1.

The Evolution of Casey’s Workplace into the Future

Key Trends Influencing the World of Work A Discussion Paper

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1. Executive summary

Introduction

With implementation of Casey Workplace

Strategy well underway the fast paced

changes impacting the nature of work and the

role of the workplace requires Casey continue

to proactively plan for and design their

workplace.

Approach

An environmental scanning process and

trends analysis informed the development of

this discussion paper.

Limitations

Discussion of the key trends by a diverse

range of stakeholders is proposed as stage 2

of this strategic foresight process as a way of

addressing the limitations likely to be

associated with this report such as the

assumptions and personal perspectives of the

writer.

Key trends and questions for

discussion

Consideration of the following questions will

help Casey to respond to the key trends

impacting on the future of work with the view

to developing of a 3-5 year action plan to

ensure ongoing evolution of our workplace

into the future.

A fast growing and changing population

1. How can Casey provide a greater level of

high quality services to a population set to

double in size by 2036?

2. What are the features of the physical

workplace that will best support this?

1. Building on the existing workplace model

how can the physical workplace support a

digital first approach to improve

productivity even further? What might

this look like?

5 generations at work

3. How do we engage and communicate

with all the generations in the workplace?

4. What does the workplace look like that

successfully attracts and retains young

people into the future?

5. What are the new retirement models to

ensure senior workers skills and expertise

are shared with younger employees as

part of a planned departure from the

workplace?

Employee experience

6. How do we create employee experiences

that matter?

7. How do we create a workplace that will

result in people choosing to work with us?

8. How can the physical workplace,

technology and the culture of the

organisation work together to support the

employee experience?

Using density and utilisation data to drive

performance

9. How can we manage the growing demand

for space given the potential for pressure

to drive down costs by increasing the

static density with a lower desk to staff

ratio and little consideration of the

broader use of space?

10. How can we use the flexible working

model to drive productivity and

performance?

The constant and fast pace of technological

change

11. How will our organisation’s culture

respond to an environment of constant

change?

12. What will be the role of our leaders?

13. How can we build our digital capacity in

regard to virtual communication and

connectivity and integrate it into our

business practices and the physical

workplace so it is who we are rather than

something extra we do?

14. How can the physical space embody this

constant change?

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Creating a workplace where people want to

be

15. How can we continue to focus on creating

a workplace where people want to be,

rather than assuming they need to be

there?

16. What is our value proposition for the

workplace consumer that differentiates us

as an organisation in the market place?

17. How can the physical space be best

utilised to enable maximum flexibility in

our approach to work?

2. Introduction

Recognising the potential of the physical

office space in improving productivity and

enhancing customer satisfaction and the

employee experience is a relatively new

concept for Casey City Council. In fact local

government across Australia has only recently

begun to respond to the changing nature of

work by providing the kind of workplaces that

support the flexibility that is increasingly

becoming the cornerstone of the modern

workplace (CBRE et al, 2015).

Now recognised as leaders in the sector,

Casey began implementing their flexible

working model (our version of activity based

working) in June 2014, with the following six

workplace objectives firmly in our sites:

Enhancing our Customer Focus

Supporting our People

Creating a Place to be Proud of

Being connected and collaborative

Flexible, adaptable and futureproof

Being Efficient and Effective

Articulated in Casey’s Workplace Strategy

(SpaceLogic, 2014), the requirements of the

flexible working model have informed the

design of the new Council office space, part of

the Bunjil Place regional development, set for

completion in mid 2017.

Figure 1: Architects Impression of Bunjil Place

Implementation of the Workplace Strategy is

one of 21 projects being implemented

through the Efficiency and Effectives Plan in

response to the changing nature of work and

the role of the workplace. This includes the

need to better align ourselves to efficient

work processes and increasing customer

expectations, with a focus on performance

and business improvement projects that will

achieve the most benefit in a short time.

3. But what’s next?

With implementation of the Workplace

Strategy well-underway, adequate

resourcing, a robust project management

approach and an appropriate governance

structure have ensured the project is on track

for success. But can this success be so easily

assumed?

