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?

2. 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

3. 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

5. The ISS Vision 2020 White Book SeriesThe ISS Vision 2020 White Book Series
2011 2013
2014 2015
2016

7. Navigate the trends that will
affect the future of work…
Navigate the trends that will
affect the future of work…

8. 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

9. The workplace now covers…The workplace now covers…
The
office Co-­‐working Public
places
Working
from
home

10. Bringing the pieces together to driveBringing the pieces together to drive
People
Facilities &
Technology
Strategy
Workforce
Work-­place
Work

11. 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

12. 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

13. 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

14. 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:

15. Develop robust and resilient
workplace strategies
Develop robust and resilient
workplace strategies

16. 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

17. 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

18. 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”

27. The experience based workplace
– designing a service delivery system
The experience based workplace
– designing a service delivery system

29. An assessment of…An assessment of…
Clan Hierarchy Market Adhocracy
Internally oriented Externally oriented
How one works and the workplace culture

30. Creating a Service Delivery System…Creating a Service Delivery System…

40. Driving cultural transformation
Purpose
“My
work
has
meaning”
Belonging
“I
am
part
of
strong
team”
Empowerment
“I
contribute
and
feel
valued”

42. Through a 3-­stage processThrough a 3-­stage process
Workstyles and user journeys
Archetypes and service delivery preferences
Balancing buyer strategy

43. Understanding how the end-­user worksUnderstanding how the end-­user works
Source: Dell, 2015

45. 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.

46. 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

47. You can learn more at…You can learn more at…
www.betterworkplaces.issworld.com or
www.servicefutures.com