Workplace Design - An Evolving Practice

• DEGW • Workplace objectives - Relate office workplaces more directly to the achievement of business and organizational goals - Re-invent the process by which workplaces – and business goals – are achieved Contents The Process Methodology and tools Consulting Services Measurement Support Services DEGW: who we are The DEGW Difference • Workplace Evolution - integration of people, space and technology - design is more important because it becomes a catalyst for cultural change - today we need to know how to generate community and “place-make” with and without physical space • Iterative project process identify objectives collect data analyze data articulate strategy design liaison test strategy review results • Consulting Services DEGW Methods and Tools - Envisioning - Cultural assessment - Interviews - Workplace Performance Survey - Observational studies - Staff focus groups - Executive/Designer liaison - Recommendations and documentation 80% 70% 60% 50% 40% 30% 20% 10% • 0% 08:30 09:30 10:30 11:30 12:30 Two Case Studies - Morgan Stanley, London - BBC, UK • Accenture, Chicago Morgan Stanley, UK Pilot Workspace Objectives - Property should be strategically driven centrally from a global set of priorities - Innovation should be led through piloting, supported by data globally - Benchmarks and tools should support decision making and business change - Firm leadership should leverage space, people and technology in new ways to support the global business vision • Morgan Stanley, UK Work Process Mapping: Nine Steps in an IBD Transaction 1 Acquiring 2 3 4 5 Planning Briefing Knowledge Gathering Creating 6 7 Formatting Reviewing 8 9 Printing Delivering Legend There are probably 5 typical projects Coverage - marketing pitch Execution - buy side - sell side - raising debt - raising equity Knowledge Assimilation Reading Personal Filing Group Filing BIS M&A Library Other Professionals in IBD or other depts - equity analysts - specific - • Modeling, Submitting to Scenario Creative Building Services Creating or Writing Presentations Memos Letters Charts, Models Collaborative process Individual process Sub-process The size of the circle indicates the relative amount of time spent on this process Morgan Stanley, UK Focus Group Findings • Mobility and interaction is critical (inhibited by the building) • Image of innovation rather than tradition • Owned offices not required if private space is available Internal space 35% b 60% b 35 % • Important to break down hierarchy - engage staff and Perimeter offices 60% • Morgan Stanley, UK • BBC Workplace concept/objectives Broadcast House was part of the BBC’s 2020 Property Vision principles: • Greater interaction and collaboration, creativity comes from interaction • Attracting new talent and retaining current staff, space seen as symbol of valuing staff • Increased transparency, reduce ‘fortresses’ sharing space and therefore knowledge • Flexibility and adaptability, assembling teams and departments quickly • Decreasing churn costs • Research Firstly.… • recorded management direction and business objectives • established corporate culture and strategies for change • analysed content & location of work • observed and measured the use of space over time • surveyed needs and aspirations • audited current space use • Finally.