MatrixSettingWork(place) “It is important to understand how an organization works, its culture and competencies, before you can effectively design a workspace where innovation happens.” - Jeff DeGraff, PhD
+ Our goal at RCF Group is to deliver a human experience that is second to none. And to be a driver of culture, and leader of experiences, that fuel conversations about the evolution of spaces, and the impact on people. HAWORTH RESEARCH How can YOUR company become the best?
01. WHO WE ARE 02. UNDERSTANDING YOUR PEOPLE 03. UNDERSTANDING THEIR BEHAVIORS 04. DEFINING YOUR DESIRED CULTURE Table of Contents
How do you create a work environment that serves as the physical expression of your company’s culture, brand, and business strategy - a place where employees work effectively, happily, and develop new ideas that grow revenue? We are here to help.
Understanding Your People Aligning organizational culture with characteristics The ways we work have changed. If spaces don’t serve the current needs of your employees and their new workstyles, they will not perform their best work.
Understanding their behaviors Aligning organizational culture with workstyle characteristics Focus On Tactical Objectives & Deliverables People who work in teams focused on tactical objectives and deliverables Focus On Specific Tasks People who mostly work alone focused on specific tasks and deliverables Generate New Ideas & Connect Them To Strategy People who often work in groups to generate new ideas and connect them to strategy Develop & Hone Strategic Concepts Subject matter experts who primarily work alone to develop and hone strategic concepts Concentration Interaction Mode Mode ConnectorCrew ExpertSpecialist Research continues to build evidence that we are social and thrive in community. We often accomplish more together than alone, and these tenets are inherently intertwined in the workplace. Why we gather with one another at work can be distilled down to four reasons: 1. To connect socially 2. To think together 3. To inform one another 4. To do something specific
Defining Culture The technology available + duration of time and level of privacy needed to productively complete a task Focus Collaborate Engage Successful organizations require spaces that accommodate all employee workstyles in order to push innovation. • What is each teams’ optimal privacy level? • Who is part of the team? • How long will the team work together? • Where does the team spend their time? • When does the team do work? Offer Choice Not everyone needs the same type of workspace. Preference sets are unique to individuals and groups. Work itself varies from task to task. Innovation requires a combination of focus and collaborative activities. RCF Group can work with you to apply the research and design principles needed to customize your workspace so your organization and employees can thrive. WORK ACTIVITY (employee task + behavior) WORK SETTING (time, technology + privacy of space) YOUR PEOPLE. AT THEIR BEST + = INDIVIDUAL VS. COLLABORATIVE
Defining Culture ACTIVITY + SPACE # OF PEOPLE DURATION SETTING TYPOLOGY WORK DESCRIPTION IMAGE PRIVACY TECHNOLOGY & TOOLS USER RESPONSIBILITY Individual Open < 2hrs Touchdown Open individual worksurface for work less than 2hours Open Power LOW Individual Open 4-8hrs Hotdesk Open individual worksurface for work longer than 2hours Open Power + ergonomic chair Optional: Privacy screens, Data, Monitor LOW Individual Focus < 2hrs Short Term Focus Pod Semi-enclosed, individual, focused work, for less than 2hours Semi-private N/A MID Individual Focus 4-8hrs Focus Pod Semi-enclosed individual focused work Semi-private Power + ergonomic chair Optional: Data, Monitor MID Collaboration Open 4-8hrs Team Table Open team table for general team collaboration, can be for more than 2hrs Open No screens, Power + ergonomic chair LOW Collaboration Open < 2hrs Team Meet Open team table for general team collaboration, can be for more less 2hrs Open N/A LOW Collaboration Open 2/4/4hrs Open Huddle Open group discussion / presentation Open Power + Monitor LOW Collaboration Open < 2hrs Open Booth Open informal discussions / socializing Open N/A LOW Collaboration Focus < 2hrs Focus Booth Semi-enclosed group brainstorm / presentation Semi-private Power + Optional: Monitor LOW Private Space < 2hrs Phone Booth Individual or group video / conference calls / 1-on-1discussions, that require higher levels of privacy Private Power + Optional: Monitor LOW Special Team Spaces >8hrs Studio Team space for brainstorming and troubleshooting Open Room Space HIGH Special Team Spaces >8hrs Training Team space for brainstorming and troubleshooting Open Room Space HIGH INDIVIDUAL COLLABORATION SPECIALIZED WORK ACTIVITY # PEOPLEOF DURATION TYPE OF SPACE WORK SETTING EXAMPLE PRIVACY TECHNOLOGY & TOOLS USER RESPONSIBILITY
CREATE CULTURE
