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Transcript of IFMA China Presentation_Caroline Burns_20141023_LR
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What We knoW gensler research
by caroline burns | october 2014
Positioning Workplace to Meet The Business Challenges of Tomorrow’s China
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What We knoW gensler research
the workplace
Why is it important?
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What We knoW gensler research
It’s more than just dollars and desks.
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What We knoW gensler research
The well-designed workplace is a business resource.
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What We knoW gensler research
The workplace can be leveraged to benefit organisations in many ways.
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What We knoW gensler research
• Brand communication + reinforcement of corporate identity
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What We knoW gensler research
• Brand communication + reinforcement of corporate identity
• Cultivates a positive corporate culture and work community
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What We knoW gensler research
• Brand communication + reinforcement of corporate identity
• Cultivates a positive corporate culture and work community
• Attract + retain motivated employees - “EMPLOYER OF CHOICE”
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What We knoW gensler research
• Brand communication + reinforcement of corporate identity
• Cultivates a positive corporate culture and work community
• Attract + retain motivated employees - “EMPLOYER OF CHOICE”
• Ease of F2F communication + promotes teamwork and collaboration
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What We knoW gensler research
• Brand communication + reinforcement of corporate identity
• Cultivates a positive corporate culture and work community
• Attract + retain motivated employees - “EMPLOYER OF CHOICE”
• Ease of F2F communication + promotes teamwork and collaboration
• Improves productivity - “FIT FOR PURPOSE”
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What We knoW gensler research
• Brand communication + reinforcement of corporate identity
• Cultivates a positive corporate culture and work community
• Attract + retain motivated employees - “EMPLOYER OF CHOICE”
• Ease of F2F communication + promotes teamwork and collaboration
• Improves productivity - “FIT FOR PURPOSE”
• Inspires innovation
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What We knoW gensler research
• Brand communication + reinforcement of corporate identity
• Cultivates a positive corporate culture and work community
• Attract + retain motivated employees - “EMPLOYER OF CHOICE”
• Ease of F2F communication + promotes teamwork and collaboration
• Improves productivity - “FIT FOR PURPOSE”
• Inspires innovation
• Encourages Corporate Social Responsibility + Sustainable Practices
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What We knoW gensler research
The well-designed workplace also has tangible benefits for FM and CRE.
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What We knoW gensler research
• Less area per workpoint or person
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What We knoW gensler research
• Less area per workpoint or person
• Lower churn costs - Move people, not desks and walls
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What We knoW gensler research
• Less area per workpoint or person
• Lower churn costs - Move people, not desks and walls
• Standardised “Kit of Parts” and Space Standards - Less complex management and maintenance
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What We knoW gensler research
• Less area per workpoint or person
• Lower churn costs - Move people, not desks and walls
• Standardised “Kit of Parts” and Space Standards - Less complex management and maintenance
• Modular/ Multi-Purpose Rooms + Furniture - Flexible structure and able to accomodate changes over time with ease
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What We knoW gensler research
• Less area per workpoint or person
• Lower churn costs - Move people, not desks and walls
• Standardised “Kit of Parts” and Space Standards - Less complex management and maintenance
• Modular/ Multi-Purpose Rooms + Furniture - Flexible structure and able to accomodate changes over time with ease
• Less individual (“MY”) space, more shared spaces + amenities (“OUR”)
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since 2005, we have been studying the impact of workplace design on business performance, and how this has changed over time.
U.S. Workplace SurveyWPI Focus ReportU.S. + U.K. Workplace Survey
U.S. Workplace SurveyU.K. Workplace Survey
2013 2012200820062005
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FOUR WORK MOdESGensler's WPI research has revealed four primary modes of work - Focus, Collaborate, Learn, Socialize.These occur in different combinations in all organisations, and are all important to employee performance. Successful workplaces provide a mix of spaces to support all four work modes, aligned with the needs of the specific needs of the organisation.
FOCUS COLLABORATE SOCIALIzELEARn
Productive Capital work involving concentration and attention to a particular task or project.
Innovative Capital working with another person or group to achieve a goal.
Intellectual Capital working to acquire new knowledge of a subject or skill through education or experience
Social Capital work interactions that createcommon bonds, culture, and values, collective identity, collegiality and productive relationships.
