This document provides a practical guide for implementing flexible working arrangements during an economic downturn. It discusses how agile working allows people, processes, technology, time and place to come together effectively without boundaries. The key is selecting the right model for each business by considering definitions, locations, sectors, and employee roles. Success requires focusing on people through training and analysis, technology through virtualization and security, and facilities through existing assets and regulations. Change management is vital using techniques like envisioning workshops, communications, and celebrating wins. Seeing the new flexible workspace can be a turning point for staff acceptance. Benefits include cost savings from less space while maintaining productivity and satisfaction.

1. #1 Implementing Flexible Working in a Downturn:
A Practical Guide
Moderator:
Helen Kaufert Leyland, Nokia Siemens Network
Speakers:
Kimberlee Burt, Original Creative Co-op
Colin Stuart, EC Harris LLP
Nigel Oseland, AMA Alexi Marmot Associates
Nik Robotham, Morgan Stanley

2. Agile Working
Agile Working is about bringing people,
Processes, IT and technology, time and
place together to find the most
appropriate innovative and effective way
At BT they have 75,000
of working to carry out particular tasks. flexible workers
There is no one size fits all, it has
common themes but is individual.
out of 111,000 people ….
Agile Working, in simplistic terms is
working within guidelines but without and 14,500 are homeworkers
boundaries.
Paul Allsopp BSc.(Hons) (formerly BT) Constructing Excellence - Better Ways of
THE AGILE ORGANISATION Working March 2009

3. Types of Working Environments
Main Office- ‘Near Home’ Third Places Virtual
In City or Or Suburban
Business Park Office
• Traditional – • Satellites – Hubs - • Non-traditional • the ‘No-Office’
assigned office & Drop-ins Environments – concept –
open plan, auxiliary
Non- assigned Flexible work • Similar to
spaces
workplaces/offices, locations not anywhere/anytime-
• Activity Based or larger amount of including the office non-building
Alternative meeting spaces and or home, such as oriented such as
Worksettings- touchdowns, libraries, coffee cars, gardens, etc
collaborative areas often ‘hotelled’ shops, airport
• The “Home”-
& individual lounges, clients’
separate room or
workstations- non-
kitchen table?
assigned (flex)

4. Selecting the Model for your Business
Definitions Location Economy Sector/ Who
• Nomad(ism) – • Anywhere/anytime • SME’s, High Tech, • Individuals, Sales,
eWork & mWork- “Third Places” Entrepreneurs some C-Suite
No fixed base
• Homeworking – • Work fully or mostly • Call Centres/ High • Knowledge workers
No assigned desk in from home Tech
office
• Teleworking • Flex in the Office & • Professional, • Managerial,
Telecommuting at Home Consultancy Administrative
• Flexible Working • Office building •Financial, Law • Financial, ‘face to
Desk Sharing dependent Personal services face’ services

5. Designing the Infrastructure
People Technology Facility
The Primary Considerations

6. Importance of People
• Management training- ‘Middle Management Blackout’ > Office culture
Management by results > ‘presenteeism’
• Workforce demographics- Babyboomers > Diversity & Inclusion > the Net
Generation > Fathers at Home
• Who-Where-Why-When?- Suitability Analysis
• Rules & Regulations- What is allowed, encouraged, and vice versa

7. Importance of Technology
• Virtualisation- the challenge to Corporate IT departments
• Security & Privacy- just how important is it?
• Accommodating different technologies at home- DSL, Cable, Wireless
• Clear Rules for Teleworking- policies and practicalities
• The ‘roll-out’ and help desk- new software advancements

8. The Role of the Facility
• Existing Portfolio > Cost & Value > Existing Technology
• Type of Building > Design Flexibility > Symbolism & Branding
• Regulations > Capacity Analysis > Location
• Spaceless Growth > ‘Futures Analysis’> Long term Strategy
Photos Courtesy of “Spaces” Amsterdam

9. Implementing in a Downturn
Design as Enabler? Design as Enabler
Advantages:
• More Space – less paper
-better environment
“ A single focus on cost
• Breaks down hierarchy
• Allows more collaborative management … hurts the
settings
• Improves work/life ability to respond when the
balance (a ‘give-back’
economy turns around”
during redundancies)
• Positions for Expansion
Steelcase June 2009
without additional cost
or churn
Photo Courtesy of “Spaces” Amsterdam