… • investigated the space implications • established principles of space types • Methodology & participants 5. • 58 4% 312 20% 207 13% 132 8% 182 12% 137 9% 221 14% 1249 94 6% 221 14% 1564 100% % Distribution Respondant s 37 163 172 63 64 112 85 696 41 82 819 5% 20% 21% 8% 8% 14% 10% 5% 10% 100% Completed pilots Aberdeen 56 Broadcast 555 Corporate Centre 241 Glsgw Chldrn TV Prod 85 Glsgw Prod'n & Res 78 PMS 166 Radio Production 221 Subtotal 1402 120 BBC Radio 5 Live TV Entertainment ? TOTAL 1522 Pilots in Process 4. Pilot Study % Distribution 3. TUS Partcipants WPS Participants Workplaces Observerd 2. Workshop with Steering Committee: to identify corporate culture structure & business direction and Vision Time Utilization Survey: to find out what people do when & where Personnel Survey: to measure satisfaction with existing workplace conditions & establish key issues Interviews with snr management: to identify management perception of work process & content & Workshops with staff: to identify staff perception of work process & content Space Audit: a measure of current space use and distribution Headcount 1. Future Views 9 8 Corporate Centre 7 Broadcast 6 Project Management Services BBC Radio Production Features and Events 5 BBC Radio Production Drama 4 BBC Resources Scotland BBC Production Children and Features 3 BBC Aberdeen 2 1 0 to at Fl ar er i h al ic h c c ed lis rt a en to ed is l tra en c De tor Sh le ab t S r te to tile la o v ng ni an l mp rm -te g n o to l g in nn a pl o ar t e n Li r ea lin n no e iv ct ri e D c rti a to p e iv at ip o al t m r Fo al m r fo in l l ta na en tio c ir m e un to f xp d i o g e nt Ri o rta al t a n Sp itio ad r T e bl xi lf e • Consistency of vision (order & magnitude) in image, innovation and hierarchy • Contrast between Corporate and Broadcast • Interaction and Autonomy: Staff’s perception (by Directorate) 9 Type B • The majority of job types show very high interaction 1. with widely varied autonomy Interaction • Autonomy: Directorates divide into two principal types: Type A 5 spanning from low(2) - high(9) 2. with similar autonomy Grouped (4,5,6) or (6,7,8) 1 1 9 5 Autonomy • Aberdeen Corporate Production 1 - Scotland Radio Production Broadcast Entertainm e nt Radio 5 Live Resources - Scotland Interaction and Autonomy: Staff’s perception (by Job Type) 9 • Category 1: assistants, secretaries, runners • Category 3: editors, producers, project managers, production managers, directors 4 Interaction • Category 2: assistants, creatives, writers and journalists 2 3 5 1 • Category 4: producers, editors, organisers 1 1 5 9 Autonomy Aberdeen Corporate Production 1 - Scotland Radio Production • Broadcast Entertainm ent Radio 5 Live Resources - Scotland Time Utilisation Survey Daily activity pattern in workspaces for TV Entertainment 100% 90% 80% 100% Aberdeen 90% 100% Broadcast 90% 80% 80% 70% 70% 70% 60% 60% 60% 50% 50% 50% 40% 40% 40% 30% 30% 30% 20% 20% 20% 10% 10% 100% 0% 08:00 90% 80% 08:30 09:00 09:30 10:00 10:30 11:00 11:30 12:00 12:30 13:00 13:30 14:00 14:30 15:00 15:30 16:00 16:30 Radio 5 Live 100% 0% 17:00 17:30 8:15 90% 80% 10% 8:30 9:30 10:30 10:45 11:30 12:00 12:30 14:00 15:00 15:15 16:00 16:30 17:00 0% 100% 08:30 17:45 18:00 Glasgow Production & Resources 90% 80% 70% 70% 70% 60% 60% 60% 50% 50% 50% 40% 40% 40% 30% 30% 30% 20% 20% 20% 10% 10% 80% PMS 80% 09:30 10:30 11:30 12:30 14:00 15:00 16:00 17:00 0% 100% 18:00 08:30 Radio Production 90% 80% 70% 70% 70% 60% 60% 60% 50% 50% 50% 40% 40% 40% 30% 30% 30% 20% 20% 20% 10% 10% 10% 0% 8:30 9:00 9:30 10:00 10:30 11:00 11:30 12:00 12:30 • 13:00 13:30 14:00 14:30 15:00 15:30 16:00 16:30 17:00 0% 17:30 07:30 18:00 09:30 10:30 11:30 12:30 14:00 15:00 16:00 17:00 18:00 14:00 15:00 16:00 17:00 18:00 14:30 15:30 16:30 17:30 18:30 Glasgow Children’s TV 10% 100% 0% 0% 100% 07:00 07:30 08:00 08:30 09:00 09:30 10:00 10:30 11:00 11:30 12:00 12:30 13:00 13:30 14:00 14:30 15:00 15:30 16:00 16:30 17:00 17:30 18:00 08:30 18:30 90% 90% Corporate Centre 08:30 08:45 09:30 10:00 11:00 11:45 12:00 13:00 14:00 14:15 15:00 15:30 16:00 16:45 17:30 18:30 19:30 0% 19:45 08:30 09:30 10:30 11:30 12:30 TV Entertainment 09:30 10:30 11:30 12:30 Time Utilisation Survey Activities and tasks 100% 90% Activities by workstyle type Emp t y 80% U no ccup ied Pausing 70% Pap er hand ling R ead ing 60% W rit ing / read ing W rit ing o r read ing / cans W rit ing o r read ing / so und 50% T alking T elep ho ne 40% C o mp ut er