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Workplace Strategy issue September 2013
WORKPLACE STRATEGYLeeson Medhurst
Issue 01 September 2013
MARIS
Workplace Strategy issue September 2013
Introduction
The JourneyHistory of the Office
Workplace StrategyWhat is itOperational – Space CapitalPeople/ HR – Human CapitalInformation TechnologyWhat do we doBenefits to your organisation
Questions
Close
MARIS
Workplace Strategy issue September 2013
“The office of tomorrow is as individual as the company and the people that occupys the space
- The one size fits all policy has been retired“
Business Case
MARIS
Workplace Strategy issue September 2013
Coffee Houses
Pasque Rosee – Cornhill 1650
The Jerusalem – Exchange Alley 1735
Jonathons – Exchange Alley 1740
Lloyds – Tower Street late 17th Century
History
MARIS
Workplace Strategy issue September 2013
Industrial Revolution 18th and 19th Century
Railways
Telephones
Typewriter 1866
History
MARIS
Workplace Strategy issue September 2013
Circa late 1800’s Circa 1920
History
MARIS
Workplace Strategy issue September 2013
History
MARIS
Workplace Strategy issue September 2013
Frank Lloyd Wright June 1867
– April 1959
S C Johnson & Son – Wisconsin 1939
S C Johnson & Son – Systems Furniture Design
History
MARIS
Workplace Strategy issue September 2013
Office Design
MARIS
Workplace Strategy issue September 2013
Quickborner - Osram Munich 1965
Burolandschaft – Office Landscaping
Office Design
MARIS
Workplace Strategy issue September 2013
Office Design
MARIS
Workplace Strategy issue September 2013
Office Design
MARIS
Workplace Strategy issue September 2013
Office Design
MARIS
Workplace Strategy issue September 2013
What is workplace strategy?
Work place strategy is the dynamic alignment of an organisations work patterns with the work environment to enable peak performance and reduce costs
WPS
MARIS
Workplace Strategy issue September 2013
What is the property strategy?
The business case needs to be based around three factors
Financial
Operational – Space Capital
People HR – Human Capital
Business Case
MARIS
Workplace Strategy issue September 2013
Operational
MARIS
Workplace Strategy issue September 2013
Operational
MARIS
Workplace Strategy issue September 2013
Operational
MARIS
Workplace Strategy issue September 2013
Gro
und
Ops
Str
ateg
y
AW
Off
ice
Mar
ketin
g
Ful
fillm
ent
Spe
cial
Ass
ista
nce
Cus
tom
er S
ervi
ce
Hea
lth a
nd S
afet
y
Dut
y O
ffic
e/ L
egal
/ P
A
Ret
ail a
nd P
roje
cts
Fin
ance
Pro
duct
and
Com
mer
cial
Avi
atio
n
Sal
es
Tra
de S
ales
Web
Sal
es
Web
Dev
elop
men
t
HR
L&D IT
Pro
ject
Ser
vice
s
Pur
chas
ing
0
20
40
60
80
100
120
140
160
28
5
8
53
19
6
47
6
13
23
72
48
45
15
5
11
15
21
19
5
55
16
38
20
7 7
45
16
5
36
9
12
21
55
37
32
99
10
15
23
18
8
36
14
26
18
.0
6.3
6.3
40
.5
14
.4
4.5
32
.4
8.1 1
0.8
18
.9
49
.5
33
.3
28
.8
89
.1
9.0
13
.5
20
.7
16
.2
7.2
32
.4
12
.6
23
.4
12
.5
2.4
1.3
27
.1
9.2
2.1
25
.1
4.0 4.9 6
.9
39
.8
25
.2
22
.1
60
.0
5.9
8.9
12
.1
9.4
2.7
24
.6
7.5
17
.4
Total Desk Count Peak Occupancy 90th Percentile Average Occupancy
Operational
MARIS
Workplace Strategy issue September 2013
14/01/2013 15/01/2013 16/01/2013 17/01/2013 18/01/2013 22/01/2013 23/01/2013 24/01/2013 25/01/2013 28/01/2013 29/01/2013 30/01/2013 31/01/2013 01/02/2013 04/02/2013 05/02/2013 06/02/2013 07/02/2013 08/02/2013 11/02/20130
5
10
15
20
25
30
28 28 28 28 28 28 28 28 28 28 28 28 28 28 28 28 28 28 28 28
13.614.4
13.4 13.6
9.9
11.6
12.912.3 12.3
12.8
11.9 12.1
13.8
11.312.1
11.512.2
12.8 12.8 13.1
20.0
19.0
16.0
17.0
11.0
16.0
17.0 17.0 17.0 17.0
16.0 16.0
17.0
14.0
15.0 15.0
16.0
15.0
17.0 17.0
Total Desk Count Average Occupancy Peak Daily Occupancy
Occ
up
ancy
Lev
el #
of
Peo
ple
Operational
MARIS
Workplace Strategy issue September 2013
1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22 23 24 25 26 27 280%
2%
4%
6%
8%
10%
12%
14%
16%
18%
0% 0% 0%0%
0%
1%
3% 3%
6%
8%
10%
15%16%
15%