10. Why Implement Agile Working?
• Markets are changing:
– for some it is survival for others opportunity
• Market positions are forged in a downturn:
– dynamic, innovative environment
• Customers really are king:
– because there are fewer of them
• Corporates are changing to respond to new market and
customer dynamics:
– and the change is fast
• So new products, services, geographies are dynamic:
– how can corporate workspace respond without

11. Workplace Challenges
Impact Adaptability Innovation Control
• Demonstrable • Flexible workplace • Demonstrable • Insufficient asset
positive impact by solutions required improvements in knowledge and M.I.
the workplace on to meet rapidly- productivity from
• Knowledge gaps
business changing business ‘innovative’
around the support
performance models workplaces and new
the workplace needs
ways of working
• Push-back from • Business Continuity, to offer the business
decentralised better risk • Supporting ways of
• Benchmarking data &
business units management working, leading the
KPIs to demonstrate
• Opex & Capex • Credit Crunch issues way in innovative
improved
reduction around shedding working practices
performance
requirement people or space • Clearly articulated
• Lack of integrated city
• Attraction and sustainability agenda,
& regional reporting,
retention of the carbon neutral
forecasting and ROI
best talent targets
analysis

12. The Need to Innovate
• 100% of organisations
want their culture to be
more creative and
innovative
• 96% want their culture
to be less controlling
and hierarchical
Cameron & Quinn

13. The Response to a Downturn
• Managers reverting to
comfort zones - an
increase in control
• A clocking on culture re-
appearing
• Erosion of trust
Cameron & Quinn
t

14. A Negative Spiral
• Increasing staff
resentment
• Lower morale
• Lower productivity
• Stifling innovation
• Are we stepping back
20 years?

15. Investing in Flexible Working

16. The Benefits Case
Link the Benefits Case to Deliverable KPIs
• Reduced absenteeism = £
• Reduced total occupancy costs = £
• Improved productivity = £
• Improved customer satisfaction = £

17. ECHQ – doing it for ourselves
• £3m targeted benefits were realised in under 6 months (against a 12 month target)
• Net Profit Margin increased by 13% from pre move levels
• Fee turnover per head increased by 7.5%
• Staff attrition dropped from 24% to 15%, attraction/attrition ratio improved 1:1 to 2.5:1
• Utilisation of workspaces increased from 62% to 85%
• Total Occupancy Cost per head reduced by 36%
• Carbon footprint reduced by 39%

18. Conclusions
• Estate & Facilities have to change – we need to robustly
measure and link facilities to business contribution as
well as driving out cost and waste
• CRE executives are facing Boardroom pressure to
match facilities/service to customer need and to
demonstrate benefits case for investment
• Flexible workspace and agile working can be part of the
solution

19. Making Change
• Don’t force change, guide it
• Support staff to form their own opinion and solutions
• Give some of what they want to affect change you want
Source: AMA Alexi Marmot Associates 2009

20. 7 Cs of Change
Set the stage … Create sense of urgency
Credible team
decide what to do Clarify vision and strategy
Communicate
make it happen Consult and empower
Celebrate short-term wins
… then make it stick Cement the new culture
Source: AMA Alexi Marmot Associates 2009

21. Tools for Change
Create urgency Clarify vision Communicate Cement new
Credible team Consult / empower culture
Celebrate wins
Set the stage Decide what to do Make it happen Make it stick
• Select team and • Space analysis and • Continuous comms • Welcome Pack or
confirm sponsor utilisation study User Guide
• Champion meetings
• Project meeting for • Envisioning workshop and workshops • Open/family day
objectives & timescale • Work process training
• Senior manager • Opening ceremony
• Gauge/survey interviews • Exhibitions, furniture • Champion sessions
readiness to change
• Culture mapping & showcase, site visit
• Post-move feedback
• Key stakeholder photosphere exercise • Pilot study
meetings • Additional training
• Champions kick-off • FAQ and Guidelines
• Initial communication • Post occupancy
• Pre-project staff survey • Videos & walkthrough evaluation
• Select champions
• Best practice tours • Farewell celebration
Source: AMA Alexi Marmot Associates 2009

22. Change Cycle
Denial Resistance Exploration Commitment
Refusing to Resisting change, Bargaining & explore Accepting responsibility
acknowledge change anger at change options for solution for making change
Morale
Time
Information Encouragement
Justify change and Acknowledge and
prepare people Emotional Support Clear Direction reward success
Voicing of concerns and List priorities,
acknowledgement set short-term goals
Source: AMA Alexi Marmot Associates 2009