As Casey’s current workplace model was

developed in late 2013, with implementation

expected to continue well beyond 2017, it is

likely that the trends impacting on the

workplace may already be changing.

While it is anticipated that the new workplace

will be flexible, adaptable and futureproof, in

order to fulfil this objective, it is essential that

Casey continues to grapple with the ever

changing nature of work in order to take full

advantage of the many opportunities and

challenges this fast changing landscape

brings.

“A responsive workplace must also constantly

adapt to change, as the organisation that

supports it changes” (SpaceLogic, 2014).

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A new approach

The move to Bunjil Place in mid 2017

represents a significant milestone; however

the evolving nature of work and the role of

the workplace require Casey continues to

proactively plan for and design our workplace

of the future. This is an emergent area of

business for Casey that transcends traditional

areas of work such as that performed by

Organisational Performance, Human

Resources, Building Services, and Information

Technology.

This new area of business also requires a new

approach. Often referred to as strategic

foresight, this new approach will enable Casey

to take a long term view of the world of work

and use the insights gained to ensure Casey’s

workplace continues to evolve and develop in

the way we want and need it to into the future

(Slaughter, R

http://www.foresightinternational.com.au).

4. Creating the future

This discussion paper forms the first of a three

staged strategic foresight process designed to

support Casey to continue to evolve their

workplace into the future.

The purpose of the discussion paper is to

enable stakeholders to consider a range of

key trends impacting on the world of work.

Stage two involves stakeholders working

together to consider the key trends with the

view to developing an array of expanded

potential futures or strategic options for the

workplace of the future (Voss, J, 2003).

Stage 3 involves stakeholders working toward

shared agreement around the actions we

need to take now in order to continue to

evolve Casey’s workplace into the future.

Stage 1

1.1 Environmental scanning and trend analysis

1.2 Key Trends Shaping the World of Work - A Discussion Paper

Stage 2

2.1 Stakeholder discussion of key trends

2.2 Development of a range of expanded potential futures

Stage 3

3.1 Evolving Casey’s workplace into

the future - our vision

3.2 Development of a 3-5 year plan to

create the workplace of the future

Table 1: Strategic Foresight Process

The strategic need

This strategic foresight process responds to

the strategic question of how Casey can keep

pace with the ever changing world of work so

we are in a position to proactively respond to

emerging trends and ensure the workplace

continues to evolve into future.

Specifically, this discussion paper responds to

the following key question:

1 What are the key trends impacting on the

future of work?

2 What are the key areas for discussion that

will help to shape their future workplace?

5. Key Trends

By working to create a modern, flexible

workplace, combined with 21 other projects

being implemented as part of Casey’s

Efficiency and Effectives plan, such as:

continuous improvement framework, Casey’s

first digital strategy and the ICT operating

model (including a significant shift to cloud

computing) in many ways Casey is already

making considerable progress towards

creating the organisation it wants and needs

to be into the future (Casey, 2014).

Figure 2: Macquarie Banks Atrium, 1 Shelly St, Sydney

However, given the world of work is changing

at such a rapid rate, many say faster than it

ever has before (Morgan, J 2014; Hajkowicz, S

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et al 2016; Störmer, E et al 2014) it is

important that Casey continues to think about

and plan for the future of the workplace.

Consideration of the key trends outlined in

this section of the discussion paper will inform

the development of a plan to guide us over

the next 3-5 years to ensure Casey continues

the evolution of our workplace into the future.

As articulated by the Workplace Strategy, the

workplace is so much more than the just a

building. The success of the workplace is

realised in the way in which it supports its

inhabitants. It is the way in which people use

the workplace that brings it to life and defines

its value (SpaceLogic 2014). As such the

workplace is best understood as a

combination of four different and interrelated

elements:

People Who we are and what we value

Process The things we do

Technology The things we do them with

Place The places we do them in

The key trends included in this section of the

discussion paper are structured around these

four workplace pillars.

