The Official Publication of the Corporate Facilities Council
A building without ornamentation is like a heaven without stars.
George Sandys, Poet
Through Play: Part 3
On the Cover
From Your President
News & Events
Beth is a Workplace Strategy Manager for CBRE and does occupancy planning for Johnson & Johnson’s South, Midwest and West Regions.
A Checklist for Office Moves
Mike Petrusky interviews Mark Schnurr of Bravo.
From Your President
Andrew Rugge/Perkins Eastman
Here it is mid-winter and I’m still working on clarifying my resolutions. I hope you’ve all been more successful with that endeavor.
Each year I make two resolutions, one is the very common “to be healthier” and the second usually focuses on how I present myself to the world. In past years I’ve resolved to limit my colorful language, those who know me understand the challenge and I’m still working on that one. Another year, it was just to smile more and look for the positive in every day. I think I mastered that one fairly well as I was told by a family friend recently, that I “always look happy”. If you don’t think a smile makes a difference take a few minutes and try this, walk down the street, the hallway or the busy airport and smile at people; eight of ten will smile back, the ninth is day dreaming and the tenth probably deserves some understanding. Which brings me to my second resolution this year, it is to be more understanding and empathetic, especially at work.
As facility professionals we interact with our customers while they are in various stages of need and, let’s face it, sometimes panic. The leaking ceiling has damaged a hard drive; the 10 planned new hires has grown to 15; the management system is not working; a chair is missing; it’s too hot, too bright, too dark, too cold. We’ve heard them all and many more. Most of us just deal with the issue and move on because there are always more. But there are times when the request and the resolution are not satisfactory to our customers and other times when we must say no and times when we need to apologize for not meeting expectations. All these situations require the same skill- empathy.
A former boss of mine swears the trick to his success is to surround himself with people who are smarter than he is; as a former employee, I heartily agree. But that alone isn’t the key. I believe his success is benefited by his mastery and practice of the skill of empathy. He always remembers that everyone, customer/associate/vendor are people first and the number one thing that most of us want is someone to listen and he takes the time to do just that. This gift of time and empathy generates good will and creates a partnership that will benefit both parties.
As we move into the new year, let’s continue to create solutions in our workplace but also take time to understand the customers point of view while offering an empathetic ear.
Facility, the official publication of the Corporate Facilities Council of IFMA, is published quarterly.
Copyright 2018 All Rights Reserved.
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Executive Board 2018-20
Beth Osgood, CFM
Koch Business Solutions
Sarah Wortman, CPSM
Joe Selby, CFM
Wells Fargo Bank
Immediate Past President
Denise Johnston, CFM
Bobby R. LaRon, M.S.
Oregon Public Broadcasting
Koch Business Solutions
Sue Thompson, CMP
AAA Club Alliance
Wayne Whitzell, LEED AP, BEP, GBO
Matthew Kutzler, PE, CDT
Facility Engineering Associates
Buck Fisher, CFM, IFMA Fellow
Facilities Management & Operations Assessment
Alice Houguisson, CFM, SMP Edelman
Jeff Martin, CMP
Wells Fargo Bank
Melodee Wagen, MCR
Workspace Strategies, Inc.
Contributors: Katherine Gluckselig, & Rebecca Milne
In the previous two articles of this series, we’ve assessed the scientific research into how the state of play can contribute to aspects of innovation and why this aligns with the financial goals of an organization. In this final installment, we take an in-depth look at how these objectives can be achieved through architectural interventions. Design recommendations will be broken down into a kit-of-parts that includes a variety of space types, furnishings, user modifications, and organizational policies that can be applied to any workplace environment.
