Our presentation for BIFM SW Region, 12th June 2015

1. PLACEmaking
|
Working
beyond
boundaries|
Workplace
Transforma7on
Changing
Behaviours|
June
2015
ALISON WHITE!
SARAH EVERITT!
!
Workplace Transformation and
Changing Behaviours!
!
June 12th 2015!
PLACEmaking
BIFM
SW
Region
–
Planning
&
Managing
Projects
Workplace
Change

2. PLACEmaking
|
Working
beyond
boundaries|
Workplace
Transforma7on
Changing
Behaviours|
June
2015
Workplace
TransformaCon

3. PLACEmaking
|
Working
beyond
boundaries|
Workplace
Transforma7on
Changing
Behaviours|
June
2015
A
blueprint
for
delivering
the
government’s
estate
strategy
2020
Delivering
TransformaCon
People
PlaEorm
Place
Providers
Ø PEOPLE – delivering transformational change: shifting
expectations from ‘my space to any place’!
Ø PLATFORMS – delivering business led solutions: shifting to
service led specification, future proofing infrastructure!
Ø PLACE – repurposing the workplace: shifting to providing
environments that nimbly adapt to change of working practices!
Ø PROVIDERS– delivering users focused services: shifting focus
from cost driven ‘Facilities Management’ to ‘Facilitators’ of change

4. PLACEmaking
|
Working
beyond
boundaries|
Workplace
Transforma7on
Changing
Behaviours|
June
2015
The
EvoluCon
of
the
Employee
Past
Future
Work
9-­‐5
Work
any7me
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
Crea7ve
problem
solving
Hoards
informa7on
Shares
informa7on
No
voice
Leadership
opportuni7es
Relies
on
emails
Collabora7ve
technologies
Focused
on
knowledge
Focused
on
adap7ve
learning
Formal
corporate
training
Democra7sed
training
‘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outdated…..leaders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
be
ready
to
tackle
the
challenge
of
con=nuous
innova=on…..embrace
a
new
model
of
work…..create
long
term
business
value
and
service
delivery’
Chess
Media
Group

5. PLACEmaking
|
Working
beyond
boundaries|
Workplace
Transforma7on
Changing
Behaviours|
June
2015
The
average
Bri7sh
worker
• Spends
36
days
per
year
answering
work
emails
• Sends
or
received
121
emails
per
day
• That’s
almost
10
per
cent
of
working
life
BBC/Lindsey
Barber
April
2015
Background:
Email
Overload
Average
annual
cost
of
7me
spent
sending/reading
emails
is
£13,600**
*Dr
Thomas
Jackson,
Loughborough
University
**McKinsey
Ray
Tomlinson
created
email
in
1972
Internal
mail
system
replacing
memo’s
Today
600
million
people
use
it
interna7onally
Takes
on
average
2.5
minutes
to
compose
or
read
an
email
The
average
person
checks
their
email
account
36
7mes
per
hour
80%
of
interrup7ons
(including
emails)
are
considered
trivial

6. PLACEmaking
|
Working
beyond
boundaries|
Workplace
Transforma7on
Changing
Behaviours|
June
2015
10,800
8,775
8,325
6,075
6,075
6,075
5,850
5,400
5,175
4,950
3,825
3,600
0
2,000
4,000
6,000
8,000
10,000
12,000
Southwest
London
North
East
East
of
England
South
East
Yorkshire
&
Humber
Northern
Ireland
East
Midlands
Wales
North
West
West
Midland
Scotland
Series1
Published
Source:
O2
Business
Background:
NaConal
StaCsCcs

7. PLACEmaking
|
Working
beyond
boundaries|
Workplace
Transforma7on
Changing
Behaviours|
June
2015
• Department
of
Business,
Innova7on
&
Skills
–
email,
major
regional
constraint
on
the
Southwest’s
economic
recovery
and
future
performance,
and
so
• Your
organisa7ons
have
signed
up
to
reducing
email
traffic
by
a
minimum
of
50%
by
April
2016
• This
requires
changes
in
accepted
behaviours
with
the
introduc7on
of
more
modern
instant
messaging
replacement
technologies
• The
new
approach
will
reduce
dependency
on
emails
by
increasing
people
talking
to
each
other:
face
to
face
and
using
Apps
that
reduce
cost
of
conference
call
connec7vity
Training:
The
Challenge
You
have
all
been
selected
to
be
key
‘change
agents’
leading
on
this
business
transforma7on
–
your
responsibili7es
are
both
regional
as
well
as
within
your
own
organisa7on

8. PLACEmaking
|
Working
beyond
boundaries|
Workplace
Transforma7on
Changing
Behaviours|
June
2015
Today’s
1st
AcCvity
Given
the
limited
7mescale
and
the
size
of
the
challenge,
developing
an
appropriate
engagement
plan
is
essen7al
There
are
4
principle
profile
responses
to
change
challenges
Ac7vity
1:
We
want
you
to
work
alone:
think
about
your
own
response
and
select
1
of
the
4
following
profiles
that
best
describes
your
response
to
this
challenge?

