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Savills Studley

WORKPLACE STRATEGY & CHANGE MANAGEMENT SERVICES Workplace Strategy 2018 1 savills-studley.com

Workplace Strategy

© Tom Harris

savills-studley.com


150 North Riverside, Suite 1900 | Chicago, Illinois 60606 | 312.595.2900

2 WORKPLACE STRATEGY Topic Section

savills-studley.com


Workplace Strategy savills-studley.com

Contents © Tom Harris © Tom Harris

04. 06.

Workplace Strategy & Change Management Introduction

Team Coverage Map

08.

Workplace Strategy Services

26.

Client Experience

28.

Case Studies

-- Workplace “Complete” -- Workplace “Lite” -- Occupancy Planning

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4

WORKPLACE STRATEGY Topic Section

We stand on the brink of a technological revolution that will fundamentally alter the way we live, work, and relate to one another.

World Economic Forum

Who We Are:

Savills Studley WORKPLACE STRATEGY Workplace Strategy focuses on the employee experience by leveraging evidencebased analytics that facilitate intelligent decision-making around workplace change and investment. The Savills Studley Workplace team is a value-added client resource that uses data to tell a story about existing conditions and future real estate opportunities. The team brings an unbiased approach and is impartial to the transaction size, design and solution provider.

Real estate has evolved to impact everything in your organization from bottom line to top talent. These demands require experts who focus on the tenant in order to help drive your business forward. Our expertise, ranging from site selection and negotiation to workplace and workforce strategies, will seamlessly deliver cost savings, improved corporate culture and increased productivity to your organization.

We are a mid-sized, entrepreneurial partnership culture that enables smart decision-making, consensus-building and superior execution. Our tenantfocused mission has attracted some of the world’s top real estate advisers to Savills Studley. We are subjectmatter experts working collaboratively to solve problems and develop optimized solutions for our clients with emphasis on integrity, relationships and superior execution.

Workplace and Change Management Services Our in-house Workplace Strategy and Change Management expertise demystifies the impacts of workplace change on your most valuable resource – your people. We leverage evidence-based analytics, industry trends data and a portfolio of client experience to bring intelligence to decisions on how much space is required, how to craft an impactful employee experience, and how to close the gap between current-state and future-state. Our approach to Change Management provides a holistic methodology for securing the delivery of project objectives and intended results, by addressing potential employee resistance to change, championing adoption, and setting the process for continuous improvement pre and post-occupancy.


Workplace Strategy savills-studley.com

13%

5

of employees worldwide are engaged at work, as a result, employees are emotionally disconnected from their workplaces and less productive.

Gallup

Why Workplace Works… Implementing a workplace strategy upstream to location strategy, design and construction, could deliver the following benefits:

„„

Evaluate existing work and collaboration patterns and perceptions of the existing work environment

„„

Improve productivity and innovation across employee groups by identifying space inhibitors

„„

Appraise the impact of internal and external agility and mobility on overall seat demand

„„

Facilitate collaboration through thoughtful and functional design

„„

Gauge opportunities for workplace optimization and efficiency

„„

Attract, retain and optimize human capital through a more effective workplace

„„

Determine use of technologies and opportunities for experience enhancements

„„

Maximize team engagement by identifying target densities, officeto-workstation ratios, collaboration seat ratios, workstation sizes, and storage allocations

„„ „„

Survey departmental and overall site utilization, and peaks and valleys for demand of space Assess readiness for change and strategies to measure the success of the change program

Common Pain Points We Solve --

Current space no longer supports anticipated headcount growth

--

Inefficient space, lacks visibility and difficult to navigate

--

Space lacks experiential qualities like natural light and access to high-valued amenities

--

Dissatisfaction with availability of spaces to collaborate, work independently or socialize

--

Space is inadequate for hosting external visitors

--

Insufficient branding in the space

--

Too many offices and/or highpartitioned workstations, impeding connectivity

--

Limited standardization, spaces need right-sizing

--

Space is dated and needs a design refresh to improve employee experience


6

Team Coverage Map

Individual work has decreased from approximately 40% of all work accomplished in 2000, to 20% today.

Gartner Group

DEJEANA CHAPPELL

Workplace Team Coverage Map

Senior Managing Director, Workplace Strategy

Leads the Savills Studley’s Workplace Strategy practice in the Western and Central Region, including key Midwest markets and Denver Strategic experience spanning multiple sectors, including financial and professional services, healthcare, technology, insurance, higher education and consumer products Over 10 years of industry experience with positions including Engagement Leader and Senior Consultant in Workplace Strategy for JLL, Project Manager with architectural firm Skidmore, Owings & Merrill, and Enterprise Account Manager for technology firm Cisco.

DENISE SHAY Programming / Planning Visioning

JANELLE HEPNER Programming / Planning Visioning

WEST

MARISA ZOELLNER Program Analyst & Facilities Consulting

Certifications: Project Management Professional (PMP®) LaMarsh Managed Change™ LEED Green Associate Six Sigma Green Belt

dchappell@savills-studley.com 312.595.2908

DEJEANA CHAPPELL Workplace Strategist

DAWN DALSON Occupancy Planning


Workplace Strategy savills-studley.com

By 2020, 65 million Americans will be temps, freelancers, and independent contractors (40% of the workforce).

