Working beyond boundaries
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The document outlines a transformational change program led by Alison White, focusing on reimagining office space and work practices to improve service delivery and employee collaboration. It emphasizes the need to shift from traditional procedural processes to innovative approaches that embrace modern working practices and technology integration. Additionally, it details the components and strategies involved in achieving this transformation, including stakeholder engagement, training, and change management.
Working beyond boundaries
- 1. Transformational Change Programme Alison White, co-founder of PLACEmaking Session 4B : Working beyond boundaries Live Programme Learning
- 2. 32 Office Buildings 2 City Centre Hubs Generic ‘office’ solu:on 1 x new refurbishment 1 x Grade 2* listed Average 15 sqm p/p Average 6 sqm per person (capacity 1645 people sharing) Average 7 sqm per person (capacity 850 people sharing) Business Case: Tangible Benefits Temple Street City Hall Locali:es www.placemaking.co.uk
- 3. Memory! ‘logic and rational ’! Imagination! ‘intuition’! Survival instinct! ‘Fear’! Neutral - Do nothing! ‘status quo’! Focus on the Future Achieve the step change Needed to shi* focus: from procedural process planning to re-‐imagining opportuni3es to embrace TW3 principles Focus on the familiar Need to Re-imagine ‘The Way We Work’ Furniture Supplier These are the top level Product. This covers all artifacts for BWP production including physical deliverables, Key documents and control elements. All of these will breakdown in several Levels to atomic products. This work will be done by the Workstream Leads and be submitted for review in parallel to the Blueprint process , for delivery in April 2013. BWP Product Breakdown (Level 1 & 2) (0) BWP (4) Technology (6) Strategic Accommodation Planning (3) Business Change (5) Modern Working Environment (1) Modern Working Practice (8) Programme Process (2) Operational Protocol (7) Buildings (2.3) Scanning & Document Retention (for BWP scope / Delivery) (1.1) Detailed Design Modern Working Practice (MWP) (4.1) Technology Design (1.2) HR Policy Change for MWP (2.2) Future FM Design (Building Management) (5.1) Detailed Design Modern Working Environment (5.2) Furniture Specification & Invitation to Tender (5.3) Furniture Procurement (7.2) City Hall Design and Consent (7.3) Other construction Design / Consents (2.1) Detailed Design Operational Protocols (6.1) Services delivery end-state location model (6.2) Strategic (end state) Accommodation Plan (BWP Buildings) (4.3) Technology Procurement (4.4) Technology Solution / Integration (4.5) Technology Proving (4.6) Technology Delivery (4.7) Data Centre Alternative Solutions (Romney) (4.8) ICT Service / Support Changes (4.9) Data Centre Solution Delivery (6.3) Intermediate Period Accommodation Plan (6.4) Intermediate Period Accommodation Change projects (6.5) Strategic / Final Accommodation moves (Into MWE) (5.5) MWE Furniture Installation Management (5.6) MWE Furniture Installation (7.4) Construction Specification / Brief & ITT (7.7) City Hall Construction (7.8) Other Construction (7.9) Buildings Fit Out to Cat B (7.5) Construction Procurement (7.6) Construction Supplier Engagement / Mobilisation Plan (7.1) Building Search & Acquisition (8.1) Blueprint (and Design Brief) (8.2) Future of City Hall (8.3) Benefits Model (8.4) Design Supplier Engagement / Mobilisation Plan (8.5) Programme Governance (8.6) Programme Reporting (8.7) Financials (8.8) Programme Plans (8.9) Programme RAID (8.10) Contract Management (8.11) Resource Management (8.12) Benefits Management (8.13) Design Contractor Procurement (8.14) Building Disposal (8.15) Workstream Plan, Budget, RAID, Reporting (8.16) Supplier Management (1.3) Performance Management Change for MWP (2.4) Paper / Non Paper Storage (for BWP scope / Delivery) 4.10 Technology Overview Review (4.2) ICT Service / Support Change Design (8.17) Programme Closure (3.1) Business Change Strategy (3.2) X Programme Delivery Plan (Integration within the Change Portfolio) (3.4) Stakeholder Engagement (3.3) Business Change Network (3.6) Change Journey (Staff, Managers, Customers) (3.5) Communications (3.8) Pilots, Trials, Model Office(s) (3.7) Organisation Migration Tranche Plan (3.10) Training / Learning Materials Development (3.9) Training / Learning Strategy / Plan (3.12) Training / Learning Delivery (3.11) Training / Learning Proving (3.14) Tactical Process Change (3.13) Organisation Migration & Support Delivery (3.16) FM restructure & Management of Change (3.15) Evidential Monitoring for Change effectiveness (3.18) Handover to Business as Usual (3.17) Other Management of Change (3.19) Benefits Realisation 4.13 Technology Overview Corporate Property BCC Deliverable BCC Deliverable with significant Design Supplier contribution Primarily Design Supplier Deliverable Construction Supplier with Design Supplier contribution Notes: *1 - City Hall CSP only, changes to other CSPs are not in scope of BWP. This includes redesign / refitting of their existing space; this would need covering in the ICS Service or C&P Programme budget. 4.11 Technology Requirements Specification 4.12 End User Toolkit BWP Process: Rigid and ineffec:ve 340 crea:ve reports 85 new tools/methodologies 21,315 sqm of transforma:onal design solu:ons www.placemaking.co.uk
