4. 4
the team
Carl Ordemann, AIA
Principal and Executive Director
Principal-in-Charge
Heather Bensko, LEED AP
ID + C
Associate Design Leader
Lead Designer and Branding
Connor Glass
Sr. Associate
Sr. Designer
Damian Besculides, AIA
Associate Principal
Cost and Schedule Manager
Robert Pizzano, RA
Principal
Project Manager
Tamar Moy
Associate
Programming/ Workplace
Specialist
5. 5
13
offices
8 domestic
5 international
founded in
1981 200awards for
design
excellence
ADA Analysis § Architecture § Area calculations § Benchmark
analysis § Block and stacking plans § Building design consultation §
Building evaluation/selection § Design and Contract Documents §
Code research/variance § Construction administration § Construction
documents § Consulting § Custom furniture/millwork design §
Engineering services coordination § Facilities management assistance §
Furniture selection and procurement § Graphic and signage standards
§ Identity/branding § Interior architecture/design § Landscape
architecture § Lease/workletter consultation § Leasing log/charts §
Material and finish selections § Perspective renderings § Programming §
Project tracking analysis § Real estate and transportation planning services
§ Space planning § Strategic occupancy planning § Tenant standard
specifications § Test-fit space plans § Workplace standards/
procedures development
750staff
worldwide
commercial
healthcare
education
civic
corporate interiors
housing
mixed-use
urban design
the firm
7. 7
Our Point of View
Integrated User Experience
INTROSPECTION IS TRENDING
Perkins Eastman’s process is client-centric. Our
approach is never one-size fits all, and the user
experience is integral.
Organizations are looking for meaningful and
enduring workplace design solutions that reflect their
unique DNA.
Leaders are increasingly willing to look inward to
explore management style and guiding principles to
develop strategies crafted for their culture, values,
and business goals.
CLIENT
PRO
JEC
T
M
AN
AG
EM
EN
T
D
ESIG
N
W
O
RKPLAC
E
STRATEG
IES
IM
PLEM
EN
T-
ATIO
N
8. 8
Drawing on the Breadth of our
Practice Area Expertise
THE LEARNING CONTINUUM
Life is an evolutionary experience set in a continuum
of learning spaces.
These settings — education, workplace, healthcare,
or other — share fundamental values like
collaboration, performance, knowledge-sharing,
and efficiency.
Corresponding design trends such as transparency
and active design are shared between space types,
and often initiated in the professional workplace,
trickleling down to other sectors.
KNOW
LEDGE
EXCHA
N
GE
EDUCATION
COM
M
UNITY
HEALTH-
CARE
I
N
TEGRATED USE
R
EXPERIENCE
WORK-
PLACE
Integrated
Technology
Focus Work
Innovation
Wellness
Communica-
tion
Balance Team
& Individual
Socializing
Efficient/
Smart
Sustainability
Mentoring
10. 1 0
What We Know About Citi So Far...
Comments
11. 1 1
What’s Citi’s Aspirational Word Cloud?
RESPONSIBLE
FINANCE
CONNECTION
PRODUCT
EXPERTISE
SUSTAIN-
ABILITY
LEADERSHIP
DIVERSE
MERITOCRACY
COMMON
PURPOSE
EMERGING
MARKETS
EFFICIENCY NETWORK
SOCIAL
RESPONS-
IBILITY
GLOBAL-
IZATION
DIGITIZATION
CLIENT
RELATIONSHIP
EXCELLENCE
INITIATIVE
COURAGE INGENUITY
VIRTUAL
TEAM
SERVICE
DRIVEN
RESULTS
DRIVEN
SIMPLE PERFORMANCE CREATIVITY
GLOBAL
GUIDELINES
TRANSPARENT
BEST IN CLASS
PRODUCTS
INNOVATION
WORLD-CLASS
BRAND
12. 1 2
Common Workplace Themes for Financial Services
Organizational
Goals
parti place-making
THE WORKPLACE
OF CHOICE
CONNECTION
TRANSPARENCY
HEALTH & WELLNESS
Active design, fitness centers, meditation
rooms, day care, connection to nature,
sustainability, desk sharing/ mobility
strategy, flex work schedules
MILLENNIAL PRIORITIES
Smart technology integration, workforce
diversity, branding, more casual environment
FLEXIBILITY
Reconfigurable seating arrangements that
change with team structure
COLLABORATIVE WORK SETTINGS
Lounges, cafes, team rooms, coffee bars, open
plan with focus spaces
INTEGRATED SMART TECHNOLOGY
Connecting virtual, often global, teams
BREAK DOWN SILOS
Glass walls, open plan, digitized storage/
archive library, connect to community with
public spaces
BRAND MESSAGE
Clearly articulated and celebrated
brand message and corporate values for
employees and visitors
ATTRACT & RETAIN TOP TALENT
Desirable recruits increasingly joining faster
growing industries such as technology &
telecommunications
Millenials looking for less demanding jobs
with “more meaningful work” and a better
work-life balance
BRIDGE ACROSS DEPARTMENTS
Integrated teams provide better cross checks
Cross-departmental teams are seated
together, and front- and back- offices are
increasingly blended
Communication, collaboration, and creative
thinking improve performance
BE FISCALLY RESPONSIBLE
Banks are choosing to specialize in a smaller
range of product and service offerings
A safer place to work, with less risk
More focus on community and environmental
responsibility
16. 1 6
75%
13,500 Work points
64,000,000 square feet
25%
388 GREENWICH
AGILE
GLOBAL
390 GREENWICH
LIQUID SPACE
Citi’s Mission:
Enabling Progress
Common Purpose
Responsible Finance
Ingenuity
Leadership
Borderless enterprise I The City Campus
18. 1 8
knowledge marketplace I place making
S E M I - E N C L O S E D
S H A R E D T E A M
C O L L A B O R AT I V E / G AT H E R I N G
F O O D / B E V E R A G E
reception
W O R K S PA C E
C I R C U L AT I O N
F O C U S
LOUNGE /
PANTRY
ARRIVAL
S E M I - E N C L O S E D
W O R K / M E E T I N G
S E M I - E N -
C L O S E D
W O R K /
M E E T I N G
W O R K S PA C E
W O R K -
S PA C E
ARRIVAL
FOCUS
FOCUS
SHARED
TEAM
C O L L A B O R AT I V E /
G AT H E R I N G
SHARED
TEAM
SHARED
TEAM
SHARED
TEAM
W O R K S PA C Eformal meeting
W O R K -
S PA C E
C O L L A B O R A -
20. 2 0
5 0 % f o c u s e d w o r k at d e s k
3 0 % s c h e d u l e d m e e t i n g s
2 0 % s p o n ta n e o u s c o l l a b o r at i o n
* R e q u i r e s v a r i e d u n i n t e rr u p t e d
w o r k s pa n o f 2 - 3 h o u r s
* N e e d s f r e q u e n t f a c e t o f a c e
a c c e s s t o c o l l e a g u e s f o r
k n o w l e d g e s h a r i n g
* M A Y B E TETHE R ED B Y TECHNOLOG Y O R
SECU R IT Y P R OTOCALS
4 0 % f o c u s e d w o r k at d e s k
3 0 % s c h e d u l e d m e e t i n g s
3 0 % s p o n ta n e o u s c o l l a b o r at i o n
* R e q u i r e s v a r i e d u n i n t e rr u p t e d
w o r k s pa n S o f 1 - 2 h o u r s
* M o v e s f r e q u e n t ly a r o u n d t h e
w o r k p l a c e o r b e t w e e n b u i l d i n g s
f o r f a c e t o f a c e m e e t i n g s w i t h
c o l l e a g u e s
* CO M PLEATELY UNTETHE R ED + M o b i l e
6 0 % f o c u s e d w o r k at d e s k
3 5 % s c h e d u l e d m e e t i n g s
5 % s p o n ta n e o u s c o l l a b o r at i o n
* R e q u i r e s v a r i e d u n i n t e rr u p t e d
w o r k s pa n S DEPENDIN G ON TASK
* W o r k S m a i n ly o f f s i t e t r a v e l i n g
o r f r o m h o m e
* C OMPLEATELY UNTETHE R ED + M o b i l e
RESI D ENT A G ILE REM O TE
flexibility +modularity I defining workspace typologies
21. 2 1
63% 78% 20% 3/4
Manager’s
work day spent
in meetings
Scheduled
meetings
between 2-4
people
Time spent out
of the office
People more
likely to engage
colleagues in face
to face interac-
tions if they have
visual access first
flexibility +modularity I defining workspace typologies
22. 2 2
integrated user experience I discovering User PersonasINTEGRATED USER EXPERIENCE I DEFINING USER TYPOLOGIES
MOBILE RESIDENT CLIENT CONSULTANT
23. 2 3
• Merges work and personal life
• F o c u s e s f o r 6 0 - 9 0 m i n u t e s a t
a t i m e
• W o r k s a t o d d h o u r s
• W a n t s p e r s o n a l c o n t r o l o f
s u r r o u n d i n g s
• S t a y s m o t i v a t e d b y c h a n g i n g
a c t i v i t y o r s u r r o u n d i n g s
• Separates work and personal life
• F o c u s e s f o r 3 - 4 h o u r s o n
o n e a c t i v i t y
• N e e d s q u i e t t o b e a b l e t o
c o n c e n t r a t e
• S t a y s m o t i v a t e d b y b e i n g
“a l o n e t o g e t h e r ”
