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The Rise and Rise of
Activity Based Working
Chris Moriarty
@chrismoriarty3
A single product
based on a simple
proposition:
Is your workplace
working?
Technology
Facilities Management
Workplace design
HR / Culture
| Who are Leesman?
Employee
Workplace
Experience
‣ No vested interest
‣ Entirely independent
‣ Driven by curiosity
‣ Free dissemination
of knowledge
| Who are Leesman?
Leesman Lmi
Standardised
“Workplace Effectiveness”
score
Work activities important
to an employees role
Overall impact
space has on
employees
The service
features
employees use
The physical features
employees use
Employee internal &
external mobility
+=
Poorly supporting Highly supporting
Lmi 0 Lmi 100
| The Lmi model?
Lmi 0 Lmi 100
Poorly supporting Highly supporting
Lmi 0 Lmi 1002
71
388
506
154
13
Lmi 40-49.9 Lmi 50-59.9 Lmi 60-69.9 Lmi 70-79.9
Locations with >50 respondents
Leesman Lmi average today 61.1
| The Lmi model?
Post-occupancy review
Closing out project delivery
and independently auditing
whether business objectives
were met
Design brief development
Quickly create an understanding
of how different stakeholders
impact on the overall operating
effectiveness of workplace design
| One standardised tool
Annual performance review
Monitoring whether workplace still
fits with business needs and if
delivery standards being
maintained
Post-occupancy review
Closing out project delivery
and independently auditing
whether business objectives
were met
Change management
Understand the potential pains
as well as the gains and de-risk
project by on-boarding
employees early
Business case development
Understand gap between existing
operation and business objectives
and focus attentions on areas of
greatest gain
Design brief development
Quickly create an understanding
of how different stakeholders
impact on the overall operating
effectiveness of workplace design
Employee engagement
Early, efficient and fully
inclusive engagement with
masses, creating potential for
powerful ‘you said we did’ loop
1 tool
| One standardised tool
100,000employee responses
June ’13 | 36,607
June ’14 | 64,062+27,455
June ’15 | 102,815+38,753
| Data diversity
250,000employee responses276,422employee responses
June ’13 | 36,607
June ’14 | 64,062+27,455
June ’15 | 102,815+38,753
June ’16 | 169,838+67,023
June ’17 | 276,422+106,584
| Data diversity
300,942employee responsesemployee responses
| Data diversity
June ’13 | 36,607
June ’14 | 64,062+27,455
June ’15 | 102,815+38,753
June ’16 | 169,838+67,023
June ’17 | 276,422+106,584
| Data diversity
workplaces2,200+
3.9%
9.6%
11.7%
23.3%
23.5%
27.9%
67 countries
33 languages
Rest of W
APAC
NA & C
Rest of EU
Nordics
UK & I
4.4%Under 25
27.7%25-34
30.8%35-44
25.4%45-54
11.8%55+
Gender
56%
43%
Age
Geography
40k
30k
20k
| Data diversity
Food&beverage
Utilities,oil&gas
Governmentadministration
Telecommunications
Transportation,railroadsandtrucking
Informationtech,software&internet
Manufacturing&industrialengineering
Insuranceservices
Health,wellness,hospitalsandhealthcare
Banking,investment&financialservices
3.6%
4.7%
3.9%
4.6%
5.3% 5.5% 5.5%
6.1%
10.3%
14.1%
11.3%
Aviation,aero&defence
3.2%
Construction&civilengineering
3.6%
Retail
ABW – a brief history
c.1978 Robert Luchetti “activity settings based environments”
1995 Erik Veldhoen – Demise of the Office
2008 Microsoft Amsterdam – Veldhoen & Co
and Sevil Peach
2009 Macquarie Bank Sydney
• Confusion
• What are the key ingredients?
• Design strategy, workplace strategy, business strategy?
ABW – a definition?
ABW – a definition?
