20 leaders form world class organizations come together to tackle the challenge of employee engagement and measure the role that design and space play.

1. The Space/Performance Quest
The romance/reality gap of
workplace strategy.
Why is the employee engagement
needle stuck at < 30%?
Does workplace strategy need to
sound like an insiders game?
Are we even asking the right
questions?
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2. Measuring productivity has been the Holy Grail of workplace
strategists for forty years. Twenty firms with a similar interests
and concern about the workforce and workplace of the future
launched an initiative to tackle these unanswered questions
together.
The Chicago kick-off had a specific goal in the six hours we
would be together. Is there a common sense that the current
approach to workplace strategy is broken or ineffective? Do we
feel the question is important enough to take a collective
approach? Can we make a contribution to the dialogue or crack
the code to justify our investment? What is the value of the
journey to our organizations?
Six hours together allowed an engaged discussion around the
disconnects between the romance of workplace strategy and its
reality along with aligning on key goals and outcomes. A full
discussion of mission and goals is scheduled for a future retreat
if the outcome of the kick-off led to collective energy around the
subject.
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4. The movie Moneyball is the story of a quest by the general
manager for the Oakland A's, Billie Beane, to challenge baseball's
tradition for evaluating and putting a price tag on talent. Beane
was a product of the system and gave up his Stanford scholarship
to play for the NY Mets. He was touted as the next Mickey Mantel.
After two mediocre seasons with the Mets, two with the Twins and
then two with the Oakland A's and it became clear to Beane that
he was not cut out to play professional ball. He asked the A's
organization to become a scout. Beane rose to become the
General Manager for one of the cheapest owners in the game.
The movie plot centered around the Oakland As loss of three star
players, Jason Giambi, Johnny Damon, and Jason Isringhausen
all at the end of 2001 in free agency to richer clubs. It seemed
unlikely without comparable players that Oakland could repeat its
2001 trip to the postseason in 2002 without them.
Beane solved the problem by redefining it.
“It's all about evaluating skills and putting a price on them. Thirty
years ago, stockbrokers used to buy stock strictly by feel. Let's put
it this way: Anyone in the game with a 401(k) has a choice. They
can choose a fund manager who manages their retirement by gut
instinct, or one who chooses by research and analysis. I know
which way I'd choose.”
Design and workplace strategy follows its own traditions with little
predictability in results. We've followed 40 years of measuring
lighting, air quality, temperature and ergonomics with little to show
owners in terms of what they get for what they spend.
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5. 20 Organizations - Similar Quest
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6. Renovous
Steven Elliott
Dr. Vincent
Culotta
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7. Why don’t owners see the added
value?
Why are practitioners frustrated by
a lack of acceptance?
What is the code to the lock?
How does your journey and story
lead you to this quest?
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8. Like Billy Beane, each person has a personal journey that attracted them to this
quest. Rex Miller’s journey began as a project manager for Southwestern
Bell(now AT&T) in 1978. They were one of Herman Miller’s largest users along
with Texas Instruments and shared best practices. TI purchased the relatively
new Ergon Chair. The purchase was justified using time/motion analysis that
showed people sat in the chair an average of 6 minutes more per day providing
an18 month payback. This was the first time Rex encountered the idea of
furniture as a tool with a measurable payback.
In 1998 he toured the then new headquarters for Monsanto. Joseph Pereira, head
of facilities, provided an extraordinary tour. This was the first facility Rex toured
tying using space as a catalyst culture change. Monsanto was previously divided
into three separate businesses; Agribusiness (Round Up) Food Products
(Nutrasweet) and Pharmaceuticals (sleeping pill). Each had aging patents and no
new innovations. Their strategy created a single platform under Life Sciences. All
members became part of open plan neighborhoods. Floors and meetings spaces
were themed. Within the first year of the restructure and new space 18 new
patents were created.
Some of the new thinking included a collaborative effort between HOK, Fladd Architects and William Mackenna.