• F e e l s o v e r w o r k e d a n d
i s o l a t e d w h e n e x t e n s i v e ly
w o r k i n g f r o m h o m e
• Separates work and personal life
• F o c u s e s f o r 6 0 m i n u t e s o r
m o r e
• S t a y s m o t i v a t e d t h r o u g h
c o n s t a n t ly c h a n g i n g
s u r r o u n d i n g s
• P r e f e r s e a s y a c c e ss t o f o o d /
d r i n k
• F e e l s o v e r w o r k e d a n d
i s o l a t e d w h e n e x t e n s i v e ly
w o r k i n g f r o m h o m e
SOLO ALONE TOGETHER BUZZ BUILDER
integrated user experience I supporting varied work styles
29. 2 9
1. INTRODUCTION
2. CITI DISCOVERY
3. THE CITI CITY
4. PROJECT DELIVERY
5. CASE STUDIES
6. PROJECT IMAGERY
7. WHY US?
projectdelivery
30. 3 0
Project Management
FACILITIES MANAGEMENT SERVICE
PERKINS EASTMAN PROJECT TEAM
AND TECHNICAL STAFF
PROJECT
MANAGER’S
ROLE
Real Estate
Legal
MEP Engineer
Structural Engineer
Audio/Visual
Acoustical
Lighting
Food Service
Tele/Data
LEED
CONSULTANTS
Construction Manager
General Contractor
Sub contractors
Furniture
IT Services
Security
Tele/Data
Movers
VENDORS / SUPPLIERS
31. 3 1
Project management roles
• Single Point of Contact
• Schedule Master
• Project Financial Planning (Budgeting)
• Risk Mitigator (Advanced Warnings)
• Coordinating Consultants
• Goals Oriented
• Accountable
• Driver of Results
ON TIME/ ON BUDGET
HHC - 350,000SF
1 Month Early, Within 2%
33. 3 3
Citi - Global Headquarters Project
Project Schedule as Provided by Citi in RFP
May 30, 2014
Item #
Phase/
Task Project Month
1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22 23 24 25 26 27 28 29 30 31 32 33 34 35 36 37 38 39 40 41 42 43 44 45 46 47 48 49 50 51 52 53 54 55 56 57 58 59 60 61 62 63 64 65 66 67 68 69 70 71 72 73 74 75
1 Phase I - A Concept Design 1 2 3 4
2 Phase I - B Schematic Design 1 2 3
3 Phase II - A Design Development 1 2 3 4
4 Phase II - B Construction Documents 1 2 3 4 5
5 Phase II - C Permiting / Bidding 1 2
6 Phase II - D Construction Administration 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22 23 24 25 26 27 28 29 30 31 32 33 34 35 36 37 38 39 40 41 42 43 44 45 46 47 48 49 50 51 52 53 54 55 56 57
Citi - Global Headquarters Project
Perkins Eastman Preliminary Project Schedule as recommended by PE
May 30, 2014
Item #
Phase/
Task Project Month
1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22 23 24 25 26 27 28 29 30 31 32 33 34 35 36 37 38 39 40 41 42 43 44 45 46 47 48 49 50 51 52 53 54 55 56 57 58 59 60 61 62 63 64 65 66 67 68 69 70 71 72 73 74 75
1 Key Milestone Dates u Kick Off
2 $ u 4th month Concept / Programming Complete
3 $ u 7th month Schematic Design Complete
4 $ u 11th month Design Development Complete
5 $ $ u 16th month Construction Documents Complete
6 $ u 18th month Bidding and Filing Complete
7 $ u Move 1 u Move 2 u Move 3 u Move 4
8 u Move 5
9 u Move 6
10 u Move 7 u Move 8 u Move 9 u Move 10 u Move 11
11 Phase I - A Concept Design/Plannning Confirmation 1 2 3 4 m Client Approval
12 3 Team kick-off meeting
13 Field Survery 3 Arch and Engineering field inspections
14 r Submit Arch Field Reports and Issue existing conditions backgrounds
15 r Issue MEP equipment evaluation reports
16 Programming Confirmation 3 Interview Citi Business Groups to develop Programming Report
17 3 Confirm Citi Programming Report with Business Groups
18 3 Issue Program
19 m Client Review and comment
20 m Program Validation and Approval
21 Blocking Stacking Plans Review r Issue Blocking Stacking Plans
22 m Client Review and comment
23 Phase I - B Schematic Design 1 2 3 m Client Approval
24 Space Planning/Design r Confirm and Issue Preliminary Space Plans
25 m Client Review and comment
26 r Issue Preliminary Finishes and Materials
27 m Client review and comment
28 Engineering/IT Design Concepts/Narratives r Issue Preliminary Concept Plans/conduit pathways/Narratives
29 m Client Review and comment
30 r Issue Preliminary MEP/IT space requirements
31 r IT equipment room layouts
32 r Issue preliminary conduit runs
33 m Client Review and comment
34 Security/AV r Issue assesment and recommendations
35 m Client Review and comment
36 Phase II - A Design Development 1 2 3 4 m Client Approval
37 Furniture Planning r Issue Furniture Plans
38 Planning r Issue Preliminary Tel/Data and Ceiling/Lighting Plans
39 m Client Review and comment
40 r Design Presentation - Finishes and Materials
41 m Client Review and comment
42 r Final Design Presentation - Finishes and Materials
43 m Client Review and comment
44 Engineering/IT Design r Single Line MEP equipment design/IT equipment room layouts/ conduit runs
45 r Finalize MEP equipment/IT equipment room layouts/ conduit runs
46 Security/AV r Issue equipment requirements and specs
47 Phase II - B Construction Documents 1 2 3 4 5 m Client Approval
48 r Issue Final Tel/Data and Ceiling/Lighting Plans
49 r Issue 50% CDs for Estimate and Coordination
50 r Issue 80% CDs for Coordination, Red Line by Client
51 Phase II - C Bidding / Filing r Issue CDs for Bid and Filing
52 Bidding / Contract Award 1 2 m Award Project
53 File With the DOB 1 2 m Permit In Hand
Phase II - D Construction Administration
54 Phase II - D1 - Executive Floors (by others)
55 Phase II - D2 - Pre Con Work
56 Phase II - D3 - Floors 37-32 1 2 3 4 388 Floors 37-32
57 1 Move / Post Occ. Study
PhaseII-B/CConstruction
DocumentsandFiling
Executive Floors (By others)
Make Ready / Pre Con Work
MilestoneScheduleDatesandBudgetReviewsPhaseI-AConceptDesign/SiteSurvey/ProgrammingPhaseI-BSchematicDesign(AllFloorsAllAreas)PhaseII-ADesignDevelopment(AllFloorsAllAreas)
34. 3 4
50 r Issue 80% CDs for Coordination, Red Line by Client
51 Phase II - C Bidding / Filing r Issue CDs for Bid and Filing
52 Bidding / Contract Award 1 2 m Award Project
53 File With the DOB 1 2 m Permit In Hand
Phase II - D Construction Administration
54 Phase II - D1 - Executive Floors (by others)
55 Phase II - D2 - Pre Con Work
56 Phase II - D3 - Floors 37-32 1 2 3 4 388 Floors 37-32
57 1 Move / Post Occ. Study
58 Phase II - D4 - Floors 31-28, 26-25 1 2 3 4 388 Floors 31-28, 26-25
59 1 Move / Post Occ. Study