Characteristics
• Detailed analysis of employee
activities
• Highly varied work landscape
• Greater alignment with creative
and cultural objectives
• Lower paper dependency
• Extensively or wholly unallocated
environment
• Place independence so high
mobility
Claimed benefits
• Healthier, more engaged and
motivated employees
• Greater employee empowerment
and self determination
• Better collaboration, knowledge
transfer and learning
• Faster more efficient decision
making
• Flexible physical infrastructure
with greater resilience
Testing the claims
1. Leesman core questions
2. Mobility profile
3. ABW support structure
34,912
Main focus of study
74,582
Total responses
615 workplaces, c. 12-months
39,670
Pre-occupancy
335 workplaces
(excluded from study)
23,546
Post-occupancy +
other “steady state”
240 non ABW
workplaces
(control group)
11,366
ABW group
40 workplaces
34,912
Main focus of study
23,546
Post-occupancy +
other “steady state”
240 non ABW
workplaces
(control group)
11,366
ABW group
40 workplaces
Pride agreement
“It’s a place I’m proud to bring visitors to.”
70.8% ABW Group
58.8% Control Group
+12.0%
Headline outcomes
34,912
Main focus of study
23,546
Post-occupancy +
other “steady state”
240 non ABW
workplaces
(control group)
11,366
ABW group
40 workplaces
Sharing ideas + knowledge
“My workplace supports It supports me sharing
ideas/knowledge amongst colleagues”
74.4% ABW Group
72.6% Control Group
+1.8%
Headline outcomes
34,912
Main focus of study
23,546
Post-occupancy +
other “steady state”
240 non ABW
workplaces
(control group)
11,366
ABW group
40 workplaces
Leesman ‘Lmi’
Aggregated workplace effectiveness score
65.1 ABW Group
63.8Control Group
+Lmi 1.3
Headline outcomes
34,912
Main focus of study
23,546
Post-occupancy +
other “steady state”
240 non ABW
workplaces
(control group)
11,366
ABW group
40 workplaces
Productivity agreement
“My workplace enables me to work productively.”
53.3% ABW Group
60.5% Control Group
+7.2%
Headline outcomes
How ABW performs
1 Informal meetings
Improvements across all four mobility profiles, especially so in
profiles 3 and 4
2 Collaboration
Marginal improvements on focused collaboration but greater benefit
to creative collaboration.
How ABW performs
3 Individual focus
Expect lower satisfaction with “desk based” focused work, but
improvements “away from your desk”.
4 Creative thinking
But only for mobility profiles 3 and 4. Averaged across all
profiles, ABW spaces perform lower.
How ABW performs
5 Planned meetings
ABW spaces record marginally lower satisfaction.
6 Paper
Here ABW spaces perform significantly lower than the control group.
Presented with these results in isolation, it
could be difficult to build a case for ABW
adoption.
11,366
ABW group
40 workplaces
1. Leesman core questions
2. Mobility profile
3. ABW support structure
1. 21 Activities
10/21 higher
10/21 lower
1 equal
2. Features
Variation on mobility
profile
Leesman Core
1. Leesman core questions
2. Mobility profile
3. ABW support structure
“I perform most/all of my activities at a single work setting
and rarely use other locations within the office.”
Profile 1
Camper
squatters
“I perform the majority of my activities at a single work
setting but also use other locations within the office.”
Profile 2
Timid
travellers
“I perform some of my activities at a single work setting but
often use other locations within the office.”
Profile 3
Intrepid
explorers
“I use multiple work settings and rarely base myself at a
single location within the office.”
