1. Work Environments for innovation and performance
Workshop „Creative Academic Work Environment“
Green Urbanism at Albano – Building a world class university campus
Stefan Rief
Head of CC „Workspace Innovation“
Fraunhofer IAO
Stuttgart, Germany
Research and consulting
Arbeit Wirtschaft und Organisation, one of 50 deparmtment, 50‘000 researchers all together.
Goal is the increase of productiity

2. Agenda Work Environments for Innovation and Performance
Who we are - Fraunhofer IAO
Communication as a Source of Innovation and Creativity
Improving „Office Performance“
Improving Spontaneous Communication – the BMW Leipzig Plant
Conclusions and Outlook

3. Core Competencies – Fraunhofer IAO Our Research and Consulting Competencies.
Strategy Development
Future Scenarios
Technology Radar
Rapid Product Development
Evaluation of New Technologies
Research and Development Roadmaps
Technology Management
Digital Production
IT Management
Service Engineering
Knowledge Management
Research and Development Management
Business Process Management
Innovation Management
Production Management
Organisational Development
Human Factors
Product Design
Usability Engineering
Health Care
Workspace Innovation
Performance Management
Age-based Living Environment
Human Resources Management
Change Management
Learning Environments
HR Development
Demographic Trends
Innovative Ways of Working
Working Time and Remuneration Models
Virtual Reality
Virtual Engineering
IT-Strategies
Software Engineering and Management
Document and Workflow Management
Mobile Software Applications
Information Technology

4. Competence Center Workspace Innovation Fokussing on the Improvemet of Work Environments.
Analysis of
User Requirements and Work Processes
for Individuals,
Groups and
Organisations
Monitoring and Analysis
of Technological
Developments
and Innovations
Identification of Optimisation
Potentials
Research in and Development of
Innovative,
Performance-oriented
Work Environments
for...
Last year vienna university.
Ananlysis for work requirement, permanent
Interddisciplinary team
Health&Care
Future
Future
Hotelling
Office Work
Future
Education
Future
Labs
Future

5. Agenda Work Environments for Innovation and Performance
Who we are - Fraunhofer IAO
Communication as a Source of Innovation and Creativity
Improving „Office Performance“
Improving Spontaneous Communication – the BMW Leipzig Plant
Conclusions and Outlook
Spontaneous communication within offices,
Improvement IT, source of innovation and creativity

6. Where Ideas Occur The Role of the „Office“ for Generating New Ideas.
Only 25 percent of Individuals Ideas´ Occur within the Physical Office Environment
Generating Innovative Ideas is One of the Elementary Tasks of the Knowledge Society
Offices for the Knowledge Society have to Become a Source of Inspiration and Creativity
Only 25% of the ideas occur at the working place.
There should be an interest in doing research in this field. Especially in Knowledge based society.
Management maybe even more important than space.
Source: Füglistaller in KMU-Magazin Nr.7/2005

7. Knowledge and Innovation Management Sucessful Organisations Improve Exchange and Communication of their Staff.
100
Cross-functional Teamwork 53
Communication crossing all Hierachical Levels
100 53
Incentive Programs in Line with the Product Development-Process 73 27
Incentive Programs for Process Improvement 60 40
Co-Location on the Level of Teams and Divisions 93 33
Use of Networks with External Partners 93 27
Customised Training Strategies 73
Ergebnisse einer McKinsey Studie (2001):
Wodurch unterscheiden sich - in Bezug auf deren Wissens-Management - erfolgreiche von weniger erfolgreichen Unternehmen?
Ergebnis: Ein erfolgreiches Wissens-Management umfaßt ein breites Maßnahmenbündel. Auffällig ist, daß in „erfolgreichen Unternehmen“ dabei sehr stark auf persönliche Kommunikation, interne und externe Netzwerke und Nachbarschaften gesetzt wird.
Source: McKinsey-Studie, 2001 20 60
Cooperative Decision Making 25
Percentage in Successful Organisations
Percentage in Less Successful Organisations 53