60 Phase II - D5 - Floors 24-19 1 2 3 4 388 Floors 24-19
61 1 Move / Post Occ. Study
62 Phase II - D6 - Floors 18-13 1 2 3 4 388 Floors 18-13
63 1 Move / Post Occ. Study
64 Phase II - D7 - Floors 12-6 (7 tot) 1 2 3 4 388 Floors 12-6
65 1 Move / Post Occ. Study
66 Phase II - D - Façade / Atrium (by others) 1 2 3 4 5 6 7 8 9 10 11 12 Facades / Atrium (by Others)
67
68 Phase II - D8 - Amentity Floors 5 thru 1 - Await façade 1 2 3 4 5 6 388 Floors 5-1
69 Atrium / Entry completion 1 Move / Post Occ. Study
70 Phase II - D9 - Floors 8-6 1 2 3 4 5 6 7 8 390 Floors 8 - 6
71 1 Move / Post Occ. Study
72 Phase II - D10 - Data Center 1 2 3 4 5 6 7 390 Data Center Floors 8 & 6
73 1 Move / Post Occ. Study
74 Phase II - D11 - Trading - 5th Floor 1 2 3 4 5 6 7 390 Trading 5th Floor
75 1 Move / Post Occ. Study
76 Phase II - D12 - Trading - 4th Floor 1 2 3 4 5 6 7 390 Trading 4th Floor
77 1 Move / Post Occ. Study
78 Phase II - D13 - Trading - 3rd Floor 1 2 3 4 5 6 7 390 Trading 3rd Floor
79 1 Move / Post Occ. Study
80 Phase II - D14 - Trading - 2nd Floor 1 2 3 4 5 6 7 390 Trading 2nd Floor
81 1 Move / Post Occ. Study
82 Phase II - D15 - Trading - 1st Floor 1 2 3 4 5 6 7 390 Trading 1st Floor
83 1 Move / Post Occ. Study
TIME SAVINGS
Legend: Concept SD DD CD BN CA PO Time Save (9 Months Overall) u Key Mile Stone Event $ Budget Approval m Approval/Completion r Drawing Issue 3 Work Start u Citi Schedule
PhaseII-B/C
Documents
PhaseII-DConstructionAdministration
Closeout
Phase Executive Floors (By others)
Make Ready / Pre Con Work
35. measuring success
of projects delivered on time
of projects delivered within
5% of original budget
of business from repeat clients
36. 3 6
180 Maiden Lane
731 lexington avenue
Bridgewater
FedERAL Reserve BANK OF NEW YORK
casestudies
1. INTRODUCTION
2. CITI DISCOVERY
3. THE CITI CITY
4. PROJECT DELIVERY
5. CASE STUDIES
6. PROJECT IMAGERY
7. WHY US?
37. 3 7
REIMAGINE AND REVITALIZE.
Transform arrival experience
Revitalize interior public spaces
Amenity rich spaces to attract new tenants
Protection against weather events
Leverage connection to emerging waterfront
180
MAIDEN LANE
46. 4 6
260 seats | operated by restaurant associates | south street seaport/ river views |
recently renovated | 3 private dining rooms | updated restrooms
full service cafeteriaFULL SERVICE CAFETERIA
47. 4 7
country club locker rooms | full assortment of cardio equipment
including cycling machines, stairmasters, elliptical machines and
treadmills | free weights and weight machines
fully equipped fitness centerFITNESS CENTER
51. 5 1
OCCUPANCY ANALYSIS PER FLOOR
Current Financial Media / Tech Mix
Occupancy Institution Firms
Executive Floor 56 people 66 people 66 people 66 people
(22,459rsf) 400 rsf / person 340 rsf / person 340 rsf / person 340 rsf / person
Tower Floors (27) 3,340 people 4,482 people 4,941 people 4,698 people
(839,160rsf) 250 rsf/ person 187 rsf / person 169 rsf / person 178 rsf / person
Low Rise Floors(10) 1,195 people 1,550 people 1,670 people 1,610 people
(298,780rsf) 250 rsf / person 192 rsf / person 178 rsf / person 185 rsf / person
Total
1,160,399rsf 4,591 people 6,098 people 6,677 people 6,374 people
252 rsf / person 190 rsf / person 173 rsf / person 182 rsf / person
Net Increase 0 people 1,507 people 2,086 people 1,783 people
25% more efficient 32% more efficient 28% more efficient
53. 5 3
RESEARCH: WHAT WE DID
UX PARTICIPANTS
• (6) Focus Groups - Designer, Prototyper,
Usability Analyst (25 Participants)
R&D PARTICIPANTS
• (4) Focus Groups: Software Eng, Snr Software
Eng, Team Lead & Technical Architects (29
Participants)
FOCUS GROUPS
GOALS
• What aspects of the workplace ENABLE high
performance currently?
• What aspects of the workplace INHIBIT high
performance currently?
LEADERSHIP INTERVIEWS
GOALS
• Understand FUTURE vision for collaboration
between UX and R&D
• Discuss opportunities for improvements to
future workplace
QUESTIONNAIRES
GOALS
• Quantify findings from the focus groups
• Document work processes
• Ensure all stakeholders are represented
UX PARTICIPANTS
• Leadership Focus Group (Manager & Direct
Reports)
R&D PARTICIPANTS
• 1-on-1 Interviews (Manager’s Direct Reports)
UX PARTICIPANTS
• 30 Respondents
R&D PARTICIPANTS
• 28 Respondents
54. 5 4
RESEARCH | PORTFOLIO ASSESSMENT
SPACE IS A FINITE RESOURCE. SOMETHING’S GOT TO GIVE.
HOW CAN THE SUPPORTED OPEN PLAN MODEL BE ACCOMMODATED IN AN ALREADY OVERSUBSCRIBED BUILDING?
• Understand the regional, long term, strategic
real estate plan:
• Departmental growth projections
• Change in organizational structure/
business model
• Ideal departmental adjacencies within and
between building stacks
• Conduct utilization studies to identify
“underutilized” spaces (copy rooms, coat
rooms, lower level, Fl 6)
• Is there an appetite for a more robust work from
home program?
• Is de-densification even an option?
• Understand the regional, long term, strategic
real estate plan:
• Available additional space at Location A and
Location B. Other new regional/ satellite offices?
• Study getting “creative” with space use
• Multi-purpose rooms serve double/ tripple duty
• Co-ed bathrooms (or sink areas)
• Smaller individual desks (stack 27” monitors?)
• Are laptops for all a real possibility? When?
ASSESS THE SUPPLY ASSESS THE DEMAND
Location A Location B
Strategic Workplace Tools:
Short-term Master Plan
Long-term Master Plan
New Workplace Strategy
Mockup/ Case Study Rollout
Best Practices Study
Change Management
Communication Strategy
55. 5 5
RESEARCH | R&D LEADERSHIP INTERVIEWS
100% of R&D Leaders Agree...
TOP 5 BIGGEST CHALLENGES TO WORKPLACE PERFORMANCE
1. SPACE SHORTAGE
2. LIMITED TOOLS
3. RIGID ADJACENCIES
4. BUILDING INFRASTRUCTURE
5. NO FLEXIBILITY
• Not enough meeting rooms, teaming v. focus work
• Need Laptops | whiteboard in teaming areas
• Seats can not accommodate changes & adds to teams
• Challenging circulation, shortage of restrooms
• People feel they don’t have control over their environment.
PHYSICAL
SPACE
WORKPLACE ELEMENTS MODEL
“The Workplace”
is comprised of 3
Elements.
Disatisfiers in any
Element will hinder
overall workplace
satisfaction.
