A workplace strategy defines a long-term plan to align workplace design with business goals through five components: processes, structure, strategy, people, and rewards. Effective strategies consider space utilization, productivity, culture, and branding. Historically, strategies focused on cost reduction but now emphasize collaboration, innovation, and employee well-being. Emerging trends include alternative work arrangements enabled by technology and emphasis on physical and virtual work environments that stimulate creativity.
VMworld 2013: End User Computing Solutions for Financial ServicesVMworld
VMworld 2013
Muthu Somasundaram, VMware
Erick Stoeckle, Northrim Bank
Learn more about VMworld and register at http://www.vmworld.com/index.jspa?src=socmed-vmworld-slideshare
Avanade digital workplace keynote microsoft recoder london 2015Andy Hutchins
Presentation from the Microsoft Recoder 2015 event in London summarising business value and deployment considerations for a digital workplace on Microsoft cloud technologies.
This document discusses the digital workplace and employee engagement. It begins with an introduction to the author and her background researching digital workplaces. It then discusses key findings from her most recent survey of 314 organizations regarding employee engagement levels. Interviews are presented that provide perspectives on millennials in the workplace and how organizations can better support flexibility, transparency, and contribution-based work. The document outlines the evolution of the digital workplace from separate intranets and collaboration platforms to a more converged social model. It also analyzes differences between early adopters and the majority of organizations in areas like culture, strategic drivers, and support for virtual teams. Finally, it discusses how the digital workplace can help with customer service scenarios and the top challenges organizations face in
iStrategy Melbourne - Customer Relevance: The Next Frontier for Competitive A...iStrategy
The volume and complexity of digital data today often paralyses companies. With so much to be observed and so many insights to be generated, where should strategic marketers start? According to Jason Juma-Ross, Accenture's Australian Interactive lead, success lies not in generating the 'best' answer, but in getting to a better answer faster than your competitors. Here, he explains how customer relevance, delivered at scale and speed, is the next frontier for competitive advantage.
How to Increase Performance and Virtualization Efficiency with Emulex 16Gb FC...Emulex Corporation
Join Barbara Porter from Emulex, with Bob Laliberte, senior analyst, and Tony Palmer, senior engineer/analyst, at ESG, for an in-depth analysis of 16Gb Fibre Channel (16GFC) and an overview of the results of an ESG Lab Validation of Emulex’s high performance, low latency 16GFC adapters, built for highly virtualized environments.
The document discusses opportunities and challenges for improving operational performance in commercial buildings. It notes that understanding market size, return on investment, and financial implications are important. Energy efficiency upgrades can provide significant cost savings and emissions reductions but the level of savings depends highly on the existing building's condition. Government owns a large portion of leased office space that could see major benefits from efficiency improvements. Overall, existing buildings present the key opportunity for reducing energy usage and costs through retrofits and better facility management.
VMworld 2013: End User Computing Solutions for Financial ServicesVMworld
VMworld 2013
Muthu Somasundaram, VMware
Erick Stoeckle, Northrim Bank
Learn more about VMworld and register at http://www.vmworld.com/index.jspa?src=socmed-vmworld-slideshare
Avanade digital workplace keynote microsoft recoder london 2015Andy Hutchins
Presentation from the Microsoft Recoder 2015 event in London summarising business value and deployment considerations for a digital workplace on Microsoft cloud technologies.
This document discusses the digital workplace and employee engagement. It begins with an introduction to the author and her background researching digital workplaces. It then discusses key findings from her most recent survey of 314 organizations regarding employee engagement levels. Interviews are presented that provide perspectives on millennials in the workplace and how organizations can better support flexibility, transparency, and contribution-based work. The document outlines the evolution of the digital workplace from separate intranets and collaboration platforms to a more converged social model. It also analyzes differences between early adopters and the majority of organizations in areas like culture, strategic drivers, and support for virtual teams. Finally, it discusses how the digital workplace can help with customer service scenarios and the top challenges organizations face in
iStrategy Melbourne - Customer Relevance: The Next Frontier for Competitive A...iStrategy
The volume and complexity of digital data today often paralyses companies. With so much to be observed and so many insights to be generated, where should strategic marketers start? According to Jason Juma-Ross, Accenture's Australian Interactive lead, success lies not in generating the 'best' answer, but in getting to a better answer faster than your competitors. Here, he explains how customer relevance, delivered at scale and speed, is the next frontier for competitive advantage.
