How can you increase the likelihood that people will adopt a new idea? How can you create and adopt new ideas about workplace strategies that enable more productivity in less space? What changes to you need to make to space, process, protocols and culture to make this happen? This interactive session at the 2015 NACUBO Annual Meeting answers these questions, using a case study from brightspot's work with the University of Minnesota on the Work+ program: http://workplus.umn.edu/

1. 1brightspot strategy | University of Minnesota
“I understand workplace
strategy requires me to
think holistically about
space, people,
workflow, and
technology”
rethinking the academic office: more productivity in less space
Brian Swanson, Asst Vice-President, University Finance, University of Minnesota
Elliot Felix, Founder, brightspot strategy (@elliotfelix)
“I understand the key
components of
workplace strategy
include workstyles,
neighborhoods of
spaces, and designing
with change in mind”
“I have done a
workspace strategy
project using a holistic
approach and
applying the key
components”
Please sit based on how familiar are you with
workplace strategy:
Novice (Left side):
Learning (Center):
Expert (Right side):

2. 2brightspot strategy | University of Minnesota
welcome!

3. 3brightspot strategy | University of Minnesota
today’s objectives:
1. Understand the basic components of an Alternative Workplace
Strategy (AWS) program
2. Articulate to colleagues and campus leaders the rationale and the
benefits of an AWS program
3. Address implementation challenges at their own institution with best
practices from other other institutions attempting to implement
similar programs

4. 4brightspot strategy | University of Minnesota
today’s agenda:
Introductions
How and why do people adopt new ideas?
Discussion: Innovation on Campus
What is Workplace Strategy?
Discussion: Workplace Strategy on Campus
Work+ Case Study
Strategies, Tactics, and Lessons Learned
Final Q&A

5. 5brightspot strategy | University of Minnesota
you’re not going to solve your space
problem by treating it as a space problem

6. 6brightspot strategy | University of Minnesota
why are you here?
1. I am interested in or involved in Space Management issues
2. I am interested in or involved in implementing a (an
Alternative) Workplace Strategy program
3. I am tired of paying for facilities that seem empty but are all
assigned to someone
4. The topic sounded interesting and I wanted to check it out.
5. Nothing else looked more interesting / I just wandered in.
https://www.polleverywhere.com/multiple_choice_polls/vfUPFkkWPfMKulS

7. 7brightspot strategy | University of Minnesota
innovation

8. 8brightspot strategy | University of Minnesota
how do we get people
to adopt innovations and new ideas?

9. 9brightspot strategy | University of Minnesota
1. Aim for most advanced yet acceptable (MAYA)
photo from raymondloewy.com
“The adult public's taste is not
necessarily ready to accept the
logical solutions to their
requirements if the solution implies
too vast a departure from what they
have been conditioned into
accepting as the norm
” – Raymond Loewy

10. 10brightspot strategy | University of Minnesota
2. Understand the diffusion of innovations
Internally
motivated
to change
Inspired by
the new and
influenced
by the
media
Adopt if
practical and
has been
successful in
practice
Jumps in
when sees
“everybody”
is doing it
Waits until forced to
adopt

11. 11brightspot strategy | University of Minnesota
3. Consider Rogers’ 5 factors of adoption
1. Observability: can I see someone
use/interact with it?
2. Triability: How easy is it to try out?
3. Complexity: how easy is it to
understand?
4. Compatibility: how compatible is it
with what I’m already using?
5. Relative advantage: what advantage
does it have over what I’m already
using? Diffusion of Innovations

12. 12brightspot strategy | University of Minnesota
4. Recognize that “story is strategy”
“’Companies that don’t have a clearly
articulated story don’t have a clear and
well thought-out strategy,’ says
Horowitz. ‘The company story is the
company strategy.’”
“The Work+ program integrates
the university’s technology, training
and facilities expertise in a way that
enables colleges and units to
redesign their workplace into a
variety spaces…to be as effective
as possible.”

13. 13brightspot strategy | University of Minnesota
discussion

14. 14brightspot strategy | University of Minnesota
What’s an example of the successful adoption of a
new idea* on your campus? Why did it work?
How about a failed example?
discussion:
*could be a new budgeting
process, space concept,
organizational structure, etc

15. 15brightspot strategy | University of Minnesota
workplace strategy

16. 16brightspot strategy | University of Minnesota
Using space strategically to achieve
organizational goals
1. Applying an evidence-based, holistic
approach that considers space, people,
workflow, technology and culture
2. Aligning Facilities, IT, HR, and Finance
units
3. Key concepts: workstyles, neighborhoods,
and designing for change
how do we define workplace strategy?