PEOPLE
TECH-
NOLOGY
1. Casual conversations promote team unity
2. Quick interactions at desks
3. Accessibility to all, including managers
4. Quickly find anyone you need
5. Energetic buzz
TOP 5 STRENGTHS TO OPEN PLAN IN WORKPLACE PERFORMANCE
56. 5 6
RESEARCH | R&D FOCUS GROUPS | SWOT
25% 50% 75% 100% 25% 50% 75% 100%
Open plan collaboration Dispersed teams
Accessibility of all Noise distractions
Knowledge sharing among neighbors Poor move coordination process
Pantries - informal collaboration, snacks R&D sits away from product & support teams
Bright space/ natural light Lack of meeting rooms
Ample desk size Lack of focus space/ no ability to concentrate
No touch-down space/ shared space to work
Poor ergonomics/ adjustability
Sub par elevator recall system
Not enough men's restrooms
Lack of informal team areas
No vacant desks
Little leg room under desks
No storage for boxes/ personal items
Not enough desk space for CTO equipment
"Trading" bench layout ineffective
Rules against personalization/ display
Lack of technology in collaboration spaces
Conference room technology maintenance
Overbooking conference rooms
Whiteboards are not "smart"
Mobile meeting apps need upgrading
Poor remote desktop access
EXISTING WORKPLACE STRENGTHS EXISTING WORKPLACE WEAKNESSES
TODAY:
The benefits of the open
plan- accessibility, ease
of collaboration- result in
distractions at the desk.
There is not enough space for
supporting amenities to allow
people to effectively work away
from the desks.
THE FUTURE:
Provide more & better tools,
amenities, and flexibility to allow
people to be more agile in their
workplace.
Don’t “take away”, give back.
100% 25% 50% 75% 100%
Dispersed teams
Noise distractions
Poor move coordination process
R&D sits away from product & support teams
Lack of meeting rooms
Lack of focus space/ no ability to concentrate
No touch-down space/ shared space to work
Poor ergonomics/ adjustability
Sub par elevator recall system
Not enough men's restrooms
Lack of informal team areas
No vacant desks
Little leg room under desks
No storage for boxes/ personal items
Not enough desk space for CTO equipment
"Trading" bench layout ineffective
Rules against personalization/ display
Lack of technology in collaboration spaces
Conference room technology maintenance
Overbooking conference rooms
Whiteboards are not "smart"
Mobile meeting apps need upgrading
Poor remote desktop access
EXISTING WORKPLACE WEAKNESSES
25% 50% 75% 100%
Product and support teams next to R&D
Open lounges with whiteboards & terminals (also used for lunch)
Mobile desks on wheels so people can "wheel up to team"
More collaborative desk arrangements (no more benches)
Small team rooms that are unreservable Do
Quiet space (library, lounge, sections of a floor, focus room)
Standing height/ adjustable desk options
Provide more conference rooms Ke
Non-reservable quiet/ focus spaces studies/ libraries
Repurpose coat rooms into meeting rooms Poor ci
Variety of collaboration spaces for different needs/ styles Produ
"Transparent noise barrier" between teams- break up open plan
More whiteboards by desks
Temporary/ visitor desks
Bar
More desks at perimeter/ maximize light and views
Access to better coffee/ espresso
Gym/ fitness center
Showers for those who ride bikes to work
Unisex bathrooms (or shared sink areas only?)
Upgrade elevator recall system
Laptops with docking stations make moving around easier
Improved access to video conferencing
Communication & display between groups (wall projection)
25-hour Movi wall in pantry connect to other offices real time
FUTURE OPPORTUNITIES
25% 50% 75% 100% 25% 50% 75% 100%
Product and support teams next to R&D Don’t replace 'start up' vibe with 'corporate vibe'
Open lounges with whiteboards & terminals (also used for lunch) Disconnect between floors is hard for cross-floor teaming
Mobile desks on wheels so people can "wheel up to team" Employee turnover if unhappy in work environment
More collaborative desk arrangements (no more benches) Don't put up walls/ keep openness and line of sight
Small team rooms that are unreservable Don't make open plan noise worse with open teaming areas
Quiet space (library, lounge, sections of a floor, focus room) Don't take away assigned desks
Standing height/ adjustable desk options Don't take away meeting space
Provide more conference rooms Keep "destination hubs" like pantries for informal interaction
Non-reservable quiet/ focus spaces studies/ libraries Don't make the floors more dense
Repurpose coat rooms into meeting rooms Poor cirulcation & flow through space/ don't use far away spaces
Variety of collaboration spaces for different needs/ styles Productivity lost due to time spent searching for meeting rooms
"Transparent noise barrier" between teams- break up open plan Productivity lost due to regular interruptions at desk
More whiteboards by desks Don't exclude remote offices
Temporary/ visitor desks Don't take away large monitors
FUTURE OPPORTUNITIES FUTURE THREATS
57. 5 7
RESEARCH: WHAT WE FOUND
EXISTING WORKSPACE STRENGTHS
1. Open plan provides good access
2. Knowledge sharing among neighbors
3. Pantries, social interaction and snacks
4. Bright space and natural light
EXISTING WORKSPACE WEAKNESSES
1. Lack of space for focus work
2. Informal teaming space required
3. Meeting rooms are too big
4. More shared whiteboards needed
5. Physically dispersed teams
RESEARCH OBJECTIVES
Validate & Quantify Existing Finding
Present New Insights
EXECUTIVE SUMMARY
The main benefit of the open plan-
ease of collaboration- results in
distractions at the desk.
There are not enough supporting
amenities to allow people to
effectively work away from desks.
The solution is The Next Generation
of “Supported Open Plan”, which
addresses each of the existing
workplace weaknesses/ key findings
with a scalable kit of parts.
58. 5 8
DESIGN OPPORTUNITIES | “KIT-OF-PARTS”
COLLABORATION PODSLIDING WHITE
BOARDS
RIGHT-SIZED
CONFERENCE ROOMS
FOCUS ROOMS
The proposed solution to the existing workplace weaknesses is the “Supported Open Plan”, which addresses each of the key
findings with a scalable kit of parts. In addition to meeting rooms, we are proposing the following space typologies to add
additional opportunities for:
1. Physically dispersed teams
2. Lack of space for focus work
3. Informal teaming space required
4. Meeting rooms are too big
5. More shared whiteboards needed
A DB C
59. 5 9
DESIGN OPPORTUNITY A | RIGHT SIZED CONFERENCE ROOMS
KEY PLAN
3D PLAN DETAIL PERSPECTIVE VIEW
SUPPORTS KEY FINDINGS
#3. MEETING ROOMS ARE TOO
BIG
Replaces 8 person room with 2-4
person meeting space and allows
for addition of (6) workpoints while
supporting user workstyle.
73% of meetings are
4 people or less
54% of meetings are
2 people or less
#4. MORE SHARED
WHITEBOARDS NEEDED
Provides writable whiteboard
surface for ideation & separation
from adjacent desks
SLIDING WHITE BOARD PANELS
EXISTING CONDITIONS
60. 6 0
DESIGN OPPORTUNITY B | SLIDING WHITE BOARDS
KEY PLAN
3D PLAN DETAIL PERSPECTIVE VIEW
SUPPORTS KEY FINDINGS
#4. MORE SHARED WHITEBOARDS
NEEDED
Provides sliding writable whiteboard
surface for ideation & maximizes
board area surface
SLIDING WHITE BOARD PANELS
61. 6 1
DESIGN OPPORTUNITY C | NON-BOOKABLE FOCUS ROOM
KEY PLAN PERSPECTIVE VIEW
SUPPORTS KEY FINDINGS
#1. LACK OF SPACE FOR FOCUS
WORK
Sliding door allows user controlled
separation for focused work and 2
person meetings
#2. INFORMAL TEAMING SPACE
REQUIRED
Provides areas for informal
interactions (room can be non-
reservable)
#5. PHYSICALLY DISPERSED
TEAMS
Provides work space for agile
collocation of team members
SCENARIO
The UX Manager and a Team
Lead work together for a number
of hours on a plan for a new
product strategy for senior
management.
They can focus and collaborate
uninterrupted but are still
accessible to the rest of the team
if necessary.
62. 6 2
DESIGN OPPORTUNITY D | NON-BOOKABLE SKETCHING ROOM
SUPPORTS KEY FINDINGS
#1. LACK OF SPACE FOR FOCUS
WORK
Rotating acoustical panel allows user
controlled separation for focused
work and 2-4 person stand-up
meetings
#2. INFORMAL TEAMING SPACE
REQUIRED
Provides areas for ad-hoc interactions
#4. MORE SHARED WHITEBOARDS
NEEDED
Provides 2 sided writable whiteboard
surface for ideation & separation from
adjacent desks
Other:
HI + LOW FIDELITY
Incorporates standard Bloomberg
terminal for wire framing and viewing
of other digital information
PERSPECTIVE VIEWKEY PLAN
3D PLAN DETAIL
63. 6 3
DESIGN CONCEPT | Flexible Collaboration | FLOOR 22
DESIGN INTERVENTIONS
RIGHT-SIZED CONFERENCE
ROOMS
SLIDING WHITE BOARDS
FOCUS ROOMS
COLLABORATION POD
pivoting collaboration pods with
sketching surfaces + terminals
EXISTING CONDITIONS
PROPOSED PLAN
PRINTER
A
B
C
D
PROPOSED
21 (+1)
6 (-6)
4 (+4)
2 (+2)
KEY METRICS
EXISTING
Fixed Desk 20
Meeting Seats 12
Informal Collaboration 0
Focus Room Seats 0
F
A
A
CD
B
B
B
BB
64. 6 4
SUPPORTED OPEN PLAN | Workflow Scenario
EXISTING CONDITIONS
PROPOSED PLAN
10:05 am
The rest of the team go upstairs to the desk area
10:20am
A designer has a question about the UX standard for
Pop Ups. She contacts the standard owner and they go
to the collaboration pod to discuss.
