The Workplace Matters Insights into Building Successful, Future-oriented Workplaces. By Jeffrey Saunders, /nr

Transcription

1 The Workplace Matters Insights into Building Successful, Future-oriented Workplaces By Jeffrey Saunders, /nr

2 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.

3 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

4 Space is never neutral

5 Space is never neutral /nr

6 Space is never neutral /nr

7 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

8 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

9 The workplace matters Strategy Future workplace Future work Buildings & Tech Future workforce People Sources: CIFS, ISS NWOW, SIGNAL, 2015

10 New demands, changing demographics offline Hybrid reality online

11 War for talent

12 War for talent

13 70 % Gen Z (age 14-19) more inclined to demand flexible working arrangements than older generations

14 74% expect to work past retirement age

15 Rise of Intellectual Mercenaries Key Trends: Network Society, Knowledge Society, Acceleration and Complexity Core Themes: Workforce, Work

16 Work Campaigns Key Trends: Complexity and Acceleration, Network Society, Knowledge Society Core Themes: Work

17 Competitive Creativity Key Trends: Technological Development, Individualisation, Immaterialisation Core Themes: Work

18 Intrapreneurs Key Trends: Democratisation, Acceleration and Complexity, Individualisation Core Themes: Workforce

19 Create your adventure Key Trends: Individualisation, Demographic Development, Economic Growth, Polarisation Core Themes: Workforce

20 Networked Leadership Key Trends: Globalisation, Technologic Development, Individualisation, Demographic Development Core Themes: Work, Workforce

21 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

22 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

23 The challenge we are facing 1 Strategy 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? 1 Strategy 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 m 2 to smart m 2? How to measure results and govern the process? Buildings & Tech People 2

24 Where workplace strategies go wrong Misaligned with: Strategic challenges Organization s mission and vision Organizational culture and values Misaligned with: 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

25 Collect And Analyze Data SENSORS & TRACKING WORKSHOP ONLINE SURVEY FOCUS GROUP INTERVIEWS APPS & SOCIAL MEDIA RESEARCH, HORIZON SCANNING FACT FINDING SOCIAL NETWORK ANALYSIS

26 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)

27 Utilize all assets! NATURAL ENVIRONMENT PUBLIC AND PRIVATE SERVICES LOCATION SOCIAL ENVIRONMENT BUILT ENVIRONMENT Source: TENDENSOR, 2014

28 Utilize all assets! NATURAL ENVIRONMENT To use your physical assets to their fullest Visibility 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 Purpose Demonstrate the role you play Source: TENDENSOR, 2014

29 Attractive locations are not cocoons

30 New types of competition: Companies v. Co-working services The future worker is a free agent CO-WORKING LOCATIONS

31 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

32 Typology of coworking environments JELLY EVENTS 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 +. 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. 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 TOUCHDOWN SPACES This refers to the established workstations and corporate virtual offices, executive suites & touchdown service concepts like Regus. 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. BOTTOM -UP TOP -DOWN 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. UNIVERSITY LABS 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

33 Thank you! The Workplace Matters Insights into Building Successful, Futureoriented Workplaces Presentation by Jeffrey Saunders, /nr