People: who we are and what

we value

A fast growing and changing

population

Casey is one of the fastest growing

municipalities in Australia with a current

population of approximately 283,000 (at 31

December 2014) that is projected to grow to

459,000 by 2036 (Casey City Council, 2014a).

This growth in the population, combined with

the introduction of rate capping, will place a

considerable strain on Casey’s resources. The

impact of this will be experienced most keenly

as the less densely-populated areas urbanise,

as it will not necessarily follow that Casey’s

workforce will increase at the same rate as the

population. In addition, the demand for

Council’s services is likely to change as the

existing population ages and new residential

areas are created (SpaceLogic, 2014).

As reflected through the Efficiency and

Effectiveness Plan, a key challenge for Casey

is the ever growing strategic imperative to do

more with less, while continuously improving

the quality of services provided to the

community (Casey City Council, 2014b).

For discussion

2. How can Casey provide a greater level of

high quality services to a population set to

double in size by 2036?

3. What are the features of the physical

workplace that will best support this?

4. Building on the existing workplace model

how can the physical workplace support a

digital first approach to improve

productivity even further? What might

this look like?

5 generations at work

Five generations of employees will be

together in large organisations by 2030

(ADECCO, 2015). Therefore, different ways of

engaging with the workforce will be required,

and the ageing population will mean that 16-

year-olds will be working alongside 70-year-

olds (ADECCO, 2015).

The millennial generation, born between 1980

and 2000 are entering the workforce in

considerable numbers, and will shape the

world of work for years to come (PWC, 2011).

Millennials (aged between 12 and 24) are

projected to comprise 50% of the workforce

by 2020 (PCW, 2011). Considering Millennials

and Gen Y’s currently only account for

approximately 15% of Casey’s workforce with

the majority of staff (58%) Gen X (32-50)

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followed by the Baby Boomers 20% (51-60)

(SpaceLogic 2014), this represents a dramatic

shift.

Gen X and Baby Boomers generally believe in

a more traditional command and control type

of management. They value working

individually, often see managers as experts

and like clear boundaries. Their perspective

tends to be more inward looking compared to

millennials (UNC, 2012).

In contrast millennials tend to be optimists

about life and see it in a more circular way,

with many opportunities to stop along the

way, to take photos and share their

experiences instantly via social media (UNC,

2012).

Figure 3: Digital Natives

Crucial to understanding the millennial

generation is their affinity with the digital

world. They have grown up with broadband,

smartphones, laptops and social media as the

norm and are used to having instant access to

information. This is the first generation to

enter the workplace with a better

understanding of key business tools than their

senior counterparts (PCW, 2011). They are

digital natives, compared to Gen X and the

Baby Boomers who are digital immigrants.

Figure 4: Rupert Murdoch differentiates digital natives

from digital immigrants

Combined with their digital affinity, some of

the key characteristics of millennials that

differentiates them from previous

generations include:

Ambition and yearning to keep learning and

progress rapidly upwards through an

organisation, and a willingness to move on

quickly if their expectations are not met

Uncomfortable with inflexible corporate

structures and alienated by information

silos

They want a flexible approach to work, but

also want very regular feedback and

encouragement

Their work needs to be meaningful and feel

worthwhile, with their efforts recognised

(PCW, 2011)

Data regarding Generation Z (born 1995-

2009) is also emerging that suggests they

might demand new work environments. This

generation is likely to be creative and digitally

minded. According to the CSIRO’s

Tomorrow’s Digitally Enabled Workforce

report, nearly 50 per cent of teenagers are

connected for over 10 hours a day. Of

particular note, members of Generation Z are

reported to also prefer face-to-face

communication over technology enabled

exchanges. They want life-long learning and

hope to change the world. They are also

entrepreneurial, with as many as 60-70 per

cent aiming to start own business (Hajkowicz,

S et al 2016).

Attracting the best of the millennial and Gen

Z workers is critical to the future of Casey. To

succeed at this we must embrace the

differences the younger generation brings

and see this as providing an insight into the

way forward for our leaders and the

workplace.