Offices like IDEO and Google aren’t the only places where inspiration for play can be found. Looking at the original constructed play environments—children’s playgrounds—can offer valuable insight into the fundamentals of spaces designed for play. The Project for Public Spaces, outlines three overarching concepts in the design of play spaces: physical, social, and cognitive (Project for Public Spaces, 2009)
In terms of physical development, an optimal play space incorporates flexibility and variety. The authors note the importance of providing features that can be manipulated by the users (Project for Public Spaces, 2009). In addition, it is important to provide “a variety of small spaces, changes in level, changes in surface, stair seats…” (Project for Public Spaces, 2009). A play space that offers a wide range of play opportunities is likely to appeal to a larger group of players.
On the social front, a successful play space supports group activities as well as individual ones. The guidelines suggest “offering interconnected play environments with more diverse activities” to attract a more diverse range of players (Project for Public Spaces, 2009).
Concerning cognitive development, the most effective play spaces allow the players to shape their own surroundings. This means seeking the input of the playground’s users in the design process. Front-end involvement increases a sense of ownership among the playground’s users, and therefore are more likely to use and maintain the play space (Project for Public Spaces, 2009).
Often, a playground’s low-fi solutions are the most successful. In the same way, a corporate environment doesn’t have to feature the newest equipment or high-end finishes to be successful. Within a corporate setting, productive play relies on the right physical environment combined with a conducive organizational culture. Our research suggests that the following elements are key to the construction of productive, innovation-producing play spaces:
When we play, we are motivated by our own interests and enjoyment, free to follow whatever path we choose. For companies that want to promote creativity and innovation through play, giving employees the freedom to personalize their workspaces can be an effective strategy. At IDEO’s offices, employees use literal “building blocks”—in the form of foam cubes—dispersed throughout the office to make anything from impromptu meeting spaces to acoustical “clouds,” some even developing prototyping exercises (Kelley, 2001).
At Google, employees aren’t simply limited to the typical office chair; they might instead opt for exercise balls, standing-height workstations, or treadmill desks (Stewart, 2013). This level of personalization improves the physical comfort of employees and also helps to improve productivity, engagement, and satisfaction. An environment that is created with input from the people using it—where employees feel comfortable, relaxed and happy—is a more effective play space.
Access + Linkages
It is possible to play alone, but play as a social endeavor is more common (and, evidently, more productive). According to Ransom Stephens in his book The Left Brain Speaks, the Right Brain Laughs: A Look at the Neuroscience of Innovation & Creativity in Art, Science & Life, research shows that while many people work best alone, the best results are achieved through collaboration (Stephens, 2016).
Collaboration is key to IDEO’s way of doing things therefore, the vast majority of their work space is allocated for team activities. In contrast to traditional office structures, the open-plan studios at IDEO are arranged around large worktables. Conceived as “neighborhood parks,” the tables are intended to bring people together in an informal way. Expanding on the community theme, Tom Kelley, IDEO Partner and best-selling author describes each IDEO office as a collection of “neighborhoods” where people are grouped together on a project-by-project basis (as opposed to skill set or expertise). IDEO’s focus on adaptability is key to this way of working; mobile furnishings, partitions, and technology allow team members to work—and play—together.
An informal organizational culture can help to encourage play by giving employees a sense of freedom. When workers have a sense of control over their time and resources, they are more likely and able to engage in productive play. In addition to policies that give employees more latitude, the right kind of physical environment is also important. At Google’s offices, care is taken to assure that nothing appears too precious. Furnishings and décor have a playful vibe, and software engineers are even invited to doodle their ideas on the walls (Stewart, 2013). The message is that this is a safe place to loosen up, have fun, and dare to think outside the box.
Variety & Choice
Something that is fun and energizing for one person might be uncomfortable or even torturous for another (Brown, 2009). This is why, in a working environment, it’s important to provide opportunities for different kinds of play. Introverted workers might prefer to tinker with their ideas in solitude, while extroverted employees might play better in a group where they can bounce ideas off of colleagues. A wide range of meeting areas, cafes and coffee bars, and secluded areas should be designed to suit a variety of personality types and preferences.