Profile 4
True
transients
Self-selected Mobility Profiles
Profile 1
Camper
squatters
Profile 2
Timid
travellers
Profile 3
Intrepid
explorers
Profile 4
True
transients
Leesman Lmi
59.6
Productivity agreement
41.8%
Pride agreement
54.6%
Pr
65.7
Productivity agreement
54.5%
Productivity agreement
73.1%
P
68.4
Productivity agreement
60.0%
Productivity agreement
81.4%
Pr
71.9
Pr
67.1%
Pr
85.9%
11,366
ABW group
40 workplaces
Self-selected Mobility Profiles
Profile 1
Camper
squatters
Profile 2
Timid
travellers
Profile 3
Intrepid
explorers
Profile 4
True
transients
Leesman Lmi
59.6
Productivity agreement
41.8%
Pride agreement
54.6%
Pr
65.7
Productivity agreement
54.5%
Productivity agreement
73.1%
P
68.4
Productivity agreement
60.0%
Productivity agreement
81.4%
Pr
71.9
Pr
67.1%
Pr
85.9%
Self-selected Mobility Profiles
Profile 1
Camper
squatters
Profile 2
Timid
travellers
Profile 3
Intrepid
explorers
Profile 4
True
transients
Leesman Lmi
59.6
Productivity agreement
41.8%
Pride agreement
54.6%
Pr
65.7
Productivity agreement
54.5%
Productivity agreement
73.1%
P
68.4
Productivity agreement
60.0%
Productivity agreement
81.4%
Pr
71.9
Pr
67.1%
Pr
85.9%
Self-selected Mobility Profiles
30%
41%
19%
Profile 1
Camper
squatters
Profile 2
Timid
travellers
Profile 3
Intrepid
explorers
Profile 4
True
transients 10%
Disappointing
adoption rates
despite apparent
benefits
11,366
ABW group
40 workplaces
Self-selected Mobility Profiles
Profile 3
Intrepid
explorers
Profile 4
True
transients
Leesman Lmi
59.6
Productivity agreement
41.8%
Pride agreement
54.6%
Pr
65.7
Productivity agreement
54.5%
Productivity agreement
73.1%
P
68.4
Productivity agreement
60.0%
Productivity agreement
81.4%
Pr
71.9
Pr
67.1%
Pr
85.9%
Averages masking success in
profiles 3 and 4
Self-selected Mobility Profiles
So where are the obstacles to
greater mobility adoption?
Testing the claims
1. Leesman core questions
2. Mobility profile
3. ABW support structure
Testing the claims Q1. in agreement
67%
1. The design of my
workplace
encourages me to
choose work
settings/locations
that best support
the different tasks I
am undertaking
2. I have the
technology tools
and infrastructure
that enable me to
work across
different locations
within the office
Q1. in agreement
Q2. in agreement
82%
Testing the claims
Q1. in agreement
Q2. in agreement
Q3. in agreement
81%
3. The culture of the
organization is
supportive to
working in a
mobile/flexible
way
Testing the claims
Q1. in agreement
Q2. in agreement
Q3. in agreement
Q4. in agreement
70%
4. I have access to
training / support
that helps me
work in a
mobile/flexible
way
Testing the claims
Q1. in agreement
Q2. in agreement
Q3. in agreement
Q4. in agreement
46%
Why so few?
1. The design of my workplace
encourages me to choose work
settings/locations that best
support the different tasks I am
undertaking
2. I have the technology tools and
infrastructure that enable me to
work across different locations
within the office
3. The culture of the organization is
supportive to working in a
mobile/flexible way
4. I have access to training / support
that helps me work in a
mobile/flexible way
Testing the claims
So where are the obstacles to
greater mobility adoption?
Testing the claims
No meaningful
differences.
Demographics – length of service
Demographics – age
Youngest employees
are the least mobile.
84% belong to
profiles 1 and 2.
Activity complexity
What creates the
compulsion to adopt
ABW?
Activity
complexity
strongest
indicator of
mobility
adoption
Activity complexity
Those with highest complexity, most to lose
by not adopting higher mobility (56.2 – 74.7)
Activity complexity
So what conclusions can be
drawn on the benefits of
ABW?
The more complex an employees’ daily
work profile, the more beneficial it is for
them to work in a mobile way that
utilizes multiple locations
1
Research outcomes
The more an employee utilizes multiple
work locations within the workplace, the
more effectively they report the space
enables them to work
2
Research outcomes
Activity based working can deliver
significant operational benefits for
employees who utilize the environments
provided for them in the manner
intended
3
Research outcomes
Poor adoption of activity based behavior
in activity based workplaces is a significant
problem that limits widespread
organizational benefits
4
Research outcomes
Activity based
design
Activity based
behaviour
Activity
based
behaviour
1. What proportion of employees
have a “complex” activity
profile?
