Even the word ‘work’ doesn’t mean the same as it did in the recent past and the promise of improved performance outcomes made possible by smarter workplace solutions is seductive to business and organisation leaders. At the same time, the promise of a new and more relevant way of working is attractive to people who want a more rewarding and more flexible ‘work’ experience. Process programme management suggests a simple methodology that can’t fail to deliver both. But the reality of delivering tangible and sustainable change outcomes that both excite and reassure a multi-faceted range of expectations requires a rich mix of skills as well as professional and personal commitments.

1. Transformational Change Programme
Alison White, co-founder of PLACEmaking
Session 4B :
Working beyond boundaries
Live Programme Learning

2. 32
Office
Buildings
2
City
Centre
Hubs
Generic
‘office’
solu:on
1
x
new
refurbishment
1
x
Grade
2*
listed
Average
15
sqm
p/p
Average
6
sqm
per
person
(capacity
1645
people
sharing)
Average
7
sqm
per
person
(capacity
850
people
sharing)
Business
Case:
Tangible
Benefits
Temple
Street
City
Hall
Locali:es
www.placemaking.co.uk

3. Memory!
‘logic and
rational ’!
Imagination!
‘intuition’!
Survival
instinct!
‘Fear’!
Neutral - Do
nothing!
‘status quo’!
Focus
on
the
Future
Achieve
the
step
change
Needed
to
shi*
focus:
from
procedural
process
planning
to
re-­‐imagining
opportuni3es
to
embrace
TW3
principles
Focus
on
the
familiar
Need to Re-imagine ‘The Way We
Work’
Furniture Supplier
These are the top level Product. This covers all artifacts for BWP production
including physical deliverables, Key documents and control elements. All of
these will breakdown in several Levels to atomic products. This work will be
done by the Workstream Leads and be submitted for review in parallel to the
Blueprint process , for delivery in April 2013.
BWP Product Breakdown (Level 1 & 2) (0) BWP
(4) Technology
(6) Strategic
Accommodation
Planning
(3) Business
Change
(5) Modern
Working
Environment
(1) Modern
Working Practice
(8) Programme
Process
(2) Operational
Protocol
(7) Buildings
(2.3) Scanning &
Document Retention
(for BWP scope /
Delivery)
(1.1) Detailed Design
Modern Working
Practice (MWP) (4.1) Technology
Design
(1.2) HR Policy
Change for MWP
(2.2) Future FM
Design
(Building
Management)
(5.1) Detailed Design
Modern Working
Environment
(5.2) Furniture
Specification &
Invitation to Tender
(5.3) Furniture
Procurement
(7.2) City Hall Design
and Consent
(7.3) Other
construction Design /
Consents
(2.1) Detailed Design
Operational
Protocols
(6.1) Services
delivery end-state
location model
(6.2) Strategic (end
state)
Accommodation Plan
(BWP Buildings)
(4.3) Technology
Procurement
(4.4) Technology
Solution / Integration
(4.5) Technology
Proving
(4.6) Technology
Delivery
(4.7) Data Centre
Alternative Solutions
(Romney)
(4.8) ICT Service /
Support Changes
(4.9) Data Centre
Solution Delivery
(6.3) Intermediate
Period
Accommodation Plan
(6.4) Intermediate
Period
Accommodation
Change projects
(6.5) Strategic / Final
Accommodation
moves (Into MWE)
(5.5) MWE Furniture
Installation
Management
(5.6) MWE Furniture
Installation
(7.4) Construction
Specification / Brief &
ITT
(7.7) City Hall
Construction
(7.8) Other
Construction
(7.9) Buildings Fit
Out to Cat B
(7.5) Construction
Procurement
(7.6) Construction
Supplier
Engagement /
Mobilisation Plan
(7.1) Building Search
& Acquisition
(8.1) Blueprint
(and Design Brief)
(8.2) Future of City
Hall
(8.3) Benefits Model
(8.4) Design Supplier
Engagement /
Mobilisation Plan
(8.5) Programme
Governance
(8.6) Programme
Reporting
(8.7) Financials
(8.8) Programme
Plans
(8.9) Programme
RAID
(8.10) Contract
Management
(8.11) Resource
Management
(8.12) Benefits
Management
(8.13) Design
Contractor
Procurement
(8.14) Building
Disposal
(8.15) Workstream
Plan, Budget, RAID,
Reporting
(8.16) Supplier
Management
(1.3) Performance
Management
Change for MWP
(2.4) Paper / Non
Paper Storage (for
BWP scope /
Delivery)
4.10 Technology
Overview Review
(4.2) ICT Service /
Support Change
Design
(8.17) Programme
Closure
(3.1) Business
Change Strategy
(3.2) X Programme
Delivery Plan
(Integration within
the Change Portfolio)
(3.4) Stakeholder
Engagement
(3.3) Business
Change Network
(3.6) Change
Journey
(Staff, Managers,
Customers)
(3.5)
Communications
(3.8) Pilots, Trials,
Model Office(s)
(3.7) Organisation
Migration Tranche
Plan
(3.10) Training /
Learning Materials
Development
(3.9) Training /
Learning Strategy /
Plan
(3.12) Training /
Learning Delivery
(3.11) Training /
Learning Proving
(3.14) Tactical
Process Change
(3.13) Organisation
Migration & Support
Delivery
(3.16) FM restructure
& Management of
Change
(3.15) Evidential
Monitoring for
Change
effectiveness
(3.18) Handover to
Business as Usual
(3.17) Other
Management of
Change
(3.19) Benefits
Realisation
4.13 Technology
Overview
Corporate Property
BCC Deliverable
BCC Deliverable with significant Design Supplier
contribution
Primarily Design Supplier Deliverable
Construction Supplier with Design Supplier
contribution
Notes:
*1 - City Hall CSP only, changes to other CSPs
are not in scope of BWP. This includes
redesign / refitting of their existing space; this
would need covering in the ICS Service or
C&P Programme budget.
4.11 Technology
Requirements
Specification
4.12 End User
Toolkit
BWP
Process:
Rigid
and
ineffec:ve
340
crea:ve
reports
85
new
tools/methodologies
21,315
sqm
of
transforma:onal
design
solu:ons
www.placemaking.co.uk