- 4. Policy development Service Design Service Delivery: central Service Delivery: local In and local: dependant on internal agile connec:vity – use of project, some team workspaces Out and about: dependent on remote ICT connec:vity – regular use of collabora:ve workspaces when in In and about: dependant on internal ICT agile connec:vity – use of collabora:ve/project workspaces In and sta?c: dependant high quality connec:vity with customers/team – use of team workspaces Team Orienta?on Personalised Work PaBerns Planned: Formal Collabora:on Socialising Planned: Interac:on Spontaneous: Collabora:on Innova:on Planned: Team based Interac:on Socialising Remote collaborate Planned: Collabora:on Innova:on Spontaneous: Interac:on Socialising Planned: Collabora:on Innova:on Interac:on Spontaneous: Socialising Planned: Team based Interac:on Socialising Rethinking how we operate
- 5. Be_er Delivery of Services Policy development, service design Customer par?cipa?on city opportuni?es Policy & Service Design Delivering Be_er Services Targeted Customer services, locally delivered Directly informs Estate Strategy & Solu?ons Customer access to services: ‘Digital by default’ on-‐line, on phone & self serve, F2F www.placemaking.co.uk
- 6. Past Enhanced choice mobility enabled through technology 30% desks 50% collabora:ve, 20% innova:ve 60% desks 40% collabora:ve, 0% innova:ve spaces Step Change Approach Mix formal mee:ng, informal mee:ng, collabora:ve + innova:ve, some desk space Mix formal mee:ng, informal mee:ng, collabora:ve + desk space 100% desks 0% collabora:ve, 0% innova:ve spaces Now www.placemaking.co.uk Step 1 Step 2
- 7. Solu?on: Change of Approach Concentrated desk space localised interac?ve sefngs Concentrated desk space integrated interac?ve worksefngs No desk space: free access interac:ve, collabora:ve and innova:ve sefngs Limited desk space: free access interac:ve, collabora:ve and enhanced innova:ve sefngs Formal bookable spaces: restored, enhanced use & performance No desk space: free access interac:ve, collabora:ve and innova:ve sefngs www.placemaking.co.uk
- 8. Past Future Work 9-‐5 Work any:me Work in the office Work anywhere Use company equipment Use any device Focused on inputs Focused on outputs Climb corporate ladder Create own ladder Defined tasks Crea:ve problem solving Hoards informa:on Harness/share informa:on No voice Leadership opportuni:es Relies on emails Instant technologies Focused on knowledge Focused on adap:ve learning Formal corporate training Democra:sed learning Changing Expecta?ons ‘Work… a word that doesn't mean the same thing now as it did just a few years ago. The “business as usual” model is outdated…..leaders need to tackle the challenge of con3nuous innova3on…. embrace new ways of working to create long term business value and service delivery’ Chess Media Group www.placemaking.co.uk
- 9. Controlled Change: Corporate Training: ‘do it to them’ approach, classroom set-‐up Tradi:onal Appears low cost Opera:onally Expensive (trainees and trainers) Rigid approach Low a_endance Training fa:gue Ineffec:ve Approach to delivering ‘Change’ Corralled Change: Change team: ‘do it with them’ approach, delivered by change team Common in sector Hidden costs 12 step process Bo_le-‐neck Variable quality One size solu:on Limited embedded change Semi effec:ve Transforma?onal Change: Self navigated learning: profiled & targeted, develops learning networks Unfamiliar Set up & upgrade costs Adaptable engagement style Self selected profile Targets investment Embeds learning culture Measurable performance Start of a con:nuous process Step 1 Step 2/3 www.placemaking.co.uk
- 10. Delivering Sustainable Transforma?on Past Building Maintenance Business Facilita:on Rigid Work Tasks Crea:ve Problem Solving Technology Aner Thought Integrated Technology Corporate Training Self Navigated Learning Future People Plaoorm Place Providers www.placemaking.co.uk
- 11. Components of Transforma?onal Change Vision& Engagement& Incen/ves& Tools& Outcomes& +" +" + + = CHANGE' +" +" + + = CONFUSION' +" +" + + = ANXIETY' +" +" + + = GRADUAL'CHANGE' +" +" + + = FRUSTRATION' +" +" + + = FALSE'START' ✗" ✔" ✗" ✔" ✔" ✔" ✔" ✔" ✔" ✔" ✔" ✔" ✔" ✔" ✔" ✔" ✔" ✔" ✔" ✔" ✔" ✔" ✔" ✔" ✔" ✔" ✔" ✗" ✗" ✗" Celebrated" successes" Pla0orms/ providers/place" Relatable" benefits" (personal"and" corporate" Efficiency/ Effec?veness"and" Expression" Advocates/ leadership" Vision& Engagement& Incen/ves& Tools& Outcomes& +" +" + + = CHANGE' +" +" + + = CONFUSION' +" +" + + = ANXIETY' +" +" + + = GRADUAL'CHANGE' +" +" + + = FRUSTRATION' +" +" + + = FALSE'START' ✗" ✔" ✗" ✔" ✔" ✔" ✔" ✔" ✔" ✔" ✔" ✔" ✔" ✔" ✔" ✔" ✔" ✔" ✔" ✔" ✔" ✔" ✔" ✔" ✔" ✔" ✔" ✗" ✗" ✗" Celebrated" successes" Pla0orms/ providers/place" Relatable" benefits" (personal"and" corporate" Efficiency/ Effec?veness"and" Expression" Advocates/ leadership" Resources Embedding key Change elements!
- 12. Business Case Tangible property reduction as ‘momentum’ to drive change. Additional intangibles benefits available. Context No BAU. On-going Transformational Change, measurable outcomes Transformation Touches every aspect of the organisation. Challenges Continuity. Leadership/governance essential Engagement Less traditional, more creative Sustaining solutions Step change in solutions and delivery models: continuous ‘raising the bar’, fresh solutions , fresh challenges A blueprint for delivering the government’s estate strategy 2020 www.placemaking.co.uk