Forbes

MIDWEST DAVE MACPHAIL Workplace Strategist

CENTRAL

EAST ANDREA BORELLI Programming / Planning Visioning

SOUTH

MATTHEW SIMPSON LOREDANA PERRI Project Programming / Management Planning

AMY JOHNSON Programming / Planning

MELISSA MARSH Workplace Strategist

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Service Options Workplace “Complete”

85%

of Fortune’s Best Companies to Work For allow employees to telecommute or work from home at least 20% of the time.

Fortune Magazine

Workplace Strategy Service Options WORKPLACE “COMPLETE” Full scope of workplace services across five phases of delivery: evidence-based analytics, strategy and recommendations, change management support, and postoccupancy support.

WORKPLACE “LITE” Concentrated scope of services to provide a high-level snapshot of existing conditions to support future workplace investment.

OCCUPANCY PLANNING Representative test-fits and space plans to materialize occupancy needs based on established parameters.

Workplace “Complete”

Workplace “Lite”

Occupancy Planning


Workplace Strategy savills-studley.com

39% of the workforce is externally mobile at any given time, based on workplace observations

Optimaze

ADVANCE

05

01

Post-move evaluation to measure goals to outcomes, and determine the success of the workplace change following occupancy within the space.

ACTIVATE

Project initiation, data-gathering and tours; resulting vision session charts the course of the project, identifies objectives, and defines success.

Workplace “Complete” ADVOCATE

04

02

Full Service Engagement: THE FIVE A’S

Enterprise support for workplace change influenced by the degree of change, resistance and risks; program development to champion the goals and objectives of the change, and plan development for potential productivity dips as a result of the change.

ASSESS

Employee engagement activities, observations and data analytics; builds the qualitative and quantitative “story” around the current-state.

03

CLIENT DECISION POINT Go-No-Go

ALIGN

Comprehensive recommendations and tangible actions for reducing the gap between the vision (futurestate) and the current-state.

9


10

Service Options Workplace “Complete�

58%

of CEOs intend to drive shareholder value through collaboration over the next 3 years.

KPMG

01 Activate 11 Project Charter A document that formalizes the project scope and schedule, objectives and constraints, process, and identifies key stakeholders, to provide a shared understanding of the project. 22 Kickoff Meeting Introductory meeting (typically 1 hour) to gain alignment on the project charter, to meet & greet the project team, to discuss roles & responsibilities, and to communicate next steps. 33 Site Tours Tours of the current office to gain a visual understanding of existing conditions.

Sample Vision Session Output


Workplace Strategy savills-studley.com

11

Businesses are redefining their workspaces…they are finding that if they don’t design their space in a different way they won’t be able to attract talent. HOK

44 RFI & Existing Data Review Request for Information (RFI) is a process of collecting key documents and background material to provide a basis of understanding around existing conditions and identify gaps in information. 55 Leadership Vision Session Engagement session (typically 2 hours) with key leaders and stakeholders to gain consensus on goals, opportunities, and key success measures, and to facilitate alignment on the vision leadership has to advance the future of work for its culture. 66 Project Coordination Project management and workflow for the project including tracking of all activities, status meetings, and communication of schedule and deliverables. Project updates collected in a status report for weekly distribution.

Sample Vision Session Output


12

Service Options Workplace “Complete”

Knowledge workers spend 28% of their work week managing email.

Microsoft

02 Assess Sample Leadership Interview Output

11 Leadership Interviews Individual interviews (typically 1hr/each) with select leaders to understand key business priorities, challenges, attitudes towards alternative workplace strategies, leadership perceptions and departmental influences as it relates to the workplace.

33 Employee Survey Online survey (typically 10-15min) distributed to all relevant employees to gain an overall understanding of work patterns, collaboration, and other factors impacting the employee experience to assist in prioritizing areas with the most impact and ROI. Survey tool facilitated by the Leesman® Index.

Sample Utilization Dashboard

44 Utilization Study Analysis of existing workspaces including workstations, offices, conference rooms and other data points to provide a quantitative and objective view of space utilization, identifying the greatest potential areas for optimization. Utilization tool facilitated by ©Vantage Space.

22 Functional Group Interviews Individual interviews (typically 1hr/each) with representatives from critical corporate functions including Human Resources, I.T., Real Estate/Facilities and Communications to address targeted workplace needs and perceptions by function. Sample Employee Survey

55 Utilization “Lite” Badge Swipe / VPN Log-in Study: analysis of historical card swipe data (or VPN log-in data) that aggregates employee “presence” over a specified time period.


Workplace Strategy savills-studley.com

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34% of workplace projects achieve high performance results; the highest performing projects place employee needs at the heart of the solution.

