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How does workplace strategy and office configuration allow for improved collaboration? Peter Smit Founder Collabogence Inc November 20 th , 2015

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How does workplace strategy and office configuration allow for improved collaboration?

Peter Smit

Founder – Collabogence Inc

November 20th, 2015

Cisco Confidential 2© 2013-2014 Cisco and/or its affiliates. All rights reserved.

Introduction

Polling questions

Rick Huijbregts – VP, Industry Transformation at Cisco

Michael Gresty – CEO at Rifiniti

Chris Hood – MD Workplace Innovation at CBRE

Summary

Q & A

Cisco Confidential 3© 2013-2014 Cisco and/or its affiliates. All rights reserved.

Creating a collaborative workplace culture series

• Is it now time for a Chief Collaboration Officer ?

• How can remote workers and distributed teams collaborate effectively ?

• How does workplace strategy and office configuration

allow for improved collaboration ?

Cisco Confidential 4© 2013-2014 Cisco and/or its affiliates. All rights reserved.

The shifting pressure fields

Employee “desires”

More flexibility

Able to determine

the when and where

the “work” gets done

Cisco Confidential 5© 2013-2014 Cisco and/or its affiliates. All rights reserved.

The shifting pressure fields

Employee “desires”

More flexibility

Able to determine

the when and where

the “work” gets done

Organizational

“desires”

Better space utilization

More collaboration

Cisco Confidential 6© 2013-2014 Cisco and/or its affiliates. All rights reserved.

Who is here today?(which functions are represented?)

☐ Human Resources

☐ Workplace Strategy

☐ Corporate Real Estate

☐ Information Technology

☐ Business Champion or other

Cisco Confidential 7© 2013-2014 Cisco and/or its affiliates. All rights reserved.

What is the state of your office space ?

☐ Have assigned desks and are planning on staying that way

☐ Hybrid environment – a portion has assigned desks, the rest do not

☐ Plan on moving to some form of flexible arrangement plan

within the next 12 months

☐ Have a completely free-form seating environment

☐ Have different “types”of space available with a reservation

system

Cisco Confidential 8© 2013-2014 Cisco and/or its affiliates. All rights reserved.

Fundamentally, you believe that moving away from

assigned desks to a flexible work environment will:

☐ result in a dramatic increase in collaboration

☐ somewhat of an increase in collaboration

☐ have no impact on collaboration

☐ somewhat of a decrease in collaboration

☐ result in a dramatic decrease in collaboration

Cisco Confidential 9© 2013-2014 Cisco and/or its affiliates. All rights reserved.

Rick Huijbregts – VP of Industry Transformation at Cisco

©2015 Cisco and/or its affiliates. All rights reserved.

Working in…the Digital Age

Dr. Rick Huijbregtson Twitter @DrRickH, LinkedIn, and Facebook

Baby Boom 1946 – 1964

TV Generation

Gen Y / Millennial 1981 – 1995

Internet Generation

Largest portion of Cisco population

Gen 20201995 +

Digital Natives

Generation X 1965 – 1980

Computer Generation

• First generation to grow up with computers

• Ambitious & hardworking but place premium on family time

• Independent & self-reliant

• Skilled in technology

• Able to multi-task

• Like to be challenged, but expect work-life balance

• Giving back & civic responsibility very important

• Defined by Work

• Loyal to Employer

• More Traditional

• Like to receive info quickly

• Parallel process & multi-task

• Prefer gaming to “serious” work

71,000 Employees

25,000 Engineers

380 Offices

165Countries

41%

collaborate with people in different time zones

telecommute at least once a week

classified mobile workers

demonstrate a mobile or remote work style

work in a different location than their manager

of our employees work outside the U.S.

52%

50%

89%

6%

47%

Source: Cisco Work Profile Survey, 2012

75%

work in a fully remote manner

Cisco Confidential 13© 2014 Cisco and/or its affiliates. All rights reserved.

Market Changes…Digital Business is Creating the Digital Economy

Bookstore Taxi Music Point-of-Sale

PrintAdvertising

Automobile Hotel

Cisco Confidential 14© 2014 Cisco and/or its affiliates. All rights reserved.

Cisco Confidential 15© 2013-2014 Cisco and/or its affiliates. All rights reserved.