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9. In 2006 Rex pursued a longstanding frustration with the architecture and
construction side of our business for ignoring new ideas. He began to ask
other leaders in the industry if they felt the same frustration and received
unanimous affirmation. Dick Haworth endorsed the cause and Mabel Casey
became the lead champion for an industry initiative to explore why it is an
uphill battle to create well-coordinated projects that serve the customer's
interest. That initiative became known as Mindshift.
Mindshift included 15 industry leaders from diverse stakeholder viewpoints.
The mutual frustrations rose to the surface within the first few hours of their
initial meeting. The discussion looked like it might devolve into finger pointing
and blame. During one tense moment one of the leaders observed that with
all of the talent represented by the organizations in the room and the long list
of happy clients we must be doing something right. At the same time there
seems to be something about the system that drives distrust that leads to self-
interest and can sometimes manifest in bad behavior.
That was the mindshift. What is it about the system that drives distrust? What
would a trust-based system look like? That was the two-year journey for
Mindshift.
The results of the research and the many incredibly successful case-studies
using a trust-based approach were captured in the book, "The Commercial
Real Estate Revolution." The book ended with an unfinished question. If there
is so much waste in the process and trust-based teams can drive out
significant waste, what does that mean for the people working and living in the
space?
The book and the Mindshift effort also received the 2009 CoreNet Global
Innovator of the Year Award.
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10. Participation in a 2010 industry world cafe on the current
state of workplace strategy exposed that the conversation
hasn’t evolved much in 40 years.
There are the insiders and then the masses and no bridge
in-between. The latest and award winning book, “Design
With Science,” is a pager turner for insiders and a snoozer
for anyone else.
The timing for Mindshift 2.0 comes in the wake of the 2008
financial collapse and leaders hitting a wall with old
thinking and practices.
Questions about the future are top of mind and there is no
bigger question than what the future workforce will look
like and demand.
The business pressures for performance and a large gap
in engagement presents a need and opportunity not yet
met.
The gap between technical studies and pop literature
creates an additional need for research with sound theory
but practical and accessible to business leaders.
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11. Monday, June 4, 12

12. The aftershock of this event was Lehman Brother’s collapse
on September 16th.
The stock market plunged and lost 50% of its value.
A few contrarian’s like Michael Burry were undistracted by the
emotion, hype and trends. They saw fundamental fractures in
the financial foundation and took steps to take advantage of a
predicted collapse. With instruments like Credit Default
Swaps Michael Burry increased the value of this hedge fund
1000 fold.
The potential lessons offer a deeper look at the fundamentals
of work trends and getting a handle on the implications of a
New Normal.
• What will companies do with a large surplus of office
space?
• What will the office landscape look like after organizations
re-examine what they really need?
• Could there really be a reduction of up to 50% of the current
office footprint in the next 10 years?
• What is the new social contract between organizations and
their employees?
• How do firms recruit and retain employees in this new and
unpredictable environment?
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13. HELPING CLIENTS EXPERIENCE TRANSFORMATION
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14. Eras of Rule’s Change
Oral Age Print Broadcast Digital
Age Age Age
Prin%ng
Press Television Internet
1455 1950 1992
Ancient Modern Era Contempory Post Modern
Authority Kings Elected Visionaries Grass Roots
CRISIS
CRISIS
CRISIS
Credentials Position Credentials Appeal Community
Influence Elders Experts Influentials Creatives
Commerce Agriculture Factory Service Federation
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15. Management Philosophy and Workplace Strategy
The thinking behind workplace strategy that
emerged in the 1970s has peaked and is losing its
relevance within the context of the new world of
work.
New approaches and styles of work are emerging.
These are challenging both our understanding of
organizing this work and it is challenging the work
spaces we’re designing
We’ve reached the end and are witnessing the
domino failure of industrial era designed
organizations, hierarchical structures, large
bureaucracies and command and control
management. At the same time we do not fully
understand, have the skills or possess the instincts
for structures, roles and processes that are best fit
for a complex, fluid and unpredictable environment.
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16. By 2018, one building project away,
there will be a power shift from
Boomers to Millennials.
Boomers hold the controls but
Millennials know the new operating
system.
The immigrants are in charge of the
natives.