Leesman

66 Employee Interactions & Departmental Relationships Assessment Analysis of employee adjacency requirements and optimization opportunities leveraging data from a) email traffic on Microsoft Exchange, b) meeting reservations data through Microsoft Outlook or an alternative reservation system, and c) deep-dive adjacency analysis through qualitative departmental interviews. 77 Employee Focus Groups Validation exercise (typically 1hr/each) on survey findings and utilization results, as well as to facilitate an exploration of resistance areas. Ultimate goal is to have the employee voice heard and involved in the process and to spark excitement for the workplace change. 88 Mobility Profile & Assessment Mobility profiles identified through work style analysis and utilization data (e.g. anchor, internally mobile, externally mobile) inform a mobility program which anticipates the level of employee ‘participation’ in mobility across individual and shared spaces.

Sample Employee Interaction Heat Map

99 Industry Benchmarking Comparison of workplace trends and performance across the relevant industry, leveraging client experiences and proven success metrics to chart a course for observation and juxtaposition with peers. Example metrics include vacancy rates, density, standards, ratios, and more.

Sample Observation Study Output

10 Observation Study Qualitative assessment on space usage, work patterns, culture and other factors which provide context and insight into the existing work environment. Observations are conducted across groups and floors (if applicable) to evaluate additional nuances.

Sample Benchmarking Output


14

Service Options Workplace “Complete�

The average knowledge worker is at their desk only

40% of the time. Gartner Group

03 Align 1 Space Programming & Test-Fits Compilation of space recommendations (low, medium, high) based on utilization and trends data that outline programmatic options and associated square footage requirements to identify magnitude of impact. Representative test-fits visually reflect these programmatic options and facilitate decision-making on space requirements and target scenarios.

Sample Test Fit

Sample Recommendation Summary

Sample Recommendation Summary - Prioritization vs. Complexity

2 Workplace Findings & Recommendations Strategic Report Synthesis of all qualitative and quantitative data collected throughout the Activate and Assessment phases outlining the current-state of the workplace against the desired futurestate, and the associated opportunities and risks. Report summarizes findings with tangible recommendations and action steps to achieve readiness for workplace change.

3 Furniture Solutions & Pilot Coordination RFP development identifying specifications for distribution / bidding to furniture manufacturers and assistance with decision-making around options along with vendor tours to show furniture ranges and refine selections based on the need.


Workplace Strategy savills-studley.com

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70% of change programs fail to achieve their goals, largely due to employee resistance and lack of management support.

McKinsey

44 Workplace Standards & Guidelines In cases where local workplace decisions impact the global portfolio, workplace standards & guidelines advise project teams in the planning and implementation of all future facility roll-outs and provide governance on both new construction and renovation projects at existing sites. 55 Preliminary Budget & Schedule Pro-forma budget and estimated schedule based on inputs from scenario planning, construction costs and lead times, to provide context for decision-making on workplace investment. 66 Third-Party Onboarding & Review Knowledge-transfer of workplace findings & recommendations to key stakeholders involved in the next step of project execution, such as the project management team, architectural team, or others deemed appropriate.

Sample Standards Guidelines


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Service Options Workplace “Complete”

The office of today is not very conducive to the innovative thinking needed to create the products of tomorrow. Forbes

04 Advocate 11 Change Roadmap Comprehensive change plan that details new work practices, space types, technologies and etiquettes associated with preparing for the workplace change. The roadmap illustrates communication needs and activities to facilitate successful change program execution.

employee population who will receive training to inform, lead and manage the workplace change from within, and act as liaisons between the project team and employees.

Sample Change Roadmap

22 Governance Plan, Roles & Responsibilities Identification of workplace change stakeholders, escalation paths, roles and responsibilities, to outline the governance structure for the workplace change and gain alignment with leadership. 33 Change Readiness & Stakeholder Assessment Evaluation methodology for determining the extent of “readiness” by leadership and key stakeholders ahead of the workplace change, with resulting action steps to improve executive preparedness and close the gap between expectations and outcomes. 44 Change Advocacy Program Select group of leaders drawn from the impacted

55 Risk & Resistance Register Repository of employee resistance feedback collected throughout the change process to guide prioritization and mitigation opportunities in advance of the workplace change. 66 Leadership & Steering Committee Engagement Material prep & support to educate leadership on the status of the workplace change, challenges addressed, next steps, and to identify resistance areas for escalation as applicable.

Sample Change Readiness

Sample Risk and Resistance

77 Communications Plan Comprehensive communications methodology to reinforce key messaging regarding the workplace change, including important design updates, move updates, resistance mitigation, and to build excitement for the new working environment.


Workplace Strategy savills-studley.com

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10 Etiquette Guide & Placards 10 Employee collateral to communicate workplace protocols and conduct that best support a collaborative, open and community-oriented workplace, including best practices and hot topics critical for shared workspaces. Sample Infographic

88 Communications Support Ongoing support in accordance with the Communications Plan to reinforce the vision of the workplace change, including practices such as Town Halls, FAQ documents, Newsletters, Infographics, Employee and Manager trainings, videos, incentives development, etc.