How to Increase Performance and Virtualization Efficiency with Emulex 16Gb FC...Emulex Corporation
Join Barbara Porter from Emulex, with Bob Laliberte, senior analyst, and Tony Palmer, senior engineer/analyst, at ESG, for an in-depth analysis of 16Gb Fibre Channel (16GFC) and an overview of the results of an ESG Lab Validation of Emulex’s high performance, low latency 16GFC adapters, built for highly virtualized environments.
The document discusses opportunities and challenges for improving operational performance in commercial buildings. It notes that understanding market size, return on investment, and financial implications are important. Energy efficiency upgrades can provide significant cost savings and emissions reductions but the level of savings depends highly on the existing building's condition. Government owns a large portion of leased office space that could see major benefits from efficiency improvements. Overall, existing buildings present the key opportunity for reducing energy usage and costs through retrofits and better facility management.
The document discusses operational performance opportunities and challenges in commercial buildings. It provides an overview of key topics like market size, return on investment from facility management, drivers and incentives, and financial implications of various factors. Several sections analyze data on electricity prices, comparative sector sizes, property investment markets, office stock distribution and ageing, and studies on improvement assets. Case studies examine typical capital costs, avoiding obsolescence, reducing energy outgoings, and incentives required. Finally, it discusses business expenses for tenants and environmental drivers like embodied energy and water.
Michael Skelton – Facility Management in a changing climate NEXTDC
The document discusses operational performance opportunities and challenges in commercial buildings. It provides an overview of key topics like market size, return on investment from facility management, drivers and incentives, and financial implications of various factors. Several sections analyze data on electricity prices, comparative sector sizes, property investment markets, office stock distribution and ageing, and studies on improvement assets. Case studies examine typical capital costs, avoiding obsolescence, reducing energy outgoings, and incentives required. Finally, it discusses business expenses for tenants and environmental drivers like embodied energy and water.
The document discusses opportunities and challenges for improving operational performance in commercial buildings. It notes that understanding market size, return on investment, and financial implications are important. Energy efficiency upgrades can provide significant cost savings and emissions reductions but the level of savings depends highly on the existing building's condition. Government owns a large portion of leased commercial space, so improving efficiency in these buildings could have a large impact. Overall, existing buildings present the key opportunity for reducing energy use and emissions through upgrades.
The document discusses the role of Chief Sustainability Officers, including how their functions are typically structured within organizations, trends in sustainability budgets, and how they can maximize influence. It finds that sustainability teams usually report to communications departments and have small budgets but outsized influence. It provides advice on leveraging small teams and budgets, and emphasizes developing an authentic sustainability mission to drive change.
This document discusses how virtualization can enhance IT infrastructure and help organizations overcome challenges like data growth. It finds that more advanced virtualization deployments, with higher percentages of virtualized servers and critical workloads, achieve greater benefits than basic deployments. These benefits include improved efficiency, flexibility to respond to business needs quickly, and reduced hardware and staffing costs. However, storage solutions may still hinder some organizations from fully realizing the potential of virtualization. The document will examine how the right storage implementation can maximize virtualization benefits.
(162) New Script For Care Management ( January 2011)Citizen Network
This document outlines a proposed new model for care management and planning. It shows that currently, care managers spend only 44% of their time on core functions like assessment and planning, with the rest spent on crisis management (24%) and other residual tasks (32%). The document proposes reallocating the 32% of residual time towards reinvestment, which could provide £1,399,512.88 or an additional £212.76 per person for support. It raises questions about how to implement this new model in practice and support the necessary changes to social work practices, rules, communication and commissioning.
Infrastructure Consolidation and VirtualizationBob Rhubart
As presented by Roddy Rodstein at OTN Architect Day in Pasadena, July 9, 2009.
