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Sustainable Accommodation for the New Economy Andrew Harrison Director, Research & Methods DEGW plc.

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Presentation on theme: "Sustainable Accommodation for the New Economy Andrew Harrison Director, Research & Methods DEGW plc."— Presentation transcript:

1 Sustainable Accommodation for the New Economy Andrew Harrison Director, Research & Methods DEGW plc

2 Sustainable Accommodation for the New Economy (SANE) European Commission, 5th Framework research project Jan 2001 - December 2002 Develop model and tools for the New European Workplace Goal: Unified Framework integrating people, process and place Creation of sustainable, collaborative workplaces for European knowledge workers, encompassing both virtual and physical spaces

3 SANE Partners DEGW (project co-ordinator) Institut CERDA FAW IAT (University of Stuttgart) Ove Arup & Partners Royal Holloway College, University of London Telenor AS Architecture, space planning, urban development, workplace & ICT consulting, telematic services, language and communications

4 Starting point for SANE Globalisation and new mobile communications technologies call for new models of workplace, work processes and property management Traditional approaches to workspace will not serve the needs of global networked organisations

5 Changing role of real estate 1980s Object passive investment space 1990s Container value added services local space and services 2000s Node high-value global services global solutions Supply Demand

6 Changing social values of buildings New structures and procedures to manage global networked mobile working –Managing de-location of people, process and place –Provision of safe and effective distributed work environments –Fostering community and culture oldnew symbolicpowerculture functionalcontrolcommunity

7 New economy drivers for change Knowledge work Tangible assets replaced by intangible value 24 x 7 Vs work/ life balance Business cycle acceleration New organisation models

8 Partnering to deliver business performance Redefining core corporate assets as ­ Customers ­ Brand ­ Knowledge not real estate Increased outsourcing of non-core activities Interdependency between service solution provider and customer/brand owner Cross business collaboration ­ Emerging network organisations Project space rather than organisation space

9 Property solutions for networked organisations Conflict between: ­ virtual infrastructure that can be re-invented rapidly ­ traditional real estate solutions that constrain change Emerging models for real estate delivery ­ flexible tenure ­ value added services not passive investment ­ rapid response ­ mix of public and private space

10 SANE Space Environment Model The Space Environment Model is a conceptual framework and a set of diagnostic tools that can be used to implement a distributed real estate strategy This could incorporate: –Working from home –Working in owned workplaces –Working in a shared workplace –Working while travelling

11 Applicability of the Space Environment Model Urban design Product design Urban performance indicators Product specification tools Work place design Space Environment Model Diagnostic tools ©DEGW 2001

12 The SANE initial space environment model Internet sites Private Protected access Individual or collaborative workspace Virtual workplace Physical workplace Privileged Invited access Collaborative project and meeting space Public Open access Informal interaction and workspace Knowledge systems Intranet Extranet sites Knowledge communities Filters or boundaries e.g. cafes, hotel lobbies, airport terminals e.g. clubs, airport lounges, e.g. serviced offices, incubator space, home working e.g. information sources, chat rooms, e.g. VPN, corporate intranet e.g. collaborative virtual environments, project extranets, video conference Filters or boundaries ©DEGW 2001

13 Distributed workplace strategies Dispersed organization Figurehead organization City is the office Owned and public spaces Owned spaces for core activities Use of city spaces and facilities for social and project Multiple locations Owned spaces Owned spaces for all activities Use of city locations to reinforce culture and community Office is the city Private Privileged Public ©DEGW 2001 Private Privileged Public Shared space Owned space Private Privileged Public Private Privileged Public Increased use of distributed,shared workplaces Move from fixed to variable costs Multiple locations, shared spaces Single location, owned space Multiple locations, owned space Multiple locations, owned & shared spaces

14 Generic workplace components for a distributed workplace solution Project CentreCorporate Centre Personal CentreOperations Centre LocalisedCentralised Private Public Variable costs Support costs Fixed costs ©DEGW 2001 Owned Not owned Key: Primary work location Primary or secondary work location Near homeNear clients

15 BBC London 2,000 sqm UK HQ centre Consolidation of broadcasting and HQ function in flagship building Business lounge for supporting collaboration by previously dispersed key people Touchdown, club and meeting spaces

16 Baby, Amsterdam Lounge/club for freelancers to work, relax and network Targeted at creative people working in arts and media Walk-in space with workstations, reading table, restaurant, meeting rooms Venue for sector related events Online network called workbaby for members portfolios

17 Ericsson, London Regional HQ for Europe, ME & Africa Hub close to markets Used by top management Focus on conference and meeting space Openness & communications 50% travellers, walk -in office space Advanced IT Service centre, check-in desk

18 Gorilla Park, London Incubator for Internet start -ups 1200 sqm Shared support areas, break out spaces including Bananas, a roof top café and bar for creation and maintenance of organisational culture Free space and investment in return for equity Space owner provides skills, experience and finance until the new venture can be spun off

19 Accenture flexible workplace model 70,000 professionals 7.8 million sq.feet of space in 48 countries Move from fixed property costs to variable costs (pay for use) Individual control over work location Introduction of home working and neighbourhood work centres Partnering to provide real estate and support services: serviced offices, hotels, airlines and universities

20 Key issues of SANE distributed workplace strategy Dispersal of workplaces to match employee and business requirements –commuting/ rental structures/ business requirements) Increased use of city spaces and facilities for social and project spaces Shared work locations provided by third parties or formation of workplace club joint ventures by compatible organisations

21 Benefits of the distributed workplace At the level of the individual –Blending living, working, moving –Optimising use of time At the level of the organization –Liberating capital –Freeing assets –Global networking –Innovation catalyst At the level of the city –Sustainability –Use of traditional/ cultural places as work locations –Reinventing the city

22 Current SANE research tasks Human Environment modelling - developing a unified framework Developing product and process scenarios for future ICT developments User research - interviews and focus groups across Europe Five validation exercises exploring aspects of the unified framework User and Supplier Forums Further information can be found on the project website:

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