12%
7%
4%
0% 0% 0%0% 0% 0% 0% 0% 0% 0% 0%
Percentage of Occupancy
Number of desks in department
Per
cen
tag
e o
f In
stan
ces
Rec
ord
ed
90th P
erce
nti
le
Pea
k O
ccu
pan
cy
Optimal Occupancy
Operational
MARIS
Workplace Strategy issue September 2013
1 hour + Meetings = 10%
Meeting Room 1 – 4 person
45 – 60 Minute Meetings = 20% 30 – 45 Minute Meetings = 35%
15 – 30 Minute Meetings = 10% 10 – 15 Minute Meetings = 20% 10 – 15 Minute Meetings = 5%
Operational
MARIS
Workplace Strategy issue September 2013
Operational
MARIS
Workplace Strategy issue September 2013
Total Desk Count Peak Occupancy Average Occupancy Peak Occupancy Instances 90th Percentile 80th Percentile Recommended Occupancy Landing Positions
Ground Ops
28 20 12.5 1 18.0 16.0 16 2
Strategy
5 7 2.4 2 6.3 5.6 5 0
AW Office
8 7 1.3 1 6.3 5.6 6 1
Marketing
53 45 27.1 1 40.5 36.0 38 2
Fulfillment
19 16 9.2 2 14.4 12.8 14 1
Special Assistance
6 5 2.1 4 4.5 4.0 5 0
Customer Service
47 36 25.1 3 32.4 28.8 30 1
Health and Safety
6 9 4.0 1 8.1 7.2 8 0
Duty Office/ Legal
13 12 4.9 1 10.8 9.6 10 0
Retail and Projects
23 21 6.9 1 18.9 16.8 15 4
Finance
72 55 39.8 2 49.5 44.0 50 10
Product and Commercial
48 37 25.2 1 33.3 29.6 35 0
Aviation
45 32 22.1 1 28.8 25.6 30 0
Sales
155 99 60.0 1 89.1 79.2 100 0
Trade Sales
11 10 5.9 3 9.0 8.0 10 0
Web Sales
15 15 8.9 1 13.5 12.0 15 0
Web Development
21 23 12.1 1 20.7 18.4 18 2
HR
19 18 9.4 1 16.2 14.4 16 2
L&D
5 8 2.7 24 7.2 6.4 5 0
IT
55 36 24.6 1 32.4 28.8 35 5
Project Services
16 14 7.5 2 12.6 11.2 13 2
Hot Desks
12 7 1.0 1 6.3 5.6 30 0
Purchasing
38 26 17.4 1 23.4 20.8 25 5
Operational
MARIS
Workplace Strategy issue September 2013
Operational
Storage Calculator Total Sq/M Total Sq/FT
800mm cupboards w800 x d470mm QTY 100 37.6 404.722
1000mm cupboards 1000 x d470mmQTY 100 47 505.903
1200mm cupboards 1200 x d470mmQTY 100 56.4 607.083
Totals 141 1517.70
Floor Space Costs £1076.39 £100.00
Capital Costs at appx £500 per storage unit £150,000.00
Annual floor space costs £151,770.99
Total cost of ownership 10 year lease £1,667,709.90
MARIS
Workplace Strategy issue September 2013
People/ HR
MARIS
Workplace Strategy issue September 2013
People/ HR
MARIS
Workplace Strategy issue September 2013
People/ HR
MARIS
Workplace Strategy issue September 2013
People/ HR
MARIS
Workplace Strategy issue September 2013
Designing for the Extrovert
The world has gone crazy – “Group Think”
Schools and workplaces
Zones of stimulation
No correlation between the best talker and the best ideas
Balanced collaboration
People/ HR
MARIS
Workplace Strategy issue September 2013
People/ HR
Arousal Curve
Strong
Optimal Performance
Weak
Per
form
ance
Low HighArousal
Stress
Anxiety
PanicSleep
Boredom
Mild Alertness
Intro
version
Ext
rove
rsio
n
MARIS
Workplace Strategy issue September 2013
14.9 million
Boomers
11.4 million
Generation X
11.8 million
Generation Z
8.4 million
Traditionalists
15.8 million
Millennials
People/ HR
MARIS
Workplace Strategy issue September 2013
• Up to 14 Years Old
• Currently in Education
• 15 - 33 Year Olds
• Rapid Adopters of Technology
• View Privacy Differently
• See their Careers & Personal life as blended
• Good rapport with Boomers
People/ HR
• 34 - 46 Year Olds
• Increasingly Important Group
Generation Z Generation XMillennials
MARIS
Workplace Strategy issue September 2013
• 47 - 65 Year Olds
• Most highly skilled generation ever
• Little significant change to the core elements of an
office during career
• Good rapport with Millennials
People/ HR
• 66 - 76 Year Olds
• Wealth of Experience & Knowledge
Baby Boomers Traditionalists
MARIS
Workplace Strategy issue September 2013
People/ HR
Emotional Needs
Task Specific Needs
Functional Needs
MARIS
Workplace Strategy issue September 2013
The Journey - IT
Information Technology
4 b
illi
on
mo
bil
e u
se
rs w
orl
dw
ide
. 6
4%
of
UK
us
ers
ha
ve
a S
ma
rtp
ho
ne
2M
un
its
so
ld i
n f
irs
t 6
-mo
nth
s.