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FOUR WORK MOdES | 1. FocuS
CBRE tokyo, Japan A9 silicon Valley, usa
3M Maplewood, usa
Ericsson tokyo, Japan
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FOUR WORK MOdES | 1. FocuS
Bayer new Jersey, usa
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FOUR WORK MOdES | 2. collaboraTe
Latham & Watkins Shanghai, china Heidrick & Struggles Singapore CBRE Tokyo, Japan
UBM Shanghai, china
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FOUR WORK MOdES | 2. collaboraTe
Latham WatkinsMastercard Singapore
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FOUR WORK MOdES | 3. learn
Tencent Shenzhen, china Hakuhodo Tokyo, Japan
Expedia bangkok, Thailand
Belkin los angeles, uSa
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FOUR WORK MOdES | 3. learnCMB Shanghai
Milbank, Tweed, Hadley & McCloy Singapore
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FOUR WORK MOdES | 4. SocIalIze
Capital Group beijing, china Spencer Stuart Singapore L’ Oreal Tokyo, Japan
Edelman Hong Kong , china
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Latham WatkinsMilbank, Tweed, Hadley & McCloy Singapore
FOUR WORK MOdES | 4. SocIalIze
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Workplace design has always reflected changes in society + culture, business + management, and science + technology.
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drivers of Change - China• Social media – local innovation connecting people and places
• SOEs – evolving into hybrid market competitors
• Workforce – supporting growth with a shrinking talent pool
• The rise of the urban post-nineties generation - “deng’s Children”
• Innovated in China – new frontier for global R&d
• High speed rail – connecting cities, expanding business horizons
source: kpMG china 360, vol 2 May 2014)
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The Top Ten Trends in high-performance workplaces.
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1. dEnSIFICATIOn: optiMisinG space use and efficiency
Real esTaTeis the 2nd or 3rd largest company expense- CoreNet Global, NYC Chapter
UBM san francisco, usa
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2. OPEn PLAn: hiGh perforMance, hiGh utilization
50%
offices & workstations
go unoccupied
of the time
new tech and financial services fitouts average
+80% open plan (Gensler benchmarking)
deloitte Tohmatsu tokyo, Japan
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3. TECHnOLOGY: steaMless, interactiVe, experiential
Airbnb san francisco, usa
40%
32%
of workers say they come to the office for access to the tools and technology they need— Steelcase 360 degrees, Issue 63
of employees globally now rely on more than one mobile device during the typical workday
- Source: Cisco
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4. WORKSETTInGS: Variety of choice
learn
SOCIALIzE
LEARn
50% 50%
FOCUSCOLLABORATE
Oriental dreamworks shanghai, china
Mastercard singapore
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5. MOBILITY: onsite and offsite
About.com new york, usa
SMARTPHOnE PEnETRATIOnurban india 23%united states 31%urban china 35%singapore 62%
8 ipsos for Google(2012),
our Mobile planet
BRInG YOUR OWn dEvICEunited states 36%singapore 52%india 70%
accenture(2011), the promise of consumer technologies in emerging Markets
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6.RE-FOCUS On FOCUS: supportinG concentrated work
Cisco california, usa
top dissatisfiers:• acoustics • Distractions
— WPI, Gensler Survey
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7.
Edelman hong kong
CUSTOMISATIOn: flexible furniture and partitions enable staff to rearrange spaces to suit
increase in 2012 in the no. of companies where there are at least 5 "agile" teams (7th State of agile Development Survey by Versionone)
of businesses say most of their company is using agile development methods (Survey conducted by Serena Software at the agile 2012 conference in Dallas)
15%
49%
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8.
Facebook silicon Valley, usa
SPACES ExPRESS IndEnTITY & CULTURE:
a branded workplace is a story. It connects with people at an emotional level.
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9.
dow R&d Centre shanghai, china
HEALTH & WELLBEInG:creaTInG an acTIVe WorKPlace
80%of jobs require little to no physical activity
— The National Heart Foundation, 2011
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10. SUSTAInABILITY
Lendlease shanghai, china
of employees felt greater motivation and loyalty to their company due to sustainability initiatives
80%
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Creating the ideal work environment for the employees, inspiring them to build on the past, work on the present and strive for the future. Seeking actualisation within the dream of infinite possibilities.
case study #1
TEnCEnTShenzhen, China
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Creating the ideal work environment for the employees, inspiring them to build on the past, work on the present and strive for the future. Seeking actualisation within the dream of infinite poss
Creating the ideal work environment for the employees, inspiring them to build upon the past, work on the present andstrive for the future.