8. Dimensions of Creativity Innovation as an Outcome of Personal and Joint Creativity – the Organisation Establishes the Framework
General/Sourrounding Conditions
Customer requirements
Mission / Vision
Corporate Knowledge
Organisational culture
personal
creativity
Project related Knowhow
Innovation Dynamics
Cognitive
Abilities
Knowhow
Management Concepts
Labour Organisation
Motivation
Individual
Leadership Behaviour
Personality
Traits
Concepts for Problem Solving
Use of methods and tools
Botschaft:
Nicht nur die Kreativität des Individuums, sondern die Kreativität des gesamten Unternehmen muss betrachtet werden, d.h.
. Neben der personal creativity muss die joint creativity mit ihren Facetten betrachtet werden. Die Folie gibt einen Überblick über die Vielschichtigkeit des Themas und macht auch deutlich, dass wir in dem Vortrag nicht alle Themen nur annähernd behandeln können.
Hinweis: Nachredner greifen einige der Facetten ganz gezielt wieder auf!
Überleitung zur nächsten Folie:
Ich möchte mich nun auf folgende Themen konzentrieren:
Erfolgsfaktor: Kreativität des Individuums
Erfolgsfaktor: Kreativer Prozess
Erfolgsfaktor: Kreatives Management
Erfolgsfaktor: Kreatives Ambiente
Und anschließend noch einen Exkurs zu unserem neuen Thema am Institut vornehmen:
Interactive Creativity Landscape
It is always a personal perspective
Team / Group
joint
creativity
Organisation
Society / Market

9. Agenda Work Environments for innovation and performance
Who we are - Fraunhofer IAO
Communication as a Source of Innovation and Creativity
Improving „Office Performance“
Improving Spontaneous Communication – the BMW Leipzig Plant
Conclusions and Outlook
Study from 1970: 80% of creativity and new ideas emerge in personal exchanges.

10. Regression Analysis to Office-Performance-Index
Core Factors for Office Performance Results of an Empirical Study
strong Influence
0.4
Regression Analysis to Office-Performance-Index
0.30
0.27
0.3
Positive correlation
0.19
0.18
Negative correlation
Adjusted Influence
0.2
0.15
0.12
0.1
0.06
0.05
no Influence
Core competences of Fraunhofer:
Office Performance (defined by Fraunhofer, based on 5 criteria)
Empirical study analyzing 70 factors to find out which are the core factors increasing and decreasing office performance.
0.3 communication ;is most positive effect on office performance.
Team-Spirit
(C3)
Unnecessary
Difficulties
(A11)
Work Motivation
(A16)
Access to
Information (B1)
General Feeling of
Being Informed
(B2)
Work-Life-Balance
(A17)
Total Distractions
(D4)
Acknowledgement of work performance (C4)
User Survey OFFICE Performance, n: 980

11. Office-Performance-Index
Corelation between Office Concept, Motivation and Performance
0,4
Motivation
Median MW
= 5,31
Office-Performance-Index
Median MW
Iperfges
= 4,45
- 0,25
- 0,32
- 0,09
+ 0,02
+ 0,03
+ 0,10
+ 0,11
+ 0,13
0,3
0,2
0,1
- 0,1
- 0,2
- 0,3
- 0,4
Asking them about the office structure and about their motivation.
1) Insbesondere Raumlösungen mit 2 Personen schneiden deutlich unterdurchschnittlich ab.
2) Großraum-Büros sind doch nicht so unbeleibt, wie oftmals unterstellt - zumindest was die Arbeits-Motivation der darin Beschäftigten anbelangt (+0,19 über Mittelwert).
3) Sowohl Arbeits-Motivation (+0,38) als auch Office-Performance (+0,13) sind bei Mitarbeitern in einem Büroformen-Mix am höchsten!
(Büroformen-Mix = gilt insbesondere für Non-Territoriale Bürokonzepte, Desk-Sharing Modelle oder Personen mit wechselnden Arbeitsplätzen. Bürostruktur läßt sich dabei nicht nur über eine Büroform beschreiben, da den Mitarbeitern mehrere Formen parallel zur Verfügung stehen. Dies wird offensichtlich positiv bewertet!
Double Kombi-Office
Single Cell
Office
Double Cell
Office
Multi-Person
Cell Office
Group Office
Open Space
Kombi Office
Multi-Space
User Survey OFFICE Performance, n: 980
Seite