9. PLACEmaking
|
Working
beyond
boundaries|
Workplace
Transforma7on
Changing
Behaviours|
June
2015
Thinks
the
proposal
to
the
challenge
is
valid
–for
everyone
else
that
is
–
but
• Intui7vely
you
know
there’s
a
beoer
solu7on
• Focused
on
what’s
best
for
you
because
you
assume
that’s
also
best
for
everyone
else
• Accept
the
‘reward’
of
others
following
your
alterna7ve
lead
–
but
that
has
to
be
on
your
terms
Cau7ous
of
the
proposal
(even
though
you
have
no
other
solu7on
for
the
challenge)
and
you’re
very
focused
on
the
transforma7on
‘journey’
experience,
so
• Need
to
be
persuaded
get
engaged
with
the
challenge
in
the
first
place
• Look
to
trusted
others
to
address/
mi7gate
all
possible
risks
(e.g.
health
&
safety,
occupa7onal
heath
etc.)
while
you
get
on
with
your
day
to
day
Accept
that
the
outcome
of
the
challenge
is
of
major
importance
to
your
business
but
• Will
watch
‘enthusias7c’
others
test
kit/
experience
–
if
they’re
successful
will
then
take
forward
the
ini7a7ves
• Very
focused
on
the
outcome
objec7ves
–
need
benefits
to
be
clearly
defined
and
want
to
plan
ahead,
assess
risks
and
put
mi7ga7ons
in
place
See
this
challenge
as
a
huge
adventure
and
• Ins7nc7vely
you
know
you’ll
be
the
first
in
the
queue
to
test
and
trial
every
new
bit
of
kit/approach/experience
• You
stay
focused
on
the
objec7ves
and
posi7vely
bounce
back
from
‘hiccups’
along
the
way

10. PLACEmaking
|
Working
beyond
boundaries|
Workplace
Transforma7on
Changing
Behaviours|
June
2015
settlers! planners!
pioneers!
trail!
blazers!
example
example
example
example
example
example
example
example
Example:
2nd
AcCvity
envisage! experiment!
demonstrate!coach!

11. PLACEmaking
|
Working
beyond
boundaries|
Workplace
Transforma7on
Changing
Behaviours|
June
2015
Today’s
2nd
AcCvity
Select
a
communica7ons
style
that
responds
to
the
engagement
profiles
already
described
Ac7vity
2:
We
want
you
to
work
as
a
team
on
your
table:
agree
and
place
2
communica7ons
styles
(from
the
8
cards
on
your
table)
onto
the
poster,
purng
2
cards
on
each
of
the
4
engagement
profiles

12. PLACEmaking
|
Working
beyond
boundaries|
Workplace
Transforma7on
Changing
Behaviours|
June
2015
Today’s
3rd
AcCvity
Ac7vity
3:
Think
about
some
types
of
communica7on
and
that
you
think
would
be
useful/suppor7ve
for
this
challenge
Call
them
out
Remember
the
Challenge:
Your
organisa7ons
have
signed
up
to
reducing
email
traffic
by
a
minimum
of
50%
by
April
2016

13. PLACEmaking
|
Working
beyond
boundaries|
Workplace
Transforma7on
Changing
Behaviours|
June
2015
Summarising
what
we’ve
covered
Communica7ons
Top
Tips
• Communica7ons
as
early
as
possible
–
don’t
depend
on
email!
• Direc7on
and
leadership
–why
we
are
commioed
to
this
change
• Clear
on
the
7mescale
and
target
objec7ves
• Keep
communica7ons
understandable,
consistent
and
well-­‐
7med
• Give
people
chance
to
be
involved
• An7cipate
ques7ons
–
be
prepared
with
factual
answers
• Listen
and
consider
the
feelings
and
comments
being
made
• Recognise
audience
–
apply
variety
of
channels/styles
of
communica7ons
• Report
short
term
wins
–
visible
indicator
of
everyone’s
change
effort
Summarise
outputs:
The
Way
We
Work
is
constantly
changing
Change
is
messy
and
complex
–
sirng
in
technical
silo’s
is
no
longer
relevant
One
size
cannot
fit
all
–
profiles,
types
and
styles
Target
resources
accurately
–
e.g.
Pioneers
provide
greatest
benefits
All
‘roads’
lead
from
and
back
to
the
clarity
of
the
‘Vision’

14. PLACEmaking
|
Working
beyond
boundaries|
Workplace
Transforma7on
Changing
Behaviours|
June
2015
Achieving
TransformaConal
Change
Vision& Engagement& Incen/ves& Tools& Outcomes&
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+" +" + + = CONFUSION'
+" +" + + = ANXIETY'
+" +" + + = GRADUAL'CHANGE'
+" +" + + = FRUSTRATION'
+" +" + + = FALSE'START'
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Pla0orms/
providers/place"
Relatable"
benefits"
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corporate"
Efficiency/
Effec?veness"and"
Expression"
Advocates/
leadership"
Transformation adds and embeds key change elements: delivers desired outcomes
connected to the original purpose and Vision!
Vision& Engagement& Incen/ves& Tools& Outcomes&
+" +" + + = CHANGE'
+" +" + + = CONFUSION'
+" +" + + = ANXIETY'
+" +" + + = GRADUAL'CHANGE'
+" +" + + = FRUSTRATION'
+" +" + + = FALSE'START'
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✗"
Celebrated"
successes"
Pla0orms/
providers/place"
Relatable"
benefits"
(personal"and"
corporate"
Efficiency/
Effec?veness"and"
Expression"
Advocates/
leadership"