BIFM Lancashire Group at BBC Media City

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On 18th September 2013, members of the BIFM Lancashire Group attended a networking event at the BBC Media City Complex. The subject matter was agile working.

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BIFM Lancashire Group at BBC Media City

  1. 1. Flexible Workplaces “Creating an Eco- system of talent” 2013
  2. 2. 2 | Flexible Workspaces “Creating an Eco-system of talent” Introduction to today’s joint event &
  3. 3. 3 | Flexible Workspaces “Creating an Eco-system of talent” Why flexible workplaces? “share a common view that workforce agility is generating significant and tangible financial benefits for our businesses” “agility in staff hours and locations can cut workforce costs by as much as 13%” (June 2013)
  4. 4. 4 | Flexible Workspaces “Creating an Eco-system of talent” Why flexible workplaces? 94% of organisations use flexible working 82% of managers think flexible working benefits their business 85% believes flexibility enhances staff wellbeing
  5. 5. 5 | Flexible Workspaces “Creating an Eco-system of talent” Why flexible workplaces?
  6. 6. 6 | Flexible Workspaces “Creating an Eco-system of talent” Introduction to today’s speakers
  7. 7. 7 | Flexible Workspaces “Creating an Eco-system of talent” Today’s Agenda > Introduction > Agile Working > The BBC Journey to Media City > Delivering FM at MediaCityUK > Questions > Networking #bifm
  8. 8. 8 | Flexible Workspaces “Creating an Eco-system of talent” Dates for your diaries > 28 September – BIM Event at Manchester Town Hall BIM4FM: “61.7% BIM can help FM” “35.3% not sure how” > 5th December – University of Liverpool Energy Centre
  9. 9. 9 | Flexible Workspaces “Creating an Eco-system of talent” Contact Details > Andrew Mawson: e:amawson@advanced-workplace.com t:020 7743 7110 @amawson > Mark Whitaker: e:mark.a.whittaker@integral.co.uk t:07764 840 694 @Whitbags www.whitbagsinfm.wordpress.com
  10. 10. Andrew Mawson, Advanced Workplace Associates
  11. 11. Advanced Workplace Associates. www.advanced-workplace.com THE LONG ROAD TO AGILITY... Getting more from the workplace Andrew Mawson Twitter @amawson amawson@advanced-workplace.com
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  19. 19. 8 Giving people their best day at work, every day, at an economic cost
  20. 20. Workplace experiences – sensing through time Advanced Workplace Associates. www.advanced-workplace.com Time (seconds)
  21. 21. Workonomics 168 18% 51% 8% £10,000
  22. 22. Getting more from the workplace Advanced Workplace Associates. www.advanced-workplace.com Typical Economiceffectiveness Experience effectiveness Cramming Opulence
  23. 23. Getting more from the workplace Advanced Workplace Associates. www.advanced-workplace.com Typical Economiceffectiveness Experience effectiveness Cramming Opulence Agile
  24. 24. THE ‘WHAT’ Advanced Workplace Associates. www.advanced-workplace.com
  25. 25. AGILE CULTURE AGILE WORKPLACE AGILE WORKING 1 Attitudes, skills, practices, processes and infrastructure that are holistically designed to enable rapid change without cost or pain 2 Leadership, attitudes, behaviours, workplace rituals and skills that are explicitly supportive of agility in every aspect of business 3 Working practices that enable people to work when and where it is appropriate for them and their units 4 IT, telephony, policies and spaces designed to enable people to have their best day at work every day wherever they are 3. THE WHAT DEFINITION OF AGILITY 7
  26. 26. 4. THE ‘WHAT’ THE WORKPLACE GUIDING PRINCIPLES 11 Guiding principles 1 People able to make choices about where and when they work 2 People are enabled in being able to work effectively in and out of the office 3 Resources are ‘ours’ to share not ‘mine’ to own 4 Workplaces are scientifically designed to give people their best day at work every day 5 Workspaces are allocated on the basis of function not hierarchy 6 Territorial ownership of space is finished
  27. 27. THE WHAT Creating a Global Workplace Standard 17 Multi-media meeting spaces Project working rooms ‘We’ / team areas with anchor points ‘I’ / quiet working Touchdown spaces for visitors Informal meeting near service points Home Cloud technology across the business Breaks Downtime Travel UK Dallas Atlanta Hyderabad New choices New Office
  28. 28. 3. THE WHAT THE AGILE WORK SPECTRUM 9-5 COMING TO WORK EVERY DAY ANYTIME ANYPLACE ANYWHERE IN OFFICE OUT OF OFFICE STATIC MOBILE IN OFFICE STATIC & HOME MOBILE IN OFFICE & HOME STATIC & FIELD MOBILE IN OFFICE & FIELD HOME WORKER FIELD WORKER
  29. 29. 19 Anchor points ‘We’ / team areas with anchor points Touchdown spaces for visitors Project working rooms ‘I’ / quiet working Client facing meeting spaces Multi-media meeting spaces Informal meeting Technology/ work anywhere Social meeting space Copy and recycling Personal/team storage 4. The Agile Workplace
  30. 30. 5. INFRASTRUCTURE REVIEW 5. INFRASTRUCTURE REVIEW THE PROPOSITION ‘WHAT’ 4. THE’ WHAT’ HR POLICIES AND PRACTICES TO SUPPORT AGILITY 29 TODAY Optimised for office based working Working from home by application FUTURE Optimised for Agile working Working from home normal Transition Health & Safety Guidelines Recruitment Leadership development Competency framework People development Performance Management
  31. 31. THE ‘WHY’ Advanced Workplace Associates. www.advanced-workplace.com