12. Office-Performance- Index
The Influence of »Office Design« on Office Performance
Highly Significant and Positive relation between „Office- Design“ and „Office- Performance“
High Quality of Office Design as Framework for More Performance in the Office Environment
Important „Design-factors“:  support of communication and cooperation  Adapted office concept
[n = 4.490]
High level of Performance 7 6 5 4 3 2 1
100%
75%
Office-Performance- Index
 max = 36%
50%
25%
Poorly design environment show also low office performance.
Noch immer laufende IAO-Studie (INQA Büro) [seit 10/2005] mit aktuell n = Teilnehmern (Stand: 05/2009). Direktbefragung und Bewertung von Büro-/Wissensarbeitern zu ihrer eigenen Arbeits-/Bürosituation.
Die dargestellte Auswertung basiert auf einer Auswertung aus 2007 (gilt aber auch heute; Werte haben sich stabilisiert und eingependelt)
Komponenten des Office Design Index: Beurteilungen des Arbeitsplatzes/der Büroumgebung hinsichtlich ...
Eignung der Büroform
Eignung für Konzentrations-Arbeit
Eignung für Kommunikations-Arbeit
Qualität des Raum-/Bürolayout
Attraktivität des Ambientes insgesamt
Ergonomische Qualität d. Möblierung
Qualität der Licht-/Sehverhältnisse
Qualität des Raumklimas
Rückzugsmöglichkeiten
Source: Office-Excellence-Check, Fraunhofer IAO, 2009)
Very low level
of perfomance 0% 1 2 3 4 5 6 7
Very poor
Quality
Office-Design-Index
High
Quality

13. Office-Performance- Index
Example: Improvement of Office Performance by Re-Designing the Work Environment
59,0%
Example Pre-Analysis
57,0% 0%
25%
50%
68,6%
75%
100%
Very good 7
100%
Example Post-Analysis 6
example
75%
Reference line
+ 6,8% 5
65,8%
Office-Performance- Index 4
50%
Remarkable improvement of both indices.
More than average improvement of the Office Performance. Value is higher than the reference-line would suggest.. 3
25% 2
+ 11,6%
Pre and post analysis
Very low 1 0% 1 2 3 4 5 6 7
Office-Design- Index
Very low
Very good

14. Agenda Work Environments for innovation and performance
Improving Spontaneous Communication – the BMW Leipzig Plant

15. Strategic Targets for the Central Building Improving Spontaneous Face-to-Face Communication
Linking all Technologies (Bodyshop, Paintshop, Assembly)
Adaptability to the Needs of a Constantly Changing Organisation
Communication Center for Internal und External Communication
Integration of Different Functions and Levels of Hierarchy
- Facilitation of Information and Knowledge Exchange
- Facilitation of Horizontal communication
- Facilitation of Vertical communication
Center for internal and external communication....
Communication analysis, 2 2

16. Communication Porfolio (Central Building) Basics for the Future Layout.
4/5
1/4
maximum
7/K
5/7
3/5
2/4
1/3
5/6
3/6
6/7
2/3
1/2
3/7
4/6
Intensity of communication
2/7
6/K
3/4
2/6
4/7
1/5
1/6
1/7
2/5
intense
Correlation between logistics and
Perspektive 50
100
150
200
>250
PAX
Relations above the diagonal are forming the spatial layout of workgroups
Relations beneath the diagonal could be strengthened by spatial collocation

17. A Communication Fostering Layout Reduction of Formal Meetings and Acceleration of the Information Flow 70 71 72 22 7 5 4 2 3 62 1 TL 6 64 12 61
44/45
420 40 20 23
100 11 53 52 50 24 21 10 60 59 14
Rohbau
Oberfläche
1 = Logistik
2 = Rohbau
3 = Oberfläche
4 = Montage
5 = Qualität
6 = Personal
7 = Controlling, FM
K = Kommunikation
Accelaration of information flow
Reduction of formal meetings by 25 percent
Accelaration of information flow
Reduction of formal meetings by 25 percent
Casscading architecture. NO walls, extreme example, but for them is works very well.