64
M i
n 2
011
. Ta
ble
t m
ark
et
va
lue
£7
4M
by
20
15
BY
OD
– a
lwa
ys
on
te
ch
no
log
y. T
he
ch
an
gin
g a
ttit
ud
es
of
tod
ay
’s o
ffic
e
Le
ga
cy
fix
ed
de
sk
top
sy
ste
ms
are
old
fa
sh
ion
ed
18
60
Se
rve
r ro
om
s a
re c
os
tly
an
d a
re n
o l
on
ge
r n
ee
de
d o
n s
ite
lo
ca
lly
Ea
rly
ad
op
ters
we
re b
lig
hte
d
wit
h c
os
ts a
nd
we
igh
t is
su
es
M
ore
po
we
r in
a
mo
de
rn p
ho
ne
th
an
th
e f
irs
t P
C’s
Ma
rch
18
76
1860
1873
1960’s
2010
2013
1980’s
1996
2009
2008
MARIS
Workplace Strategy issue September 2013
Life Slicing
Sleep
Work
Personal
Work
Personal
Social Media
Work
Sport
Entertainment
Work
Social Media
“Employees are no longer hemmed in by desktops running legacy applications that can only be accessed by fixed terminals.
Today we intersperse our lives with both work and personal commitments”
Mark Templeton CEO Citrix Synergy
Information Technology
MARIS
Workplace Strategy issue September 2013
MARIS
Workplace Strategy issue September 2013
MARIS
Workplace Strategy issue September 2013
Business Case
WE UNDERSTAND THE OFFICE CONTRIBUTES TO A COMPANY‘S SUCCESS
Efficiency
Expression
Effectiveness
… maximisingthe FINANCIAL
investment.
... maximising the BRAND.
… maximising the HUMAN investment.
MARIS
Workplace Strategy issue September 2013
Business Case
MARIS
Workplace Strategy issue September 2013
Business Case
MARIS
Workplace Strategy issue September 2013
DIFFERENT WORKPLACE TYPOLOGIES
„MY OFFICE“
Autonomous, concentrated working
+ Status+ Privacy
„SHARED OFFICE“
Dialogue, face-to-face
+ Concentration + Communication
„TEAM OFFICE“
Project work, team work
+ Team building + Structured work
„OPEN OFFICE“
Knowledege exchange, openness
+ Flexibility+ Know-how transfer
A
B
Business Case
C
D
MARIS
Workplace Strategy issue September 2013
Financial
MARIS
Workplace Strategy issue September 2013
Benefits
for the business…
STRATEGISING the business space enables a sharper commercial focus and more competitive financial performance by
Potential to reduce real estate costs
A leaner, more responsive, more efficient organisation
Creating flexible environments that motivate staff and are more productive
Better utilising space to ensure that capital is deployed more efficiently
Greater employee productivity
Attraction and retention of the best talent
Reducing environmental impact of your property and workforce
Expanding the concept of what a workplace is……….
Business Case
MARIS
Workplace Strategy issue September 2013
Benefits
for employees…
Maximised productivity, creativity and job satisfaction
A high level of personal control in delivering work
A better work / life balance
Reduced stress and less time wasted
Reduced attrition rates
Business Case
MARIS
Workplace Strategy issue September 2013
Business Case
GETTING BUY IN
You need to be confident that ambitious change programmes pass your investment thresholds.
Before implementation can commence, we will work with you to agree milestones and timelines, demonstrating to your senior team that the initiative is in safe hands.
MARIS
Workplace Strategy issue September 2013
Business Case
REALISING THE GAINS
Just creating a plan doesn’t mean you realise the gains. The real challenge is making it happen.
Our commitment is to help you achieve the strategic and productivity benefits. This involves ensuring connectivity between activities and departments, and working as ambassadors for culture change.
The two single biggest costs in any business are staff and property. By undertaking analysis work we are able to advise clients on best use of space and implement new ways of working to increase productivity and wellbeing, and reduce costs on real estate.
MARIS
Workplace Strategy issue September 2013
We help understand your workspace where people can achieve.
The workplace has a big impact on people productivity, talent attraction and costs. However, many companies derive just a fraction of potential value from their occupied space.
MARIS help to create environments where people achieve more so our clients business can thrive.
We believe that workplaces need to support your people, operations and business goals.
MARIS evaluate how effectively space is currently being used across the property portfolio.
Business Case
MARIS
Workplace Strategy issue September 2013
OUR SERVICES OUR WORKPLACE STRATEGIES INCLUDE:
Business case developmentAlternative workplaceConsolidation strategiesStrategic occupancy planningChange management and communicationsCorporate guidelines and standardsVisioning – identifying business, strategy and brand driversWork style and occupancy analysisBenchmarkingFinancial analysisTechnology, policy and workplace propositionsStake holder engagementImplementation strategy and planningProject management
Business Case