This document discusses trends in modern office design, including a shift towards more open floor plans, increased density, and more collaborative work styles. It notes generational changes that value things like personal growth, collaboration, and work-life balance over job security. Key questions are raised about whether these "agile" workspace changes positively or negatively impact productivity, efficiency, employee loyalty and satisfaction. Factors like individual control, feedback, cultural implications, and design solutions are discussed as important considerations for the changing workplace. Case studies of Muraya projects for clients like Boeing and Kimberly Clark are also mentioned.

1. AGILE WORKSPACE:
THE DILEMMAS OF THE MODERN OFFICE

2. ARCHITECTURE
GOVERNMENT APPROVAL
CONSTRUCTION
AFTER SALES
PROJECT MANAGEMENT
INTERIOR DESIGN
ENGINEERING
SUSTAINABLE SOLUTIONS
THE MURAYA CIRCLE

3. CLIENTS

4. 7,000 KIMBERLY CLARK Design & Construction LEED GOLD
40,000 BOEING Construction LEED GOLD
15,000 AKZO NOBEL Construction LEED GOLD
5,200 H&M RETAIL Construction
8,500 H&M Design & Construction
10,000 ABBOTT Design & Construction
5,300 VOLVO Design & Construction
5,000 MAQUET/GETINGE GROUP Design & Construction
5,000 ATLAS COPCO Design & Construction
4,000 REGUS Design & Construction
5,000 SANDVIK Design & Construction
PROJECT HIGHLIGHTS
m2

5. AGILE WORKSPACE:
THE DILEMMAS OF THE MODERN OFFICE

6. 1990’s 2000’s
1980’s

7. TODAY

8. ME. ME. ME.
GENERATION “Y”

9. GENERATION “Y” IN CHINA
• EMBRACING DIGITAL TECHNOLOGY
• SOCIAL HARMONY TO INDIVIDUALITY
• PERSONAL GROWTH > JOB SECURITY
• TEAMWORK INTO COLLABORATION
• HIGHER EXPECTATIONS
GENERATIONAL SHIFTS:

10. THE CHANGING WORKPLACE
INCREASED DENSITY: LESS SPACE PER PERSON
2010 ≈ 20 M²/PERSON
2016 ≈ 16 M²/PERSON

11. HIGHER UTILIZATION: MORE PEOPLE/DESK
2010 - 1.1 PEOPLE : 1 DESK
2017 - 1.6 PEOPLE : 1 DESK
THE CHANGING WORKPLACE

12. SPACELESS GROWTH

13. IMPLICATIONS OF SPACELESS GROWTH
ARE THE SPATIAL CHANGES OF THE “AGILE” WORKPLACE CONTRIBUTING POSITIVELY TO
PRODUCTIVITY AND EFFICIENCY?
ARE THERE DRAWBACKS TO THIS NEW ENVIRONMENT?
DO THE BENEFITS OF THE INCREASE IN SOCIAL SPACES OUTWEIGH THE
LOSS OF PERSONAL SPACE?
DOES THE LOSS OF PERSONAL SPACE WITHIN THE OFFICE IMPACT EMPLOYEE LOYALTY?
ARE THESE SPATIAL CHANGES IN THE WORKPLACE TRULY REFLECTING THE
ATTITUDES AND DESIRES OF THE GEN. Y’S?
THE PORTION OF “FOCUSED” WORK IS INCREASING AT THE SAME TIME THAT OPEN
OFFICE PLANNING AND DISTRACTIONS ARE INCREASING

14. THE CHANGING WORKPLACE
NEW WORK MODES ARE DEFINING THE WORKPLACE:
LEARN
FOCUS
SOCIALIZE
COLLABORATE

15. AGILE WORKING
• WORK: AN ACTIVITY, NOT A PLACE
• PERFORMANCE OVER ATTENDANCE
• RELATIONSHIPS, NOT HIERARCHIES
• INNOVATION OVER BUREAUCRACY
• PEOPLE OVER PROPERTY

16. Gather a Toolkit to Build
Your Agile Strategy

17. PEOPLE
WORKPLACE
STRATEGY
FACTORS
ORGANIZATION
SYSTEMS
PLACE
A HOLISTIC APPROACH
CORPORATE IDEALS (DIRECTION AND OBJECTIVES)
MANAGEMENT CULTURE (INCLUSION, TRUST)
OPERATIONAL CULTURE (GETTING THINGS DONE)
RELATIONSHIP WITH MANAGERS
ROLE 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 PROCESSES
SUPPORT FOR INDIVIDUAL/GROUP WORKING
WORKSTATION (ERGONOMICS)
SPACE (LAYOUT, SOCIAL SPACE)
SERVICES (FACILITIES, CLEANING, SECURITY)
ENVIRONMENT (TEMPERATURE, LIGHT, NOISE)

