IGNORING SHARED WORKSPACE ENVIRONMENTS

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1 IGNORING SHARED WORKSPACE ENVIRONMENTS The Fast Track to 2nd Place Diane Stegmeier Founder & CEO, Stegmeier Consulting Group October 27, 2015

University of CA, Berkeley - Haas School of Business

of Wellington New Zealand Middlesex University - UK

Singapore Polytechnic Kuala Lumpur City Library New

2 You ll have a chance to win! Harvard University s Graduate School of Design University of CA, Berkeley - Haas School of Business Northeastern University Boston Victoria University of Wellington New Zealand Middlesex University - UK National Taiwan University Université de Montréal Singapore Polytechnic Kuala Lumpur City Library New York Institute of Technology Oakland Community College University of Tasmania - Australia

3 Having difficulty selling the business case for a shared workspace environment?

4 Activity Based Worksettings Shared-Space Environment Open Plan Work-at-Home Free Address Hoteling Touchdow n Space Reverse Hoteling Telecommuting Virtual Work Connected Work Flex Work Hot Desking Collaborative Workplace Telework Alternative Workspac e Flexible work Flexible Workspace Desk Sharing arrangements Free RangeNon-Territorial Offices Remote Work I space, We space Web Commuting Open Office Environment On-Campus Mobility WFH Work Shifting Distributed Workplace

5 Common sentiments conveyed by the C-suite Old approaches have held us back from achieving our objectives

6 Old approaches have prevented us from transitioning From Shortage of team & meeting spaces, while individual space empty >63% of time To Default behaviors designed into the overall space Improvements in technology contributed to increased mobility, however decreased accountability Policies, leadership education, enduser training, communications, and reinforcement ensure accountability in the new work environment

7 Old approaches have prevented us from transitioning From Working same time, same place Isolated focus on individual performance Allocation-based charge backs To Working same time, same place; same time, different place; or different time, different place Social facilitation of organizational performance Activity-based charge backs

8 Common sentiments conveyed by the C-suite Incrementalism is not an option You can t cross a chasm by taking baby steps

9 Why is it time to change our approach to workplace strategy?

10 Business Drivers of Change

11 Business Drivers of Change Economic Recovery

12 Shared workspace environments can achieve two important business objectives + WORKPLACE COSTS WORKFORCE PERFORMANCE

13 WORKPLACE COSTS Consolidate unprofitable facilities Reduce energy consumption Optimize workspace utilization Cost avoidance in accommodating future growth 2013 Stegmeier 2013 Stegmeier Consulting Consulting Group Group

14 Providing a workspace to an individual employee costs an organization from $8,000 to $14,000 a year. Eliminating 100 workspaces can save an organization $1M a year. - Gartner Group

FMBenchmarking Survey of 94 organizations, 1.4M SF median Benefits and Risks of AWS It s not just rent Financial Issues Utilities $2.17/GSF Custodial $1.

15 FMBenchmarking Survey of 94 organizations, 1.4M SF median Benefits and Risks of AWS It s not just rent Financial Issues Utilities $2.17/GSF Custodial $1.33/cleanable SF Maintenance $1.69/GSF Parking & Paving $1529/Acre Grounds keeping $3405/Acre Security $0.73/GSF Mail Services $0.22/GSF Environmental Health and Safety $0.35/GSF Fixed Costs $3.71/GSF

16 Provide employees more choices & control to balance work-life balance Increase productivity through teamwork and collaboration, regardless of the location WORKFORCE PERFORMANCE Elevate leadership skills to focus on performance versus presence Improve decision making at the front line

17 Reinforce the corporate values of trust Create a workplace to attract, inspire & retain top talent WORKFORCE PERFORMANCE Expand the talent pool to fulfill labor requirements post-recession Manage delayed Baby Boomer retirements

18 Financial Risks If the workplace strategy is not aligned with a structured flexible work program/policies If the individual works at home three or more days per week, yet still maintains a dedicated space in the corporate offices stegmeier

19 Identifying workforce-related risks Manager resistance Line-of-sight supervisory styles Unengaged employees Unprepared for new ways of working

20 Organizations do a good job creating flexible work environments. What s standing in the way of creating a flexible workforce?

21 Cultural risks Culture of entitlement Physical space as a currency Competitive or territorial Senior leaders exempt from changes others are expected to adopt Perception that workplace changes are purely cost-cutting measures Full of excuses protecting the status quo No accountability for reinforcing workplace strategies

22 Best Practices Senior business leaders are engaged and visible throughout the change process Communication regarding change starts early, is reinforced often, and is tied to organizational goals Individual contributors and the managers to whom they report are prepared for the new workplace environment through training Each person throughout the organization is held accountable for the appropriate use of the new work environment

23 Drawing for Book WINNER MUST BE PRESENT 23

24 QUESTIONS?

Diane Stegmeier diane@stegmeierconsulting.

25 Diane Stegmeier White Papers Selling Upward: Securing Leadership Buy-in for Workplace Change Communicating Workplace Change: Starting with the Basics

26 THANK YOU Ignoring Shared Workspace Environments: The Fast Track to 2nd Place Diane Stegmeier, Founder & CEO Stegmeier Consulting Group Complete the session feedback survey in the EMS Live! 2015 mobile app to increase your prize winning chances! LinkedIn:

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