17. 17brightspot strategy | University of Minnesota
Using work styles to understand needs and allocate space and technology
workstyles
Photo: Canvas NYC
Photo: Facebook HQ Photo: ANZ Melbourne

18. 18brightspot strategy | University of Minnesota
organizing spaces into neighborhoods that bring together a mix of spaces
neighborhoods
Photo: Canvas NYC
Photo: Facebook HQ Photo: ANZ Melbourne

19. 19brightspot strategy | University of Minnesota
designing for change in teams, work patterns, workflow, and culture
designing for change
Photo: Canvas NYC
Photo: Facebook HQ Photo: ANZ Melbourne

20. 20brightspot strategy | University of Minnesota
strategy example: typical academic workplace
prioritize individual work and symbolize status

21. 21brightspot strategy | University of Minnesota
strategy example: Technical University Delft
walk the talk, share space and share ideas

22. 22brightspot strategy | University of Minnesota
strategy example: Google
promote interaction through density & amenities

23. 23brightspot strategy | University of Minnesota
discussion

24. 24brightspot strategy | University of Minnesota
Do you have a workplace strategy? If so, what is it?
Who “owns” or leads that strategy?
discussion:

25. 25brightspot strategy | University of Minnesota
case studies

26. 26brightspot strategy | University of Minnesota
Minnesota’s Story

27. 27brightspot strategy | University of Minnesota
• Origins of our efforts and the course it set us on
• Approach
• 3 examples
• Lessons learned (or still learning)
a journey towards…?

28. 28brightspot strategy | University of Minnesota
• Space is a critical tool for supporting academic programs.
• Space is a major University expense.
• Construction / Renovation
• Operations & Maintenance
• Utilities
• Interest on Debt
• Lease Payments
• Space is the most significant contributor to the University’s carbon footprint.
space utilization initiative

29. 29brightspot strategy | University of Minnesota
The University …
• has more space than it can afford to operate, maintain and support, with
limited options for new funding sources.
• is attempting to operate and maintain the current inventory with insufficient
resources, resulting in a lower overall space quality and a poor alignment with
purpose.
• provides inadequate tools and incentives to maximize the efficient use of
space or limit the addition of new space.
• has not adapted its work spaces to match how people work.
current context

30. 30brightspot strategy | University of Minnesota
1. Aligned: The University should provide the correct
type, quality, and quantity of space required for
people and programs to function effectively.
2. Sustainable: The University should not have more
space than it can afford to operate, maintain, and
support.
3. Managed: The University should provide tools and
incentives for maximizing the efficiency and
effectiveness of its space resources.
space utilization principles

31. 31brightspot strategy | University of Minnesota
Source:
Space
Management
–
Fall
2011
Snapshot
Categorized
by
HEGIS
use
code.
ASF
shown
=
GSF
–
Building
walls
and
FM
support
spaces
(mechanical
rooms,
restrooms,
hallways
,elevator
shaJs
etc.)
DefiniNons
at:
hOp://www.spacemanagement.umn.edu/services/use_codes.pdf
USE ASF %
03
OFFICE
SPACE 3,581,388 27%
02
LABORATORIES 2,426,313 18%
05
SPECIAL
USE
FACILITIES 1,559,919 12%
09
RESIDENTIAL 1,521,780 11%
07
SUPPORT
FACILITIES 1,441,886 11%
06
GENERAL
USE
FACILITIES 970,838 7%
04
STUDY
FACILITIES 697,403 5%
01
CLASSROOMS 554,717 4%
08
HEALTH
CARE
(HUMAN
OR
ANIMAL
M 423,314 3%
00
UNUSED
SPACE 315,557 2%
Grand
Total 13,493,115
UMN space utilization

32. 32brightspot strategy | University of Minnesota
The Space Utilization Initiative is about developing a comprehensive
institutional space management strategy:
• Focus capital investment on renewal / replacement by emphasizing
renewal, replacement, and space efficiency projects in capital plans
• Develop new space management tools through UM Analytics and the
new Enterprise Asset Management (EAM) system.
• Implement Work+ to align space with how people work today and
reduce the demand for net new space
• Continue efforts to decommission obsolete buildings and terminate
leases
space utilization initiative

33. 33brightspot strategy | University of Minnesota
Promote alternative workspace strategies in new and renovated
facilities
work+ overview

34. 34brightspot strategy | University of Minnesota
The Work+ program brings together the space, technology, and training needed for
productive work and provides a variety of places within "neighborhood" spaces rather than
assigning 1 space per person.
Integration of space, HR,
and IT
No longer 1 person tied to
1 desk/office
Not a "work from home"
program
work+ workplace changes
X
Space
HR IT

35. 35brightspot strategy | University of Minnesota
work+ process
Key phase
leaders
Assemble project team and
initiate communications plan.
Phases
& approximate
duration (depends
on project scale) PROJECT INITIATION
DATA GATHERING &
ANALYSIS DESIGN CONCEPTING IMPLEMENTATION EVALUATION
~ 1 - 2 weeks
~ 2 - 4 weeks
~ 4 - 8 weeks
~ 4 - 6 weeks
~ 8 - 10 weeks
Gather and analyze
data to create workstyle
assignments & design brief.
Approve design brief and
concept; develop staff and
managers’ skills & knowledge
to work in new ways.
Support transition to new
workplace.
Evaluate success of project
and support continual
improvement.
Work+ Program Team
Project Unit Team
Design Team
Project Support

36. 36brightspot strategy | University of Minnesota
work+ tools
Interviews
Online Surveys
Workshops
Walkthroughs
Questionnaires
Workstyles
Space Programs
Adjacencies
Reviews
Post-Occupancy