In The Art of Innovation, IDEO’s Tom Kelley emphasizes that hierarchy is anathema to a playful and productive work environment (Kelley, 2001). A company culture that communicates that everyone’s ideas are important—that gives employees a sense of autonomy—is a fertile environment for innovation. The design of the company’s offices helps to reinforce its nonhierarchical corporate structure. Employees at all levels consort on wide-open floor plans with barrier-free workstations. Shared tables, ample meeting areas, and communal kitchens enable employees to come together for working and socializing.
It’s important to note that these three strategies can be adapted to best suit each organization’s unique culture and mission. The discovery process to best integrate them should be continuous and involve multiple layers of input. With this in mind, productive play can exist in any environment.
Scott is an architect, researcher, and strategist at Perkins Eastman Architects. He spearheads environmental psychology studies investigating collaboration and well-being in workplace, healthcare, and higher education environments. With a Bachelor of Architecture from the University of Southern California, Scott is also a registered architect in the State of New York and a LEED-Accredited professional.
Brown, Stuart, M.D. & Vaughan, Christopher. (2009). Play: How it Shapes the Brain, Opens the Imagination, and Invigorates the Soul. New York, NY: Avery.
Kelley, Tom & Littman, Jonathan. (2001). The Art of Innovation. New York, NY: Random House, Inc.
Project for Public Spaces. (2008, December 31). Elements of a Successful Playspace. Retrieved from source.
Stephens, Ransom, PhD. (2016). The Left Brain Speaks, the Right Brain Laughs: A Look at the Neuroscience of Innovation & Creativity in Art, Science & Life. Jersey City, NJ: Cleis Press.
Stewart, James B. (2013, March 15). Looking for a Lesson in Google’s Perks. New York Times. Retrieved from source.
The Design of Playful Environments for Innovation
Changing Perceptions of Workplace Design
3 of 3
By Scott Fallick, AIA, LEED AP
What was the last thing you were wrong about? I mean really, fundamentally, epically wrong about?
I’ve had some doozies this year. In my last column I predicted Amazon’s HQ2 was going to land somewhere like Salt Lake City. Ooops. Not only did that not happen, Amazon split the site between NYC and D.C. (I know, Virginia, but it’s basically D.C. metro). What did happen was a precursor as well to Google announcing a major new facility in NYC.
What the what? Two of the biggest, most successful companies in America have, effectively, doubled down on the most expensive real estate market possible. What’s going on here?
One read is that these companies did their homework and decided that the kind of workers they need to continue to be successful in their white-collar workforce don’t want to live and work in Peoria. Also, that while building a campus in a less expensive market saves money on real estate and potentially compensation, the lack of infrastructure to support a trillion-dollar business is too much of a risk.
To put it another way, if you get what you pay for, and you’re a supremely wealthy company, why not get plenty for your investment? If you can afford to buy the luxury car why would you want to drive a Chevy?
I recently had lunch with an old friend (side note: he’s actually my oldest friend – we first met when we were toddlers). He’s a software engineer who works as a consultant and we were trading work stories. Both of us are, fundamentally, in the business of change management. So, we’re both always on the lookout for ways in which our work is going to transform so we can anticipate what we’ll need to know in order to get in front of it.
Over lunch we concluded that neither one of us has been particularly good at predicting anything except the totally obvious. We’re both huge baseball fans, and the primary lesson of baseball is that people vastly overestimate what it takes to be really good at your job. At exceptional professional baseball player, for instance, is paid a ton of money if he’s able to successfully hit and get on base roughly 30% of the time. To put it another way, if you fail at your primary objective 70% of the time you’ll end up in the Hall of Fame. And if you watch baseball long enough you begin to realize that the guys who do this aren’t particularly gifted at much beyond paying attention to when the pitcher might be about to make a mistake.
If the pitcher does his job well, you ain’t gonna get a hit. What you make your money on is being able to notice when he’s not doing his job that well and take advantage of it.
What does that have to do with business or FM?
One way to look at what we do is to think we’re here to wait for an opportunity to provide some value. We can’t create it. Maybe that happens sometimes, but mostly you’re there waiting for a pitch you can hit.