2. Can you build an infrastructure
(hard, soft and virtual) that
provides ample variety and
promotes mobility?
3. Can you support a change
management programme that
articulates the necessary
behavioural change?
Activity complexity
BenefitsofABWadoption
Key considerations
The Rise and Rise of
Activity Based Working
Chris Moriarty
@chrismoriarty3

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The Rise and Rise of Activity Based Working - Leesman

  • 1. The Rise and Rise of Activity Based Working Chris Moriarty @chrismoriarty3
  • 2. A single product based on a simple proposition: Is your workplace working? Technology Facilities Management Workplace design HR / Culture | Who are Leesman? Employee Workplace Experience
  • 3. ‣ No vested interest ‣ Entirely independent ‣ Driven by curiosity ‣ Free dissemination of knowledge | Who are Leesman?
  • 4. Leesman Lmi Standardised “Workplace Effectiveness” score Work activities important to an employees role Overall impact space has on employees The service features employees use The physical features employees use Employee internal & external mobility += Poorly supporting Highly supporting Lmi 0 Lmi 100 | The Lmi model?
  • 5. Lmi 0 Lmi 100 Poorly supporting Highly supporting Lmi 0 Lmi 1002 71 388 506 154 13 Lmi 40-49.9 Lmi 50-59.9 Lmi 60-69.9 Lmi 70-79.9 Locations with >50 respondents Leesman Lmi average today 61.1 | The Lmi model?
  • 6. Post-occupancy review Closing out project delivery and independently auditing whether business objectives were met Design brief development Quickly create an understanding of how different stakeholders impact on the overall operating effectiveness of workplace design | One standardised tool
  • 7. Annual performance review Monitoring whether workplace still fits with business needs and if delivery standards being maintained Post-occupancy review Closing out project delivery and independently auditing whether business objectives were met Change management Understand the potential pains as well as the gains and de-risk project by on-boarding employees early Business case development Understand gap between existing operation and business objectives and focus attentions on areas of greatest gain Design brief development Quickly create an understanding of how different stakeholders impact on the overall operating effectiveness of workplace design Employee engagement Early, efficient and fully inclusive engagement with masses, creating potential for powerful ‘you said we did’ loop 1 tool | One standardised tool
  • 8. 100,000employee responses June ’13 | 36,607 June ’14 | 64,062+27,455 June ’15 | 102,815+38,753 | Data diversity
  • 9. 250,000employee responses276,422employee responses June ’13 | 36,607 June ’14 | 64,062+27,455 June ’15 | 102,815+38,753 June ’16 | 169,838+67,023 June ’17 | 276,422+106,584 | Data diversity
  • 10. 300,942employee responsesemployee responses | Data diversity June ’13 | 36,607 June ’14 | 64,062+27,455 June ’15 | 102,815+38,753 June ’16 | 169,838+67,023 June ’17 | 276,422+106,584
  • 11. | Data diversity workplaces2,200+ 3.9% 9.6% 11.7% 23.3% 23.5% 27.9% 67 countries 33 languages Rest of W APAC NA & C Rest of EU Nordics UK & I 4.4%Under 25 27.7%25-34 30.8%35-44 25.4%45-54 11.8%55+ Gender 56% 43% Age Geography
  • 13.
  • 14.
  • 15. ABW – a brief history c.1978 Robert Luchetti “activity settings based environments” 1995 Erik Veldhoen – Demise of the Office 2008 Microsoft Amsterdam – Veldhoen & Co and Sevil Peach 2009 Macquarie Bank Sydney
  • 16. • Confusion • What are the key ingredients? • Design strategy, workplace strategy, business strategy? ABW – a definition?