37. 37brightspot strategy | University of Minnesota
Work+ doesn’t just expect people to work differently, it gives them the tools and training
to do so.
work+ training
Understanding
how to organize
your day to work
wherever you are
most productive
Assessing current
filing practices
and options and
then creating
future filing
Learning how to
set SMART goals
to guide work and
measure progress
among a mobile
workforce
Learning tools for
voice comms,
data, and
collaboration for
activity-based
working
Collectively
establishing the
norms and culture
for a space in
order to make the
most of it
New Ways of
Working
Workplace
Storage
Managing
Flexible
Teams
Workplace
Technology
Workplace
Norms &
Protocols

38. 38brightspot strategy | University of Minnesota
• 9,000 ASF reconfiguration in the
Donhowe Building resulting in 36%
increase in space utilization. Vacates
space in Donhowe and McNamara for
other University use.
• Utilizes new employee engagement
tools and mobile work training.
• Provide a variety of spaces to support
different types of work, especially
collaboration, quiet, and ad-hoc
activities.
• Rejuvenates space that has not been
refreshed for ~ 20 years.
OHR Work+ Demonstration Project I

39. 39brightspot strategy | University of Minnesota
OHR Work+ finished space

40. 40brightspot strategy | University of Minnesota
• More energizing workplace: satisfaction with the energy of
the workplace went from 27% to 58% (but distractions
also up slightly, by 17%)
• Sense of “One OHR” increased, with more inter-
department collaboration, coming somewhat at expense
of intra-department cohesion
• Perceived importance of working with colleagues
increased, from 25% ranking it first to 45% ranking in first
• Staff spend their time differently, for instance ~33% less
time at desk & ~50% more time collaborating informally
• Staff are saving time, including getting peer and manager
feedback faster – down 69% from peers and 84% from
managers
OHR work+ post-occupancy evaluation

41. 41brightspot strategy | University of Minnesota
• In Process
• Remaining 3 floors of the Donhowe Building
• 4 Vice Presidential Units (University Services, Finance, IT & HR)
• 9 major sub-units
Work+ Demonstration Project II

42. 42brightspot strategy | University of Minnesota
University of Minnesota Rochester

43. 43brightspot strategy | University of Minnesota
University of Minnesota Rochester

44. 44brightspot strategy | University of Minnesota
Old
New
Implications
Physical Facilities Flexible space Less physical space
Fixed place employment Work and learn anywhere More fluid work force
Classroom instruction Technology-based
collaborative learning
More classes, more irregular
hours and modes of access
Fixed environment Variable an ever-changing
environment
Multiple, non-fixed and non-
traditional locations
trends in future facility requirements
It’s all about learning!

45. 45brightspot strategy | University of Minnesota
capital plan elements
• Knit UMR spaces into downtown, made
possible with technology, new teaching
styles, and corresponding smaller space
requirements
• Lease/outsource non-mission critical
facilities in order to channel funds to a
new education building and instruction

46. 46brightspot strategy | University of Minnesota
location / mixed use facility
• 3rd and 4th floors of University
Square, a high-end mall that connects
much of downtown Rochester,
including through Mayo Clinic,
through skywalks and underground
passageways
• Private study rooms, minimal
administrative offices, labs, and
classrooms around a student
commons areas

47. 47brightspot strategy | University of Minnesota
curricular plan elements
• Multiple disciplines will use and share
the same facilities
• Thematic vs. discipline-based
programming
• Space supports research and instruction
• Support ever-changing informatics
capabilities

48. 48brightspot strategy | University of Minnesota
operation plan elements
Reduce infrastructure and overhead by
outsourcing:
• Student recreation
• Student health services
• Student housing and parking
• Online library
• System administrative offices

49. 49brightspot strategy | University of Minnesota
workplace

50. 50brightspot strategy | University of Minnesota
student / faculty interaction

51. 51brightspot strategy | University of Minnesota
lessons learned

52. 52brightspot strategy | University of Minnesota
lessons learned: strategies
• Start with a Workplace Strategy …
• Try it on yourself first to really understand the
change
• Limit the implementation to 1 executive-level unit
• Obtain leadership support
• Include Human Resources, IT and Facilities as equals
• Don’t lead with space … space is a means. Space
reduction can’t be the only goal.

53. 53brightspot strategy | University of Minnesota
lessons learned: tactics
Remember
Rogers’ 5
Considerations
Start Small,
with a pilot
Participatory
Planning
Process
Recruit and
Support
Champions
Continuously
Communicate
Observability
Trialability
Complexity
Compatibility
Relative
advantage

54. 54brightspot strategy | University of Minnesota
you’re not going to solve your space
problem by treating it as a space problem

55. 55brightspot strategy | University of Minnesota
questions?

56. 56brightspot strategy | University of Minnesota
thanks!
Brian Swanson
Assistant Vice-President
University Finance
University of Minnesota
bswanson@umn.edu
Elliot Felix
Founder
brightspot strategy
elliot@brightspotstrategy.com