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.

2. Flexible
Workplaces
“Creating an Eco-
system of talent”
2013

3. 2 | Flexible Workspaces “Creating an Eco-system of talent”
Introduction to today’s joint event
&

4. 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)

5. 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

6. 5 | Flexible Workspaces “Creating an Eco-system of talent”
Why flexible workplaces?

7. 6 | Flexible Workspaces “Creating an Eco-system of talent”
Introduction to today’s speakers

8. 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

9. 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

10. 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

12. Andrew Mawson,
Advanced
Workplace
Associates

13. 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

14. 1

15. 2

16. 3

17. 4

18. 6

19. 7

20. 5

21. 8
Giving people
their best day
at work, every
day, at an
economic cost

22. Workplace experiences – sensing through time
Advanced Workplace Associates. www.advanced-workplace.com
Time (seconds)

23. Workonomics
168
18%
51%
8%
£10,000

24. Getting more from the workplace
Advanced Workplace Associates. www.advanced-workplace.com
Typical
Economiceffectiveness
Experience effectiveness
Cramming
Opulence

25. Getting more from the workplace
Advanced Workplace Associates. www.advanced-workplace.com
Typical
Economiceffectiveness
Experience effectiveness
Cramming
Opulence
Agile

26. THE ‘WHAT’
Advanced Workplace Associates. www.advanced-workplace.com

27. 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

28. 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

29. 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

30. 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

31. 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

32. 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

33. THE ‘WHY’
Advanced Workplace Associates. www.advanced-workplace.com

34. 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

35. Project drivers
Organisational needs
Advanced Workplace Associates. www.advanced-workplace.com

36. 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!

37. THE ‘HOW’
Advanced Workplace Associates. www.advanced-workplace.com

38. Advanced Workplace
WORKING
PRACTICES
NEW PROTOCOLS
RESOURCES AND
WORKSTYLES
PREPARATION FOR THE
TRANSITION
NEW SKILLS
6. THE’ HOW’ HOW IT WILL WORK IN PRACTICE

39. THE ‘WHEN’
Advanced Workplace Associates. www.advanced-workplace.com

40. 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

42. 8
Giving people
their best day
at work, every
day, at an
economic cost

43. Pete Mathieson,
BBW

44. 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

58. Sophy Jacob,
BBC

59. 1
BBC North

60. 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

61. 3

62. 4
Campus Operations Group Members
Atos
Technical
Operations
Balfour Beatty
Workplace
Duty Facilities Manager
Duty Operations
ManagerBBC
Workplace
North HQ
Communications
Events
Staff Engagement

63. 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.

64. 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

65. 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.

66. 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.

67. 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.

68. 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

69. 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.

70. 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.

71. 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.

72. 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.

73. 15
Lessons learned… change takes time..

74. 16
Lessons learned… but we persevere!

75. 17
…not everyone works in the same way