  • 17. ABW – a definition? Characteristics • Detailed analysis of employee activities • Highly varied work landscape • Greater alignment with creative and cultural objectives • Lower paper dependency • Extensively or wholly unallocated environment • Place independence so high mobility Claimed benefits • Healthier, more engaged and motivated employees • Greater employee empowerment and self determination • Better collaboration, knowledge transfer and learning • Faster more efficient decision making • Flexible physical infrastructure with greater resilience
  • 18. Testing the claims 1. Leesman core questions 2. Mobility profile 3. ABW support structure
  • 19. 34,912 Main focus of study 74,582 Total responses 615 workplaces, c. 12-months 39,670 Pre-occupancy 335 workplaces (excluded from study) 23,546 Post-occupancy + other “steady state” 240 non ABW workplaces (control group) 11,366 ABW group 40 workplaces
  • 20. 34,912 Main focus of study 23,546 Post-occupancy + other “steady state” 240 non ABW workplaces (control group) 11,366 ABW group 40 workplaces Pride agreement “It’s a place I’m proud to bring visitors to.” 70.8% ABW Group 58.8% Control Group +12.0% Headline outcomes
  • 21. 34,912 Main focus of study 23,546 Post-occupancy + other “steady state” 240 non ABW workplaces (control group) 11,366 ABW group 40 workplaces Sharing ideas + knowledge “My workplace supports It supports me sharing ideas/knowledge amongst colleagues” 74.4% ABW Group 72.6% Control Group +1.8% Headline outcomes
  • 22. 34,912 Main focus of study 23,546 Post-occupancy + other “steady state” 240 non ABW workplaces (control group) 11,366 ABW group 40 workplaces Leesman ‘Lmi’ Aggregated workplace effectiveness score 65.1 ABW Group 63.8Control Group +Lmi 1.3 Headline outcomes
  • 23. 34,912 Main focus of study 23,546 Post-occupancy + other “steady state” 240 non ABW workplaces (control group) 11,366 ABW group 40 workplaces Productivity agreement “My workplace enables me to work productively.” 53.3% ABW Group 60.5% Control Group +7.2% Headline outcomes
  • 24. How ABW performs 1 Informal meetings Improvements across all four mobility profiles, especially so in profiles 3 and 4 2 Collaboration Marginal improvements on focused collaboration but greater benefit to creative collaboration.
  • 25. How ABW performs 3 Individual focus Expect lower satisfaction with “desk based” focused work, but improvements “away from your desk”. 4 Creative thinking But only for mobility profiles 3 and 4. Averaged across all profiles, ABW spaces perform lower.
  • 26. How ABW performs 5 Planned meetings ABW spaces record marginally lower satisfaction. 6 Paper Here ABW spaces perform significantly lower than the control group.
  • 27. Presented with these results in isolation, it could be difficult to build a case for ABW adoption. 11,366 ABW group 40 workplaces
  • 28.
  • 29. 1. Leesman core questions 2. Mobility profile 3. ABW support structure
  • 30. 1. 21 Activities 10/21 higher 10/21 lower 1 equal 2. Features Variation on mobility profile Leesman Core
  • 31. 1. Leesman core questions 2. Mobility profile 3. ABW support structure
  • 32. “I perform most/all of my activities at a single work setting and rarely use other locations within the office.” Profile 1 Camper squatters “I perform the majority of my activities at a single work setting but also use other locations within the office.” Profile 2 Timid travellers “I perform some of my activities at a single work setting but often use other locations within the office.” Profile 3 Intrepid explorers “I use multiple work settings and rarely base myself at a single location within the office.” Profile 4 True transients Self-selected Mobility Profiles
  • 33. Profile 1 Camper squatters Profile 2 Timid travellers Profile 3 Intrepid explorers Profile 4 True transients Leesman Lmi 59.6 Productivity agreement 41.8% Pride agreement 54.6% Pr 65.7 Productivity agreement 54.5% Productivity agreement 73.1% P 68.4 Productivity agreement 60.0% Productivity agreement 81.4% Pr 71.9 Pr 67.1% Pr 85.9% 11,366 ABW group 40 workplaces Self-selected Mobility Profiles