Find an OTN Architect Day event near you: http://www.oracle.com/technology/architect/archday.html
Interact with Architect Day presenters and participants on Oracle Mix: https://mix.oracle.com/groups/15511
Lessons learned from CEE’s public building recommissioning program PBEEEP. Tasked with improving the energy performance of public buildings, PBEEEP aimed to transform Minnesota’s existing building commissioning market from an audit to an energy investigation. Program staff screened over nine hundred buildings to identify buildings where an energy investigation would be cost effective, then calculated site-specific energy savings to determine the paybacks of recommended energy efficiency measures. This process identified lower average savings for existing building commissioning than other studies, which is of note for policy makers and practitioners. All sites achieved energy savings, many while the study was in progress.
An excerpt of my Persuasive Communication and Influence workshop. For more information or to book a workshop, visit my website at http://lundbergmedia.com or e-mail me at abbie@lundbergmedia.com
The document discusses developing a business case for requesting project funding. It provides context on the need for IT project planning given executive scrutiny of IT investments. Poor methodology currently wastes time on good ideas that do not get funded. The solution presented is to utilize Project Management Body of Knowledge (PMBOK) principles to create a more credible business case that improves the chance of funding. The benefits are outlined as improving the opportunity for capital budget requests to be approved.
In 3 sentences:
BRMalls reported excellent operating and financial results for 2Q08, with NOI growth of 102.2% and same-property NOI growth of 20.9%. Strong performance from their malls included same-store sales growth of 10.8% and rent growth of 9.5%. BRMalls also demonstrated a solid financial position with a long-term debt profile and R$911 million in cash.
In 3 sentences:
BRMalls reported excellent operating and financial results for 2Q08, with NOI growth of 102.2% and same-property NOI growth of 20.9%. Strong performance from their malls included same-store sales growth of 10.8% and rent growth of 9.5%. BRMalls also demonstrated a solid financial position with a long-term debt profile and R$911 million in cash.
iStrategy 2012, Melbourne: Customer relevance - the next frontier for competi...Jason Juma-Ross
The volume and complexity of digital data today often paralyses companies. With so much to be observed and so many insights to be generated, where should strategic marketers start? According to Jason Juma-Ross, Accenture's Australian Interactive lead, success lies not in generating the 'best' answer, but in getting to a better answer faster than your competitors. Here, he explains how customer relevance, delivered at scale and speed, is the next frontier for competitive advantage.
The document discusses strategies for reducing paper waste and optimizing printing in offices. It recommends taking a 3 step approach: 1) Define printing policies and optimize device usage, 2) Implement managed print services for ongoing monitoring and improvements, and 3) Conduct process reviews to identify digitization opportunities and further reduce unnecessary printing. Case studies show these approaches can reduce printing volumes by 50% or more and lower annual printing budgets significantly.
The document discusses a study comparing Agile and waterfall project delivery methods across several metrics. It outlines the study's setup, data collection process from 278 IT projects, and analysis of core metrics like size, duration, effort/cost, and quality. Key findings included Agile projects having shorter duration, higher defects initially but lower over time, and better productivity and time-to-market than waterfall projects, especially for larger projects. Factors contributing to best and worst practices are also examined.
Mobility Strategy, Carbon Footprint and the Bottom LineLogan Wright
This document discusses how increasing employee mobility through remote work policies can significantly reduce a company's carbon footprint and office space needs while enhancing productivity. It notes that average office space is dramatically underutilized, with desks sitting empty over 50% of the time on average. Allowing more flexible work arrangements like working from home or shared workspaces would drive lower energy consumption and costs since less physical office space is required. The document provides examples of companies that have cut their carbon emissions and office space footprint by over 60% through mobilizing their workforce. It argues that widespread adoption of these mobile work policies across companies could dramatically reduce carbon emissions on a large scale.
The document discusses operational performance opportunities and challenges in commercial buildings. It provides an overview of key topics like market size, return on investment from facility management, drivers and incentives, and financial implications of various factors. Several sections analyze data on electricity prices, comparative sector sizes, property investment markets, office stock distribution and ageing, and studies on improvement assets. Case studies examine typical capital costs, avoiding obsolescence, reducing energy outgoings, and incentives required. Finally, it discusses business expenses for tenants and environmental drivers like embodied energy and water.
