Causality and the benefits of relocation Causality and the benefits - - PowerPoint PPT Presentation

Causality and the benefits of relocation Causality and the benefits of relocation

Presentation to 24 ISMOR Presentation to 24 ISMOR Jonathan Coyle Jonathan Coyle Director, Turner & Townsend Management Solutions Ltd Director, Turner & Townsend Management Solutions Ltd jonathan.coyle@turntown.co.uk jonathan.coyle@turntown.co.uk

Presentation structure

Conclusions The Model Approach The Problem W ho are Turner & Tow nsend?

29.3 38.2 46.5 61.4 75.3 100.2 133.9 175 20 40 60 80 100 120 140 160 180 200 2000 2001 2002 2003 2004 2005 2006 2007

Conclusions The Model Approach The Problem W ho are Turner & Tow nsend?

Conclusions The Model Approach The Problem W ho are Turner & Tow nsend?

2 . Derived a tree and a list 3 . Looked at how m uch w ork w as done 5 . Tested against BP / NAO 6 . Com pared

• utputs from

BP and Hom e Office 7 . Refined m ethodology and hypothesis 1 . I dentified and analysed case studies 4 . Developed a m ethodology and a hypothesis

Conclusions The Model Approach The Problem W ho are Turner & Tow nsend?

Conclusions The Model Approach The Problem W ho are Turner & Tow nsend?

What did people do?

Space Efficiency Organisation Perform ance People Costs

I m proved “Productivity”

Evidence Category DTI GCHQ Hom e Office MoD HM Treasury Using less space Reduced from 4 to 2 buildings. More efficient space planning,

• pen plan environment, fewer

space standards, desk-sharing Reduced from 2 sites to 1 building More efficient space planning,

• pen plan environment, fewer

space standards, desk-sharing Reduced from 5 buildings to 1 More efficient space planning,

• pen plan environment, fewer

space standards Reduced from 4 to 2 buildings More efficient space planning,

• pen plan environment, fewer

space standards Able to use ‘half’ the am ount of building previously occupied. More efficient space planning,

• pen plan environment, fewer

space standards Adaptability Adaptable furniture and fittings. Use of (straight edge) desks, demountable partitioning, carpet tiles, raised floor New furniture and fittings All new (straight edge) desks, demountable partitioning, carpet tiles, raised floor New furniture and fittings All new (straight edge) desks, demountable partitioning, carpet tiles, raised floor New furniture and fittings All new (straight edge) desks, demountable partitioning, carpet tiles, raised floor Partial new furniture, new fittings Some new (straight edge) desks, new demountable partitioning, carpet tiles, raised floor Robust materials Longevity and whole-life costs taken into account for specification. e.g. Furniture in café, restaurant and breakout areas, flooring Longevity and whole-life costs taken into account for specification. e.g. Furniture in café, restaurant and breakout areas, flooring in street Longevity and whole-life costs taken into account for specification. e.g. Furniture in café, restaurant and breakout areas, flooring Longevity and whole-life costs taken into account for specification. e.g. Furniture in café, restaurant and breakout areas, flooring Longevity and whole-life costs taken into account for specification. e.g. Furniture in café, restaurant and breakout areas, flooring Integrated system Supports desk-sharing. Follow-me phone system Supports som e desk-sharing (5- 10% ) Upgraded software and hardware with new follow-me phones Supports som e staff movem ent Upgraded software and hardware Supports som e staff movem ent From 400+ system s to a few. Follow-me phones. Two networks

• n one PC. Major IT project (DII)

run in tandem with own activities Supports som e staff movem ent. Upgraded software and hardware. New follow-me telephony and upgraded signal for mobiles Flood wired Already in place New raised floor throughout; grid

• f gromm ets for cabling access

New raised floor throughout; grid

• f gromm ets for cabling access

New raised floor throughout; grid

• f gromm ets for cabling access

New raised floor on the 4th floor; grid of floorboxes elsewhere Moving people Staff are desk-sharing. Issues covered in presentations and briefings and comm s Staff working from different settings; som e are desk-sharing Issues covered in presentations and briefings and comm s Staff working from different settings Issues covered in workshop and user groups Staff working from different settings Comprehensive change program m e: familiarisation visits, induction, roadshows, briefings, comm s Staff working from different settings Roadshow presentations to highlight issue, protocols discussion, comm s Different locations Staff are desk-sharing and home- working. Issues covered in presentations and briefings Staff are desk-sharing and home- working. Issues covered in presentations and briefings and comm s Staff working from different settings around the building and from home Issues covered in workshop and user groups Staff working from different settings around the building and from home Comprehensive change program m e: familiarisation visits, induction, roadshows, briefings, comm s Staff working from different settings around the building and from home Roadshow presentations to highlight issue, protocols discussion Culture I.T. Workplace Increased Space Efficiency Reduced Running Costs

Conclusions The Model Approach The Problem W ho are Turner & Tow nsend?