Mobility

Own Devices, Apps

Flexibility

Collaboration

Tools, Simplicity

Balance

What our People

Want

Cisco Confidential

© 2012 Cisco and/or its affiliates. All rights reserved. Cisco Confidential 26

Cisco Maps

Employee Productivity

• Find open rooms

• Find people

• Find resources

• Reserve Rooms

• Locate People/Rooms

• Find buildings

Cisco MapsImprove Employee Productivity through location enabled apps

Thank you

Cisco Confidential 29© 2013-2014 Cisco and/or its affiliates. All rights reserved.

Michael Gresty – CEO of Rifiniti

Business Intelligence for Workplace Optimization:Measuring Collaboration & Space Use

November 20, 2015Michael Gresty | www.rifiniti.com | [email protected]

© rifiniti™ 2015. All rights reserved. Usage governed by license agreement.

Better & fasteranalytics for continuous

improvement

Rifiniti Optimo: Business Intelligence (SaaS) Platform

Mobility, Collaboration & Space Use

Workspace & Collaboration

Employee Mobility

Meeting Room Use

Meeting Size & Duration

Intra-Departmental Collaboration

Extra-Departmental Collaboration

© rifiniti™ 2015. All rights reserved. Usage governed by license agreement.

Rifiniti Optimo AnalyticsEmployee Mobility

© rifiniti™ 2015. All rights reserved. Usage governed by license agreement.

Rifiniti Optimo AnalyticsMeeting Size & Duration

© rifiniti™ 2015. All rights reserved. Usage governed by license agreement.

Rifiniti Optimo AnalyticsInter- and Intra-Departmental Interaction

© rifiniti™ 2015. All rights reserved. Usage governed by license agreement.

The most mobile sub-department has 30% of the employees externally mobile

The least mobile has only 13% of the employees externally mobile.

36

Case Study - Employee Mobility Alpha Departmental Mobility

0% 20% 40% 60% 80% 100%

A

B

C

D

E

F

G

H

I

J

K

L

Externally Mobile & On-Site Employees (%)

On Site

Externally Mobile

© rifiniti™ 2015. All rights reserved. Usage governed by license agreement.

37

Case Study - Internal Collaboration Average # Daily Meetings by Alpha Sub-Department

The most active sub-department in

Alpha has an average of 1.7

meetings per day.

The least active has 0.08.

0 0.5 1 1.5 2

Number of Meetings

© rifiniti™ 2015. All rights reserved. Usage governed by license agreement.

A

B

C

D

E

F

G

H

I

J

K

L

38

Case Study - External CollaborationAverage # Daily Meetings with Other Departments

Some departments meet

often with Alpha.

A few departments never

meet with Alpha.

0 5 10 15 20 25 30

Average daily meeting count (#)

© rifiniti™ 2015. All rights reserved. Usage governed by license agreement.

AA

BB

CC

DD

EE

FF

GG

HH

II

JJ

KK

LL

MM

NN

OO

PP

QQ

RR

SS

TT

UU

VV

WW

XX

YY

XX

39

Case Study - Meeting Size & Duration Conference Room Capacity vs. Actual Attendance

17%

29%

29%

42%

41%

46%

51%

10%

11%

12%

3%

2%

3%

6%

73%

60%

59%

55%

56%

51%

44%

0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100%

4

6

8

12

14

16

20

size larger than scheduled equal capacity size smaller than scheduled

Larger rooms tend to be better utilized.

Smaller rooms tend be underutilized.

Co

nf

Ro

om

s C

apac

itie

s

© rifiniti™ 2015. All rights reserved. Usage governed by license agreement.

40

Case Study - Meeting Size & Duration Meeting Duration (%)

71%

53%

79%

50%

52%

56%

51%

16%

24%

6%

28%

29%

18%

28%

13%

24%

15%

22%

19%

26%

21%

0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100%

4

6

8

12

14

16

20

time shorter than scheduled equal duration time longer than scheduled

More than half of the meetings end earlier than scheduled.

This happens most often in rooms with 4/8 seats.

Co

nfe

ren

ce R

oo

m C

apac

itie

s

© rifiniti™ 2015. All rights reserved. Usage governed by license agreement.

41

Case Study - Meeting Size & DurationConference Room Usage (%)

Large rooms are in use the most, ~60%, at peak times (9-11am and 1-3pm) and ~50% during all work hours.

0%

10%

20%

30%

40%

50%

60%

70%

Small Room Medium Room Large Room

Usage by Room Type for All and Peak Work Hours

Peak Hours Regular 10 Hours© rifiniti™ 2015. All rights reserved. Usage governed by license agreement.