11:00am
A UX Designer has a weekly meeting with their TL.
As the meeting is just with 2 people, they use the new
Right Sized conference room.
13:15pm
A Usability Analyst drops by to
discuss plans for User Testing with
a UX Designer. They move to the
Focus Room so they can collaborate
without disrupting those working at
their desks.
16:06 pm
The UX Manager and the Visual Design
Manager are preparing a management
presentation. It wouldn’t be possible to book
a room for 2 hours on short notice but now
they can collaborate in the Focus Room,
whilst still being accessible to their team.
15:36 pm
A Visual Designer wants to review her mocks with the UX
Designer. In the Collaboration Pod, they shows mocks on the
screen and sketch alternatives on the white board.
66. 6 6
FINDINGS | CURRENT MOBILITY OF 5W GROUPS
5W occupants can be viewed as “residents” and “travelers”.
• Core Sales teams can be viewed as “residents” and “travelers” (based on the location of
their clients); all are expected to visit with clients at least 40% of the time.
• APP SPEC | FIT | FXET groups mirror the Core Sales travel patterns. They are knowledge
leaders and travel in support of core sales staff. They have their own sales goals.
• Other groups, such as PROD have some travel time, but are predominantly residents of 5W.
• For the nine Core Sales Teams, occupancy rarely hits 100% , only a few days per month at
90% capacity.
• Badge data does not tell us the amount of time each occupant spends at their workstation,
or if they come and go throughout the day.
Highest badge-in for core sales over a
5 month period was Monday Jan 9th
with 374 or 93% capacity
(avg Monday is 86% capacity).
1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22 23 24 25 26 27 28
F Sa Su M Tu W Th F Sa Su M Tu W Th F Sa Su M Tu W Th F Sa Su M Tu W Th
50
100
150
200
250
300
350
400
AVG 287
322 11 15 348 319 237 248 319 6 10 360 286 258 271 287 10 6 15 333 252 237 287 8 14 362 272 234 232
FEBRUARY 2013 | CORE SALES DAILY BADGE-IN NUMBER
0
10
20
30
40
50
60
70
80
90
100
1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22 23 24 25 26 27 28
F Sa Su M Tu W Th F Sa Su M Tu W Th F Sa Su M Tu W Th F Sa Su M Tu W Th
CORE SALES GROUPS
FEBRUARY 2013 | % THAT BADGED IN BY GROUP
CANADA / MEXICO
ASSET / INDUSTRY
DOMESTIC MAJORS
FOREIGN BANKS
MID-ATL / MID-WEST
NORTHEAST BUYSIDE
NORTHEAST SELLSIDE
NY / CT HEDGE FUNDS
SOUTH / CARIBBEAN
“TRAVELERS”
“RESIDENTS”
Lowest badge-in for core sales over a
5 month period was Wednesday May 22nd
with 227 or 56% capacity
(average mid-week is 65% capacity).
BLP-SALES MOBILITY STUDY
T= travelers (badge in @731Lex less than 60% of workdays)
R=Residents (badge in @731Lex more than 60% of workdays)
based on January-May 2013 badge data
Perkin
GROUP NAME TEAM NAME SEQ ID
JAN #
DAYS
OUT
FEB #
DAYS
OUT
MARCH
# DAYS
OUT
APRIL #
DAYS
OUT
MAY #
DAYS
OUT
TOT #
DAYS
OUT
TOT
#WORK
DAYS
# DAYS
=40%
OUT
# DAYS
=30%
OUT R / T
C-Sales NY Asset/Industry Grp C-Sales NY Asset/Industry Grp 20 4 8 8 9 2 31 104 41 31 R
C-Sales NY Asset/Industry Grp C-Sales NY Asset/Industry Grp 122 4 3 3 7 1 18 104 41 31 R
C-Sales NY Asset/Industry Grp C-Sales NY Asset/Industry Grp 135 1 6 6 4 4 21 104 14 31 R
C-Sales NY Asset/Industry Grp C-Sales NY Asset/Industry Grp 217 3 1 1 3 1 9 104 41 31 R
C-Sales NY Asset/Industry Grp C-Sales NY Asset/Industry Grp 383 10 3 8 4 9 34 104 41 31 R
C-Sales NY Asset/Industry Grp C-Sales NY CMDT 33 9 4 9 9 7 38 104 41 31 R
C-Sales NY Asset/Industry Grp C-Sales NY CMDT 60 0 1 4 1 7 13 104 41 31 R
C-Sales NY Asset/Industry Grp C-Sales NY CMDT 65 6 9 5 9 7 36 104 41 31 R
C-Sales NY Asset/Industry Grp C-Sales NY CMDT 70 9 7 9 6 12 43 104 41 31 T
C-Sales NY Asset/Industry Grp C-Sales NY CMDT 127 6 8 5 14 6 39 104 41 31 R
C-Sales NY Asset/Industry Grp C-Sales NY CMDT 4 8 12 44 17 13 R
C-Sales NY Asset/Industry Grp C-Sales NY CMDT 276 3 2 11 5 3 24 104 41 31 R
C-Sales NY Asset/Industry Grp C-Sales NY CMDT 300 7 7 6 9 10 39 104 41 31 R
C-Sales NY Asset/Industry Grp C-Sales NY CMDT 361 9 11 9 6 10 45 104 41 31 T
C-Sales NY Asset/Industry Grp C-Sales NY CMDT 371 8 8 9 9 9 43 104 41 31 T
C-Sales NY Asset/Industry Grp C-Sales NY CMDT 401 10 10 10 13 11 54 104 41 31 T
C-Sales NY Asset/Industry Grp C-Sales NY Corporations 74 2 5 1 0 5 13 104 41 31 R
C-Sales NY Asset/Industry Grp C-Sales NY Corporations 172 1 0 3 1 5 10 104 41 31 R
C-Sales NY Asset/Industry Grp C-Sales NY Corporations 175 9 11 9 11 9 49 104 41 31 T
C-Sales NY Asset/Industry Grp C-Sales NY Corporations 190 7 6 5 9 9 36 104 41 31 R
C-Sales NY Asset/Industry Grp C-Sales NY Corporations 244 7 11 10 10 9 47 104 41 31 T
C-Sales NY Asset/Industry Grp C-Sales NY Corporations 308 11 8 8 6 11 44 104 41 31 T
C-Sales NY Asset/Industry Grp C-Sales NY Corporations 339 8 9 7 15 9 48 104 41 31 T
C-Sales NY Asset/Industry Grp C-Sales NY Inv Bank/Priv Eqty 10 2 4 4 5 5 20 104 41 31 R
C-Sales NY Asset/Industry Grp C-Sales NY Inv Bank/Priv Eqty 81 8 8 7 6 9 38 104 41 31 R
C-Sales NY Asset/Industry Grp C-Sales NY Inv Bank/Priv Eqty 170 5 2 3 4 6 20 104 41 31 R
C-Sales NY Asset/Industry Grp C-Sales NY Inv Bank/Priv Eqty 180 2 6 6 5 1 20 104 41 31 R
C-Sales NY Asset/Industry Grp C-Sales NY Inv Bank/Priv Eqty 227 3 1 0 2 2 8 104 41 31 R
C-Sales NY Asset/Industry Grp C-Sales NY Inv Bank/Priv Eqty 402 5 2 0 3 2 12 104 41 31 R
C-Sales NY Asset/Industry Grp C-Sales NY MORT 84 8 12 4 8 11 43 104 41 31 T
C-Sales NY Asset/Industry Grp C-Sales NY MORT 152 0 3 4 4 7 18 104 41 31 R
C-Sales NY Asset/Industry Grp C-Sales NY MORT 171 13 8 10 9 11 51 104 41 31 T
C-Sales NY Asset/Industry Grp C-Sales NY MORT 177 15 8 8 11 4 46 104 41 31 T
C-Sales NY Asset/Industry Grp C-Sales NY MORT 204 11 6 9 8 11 45 104 41 31 T
C-Sales NY Asset/Industry Grp C-Sales NY MORT 218 7 6 11 7 8 39 104 41 31 R
C-Sales NY Asset/Industry Grp C-Sales NY MORT 223 18 11 21 50 63 25 18 T
C-Sales NY Asset/Industry Grp C-Sales NY MORT 229 1 6 11 3 14 35 104 41 31 R
C-Sales NY Asset/Industry Grp C-Sales NY MORT 245 2 3 1 3 3 12 104 41 31 R
C-Sales NY Asset/Industry Grp C-Sales NY MORT 260 12 9 8 9 5 43 104 41 31 T
C-Sales NY Asset/Industry Grp C-Sales NY MORT 263 6 8 7 10 13 44 104 41 31 T
C-Sales NY Asset/Industry Grp C-Sales NY MORT 328 2 7 4 6 8 27 104 41 31 R
C-Sales NY Asset/Industry Grp C-Sales NY MORT 357 4 8 10 9 6 37 104 41 31 R
C-Sales NY Asset/Industry Grp C-Sales NY MORT 7 7 22 8 6 R
67. 6 7
FINDINGS | CORE SALES TEAM USER TYPE PROFILES
5W occupants can be viewed as “Residents” and “Travelers”, each with distinct workplace profiles and needs.