99 Welcome Guide Content developed to provide employees with useful information in support of the workplace transition, typically distributed a week in advance of occupancy. The guide will include a program overview, an orientation to new work settings, technology information, and more.

11 Move Management 11 Communications and logistics in support of the physical office move, including details on where employees will sit, assessment of moving crates required, schedule coordination, identification of who’s impacted, and strategies for alleviating the complexities of the move. 12 Onsite Go-Live Support 12 Onsite support during the week of move-in to help manage the workplace transition, including setting up a help-center for workplace concerns and questions, assisting IT with technology needs, move management coordination, and facility management troubleshooting activities. 13 Post-Move Support Additional support following movein to drive messaging, continuing education, and bolster employee acclimation to the new environment. Critical for projects that experienced significant change, considerable resistance, or for real estate teams that need additional support.

Sample Etiquette Guide


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Service Options Workplace “Complete”

63% of companies say the main reason for using shared office space is the ability to collaborate.

The Boston Consulting Group

05 Advance 11 Workplace Experience Playbook & Policy Document Memorialization of best-practices, established policies, and methodologies for championing a workplace initiative within an organization. The playbook becomes a repository and governance document that establishes who, what, how, and when activities should occur to ensure change implementation success on future workplace projects.

Sample Playbook

22 Program, Technology & Etiquette Refreshers Following significant workplace change, employees may need etiquette reminders to reinforce positive behaviors when working in a shared environment, particularly when notably different from previous cultural norms. Employees may also seek additional training on technology or program elements. Refreshers typically occur between 3-to-12 months post-occupancy. 33 Post-Occupancy Assessment & Report Recommended in instances where a) workplace strategy was not performed formally in advance of the workplace change and there is an appetite for analytics postoccupancy, or b) workplace strategy was implemented, and there’s an appetite for before/after comparables: utilization, employee satisfaction and engagement, leadership perspective, industry benchmarking, etc.

Sample Etiquette Refresher

Sample Post-Occupancy Evaluation


Workplace Strategy savills-studley.com

Across 1600 corporate workplaces, one in two employees do not believe that the workplace supports them working productively.

Leesman

Morton Salt (2016) Reduced space from 95,838 RSF to 52,600 RSF Merged downtown and suburban offices into first-generation Class A building at 444 W Lake. 100% open office (130 SF/p), based on desire for cultural shift and new ways of working.

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20

WORKPLACE STRATEGY Service Options Topic Section Workplace “Lite”

19%

meeting spaces can be found empty at any given time across the week

Optimaze

Workplace Strategy Service Options WORKPLACE “COMPLETE” Full scope of workplace services across five phases of delivery: evidence-based analytics, strategy and recommendations, change management support, and postoccupancy support.

WORKPLACE “LITE” Concentrated scope of services to provide a high-level snapshot of existing conditions to support future workplace investment.

OCCUPANCY PLANNING Representative test-fits and space plans to materialize occupancy needs based on established parameters.

Workplace “Complete”

Workplace “Lite”

Occupancy Planning


Workplace Strategy savills-studley.com

More than 10% of work will be sourced in the shared economy by 2019.

E&Y

Build a business case for workplace change

High-level view into current space utilization and or industry trends

Workplace “Lite”

Small footprint <30,000 SF or <75 employees

Activities:

• Site Tour • Badge Swipe or VPN/Login Occupancy Analysis

4 Weeks

• Industry benchmarking

Employee engagement not required

• High-level space program scenarios • Test-fits • Preliminary budget & schedule • Summary report

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22 22

WORKPLACE STRATEGY Service Options Topic Section Occupancy Planning

51%

new corporate initiatives are “challenged”

15% 34%

fail actually succeed

Standish Group, Chaos Study

Workplace Strategy Service Options WORKPLACE “COMPLETE” Full scope of workplace services across five phases of delivery: evidence-based analytics, strategy and recommendations, change management support, and postoccupancy support.

WORKPLACE “LITE” Concentrated scope of services to provide a high-level snapshot of existing conditions to support future workplace investment.

OCCUPANCY PLANNING Representative test-fits and space plans to materialize occupancy needs based on established parameters.

Workplace “Complete”

Workplace “Lite”

Occupancy Planning


Workplace Strategy savills-studley.com

The more an employee uses multiple work locations within the workplace, the more they report that the space enables them to work more effectively.

Leesman

TEST FITS Illustrating space program needs in floor plans for each building under consideration

Occupancy Planning

PRELIMINARY BUDGET / SCHEDULE Applying anticipated construction, furniture and soft costs to each test fit plan and establishing a timeline for the entire process

SPACE PROGRAM Allocating square footages to all defined space needs

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Service Options Occupancy Planning

35% of new P&G products come from outside the company via its open innovation approach.

E&Y

Occupancy Planning Occupancy Planning helps occupiers determine how they fit within a space. By qualifying our client’s business needs using target efficiencies, adjacencies, densities and enclosures, as well as industry benchmarks, we establish an optimal standard configuration: a set of defined objectives that our client can use to evaluate available market options. As part of our typical process, our occupancy planning expert will meet with you—and applicable team members such as your transaction management and workplace strategy advisors—to collect data about your programming needs, including: •

General configuration requirements (i.e. offices on interior or exterior)

Number and size of interior and exterior offices

Number and size of workstations

Size and configuration of reception area

Conference and meeting space needs

Collaboration, server and storage areas, etc.

