Flexible Working in a Downturn
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Transcript of Flexible Working in a Downturn
Moderator:
Helen Kaufert Leyland, Nokia Siemens Network
Speakers:
Kimberlee Burt, Original Creative Co-op
Colin Stuart, EC Harris LLP
Nigel Oseland, AMA Alexi Marmot Associates
Nik Robotham, Morgan Stanley
#1 Implementing Flexible Working in a Downturn: A Practical Guide
Agile Working
Agile Working is about bringing people, Processes, IT and technology, time and place together to find the most appropriate innovative and effective way of working to carry out particular tasks. There is no one size fits all, it has common themes but is individual.
Agile Working, in simplistic terms is working within guidelines but without boundaries.
At BT they have 75,000
flexible workers
out of 111,000 people ….
and 14,500 are homeworkers
Constructing Excellence - Better Ways of Working March 2009
Paul Allsopp BSc.(Hons) (formerly BT)THE AGILE ORGANISATION
Types of Working Environments
• Traditional – assigned office & open plan, auxiliary spaces
• Activity Based or Alternative Worksettings- collaborative areas & individual workstations- non-assigned (flex)
• the ‘No-Office’ concept –
• Similar to anywhere/anytime- non-building oriented such as cars, gardens, etc
• The “Home”- separate room or kitchen table?
• Non-traditional Environments –
Flexible work locations not including the office or home, such as libraries, coffee shops, airport lounges, clients’
• Satellites – Hubs - Drop-ins
Non- assigned workplaces/offices, larger amount of meeting spaces and touchdowns,
often ‘hotelled’
Main Office- In City orBusiness Park
‘Near Home’Or SuburbanOffice
Third Places
Virtual
Selecting the Model for your Business
Location
Who Definitions • Individuals, Sales,
some C-Suite
• Knowledge workers
• Managerial,
Administrative
• Financial, ‘face to
face’ services
Economy Sector/
• Nomad(ism) –
eWork & mWork-
No fixed base
• Homeworking –
No assigned desk in
office
• Teleworking
Telecommuting
• Flexible Working
Desk Sharing
• Anywhere/anytime
“Third Places”
• Work fully or mostly
from home
• Flex in the Office &
at Home
• Office building
dependent
• SME’s, High Tech,
Entrepreneurs
• Call Centres/ High Tech
• Professional,
Consultancy
•Financial, Law
Personal services
Designing the Infrastructure
People Technology Facility
The Primary Considerations
Importance of People
• Management training- ‘Middle Management Blackout’ > Office culture
Management by results > ‘presenteeism’
• Workforce demographics- Babyboomers > Diversity & Inclusion > the Net Generation > Fathers at Home
• Who-Where-Why-When?- Suitability Analysis
• Rules & Regulations- What is allowed, encouraged, and vice versa
Importance of Technology
• Virtualisation- the challenge to Corporate IT departments
• Security & Privacy- just how important is it?
• Accommodating different technologies at home- DSL, Cable, Wireless
• Clear Rules for Teleworking- policies and practicalities
• The ‘roll-out’ and help desk- new software advancements
The Role of the Facility
• Existing Portfolio > Cost & Value > Existing Technology• Type of Building > Design Flexibility > Symbolism & Branding• Regulations > Capacity Analysis > Location• Spaceless Growth > ‘Futures Analysis’> Long term Strategy
Photos Courtesy of “Spaces” Amsterdam
Implementing in a Downturn
Design as Enabler? Design as Enabler
“ A single focus on cost
management … hurts the
ability to respond when the
economy turns around”
Steelcase June 2009
Advantages:• More Space – less paper -better environment• Breaks down hierarchy• Allows more collaborative settings• Improves work/life balance (a ‘give-back’ during redundancies)• Positions for Expansion without additional cost or churn
Photo Courtesy of “Spaces” Amsterdam
Why Implement Agile Working?
• Markets are changing:– for some it is survival for others opportunity
• Market positions are forged in a downturn: – dynamic, innovative environment
• Customers really are king: – because there are fewer of them
• Corporates are changing to respond to new market and customer dynamics:– and the change is fast
• So new products, services, geographies are dynamic:– how can corporate workspace respond without
Workplace Challenges
Impact• Demonstrable
positive impact by the workplace on business performance
• Push-back from decentralised business units
• Opex & Capex reduction requirement
• Attraction and retention of the best talent
Control• Insufficient asset
knowledge and M.I.