Joe Selby is a Retail Property Manager for Wells Fargo Bank, managing a large portfolio of buildings, responsible for capital planning, operations and ongoing maintenance programs.
by Aytekin Tank
Standing Desks vs Sitting: Why Sitting ISN’T Slowly Killing You
You’re *sitting* at your desk working away, deep in flow, when you notice out of the corner of your eye someone staring at you.
Ignoring it at first, you continue to type away at your computer, but as the feeling of staring daggers grows stronger, it gets harder and harder to resist the urge of looking up and seeing who the culprit is.
Finally, you glance away from your screen and lock eyes with Susan in accounting — who is standing upright with perfect posture at her brand spanking new standing desk.
With complete confusion, you raise your eyebrows and mouth “what” — an appropriate response for someone who has felt like a zoo animal for the past fifteen minutes.
She stares at you a little longer, sadly shakes her head and then continues to work.
With growing insecurity you take a moment to ponder what’s going on — then it hits you. You’re sitting.
One day I was speeding along at the typewriter, and my daughter ─ who was a child at the time ─ asked me, "Daddy, why are you writing so fast?" And I replied, "Because I want to see how the story turns out!"
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After a quick WebMD search you realize that at any moment you could drop dead in your office at the young age of 32 — that night you spend a grand on a standing desk.
“Oh, you haven’t heard? Sitting is the new smoking…”
Raise your hand if you’re tired of hearing the fear-inducing phrase — sitting is the new smoking?
Or, perhaps, tired of feeling like you’re minutes away from a date with the grim reaper because you refuse to drop an entire paycheck on a fancy hydraulic, slip resistant, levitating, hydro-cooled standing desk?
I’m not entirely sure when simply sitting in a chair became linked to one hundred and one various life-threatening diseases (like Type 2 Diabetes).
Since a few studies came out that said it might be detrimental to one’s health, standing desks have been flying off the shelves like hotcakes — an ironic comparison considering that one too many hotcakes might result in one developing Type 2 Diabetes — not simply sitting.
In addition to the hotcake argument, a study on the effects of sitting published in the British Journal of Sports Medicine tracked 5,000 folks over the course of thirteen years and found absolutely no correlation between sitting and developing life-threatening diseases like diabetes.
However, one Google search on the effects of sitting can leave even the most stable minded individuals panicking.
While neither of us has the time nor energy to pick apart every single argument out there on the effects of sitting, I am going to bring up another point — standing might have just as many health implications.
Why standing may not be the answer either.
Perhaps what sparked the standing desk movement was a study done a while back that made an extraordinarily bold claim:
Sitting for just three hours a day is responsible for 430,000 deaths across 54 countries.
This is where the solution came into the picture — the standing desk. It seemed logical and perhaps simple enough — the average human drops dead if they sit for more than three hours a day, so they can stand for the other five.
However, recent studies have surfaced that say:
Standing for just two hours a day can lead to swelling in the lower limbs, increased discomfort and a substantial drop in cognitive function and in turn overall productivity.
So… risk dropping dead from sitting or risk losing your job from standing… what’s the answer?
But wait, before you make up your mind, there is more. There was another study published that showed prolonged standing could increase chances of heart diseases due to blood pooling in the legs and increasing pressure in the veins — a worrisome finding considering more than 630,000 people die from heart disease each year in the United States alone.
So, the decision is no longer sit and die or stand and not be productive… but rather… sit and die or stand and die…
Perhaps, we should just concentrate on doing good work and living healthier.
While I’m not a doctor, I suspect all of the buzz around standing desks could potentially be overhyped.
At JotForm, we offer our +110 employees both standing and normal desks.
Moderation is good for business and for our bodies.
It isn’t black or white, nor should we abandon one of the two and replace the entire office with the other once a new study suggests the opposite.
We can balance both sitting & standing and keep things in moderation by focusing on our overall diet, exercise habits and overall lifestyle.