Departmental adjacencies


Workplace Strategy savills-studley.com

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Next-generation digital workplace ecosystems will place human engagement, technology and agility first.

Work Design Magazine

Once the team has determined a shortlist of space options, our occupancy planner will apply the space program to each option, creating test-fit plans that provide an idea of each optionâ&#x20AC;&#x2122;s suitability in terms of size and layout options. Upon execution of your lease, the test fit becomes a general guideline for the creation of more detailed architectural drawings. Savills Studley offers occupancy planning in-house as part of our complete suite of occupier services. This gives our clients access to valuable decision making tools, facilitates efficiency in leveraging critical project details, and protects chain of custody over sensitive information.

COATS

Sample Test Fits LEGEND PRIVATE WORK SPACE

Whether occupancy planning is included as a stand-alone service supporting your lease transaction, or as part of a comprehensive Workplace Strategy engagement, this value-add service gives you objective standards for evaluating potential space in light of actual needs.

OPEN WORK SPACE SOCIAL SPACE PRIVATE MEETING/QUIET ZONES BRANDING

CEO/HR

SALES

OPEN COLLABORATIVE ZONES

FINANCE

BRANDING

RECEPTION

CEO

HR

PROGRAM SUMMARY

CFO COATS

SALES

Existing New REC ROOM

FILE

WELLNESS CAFE

IT

STOR.

COATS

COATS

COATS

BRANDING

INDUSTRIAL

COATS

SUPPLY

147

6' X 6' WORKSTATION

40

7

10' X15' PRIVATE OFFICE

7

0

LARGE PRIVATE OFFICE

98

154

2

5

0

17

7' X 7' WORKSTATION

TOTAL

COATS

OPEN TEAM AREA 2-4 PERSON HUDDLE

2

6

6-8 PERSON CONFERENCE

3

2

10-12 PERSON CONFERENCE

1

1

16-20 MULTI-PURPOSE

2

1

CAFE

1

1

REC ROOM

SUPPLY CHAIN

INDUSTRIAL

North

BEL BRANDS: NEW PLAN NOT TO SCALE

0

0

MEETING ZONES:

MAIL/COPY

COATS

BRANDING

BRANDING

MARKETING

SERVER MARKETING

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30TH FLOOR 30 S. WACKER CHICAGO, IL

7.28.15

Savills Studley 191 NORTH WACKER DRIVE, SUITE 2700 CHICAGO, IL 60606 312-595-2900 www.savills-studley.com

DAWN DALSON Occupancy Planner

ddalson@savills-studley.com 312.595.2922


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Client Experience

57%

of talent acquisition leaders cited competition for talent as their top challenge

LinkedIn

SELECT WORKPLACE STRATEGY CLIENTS 1.

Academy of Nutrition and Dietetics

2.

The American Bar Association

3.

AutoNation

4.

Bel Brands

5.

Blue Cross Blue Shield Association (BCBSA)

6.

BMO Harris

7.

Element Fleet Management

8.

Honeywell

9.

Intelligent Medical Objects (IMO)

FINANCIAL SERVICES

PROFESSIONAL SERVICES

CONSUMER & FOOD MANUFACTURING

HEALTHCARE

ENERGY

EDUCATION

10. JLL 11. Johnson & Johnson 12. Kellogg Northwestern 13. Morton Salt 14. Northwestern Memorial 15. Royal Bank of Canada (RBC) 16. RSM 17. SAP 18. USAA 19. Walgreens 20. ZS Associates

LEGAL


Workplace Strategy savills-studley.com

85%

27

CEOs are considering the integration of basic automated business processes with artificial intelligence and cognitive processes over the next three years

KPMG

SELECT OCCUPANCY PLANNING CLIENTS

© Tom Harris

RETAIL

TECHNOLOGY, ELECTRONIC COMPONENTS & INFORMATICS

NON-PROFIT

FLEET & VEHICLE SERVICES

1.

ABN Amro

2.

ADMIS

3.

Adams Street Partners

4.

Alzheimer’s Association

5.

BCS Financial

6.

Burke Warren

7.

Cassiday Schade

8.

Chicago Community Trust

9.