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17. Four generations work side-by-side in the workplace for the first time
in history. This adds a new level of complexity to our understanding
of generational differences. Distinct markers between generations no
longer provide simple solutions. The compression of these
generations with the emergence of dramatic technological shifts blurs
the lines. This requires a new approach.
Silent Generation (1925–1942)
Baby Boomer (1943–1960)
Generation X (1961–1981)
Generation Y (1982–2001)
There is the print cohort made up primarily of older Boomers. There
is the broadcast cohort made up of latter Boomers, GenXrs and early
Millennials. Finally, there are the digital natives made up of late
Millennials and the next-gen cohorts. Each cohort’s brains are
actually wired differently.
The print cohort use their left side of the brain more: linear, rational,
sequential, black & white, clear categories, clear roles, hierarchy...
The broadcast cohort: right side - expressive, big picture,
entrepreneurial, marketing (image oriented), visionary leadership.
The digital cohort: multi-modal/multi-sensory - bi-lateral. This cohort
will be intuitively system’s thinkers, collaborative, tribal, innovative,
highly-engaged (when interested)
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18. What does it mean to
have a globe of mobile
knowledge workers?
(a new cohort begins -
2007)
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19. Unpacking the new approaches to
creativity and innovation.
Johah Lerher’s book, “Imagine”
Innovation finds new answers to
current questions.
A Paradigm Shift poses new
questions to current answers.
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20. HELPING CLIENTS EXPERIENCE TRANSFORMATION
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21. The Mindshift 2.0 Mix of Thinking
• Neuro-psychology • Business Owners
• Decision Economics • Landlords
• Behavior Economics • Architecture
• Sports Economics • Workplace Strategy
• Lean Practices • Manufacturing
• Futurist • Branded Environments
• Infographics • Change Leadership
• Biomimicry • Organizational Culture
• Ethnographics • Technology
• Equity Capital • Information Modeling
• Real Estate Development
Participants who bring alternative perspectives around the issues of : Performance,Value and Metrics
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22. 5 Big Rocks - Guiding Principles
Thinking Different
Creating Fresh Perspective
Seeing Results
A Focus on the Human Experience
Capturing the Essence of Change
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23. HELPING CLIENTS EXPERIENCE TRANSFORMATION
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24. Monday, June 4, 12

25. Monday, June 4, 12

26. Question for Our First Offsite
What is the core belief or idea that will bind
us together, create an epidemic movement
and bring about Transformational Change?
If less than 30% of the workforce is engaged in their work and the current domain of workplace strategy has not moved the needle
over the past decade – then maybe we’re asking the wrong questions.
If we instinctively believe that the places we occupy effect how we live and work – yet little progress has been made in creating the
kinds of places we would readily chose to go to, then perhaps we’re missing some key component.
If the way we work has radically changed and yet we’re still using concepts from the 1980s like hoteling and collaboration spaces –
are our solutions current and relevant?
Are we similar to the scouts in Moneyball whose tradition, language and culture insulated them from recognizing just how
dramatically the world and their sport had changed?
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27. A Review of the 5 Organizing Principles:
Thinking Different
Creating a Fresh Perspective –New Ideas
Seeing Results
Human Experience
Essence of Change
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28. CORE IDEA:
Thinking Different
How do we build room for
divergent thinking into our
process?
Where can we make new
thoughts and new
connections part of our
strategy?
Can we learn to play? Can
we get in touch with our
“deviant side?”
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29. Thinking Different
Very different
Radically different New thoughts &
Learning Process thinking - new
thinking new connections
ideas
Being with people Increase
Help our
that are interested resources
Mapping customers think
in making a throughout the
differently
difference thinking chain
Being with new
Getting to know Thinking outside Pattern
people who see
more deviants the box recognition
things differently
What are the real Divergent then A brand
What is the
elements of great convergent perspective
problem?
space? thinking (outside/in)
Confirming 30
What does the
Moving away from years of trying to
gaming industry Insane simplicity
the obvious solve a complex
have to teach us?
problem
How can this be Will virtual
applied outside Make if fun! buildings replace I am not nuts
the office? built buildings
Applied process
design
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30. CORE IDEA:
Creating a Fresh Perspective
– New Ideas
Push ourselves to ask,
“is there another way?”