18. The Central Building Impressions of the Working Environment

19. Agenda Work Environments for Innovation and Performance
Who we are - Fraunhofer IAO
Communication as a Source of Innovation and Creativity
Improving „Office Performance“
Improving Spontaneous Communication – the BMW Leipzig Plant
Conclusions and Outlook

20. Summary and Conclusion Work Environments for Innovation and Performance
Face-to-Face Communication is Essential for Performance and Innovation – Especially in a Virtualized Work Organisation
Increasing Mobility Decreases Probability of Encounterns and Face-to-Face Communication within the Organisation.
Future Work Environements have to Support and Facilitate all Forms of Face-to-Face Communication.
Face-to-Face Communication is Essential for Performance and Innovation – Especially in a Virtualized Work Organisation
Center for virtual engeneering, spacial and IT solutions are exchanged.
2011

21. Highest Level Certificate
Outlook: Next Generation Research Environemt Center for Virtual Engineering – a Live-in Laboratory for Knowledge Work
Virtual
Environments
Workspace Innovation
Virtual Engineering
and Virtual Reality-
Technologies
Sustainable
Work and Office Concepts (e.g. Real-Time-Feedback)
Opening 2011
Building Innovation
Green Building (DGNB)
Highest Level Certificate
FUCON® Future Construction & Building Innovation

22. Do you have any questions?
Thanks for listening!
Do you have any questions?

23. Back-Up

24. The Office Performance Index To Waht Extent Can You Perform Your Professional Tasks Regaring the Following Apsects
Effectiveness Being able to use „ideal procedures“
Efficiency Being able to perform with „appropriate effort“
Quality of Result Being able to perform with results of high quality
Quality of Process Being able to individually adjust and adapt processes
»Office-Performance-Index« [
iperf
] = [Aw + Ax + Ay + Az] / 4
4.45
Very High
Office-Performance
Very Low
Office-Performance =
iperf

25. Example: Impact fo Design Factors – Colour and Creativity
Study at University of British Columbia, Vancouver (2008)
Study with Screen Colour in Regard to Cognitive Task Solutions
Red Enhances Performace on Detail-oriented Task (Memorizing), where as Blueta Enhances Performance on Creative Task (Studies 2 and 3, n=208 and 118)
Ravi Mehta, Rui (Juliet) Zhu (2009. Blue or Red? Exploring the Effect of Color on Cognitive Task Performances. Scienceexpress, 2009

26. Influence of Spatial Design on Creativity Potenzials
Development Process
Creative Solution
Task
Individual
Abilities
Creativity
Management
Leadership
Motivation
Motivation
Inspiration
Spatial
Design

27. Processes of Creativity
Design Factors for Creativity-Fostering Environments
Entspannung
Processes of Creativity
Aktivierung
Acoustics
Proportions
Light Lighting
Indoor Temp-erature
Orien-tation
View Relations
Security
Corporate
Design
Smell
Abwechslung Individualität
Integration of Techno-logies
Colours
Intrinsic
Values
Spatial Sequences
Rituals
Materiality
Shapes

28. Office-Performance-Index
Work Style in Relation to Motivation and Performance
0,4
0,3
+ 0,35
+ 0,14
- 0,01
- 0,09
Office-Performance-Index
Median = 4,45
0,2
0,1
+ 0,07
Work Motivation
Median = 5,31
-0,1
-0,2
Die 3 unterschiedlichen Arbeits-Typen wurden sowohl hinsichtlich deren durchschnittliche Arbeits-Motivation als auch auf die OfficePerformance hin analysiert.
Ergebnis: Die Arbeits-Motivation steigt quasi mit zunehmender Mobilität. Der Stationäre A-Typ weist eine deutlich unterdurchschnittliche Arbeits-Motivation auf (-0,31). Der C-Typ dagegen deutlich positiver (+0,35).
Die Unterschiede in der Office Performance sind nicht ganz so deutlich, aber dennoch signifikant! Auch hier liegt der C-Typ mit +0,14 im überdurchschnittlichen Bereich.
- 0,31
-0,3
Typ A: Dedicated office space
Typ B:
Multi spatial work environment
Typ C: High level of mobility and spatial flexibility
User Survey OFFICE Performance, n: 980

29. Benchmarkwerte aus der Umfrage ergänzen
Aspects of the Office Design Index and actual benchmark
Index Office-Design 0%
25%
50%
75%
100%
Index work & office concept
Classification Office-Design-Index:
Very good (»TOP 25%«) > 74%
Median/Reference value (N=4490) 60,2%
Need for improvement ab 50%
Strong need for improvement (»Underdogs; BAD 25%«) unter 50%
Index workplace [furniture]
Index ergonomics
Index quality of encounters
Index quality of meeting rooms
Index concentration
Index office layout
Index infrastructure
Index design
Index lighting
Benchmarkwerte aus der Umfrage ergänzen
Index climatisation
Index recreation
Very poor
excellent 1 2 3 4 5 6 7
Rating