Michael Skelton – Facility Management in a changing climate NEXTDC
The document discusses operational performance opportunities and challenges in commercial buildings. It provides an overview of key topics like market size, return on investment from facility management, drivers and incentives, and financial implications of various factors. Several sections analyze data on electricity prices, comparative sector sizes, property investment markets, office stock distribution and ageing, and studies on improvement assets. Case studies examine typical capital costs, avoiding obsolescence, reducing energy outgoings, and incentives required. Finally, it discusses business expenses for tenants and environmental drivers like embodied energy and water.
The document discusses opportunities and challenges for improving operational performance in commercial buildings. It notes that understanding market size, return on investment, and financial implications are important. Energy efficiency upgrades can provide significant cost savings and emissions reductions but the level of savings depends highly on the existing building's condition. Government owns a large portion of leased commercial space, so improving efficiency in these buildings could have a large impact. Overall, existing buildings present the key opportunity for reducing energy use and emissions through upgrades.
The document discusses the role of Chief Sustainability Officers, including how their functions are typically structured within organizations, trends in sustainability budgets, and how they can maximize influence. It finds that sustainability teams usually report to communications departments and have small budgets but outsized influence. It provides advice on leveraging small teams and budgets, and emphasizes developing an authentic sustainability mission to drive change.
This document discusses how virtualization can enhance IT infrastructure and help organizations overcome challenges like data growth. It finds that more advanced virtualization deployments, with higher percentages of virtualized servers and critical workloads, achieve greater benefits than basic deployments. These benefits include improved efficiency, flexibility to respond to business needs quickly, and reduced hardware and staffing costs. However, storage solutions may still hinder some organizations from fully realizing the potential of virtualization. The document will examine how the right storage implementation can maximize virtualization benefits.
(162) New Script For Care Management ( January 2011)Citizen Network
This document outlines a proposed new model for care management and planning. It shows that currently, care managers spend only 44% of their time on core functions like assessment and planning, with the rest spent on crisis management (24%) and other residual tasks (32%). The document proposes reallocating the 32% of residual time towards reinvestment, which could provide £1,399,512.88 or an additional £212.76 per person for support. It raises questions about how to implement this new model in practice and support the necessary changes to social work practices, rules, communication and commissioning.
Infrastructure Consolidation and VirtualizationBob Rhubart
As presented by Roddy Rodstein at OTN Architect Day in Pasadena, July 9, 2009.
Find an OTN Architect Day event near you: http://www.oracle.com/technology/architect/archday.html
Interact with Architect Day presenters and participants on Oracle Mix: https://mix.oracle.com/groups/15511
Lessons learned from CEE’s public building recommissioning program PBEEEP. Tasked with improving the energy performance of public buildings, PBEEEP aimed to transform Minnesota’s existing building commissioning market from an audit to an energy investigation. Program staff screened over nine hundred buildings to identify buildings where an energy investigation would be cost effective, then calculated site-specific energy savings to determine the paybacks of recommended energy efficiency measures. This process identified lower average savings for existing building commissioning than other studies, which is of note for policy makers and practitioners. All sites achieved energy savings, many while the study was in progress.
An excerpt of my Persuasive Communication and Influence workshop. For more information or to book a workshop, visit my website at http://lundbergmedia.com or e-mail me at abbie@lundbergmedia.com
The document discusses developing a business case for requesting project funding. It provides context on the need for IT project planning given executive scrutiny of IT investments. Poor methodology currently wastes time on good ideas that do not get funded. The solution presented is to utilize Project Management Body of Knowledge (PMBOK) principles to create a more credible business case that improves the chance of funding. The benefits are outlined as improving the opportunity for capital budget requests to be approved.
In 3 sentences:
BRMalls reported excellent operating and financial results for 2Q08, with NOI growth of 102.2% and same-property NOI growth of 20.9%. Strong performance from their malls included same-store sales growth of 10.8% and rent growth of 9.5%. BRMalls also demonstrated a solid financial position with a long-term debt profile and R$911 million in cash.
