The Workplace Matters Insights into Building Successful

The Workplace Matters
Insights into Building Successful, Future-oriented
Workplaces
By Jeffrey Saunders, [email protected]
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Copenhagen Institute for Futures Studies
•
CIFS is an independent, not-for-profit think
tank. Since 1970, it has been guiding key
decision-makers all over the world.
•
We use futures studies to create immediate
changes, innovation and development in
companies, organizations and society.
•
We do this by offering a future-driven business
network, experienced business development
competencies and strong knowledge sharing.
Part of our revenues are invested in R&D.
Today’s presentation
•
Will focus on:
– How megatrends and other pressures are driving organizations to
activity based working and dynamic spaces
– How organizations could best harness the use of space to support their
employees and partners to benefit their organizations
– How to avoid common pitfalls
Space is never neutral
Space is never neutral
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Space is never neutral
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There is room for
improvement!
30%
OF SURVEYED EMPLOYEES DO NOT THINK THAT THEIR
WORKPLACES REFLECT THEIR ORGANIZATIONS VALUES AND
IDENTITY (VERY BADLY/ OR NOT AT ALL)
20%
OF SURVEYED EMPLOYEES ARE NOT PROUD TO SHOW THEIR
WORKPLACES TO OTHERS (VERY BADLY/ OR NOT AT ALL)
Source: SIGNAL,
2015
Use of space matters!
•
Space is never neutral – it communicates
•
Locations are exposed to global competition
•
One of the most critical decisions a firm makes
•
Impacts fixed and variable costs
•
Decisions made relatively infrequently
The workplace matters
Strategy
Future
workplace
Future
work
Future
workforce
Sources: CIFS, ISS NWOW, SIGNAL,
2015
Buildings
& Tech
People
New demands, changing demographics
offline
Hybrid
reality
online
War for talent
War for talent
70 % Gen Z (age 14-19) more inclined to demand
flexible working arrangements than older
generations
74% expect to work past
retirement age
Rise of Intellectual Mercenaries
Key Trends: Network Society, Knowledge Society, Acceleration and Complexity
Core Themes: Workforce, Work
Work Campaigns
Key Trends: Complexity and Acceleration, Network Society, Knowledge Society
Core Themes: Work
Competitive Creativity
Key Trends: Technological Development, Individualisation, Immaterialisation
Core Themes: Work
Intrapreneurs
Key Trends: Democratisation, Acceleration and Complexity, Individualisation
Core Themes: Workforce
Create your adventure
Key Trends: Individualisation, Demographic Development, Economic Growth,
Polarisation
Core Themes: Workforce
Networked Leadership
Key Trends: Globalisation, Technologic Development,
Individualisation, Demographic Development
Core Themes: Work, Workforce
Collaboration
”Collaboration is employees communicating and working
together, building on each others’ ideas to produce
something new or do something differently.”
When employees collaborate, they work:
• 15% faster, on average
• 73% to do better work
• 60% are innovative; and
• 56% are more satisfied
Businesses with a collaborative strategy are twice as
likely to outgrow their competitors and more likely to
improve their profit.
Deloitte Australien 2014
Knowledge sharing related &
Social relations
•
We share information primarily with those people we sit closest to and with
whom we have the best social relations
•
With distances over 50 meters the knowledge sharing falls dramatically
Peter Holdt Christensen / CBS
The challenge we are facing
1
Strategy
•
•
•
1
What are future organizational goals & needs?
How can we use all of our assets – financial, people,
physical – to achieve our goals and maximize value?
What are the key indicators we should be measuring?
Strategy
3
2
3
People
•
What is the organization’s culture?
•
What should people work together to achieve organizations
goals?
•
Which behaviors should be supported in away that reflects
the desired organizational culture?
•
How should customers and relevant stakeholders visit and
interact with our organization?
Buildings & technology
•
How to understand future needs while still serving current
ones?
•
How to optimize activities and investments to move from
efficient m2 to ”smart” m2’?
•
How to measure results and govern the process?