case study #1 | tencent | shenzhen, china
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Leadership Goals• Corresponds to Client pursuit of innovation: To design a pure, flexible, dynamic and complete interior environment with interactive spaces for customers and visitors via internationalized and forward-looking functions
case study #1 | tencent | shenzhen, china
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Key Challenges• Integrate many consumer brands and business silos under one roof, connecting to the Client but retaining unique identity and subcultures
• Managing and supporting repid growth and structural change in the organisation
• Attracting and retaining talent especially with a relatively young post-nineties demographic
case study #1 | tencent | shenzhen, china
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Business Outcomes• Layered approach to business group arrangement and centrally shared “destination” facilities
• diversity of Spaces
case study #1 | tencent | shenzhen, china
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case study #1 | tencent | shenzhen, china
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case study #2
COnFIdEnTIAL TECH CLIEnTSeoul, South Korea
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•
Extending the Client’s global ability to develop the most effective work environment.
case study #2 | confidential tech client | seoul, south korea
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Leadership Goals• Multiple consolidation Projects across the globe
• Innovative design and seamless delivery of projects on a global scale
• Create an educational and change program with proven tools for internal client communications
• Support continued business growth while managing operating costs
case study #2 | confidential tech client | seoul, south korea
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Key Challenges• Creating a sense of place and community, while supporting externally focused sales activity
• Implementing an activity-based workstyle and integrating human resource policies, technology enablers and leadership approaches
case study #2 | confidential tech client | seoul, south korea
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Business Outcomes• Significantly higher occupancy density and “de-linking” of headcount and workpoint growth
• High engagement employees - more choice and control over workstyle
• Increased on-site collaboration and connection
• Environment “wow” factor for customers and new employees (“selling tool”)
case study #2 | confidential tech client | seoul, south korea
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BEFORE AFTER
work stations
Meeting rooms
ad-hoc Meeting spaces
focus rooms
phone rooms
case study #2 | confidential tech client | seoul, south korea
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case study #2 | confidential tech client | seoul, south korea
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case study #4
BAYERShanghai, China
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Testing workplace strategy through a controlled pilot in order to refine and apply learnings.
case study #4 | bayer | shanGhai, china
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Leadership Goals• Creating a showcase for products, immersing employees and visitors in the product experience
• Test and refine workplace strategy including activity-based working sharing ratios for specific groups
case study #4 | bayer | shanGhai, china
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Key Challenges• diverse functional requirements across the business - generalise ability of pilot project
• Balancing consistency between business environments with flexibility for change across the HQ tenancy
• Creating a sense of shared family community from previously siloed operations, while retaining localised social hubs
case study #4 | bayer | shanGhai, china
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Business Outcomes• Greater diversity of spaces and choice for employees
• Ability to understand nuances of Shanghai business needs and refine workplace strategy
• demonstrated benefits of new workplace through pilot, captured learnings
• Business group buy-in for implementation of refined and tailored design strategy across additional floors
case study #4 | bayer | shanGhai, china
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.
case study #5
LEnd LEASEShanghai, China
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.
A more vibrant, effective and sustainable workplace aligned with core values.
case study #5 | lend lease | shanGhai, china
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Leadership Goals• Expressing the Lend Lease brand
• Supporting effective project-based teams
• Embodying core value of sustainability
case study #5 | lend lease | shanGhai, china
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Key Challenges• Balancing transparency and openness with high levels of confidentiality and need for focus
• Accommodating very different workstyles
• Implementing Sydney head office ABW principles in a different context
case study #5 | lend lease | shanGhai, china
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LEND LEASE ToDAyLEND LEASE Tomorrow
owned desks
enclose/private
formal
solid
basic
who cares
work everywhere
open/transparent
informal
Multi-function
expressive
eco-friendly
Mobility
Workplace
Collaboration
Flexibility
Branding
Sustainability
Key Challenges
case study #5 | lend lease | shanGhai, china
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Business Outcomes• High employee engagement (love the space)
• ABW ready environment enabling appropriate groups to accommodate growth through desk-sharing up to 1:2 over a number of years
• Strong brand communication connecting with employees and industry
• LEEd Platinum CI certification
case study #5 | lend lease | shanGhai, china
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case study #5 | lend lease | shanGhai, china
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case study #5 | lend lease | shanGhai, china
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Workplace Matters!
Our decades of research and experience points to a number of design
solutions and strategic actions that can improve
employee and visitor experience, enhance performance, and drive innovation and
business success.
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Thank You!