Chicago Stock Exchange

10. Emergency Nurse Association 11. GCG Financial 12. GSI/1WorldSync 13. Jackson Lewis 14. Newark element14 15. RMB Capital 16. Ryan Specialty

REAL ESTATE

INSURANCE

17. Stericycle 18. WEC Energy Group 19. First Industrial Realty Trust 20. Sterigenics


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Case Study RSM

Chicago Illinois

218,153

1,350

Square Feet

Employees in Chicago & Schaumburg

Future-of-Work

Public accounting strategy for Chicago HQ RSM Corporate HQ: 1 South Wacker, Chicago, Illinois Client Situation RSM US LLP is a provider of audit, tax and consulting services focused on the middle market. Following a successful NY office go-to-market strategy and workplace assessment, RSM decided to conduct a similar workplace assessment to drive the development of an integrated set of space planning strategies for two of its Chicago Market locations: the downtown Chicago headquarters and Schaumburg, IL. The workplace assessment aimed to help RSM identify the following:

„„

Existing work patterns, collaboration, use of technologies, mobility, perceptions of the existing work environment and cultural readiness for change

„„

Departmental and overall site utilization, peaks and valleys for demand, and opportunities for workplace optimization and efficiency

„„

The impact of internal & external agility and mobility on overall seat demand

„„

Space types / kit-of-parts and recommended ratios to support new work styles

„„

Key performance metrics to monitor and measure the success of the change program

„„

Target workspace densities, office-to-workstation ratios, collaboration seat ratios, workstations sizes and storage allocations


Workplace Strategy savills-studley.com

Public Accounting

Mar 2017 Oct 2017

29

DeJeana Chappell, Sr. Managing Dir.

Results & Innovations Delivered Over the course of the project, three major objectives were identified that served to guide the workplace results:

„„

The People – improving choice, flexibility, engagement and pride

„„

The Space – creating freshness and modernity along with increased efficiency and brand-impact

„„

The Work – supporting collaboration and ideation while improving work anywhere

Results achieved in helping facilitate decisionmaking for RSM’s site strategy:

Scope of Services Workplace assessment activities included:

„„ „„ „„ „„

Leadership Visioning Leadership Interviews Workplace Performance Survey Utilization Study

„„ „„ „„ „„

Badge Swipe Analysis Employee Focus Groups

„„

Reduced provisioning of “individual space” from 75% and 72% between Chicago and Schaumburg respectively, to distributions in the low 40th percentile as aggressive as the high 20th percentile

„„

Implemented a desk-sharing program to reflect utilization, which averages 59% and 56% between Chicago and Schaumburg respectively

„„

Improved conference room mix with an emphasis on 1-3-person rooms based on site demand, which averaged between 6075% of observations

„„

Identified strategies for improving individualto-collaborative seat ratios to a bestpractice of 1:1, from 2.24:1 in Chicago and 1.68:1 in Schaumburg

„„

Implemented furniture standards and aggressive office allocation policies to result in real estate savings of 5% in Chicago and identified areas of growth for real estate investment opportunities

Space Program Scenarios Design Liaison Note: this project was led by Ms. Chappell while employed by a peer organization.


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Case Study Johnson & Johnson

Tampa Florida

88,500

Square Feet

Workplace Change

Inaugural Shared Services for North America HQ N.A. Global Services HQ: 8800 Grand Oak Circle, Tampa, FL

Client Situation Johnson & Johnson (J&J) is a global consumer products firm headquartered in New Brunswick, NJ. Over the last several years, J&J has undergone rapid development and implementation of its Workplace Experience program across many key sites. The overarching goal of the program is to optimize real estate, reflect the brandâ&#x20AC;&#x2122;s focus on health & wellness, and improve workforce satisfaction. J&J wished to expand its workplace principles at its inaugural shared services center, headquartered in Tampa Bay, FL, housing roles in finance, HR, information technology, and other corporate services. With objectives to design the space for the way work is performed, and create flexible, innovative and more dynamic solutions, J&J looked to outside expertise to help scale its efforts.

500

Employees


Workplace Strategy savills-studley.com

Consumer Products

Jan 2016 May 2017

31

DeJeana Chappell, Sr. Managing Dir.

Scope of Services

Results & Innovations Delivered

J&J leveraged change management expertise to create a new and common culture for expandsion across all shared services sites, starting with Tampa Bay. The change management scope included the below activities, to help drive these objectives:

Change management became an instrument for aligning the design of J&J’s shared services workspace to the way the company works today and in the anticipated future. Through this undertaking, we achieved the following results:

„„ „„ „„ „„ „„ „„ „„

Change Roadmap and Planning

- Etiquette & Orientation Videoso

- Ribbon-Cutting Ceremony & Site Tours

- Infographics (Onboarding and Recruiting Documents)

- Town Hall Sessions

- Newsletters

„„

Employee Training

- Etiquette Guide & Placards

- Reference Materials & Toolkit

Client Satisfaction & Testimonials

- Space-Use Guide & FAQs

In reference to our change management scope:

Goal-setting and Leadership Vision Session Stakeholder Interviews & Assessment Functional Group Interviews Welcome Guide Change Advocacy Program Communication Plan & Support

„„

Positioned the site for future growth and expansion

„„ „„

Incorporated new workplace principles

„„

Attracted and retained employees, while minimizing churn

„„ „„

Optimized J&J’s real estate investment

„„ „„

Encouraged innovation and collaboration

Equipped HR with tools for effective recruiting to the new working environment

Eliminated status and assignment discrepancies through efficient and flexible space-use Enhanced employee engagement and productivity

“Great job expanding our workplace program. Good patience overcoming challenges.” – Jon Sheh, Director, Workplace Experience

Note: this project was led by Ms. Chappell while employed by a peer organization.


