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

Sustainable Accommodation for the New Economy

Andrew HarrisonDirector, Research & Methods

DEGW plc

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

SANE PartnersDEGW (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

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

Changing role of real estate1980sObject

passiveinvestment

space

1990sContainer

value added services

local space and services

2000sNode

high-value global services

global solutions

Supply

Demand

Changing social values of buildingsNew 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

old new

symbolic power culture

functional control community

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

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

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

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

Applicability of the Space Environment Model

Urban design

Product design

Urban performance indicators

Product specification tools

Work place design

Space Environment ModelDiagnostic tools

©DEGW 2001

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 accessInformal interaction and workspace

Knowledge systemsIntranet

Extranet sitesKnowledge 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

Distributed workplace strategiesDispersedorganization

Figurehead organization

‘City is the office’

‘Owned’ and publicspaces

•

Owned spacesfor core activities

•

Use of city spacesand facilities forsocial and project

Multiple locations‘Owned’ spaces

Owned spaces for allactivitiesUse of city locations

to reinforce culture andcommunity

‘Office is the city’

Private

Privileged

Public

©DEGW 2001

Private

Privileged

Public

Sh

ared sp

aceO

wn

ed sp

ace Private

Privileged

Public

Private

Privileged

Public

Increased use of distributed,shared workplacesMove from fixed to variable costs

Multiple locations, shared spaces

Single location,owned space

Multiple locations, owned space

Multiple locations, owned & shared spaces

Generic workplace components for a distributed workplace solution

Project Centre Corporate Centre

Personal Centre Operations Centre

Localised Centralised

Private

Public

Variable costs Variable costs

Support costs Fixed costs

©DEGW 2001

Owned

Not owned

Key:

Primary work location

Primary orsecondarywork location

‘Near home’ ‘Near clients’

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

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

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

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

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

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

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

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: saneproject.com