  32. 32. Organizational benefits from becoming more agile… 22 Reducing costs with less office space Improving productivity – using the right spaces and tools for different activities Improve intra and inter team dynamics – ability to work next to different people Improving cross disciplinary working – ability to get teams together rapidly Improving business continuity – processes less dependent on physical location Improving sustainability less space + travel = less co2 Improving ability to recruit and retain – work and location changes with life needs Improving image as a modern employer – workplace and work styles supports brand values Improving ease to reorganize teams Scalable business – elastic space that accommodates change without a property event 5. THE ‘WHY’ BUSINESS DRIVERS FOR AGILE CHANGE
  33. 33. Project drivers Organisational needs Advanced Workplace Associates. www.advanced-workplace.com
  34. 34. 5. THE ‘WHY’ THE PERSONAL REASONS FOR CHANGE 32 Get more done More sociable Doing your bit for the environment Better organised Get things done easily What’s in it for me? Travel less No clutter Fitting life into work Health and energy We get all the tools, spaces, help and environments to work at our peak effectiveness We go and work together with people from different departments when we need to which makes getting things done across the business easier We work some time at home which avoids stressful journeys to the office, etc. We get to know more people in our team and in adjacent teams as we can sit/work with the different people we need to work with every day Doctors tell us that the sedentary nature of work, sitting at the same desk for hours on end, is detrimental to health. With agile working we can move around more and work in a variety of stimulating places We all want to do our ‘bit’ for sustainability. With agile working in the office we use less space, generate far less carbon per person and create less paper With agile we clear our desks after they’ve been used so that when we arrive in the morning, the space is beautifully clean, fresh, clutter free and inspiring Because we have to plan a bit ahead we’re more organised in the way we plan our time If our roles are suitable, when we work at home we can work different hours and make time for other things that are important in our lives!
  35. 35. THE ‘HOW’ Advanced Workplace Associates. www.advanced-workplace.com
  36. 36. Advanced Workplace WORKING PRACTICES NEW PROTOCOLS RESOURCES AND WORKSTYLES PREPARATION FOR THE TRANSITION NEW SKILLS 6. THE’ HOW’ HOW IT WILL WORK IN PRACTICE
  37. 37. THE ‘WHEN’ Advanced Workplace Associates. www.advanced-workplace.com
  38. 38. 4. DEVELOPED SPACE AND TECHINCAL DESIGN Including, room data sheets change management proposals, procurement strategy sustainability, O&M strategies and risk assessments 8. PERMISSIONS Landlord, planning and Building Regulations 5 PROJECT APPROVAL Sign off by Steering Group/ Board 9 PROCUREMENT Procure according to strategy 10 CONSTRUCTION 11 CHANGE MANAGEMENT Refer to page 5 for sequence of activities 08 2013 03 2104 1. ISSUE CONCEPT DESIGN Agree workplace Proposition 6. LEASE COMPLETION & LANDLORDS WORKS Agree landlords works and handover schedule 2. STRATEGIC BRIEF Translate proposition into work integrated stream briefs 3. PROJECT DELIVERY TEAM Agree , procure and assemble Team 7. COMMUNICATIONS PLAN Execute plan 14 POE & Change Maintenance Undertake Post Occupancy Evaluation, recommend fine tuning and set up workplace occupancy management operations 09 10 11 12 01 02 12 GO LIVE 13 FINSBURY SQUARE EXIT PLAN implement dilaps requirements 6. THE ‘WHEN’ HIGH LEVEL OUTLINE TIMELINE 42
  39. 39. 8 Giving people their best day at work, every day, at an economic cost
  40. 40. Pete Mathieson, BBW
  41. 41. About BBC North Our Mission: Inspired by the north of England, to bring groundbreaking ideas and outstanding creativity to everyone Our Vision: Innovate, inspire, surprise: always looking beyond tomorrow Our Home: Based at MediaCityUK, Salford Quays to better serve all audiences across the north of England and the UK Our People: A creative community of 2300 people, with one third newly recruited to the BBC Our Story: Occupying three brand new buildings and a shared studio block, doors opened in May 2011 on time and on budget
  42. 42. Sophy Jacob, BBC
  43. 43. 1 BBC North
  44. 44. 2 Audio & Music News Breakfast Regional & Local Programmes Current Affairs Learning Vision Philharmonic Orchestra Marketing , Audiences Communications Operations Sport (433) North HQ Future Media Radio 5 live Sport Children’s The breadth of BBC North
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  46. 46. 4 Campus Operations Group Members Atos Technical Operations Balfour Beatty Workplace Duty Facilities Manager Duty Operations ManagerBBC Workplace North HQ Communications Events Staff Engagement
  47. 47. Why BBC North? 5 Why BBC North? Why does Campus Operations Group Exist? • To enable senior stakeholders to raise issues pertaining to the day to day operation of BBC North in order to achieve swift and effective resolution. • To facilitate closer coordination between departments that support Campus Operations - eg BBC Workplace, Tech Ops, Events, North HQ - and their subcontractors. • To assist in the delivery of new initiatives which cement the reputation of BBC North as a test bed for new ways of working, technology and sustainability. • To drive through initiatives to ensure that our waste resource is kept to a minimum. • To approve any external requests for use of shared spaces on site (Quay 5, Imaginarium, etc) • To approve BAU change requests (Statements of Need) and to prioritise, where appropriate.