4. Policy
development
Service
Design
Service
Delivery:
central
Service
Delivery:
local
In
and
local:
dependant
on
internal
agile
connec:vity
–
use
of
project,
some
team
workspaces
Out
and
about:
dependent
on
remote
ICT
connec:vity
–
regular
use
of
collabora:ve
workspaces
when
in
In
and
about:
dependant
on
internal
ICT
agile
connec:vity
–
use
of
collabora:ve/project
workspaces
In
and
sta?c:
dependant
high
quality
connec:vity
with
customers/team
–
use
of
team
workspaces
Team
Orienta?on
Personalised
Work
PaBerns
Planned:
Formal
Collabora:on
Socialising
Planned:
Interac:on
Spontaneous:
Collabora:on
Innova:on
Planned:
Team
based
Interac:on
Socialising
Remote
collaborate
Planned:
Collabora:on
Innova:on
Spontaneous:
Interac:on
Socialising
Planned:
Collabora:on
Innova:on
Interac:on
Spontaneous:
Socialising
Planned:
Team
based
Interac:on
Socialising
Rethinking how
we operate

5. Be_er
Delivery
of
Services
Policy
development,
service
design
Customer
par?cipa?on
city
opportuni?es
Policy
&
Service
Design
Delivering
Be_er
Services
Targeted
Customer
services,
locally
delivered
Directly
informs
Estate
Strategy
&
Solu?ons
Customer
access
to
services:
‘Digital
by
default’
on-­‐line,
on
phone
&
self
serve,
F2F
www.placemaking.co.uk

6. Past
Enhanced
choice
mobility
enabled
through
technology
30%
desks
50%
collabora:ve,
20%
innova:ve
60%
desks
40%
collabora:ve,
0%
innova:ve
spaces
Step
Change
Approach
Mix
formal
mee:ng,
informal
mee:ng,
collabora:ve
+
innova:ve,
some
desk
space
Mix
formal
mee:ng,
informal
mee:ng,
collabora:ve
+
desk
space
100%
desks
0%
collabora:ve,
0%
innova:ve
spaces
Now
www.placemaking.co.uk
Step
1
Step
2