• Knowledge gapsaround the support the workplace needs to offer the business
• Benchmarking data & KPIs to demonstrate improved performance
• Lack of integrated city & regional reporting, forecasting and ROI analysis
Innovation• Demonstrable
improvements in productivity from ‘innovative’ workplaces and new ways of working
• Supporting ways of working, leading the way in innovative working practices
• Clearly articulated sustainability agenda, carbon neutral targets
Adaptability• Flexible workplace
solutions required to meet rapidly-changing business models
• Business Continuity, better risk management
• Credit Crunch issues around shedding people or space
The Need to Innovate
Cameron & Quinn
• 100% of organisations want their culture to be more creative and innovative
• 96% want their culture to be less controlling and hierarchical
Cameron & Quinn
The Response to a Downturn
t
• Managers reverting to comfort zones - an increase in control
• A clocking on culture re-appearing
• Erosion of trust
A Negative Spiral
• Increasing staff resentment
• Lower morale
• Lower productivity
• Stifling innovation
• Are we stepping back 20 years?
Investing in Flexible Working
The Benefits Case
Link the Benefits Case to Deliverable KPIs
• Reduced absenteeism = £• Reduced total occupancy costs = £• Improved productivity = £• Improved customer satisfaction = £
ECHQ – doing it for ourselves• £3m targeted benefits were realised in under 6 months (against a 12 month target)• Net Profit Margin increased by 13% from pre move levels• Fee turnover per head increased by 7.5%• Staff attrition dropped from 24% to 15%, attraction/attrition ratio improved 1:1 to 2.5:1• Utilisation of workspaces increased from 62% to 85%• Total Occupancy Cost per head reduced by 36%• Carbon footprint reduced by 39%
Conclusions
• Estate & Facilities have to change – we need to robustly measure and link facilities to business contribution as well as driving out cost and waste
• CRE executives are facing Boardroom pressure to match facilities/service to customer need and to demonstrate benefits case for investment
• Flexible workspace and agile working can be part of the solution
Making Change
• Don’t force change, guide it
• Support staff to form their own opinion and solutions
• Give some of what they want to affect change you wantSource: AMA Alexi Marmot Associates 2009
7 Cs of Change
Set the stage …
decide what to do
make it happen
… then make it stick
Create sense of urgency
Credible team
Clarify vision and strategy
Communicate
Consult and empower
Celebrate short-term wins
Cement the new culture
Source: AMA Alexi Marmot Associates 2009
Tools for Change
• Select team and confirm sponsor
• Project meeting for objectives & timescale
• Gauge/survey readiness to change
• Key stakeholder meetings
• Initial communication
• Select champions
• Welcome Pack or User Guide
• Open/family day
• Opening ceremony
• Champion sessions
• Post-move feedback
• Additional training
• Post occupancy evaluation
• Continuous comms
• Champion meetings and workshops
• Work process training
• Exhibitions, furniture showcase, site visit
• Pilot study
• FAQ and Guidelines
• Videos & walkthrough
• Farewell celebration
• Space analysis and utilisation study
• Envisioning workshop
• Senior manager interviews
• Culture mapping & photosphere exercise
• Champions kick-off
• Pre-project staff survey
• Best practice tours
Create urgencyCredible team
Clarify vision Communicate
Consult / empower
Celebrate wins
Set the stage Decide what to do Make it happen Make it stick
Cement new culture
Source: AMA Alexi Marmot Associates 2009
Change Cycle
Resistance
Commitment Exploration
Mo
rale
Denial Resisting change,
anger at changeBargaining & explore options for solution
Accepting responsibility for making change
Refusing to acknowledge change
Time
Emotional Support
Voicing of concerns and acknowledgement
Clear Direction
List priorities, set short-term goals
Encouragement
Acknowledge and reward success
Information
Justify change and prepare people
Source: AMA Alexi Marmot Associates 2009
Barriers to Change
Why do people resist change? How do we tackle this?