30. Benchmarkwerte aus der Umfrage ergänzen
Criteria of the Office Performance Index
Index Office-Performance 0%
50%
100%
use of the right ways and means
for target achievement
coordination of formal and administrative processes
quality of work processes within
the team
effort to carry out your own tasks
usage of adequate information and communication
technologies equipment
Classification Office-Performance-Index:
Very good (»TOP 25%«) > 71%
Median/actual reference value (n=4.490) 60%
Need for improvement ab 50%
Strong need for optimisation (»Underdogs; BAD 25%«) < 50%
Benchmarkwerte aus der Umfrage ergänzen
Very poor
excellent 1 2 3 4 5 6 7
Rating

31. Face-to-Face Communication and Distance
Probability of [technical] Communication between Co-workers Diminishes with Distance between Workplaces
Architecture, Traffice Infrastrucutre, Layout an the Implementation of Communicational Anchors are Means to Increase Communicational Radii.
Rahmendaten
Gründung: 2000
Geschäftsstelle: Prof. Uwe Heinrich , Hannover
4 FhI, ca. 440 MA
Ertragsanteil Wirtschaft 2003: 33%
Aufwand 2003: 43 Mio. €
Schwerpunkte der FhIs:
ITEM, Hannover: medizinische Forschung im Bereich Inhalation
IME, Schmallenberg: Herstellung rekombinanter Proteine für Medizin und Entwicklung und Angewandte Ökologie (d.h. Prüfung von Chemikalien und Produkten sowie und Erarbeitung von Verfahren im Umweltschutz)
(Am IME, Schmallenberg ist die Umweltprobenbank angesiedelt, die als Kryobank Referenzmaterial einlagert)
IGB, Stuttgart: Verfahrenstechnik im Bereich Biotechnologie
IBMT, St. Ingbert: Medizintechnik und Kryotechnik
(Am IBMT kommt die Forschungskapazität im Bereich Kryotechnik und Kyrobiophysik hinzu)
MIT, Thomas Allen 1984

32. Communication Fostering Organisational Creativity, Performance and Innovation
Technology-based
Face-to-Face Planned
Formal
Spontaneous
Informal
Creativity
Performance
Work Environment
Succesful
Innovation 2 2

33. Planning Steps A Well Prepared Implementation.
Werkslayout
Workstyle-Analysis
Dynamics
Communication
Mobility
Corporate Standards
Architecture
Culture
Office Concept
Workplace typology
Furniture
Scenarios
Standards
Change
Special typologies
Layout
Workshops
Controlling
Quality Management
Performance-Check

34. The Central Building Impressions of the Working Environment

35. Office-Performance- Index
Benchmark (about Participants)
100%
75%
50%
25% 0%
Means out of the Sample Show a Potenzial for Improvements:  Office-Performance-Index = 4,64 [ 60,7%-Niveau]  Office-Design-Index = 4,61 [ 60,1%-Niveau]
Group of the Best [»TOP 25%«, High Performer/High Level of Office Design] above a Limit of 70,8% and respectively 74,1%
Very High Level 7 6 5 4 3 2 1
60,1%
TOP 25% 4th Quartile
[n = 4.490] 7
75%
50%
25% 0%
48,1%
74,1%
70,8%
»mid 50%«
Mean = 4,64
60,7%
Office-Performance- Index
Mean = 4,61
50,0%
LOW
25%
(1st Quartile)
Very Low Level 1 2 3 4 5 6
Source: Kelter, Fraunhofer IAO (2008) [Office-Excellence-Check / INQA Büro]
Very Low Quality
Very High Quality
Office-Design-Index

36. General Layout of the Plant The Central Building is Linking Communication- and Workflows
Central Building as anchor of communcation with
600 Workplaces in an
Open and Cascading Space-Continuum
with an Open Conveyor System.
Central Building
Paint-Shop
Body-Shop
Assembly

37. Challenges for Designing the Work Environment Dimensions, Openness and Variation.
Model by Zaha Hadid
Body-Shop
Paint-Shop
Assembly
Ó BMW Group
Conveyor system
Spatial Variation
Dimensions x y
Open-Spaces