Outputs (example)

Improve Productivity Space Efficiency Organisation Performance People Costs Running Costs Knowledge Sharing Team Working Recruitment Retention Absenteeism Cultural Change I.T. Workplace

Using less space (more efficient planning, fewer space standards) I mproved adaptability – furniture, partitioning etc Appropriate use of robust materials for longevity More integrated system (access to necessary software and phone extension anywhere) Raised floor and flood cabling throughout building (easier access to necessary sockets) Moving people rather than furniture / equipment Ability and aptitude to work from different locations / desk-sharing / virtual working

Cultural Change I.T. Workplace

Appropriate range of settings (enabling teams to interact together) More open space gives easier visibility and accessibility to others – direct to subject matter expert Space planning provides clusters of workstations for teams More integrated system (ability to contact others easily through email, phone, extranet etc) More informal working (more ad-hoc interaction) Less hierarchical (direct to subject matter expert / senior managers for peer review) 80 / 20 working approach (good is good enough)

Cultural Change I.T. Workplace

Appropriate document storage (quality / quantity / system) More open environment (supports more interaction) More shared settings that encourage serendipitous interactions Not hoarding information but sharing (need to know -> need to share) Less hierarchical culture (easier access to subject matter expert) More informal working (more ad-hoc interaction) Availability of EDRM (shared storing area, collective filing system) Availability of access to internet

Cultural Change Workplace

WOW design (colours / finishes / style) and well-looked after (facilities) New, fit for purpose, space I mproved (better connection to) organisational identity and branding More informal working (more relaxed environment) Less hierarchical (greater visibility of / access to senior management, fewer space standards) Align staff behaviour with vision and values

Conclusions The Model Approach The Problem W ho are Turner & Tow nsend?

Conclusions The Model Approach The Problem W ho are Turner & Tow nsend?

People Costs Recruitm ent Retention Absenteeism W orkplace Cultural Change More inform al w orking Less hierarchical Aligned Behaviour

Traffic light sum m ary Category

BP BP

Space Efficiency Organisation Perform ance People Costs

DTI DTI GCHQ GCHQ Hom e Office Hom e Office MoD MoD HM Treasury HM Treasury

Using less space Adaptability Workplace Robust materials Integrated system I .T. Running Costs Culture Workplace I .T. Team Working Knowledge Sharing Retention, recruitment, absenteeism Culture Workplace I .T. Culture Workplace Culture Flood wired Moving people Different locations Range of settings Open space Space planning Integrated system Informal working Less hierarchical 80/ 20 working Document Storage Open environment Shared settings EDRM Access to internet Sharing information Less hierarchical Informal working WOW design Branding Informal working Less hierarchical Fit for purpose Staff behaviour

Conclusions The Model Approach The Problem W ho are Turner & Tow nsend?

Overview

“As is” state Proposed “to be” state Actions to achieve proposed “to be” state Achievem ent

• f

proposed “to be” state

Causality Tree

Validation of proposed “to be” state

Conclusions The Model Approach The Problem W ho are Turner & Tow nsend?

Process

Receive business case Is there a vision, senior sponsor and a strategy? Reject N Benchmark where you are and where you want to be Establish the relevant links Assess the relevant links Y Gap analysis Does case “stack up”? Accept N Y Simple case – e.g. just move

Conclusions The Model Approach The Problem W ho are Turner & Tow nsend?

Organisation Space People

Output

Establishing the vision

Take the proposed business rationale and assess against three key headings: This then determines the levels of the matrix that need to be achieved (e.g. if only moving to save running costs – do not need a significant change programme)

Conclusions The Model Approach The Problem W ho are Turner & Tow nsend?

Improve Productivity Space Efficiency Organisation Performance People Costs Running Costs Knowledge Sharing Team Working Recruitment Retention Absenteeism Cultural Change I.T. Workplace

Using less space (more efficient planning, fewer space standards) I mproved adaptability – furniture, partitioning etc Appropriate use of robust materials for longevity More integrated system (access to necessary software and phone extension anywhere) Raised floor and flood cabling throughout building (easier access to necessary sockets) Moving people rather than furniture / equipment Ability and aptitude to work from different locations / desk-sharing / virtual working

Cultural Change I.T. Workplace

Appropriate range of settings (enabling teams to interact together) More open space gives easier visibility and accessibility to others – direct to subject matter expert Space planning provides clusters of workstations for teams More integrated system (ability to contact others easily through email, phone, extranet etc) More informal working (more ad-hoc interaction) Less hierarchical (direct to subject matter expert / senior managers for peer review) 80 / 20 working approach (good is good enough)

Cultural Change I.T. Workplace

Appropriate document storage (quality / quantity / system) More open environment (supports more interaction) More shared settings that encourage serendipitous interactions Not hoarding information but sharing (need to know -> need to share) Less hierarchical culture (easier access to subject matter expert) More informal working (more ad-hoc interaction) Availability of EDRM (shared storing area, collective filing system) Availability of access to internet

Cultural Change Workplace

WOW design (colours / finishes / style) and well-looked after (facilities) New, fit for purpose, space I mproved (better connection to) organisational identity and branding More informal working (more relaxed environment) Less hierarchical (greater visibility of / access to senior management, fewer space standards) Align staff behaviour with vision and values

1 . I dentify the com ponents that apply 2 . Check that the elem ents are in place 3 . Detailed justification of activities

Conclusions The Model Approach The Problem W ho are Turner & Tow nsend?

Conclusions The Model Approach The Problem W ho are Turner & Tow nsend?

Uses of the model

Test the vision Benefits Realisation Business Case realism

Causality and the benefits of relocation Causality and the benefits of relocation

Questions? Questions?