In 3 sentences:
BRMalls reported excellent operating and financial results for 2Q08, with NOI growth of 102.2% and same-property NOI growth of 20.9%. Strong performance from their malls included same-store sales growth of 10.8% and rent growth of 9.5%. BRMalls also demonstrated a solid financial position with a long-term debt profile and R$911 million in cash.
iStrategy 2012, Melbourne: Customer relevance - the next frontier for competi...Jason Juma-Ross
The volume and complexity of digital data today often paralyses companies. With so much to be observed and so many insights to be generated, where should strategic marketers start? According to Jason Juma-Ross, Accenture's Australian Interactive lead, success lies not in generating the 'best' answer, but in getting to a better answer faster than your competitors. Here, he explains how customer relevance, delivered at scale and speed, is the next frontier for competitive advantage.
The document discusses strategies for reducing paper waste and optimizing printing in offices. It recommends taking a 3 step approach: 1) Define printing policies and optimize device usage, 2) Implement managed print services for ongoing monitoring and improvements, and 3) Conduct process reviews to identify digitization opportunities and further reduce unnecessary printing. Case studies show these approaches can reduce printing volumes by 50% or more and lower annual printing budgets significantly.
The document discusses a study comparing Agile and waterfall project delivery methods across several metrics. It outlines the study's setup, data collection process from 278 IT projects, and analysis of core metrics like size, duration, effort/cost, and quality. Key findings included Agile projects having shorter duration, higher defects initially but lower over time, and better productivity and time-to-market than waterfall projects, especially for larger projects. Factors contributing to best and worst practices are also examined.
Mobility Strategy, Carbon Footprint and the Bottom LineLogan Wright
This document discusses how increasing employee mobility through remote work policies can significantly reduce a company's carbon footprint and office space needs while enhancing productivity. It notes that average office space is dramatically underutilized, with desks sitting empty over 50% of the time on average. Allowing more flexible work arrangements like working from home or shared workspaces would drive lower energy consumption and costs since less physical office space is required. The document provides examples of companies that have cut their carbon emissions and office space footprint by over 60% through mobilizing their workforce. It argues that widespread adoption of these mobile work policies across companies could dramatically reduce carbon emissions on a large scale.
2. Workplace Strategy – A Definition
Five Components of Workplace Strategy
Process : Work process, technology interface, collaboration
Structure : Management/organisational structure, business units, technology infrastructure, culture
Strategy : Brand strategy, change management & workplace transformation, business strategy
People : Demographics, motivation, retention & hiring, HR policies
Rewards : Understanding how employees value workplace as compensation
„Star Model‟ for effectiveness - Jay Galbraith 1995
Designing Organisations: An Executive Briefing on Strategy, Structure and Process
A Strategy is a long term plan of action designed to achieve a goal.
3. Workplace Strategy - Design
Workplace Design should be :
- maximising the use of space and minimising costs
- providing accommodation to suit the business
- enhancing productivity/performance
- an enabler of cultural change
- a manifestation of the ‘brand’
“Common definition shows a limited and cost-focused perspective.”
Arnold Craig Levin, Design Management Review, Spring 2007
A Strategy is a long term plan of action designed to achieve a goal.
4. Workplace Strategy – A History
Workplace Design
Post WW II – „Modernism‟ – form followed function
1980’s – „Post-modernism‟ – design form took precedence over function
1990’s – Workplace Strategy was a backlash
Primary driver was reduction in Real Estate costs.
Space planning and strategy were separated from design.
Perceived value was only in the business case. Then came…..
Universal Planning - structured space planning to increase density and save costs.
Judged by…..
Benchmarking - m2 per person and % usage as a tool for judging financial success.
2004-2009 +/- Workplace Strategists provide the way to combine the brief and design
concept.
A Strategy is a long term plan of action designed to achieve a goal.
5. Workplace Strategy – Process
Workplace Strategy should align with the enterprise drivers :
Process Driven :
1. Educate & Assess
2. Build the Business Case
3. Design the Plan
4. Implement
5. Monitor for Continuous Success
Property related costs are second only to Salaries and Benefits
CoreNet Global Leader Magazine Jan/Feb 2008
Written by Debra Moritz & Sarah Evans: Jones Lang LaSalle
A Strategy is a long term plan of action designed to achieve a goal.
6. Universal Planning – Example Space Saving by Increasing Density
By re-planning the space more efficiently and taking down walls to
increase the open plan area, secondary circulation was reduced from
31% to 20%.