Create the opportunity for
exposure to varied thinking
Practice and teach the art of
productive failure and risk
Making the complex simple,
again.
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31. Creating a Fresh Perspective
Because it Meet new Broader Learning
Perspective
really can be people understanding something new
better
Assemble How to engage Increase my
Listening/
Add to the body multiple ideas an enterprise to toolbox with
debating to
of knowledge to create new reach their new
doing
connections goal? perspectives
Listening and
Seeing the understanding
Relationships Ecological
same thing occupants and Innovation
and networks literacy
differently bring them into
the process
Opportunity to
What if no one
create
New wants to come The art of Meeting bright
breakthroughs
Connections into the office failure people
by exposure to
anymore?
varied thinking
New thinking
about the What do
Collaboration
principles with Effective workers really
with a super Collaboration
the hope of Interaction want with their
talented team
actionable space?
solutions
Why do we Will millennials Decision
need a evolve these economics Why is the day
Play
workplace in spaces applied to 8 to 5?
the first place? organically? behavior
How do we
improve the Collaboration
Integrated Creativity and Cradle to cradle
process for skills for sticky
processes innovation thinking
creating a great decisions
workplace?
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32. CORE IDEA:
Seeing Results
Find a way to turn our ideas into
proof of concept
Experiment on ourselves
Finding the link between design
and proven performance
Develop and showcase an
evaluation system beyond ROI
What are the new value metrics
of the new normal?
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33. Seeing Results
A believable and Understand Admit Boomers Integrative Articulating Crack the code
clear business “place” and how won’t solve what others for business
thinking
case to improve it every issue. can’t leaders
Can the for- Just plain lucky To reach
Where does
Can the R/E We are able to profit R/E to be business leaders
space rank for
market deliver demonstrate market get contributing to to help them
influencing
value? results! passed one use real workplace see the power
performance?
of capital? change of place
Can we Employer’s
Get to the “C”
How do you understand how perceptions of Positive
what employees Move ideas to suite for
measure and everyone in the outcome. Client
action support and
quantify this? chain makes should be buy-in.
funding.
money? doing?
Should we by Land use To lower the #
ask owners how Focus on what Financial Business areas: of people that
analysis using
they measure matters. Analysis Admin and Mgt. hate their job.
ESRI
success?
To see a Helping our
dramatic spike How will THIS What REALLY What does the
Energy industry drives
in sustainable work drive C-suite really
consumption demonstrate
buildings and business results? workplace care about?
impact. performance?
behavior.
Is ROI reductive An outcome What hasn’t the
when we need that makes a To understand Belief that it Taking the green message
to look at difference in the the real (mindshift) is results out of broken through
adaptive built purpose. possible THIS room. to building
criteria? environment. owners?
Enhancing the Business
Increased How does
message by How can you Offer proof that improves when
connect a global productivity design become
tying data to is easy for employees
with happy intelligence for
positive organization? decision makers touch with the
people. business?
outcomes real world.
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34. CORE IDEA:
Human Experience
Celebrate work and life
We have a passion for
creating great spaces and
experiences–earn it a
place in the workplace
discussion!
Doing what you love in a
place you love as the goal
for the new workforce
Redefining the age range
for work
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35. Human Experience
I’m passionate
Youth - experts in Passion, experience
We have fun in the about helping
technology’s use for and desire to
process create great
social interaction transform place
spaces!
We need to get the
Cultural
Having a day “off” To celebrate work! millennial
anthropology
perspective!
Freak-A-Nomics:
Ethnology - “A day
Jazz Music What motivates
in the life...”
people?
How does place
Relationship of Pursue your
contribute to Learn from college
kindergarten to the passion - advice to
“meaning” in one’s campus life.
office environment? the young
life?
How can our built
We create a
environment Laughter Social psychology
marketable product
celebrate work?
How do you
embody the non-
How do we resist Helping create great
Stress physical people
technology slavery? space for people.
issues in the
physical workplace?