CONNECTOR Generate new ideas + connect them to strategy Values Drivers: ||InnovatorEntrepreneurVisionary • Innovative • Outputs • Transformation • Agility • Growth • Design & Strategy • Product Research & Development • Marketing • Architecture & Design • Technology • Media CREATE EDUCATIONOBJECTIVESKILLS • Brainstorming • Taking Risks • Developing Broad Strategies • Starting new experiments • Making sure it’s never been done before • Looking for patterns in information • Generating different ideas • Talking about future possibilities WORKSTATION KEY A. Higher perimeter provides a sense of boundary and definition around the team space B. Group requires focus and minimal interruption C. The space within workspace is open to encourage collaboration among individuals D. An impromptu collaboration area has been set aside near shared storage, inviting members to discuss projects in unscheduled interactions E. Embedded personal storage F. Group library for reference material is important for some groups G. Team room nearby for brainstorming + idea development A E C D B 1 3 4 Departments / Industries CONCENTRATE ON DOING NEW THINGS ENJOYS EXPRIMENTATION + INDIVIDUALITY INDIVIDUAL WORK
CONNECTOR ||InnovatorEntrepreneurVisionary WORKSTYLES + SPACE NEEDS CREATE Flexibility is key so Create cultures can quickly pivot and reconfigure as needed to support a new direction or initiative. Mobility is required as a project evolves, while the space provides ample vertical display opportunities for connecting concepts and ideas. Create cultures also prefer to use both digital technology and analog tools (e.g., whiteboards for drawing and sketching) to develop new ideas. Team workspaces should be flexible enough to offer insulation from others to limit distractions while supporting heads down work. Opportunities for both individual respite and interactions with colleagues are important for Create cultures. 1 2 3 DEDICATED TEAM SPACE • Seek out space for concentration as needed but are interruptible as they make quick decisions that impact results. • Groups frequently hold informal stand up meetings adjacent to their workspaces to quickly exchange information and receive updates. • Technology plays an important role in tracking performance and gleaning external (market) information. Behaviors • High degree of interaction • “Big Picture” thinking • Fluid work-flow (shift between impromptu + informal meetings. • Workplace + desk can be shared. • Open environment that support individual + group work 1 2 3 3 TECHNOLOGY ACCESS + ANALOG TOOLS MULTIPLE OPPORTUNITES + DESTINATIONS COLLABORATIVE WORK
CONTROL CULTURE
SPECIALIST Generate new ideas + connect them to strategy Values Drivers: Organizer|Monitor|Coordinator Efficiency Timeliness Consistency Durability • Engineering • Legal • Information Technology • Engineering • Construction • Manufacturing • Government CONTROL EDUCATIONOBJECTIVESKILLS • Brainstorming • Taking Risks • Developing Broad Strategies • Starting new experiments • Making sure it’s never been done before • Looking for patterns in information • Generating different ideas • Talking about future possibilities WORKSTATION KEY A. Acoustical connections between individuals is sometimes needed B. Limited visual distraction for focus C. Flexible furniture to support long term workspace usage D. Layout space is needed at the desktop E. Audio privacy rooms need to be nearby F. Quick connect spaces for review and presentations nearby G. Ergonomic seating is critical H. Personal storage required at the workstation I. Shared materials and tools located in proximity Departments / Industries CONCENTRATE ON DOING THINGS RIGHT ENJOYS EXPRIMENTATION + INDIVIDUALITY H F A G BC INDIVIDUAL WORK
WORKSTYLES + SPACE NEEDS DEDICATED TEAM SPACE • Seek out space for concentration as needed but are interruptible as they make quick decisions that impact results. • Groups frequently hold informal stand up meetings adjacent to their workspaces to quickly exchange information and receive updates. • Technology plays an important role in tracking performance and gleaning external (market) information. Behaviors • Work individually but function as part of a larger team. • Requires limited concentration but the ability to overhear others is critical so they can support each other as a team • Workday is often driven by others or by finite deadlines and priorities. • Connections with others are usually brief and scheduled. TECHNOLOGY ACCESS + ANALOG TOOLS MULTIPLE OPPORTUNITES + DESTINATIONS CONTROL 1 2 3 4
1 2
4 SPECIALIST Organizer|Monitor|Coordinator COLLABORATIVE WORK
Control cultures prefer spaces that allow them to focus on incremental process improvements while developing procedures.standardizedFormalrules and policies hold the organization (and Control sub cultures) together.
Focus work is the primary task at the workstation, as most group interaction is scheduled and supported by formal group spaces. Designed to concentrationenhanceandminimize distractions, a private office may also be designated as a small conference room while the occupant is away. Needs 3 Visuals can be shown digitally or manually on a wall adjacent to where the team is working for direct visual connection. Group work is more formal and planned in enclosed meetings rooms with expected norms and rules.