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Case Study SAP

Pittsburgh Pennsylvania

102,570

600

Square Feet

Employees

© Perkins Eastman

Full Workplace Lifecycle Tech Brand Refresh in Pittsburgh

SAP Branch Office: 210 6th Avenue, Pittsburgh, PA Client Situation SAP, technology leader in enterprise application software, was refreshing several of its offices in strategic locations across North America. The Pittsburgh SAP office engaged workplace services to develop a strategy for its planned office relocation in Pittsburgh, PA. The goal of the project was to establish a vision for the future of work, renew its dated space to be more modern and collaborative, identify ways to balance SAP’s corporate standards with its regional brand identity, and enable leadership to make key decisions about its future workplace investment.

Scope of Services SAP leveraged workplace strategy expertise to address the aforementioned objectives, per the below activities:

„„ „„ „„ „„ „„ „„ „„ „„

Leadership Visioning Leadership Interviews (15 leaders interviewed) Utilization & Mobility Study (27,120 mobility observations) Focus Groups (30 participants) Employee Survey (383 respondents, 64%) Space Program Scenarios Design Liaison Change Management


Workplace Strategy savills-studley.com

Technology: Enterprise Software

Sep 2016 Mar 2017

33

DeJeana Chappell, Sr. Managing Dir.

Results & Innovations Delivered Success delivered through the workplace strategy engagement process included:

© Perkins Eastman

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Leadership Alignment – local leadership was fully aligned and expressed a level of ownership and commitment to the success of the workplace program.

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Employee Engagement – through direct feedback, employees’ voices were heard, minimizing resistance to change downstream.

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Real Estate Efficiency – in response to utilization and mobility results, agreement among leadership for desk-sharing as a growth strategy was met with overwhelming support.

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mproved Design – due to efficiencies gained by reducing individual spaces by 25%, the space could be redistributed to more shared spaces to increase collaboration and connectivity.

© Perkins Eastman

Additional results achieved:

Challenges & Resolutions

© Perkins Eastman

Of the previous SAP office refreshes, none included a workplace study before an architect was engaged for the design of the new office. The level of direct involvement with employees and local leadership in Pittsburgh was unfamiliar for the SAP CRE team, but through the engagement process, SAP began to see the value in receiving input and evidencebased data from local teams. Additionally, SAP did not pursue a utilization study initially, however, throughout the project, the need for quantifying mobility and collaboration patterns became key to unlocking significant cost savings and enhanced collaboration benefits.

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Implemented an activity-based design to target 1:1 ratio of individual to collaborative seats (from 4:1)

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Shifted space to better support flexible-use and collaborative activities (79% desired access to alternative work settings)

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Standardized furniture and reduced office allocation to 2% of desk count

Client Satisfaction & Testimonials “I love working with the workplace strategy team, and I think that their knowledge and insight is valuable to clients who are shifting work styles.” –Shelley Boyle, Project Manager

Note: this project was led by Ms. Chappell while employed by a peer organization.


34

Case Study BMO Harris Bank

Chicago Illinois

100,000

400

Square Feet

Employees (U.S. Wealth Management)

Scope of Services Workplace services consisted of:

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Leadership Visioning Leadership Interviews Employee Survey Badge Swipe Study Workplace Program Management (embedded role) Change Advocacy Program:

-- Managed day-to-day WE

initiatives, including executive meetings & presentations

Workplace Program Expansion Wealth Management U.S. HQ

U.S. HQ: 111 W. Monroe Street, Chicago, IL Client Situation

-- Led the WE component

of the larger office renewal project

-- Integrated workplace indings into design decisions for test-fit scenarios

-- Facilitated decision-making with executives on test-fits, incorporating industry best practices, corporate standards, and employee feedback

BMO Harris Bank, N.A. is a U.S. bank headquartered in Chicago, IL, a subsidiary of Canada-based Bank of Montreal (BMO). BMO has experienced significant real estate change over the last several years, starting first with its BMObility program, which focused on real estate optimization opportunities and modernization initiatives. The second wave of transformation was the BMO Workplace Experience (WE) program, which became a platform for compelling real estate investment poised to achieve improvements to employee experience across its corporate office locations.

-- Finalized test-fit design and

The WE program, which was constructed and managed by the Toronto-based WE team, needed workplace expertise to assist in expanding the program to the U.S., with its first location mobilized in Chicago, IL for the U.S. Wealth Management team. To scale the efforts of the team, BMO partnered to embed an outside workplace program manager to lead the Chicago initiative.

-- Championed change

liaised with architect on SD and DD stages with handoff to construction project manager

management activities, including town halls, communications, leadership sessions, change leader program, etc.


Workplace Strategy savills-studley.com

Financial Services

Aug 2017 Feb 2018

35

DeJeana Chappell, Sr. Managing Dir.