In fact, here are a few very simple lifestyle changes I think we should be focusing more of our attention on than fighting tooth and nail over whether or not sitting is going to kill us.
Walk for 30-minutes a day — if you cut your lunch break in half and walk for just 30-minutes each day, you lower your risk of Type 2 Diabetes, Heart Disease, and High Blood Pressure. In addition, you sharpen your focus, strengthen your memory and enhance your overall mood.
Drink eight glasses of water a day — by simply drinking enough water each day you lower your risk of developing high blood pressure. Water also strengthens your immune system allowing your white blood cells to better fight colds and the flu.
Cut back on fried foods — this goes without saying but eating junk can lead to nasty diseases that have also been associated with “sitting” — heart disease, diabetes, and obesity. So, by simply choosing healthier options during your lunch breaks, you’re preventing many of the diseases that sitting supposedly causes.
Develop a daily workout routine — I started my daily workout routine a while back when I was looking to improve my overall health and improve my energy so I could be a better asset to JotForm. After just a few short weeks of working out, I was blown away by the increase I saw in my mood, focus, and motivation. But, besides helping you from a mental and emotional standpoint, exercising daily can also decrease your chances of developing chronic diseases.
Aytekin Tank is the founder and CEO of JotForm, the first WYSIWYG online form builder with 2.5 million users worldwide. To learn more about his philosophies as a business owner and CEO, check out his contributor column in Entrepreneur. This article is republished with permission and appeared here originally.
SAME-IFMA 2019 FM Workshop
San Antonio | February 6 - 8
World Workplace Europe Meets Facility for Future
Amsterdam | March 20 - 22
First Wednesday Webinar
National & International Events
I’m reading a great book. Stretch: How to Future-Proof Yourself for Tomorrow’s Workplace, by Karie Willyerd and Barbara Mistick, is a readable and informative treatise on how we need to look at the world of work. It points the reader to the horizon, showcasing how focused we need to be on managing our own journey instead of expecting it to just move along once we’ve given the driverless car our desired destination. Linking what’s happening in world with what can happen to our industries, our workplaces, and company strategies, the authors provide some terrific advice and ways to stay agile.
For instance, in the chapter called “Strategies for Learning on the Fly,” Willyerd and Mistick indicate the trend of cutbacks in training and development. We need to be creative in staying on top professionally. We might have the opportunity to go to one important conference a year on the company dime, so how do we approach managing our education in our fields and industries? We’ve got to be curious, we’ve got to stay observant, and we’ve got to keep an eye on that weather vane indicating which way the global wind is blowing. We’re given strategies for developing networks, thoughts on embracing uncertainty, reviewing and expanding upon our competencies, and more.
“Constant change is here to stay,” goes an old saying, and Stretch certainly reinforces that assertion. “The fear of falling behind affects every age,” say the authors. “Most of us feel our hands are tied when it comes to seeking alternatives to shape our future.” This really excellent read helps you view things realistically, marrying solid research with motivational encouragement.
There’s one thing I miss in books such as this, along with the endless stream of articles and TED talks and podcasts and radio shows: what won’t change, or what will probably not change for a long time. What will always be necessary. What won’t become a casualty in the upheaval of work and life. Yes, the flexible workforce is becoming as bendable as Gumby. It’s true that virtual communication is only going to become more sophisticated. Robotics will make a lot of jobs obsolete, and we may find ourselves competing with artificial intelligence. We do need to know how to stay on top of our careers and strengthen our preparatory efforts.
But let’s put things in perspective. Office buildings, daily travel to a fixed workplace, workstations, and human beings performing tasks are not going to disappear overnight. As much as FMs are steeped in information about virtual work and working from home or from a local shared workspace, the desire for companies to reduce their real estate footprints, the move to full open plans, and the rise of robots and automation to perform tasks, few are abandoning workplaces entirely and making office buildings and onsite workers a thing of the past. Sometimes it can seem like in a few years, everyone will be working from anywhere but an assigned desk and cubicles will be eradicated from the planet.