18. HIERARCHY
INTERACTION
DIFFERENTIATION
SUBDIVISION
LOW
LOW
LOW
HIGH
HIGH
HIGH
HIGHLOW
SPATIAL STRATEGIES
UNDERSTAND YOUR COMPANY’S STRUCTURE
http://www.oma.eu/projects/2011/mckinsey-amp-company-office-architects/

19. SPATIAL STRATEGIES
DETERMINE ADJACENCIES
CORPORATE AFFAIRS
COMMUNICATIONS
LEGAL AS APAC
HR
MD
TD
PD
PCR LAB
ACADEMY
TRAINING CENTER
CCC
PS
MRA
FOS
MAIN RECEPTION
GMO

20. SPATIAL STRATEGIES
APPLY ADJACENCY UNDERSTANDING
RECEPTION
PANTRY
MEETING CENTERS
RECEPTION AND SHOWROOM
GMO, LEGAL, CA, COMMUNICATIONS
HUMAN RESOURCES
DIABETES CENTER
APPLIED SCIENCE REGIONAL
PCR LAB
MOLECULAR DIAGNOSTICS
APPLIED SCIENCE ASIA PACIFIC
TISSUE DIAGNOSTICS
PROFESSIONAL SERVICES
CUSTOMER CARE CENTER
TRAINING CENTER
ROCHE TRAINING ACADEMY
PROFESSIONAL DIAGNOSTICS
FINANCE AND OPERATION SERVICES
MEDICAL REGULATORY AFFAIRS
10
9
8
7
6
5

21. UTILIZE FEEDBACK
WORKPLACE
STRATEGY
SPACE
PLANNING
IMPLEMENTATION
FEEDBACK
BE AMENABLE TO CHANGE!

22. ENVIRONMENTAL FACTORS
RELATIVEPERFORMANCE%
RELATIVE TEMPERATURE (T - TC
)
RELATIVE PERFORMANCE OF OFFICE WORK PERFORMANCE VERSUS
DEVIATION FROM OPTIMAL COMFORT TEMPERATURE TC

23. DESIGN CONSIDERATIONS
• # OF OCCUPANTS
• M2
/OCCUPANT
• EXPANSION NEEDS
• CAPACITY
• ORGANIZATIONAL STRUCTURE
• GROWTH AND FLEXIBILITY
• WORK/LIFE BALANCE
• COLLABORATION
• WORKSPACE SHARING
• MOBILITY
TRADITIONAL FOCUS: AGILE WORKSPACE:

24. DESIGN SOLUTIONS
• VARIETY OF SETTINGS
• TEAM SPACE
• AGILE WORKSTATIONS
• “RETREATS”
• FLEXIBLE MEETING ROOMS
• COMMUNAL SPACE
• AMENITIES
• EFFICIENT ADJACENCIES
• APPROPRIATE SPACE ALLOCATION

25. INFORMAL, PUBLIC, AND MULTI-USE SPACE
• MEETING AREAS
• CORRIDORS
• PANTRIES
• LOUNGES AND RECREATION

26. HOW DO WE DEFINE PRODUCTIVITY?
• # OF HOURS WORKED
• SICK LEAVE
• PROCESS EFFICIENCY
TRADITIONAL FOCUS: NEW INDICATORS:
• EMPLOYEE RESPONSE TIME
• WORK PERFORMANCE
• EMPLOYEE SATISFACTION
• RETENTION RATE

27. 5 Key Tips

28. #1 - Hygiene Factors
AIR QUALITY
TEMPERATURE CONTROL
DAYLIGHTING
COMFORTABILITY

29. #2 - Individual Control
HYGIENE FACTORS
SPATIAL FLEXIBILITY
WORK/LIFE BALANCE
MOBILITY
MORE CONTROL = EMPLOYEE HAPPINESS

30. #3 - Spatial Considerations
OPEN VS CLOSED
PUBLIC/PRIVATE
FIXED/FLEXIBLE
COLLABORATIVE VS CONCENTRATIVE
INDIVIDUAL/GROUP DYNAMICS
ADJACENCY/PROXIMITY

31. #4 - Feedback
EMPLOYEE SURVEYS AND INTERVIEWS
ANALYZE COMPANY STRUCTURES AND PROCESSES
EXAMINE CIRCULATION AND SPATIAL USE
THE WORKPLACE IS AN ONGOING PROCESS

32. #5 - Cultural Implications
GENERATIONAL DEMOGRAPHICS
FENG-SHUI
BRANDING
TRANSPARENCY
YOUR BUSINESS IN THE CHINESE MARKETPLACE

33. REFERENCES
Amaravadi, 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. XIE XIE, THANK YOU, TACK
love@muraya.com
www.muraya.com