Self-Awareness Culture
Hope Consumer behavior
Behavior Why do behavior
Economics economics matter?
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36. CORE IDEA:
Essence of Change
Strategize and design for the
better future and new workforce
Seek to change the way work
and workplace are defined
Connect workplace design to
the future of work culture
What is the fractal nature of the
workplace and the next
anticipated transition?
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37. Addressing the Essence of Change
To be part of
What if we’re
Change the world a something that can
designing a solution To transform work
little for the better be a huge game-
for a dinosaur?
changer
I refuse to accept One year after,
To help shift the field
mediocrity and this the documentary An opportunity to
to be valued and
effort is committed of actual shifted make a difference
valuable to society
to a better future minds
How do we
transition support
Changing the way the future Practicing the Cultural
work is defined workforce + Moneyball philosophy transformation
changing global
perspective?
Can space/place To learn and Appreciate the
Having a method to
drive the contribute to the potential that
articulate and
innovation engine pursuit of holistic mindshift hold for
persuade others
for organizations? buildings... the marketplace
The pilgrims on How to align the all of How can we
Grape growing and
the journey to the the players that affect connect space to
wine making
mindshift the workplace? culture?
Transfer our In an increasingly
How can we eliminate How can architects
knowledge to the digital world how
the work/life line change their pricing
next generation so do we facilitate
without becoming a model (it is NOT
they don’t make the social
slave... working)?
same mistake storytelling?
How does life
stage impact
perceptions of
space?
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38. We will identify and prioritize
the buckets of interest each
member has in the Mission of
Mindshift 2.0.
What buckets are important to
you?
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39. Questions Raised
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40. Summarizing Thoughts
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41. This list of take-aways captures some of the
thinking form the group at the end of the day. The
group was able to cover a lot of ground with candor
- more than expected. People noted just how
diverse the group was and that would contribute to
thinking outside our normal confines. We stand a
chance of not becoming the proverbial blind man
describing an elephant.
There was a willingness to wrestle with
complicated, gnarly, issues while acknowledging
that we are looking at this topic through a foggy
lens.
"It is possible to prepare for the future without
knowing what it will be. The primary way to
prepare for the unknown is to attend to the quality of
our relationships, to how well we know and trust one
another." Margaret Wheatley
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42. Going forward we still need to define the problem,
find a venue that supports our desire to think
outside the box and from diverse angle. We
asked how to bring in other generational angles
and need to include owners in our next
conversation. We were still focused on
commercial real estate and the desire is to
broaden the discussion.
The consensus was the time in Chicago was a
good start and ended with a commitment to take
the next step to attach the current maze of issues
we began to uncover.
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43. The Razor’s Edge
•In any organization or community fundamental change
can happen quickly, when the beliefs and energies of a
critical mass of people create an epidemic movement
toward an idea.
•The key to unlocking an epidemic idea is concentration
not diffusion.
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44. The Leadership Crucible
An epidemic idea or belief is not a technique but a fundamental
attitude the leader embodies.
It’s the leader’s attitude that prevails over other competing beliefs,
fluctuating anxiety, acute and chronic challenges.
It’s the calm stable presence of the leader that creates the holding
environment where the transformational work can be done.
The “holding environment” is the crucible where transformation
takes place.
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45. Moving Forward
To gain a customer’s eye view by
• 1st Offsite - Walking walking through the maze of issues,
challenges, approaches and tools that
Through the Maze owners are confronted with when they
take on the task of addressing
workplace strategy or design.
• 2nd Offsite - Gathering the To discover who is breaking the rules
but getting great results. Identify the
Research, Identifying the common principles in their practice and
the different tools they deploy.
Early Adopters
• 3rd Offsite - M2.0 To provide a “TED” style gathering of
some of the top experts in the field to
hear their latest thinking, hopes and
Showcase - Invite the frustrations as they continue to find
ways to help companies provide
Subject Matter Experts engaging places to work.
HELPING CLIENTS EXPERIENCE TRANSFORMATION
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46. Renovous
Steven Elliott
Dr. Vincent
Culotta
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