42

Case Study - Meeting Size & DurationSquatting in Conference Rooms (%)

22% of

‘reservable’ hours

= squatting.

Squatting

increases to 30%

during peak times.

Reserved and Used11%

Reserved but No Show12%

Squatting22%

Available55%

Reserved and Used Reserved but No Show Squatting Available

13%

9%

30%

48%

All Work Hours

Peak Hours

© rifiniti™ 2015. All rights reserved. Usage governed by license agreement.

43

Key Takeaways

o Companies can extract actionable business value from data about collaboration and space use even if it is anonymized and aggregated.

o Sophisticated data science algorithms can extract rich insights from multiple ‘big data’ sources.

o Continuous monitoring, rather than ad-hoc one-time studies, enables continuous improvement.

© rifiniti™ 2015. All rights reserved. Usage governed by license agreement.

Cisco Confidential 44© 2013-2014 Cisco and/or its affiliates. All rights reserved.

Chris Hood – MD of Workplace Innovation at CBRE

Collaboration

Chris Hood

Managing Director, Occupancy Services

November 20th 2015

The Lessons from Coworking

Cisco Confidential 46© 2013-2014 Cisco and/or its affiliates. All rights reserved.

ADJACENCYTHE QUEST FOR A COLLABORATION SOLUTION

CHRIS HOOD

Cisco Confidential 47© 2013-2014 Cisco and/or its affiliates. All rights reserved.

ONE COMPANY CHURNS 80% OF ITS POPULATION EVERY

YEAR IN PURSUIT OF OPTIMUM ADJACENCY

We don’t think that’s enough!

Cisco Confidential 48© 2013-2014 Cisco and/or its affiliates. All rights reserved.

DON’T GET US WRONG……

WE’RE NOT IN FAVOR OF HIGH LEVELS OF DISRUPTION

Just so that empty desks can sit next to each other!

Cisco Confidential 50© 2013-2014 Cisco and/or its affiliates. All rights reserved.

RECENT CHALLENGES FROM TRYING …

• Moving people is expensive

• We can’t afford to provide everything for everybody

in every location

• Physical adjacency is no longer possible with

virtual and global teams

• Face to face can be of very high value but we

rarely get it. How do we make the most of it

• Today’s space paradigms restrict the amount of

adjacency or proximity

• Most space today has already been homogenized

to reduce cost and squeeze extra people in

Cisco Confidential 51© 2013-2014 Cisco and/or its affiliates. All rights reserved.

DESIRED OUTCOMES

• Employees have a voice that accelerates the feedback

loop and reduces the distance to leaders

• Fewer activities that do not directly contribute to

realization of the business vision and business goals

• Change is integrated across People, Place, Culture

and Technology

Simply, rethink what collaboration is

Cisco Confidential 52© 2013-2014 Cisco and/or its affiliates. All rights reserved.

ADJACENCY: THE REALITY

One of the main drivers of success was the fact that the team members were at hand,

ready to have a spontaneous meeting, advise on a problem, teach/learn something new,

etc. We know from earlier work that the gains from being at hand drops off significantly

when people are first out of sight, and then most severely when they are more than 30

meters apart

Allen, T. J. (1977) Managing the Flow of Technology: Technology Transfer and the

Dissemination of Technological Information Within the R&D Organization

CBRE occupancy data indicates

that, at any given point in time,

typically only two of these six seats

would be occupied

Observation and implication

Physical proximity can be a major

enabler but it doesn’t happen as much

as we might imagine

Cisco Confidential 53© 2013-2014 Cisco and/or its affiliates. All rights reserved.

NEW THINKING INSPIRED BY

COWORKING IS

VIABLE: PEOPLE

ARE PAYING

FOR THIS!

PEOPLE ARE

COMFORTABLE

WORKING FROM

MULTIPLE

LOCATIONS

EXTREME

HOSPITALITY

SMALL GROUPS

CAN ACHIEVE BIG

THINGS

PERVASIVE USE

OF SIMPLE

TECHNOLOGY

Cisco Confidential 54© 2013-2014 Cisco and/or its affiliates. All rights reserved.

HOW ABOUT AN ESTABLISHED IDEABromsgrove School: founded 1553

Art & modern languages

Biology &

physics

labs

Chemistry labs

Dining

Masters commons

and Head masters

House

Performing arts

Chapel

Maths, Geography, English

Day students (live at home)

The House Masters Commons Classrooms Home

The House

Amenities

Analogies

Oxford colleges

Frat houses

A village

Cisco Confidential 55© 2013-2014 Cisco and/or its affiliates. All rights reserved.