7. Solu?on:
Change
of
Approach
Concentrated
desk
space
localised
interac?ve
sefngs
Concentrated
desk
space
integrated
interac?ve
worksefngs
No
desk
space:
free
access
interac:ve,
collabora:ve
and
innova:ve
sefngs
Limited
desk
space:
free
access
interac:ve,
collabora:ve
and
enhanced
innova:ve
sefngs
Formal
bookable
spaces:
restored,
enhanced
use
&
performance
No
desk
space:
free
access
interac:ve,
collabora:ve
and
innova:ve
sefngs
www.placemaking.co.uk

8. Past
Future
Work
9-­‐5
Work
any:me
Work
in
the
office
Work
anywhere
Use
company
equipment
Use
any
device
Focused
on
inputs
Focused
on
outputs
Climb
corporate
ladder
Create
own
ladder
Defined
tasks
Crea:ve
problem
solving
Hoards
informa:on
Harness/share
informa:on
No
voice
Leadership
opportuni:es
Relies
on
emails
Instant
technologies
Focused
on
knowledge
Focused
on
adap:ve
learning
Formal
corporate
training
Democra:sed
learning
Changing
Expecta?ons
‘Work…
a
word
that
doesn't
mean
the
same
thing
now
as
it
did
just
a
few
years
ago.
The
“business
as
usual”
model
is
outdated…..leaders
need
to
tackle
the
challenge
of
con3nuous
innova3on….
embrace
new
ways
of
working
to
create
long
term
business
value
and
service
delivery’
Chess
Media
Group
www.placemaking.co.uk

9. Controlled
Change:
Corporate
Training:
‘do
it
to
them’
approach,
classroom
set-­‐up
Tradi:onal
Appears
low
cost
Opera:onally
Expensive
(trainees
and
trainers)
Rigid
approach
Low
a_endance
Training
fa:gue
Ineffec:ve
Approach
to
delivering
‘Change’
Corralled
Change:
Change
team:
‘do
it
with
them’
approach,
delivered
by
change
team
Common
in
sector
Hidden
costs
12
step
process
Bo_le-­‐neck
Variable
quality
One
size
solu:on
Limited
embedded
change
Semi
effec:ve
Transforma?onal
Change:
Self
navigated
learning:
profiled
&
targeted,
develops
learning
networks
Unfamiliar
Set
up
&
upgrade
costs
Adaptable
engagement
style
Self
selected
profile
Targets
investment
Embeds
learning
culture
Measurable
performance
Start
of
a
con:nuous
process
Step
1
Step
2/3
www.placemaking.co.uk

10. Delivering
Sustainable
Transforma?on
Past
Building
Maintenance
Business
Facilita:on
Rigid
Work
Tasks
Crea:ve
Problem
Solving
Technology
Aner
Thought
Integrated
Technology
Corporate
Training
Self
Navigated
Learning
Future
People
Plaoorm
Place
Providers
www.placemaking.co.uk

11. Components
of
Transforma?onal
Change
Vision& Engagement& Incen/ves& Tools& Outcomes&
+" +" + + = CHANGE'
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+" +" + + = GRADUAL'CHANGE'
+" +" + + = FRUSTRATION'
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Pla0orms/
providers/place"
Relatable"
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(personal"and"
corporate"
Efficiency/
Effec?veness"and"
Expression"
Advocates/
leadership"
Vision& Engagement& Incen/ves& Tools& Outcomes&
+" +" + + = CHANGE'
+" +" + + = CONFUSION'
+" +" + + = ANXIETY'
+" +" + + = GRADUAL'CHANGE'
+" +" + + = FRUSTRATION'
+" +" + + = FALSE'START'
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Advocates/
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Resources
Embedding key Change elements!

12. Business Case
Tangible property reduction as ‘momentum’ to drive change. Additional
intangibles benefits available.
Context
No BAU. On-going Transformational Change, measurable outcomes
Transformation
Touches every aspect of the organisation.
Challenges
Continuity. Leadership/governance essential
Engagement
Less traditional, more creative
Sustaining solutions
Step change in solutions and delivery models: continuous ‘raising the bar’,
fresh solutions , fresh challenges
A
blueprint
for
delivering
the
government’s
estate
strategy
2020
www.placemaking.co.uk