While we need to attract the best and the

brightest, the evidence also tells us that

young people are finding it increasingly

difficult to access the labour market, with the

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proportion of full-time, permanent

opportunities shrinking (Forbes, 2015; IPPR

2015). This may provide particular

opportunities for Casey to position itself as an

employer of choice for young people into the

future.

Our valuable ageing workforce

Our ageing workforce is equally valuable and

while the Baby Boomers are not likely to be

around in 2030 the eldest of the Gen X’s

careers will be drawing to a close. In the

meantime the kinds of changes that will be

important to embrace relate to creating a

workplace the values and celebrates the

contribution and diversity offered by all ages

and cultures.

Tapered and other new retirement models

have the potential to creatively utilise the

skills of the ageing workforce while ensuring

positions are generated for younger people. In

a tapered retirement model an employee

gradually reduces and changes their duties

rather than stopping completely (Hajkowicz,

S et al 2016).

In addition, retirees could be invited back into

the workforce in a variety of different

employment arrangements such as part-time,

short-term, and flexibly so as to fully utilised

their skills and expertise and capitalise on the

longevity of the older population.

For discussion

5. How do we engage and communicate

with all the generations in the workplace?

6. What does the workplace look like that

successfully attracts and retains young

people into the future?

7. What are the new retirement models to

ensure senior workers skills and expertise

are shared with younger employees as

part of a planned departure from the

workplace?

Employee Experience

Closely aligned with the emergence of the

sharing economy and entrepreneurialism

reflected in the Millennials and Gen Zs is an

increasing focus amongst organisations on

the employee experience (Grasso, N 2014).

The premise is that real employee

engagement can only be achieved by treating

employees in the same way as our customers

(Morgan, J 2016a).

Figure 5: Employee Experience (Morgan, J 2016b)

This involves understanding what employees

value and really care about by asking people

why they work for us , and what they are

passionate about in the workplace so that

meaningful employee experiences can be

created (Grasso, N 2014). Casey’s

organisational wide expression of interest

process initiated for the Efficiency and

Effectiveness projects is an example of a

process that asked employees to share their

interests and skill sets, which often extended

beyond those required for their day-to-day

job. These skills were then matched with

relevant projects and staff were given the

opportunity to change jobs.

Fast Forward 2030: The Future Work and the

Workplace (CBRE et al, 2015) reports that

experts and business leaders in this study

rated attraction and retention of the best and

brightest employees as the number one

competitive advantage in 2030. Whilst most

people will join as employees, a growing

number of freelancers, small groups and

partner businesses will choose to work with us

rather than working for us (CBRE et al, 2015).

For discussion

8. How do we create employee experiences

that matter?

9. How do we create a workplace that will

result in people choosing to work with us?

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10. How can the physical workplace,

technology and the culture of the

organisation work together to support the

employee experience?

Process: the things we do

Using density and utilisation data

to drive performance

Activity Based Working initially emerged out

of the property sector and the demand

amongst tenants for a more flexible use of

space that also enabled better utilisation of

the space. In effect this meant doing more

with less. Similarly, with an 8:10 ratio, Casey’s

flexible working model means fitting

significantly more people into a smaller space,

while also accommodating growth into the

future. This involves increasing our static

density or the space per sq. ft. dedicated for

each work station.

Importantly, the evidence tells us that while

increasing the static density can provide

moderate savings, this is generally perceived

by employees as ‘taking away’ (CBRE, 2015)

and may negatively impact the potential for

productivity gains that can be achieved

through flexible working.

The evidence suggests that basing a

workplace model purely on cost savings is a

significant business risk (CBRE, 2015). The

offer with Casey’s flexible working and the

new Bunjil Place office space is that the loss of

personal space and the shift from mine to

ours, is more than compensated for by the

amenities, the far greater range of spaces, the

technology and the ability to work where,

how and with whomever we choose in order

to get the job done in the best way possible.

This is referred to as dynamic density.