  • 34. Profile 1 Camper squatters Profile 2 Timid travellers Profile 3 Intrepid explorers Profile 4 True transients Leesman Lmi 59.6 Productivity agreement 41.8% Pride agreement 54.6% Pr 65.7 Productivity agreement 54.5% Productivity agreement 73.1% P 68.4 Productivity agreement 60.0% Productivity agreement 81.4% Pr 71.9 Pr 67.1% Pr 85.9% Self-selected Mobility Profiles
  • 35. Profile 1 Camper squatters Profile 2 Timid travellers Profile 3 Intrepid explorers Profile 4 True transients Leesman Lmi 59.6 Productivity agreement 41.8% Pride agreement 54.6% Pr 65.7 Productivity agreement 54.5% Productivity agreement 73.1% P 68.4 Productivity agreement 60.0% Productivity agreement 81.4% Pr 71.9 Pr 67.1% Pr 85.9% Self-selected Mobility Profiles
  • 36. 30% 41% 19% Profile 1 Camper squatters Profile 2 Timid travellers Profile 3 Intrepid explorers Profile 4 True transients 10% Disappointing adoption rates despite apparent benefits 11,366 ABW group 40 workplaces Self-selected Mobility Profiles
  • 37. Profile 3 Intrepid explorers Profile 4 True transients Leesman Lmi 59.6 Productivity agreement 41.8% Pride agreement 54.6% Pr 65.7 Productivity agreement 54.5% Productivity agreement 73.1% P 68.4 Productivity agreement 60.0% Productivity agreement 81.4% Pr 71.9 Pr 67.1% Pr 85.9% Averages masking success in profiles 3 and 4 Self-selected Mobility Profiles
  • 38. So where are the obstacles to greater mobility adoption? Testing the claims
  • 39. 1. Leesman core questions 2. Mobility profile 3. ABW support structure
  • 40. Testing the claims Q1. in agreement 67% 1. The design of my workplace encourages me to choose work settings/locations that best support the different tasks I am undertaking
  • 41. 2. I have the technology tools and infrastructure that enable me to work across different locations within the office Q1. in agreement Q2. in agreement 82% Testing the claims
  • 42. Q1. in agreement Q2. in agreement Q3. in agreement 81% 3. The culture of the organization is supportive to working in a mobile/flexible way Testing the claims
  • 43. Q1. in agreement Q2. in agreement Q3. in agreement Q4. in agreement 70% 4. I have access to training / support that helps me work in a mobile/flexible way Testing the claims
  • 44. Q1. in agreement Q2. in agreement Q3. in agreement Q4. in agreement 46% Why so few? 1. The design of my workplace encourages me to choose work settings/locations that best support the different tasks I am undertaking 2. I have the technology tools and infrastructure that enable me to work across different locations within the office 3. The culture of the organization is supportive to working in a mobile/flexible way 4. I have access to training / support that helps me work in a mobile/flexible way Testing the claims
  • 45. So where are the obstacles to greater mobility adoption? Testing the claims
  • 47. Demographics – age Youngest employees are the least mobile. 84% belong to profiles 1 and 2.
  • 48. Activity complexity What creates the compulsion to adopt ABW?
  • 50. Those with highest complexity, most to lose by not adopting higher mobility (56.2 – 74.7) Activity complexity
  • 51. So what conclusions can be drawn on the benefits of ABW?
  • 52. The more complex an employees’ daily work profile, the more beneficial it is for them to work in a mobile way that utilizes multiple locations 1 Research outcomes
  • 53. The more an employee utilizes multiple work locations within the workplace, the more effectively they report the space enables them to work 2 Research outcomes
  • 54. Activity based working can deliver significant operational benefits for employees who utilize the environments provided for them in the manner intended 3 Research outcomes
  • 55. Poor adoption of activity based behavior in activity based workplaces is a significant problem that limits widespread organizational benefits 4 Research outcomes
  • 57. 1. What proportion of employees have a “complex” activity profile? 2. Can you build an infrastructure (hard, soft and virtual) that provides ample variety and promotes mobility? 3. Can you support a change management programme that articulates the necessary behavioural change? Activity complexity BenefitsofABWadoption Key considerations
  • 58.
  • 59.
  • 60. The Rise and Rise of Activity Based Working Chris Moriarty @chrismoriarty3