I know lots of things are changing, both fast and exponentially. However, while a lot of facility managers are working in places that are as cutting-edge and as forward-thinking as it is possible to be, the majority of us are working in plain vanilla buildings with the same set-ups that have been around for a very long time. We’ve got some fabulous tools that have evolved—I love that I can adjust the temperature for folks in a particular location from my iPhone while I’m standing in line at Walmart—but we’ll still be buying furniture and carpet and engaging tradesmen and ensuring preventive maintenance is done for the next hundred years, at least. Just like those of us who grew up watching The Jetsons on Saturday morning cartoon TV who were convinced that by the time we were adults, we’d all be driving flying cars and wouldn’t need to take showers or dress ourselves, there will be a couple of generations of facility managers who, in fifty years, will look back and say, “Remember how they used to predict that . . . ? “ (fill in the blank). What we are so sure will be swift and total (think “paperless office”) will take decades to come to pass.
I always want to stretch by being aware of trends and watching the landscape of innovation. But I won’t and can’t ignore what we will always need, what will always be imperative, what we will be foolish to leave behind: the personal touch, a work ethic that shines like diamonds, civility, professionalism, and the ability to work with many different personalities and work styles—the elements called “soft skills,” which are not so soft, given that they will endure when the predicted future doesn’t pan out as expected. Stretch in the timeless factors as you survey the future, and you will always be ready for what’s next.
SAME-IFMA 2019 FM Workshop
San Antonio | February 6-8
Workplace Wellness Strategies
November 7, 2018
(click event for details)
World Workplace Europe
Meets Facility for Future
Amsterdam | March 20-22
Sue Thompson is the editor of Facility, the immediate past president of the IFMA Delaware chapter, a past president of the CFC, and the Facilities Manager at AAA Club Alliance.
Renee Azerbegi, President, Ambient Energy
Michael Susi, Director Global Wellness, Linkedin
Gary Smithson, MD, Redbrick Health
Many Americans spend much of their time at the workplace. It is important for their employers to provide an environment that is comfortable and healthy in order to increase productivity and decrease health benefit costs. An additional externality is employee satisfaction, which has shown to increase retention rates. As a means to achieve these goals, many companies are turning to wellness programs.
Workplace wellness programs have existed since the 1970’s and have gained new popularity as the push for cost savings in the health delivery system becomes more imperative. Over the years, a variety of wellness programs have been proposed, some more successful than others. On November 7, join IFMA’s Corporate Facilities Council as we explore some of the wellness options that are currently implemented in companies throughout the US and beyond. We will have three panelists, each of whom is an expert in their area of wellness. One panelist will discuss some of the wellness programs executed in very large, multinational companies. Another panelist will explore the WELL building standard and how it is revolutionizing the way people think about the built environment. Finally, our third panelist will provide an overview of wellness consulting firms that offer a variety of services; including proprietary employee health assessments, and health coaching programs tailored to each employee participant.
Facility Fusion 2019
Atlanta | April 8-10
Facility Fusion 2019
Atlanta | April 8 - 10
News & Events
World Workplace Asia 2019 Conference and Expo
Singapore | April 3 - 5
World Workplace Asia 2019
Conference and Expo
Singapore | April 3-5
Click For COMPLETE 2018 WEBINAR SCHEDULE
A Facility Manager's Change Management Checklist for Office Moves
By David Spence
With high complexity and the potential to cost a bundle, it’s fair to say an office move is the kind of job you need to do right the first time. As facility manager, your ability to understand and employ change management concepts will determine your success in achieving a smooth and efficient workplace transition. How you plan and manage is as important as how you physically action on it: from dollars and square footage to feedback from your fellow co-workers, move-related tasks have a way of piling up quickly.
In other words, it’s never too early to start addressing the change management aspects of an office move. Consider the following as you progress from early planning to final execution.