CLIENT LOCATION
GROUPS
DESK TYPES
DESK ASSIGNMENT
IN-OFFICE PRIMARY
WORKMODE
CRITICAL WORKPLACE
TOOLS*
SEAT RATIO
MEETING AREA
SEAT RATIO
TIME SPENT IN OFFICE
RESIDENT TRAVELER
60% + <60%
1 : 4.5 ratio for conference seats;
1 : 7.5 ratio for casual meeting seats
1 : 4.5 ratio for conference seats;
1 : 7.5 ratio for casual meeting seats
Laptops & Thin Client Technology;
Personal storage lockers & mobile file cabinets
Laptops & Thin Client Technology;
Personal storage lockers & mobile file cabinets
Heads-down work;
Scheduled meetings;
Informal collaboration
Heads-down work, but if given laptops while
on the road as recommended, will likely come
to the office for collaboration more
Assigned benches for team & group leads;
Unassigned for others
Assigned benches for team & group leads;
Unassigned for others
1:1 4’w assigned for team & group leads;
1:1 4’w unassigned benches for others
1:1 4’w assigned for team & group leads;
1:0.6 4’w unassigned benches for others;
1:0.4 4’w unassigned benches for others
4’ wide benches along perimeter zone;
3’ wide high touchdown desks available to all
4’ wide benches in interior zone;
3’ wide high touchdown desks available to all
Foreign bank, Domesetic Majors, NY/ CT Hedge
Funds, NorthEast Sell Side
Asset/ Industry, Canada/ Mexico, NorthEast Buy
Side, South/ Carribean, Mid Atlantic/ Midwest,
NorthEast Sell Side
NY Metro Area Outside of NYC
PROTOCOL
• All must visit with clients at
least 40% of the time
• Badge data can categorize
users into Residents
& Travelers based on
number of days each
badges into HQ
• Travelers spend 40%+
days traveling (not
badging into HQ)
• Does not take into account
badging in for short
periods of time & leaving
• Over a period of 104
business days (January
- May 2013), 153/415,
badged in <60% of the
time (full days)
• 218/415 badged in
<70% of the time
68. 6 8
PLANNING GUIDELINES
Develop a workplace solution that promotes the following principles:
NEIGHBORHOOD SCALE
• Plan organized to support team-based groups of 40-50 people (a “Neighborhood”)
• Neighborhoods = Sales Group
• The sense of ‘coming home’ shifts to neighborhood from individual desk
• Neighborhood consists of resident & traveler desks adjacent to support & amenity
• Mobile desks provided for visitor and guest touchdown
VARIOUS WORK MODES
• Each neighborhood has close proximity & visual access to ample shared spaces
- Open collaborative space- idea sharing, learning & team building
- Quiet study spaces- focused individual work
- Dedicated & non-dedicated conference spaces- meeting
- Individual storage- personal needs
• Recommended ratio of 4.5 workpoint seats to 1 conference seat
• Varied height work areas for different modes & preferences
HIGH “BUZZ” LEVEL
• High energy atmosphere stems from organic idea exchange
• Workplace encourages “getting up” for intentional & unintentional information flow
• “Active buzz” spaces zoned separately from “quiet decompression” spaces
• Team leaders shift teammates around for better learning/mentoring
• Shared workpoint model results in fewer empty seats on travel days
OPEN
COLLAB-
ORATIVE
ENCLOSED
CONFERENCE
& QUIET
ZONE
NEIGHBORHOOD
(TEAM “HOME”)
NEIGHBORHOOD
(TEAM “HOME”)
NEIGHBORHOOD
(TEAM “HOME”)
NEIGHBORHOOD
(TEAM “HOME”)
Resident Workers
on Perimeter
Travelers
on Interior
Touchdown Desks on
Interior, Adjacent to
Support & Amenities
High-Energy Separate
from Quet Zones
Each Neighborhood
has Visual Access
to Ample Variety
of Shared Spaces
1
2
3
Planning Concept Diagram
69. 6 9
perimeter workstations are retained
for resident workers and are shared
or “hot desks” for traveling workers
mix of mobile workpoints and benching for
varied worktypes along interior promote
movement and activity and help to create
and retain “buzz”
work surfaces at varied heights and sizes to
accomodate different work styles
reduced number of typ workstation
reduces empty seats on travel days
Library | Resource Center
place for AppSpec to hold
knowledge sessions and a place to
meet, work and share knowledge
increased number of
conference rooms for dedicated
and non-dedicated use
feedback from end users revealed that desks
were not viewed as precious- a comforatble
place to connect to their phones, computers
and team is more important
all end users expressed an interest in
learning from their colleagues both
in-group, across the department and
across the company - a greater, and
more direct connection to product
development was desired
a change of posture throughout
the day is desired while being
able to still have work continuity PLANNING GUIDELINES
having available meeting spaces
for ad hoc and scheduled
meetings was the #1 request by
end users
Core Sales Teams whether
residents or travelers are at
clients at least 40% of the
time
Team Leaders expressed
an interest in moving the
members of their team
around to promote learning
PLANNING GUIDELINES | FOR PILOT IMPLEMENTATION
seating is organized by
neighborhood / group
1
2
3
1
3
2
1
2
3
Neighborhood Scale
Various Work Modes
High Buzz Level
2
71. WORKPLACE STRATEGY Parti
PARTI PLACE-MAKING
OF NATURE
FLEXIBLE
FOSTER
CULTURE | WAY OF
BEING
MEANINGFUL
CONNECTIONS
• Highlight what’s natural & genuine
• Connect residents with nature
• Integrate smart sustainable systems
• Be humble- not grandiose nor man made
• Create space that is easily adaptable
• Allow users to shape their environment
• Provide secure & robust infrastructure
• Foster Way of Being through design
• Create highly functional space to meet needs
• Create space for serendipitous connections
• Offer opportunities to build meaningful
relationships through work & play
• Balance intensity & activity with silence &void
• Create scale with neighborhoods
PRINCIPLES
• Harmony with nature & universe
• Simple, honest, timeless, integrated into
world
• Reality & truth
• Learning from mistakes
• Continuously adapt, improve, invent
• Self reflection
• Radical transparency & truth
• Base decisions on learning from
problems
• Independent thinking
• Meaningful work & relationships
• 1+1=3
• Constantly get in synch
• Assertive & open minded
• Thoughtful disagreement
Design Parti
align the
business | cultural
objectives of an
organization with
place-making
priniciples that
guide all
aspects of the
project.
72. WORKPLACE STRATEGY Current Workplace Standards as Benchmark
ASSESSMENT OF MOST RECENT & SUCCESSFUL BUILDOUT VALIDATES THE BEST
PRACTICE KEY METRICS & PLANNING GUIDELINES RECOMMENDED
FOR USE IN FUTURE DESIGNS.
