14. Intel + Gensler | 14AGILE WORKING CUBE FARM (STANDARD)
15. Intel + Gensler | 15AGILE WORKING DEAD OFFICE
LANDSCAPE
16. Intel + Gensler | 16 Quality and number of exchanges;
face-to-face being more effective than remote. Quality of team
exchanges; more evenly distributed patterns are more effective than
clusters. Amount of effective communications with external teams;
especially for creative and innovative teams. AGILE WORKING
COMMUNICATION Source: The Science of Building Great Teams,
Pentland, Harvard Business Review, 2012 01 ENERGY 02 ENGAGEMENT 03
EXPLORATION THE SCIENCE OF COLLABORATION
17. Intel + Gensler | 17AGILE WORKING MANIFESTO MANIFESTO We
are uncovering better was of developing software by doing it and
helping others do it. Through this work we have come to value:
Individuals and Interactions over process and tools Working
Software over comprehensive documentation Customer Collaboration
over contract negotiation Responding to Change over following a
plan That is, while there is value in the items on the right, we
value the items on the left more. Source:
www.agilemanifesto.org
18. Intel + Gensler | 18AGILE WORKING MANIFESTO MANIFESTO We
are uncovering better was of developing software by doing it and
helping others do it. Through this work we have come to value:
Individuals and Interactions over process and tools Working
Software over comprehensive documentation Customer Collaboration
over contract negotiation Responding to Change over following a
plan That is, while there is value in the items on the right, we
value the items on the left more. Source:
www.agilemanifesto.org
19. Intel + Gensler | 19 CASE STUDY : NOKIA 03
20. Intel + Gensler | 20CASE STUDY NOKIA EXPERIMENT 01 TWO
DIFFERENT DESIGNS FOR FOUR DIFFERENT TEAMS 02 OBSERVED HOW THEY
WERE DOING 03 ASSESSED THEIR FEEDBACK AFTER THREE MONTHS Guest
Chair Portable Whiteboard Guest Chair Coat Storage Lateral File
Conference Phone
21. Intel + Gensler | 21 FEEDBACK Being co-located has improved
my job satisfaction My concerns during the pilot (if any) were
addressed The physical setup of the space is acceptable Being
co-located has improved how my team functions Favorable Neutral
Unfavorable 100%0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 20% 20%
40%60% 80% 80% 100% CASE STUDY NOKIA
22. Intel + Gensler | 22 ONE SIZE WONT FIT ALL CASE STUDY
NOKIA
23. Intel + Gensler | 23 OPENNESS VS. THE WALL CASE STUDY
NOKIA
24. Intel + Gensler | 24 COLLABORATION VS. FOCUS CASE STUDY
NOKIA
25. Intel + Gensler | 25 PROXIMITY VS. PRIVACY CASE STUDY
NOKIA
26. Intel + Gensler | 26 RESPONSE 01 BIGGER PODS 02 MORE
FLEXIBILITY 03 MORE PRIVACY CASE STUDY NOKIA
27. Intel + Gensler | 27 HOMEGROWN POD AGILE 2.0 POD PILOT POD
Maintains personal space Underutilized storage Note enough space,
personal or overall Not enough storage Not enough workspace Too
tight Personal space and storage critical to maintain Accessible
whiteboard space / display space Flexible scrum space Space for
visitors Social support / get-aways on floor CASE STUDY NOKIA
28. Intel + Gensler | 28 OUTCOME 01 FASTER SPEED TO MARKET 02
HIGHER ENGAGEMENT SCORES 03 SIGNIFICANT DEFECT REDUCTION CASE STUDY
NOKIA
30. Intel + Gensler | 30 THE SEPARATION OF 05 WORKPLACE +
SPACE
31. Intel + Gensler | 31THE SEPARATION MAIN DRIVER With
technology becoming more available and easier to use, knowledge
workers are looking to shed the boundaries the typical workplace
creates. MAIN DRIVER
32. Intel + Gensler | 32THE SEPARATION RESULT UNTETHERED RESULT
#1
33. Intel + Gensler | 33THE SEPARATION RESULT WORKDAY CHANGE
RESULT #2
34. Intel + Gensler | 34THE SEPARATION SHIFT THE SHIFT
WORKPLACE WORKSPACE WORKSPACE WORKPLACE A B
35. Intel + Gensler | 35THE SEPARATION A CLEAN SLATE
36. Intel + Gensler | 36 ORGANIZATIONAL DRIVERS THE SEPARATION
DRIVERS 01 UNDERSTANDING THE INDIVIDUAL ATTRACTION + RETENTION
37. Intel + Gensler | 37 CONCEPTUAL AGE THE SEPARATION DRIVERS
AUTONOMY MASTERY PURPOSE DESIGN STORY SYMPHONY EMPATHY MEANING PLAY
Source: Dan Pink, A Whole New Mind
38. Intel + Gensler | 38THE SEPARATION DRIVERS 01 GENERATIONS
02 BEHAVIORAL STYLE 03 WORK PROCESS 04 PERSONAL GOALS 05 PERSONAL
VALUE INDIVIDUAL DRIVERS
39. Intel + Gensler | 39THE SEPARATION RETHINK WORKPLACE 02
RETHINK THE WORKPLACE EFFECTIVE WORK 01 UNDERSTANDING THE
INDIVIDUAL ATTRACTION + RETENTION ORGANIZATIONAL DRIVERS
40. Intel + Gensler | 40 DRAFT Gensler | 30 NECESSARY EVIL A
CONTAINER FOR RESOURCES HOUSE FOR ME INTRO THE BIG FROM -TO $ $ $ $
$ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $
$ $ $ $ $ $ $ $ $ $ $ ADJUSTABLE ASSET ECO-SYSTEM OF HUMAN CAPITAL
HOME FOR WE NECESSARY COST A FIXED CONTAINER FOR RESOURCES HOUSE
FOR ME ADJUSTABLE ASSET ECO-SYSTEM OF HUMAN CAPITAL HOME FOR WE THE
SEPARATION RETHINK WORKPLACE
41. Intel + Gensler | 41THE SEPARATION 02 RETHINK THE WORKPLACE
EFFECTIVE WORK 01 UNDERSTANDING THE INDIVIDUAL ATTRACTION +
RETENTION 03 RETHINK THE WORKSPACE ALIGNING GOALS ORGANIZATIONAL
DRIVERS
42. Intel + Gensler | 42THE SEPARATION RETHINK WORKSPACE 01
FLOW 02 FACE TO FACE 03 CASUAL COLLISION THE VALUE
45. Intel + Gensler | 45THE SEPARATION A SENSE OF PLACE
46. Intel + Gensler | 46 KEY TAKEAWAYS The environments we
build affect our patterns of communication.01 How we communicate is
more important than what we communicate.02 When considering an
office architecture understand what you are optimizing for and test
your assumption.03