Buildings
& Tech
2
People
Where workplace strategies
go wrong
Misaligned with:
Misaligned with:
Strategic challenges
Organization’s mission and vision
Organizational culture and values
National culture requirements
Business needs and processes
Compensation packages, rewards and
consequences
Technology
Employee autonomy
Misaligned with:
Leadership behavior
Knowledge management
Communication
Employees activities and behaviors
Source: Diane Stegmeier, Innovations in
Office Design, 2008
Collect And Analyze Data
SENSORS &
TRACKING
WORKSHOP
ONLINE
SURVEY
FOCUS GROUP
INTERVIEWS
APPS &
SOCIAL
MEDIA
RESEARCH,
HORIZON
SCANNING
FACT FINDING
SOCIAL
NETWORK
ANALYSIS
New demands, changing demographics
Disturbances – the challenge for integrating multigenerational workplaces
•
A growing challenge will be to serve the needs of ageing workers
•
Workers aged 62 and over are more easily distracted by noise and
visual disturbances
Source: Wim Pullen, ”Age, office type, job satisfaction and
performance” Work & Place (2014)
Utilize all assets!
NATURAL
ENVIRONMENT
PUBLIC AND
PRIVATE
SERVICES
LOCATION
BUILT
ENVIRONMENT
Source: TENDENSOR,
2014
SOCIAL
ENVIRONMENT
Utilize all assets!
To use your physical assets to their
fullest
Visibility
NATURAL
ENVIRONMENT
• Be known and recognized
Reputation
• Build trust with existing and future
employees
PUBLIC AND
PRIVATE
SERVICES
LOCATION
SOCIAL
ENVIRONMENT
Identity
• Create a sense of belonging
Authenticity
• Be unique, and don’t oversell
BUILT
ENVIRONMENT
Source: TENDENSOR,
2014
Purpose
• Demonstrate the role you play
Attractive locations are not
cocoons
New types of competition:
Companies v. Co-working services
The future
worker is a
free agent
CO-WORKING
LOCATIONS
New types of competition:
Companies v. Co-working services
The future
worker is a
free agent
What do they offer that established
organizations typically struggle with?
• Focus on networking, flexibility and
professional sparring
• Low risk, inspiring and creative spaces
• Have spaces for:
• Focus
• Collaboration
• Socializing
• Learning
CO-WORKING
LOCATIONS
Typology of coworking environments
COFFEE SHOP and COFFEE SHOP+
Some verge on coworking spaces. These are the small independent, more likely
community coffee shops that see the potential in the remote workforce and offer
up the best wifi, small tables and sockets-a-plenty; they are known as ‘Coffee
shop +’.
COWORK LAB
Cowork lab are where businesses study their users
and focus on innovation. Here companies
experiment with customer service, usage patterns,
etc. Examples include NextDoor in Chicago run
by StateFarm Insurance and conceived by IDEO,
Google campus in London and ING Cafes
”JELLY” EVENTS
A casual working event where people get together in
a coffee shop or a person’s home. Often Jelly events
can lead to a coworking space being established.
TOUCHDOWN SPACES
LABS
Labs are innovation hubs separate from a parent company.
Advertising companies (BBH), Tech companies (Google) and
even retail (Nordstrom) and Newspapers (New York Times)
have adopted the new Lab structure within their companies.
This refers to the established workstations and
corporate virtual offices, executive suites &
touchdown service concepts like Regus.
BOTTOM -UP
TOP -DOWN
UNIVERSITY LABS
COLLECTIVE
Collectives differ from coworking spaces in that they
usually have a co-op business model. They all invest in
space together, they are more often than not made up
of people in the same discipline.
INCUBATORS
Incubators are designed to support start-ups and entrepreneurs . They
provide all the basics and the structure they need to get going. Incubators
often host a number of small start-ups at once.
These are innovation labs where students
in a highly charged environment solve
common problems, brainstorm and create
ultimately the future start-ups and
transformative ideas. Examples include
Harvard iLab, The MIT CoLab and Media
Innovation Lab..
Source: Making space for
others, 2013
Thank you!
The Workplace Matters
Insights into Building Successful, Futureoriented Workplaces
Presentation by Jeffrey Saunders, [email protected]
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