C o mp ut er/ cans C o mp ut er/ so und 30% Sp ecialist act ivit y • 8 generic workstyles identified: Eng ineering 20% M eet ing 10% 0% 1 2 3 4 5 6 7 8 based on Mobility and collaboration – building occupancy 100% – internal mobility 90% – level of collaboration 80% – work content 70% –degree of future change 60% Out Mobile Empty Unoccupied 50% Collaborative Individual Collaboration 40% individual 30% 20% 10% • 0% 1 2 3 4 5 6 7 8 Work style: Type 1 2% of survey E.g. Directors TUS data Out/resident Enclosed office Shared …. @ desk <30% Out Out of of office office >60% >60% Else Else where where 10% 10% Paperwork Paperwork 1% 1% R eading/Writing Reading/Writing 2% 2% Phone Phone 3% 3% Meeting Meeting 13% 13% Talking 2% PC PC 9% 9% 25% Concentrate 15% Process 30% 40% Communicate 70% Collaborative • Touchdown Shared @ 1:3 Meeting rooms @1:10 Workshop data Individual With access to C These staff spend a high proportion of time out of the office. When they are in they tend to remain at their primary Informal meeting workplace, conducting a series of meetings. They are also among the lowest desk occupiers therefore do not need to own their own space but need to guarantee access. The nature of their role is primarily communicative, sharing and exchanging ideas. Depending on department and its responsibilities - the individuals location within the office will be paramount and should be central. Personal Filing @ 1:1 Work style: Type 2 E.g. Specialists, Consultants, Technical resources, Editors, Project Managers TUS data @ desk <35% Touchdown Shared …. Out Out of of office office 40-60% 40-60% Else Else where where 25% 25% Paperwork Paperwork 2% 2% R eading/Writing Reading/Writing 3% 3% (Specialist (Specialist activities) activities) PC PC 13% 13% Phone Phone 2% 2% Study Booth Shared @ 1:6 Talking 2% Meeting Meeting 6% 6% Meeting rooms @ 1:20 Workshop data 75% Concentrate Process 66% Individual 25% 7% 18% Communicate 34% Collaborative 0% Denotes significant future change • C 1% of survey Out/somewhat mobile These staff spend a high proportion of time out of the office. When they are in they With access to are mobile around the office. Working and collaborating in a Informal meeting variety of locations. They are among the lowest desk occupiers therefore do not need to own their own space but need to have access to a touchdown position when required. The nature of their role however is primarily individual and specialist. Currently working as individuals in a concentrated nature, in future they foresee themselves being more collaborative where the Personal Filing exchange of information is @ 1:1 paramount. Work style: Type 3 E.g. Engineering Managers, Engineers, Installation supervisor TUS data @ desk 40-45% Phone Phone 9% 9% Out Out of of office office 40-60% 40-60% Else Else where where 15-20% 15-20% Paperwork Paperwork 2% 2% Reading/Writing Reading/Writing 4% 4% Touchdown Shared PC PC 21% 21% Talking 3% Meeting Meeting 2% 2% Workshop data 53% Concentrate 40% 34% Process 13% Communicate 80% Individual Meeting rooms @ 1:20 Collaborative 20% 0% Denotes significant future change • C 10% of survey Somewhat out/ resident These staff spend a reasonably high proportion of time out of the office. When they are in With access to they spend between 15-20% away from their desk. They are Informal meeting among the mid-range of desk occupiers therefore do not need to own their own space but need to have access to a touchdown position when required. The nature of their role however is primarily individual and with a good proportion of routine work. Currently working individually, in future they foresee themselves being more collaborative. Personal Filing @ 1:1 Work style: Type 4 E.g. Head of Programmes, Producers, Snr Mgmt, Presenters, Reporters, Journalists, Editors, Prod. 17% Mgmt. Out/mobile Study Booth TUS data @ desk 30-40% Shared Out Out of of office