NIA - New
Open plan
5,910 m2
3,714 m2 Cellular
20%
Meeting Support
5%
887 m2 Secondary Circulation
56%
19% 10,833
m2
243 m2 10,058 3,536 m2
m2
2,759 m2
Total Net Internal Area – 18,970 m2 Total Net Internal Area – 18,970 m2
Source: Project ABN Amro
A Strategy is a long term plan of action designed to achieve a goal.
7. Workplace Trends – Mid/Back Office Actual Support Space Comparison
28.01.2005
Example Benchmarking
NIA per
~4.6 m² ~3.9 m² ~4.7 m² ~3.0 m² ~3.5 m² ~6.2 m²
occupant*
for Support
Space
~10% Food ~8% ~6%
~15% Service ~20% ~23%
~19% ~23%
~24%
Meeting
~31% ~25%
Space
~36%
Additional
~56% ~46% ~67% ~50% ~32% ~65% * m2/occupant
Support
Floor
~10% ~8% Support ~6% ~5% ~9% ~6%
Worldwide Europe UK BE NL US
Source: Gensler Project ING
A Strategy is a long term plan of action designed to achieve a goal.
8. Workplace Trends – Emerging Trends and Findings USA 2006
Existing Status Quo
0%
7%
4% 4%
22% 22%
43%
43%
24%
31%
Legend Alternative Office
0%
4%
Loss Factor 22%
MD’s/Directors
Workplace
41%
Shared Facilities Source: Gensler
Circulation
33%
A Strategy is a long term plan of action designed to achieve a goal.
9. Workplace Strategy – 2008
Alternative Work Strategies (AWS)
- Distributed Work Options- teleworker, mobile, remote
- Satellites – hubs for touchdown & unassigned desks
- Move to Mobility- term currently used for unassigned workplaces
- Kantoorinnovatie – NL GBA 1997 definition for working from multiple places
- Change of Use – buildings other than office buildings
An average week =
Working at your desk 52% of the time
Internal meetings or interacting with colleagues 28%
External meetings 12%
Travelling 8% Source: Gensler
A Strategy is a long term plan of action designed to achieve a goal.
10. Workplace Strategy – Current Status 2005
Planning approach
Alternative workspace is a concept that provides a flexible working
environment designed to match the needs of modern business and can be
interpreted in many different ways.
Increases meeting space:
Breakout
Meeting room
Presentation room
Private lounge
Video conference
Think tank
Provides alternative work settings for different types of activities:
Project space
Teaming areas
Lounge
Think tank
Increases capacity of the floor without downsizing the individual workstation:
Communal meeting spaces
Quiet rooms
Project space
Innovation comes not from discovering Flexible meeting / office spaces/ rooms
something wholly new, Provides space for visitors to work and collaborate:
Visitor touchdown
but from putting elements together in a Study office
wholly new way. Quiet room
Source: Gensler Project ABN Amro
A Strategy is a long term plan of action designed to achieve a goal.
11. Workplace Strategy – Distribution of Space 2005
INNOVATIVE OFFICE ENVIRONMENT TRADITIONAL OFFICE ENVIRONMENT
TRADITIONAL OFFICE ENVIRONMENT
10%
15-20% NIA Philips 16% 19%
NIA (World)
Enclosed spaces
Closed Offices
Open spaces 19%
40% Open plan
Common Support Common Support
30%
Primary Circulation Primary Circulation
46%
WORK PERFORMANCE 18% 13%
NIA (Europe)
Companies create open plan environments to promote teamwork, communication,
and innovation. Breaking down the walls decreases the perceived and real hierarchy
in a traditional, entitlement based environment. It also helps to promote greater
interaction between employees, encouraging more chance encounters and informal Closed Offices
discussions. The trend is toward more collaborative spaces and as the number of 16%
traditional worksettings decrease, the amount of support space and alternative Open plan
worksettings increases. Common Support
Source: Gensler Project Toyota 53%
Primary Circulation
A Strategy is a long term plan of action designed to achieve a goal.
12. Workplace Strategy – Spaceless Growth
Desk Sharing - Mobile /Assigned – How does it Work?
