Novartis Business Services Real Estate & Facility Services Novartis Visible and invisible changes Gabrielle Keuerleber November 2018
We shape our buildings; thereafter they shape us. Winston Churchil 2
Creating a positive experience through the work environment How it started: Facilitate interaction across functions, disciplines and hierarchies A balance for collaboration and concentrated individual work Support direct and virtual communication Foster a culture of openness for innovation Attract & retain very best talent The Campus as a catalyst 3
Industry studies indicate tremendous opportunity to increase office space utilization Independent industry studies show that office space utilization is typically only 40-45%; that is, at any time as high as 55% of the allocated desks and offices are empty (due to travel, illness, meetings, unfilled headcount, etc.) Space Utilization by Country 4
Experiment for 42 people: 27 desks plus alternative settings 5
Utilization study after 6 months: Enough space anytime, alternative settings are popular 14. Floor Mobility level of the people occupied occupied alternative alternative seat seat free workstations free workstations (ready to be used) (ready to be used) reserved reserved workstations (personal (personal stuff stuff laying laying there) there) stationary semi mobile mobile (highly mobile, or desk utilization <40%) do not need permanent desk occupied workstations (somebody sitting there) occupied workstations (somebody sitting there) 6.2.2017 16.02.2017 built capacity current headcount alternative seats 27 41 26 6
Workplace evolution Workplace 1.0 Workplace 2.0 Workplace 3.0 Workplace 4.0 Singular offices cubicles, open plan Multispace Multispace with 10% flex ABW bis 2003 ab 2004 ab 2015 ab 2018 1.0: Singular office 2.0: Multispace 3.0: 10% Flex Concentrated individual work Communication and interaction: Informal zones; balance of visual transparency and acoustical separation; assigned workspaces Efficient use: A part of the workspaces are used flexibly 4.0: ABW Sharing the variety of offered settings 7
Our ABW model is based on five design principles supported by three pillars 8
Five guiding design principles 1. Sharing Shared ownership, space, ideas/information/identity 2. Flexibility Teams grow and shrink, mix of activities, adjust spaces to team needs 3. Mobility User-friendly technology, work can happen wherever useful 4. Choice Conscious choice about where/how to work, functionality, comfort 5. Efficiency Increased utilization of work spaces, no assigning space to individuals, supports focus on sustainability 9
SPACE: functional settings for activities 10
TECHNOLOGY Meeting 2.0 / virtual collaboration Tools to support collaboration anywhere, anytime Information accessibility A clear and userfriendly provision of databases and online information. Accessible via different devices. Supporting people s work planning Apps for effective use of facilities and work environment (finding people and/or available work spaces, booking collaboration spaces, ordering lunch online etc.) Basic IT infrastructure Wifi Telephony Laptops 2 8 11
CULTURE Active involvement, commitment and role-modeling of (senior) management Holistic approach, all functions involved: HR, HSE, IT, FS Cultural change of not having an assigned desk, paper independency and managing remote teams Rethinking the current routines and work patterns by individuals and teams, managers and associates Create human scale in the design, no large scale open plan, sense of belonging to Transition Management process 12
Summary Why: Enable unbossed culture, innovation and business results Support cost efficiency goals free up money to reinvest in the business A design approach based on five design principles sharing, flexibility, mobility, choice, efficiency and built on three pillars of Space, Technology and Culture Projects in Australia, Sweden, France, Germany etc. ABW is the way we work finding space to fit our need 13