office 30-40% 30-40% These staff spend a fairly high proportion of time out of the office. When they are in they are the highest mobile group. Working in a variety of locations. They are therefore among the lowest desk occupiers and do not need to own their own space but need to have access to an enclosed work setting when required. The nature of their role is primarily individual and of a concentrated nature. With access to Else Else where where >30% >30% Paperwork Paperwork 2% 2% Reading/Writing Reading/Writing 4% 4% Phone Phone 6% 6% PC PC 16% 16% Enclosed office Shared @ 1:10…. Talking 4% Meeting Meeting 3% 3% Meeting rooms @ 1:20 Workshop data 61% Concentrate 24% Process Individual Collaborative • 15% Communicate 86% of survey 14% C Personal Filing @ 1:1 Work style: Type 5 E.g. Head of function, Team Leader, Managers, 7% of survey Snr Project managers & PMs, Mgr Prof. Function Somewhat out/ somewhat resident Enclosed office (changing) Shared @ …. TUS data 40% @ desk 40-50% Out Out of of office office 30-40% 30-40% With access to Open meeting Shared @ 1:4 Else Else where where 20-30% 20-30% Paperwork Paperwork 2% 2% R eading/Writing Reading/Writing 5% 5% (specialist (specialist tasks) tasks) PC PC Talking 5% 17% 17% Phone Phone 5% 5% Study Booth Shared @ 1:5 Personal Filing @ 1:1 Meeting Meeting 11% 11% Workshop data 64% Concentrate 21% Process Communicate 57% Individual 16% 43% Collaborative • 53% 0% Denotes significant future change Project space/team work Shared @ 1:20 These staff spend a reasonably high proportion of time out of the office however, in the future they see this as being even higher. Today they are among the mid-range desk occupiers but in the future they will not need to own their own space. Again the nature of their role today is primarily concentrated individual work, in future however they foresee themselves being more collaborative. Hence the allocation of a shared enclosed setting to support individual and collaborative, concentrated work. Work style: Type 6 E.g. Research, Analyst, Advisors, Sales and Marketing Pas, Creative, Resource Development, Broadcast Assistants, resource Co-ordinators TUS data @ desk 40-50% In/mobile Open Plan Owned @ 1:1…. Out Out of of office office 20-30% 20-30% With access to Else Else where where 25-35% 25-35% Paperwork Paperwork 2% 2% Reading/Writing Reading/Writing 5% 5% Phone Phone 8% 8% PC PC 23% 23% Study Booth Shared @ 1:10 Talking 5% Meeting Meeting 2% 2% Open meeting Shared @ 1:20 Workshop data 57% Concentrate 15% Process Communicate 85% Individual Collaborative • 28% 15% 27% of survey Project Filing @ 1:1 These staff spend a low proportion of time out of the office. When they are in however they are mobile around the office. Working in a variety of locations. They are among the highest desk occupiers therefore need to own their own space. The nature of their role is primarily individual. Currently working in both a concentrated and routine nature.. Work style: Type 7 E.g.Business Managers, Product Assistants Accountants, Finance, Production Mgmt. TUS data @ desk 50-70% Out Out of of office office <20% <20% 9% of survey In/Resident Open Plan desk Owned @ 1:1…. With access to Open meeting Shared @ 1:4 Else Else where where 20-30% 20-30% Paperwork Paperwork 3% 3% Reading/Writing Reading/Writing 6% 6% Phone Phone 8% 8% Study Booth Shared @ 1:15 PC PC 35% 35% Talking 7% Project Filing @ 1:1 Meeting Meeting 7% 7% Office Support facilities Workshop data 32% 41% Concentrate Process 27% Communicate 68% Individual 32% Collaborative • These staff spend a low proportion of time out of the office. They are among the highest desk occupiers therefore need to own their own space. The nature of their role is both individual and collaborative. With an emphasis on PC use. Currently working in both a concentrated and routine nature. Work style: Type 8 E.g. Admin, Support, Help desk, Drawing