THE ENTERPRISE EQUIVALENT

Project center 1

Maker

space

Labs

Dining

Executive commons

(a coworking center)

Conference center

Sports/ exercise

Working from home)

The House Executive commons Project space Home

The House

(Coworking center)

Amenities

Components

The house

Project space

Amenities

Project center 2

Executive Commons

Corporate visit center Conference

visit center

Conference centers

Cisco Confidential 56© 2013-2014 Cisco and/or its affiliates. All rights reserved.

THE HOUSE

SPACE

READING ROOM

FOCUS ROOM

COFFEE + JUICE BAR

BARBECUE

MEETING SPACES

FIREPLACE

LOUNGE

GARDEN

BOOTHS

SOCIAL SPACE

SERVICE COUNTER

SUPPORT STAFF

KITCHEN TABLE

PERSONAL LOCKERS

SERVICES

GEEK SQUAD

HR SUPPORT

MENTORING

HOSPITALITY

CONCIERGE

GOURMET COFFEE + TEA

ORGANIC BEVERAGES

AV SET-UP

DRY CLEANING

SHOE SHINE

SPACE RESERVATIONS

WIRELESS

ADVICE +WORK REVIEW

COPY/ MAIL/ PACKAGING

The house is where you belong. It’s where you can work, entertain, meet people and get advice. It’s a

community!

Cisco Confidential 57© 2013-2014 Cisco and/or its affiliates. All rights reserved.

LOOK AND FEELComponents for the business solution

Relevant

comparisons

English public school “houses”

American University dorms

Frat + Sorority houses

British Military regiments

Your village or neighborhood

Oxford and Cambridge colleges

Starbucks

Look and feel1. An informal place to

work, mix and hang out

with people you know

2. Informal space to connect

3. Places to meet, present

and discuss

4. A place to keep my stuff

5. Starbucks

6. I belong

7. Un-Corporate

8. A community

9. Peace and quiet

1

8

7

6

5

4

3

2

9

Cisco Confidential 58© 2013-2014 Cisco and/or its affiliates. All rights reserved.

FORMAL COLLABORATION SPACEProject space is configured each day for demand, based upon short, medium and long term use

Analogies

Tradeshow floor

Stage set

Cisco Confidential 59© 2013-2014 Cisco and/or its affiliates. All rights reserved.

LOOK AND FEELComponents for the business solution

Relevant

comparisons

Team space

High performance individual

space

Agile teaming space

Labs

Maker spaces

Images1. Mixture of open and

enclosed work spaces

2. Technology-laden

meeting space

3. Informal meeting space

4. Agile teaming space

5. Collaboration solutions

6. Team spaces

7. Focus rooms and

meeting rooms break-up

large open spaces

8. Break-out/ scrum space

9. Places to build things

7

8

4

5

6

2

1

3

9

Cisco Confidential 60© 2013-2014 Cisco and/or its affiliates. All rights reserved.

CHANGES• Clarity of impact, contribution and measures for

all involved

• Tracking of benefits across IT, HR, CRE using

agreed KPIs to monitor adoption rates

• Virtual and multi-teaming that encourages

resources to contribute across multiple projects

• Agile workspaces where teams are helped to

form, so they become productive faster

• Eliminating staff and office moves for a direct cost

saving and less disruption

• Highly reconfigurable project spaces

• Effective process to on-board teams covering

new space concepts + practices

• Choice and self-determination of space use

• Agreed commitment across teams to common

technology platform and collaboration tools

Cisco Confidential 61© 2013-2014 Cisco and/or its affiliates. All rights reserved.

Summary:

• It is fundamental to have in deep

understanding of how your people currently

work and how they use the current space

• It is fundamental that you have a clear vision of

what you want to achieve with any changes made

• Make sure all stakeholders are represented in the process of defining changes

• Measure “before” and “after”…..and then track and measure continuously

Q & A

Peter Smit - [email protected]

Rick Huijbregts – [email protected]

Michael Gresty – [email protected]

Chris Hood – [email protected]

Research project: Interested in knowing your “Collaborator Type” and how you compare to others?

Go to www.themindsuite.com/survey and ender code: VSH476

(20 minute assessment – your profile will be sent to you upon completion of the research)

November 20th, 2015