PERKINS EASTMAN 5.19.14
SPACE CATEGORY
AREA
(USF)
QUANTI
TY
WORK-
POINT
TOTAL
AREA (USF)
%
WORKPOINTS (OFFICE / WORKSTATION) 496 41,007 44%
PO-A (Leadership Office) 300 0 0 -
PO-B (Typical Office) 150 27 27 4,050
SH-O-A (Shared 2-Person Office) 150 47 94 7,050
SH-O-B (Shared 3-Person Office) 150 23 69 3,450
SH-O-C (Shared 4-Person Office) 300 2 8 600
WSA (Typical Desk) 36 298 298 10,728
35% Circulation Factor 13,934 1 13,934
Planning Factor (3%) 1,194 1 1,194 44 Small
114 Medium
MEETING (FORMAL / INFORMAL) 13,865 15% 86 Large
Focus/ Phone Room 50 7 350 32 X-Large
Small Meeting Room (4p) 120 5 600 0 Board Rm
Small Meeting Room (6p) 150 4 600
Medium Meeting Room (8p) 240 8 1,920 276 Conf Seats
Medium Meeting Room (10p) 300 5 1,500
Large Meeting Room (12p) 360 6 2,160
Large Meeting Room (14p) 420 1 420
X-Large Meeting Room (16p) 480 2 960
Board Room (30p) 1,000 0 - * vs. workpoints
Informal Meeting Space / Lounge 200 0 -
Breakout Space 300 0 -
Project Space/ War Room/Ideation 240 1 240
35% Circulation Factor 4,712 1 4,712
Planning Factor (3%) 404 1 404
AMENITY 14,341 15%
Business Center/ Client Lounge/ Library 250 4 1,000
Training Room (30 pl) 1,000 0 -
Learning Lab/ Boot Camp/Think Tank 1000 1 1,000
Auditorium/ Multi-Purpose Space (60 pl) 2,200 1 2,200
Game/ Activity Room 500 0 -
Convenience Pantry 350 1 350
Coffee / Juice Bar (in connectors) 50 0 -
Café 650 0 -
Warming Kitchen (warming) 700 2 1,400
Dining Room 1,500 2 3,000
Fitness Center (spa,gym,locker rms,studio,Dr.) 6,500 0 -
Quiet/ Meditation Room 50 1 50
Reception 500 0 -
Wellness (Sick, Mother's) Room 50 1 50
35% Circulation Factor 4,873 1 4,873
Planning Factor (3%) 418 1 418
SUPPORT 24,203 26%
Support 7105 1 7,105
Copy/ Print 180 8 1,440
Files/ Printer Stations Throughout 9 107 963
Coat Closets 15 4 60
AV Room 2,548 1 2,548
IDF/MDF Rooms 1,579 2 3,158
35% Circulation Factor 8,224 1 8,224
Planning Factor (3%) 705 1 705
SUBTOTAL PROGRAM NUSF 93,416 100% NOTES:
* Does not include core space
TOTAL AVAILABLE NUSF IN BUILDING 93,807
BALANCE 391 - Does not include area in connectors
DRAFT
188 NUSF/ WORKPOINT*
0.6 CONFERENCE SEAT RATIO
20 WESTPORT 2ND FLOOR PROGRAM
EXISTING SPACE REQUIREMENTS KEY METRICS
496 WORKPOINTS
44%
15%
15%
26%
20 WESTPORT PROGRAM SPACE
ANALYSIS
0%
5%
23% SH-O60%
26%CLOSED PLAN
Glendinning
Planning Space Typology
CONFERENCE
ROOM SEATS
TO WORKPOINTS
NUSF/ WORKPOINT WORKPLACE AVERAGE
(128 nusf/ existing workplace workpoint)
.6 188
73. WORKPLACE STRATEGY
Floor 2NS
SINGLE
OFFICE
20 20
20 40
22 66
QUANTITY OCCUPANTS
DOUBLE
OFFICE
TRIPLE
OFFICE
QUAD
136
NO. OF CONFERENCE
SEATS
RATIO OF CONFERENCE
BOMA NUSF FLOOR: 47,750 SF
NUSF FLOOR WITHOUT
TECHNOLOGY: 44,784 SF
418 SF
2,548SF
BRIDGEWATER - 20 WESTPORT 2 NS
BENCHMARK
SINGLE
OFFICE
20 20
20 40
22 66
1 4
70 70
QUANTITY OCCUPANTS
DOUBLE
OFFICE
TRIPLE
OFFICE
QUAD
OFFICE
WORK-
STATIONS
200TOTAL
136
NO. OF CONFERENCE
SEATS
0.68
65/35
RATIO OF CONFERENCE
SEATS TO PERSONNEL
RATIO OF PERSONNEL IN
P.O. V WORKSTATIONS
239 SFNUSF/WP
BOMA NUSF FLOOR: 47,750 SF
NUSF FLOOR WITHOUT
TECHNOLOGY: 44,784 SF
418 SF
SINGLE
OFFICE
7 7
611 SF
550 SF
27 54
1 3
1 4
228 228
296
QUANTITY OCCUPANTS
DOUBLE
OFFICE
TRIPLE
OFFICE
QUAD
OFFICE
WORK-
STATIONS
TOTAL
145
NO. OF CONFERENCE
SEATS
0.5
23/77
RATIO OF CONFERENCE
SEATS TO PERSONNEL
RATIO OF PERSONNEL IN
P.O. V WORKSTATIONS
156 SFNUSF/WP
BOMA NUSF FLOOR: 46,057 SF
NUSF FLOOR WITHOUT
TECHNOLOGY: 44,896 SF
05..14
BRIDGEWATER - 20 WESTPORT 2 E
BENCHMARK
SINGLE
OFFICE
7 7
611 SF
27 54
1 3
1 4
228 228
296
QUANTITY OCCUPANTS
DOUBLE
OFFICE
TRIPLE
OFFICE
QUAD
OFFICE
WORK-
STATIONS
TOTAL
145
NO. OF CONFERENCE
SEATS
0.5
23/77
RATIO OF CONFERENCE
SEATS TO PERSONNEL
RATIO OF PERSONNEL IN
P.O. V WORKSTATIONS
156 SFNUSF/WP
BOMA NUSF FLOOR: 46,057 SF
NUSF FLOOR WITHOUT
TECHNOLOGY: 44,896 SF
BRIDGEWATER - 20 WESTPORT 2 E
BENCHMARK
Floor 2E
Current Workplace Standards as Benchmark
74. WORKPLACE STRATEGY
SCENARIO
SCENARIO 2
TRANSFORMATION
SCENARIO 3
TRANSFORMATION
FOR THE FUTURE
• 3-5 year strategy
• Redistribute staff so
Campus A houses
Research during
Campus B renovation
• Improve client
experience and
infrastructure
• 10-15 year strategy
• Establish Campus A as
a proper Headquarters
location
• Provide best practice
workplace experience
to staff and guests on a
more permanent basis
• 15+ year strategy
• Expand and occupy
entire Campus A site
to accommodate future
growth
• Establish Campus A
as a HQ site with best
practice workplace
experience
• Option to add 20K SF Auxiliary space in 500
(including 6K basement space), and a full kitchen
• 984 FTE
• (875 in existing leasehold +109 for aux space)
• 2 workplace renovation options (complete vs partial)
• 2 infrastructure upgrade options (build AV hub and
either upgrade rooms to standard or deviate from
standard)
• Renovate 400 Atrium
• Add Aux space/ basement in 500, add full kitchen
• Add 16K SF new space as amenity hub
• 984 FTE
(875 in existing leasehold +109 for Aux space)
• Complete workplace floor renovations
• Complete infrastructure upgrade (future standard)
• Conduct site ugrades, option to reclad buildings
• Renovate 400 Atrium
• Add Aux space/ basement in 500, add full kitchen
• Add 16K SF new spce as amenity hub
• Add 48K SF Building 100 and 84K SF Building 200
(typical workplace floors) and Building 300 Cafeteria
• 1,500 FTE
• Complete workplace floor renovations
• Complete infrastructure upgrade (future standard)
• Conduct site ugrades, connect campus, reclad option
100
100
100
NEW
NEW
NEW
SITE/ PLAZA
SITE/ PLAZA
SITE/ PLAZA
200
200
200
300
300
300
400
400
400
500
500
500
SCOPE
IN OUT (BW)
OUT (NON-BW)
OBJECTIVE DESCRIPTION/ ASSUMPTIONS
1B
