthmarketing.com/allways/download/AllWays-Design-Research-DEGW.pdf>.Gensler. “Focus in the Workplace.” October 10, 2012. Web. March 2013:<http://www.gensler.com/uploads/documents/Focus_in_the_Workplace_10_01_2012.pdf>.Harris, Rob. Ramidus Consulting Limited, October 18th 2012. “Reflections on the Modern Office.” Web. March 2013:<http://www.ramidus.co.uk/ramidus-knowledge-centre.php>.Lee, So Young and Brand, Jay L. Haworth. “Effects of Control over Office Workspace on Perceptions of the Work Environment and Work Outcomes.”Web. May 2013.Steelcase. “Leveraging Complexity.” 360 Magazine. Issue 61, February 2011. Web. March 2013:<http://360.steelcase.com/issues/leveraging-complexity/>.Surowiecki, James. “Face Time.” The New Yorker, Financial Page. March 18th, 2013. Web. April 2013:<http://www.newyorker.com/talk/financial/2013/03/18/130318ta_talk_surowiecki>.Threesixty White Paper. November 2010. “New-Gen Workers in India & China: Reshaping their Workplaces & the World.” Gen Y in the Workplace.Steelcase Workplace Futures. Web. April 2013: <http://360.steelcase.com/white-papers/>.Voss, Judy. “Revisiting Office Space Standards.” Haworth. Web. May 2013:<http://www.haworth.com/home/resources/research/white-papers>.
  34. 34. XIE XIE, THANK YOU, TACKlove@muraya.comwww.muraya.com

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