Emerging through implementation of the

flexible working model at ViBE, Casey’s pilot

site, is evidence to suggest we are working at

a lower desk to person ratio with an average

ratio of 7:10, occasionally even dropping to

6:10. This is due to a range of factors including

higher than anticipated numbers rotating

through the pilot program combined with

locating additional staff at ViBE such as

Information Management and Information

Technology support staff, staff working at the

site after or before meetings, and the new

Digital Casey team (Casey City Council, 2016).

The implementation of space management

technology across all of sites will provide

more detailed space utilisation data, but while

it appears that the space savings generated

through the flexible working model and the

reality of just how often people are based at

the office may suggest a greater capacity to

reduce the desk to person ratio it will be

important moving into the future that we

remain focussed on the broader context of

the workplace and the overall benefits to be

achieved through the flexible working model.

This is particularly important within a rate

capping environment where there is likely to

be ongoing pressure to do more with less. As

seen in the property sector a key trend is to

drive down costs by increasing the static

density with a lower desk to staff ratio with

little concern for the value proposition to

employees (CBRE, 2015).This focus on cost

saving is a significant risk that has the

potential to negatively impact our ability to

create a workplace that people want to be a

part of, while also enhancing the employee

experience.

For discussion

11. How can we manage the growing demand

for space given the potential for pressure

to drive down costs by increasing the

static density with a lower desk to staff

ratio and little consideration of the

broader use of space?

12. How can we use the flexible working

model to drive productivity and

performance?

Page | 8

Technology: The things we do

them with

The constant and fast pace of

technological change

While Australia’s workforce is continually

changing, the current period is characterised

by a combination of forces likely to be

associated with greater, faster and different

transitions than previously experienced

(Hajkowicz, S et al 2016).

Figure 6: The Only Constant is Change, Heraclitus of Ephesus (535 BC – 475 BC)

Change has always occurred, but the pace of

change, in particular the speed of

technological change we are likely to

experience is extraordinary, and is having a

major impact on, and being driven by,

changing customer expectations, accelerating

technology development, and evolving

workforce structures and participants

(Hajkowicz, S et al 2016).

The Internet of Things (IoT) is one of the

major technical changes already occurring

(Hajkowicz, S et al 2016, Morgan, J 2014). IoT

is just a way of referring to the concept of

connecting any device with an on and off

switch to the Internet (and/or to each

other)(Morgan, J 2014). This is due to

broadband internet becoming more widely

available, the cost of connecting decreasing,

more devices being created with Wi-Fi

capabilities and sensors built into them,

decreasing technology costs, and massive

increases in smartphone use (Morgan, J 2014;

Hajkowicz, S et al 2016).

Endless opportunities and connections will be

possible as a result of the IoT and while it is

impossible to think of or understand all of the

implications for Casey, it is important that we

start thinking about these changes now.

There are already a number of key issues

emerging that are important for Casey to

consider such as:

Security and ensuring information stored in

all of the devices remains protected

Privacy and data sharing

Storage for all the data the devices produce

as well as working out how to monitor and

analyse the data in order to improve the

customer and employee experience.

In grappling with these challenges it is

important that we adopt a mindset focused

on the possibilities for the future, rather than

outmoded ways of working and thinking that

no longer serve us.

This means drawing on the expertise of the

younger generations in the workplace, and

those that are not yet employed by us

through improved connectivity and face to

face interactions to understand better the

opportunities from their perspective.

Figure 7: 200 Billion Smart Connected Devices expected

by 2020 (Source: Hajkowicz, S et al 2016)

All parts of the organisation must be included

in our conversations about the future with

opportunities for innovation and

improvement integrated into everything we

do.

2,000,000,000

15,000,000,000

200,000,000,00

0

0

50,000,000,000

100,000,000,000

150,000,000,000

200,000,000,000

250,000,000,000

2006 2015 2020

Smart connected devices

Page | 9

Figure 8: Connectivity

This increased connectivity will allow us to tap

into a much wider collective intelligence and

provide us with new approaches to solve

problems, as we all learn and teach

continually though our networks, solving

problems and identifying opportunities along

the way (Morgan, J 2014).