23. Barriers to Change
Why do people resist change? How do we tackle this?
Self-interest - loss of control Value and reward alignment
Distrust changers Ownership and champions
Misunderstanding Good comms/consultation
Low tolerance of change Provide additional support
Unnecessary interference Highlight strategy and benefits
Fear of the unknown Transparency & reassurance
Source: AMA Alexi Marmot Associates 2009

24. Dealing with Resistance
Tell me and I’ll forget
Show me and I will remember
Involve me and I’ll understand
(Lao Tse, circa 600 BC)
Education/ Coercion/
Reasoning
Influence Edict
Facilitation/ Negotiation/
Participation Arbitration
Involvement/
Ownership
Source: AMA Alexi Marmot Associates 2009

25. Example of Process & Techniques
Town Hall Project Team Envisioning Vision
Vision
Town Hall Project Team Envisioning Comms
Presentation Briefing
Briefing Workshop
Workshop Comms
Presentation
Group Head
Interviews
Group Frequently
Frequently Champion Lobbying
Benchmarking
Benchmarking Group Champion
Workshops Asked
Asked Workshops
& Advice
& Advice Workshops Workshops
Questions
Questions
Staff Survey
Staff Survey
(Pre)
(Pre)
Workplace Guidelines
Guidelines Group Update Move
Move Welcome
Workplace Comms Group Update Comms Welcome
Guidelines Comms Presentation
Presentation Guidelines
Guidelines Comms Pack
Pack
Guidelines
Champion Staff Survey
Staff Survey
Champion (Post)
Workshops
Workshops (Post)
Source: AMA Alexi Marmot Associates 2009

26. Change Programme
58
additional
tasks for
FlexSpace
Source: AMA Alexi Marmot Associates 2009

27. Success Factors
• Understand the requirement
• Identify leaders and partners
• Planned change management
• Use optimum solution
Source: AMA Alexi Marmot Associates 2009

28. The Client Experience:
Flexible working at Morgan Stanley
Our Business Principles:
• Lead with integrity
• Put clients first
• Win in the marketplace
• Think like an owner
• Keep your balance
30

29. The Key Factor:
Think like an owner
Would you book a hotel to cover the 6 week school
summer holiday when you're only going for 2 weeks?
If it was your money, would you
rent enough space for everyone to
have a desk when they are
occupied for less than 1/3 of their
year?
31

30. Key Factors for CS Management:
Lead with integrity
Decisions:
• Do CS lead the change or follow the front office?
• What is the right use of space for CS as a business?
Leadership:
• Change Management
• Define Benefits
• Return On Investment
• Communication
32

31. Key Factors for CS Management:
Vision and culture
Cost
Conscious
Team
Orientated Diverse Collaborative & Client
Specialists Communicative Focussed
Current Required
Caring Transparent Leaders & Agile &
Innovative Flexible
Driven
33

32. Key Factors for the Staff:
Keep your balance
• Offices / team rooms / meeting rooms
• Inefficiency of set up / clear down time
• Occupation health: ergonomic requirements and hygiene
• Filing and personal storage
• Technology Solution
• Team Zones
• Booking System
• Video / tele conference
• Home Working
• Personalisation
34

33. Change Management Factors:
Convincing Staff and Management to change
Engagement: understanding and delivering department,
team and individual requirements
Equality in space: Senior
Management, Middle
Management, Employees,
Consultants, Temps
The real turning point:
when they saw the space
35

34. The Real Turning Point:
Seeing the Space
before after
36

35. Planning the space:
01 02 03 04 05 06 07
Space Type Key
Team Rooms A
Flex Desks
Touchdown Positions
Breakout and Informal Meeting Space AV
Video Conferencing DSC
Collaboration Room
B
Quiet / 1 to 1 Rooms Interactive Whiteboard
Shelving
  
 
Building Libary
Shelving
Copy / Fax / Mail / Stationery Point
Pantry
C
Ergonomic Equipment Store

36. The Real Turning Point:
Seeing the Space
working relaxing
38

37. The Real Turning Point:
Seeing the Space
clear, adjustable desks with easy access to power and data
39

38. The Real Turning Point:
Seeing the view
40

39. The Benefits:
For Now and the Future
Reduction in space = reduction in cost
No moves, adds & changes = reduction in cost
Satisfaction rating increased
from 51% to 93%
Better space =
higher satisfaction & motivation
• “It’s the best office I’ve ever worked in”
• “I’m actually enjoying coming to work”
• “I don’t want to come home, I’m
enjoying the office too much”
41

41. Implementing Flexible Working
in a Downturn
A Practical Guide
Thank you