500 ADD
1A1
Partial
Tech &
Arch
Reno
1A2
Full
Tech &
Arch
Reno
SCENARIO 1
IMPROVEMENT
1A
NO 500 ADD
1B1
Partial
Tech &
Arch
Reno
1B2
Full
Tech &
Arch
Reno
Campus Plan Scenarios
76. WORKPLACE STRATEGY Adjacency Diagrams
RESEARCH
ANALYTICS
RESEARCH
SYSTEMIZATION
RESEARCH
COOP
RESEARCH
TECHRESEARCH
IACO
RESEARCH
SEC
CORE
MNGMNT
CM
(GD)
CLIENT
SERVICES
RESEARCH
CLIENT
SERVICES
EXTERNAL
CLIENT
SERVICES
MNGMT/
COO
CLIENT
SERVICES
REPORTING
CLIENT
SERVICES
TECHNOLOGY
ASSTD
OPERATIONS/
SUPPORT
CLIENT
EXPERIENCE
ZONE
BOOT
CAMP
RECRUITING
CENTER
REPRO-
GRAPHICS
ROOM
77. WORKPLACE STRATEGY Departmental Program: Scenario 1A
BUILDING 300 386 SEATS 26% CLOSED 74% OPEN
NYALA FARMS
DEPARTMENTAL STACK DIAGRAM PO-A PO-B SH-O* WS-A Total DPT SEATS
OPTION 1A 300_2 Research Analytics 0 2 14 88 104 Research 252
300_2 Research Systemization 3 0 18 52 73 Core Mgt 99
300_2 Research COO Pillar 0 0 3 7 10 CS&M 258
300_2 Flex Seats 0 1 2 15 18 CM Tech 40
3 3 36 163 206 Asst Ops 41
Trading 115
Acct Mngt 82
PO-A PO-B SH-O* WS-A Total SUB TOTAL 887
300_1 Research Security 0 1 6 1 8 Gen Flex Seats 56
300_1 Research Research Tech 0 0 1 46 47 Trdng/AM Flex 111
300_1 Research IAC Office 0 0 2 7 9 TOTAL 1054
300_1 Core Management - 2 3 41 53 99 ACTUAL FIT 973
300_1 Flex Seats 0 1 2 14 17
2 5 52 121 180 GOAL 1042
OVER/UNDER 69
BUILDING 400 283 SEATS 25% CLOSED 75% OPEN -69
PO-A PO-B SH-O* WS-A Total NOTES:
400_2 CS&M Management/ COO 3 7 3 9 23 Provide 70 non-Trader/ AM "Flex Seats".
400_2 CS&M External Pillar 0 12 4 58 75 20% accommodated in focus rooms and
400_2 CS&M Reporting Pillar 0 3 1 16 20 other amenity spaces.
400_2 CS&M Research Pillar 0 12 4 49 66 80% (56) are office and workstation seats
400_2 Flex Seats 0 1 2 14 17
3 36 15 146 200 GOAL = 875 FTE + 56 non-Trading/
AM flex seats + 111 Trading/ AM flex
seats (existing)
PO-A PO-B SH-O* WS-A Total
400_1 CM Tech 0 4 4 32 40
400_1 Research 0 0 0 1 1
400_1 Miscellaneous 0 1 1 11 14
400_1 HR 0 0 0 1 1
400_1 Client Services 0 0 0 1 1
400_1 Security 0 1 1 5 6
400_1 IT 0 0 0 2 3
400_1 Facilities 0 2 2 12 15
400_1 Flex Seats 0 0 0 2 2
0 8 8 67 83
BUILDING 500 385 SEATS
PO-A PO-B SH-O* WS-A Total
500_2 CS&M Technology Pillar 0 9 3 63 75
500_2 Flex Seats 0 0 0 2 2
500_2 Trading 33
500_2 Account Mngmnt 65
500_2 Flex Seats 69
244
PO-A PO-B SH-O* WS-A Total
500_2 Trading Research Pillar 0 0 0 0 79
500_2 Account Mngmnt 17
Core To be Placed 500_2 Research 3
Out of Scope Assorted Operations 500_2 Flex Seats 42
Other Tenant CM Tech (from GD) 141
NYALA 300, 400 & 500 1054 SEATS
Seatcount- 2015 (+ 4% Growth)
Bldng_
Floor
Department Subgroup
Seatcount- 2015 (+ 4% Growth)
Subgroup
BUILDING 300
BUILDING 400
BUILDING 500
Bldng_
Floor
Department
Department Subgroup
Seatcount- 2015 (+ 4% Growth)
Bldng_
Floor
Department Subgroup
DEPARTMENT SUMMARY
2
1
BUILDING 300
BUILDING 400
BUILDING 500
Bldng_
Floor
Department Subgroup
Seatcount- 2015 (+ 4% Growth)
Bldng_
Floor
Department Subgroup
Seatcount- 2015 (+ 4% Growth)
Seatcount- 2015 (+ 4% Growth)
Bldng_
Floor
CORE MNGMT
PUBLIC AMENITY ZONE
PUBLIC AMENITY ZONE
PUBLIC AMENITY ZONE
RESEARCH TECH
RESEARCH
IACO
RES
SEC
RESEARCH ANALYTICS
RESEARCH
COOP
RESEARCH
SYSTEMIZATION
CS&M
EXTERNAL
CS&M
RESEARCH
CS&M
REPORTING
CS&M
MNGMT/ COO
PUBLIC
AMENITY
ZONE
CS&M TECHNOLOGY
CAFETERIA
FITNESS
CENTER
BOOT
CAMP
TRADING/
ASSET
MANAGEMENT
TRADING/
ASSET
MANAGEMENT
KITCHEN/ RECEPTION
RECEPTION/
TOWN
HALL
RECRUIT
CENTER
CLIENT
EXPER.
ZONE
Perkins Eastman D R A F T F O R C O M M E N T 04.24.14
78. WORKPLACE STRATEGY
THE AGILE OFFICE FOOTPRINT
• Typical office can seat 1-4
• Private office, shared office, or team room
• Technology setup allows for easy change
of room function
• 2-seat layout can be assigned to one
person with a flex seat for guests, team
members of future growth
• Increase density over time
THE AGILE KIT OF PARTS
• Planning module
• Balanced and robust mix of focus and
collaborative areas within view of desk
• When module remains intact, best practice
ratios met
• 8-12 desks for every conference room, (2)
focus spaces, (2) small team zones
• Mirror pods for neighborhoods of 24-48
• Amenities outside of neighborhood serve
larger scale community needs
The Agile Workplace
THE AGILE OFFICE FOOTPRINT
THE AGILE KIT OF PARTS
20 30 40
80 80 80
0
20
40
60
80
100
120
140
Single Office 50/50 Mix Double Office
Total Workpoints for Agile
80/20 Plan With Range of Office Sharing
Workstations Office Seats
80. 8 0
FISG’S CHANGE MANAGEMENT GOAL
The FISG workplace was reinvented to align with a new, more transparent and
collaborative, operating environment put in place in response to the Dodd-Frank Act.
The CM goal was to engage the staff in learning to work effectively in this new workplace paradigm.
FEDERAL RESERVE BAN K O F N EW YO RK FISG
CHANGE NETWORK STRUCTURE
Senior Leadership Team
Rep from
Pilot Group
Sponsor
Rep from
Pilot group
Rep from
Pilot group
Pilot
Teams
Pilot
Teams
Pilot
Teams
Pilot
Teams
Lateral
Communication
Top Down
Communication
Bottom Up
Communication
Senior Leadership Team Members
moving to pilot floors
Working Committee:
Change agents to be identified for each group
moving to the pilot floors (target- 12 to 15
people)
REPSONSIBILITIES:
Monitoring issues/rumors, informing team
members, developing guidelines for
technology/workplace usage, advising on
packing for move, assisting with questions
during move-in
COO
F EDERAL RES ERVE B ANK OF NEW YORK F IS G
MANAGING/S U PPORT ING CH ANGE
DEFINE THE GAP
between today’s culture/
behaviors & tomorrow’s
desired culture/ behaviors
CLOSE THE GAP
through change
management actions
MONITOR IMPACT
Refine the change
management actions to
achieve goals
