Space and effectiveness examines how office space impacts work environments and employee effectiveness. It discusses different office space management strategies, from lean offices with tight control over space and employees, to empowered offices that give employees more control over their workspace. Research showed that enriched and empowered office spaces increased employee productivity and well-being more than lean offices. The article also looks at case studies of how major organizations are rethinking their office space to be more efficient and collaborative in order to improve business outcomes. Facilities managers are encouraged to understand business needs, facilitate change, and measure the benefits of their work to deliver real value to organizations.

1. Space and effectiveness
The impact of space on work
environment
Andrew Wilkinson
Head of MA Business, Asset Management

2. Atkins at a glance
•Atkins is the UK‟s largest engineering
and design consultancy and the world‟s
11th largest design firm.
•We have the depth and breadth of
technical expertise to respond both to
the complex challenges of major
infrastructure projects, and the urgent
transition to a low-carbon economy.

3. Customers Products
Performance Management
Projects
Building Audit
Supply Chain Management
Decision on ArT by 22nd
Sustainability QSE
Commercial Audit
Asset Strategy
Audit
Account Management
Change Management
Supply Chain Consultancy
Energy Management Helpdesk
Knowledge Management

4. The problem with Office
Space in 2010

5. Office space in 1906

6. Office space 100+ years later!

7. How do you measure effectiveness?
“(office) output is a
difficult thing to
measure, nobody
has developed a
Mark Dixon
metric.” Regus

8. “The Relative Merits of Lean, Enriched, and Empowered Offices:
An Experimental Examination of the Impact of Workspace Management
Strategies on Well-Being and Productivity”
Craig Knight and S. Alexander Haslam – Exeter University
 Principles of lean management encourage managers to
exert tight control over office space and the people with in it
 Focus on corporate return as opposed to psychological
welfare
 Lean offices are large, uncluttered and can accommodate
more people

9. LEAN OFFICE SPACE EMPOWERED OFFICE SPACE
ENRICHED OFFICE SPACE DISEMPOWERED OFFICE SPACE

10. The Relative Merits of Lean, Enriched, and Empowered Offices:
An Experimental Examination of the Impact of Workspace Management
Strategies on Well-Being and Productivity
Craig Knight and S. Alexander Haslam
 Principles of lean management encourage managers to
exert tight control over office space and the people with in it
 Focus on corporate return as opposed to psychological
welfare
 Lean offices are large, uncluttered and can accommodate
more people
Conclusions: -
- Enrichment increase productivity
- Identity Empowerment increases productivity still
further
- Faster performances do not mean more errors

11. Death of the Office?
 The Futures Report – Global Workplace Innovation in partnership with
Futures Academy and Kristensen Consulting: -
 Expectation that real estate prices will decline along with a
company's need for a physical presence
 Rapid growth of technology enabling globalisation
 Emphasis on growth of virtual office space
 Focus on telecommunications
 “Smart Workforce”: -
 Growth in telecommunications = growth of virtual office space
 Focus on knowledge sharing and collaboration
 Office space gets smaller because we spend less time there
 Private dwellings get larger as we spend more time working from
home
 Driven by lifestyle demands and growth in social networking and
video conferencing
Source: Death of the office – Ann Clark - i-FM – 27th July 2009

12. 3 real life case studies
• Major UK Retailer
• Home Office
• Atkins

13. Major UK retailer – priority of drivers when
considering office workplace strategy
0%
Improving staff productivity
0%
Sustainability
10%
Competitor advantage
10%
Cultural considerations
15%
Reducing occupancy costs
15%
Promoting collaboration
25%
Meet Business…
25%
Improving working…
0% 5% 10% 15% 20% 25%

14. Major UK retailer - the Challenge of workplace
management strategy
“The challenge that we will have as a business is how we
might scope a workplace management strategy as the space
issue alone will not change how we work and we must look
at broader issues of work styles/ agile working,
understanding what we think the office is - head office - our
support centre and whether there is a truly a desire by the
board to lead on the cultural changes that are required”
Strategy Director
Major UK retailer