For discussion

13. How will our organisation’s culture

respond to an environment of constant

change?

14. What will be the role of our leaders?

15. How can we build our digital capacity in

regard to virtual communication and

connectivity and integrate it into our

business practices and the physical

workplace so it is who we are rather than

something extra we do?

16. How can the physical space embody this

constant change?

Place: the places we do them

in

Creating a workplace where

people want to be

A key assumption underpinning the way we

think about work is that people need to work

within, or for our organisations (Morgan, J

2014). The emergence of the sharing

economy, as demonstrated by the rise of

Airbnb, Uber and Freelancer.com, is providing

people with alternative ways of generating

income and sharing resources (CBRE, 2015a).

This suggests that we can no longer assume

that people will need to work for us into the

future (Morgan, J 2014).

Figure 9: Future of Work Space Invaders Designing for

Generation Z (HAG, 2015)

The Smart Workplace 2040 report creates a

future scenario where Nina, an entrepreneur,

a working parent, an artist, living and working

in 2040 has a work environment that is spread

across a digital area from her home, to her

eco campus in the city and other working

hubs she has access to. Commuting is not

required unless she has to meet people face

to face, and the majority of her working time

is spent in front of her device(s) of choice

connecting to others virtually (CBRE, 2015b).

Nina, represent the rise of the consumer of

the workplace.

While the smart workplace is imagined for

2040, many of the features described such as

the virtual connectivity, using multiple

devices, collaboration and the crucial role of

technology are already evident today.

Combined with the emergence of the sharing

economy and the increased flexibility being

actively encouraged through Casey’s

workplace model it is highly probable that the

physical workplace will simply become one of

many tools in a much broader landscape,

where the boundaries between work, life and

socialising become increasingly blurred (Ross,

P 2015; CBRE, 2015b).

Continuing to focus on creating a workplace

where people want to be, rather than

assuming that they need to work for us, or be

physically present, is central to the evolution

of Casey’s workplace.

Page | 10

For discussion

17. How can we continue to focus on creating

a workplace where people want to be,

rather than assuming they need to be

there?

18. What is our value proposition for the

workplace consumer that differentiates us

as an organisation in the market place?

19. How can the physical space be best

utilised to enable maximum flexibility in

our approach to work?

6. Conclusion

Implementation of the Workplace Strategy

represents a new way of understanding and

utilising the workplace for Casey. It recognises

that the workplace is far more than simply a

building, and is as much about culture and

behaviour as it is about space.

The Workplace Strategy was created to

provide a blueprint for the design of the Bunjil

Place office accommodation as well as

outlining the workplace model for the

organisation. With implementation of the

strategy well underway the fast paced

changes impacting the nature of work and the

role of the workplace requires Casey

continues to proactively plan for and design

their workplace.

One of the key strengths of the strategic

foresight process outlined in this discussion

paper is that it will provide us with a way to

move beyond our own experience and

perspectives so we can stretch our

imagination and thinking about the workplace

of the future. This is important if we are to

move beyond simply reinventing business as

usual.

This discussion paper highlights a number of

key trends and associated questions that are

central to the future of Casey’s workplace.

The next step in this process will bring

stakeholders from all levels and parts of the

organisation together to explore these trends.

Figure 11: The future of Work

The outcomes of this discussion will inform

the preparation of a series of scenarios to help

those same stakeholders to consider a range

of expanded potential futures for Casey’s

workplace.

A 3 – 5 year action plan will then be developed

to help us continue to evolve the workplace

and shape the future we want and need to

create.

It is expected that this kind of process will be

ongoing as new trends emerge forcing us to

re-look at the future.

The future does not just happen, but is created

by us and the action we take now. (Slaughter,

R, http://foresightinternational.com.au/)

Page | 11

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8/15/what-is-big-data/#19489af23487, viewed

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Casey City Council, 2014a Demographic Data,

http://www.casey.vic.gov.au/council/about-

casey/demographics, viewed 30 May 2016

Casey City Council, 2014b Efficiency and

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