Office, Assistants TUS data @ desk 60-70% R eading/Writing Reading/Writing 7% 7% Phone Phone 12% 12% With access to Else Else where where 20-30% 20-30% Paperwork Paperwork 6% 6% PC PC 28% 28% Project Filing @ 1:1 Talking 5% Meeting Meeting 1% 1% Office Support facilities Workshop data 12% Concentrate 83% Process 5% Communicate 95% Individual Collaborative • In/Resident Touchdown Owned @ 1:1…. Out Out of of office office 20-30% 20-30% 27% of survey 5% These staff spend a low proportion of time out of the office. They are among the highest desk occupiers therefore need to own their own space. The nature of their role is primarily individual. With an emphasis on PC use. Currently working in highly routine nature. Menu of settings Predominant individual work environments Enclosed Worksettings 9sqm Multi-task activity setting (inc. 1:1 Interaction.) 9sqm 3sqm Multi-task activity settings Study Booth - concentrated/ (inc. 1:1 Interaction Video/Audio monitoring)confidential short-term work Open Plan Worksettings 5sqm Multi-task activity setting • 6.5sqm Multi-task activity setting (inc. 1:1 Interaction) 4sqm Specialist Technical activity setting Predominant collaborative work environments Enclosed Worksettings C 9sqm Interview room/confidential work (for 1:1 Interaction) 9sqm Concentrated/confidential meeting (3/4 people) Concentrated/confidential meeting (ranging between 6 to 10+) Open Worksettings Informal interaction • Project space/team work Support area (photocopy, print, fax) Touchdown, log-on…... Touchdown Hub and Informal meeting Pick-up and Personal Storage Club area: 1 @ 25 m2 • BBC before Highly cellular Poor information management Poor team identity & boundaries Chaotic Leading to high churn • costs BBC Workplace main elements Business Lounge For use by ‘The Regions’ Open work area Majority of executives went into open plan, including the Director General and the CFO Branded group vending points • tv’s, monitors, stereos, coffee, printing, newspapers BBC work space Open plan benches with flat screens & low partitions Vending area viewing Hot desks ‘products’ marked with colored screens Half the executive team retained offices & half BBC Corporate Centre are in open plan Headcount Workspace Occupancy Density (NOA) p.p. 11.5sq.m. 13.5sq.m. 241 124sq.ft. 145sq.ft Total NOA 3253.5sq.m. / 35,022sq.ft Total Support ~19% Informal meeting space adjacent to HR • Typical executive open plan, small desk with meeting table BBC plan - Business Lounge Drop in for the Regions Flat screen PC's available for use at benches Somewhere for visitors to base themselves and leave bags and coats Meeting rooms De-mountable partition to large conference room allowing for one large open space for events • Lessons learned - Quotes from the business ‘ Major benefits; accessibility, openness, dealing with issues quickly, more embracing approach to work, definitely positive and friendlier and it doesn’t reduce my status’ ‘This is the positiveness of open plan office: The amount of stuff which bounces off other peoples conversations/comments etc is amazing. It also makes staff feel more like a team’ ‘No question about it - the group dynamics that this space fosters is highly beneficial and the right way to go’ ‘The new workspaces have brought a more informal style of operation. I can deal with several things at once now just by being around my team. On my way to meetings I sometimes deal with several issues - this saves time’ ‘I like the idea of hubs - they are important because they are places where we can chat with guests over coffee - it also makes sense that there are televisions in there because it is our business’ ‘The hub works very well and has taken some time for people to get used to it’ ‘Huge improvement on what we had in the past - we used to have rabbit hutches’. ‘Genuinely makes a difference to the working day..’ • Measurement Support Services - Project specific research objectives Productivity impact measurements Post occupancy evaluation Data analysis Design implications food • Project Specific Research Objectives Synthesizing Demand and Supply - DEGW to IW Steering Group and University Research Team - Identify project hypotheses and priorities food • Measurement Children’s Place: better or worse? Children’s Place How has the new environment affected your productivity? very negatively 1 (1%) negatively 7 (8%) no affect 26 (30%) positively 39 (45%) very positively 14 (16%) • 61% Post Occupancy Evaluation Capital One Former workspace Small meetings 5 optimal performance Ad-hoc meetings Working in teams Displaying ideas Visitor space importance 4.5 Flexibility and re-configurability Living Lab optimal performance 4 t hiifft s h e ncce s a n ma foorrm r f e r ppe 3.5 3 2.5 2 Productivity 1.5 Concentration Your workspace for shared activities Image area of successful performance area of under performance 1 1 1.5 2 2.5 3 3.5 4 performance 4.5 5 1 area of under performance 1.5 2 2.5 3 food Comparison results of Workplace Performance Survey and Post Occupancy Evaluation • area of successful performance 3.5 4 performance 4.5 5 Measurement Capital One The Framework - The three lenses of management purpose are being used to explore our five ‘work environment’ buckets Environments Environments for for Working Working Individually Collaboratively Environmental Quality Efficiency cost, resources Effectiveness people/productivity Expression food the brand • Technical Infrastructure Amenities, Services, Security, Service Affecting Change Resistance to Change Acceptance and Buy-In Awareness Awareness Acceptance Acceptance Commitment Commitment Ownership Ownership One way communications: newsletters, brochures, management memos Two way facilitated communications: website, mock-up, FAQ’s Two way activities: lunch –n- learns, pilot workspace Partnership: management coaching, department meetings, protocols Increasingrisk risk Increasing • food Ingredients for Success Clear vision - stating and sustaining project objectives Good data - detailed information: people/place/process Integrated strategy - balancing needs of people/place/process Buy in - achieving the support of staff at all levels • DEGW: who we are Definition of a brand - An international business focused on the changing nature of work and its impact on people, places and technology - Integrate research, strategy and design - Recognized as global leader in research on design, management and use of the workplace–widely published - Since 1973, provided clients with innovative solutions that deliver measurable business benefits • DEGW Research Experience Research Projects Orbit 1 Orbit 2 Trading in 2+3 Cities 11 buildings compared (1986) Changing City Responsible Workplace Changing Workplace IB Europe IB SE Asia New Environments for Working Housing Quality Indicators IB Latin America Sustainable Accommodation in the New Economy 8 2 • 8 3 8 4 8 5 8 6 8 7 8 8 8 9 9 0 9 1 9 2 9 3 9 4 9 5 9 6 9 7 9 8 9 9 0 0 0 1 DEGW Partnering with Clients • (1971- ) (1980- ) (1983- ) (1986- ) (1989- ) (1993- ) (1995- ) (1997- ) (1998- ) (1999- ) (2000- ) (2001- ) (2002- ) (2003-) IBM Digital /Compaq Hewlett Packard Andersen /Accenture Disney Shell GlaxoSmithKline Fidelity Investments Pfizer, BBC HM Treasury, Home Office, MoD Morgan Stanley, Capital One Johns Hopkins, United Nations GLA, CDC, McNeil, GSA MIT, Yale, Radioshack, Visteon DEGW Partnering with Architects • Alsop CUH2A Davis Brody Bond Foster Francis Cauffman Foley Hoffman Gensler Hillier HOK Kohn Pederson Fox Richard Meier Renzo Piano Richard Rogers Terry Farrell SOM The Environments Group TVS TVA The DEGW Difference - Thirty years of leadership in thinking about the workplace - International experience and local context - Unparalleled research applied in practice - Working closely with users •