1. Consider technology now
Nothing sours a move faster than first-day (or -week) technology issues. It’s to be expected that your move will cause a number of minor but unavoidable tech problems—but just how many of those issues are truly unavoidable? How many could you head off in advance?
IT has a vested interest in keeping systems running, and that makes them a valuable ally in a move. Connect with IT early and often: they can identify potential problems and iron out snags, and they can help you explain your proactive measures clearly to the rest of the office. Also ensure that your facility management solutions—including your desk-reservation platform, for example—is rigorously backed up, or better yet, stored in the cloud ahead of any workspace disruption. Queue up your business-critical systems by contacting your service providers, and leave yourself time to test telecommunications and software on the other side of the move. With technology and communication integral to how offices function, liaising with IT at every stage of a move should come at the top of your change management checklist.
2. Collect, then communicate
Change management is all about communication, and as an FM, this means ensuring that you’re the locus for transparent and timely information.
Keeping employees in the loop is a vital first step in dispelling move frustrations and confusion. Consider using channels like Slack or Trello for communicating updates, action items and any concerns that may arise. You may also want to appoint change leaders—people in the office who can help keep your move plan on track and mobilize smaller teams. These don't have to be from management as long as they are respected by their colleagues and have a positive attitude for the change. Be sure to update relevant contractors as you go as well, to avoid potential conflicts or coordination issues.
While it’s critical that you communicate how and when a move will happen, collecting and addressing feedback from employees is every bit as important. Leverage your request management tool to track your everyday maintenance tasks, and set up additional pre-move info sessions to give teams the chance to review and respond to upcoming changes. As you assemble feedback, make the effort to implement suggested changes: responsiveness can go a long way to generating move goodwill. Has a team member asked about how to find people easily in your new, larger space? Research whether wayfinding kiosks would serve your company—and report back on your progress. Taking care of what you can, when you can, shows your teammates you’re listening and engaged.
3. Track your inventory
It goes without saying that one of the first measurements of a good move is whether everything from location A ends up at location B. Monitoring all your equipment and furniture might require robust tools, depending on the size of your office: employ a resource tracking system to help you stay up-to-date on the location of your assets. Tracking your inventory on a granular level also allows you to think strategically about what additional resources you’ll need moving into a bigger space, or how you can allocate existing equipment in a new layout.
Space usage is another factor you’ll want to examine closely, even as your office moves from old location to new. Collect data on space usage via your reporting software, and put this information to good use in laying out your next office. Do you have a boardroom that sits empty or a suite of desks that are always in demand? See about transitioning boardrooms to flex spaces in your next office, and watch how data can turn into effective action.
4. Design with purpose
With your business-critical systems taken care of and your inventory accounted for, optimal design is the next item on the FM’s change management list. It’s likely you ran the numbers when settling on a new office space, but have you laid out every desk? Tested out whether the third floor needs three boardrooms or two? Brainstormed how to make the atrium fit more than one long-table workstation?
With a move management tool, you can easily plan out your office's new seating arrangements and make real-time changes to account for any issues that may pop up at the last minute. Scenario floor plans allow you to plot out any given floor any number of ways, making it easy for teams to visualize potential layouts and come to consensus; OfficeSpace software even allows users to collaborate and generate scenarios together. With a large move comes the ability to change things up: you may have opportunity to address existing challenges that came to light during your info sessions. Besides querying employees, metrics from your IWMS can also grant the insights you need to do a good job on design. Use every insight at your disposal to make your new space suit your company to a tee.
Tick all the boxes
Planning a move requires an appetite for details. You’ll need to check and recheck your plan while keeping an eye out for red flags and roadblocks: furniture disassembly, loading bay availability and safety procedures may all be on your plate. But with enough strategizing—paired with cutting-edge software solutions to take the reporting and consolidating load off—there’s no reason your move won’t be a success.
David Spence is the Director of Business Development at OfficeSpace Software in Victoria, British Columbia, Canada. This article is republished by permission and originally contained reference links not duplicated herein. You can access the full article with its links here.
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The Aspen Institute
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