Value and reward alignment
Ownership and champions
Good comms/consultation
Provide additional support
Highlight strategy and benefits
Transparency & reassurance
Self-interest - loss of control
Distrust changers
Misunderstanding
Low tolerance of change
Unnecessary interference
Fear of the unknown
Source: AMA Alexi Marmot Associates 2009
Dealing with Resistance
Tell me and I’ll forget Show me and I will remember Involve me and I’ll understand
(Lao Tse, circa 600 BC)
Source: AMA Alexi Marmot Associates 2009
Coercion/EdictInfluenceEducation/
Reasoning
Negotiation/Arbitration
Involvement/Ownership
Facilitation/Participation
Example of Process & Techniques
VisionComms
VisionComms
Staff Survey (Pre)
Staff Survey (Pre)
EnvisioningWorkshop
EnvisioningWorkshop
Frequently Asked
Questions
Frequently Asked
Questions
Town HallPresentation
Town HallPresentation
Benchmarking& Advice
Benchmarking& Advice
Group HeadInterviews
Group HeadInterviews
GroupWorkshops
GroupWorkshops
GroupPresentation
GroupPresentation
GuidelinesComms
GuidelinesComms Update
Guidelines
Update Guidelines
MoveComms
MoveComms
Project TeamBriefing
Project TeamBriefing
ChampionWorkshops
ChampionWorkshops
Workplace Guidelines
Workplace Guidelines
WelcomePack
WelcomePack
Staff Survey (Post)
Staff Survey (Post)
LobbyingLobbying
ChampionWorkshops
ChampionWorkshops
Source: AMA Alexi Marmot Associates 2009
Change Programme
Source: AMA Alexi Marmot Associates 2009
58 additional tasks for FlexSpace
Success Factors
• Understand the requirement
• Identify leaders and partners
• Planned change management
• Use optimum solution
Source: AMA Alexi Marmot Associates 2009
The Client Experience:
Flexible working at Morgan Stanley
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Our Business Principles:
• Lead with integrity
• Put clients first
• Win in the marketplace
• Think like an owner
• Keep your balance
The Key Factor:
Think like an owner
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Would you book a hotel to cover the 6 week school summer holiday when you're only going for 2 weeks?
If it was your money, would you rent enough space for everyone to have a desk when they are occupied for less than 1/3 of their year?
Key Factors for CS Management:
Lead with integrity
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Decisions:• Do CS lead the change or follow the front office?• What is the right use of space for CS as a business?
Leadership:• Change Management• Define Benefits• Return On Investment • Communication
Key Factors for CS Management:
Vision and culture
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Team Orientated
Cost Conscious
Transparent
Diverse Specialists
Driven
Caring Leaders & Innovative
Client Focussed
Agile & Flexible
Collaborative & Communicative
Current Required
Key Factors for the Staff:
Keep your balance
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• Offices / team rooms / meeting rooms• Inefficiency of set up / clear down time• Occupation health: ergonomic requirements and hygiene• Filing and personal storage• Technology Solution• Team Zones• Booking System• Video / tele conference• Home Working• Personalisation
Change Management Factors:
Convincing Staff and Management to change
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Engagement: understanding and delivering department, team and individual requirements
Equality in space: Senior Management, Middle Management, Employees, Consultants, Temps
The real turning point: when they saw the space
The Real Turning Point:
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after
Seeing the Space
before
Planning the space:
01 02 03 04 05 06 07
C
A
B
Shelving
Sh
elv
ingInteractive Whiteboard
AV
DSC
Team Rooms
Flex Desks
Touchdown Positions
Video Conferencing
Collaboration Room
Quiet / 1 to 1 Rooms
Building Libary
Copy / Fax / Mail / Stationery Point
Ergonomic Equipment Store
Breakout and Informal Meeting Space
Pantry
Space Type Key
The Real Turning Point:
Seeing the Space
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working relaxing
The Real Turning Point:
Seeing the Space
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clear, adjustable desks with easy access to power and data
The Real Turning Point:
Seeing the view
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The Benefits:
For Now and the Future
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Reduction in space = reduction in cost
No moves, adds & changes = reduction in cost
Satisfaction rating increased from 51% to 93%
Better space = higher satisfaction & motivation
• “It’s the best office I’ve ever worked in”• “I’m actually enjoying coming to work”• “I don’t want to come home, I’m
enjoying the office too much”
Implementing Flexible Working in a Downturn
A Practical Guide
Thank you