  48. 48. How it works • Attendance at weekly Campus Operations Group (COG) meetings are mandatory, with deputies attending by arrangement. • Members of the business attend by invitation or request to present issue or request. • Departments under the COG umbrella work together to effect change • Specific procedures in place and recognised by the business: Statements of Need Accommodation Amendments
  49. 49. Statements of Need • A Statement of Need (SON) describes the need for a change, alteration or addition to our work environment, as requested by BBW for the business or the business directly. • The SON form is a detailed description of the desired works or procurement, signed off by a senior member of the department. • SONs are held in a central database, the Project Register, and are viewable by COG, POG and Technology leads. • Response time for issuing of unique SON identifier & initial evaluation at COG is 1 week from receipt of completed & authorised form. • The business must indicate its anticipated source of funding on the initial SON. Once the SON has been provisionally approved, detailed costs will be requested from Workplace, Tech Ops etc. If the costs are for the business to meet, then written approval must be given by the business before works are carried out. If costs are for central funding, then the SON must go back to COG/POG/Technology for final approval.
  50. 50. 8 How COG/BBW work together • COG and BBW have worked together to introduce new processes and improve services within BBC North, for example: • Cashless vending: BBW used COG to arrange a staff trial of the new system. • Clear desk policy: This was agreed at COG. Difficult message which was rolled out through BBW Workplace Support staff (WPS). WPS carries out clear desking on behalf of COG. • Dock House coffee pod: COG worked closely with BBW to ascertain the best location for both the facility and business to ensure maximum sales.
  51. 51. CLEAR DESKING will be carried out in this building this coming MONDAY. Please clear desks everyday and dispose of all rubbish. Workplace support will not clear rubbish from desks. Campus Operations Group Why do we have to clear desks? We have more people than desks. Allocating a desk per person would result in empty desks and higher building costs.
  52. 52. CLEAR DESKING will be carried out in this building this coming MONDAY. Please clear desks everyday and dispose of all rubbish. Workplace support will not clear rubbish from desks. Campus Operations Group Why do we have to share workspace? There are 2700 people currently working in BBC North, yet there are never more than 1800 people in the office at any one time. By sharing space, we use what we have more efficiently. Campus Operations Group
  53. 53. CLEAR DESKING will be carried out in this building this coming MONDAY. Please clear desks everyday and dispose of all rubbish. Workplace support will not clear rubbish from desks. Campus Operations Group Why do we have to clear desks? We have more people than desks. Sharing space frees up licence fee money to make content for our audiences.
  54. 54. CLEAR DESKING will be carried out in this building this coming MONDAY. Please clear desks everyday and dispose of all rubbish. Workplace support will not clear rubbish from desks. Campus Operations Group Why do we have to clear desks? Protect data. Clearing your desk means data sensitive paperwork won’t be left out by mistake.
  55. 55. CLEAR DESKING will be carried out in this building this coming MONDAY. Please clear desks everyday and dispose of all rubbish. Workplace support will not clear rubbish from desks. Campus Operations Group Why do we have to share workspace? Not everyone is always in the office. Allocating a desk per person results in higher building costs and less money for content.
  56. 56. 14 Accommodation Management • We have grown from 2,300 at Phase I migration to now just short of 2,800 staff. Since migration we've had to move a number of departments around to accommodate growth. • COG ultimately takes the decision as to who should move where, if a wholesale move of a department is required. COG works with BBW to make the change (Utilising the Accommodation Amendment Form) • IT and Accommodation Managers (ITAMs) keep monthly plans to show who is based where. Workplace support manage the storage allocation within these floors.
  57. 57. 15 Lessons learned… change takes time..
  58. 58. 16 Lessons learned… but we persevere!
  59. 59. 17 …not everyone works in the same way

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