15. Home Office – Drivers for change
 Home Office Estates strategy: -
 reduce the number of home office buildings in central London
 reduce cost
 Efficient & Effective HQ workspace
 3,780 desks 2 Marsham Street
 <60% utilisation rate
 £11,500 per desk

16. Home Office - workplace utilisation
Total Workplace Utilisation
(2330 Workplaces excluding vacant & shared special workplaces)
100%
90%
Avg % of workplaces utilised
80%
Workplaces occupied
70% and in use
60%
50%
40%
30%
Workplaces occupied
20%
10%
0%
09:30
11:30
14:30
16:30
09:30
11:30
14:30
16:30
09:30
11:30
14:30
16:30
09:30
11:30
14:30
16:30
09:30
11:30
14:30
16:30
Monday Tuesday Wednesday Thursday Friday

17. Home Office – delivering the benefits
Principles Benefits
People are provided with the tools to Enable effective use of Home Office
work effectively wherever they need assets e.g. Workplaces and PC‟s used
to work (spaces, IT, telephony)
People are able to be located Ability to rapidly reshape and reform
together with colleagues so that they teams responding to changing Group
can work together needs without cost or disruption
People use space as they need it. Ability to create teams involving
When they are not using their space people from other departments easily
it is made available for others to use
People are allocated a „Work style‟ Enable people to work more effectively
dependent upon functional need not (the right „places‟ associated with their
grade tasks)

18. Home Office - Results to date
 Flexible working implemented
 Desks released to support 650 additional staff
 Consolidation of all Corporate HQ functions in one building
 4 central London locations released
 £6m annualised value for money savings
 Cashable savings – rent utilities, facilities management,
security, IT provision
 Improved Organisational flexibility and agility

19. Atkins Derby office
 Derby office refurbishment – Atkins oldest building
 Carbon reduction at the core
 Utilising old buildings by revamping office space
 Integrated Client/ FM/ Design/ Projects team
 Use of in house skills through design, specification and
construction
 More efficient use of space – eg Pods not offices/
Touchdown points
 Sustainability in every concept of design, specification
and construction

20. All electrical Local Derby
90% of construction appliances are suppliers
waste recycled grade A efficiency
Accredited
Energy use is Furniture is all
monitored by Atkins made in the UK and
remote technology produced from 34%
recycled material
Replacement
windows -
reducing heat Fabric for chairs –
loss, noise and 100% recycled
glare and Desks – 34% fabric and
producing energy recycled material manufactured in a
reductions of 18% and 99% recyclable carbon neutral way

21. What are the opportunities for FM?

22. Recession good for FM?
•"With nearlynumber of business viewing real estate and
Increasing 13% of the average enterprise's spend
dedicated tostrategic estate and facilities costs, the
FM as key its real functions
location and support of business locations has a
•significant impact on financial performance. In good
Recognition of impact on monetary outlays and driving
times, a focus on cost containment is prudent; in
financial performance.
more difficult times, it becomes a necessity. But, for
•leading enterprises, the long-term value of looking
In addition, these top-performing businesses are:
beyond real estate and facilities spend as sunk costs
or • 52% more likely than 'laggard enterprises' to have
simply the cost of being in business is measurable
standardised policies and processes for facilities
and pays dividends to those willing to believe
management
that their competitive position can be affected
• 44% more likely to have a corporate real estate
by whereand do business and how they
group they
manage more likely to conduct formal space planning.
• 42% these spaces.“
Source: Aberdeen Research - 'Real Estate and Facilities Management:
Defining a Strategic Function, Driving Significant Value' Christopher Dwyer

23. Considerations for FM
• How do we understand business needs?
– ie what does “good” effectiveness look like?
• How do we facilitate change?
• Need to develop an external perspective: -
– How do you keep up with technology?
– What are Gen Y+ demanding?
– What is best practice?
• What more can FM do to deliver real business success?
Must be able to measure benefits

24. Summary
• The way we use office space is changing: -
– Cost
– Generation Y; culture and Smart Workforce
– Technology enabled
• FM is gaining recognition as Value Adding not simply
Cost Controlling
• Will demand broader scope: -
– Inception to Benefits Realisation
– Convergence of Property streams FM/ Estates/
Projects
– Convergence between Property and Technology

25. Thank you
Any questions?