Space
COMPETE CULTURE
A B 2 E C D EXPERT Generate new ideas + connect them to strategy Values Drivers: ||InnovatorEntrepreneurVisionary • Innovative • Outputs • Transformation • Agility • Growth • Finance • Brand Management • New Business Development / Sales • Financial • Energy/Utilities • Customer Product COMPETE EDUCATIONOBJECTIVESKILLS • Brainstorming • Taking Risks • Developing Broad Strategies • Starting new experiments • Making sure it’s never been done before • Looking for patterns in information • Generating different ideas • Talking about future possibilities WORKSTATION KEY A. A quiet work environment B. Individual spaces or private alcoves C. Furniture components should provide a sense of personal control and ownership D. High amount of personal storage E. Informal group space nearby F. Need for externalization of information G. Ability to change postures Departments / Industries CONCENTRATE ON DOING THINGS NOW ENJOYS WORKING ALONE INDIVIDUAL WORK
Compete cultures prefer spaces that allow them to quickly gather information with access to individuals (and tools). The fast paced environment should provide the type of spaces to focus, collaborate, and strategize all at the same time. Unassigned spaces support employees who spend most of their time within their markets and value a place to touch down and reconnect. This culture helps to drive market share, goal achievement, and profitability for the organizat on Informa spaces for qu ck connection and sharing information are critical to the success of this organization.
WORKSTYLES + SPACE NEEDS DEDICATED TEAM SPACE • Seek out space for concentration as needed but are interruptible as they make quick decisions that impact results. • Groups frequently hold informal stand up meetings adjacent to their workspaces to quickly exchange information and receive updates. • Technology plays an important role in tracking performance and gleaning external (market) information. Behaviors • Self select how and where work occurs • Shift between deep focus and contemplation • Strong attachment to research and legacy materials and reference materials • Need for personal control over the environment • Place is very important to how they work TECHNOLOGY ACCESS + ANALOG TOOLS MULTIPLE OPPORTUNITES + DESTINATIONS 1 2 3
Compete cultures also prefer spaces that function like war rooms, where opportunities can be quickly explored, action plans developed, and results tracked. War rooms support small teams engaged in dynamic activities dependent on external information.
Space Needs 1 2 3 EXPERT COMPETE COLLABORATIVE WORK
COLLABORATE CULTURE
CREW Generate new ideas + connect them to strategy Values Drivers: Teambuilder|Mentor|Facilitator • Innovative • Outputs • Transformation • Agility • Growth • Human Resources • Training + Development • Customer Service • Education • Healthcare • Nonprofits COLLABORATE EDUCATIONOBJECTIVESKILLS • Brainstorming • Taking Risks • Developing Broad Strategies • Starting new experiments • Making sure it’s never been done before • Looking for patterns in information • Generating different ideas • Talking about future possibilities WORKSTATION KEY A. Interactive group layout B. Sense of group boundary C. Some individual visual privacy D. Informal group space embedded E. Dedicated project rooms nearby F. Access to technology + tools for project planning + status updates G. Ability to change postures Departments / Industries CONCENTRATE ON DOING THINGS TOGETHER ENJOYS EXPRIMENTATION + INDIVIDUALITY D F C G A INDIVIDUAL WORK
WORKSTYLES + SPACE NEEDS DEDICATED TEAM SPACE • Seek out space for concentration as needed but are interruptible as they make quick decisions that impact results. • Groups frequently hold informal stand up meetings adjacent to their workspaces to quickly exchange information and receive updates. • Technology plays an important role in tracking performance and gleaning external (market) information. Behaviors 1. Work individually but function as part of a larger team. 2. Requires limited concentration but the ability to overhear others is critical so they can support each other as a team 3. Workday is often driven by others or by finite deadlines and priorities. 4. Connections with others are usually brief and scheduled. TECHNOLOGY ACCESS + ANALOG TOOLS MULTIPLE OPPORTUNITES + DESTINATIONS Space Needs CREW Teambuilder|Mentor|Facilitator COLLABORATE
1 2 3 1 2 3 COLLABORATIVE WORK
Collaborate cultures prefer spaces that allow workers to connect to each another socially. These cultures tend to be open and friendly, where people share a lot of themselves driving cohesion and building morale for the organization. Spaces that support group activities and communication allow this culture to stay connected both physically and virtually Easy access to inviting comfortable spaces is key for Collaborate cultures, so that they can easily connect to share knowledge and build community. Group spaces that support interactions are highly desired, as most processes happen collaboratively.
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These two main segments differ greatly in primary work activity, technology that will be used, and how long users will work there. Naturally, we should expect the furniture to differ greatly as well. ALTERNATIVE WORKING WORK LOUNGE NDIV DUAL CASUAL OPEN COLLABORA T VE CASUAL OPEN INDIV DUAL COFFEE OPEN COLLABORA TIVE COFFEE OPEN INDIVIDUAL COFFEE FOCUS COLLABORA TIVE COFFEE FOCUS NDIV DUAL CASUAL FOCUS COLLABORA TIVE CASUAL FOCUS NDIVIDUAL FOCUS NDIV DUAL OPEN COLLABORAT VE FOCUS COLLABORATIVE OPEN PR VATE SPACE SPECIAL TEAM SPACE CASUAL COFFEE
The primary activity of each area is defined first, and then pieces are recommended to fit that activity. two main segments differ primary work activity, technology that will be used, and how long users will work there. we should expect the furniture to differ greatly as well.
ALTERNATIVE WORKING WORK LOUNGE Defining the Workplace
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