Challenges & Resolutions Of the previous SAP office refreshes, none included a the project was push-back from leaders and employees who did not want to see their private spaces taken away. Department heads had excessively-sized corner offices, employees had little access to natural light but wanted to keep their high-partitioned cubicles. Additionally, there were cultural differences between what leadership termed “North” (Canada) vs. “South” (U.S.) and a belief that what worked for Canada shouldn’t be “force-fed” to the U.S. After several leadership sessions, town halls, and a solid communications campaign, employees began to find commonground and comfort in the things they were “getting” in the workplace change (e.g. more collaboration spaces, access to natural light, café spaces, more conference and meeting spaces, upgraded finishes and technology, etc.), rather than things they were “losing.”

Results & Innovations Delivered Change management became an instrument for aligning the design of J&J’s shared services workspace to the way the company works today and in the anticipated future. Through this undertaking, we achieved the following results:

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Overall SF reduction of 100k

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Standardization of private offices to 8x12 and 10x12

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Improved “right-to-light” for all employees

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WE and Line-of-business (LOB) alignment for change management execution

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Improvements to technology tools including video conferencing, smart boards, room schedulers, improved audio standards, etc.

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Successful roll-out of the first WE project in the U.S. market

Reduction of private offices by ~65% Standardization of workstations to 6x8 and bench seating to 6x5

Better amenities and overall facility management through the Floor Navigator program

Client Satisfaction & Testimonials “A quick note to say thank you and acknowledge the dedication that you have committed to iterating with US Wealth to build a workspace that enables their strategy, demonstrates listening from the visioning sessions and aligns to the BMO principles. A fine balance…which you have done exceptionally well.” – Franceen Bernstein, Managing Director and Head of Workplace Experience

Note: this project was led by Ms. Chappell while employed by a peer organization.


36

Case Study Blue Cross Blue Shield Assoc.

Chicago Illinois

308,000

Square Feet

1,500

Employees

Workplace Evaluation Health Insurance Chicago HQ

U.S. HQ: 225 N. Michigan Avenue, Chicago, IL

Client Situation Blue Cross Blue Shield Association (BCBSA) is a national association of 36 independent, community-based and locally operated Blue Cross Blue Shield Companies. BCBSA was looking to build a workplace strategy for its sites in Chicago, IL and Washington, D.C. to support its desire to attract and retain the best employees, develop a more collaborative environment, and build a modern workplace that promotes collaboration and creates efficiencies for navigating space. This effort touched approximately 1,500 employees, including contingent workers, working onsite and offsite between both locations.

Scope of Services BCBSA leveraged workplace strategy expertise to address the aforementioned objectives, per below activities:

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Work Style Survey Utilization & Observation Study Employee Interactions Data Analysis Focus Groups Leadership & Functional Interviews Benchmarking Mobility Profile & Space Program Scenarios


Workplace Strategy savills-studley.com

Health Insurance

Jan 2016 May 2017

37

DeJeana Chappell, Sr. Managing Dir.

Results & Innovations Delivered Through this effort, an employee interactions strategy was piloted. The process assisted BCBSA in understanding adjacencies and working relationships intra and interdepartmentally, in order to gain visibility into the organization’s propensity for departmental crosscollaboration. Utilizing 1 years’ worth of Microsoft Exchange data, the frequency, origin and destination of email traffic was evaluated. From this data derived adjacency reports in support of a conclusive set of workplace recommendations. Additional results achieved listed below:

Challenges & Resolutions In facilitating the Solutions Development Workshop, three space program scenarios are explored, including design criteria and planning recommendations. BCBSA explored the pros and cons and requested two additional scenarios to help them agree on a direction. These two additional scenarios were much more in-line with the firm’s historical hierarchical space provisioning model.

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Introduced desk-sharing to a 100% fully-assigned environment, based on utilization findings

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Provided opportunities for standardization across both offices, to combat inconsistencies

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Reduced “individual” space by 36% and 43% in Chicago and D.C., respectively

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Improved workstation-to-office ratio to 97% / 3% in Chicago and D.C., respectively

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Achieved 35% and 30% space savings in Chicago and D.C., respectively

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Increased shared-spaces to allow for a better mix and fit-for-purpose, to meet future ways of working

Client Satisfaction & Testimonials “Shortened for brevity: “We felt we received good value for the investment and the expertise…the team was very accommodating to our needs…had extremely good skills across all areas including managing expectations, pushing back and guiding our leadership throughout the process. We will likely use your services in a further phase of this initiative.” –Vincent Scannell, Managing Director, Facilities

When seeing all five program scenarios as a group, BCBSA realized it could in fact become more aggressive with space reduction when standardizing and removing hierarchy, ultimately providing opportunities for increased space savings. By offering two additional program scenarios, BCBSA was able to confidently make design decisions resulting in improvements to space efficiency. Note: this project was led by Ms. Chappell while employed by a peer organization.


WORKPLACE STRATEGY INFORMATION, PLEASE CONTACT: 38FOR Topic Section

DEJEANA CHAPPELL Senior Managing Director, Workplace Strategy 312.595.2908 dchappell@savills-studley.com

150 North Riverside Plaza, Suite 1900, Chicago, Illinois 60606 savills-studley.com

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