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How to create best-in-class workplace experiences in 2017

Over the years, the “workplace” has become an area where facility managers are able to develop a deeper connection between the organization’s values and stakeholders through a series of shared Facility Management experiences.

Today, creating best-in-class workplace experiences is on the 2017 agenda of every great facility manager and business leader.

But how can you utilize the new generation of Service Management to create the best-in-class workplace experiences for your customers and employees?

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How to create best-in-class workplace experiences in 2017

  1. 1. Today’s presentation will cover…Today’s presentation will cover… • Navigate in the trends that will affect the future of work • Develop robust and resilient workplace strategies that are geared towards an increasingly complex business environment • Design a service delivery system that creates value for your organisation and stakeholders
  2. 2. Creating best in class workplaces require…Creating best in class workplaces require… Going beyond solely looking at workplace activities Requires a balanced focus on end-users experiences and supporting organizations strategy Using service design and management supported by data and analysis to deliver experiences at the most value generating moments
  3. 3. The ISS Vision 2020 White Book SeriesThe ISS Vision 2020 White Book Series 2011 2013 2014 2015 2016
  4. 4. Navigate the trends that will affect the future of work… Navigate the trends that will affect the future of work…
  5. 5. The  evolution  of  the  officeThe  evolution  of  the  office 1900 1940s 1960s 1990s 2020s Taylorist office Bürolandschaft office Activity  based  office Experience  based  office Corporatist  office
  6. 6. The  workplace now covers…The  workplace now covers… The  office Co-­‐working Public  places Working  from   home
  7. 7. Bringing the pieces together to driveBringing the pieces together to drive People Facilities  & Technology Strategy Workforce Work-­place Work
  8. 8. 8 Challenges for the Future8 Challenges for the Future Work   Workforce Work place   Need  for  organizational   resilience Technology  breaks  down   internal  &  external  barriers Leveraging  community Automation  leads  to   polarization Increasing  diversity Focus  on  health  and  well-­ being User  choice  & personalization Sustainability
  9. 9. Two competing agendasTwo competing agendas Organizations rework  their  business   models,  employment  practices  and   need  for  physical  space. Attitudes  toward  the  role  of  work.   And  for  many  it’s  changed:  how,   where  and how  much  they  work. Organizations End-­users
  10. 10. In  the  AVUCA  WorldIn  the  AVUCA  World There is  no one size fits all…There is  no one size fits all… Volatile Uncertain Complex Ambiguous
  11. 11. New  Organisation  TypesNew  Organisation  Types 1.   CHAIN   OF   COMMAND 2.   BUREAUCRACY 3.   20TH  CENTURY   HIERARCHY 4.   PROJECTS 5.   ENTREPRE-­ NEURIAL 6.   PATHFINDERS 7.   WIREARCHY HOLDING  BACK  THE  FUTURE  OF  WORK CREATING  THE  FUTURE  OF  WORK Military,   Police Government Most   companies Movies,   Sports,   Freelance Google,   Apple,   Tesla Zappos,   Menlo,   Valve Wikipedia,   Linux,   AirBnB Examples: Creative,   defined   start/end Combines  20th C   with  Projects:   Focus  on   innovation Piloting  new   21st C  ways  to   organize   people/work Leveraging  the   power  of   community Traits:
  12. 12. Develop  robust  and  resilient   workplace  strategies Develop  robust  and  resilient   workplace  strategies
  13. 13. Organizational  resilienceOrganizational  resilience Resilience Resilience  is  the  ability  of  systems  and   individuals  to  respond  and  positively   adapt  to  changing  circumstances   before,  during  and  after  adversity Source:   CIFS,  2016
  14. 14. To  be  resilient  you  need…To  be  resilient  you  need… • Anticipatory  thinking   • Ability  to  explore,  perceive  early   warnings  and  imagine  alternative   futures  in  order  to  assess  disruptions   before  they  occur   • Disruption  preparedness   • The  ability  to  plan  for  and  react  to   emerging  risks  and  potential  threats  to   organizational  assets  from  all  directions   • Innovative  capacity   • The  ability  to  be  proactive  in  exploring   opportunities  through  ideation  and   prototyping  in  core  and  non-­core   business  areas   Source:   CIFS,  2016.,   Jeffrey  Saunders,   Resilient  organizations Organizations Workplace  management • Awareness  of  potential  changes  to   organization’s  requirements • Continous development  of  contingency   plans  should  needs  arise • Develop  proactive  risk  management  processes   that  assess  internal  and  external  resources  to   minimize  potential  disruptions • Ensure  that  the  workplace  minimizes  factors  that   are  shown  to  increase  employee  stress • Develop  experience and  cluster  strategies:  Use   the  workplace  to  create  productive social  and   collaborative  relationships  and  environments   • Support  organizational  modularity • Collection,  analysis  and  utilization  of  data  to   ensure  workplace  is  aligned  with  organizations   needs
  15. 15. Applying  radar,  sword  and  shield  requiresApplying  radar,  sword  and  shield  requires Organizational   Modularity Work   campaigns New   technologies   &  devices New   Collaboration   Models Shift  towards “outcome management”
  16. 16. The  experience  based  workplace   – designing  a  service  delivery  system The  experience  based  workplace   – designing  a  service  delivery  system
  17. 17. An assessment of…An assessment of… Clan Hierarchy Market Adhocracy Internally  oriented Externally  oriented How  one  works  and  the  workplace  culture
  18. 18. Creating a  Service  Delivery  System…Creating a  Service  Delivery  System…
  19. 19. Driving cultural transformation Purpose “My  work  has   meaning” Belonging “I  am  part  of   strong  team” Empowerment “I  contribute   and  feel   valued”
  20. 20. Through  a  3-­stage  processThrough  a  3-­stage  process Workstyles  and  user  journeys Archetypes  and  service  delivery  preferences Balancing  buyer  strategy
  21. 21. Understanding  how  the  end-­user  worksUnderstanding  how  the  end-­user  works Source:  Dell,  2015
  22. 22. The  differentiator:  People  CentricityThe  differentiator:  People  Centricity Through  the  interpersonal  interface,  whether  facilitated  by  technology,  buildings  or  direct  human   contact  -­ this  is  where  it  is  possible  to  create  a  real  and  genuine  emotional  connection  with  end-­ users  and  building  sustainable,  long-­lasting  loyalty  between  your  company  and  your  employees.   This  is  key  in  creating  a  workplace  of  the  future  and  win  the  war  on  talent.
  23. 23. Architected Service  Experiences (Service  Design)  Architected Service  Experiences (Service  Design)   • Analyse • Be  co-­creative • Preto-­typing • Implement  on   the  go’ Service  Design  can create the  Workplace Experience by     focusing on  the   end-­user  
  24. 24. You can learn more  at…You can learn more  at…      or