Desk Sharing
Traditional Office
350 desks
in 5250 m2
350 desks
in 5250 m2
100 fixed desks 250 shared desks
@1:1 @1:1.6 per desk
350 HC supported
350 fixed desks
@density of 15m2 No shared desks
@ 1:1 100 people 400 people
Per HC/Deskcount
500 people supported @ density of 15m2
per desk and utilisation of 1:1.4
A Strategy is a long term plan of action designed to achieve a goal.
13. Workplace Strategy – Spaceless Growth
Desk Sharing/Seat Capacity – How does it Work?
Desk Sharing
Seat Capacity
350 desks
in 5250 m2
1575m2 Common
Areas
in 5250 m2
100 fixed desks 250 shared desks
@1:1 @1:1.6 per desk
150 alternative 100 HC supported 400 HC sharing
Worksettings & @density of 15m2 desks
100 meeting spaces Per HC/Deskcount @1:1.6
100 people 400 people
500 people supported @ density of 15m2
650 seat capacity = 728 people supported
per desk and utilisation of 1:1.4
@ utilisation of 1:1.2
A Strategy is a long term plan of action designed to achieve a goal.
14. Workplace Strategy – Spaceless Growth
The objective of Spaceless Growth is to sign a lease and by means of forecasted growth remain in the
same space, giving predictability of RE Costs over the period of the lease – but what’s holding it back?
- Management practices slow to change
- Local regulations & employees unions – risk averse
- Nature of the building stock – investment outweighs the benefits
- Demands for Sustainability – CO2 footprint
- Sector/National differences in culture- current style of workplace design
Mental Health problems are having a huge impact in the workplace. Study of 30,000 employees by
CIPD in UK shows increasing numbers are taking time off for depression and stress. Source: Independent 2007
But what is the future?
Home, once the shelter from the stress of work, will merge with the rest of the places we work in.
A Strategy is a long term plan of action designed to achieve a goal.
15. Workplace Strategy – Impact of Technology
Computers
1955- 1975 people shared them
1975-1995 one to one relationship (desk bound)
1995- 20?? many computers to one person (laptops & wireless)
IBM - eMobility saves hundreds of millions of $ every year in Real Estate costs
Source: Workplace Trends Conference 2004
Cisco - 37/40% savings in RE with employees on the road 20% of the time
Source: CoreNet Global Summit
Capital 1 – „Future of Work‟ – AWS - 24/31% reduction in the speed of decision making
Source: Joel Ratekin, Ratekin Consulting
Office of the future requires thinking in terms of space and time…not desks and chairs,
Martha O‟Mara “Strategy & Place” DW Distributed Work 2005
A Strategy is a long term plan of action designed to achieve a goal.
16. Workplace Strategy – Future Trends
Some thoughts: Technology = enablers = freedom = control = creativity
The workplace will be both virtual and geographical
Workplace will become an increasingly important place for self-realisation
We will demand original surroundings that stimulate creativity & innovation
We will take an individual role in creating our own space for work
Architecture will become more & more transparent, interior and exterior will merge
Growth will be achieved by taking a holistic approach, embracing social responsibility as well as
economics and technology
The challenge for Real Estate professionals is to adapt to managing flexible environments in the
portfolio, for IT to manage the virtual workplace and for HR to accept a greater responsibility for
reaching out to individuals.
“Collaboration will happen on an astronomical scale- teams will number in thousands or even millions
providing capability. It will challenge our most deep rooted assumptions about how to do business,”
Don Tapscott & Anthony D. Williams, “Wikinomics – How Mass Collaboration Changes Everything”
A Strategy is a long term plan of action designed to achieve a goal.
17. This handout is a shortened version of the presentation given to DWIRE (Dutch Women in Real Estate) May 2008.
The Original Creative Co-op covers all aspects of WorkPlace and the Future of Work, including but not
limited to, Workplace Strategy/Design, Cultural Mapping, Future Trends, Change Management,
Building Analysis, and Strategic Profiling. OCCo includes other trade names associated with diversified
but connected activities such as research initiatives, speaking at International events, organizing and
facilitating workshops, think tanks, and development of consulting tools.
All material copyright protected Original Creative Co-op B.V.