Tagged with 'agile'
New Home in Katowice
Mentor Graphics has relocated their team in Katowice Read more
New Home in Katowice
Mentor Graphics has relocated their team to a new office building at Silesia Star in Katowice, Poland.
BDG has created a modern, collaborative and connected space for their growing team in the 2 floors of this building close to the city centre.
Ogilvy Group Move In
The Ogilvy Group companies start to move into Sea Containers Read more
Ogilvy Group Move In
The phased co-location of the Ogilvy Group companies began in mid January 2016. The group, comprising of 10 companies, are relocating from their former homes in Paddington and Canary Wharf - bringing them together for the first time in nearly 20 years in Sea Containers.
Their new home here focuses on enhanced communication through movement, choice and availability of a diverse range of spaces. Sea Containers provides a unique and highly effective environment that is set to drive collaboration and innovation across the business.
You can follow their move on twitter with #blazenewtrails.
Office of 2030
A discussion with a group of millennials in the workplace design community discuss the office of 2030 Read more
Office of 2030
A lunchtime round table, hosted by BW Interiors, brought together a group of millennials within the workplace design community (including BDG’s Margarita Ianev) to discuss the office of 2030.
The discussion started with “is agile work working?” – the group agreed that agile doesn’t mean total open plan with bean bags and slides between floors, it means a workplace that suits the activities of your team and what their task are at different times. If a business has a traditional office based environment, such as a law firm, becoming agile could mean having unassigned offices to be booked at times when their staff need them, alongside a variety of work settings for other times. An increase in more shared areas in offices to facilitate interaction; sharing ideas and the opportunity to choose the work setting that suits them, is more relative to how millennials work.
Technology in the workplace, for many millennials, who are already so used to having linked devices; music streaming and apps for everything was a hotly debated topic. There was agreement that email was not always the most productive tool, it feels outdated and doesn’t foster communication – we need to calculate how effective emails are and not the number sent and received (or even unread). Alongside this, for electronic filing, saving files by tagging rather than a traditional system of saving work into folders is a more intuitive way of saving and indeed searching for files.
So, will the office of 2030 bring all these initiatives together? Each asked for one thing that the 2030 office will have, the millennials present said “more communication”; “a culture of trust”; “wellbeing”; “technology” and “inspiring spaces” were the most important aspects for them.
Scared Of Change
BDG's Change Consultant shares why people are scared of change (and what we can do about it) Read more
Scared Of Change
Andy Swann, BDG's Change Consultant, discusses why people are scared of change (and what we can do about that)
Change is a scary word. It means things aren’t staying the same.
Traditionally, we see change as a move from A to B, with the aim being to get from one to the other. In our workplaces, we tell the people what is happening and why, training them as necessary. But we need to do more!
Workplace change can affect our people, their working environment and the way they work. It all creates impact on a personal level.
Every change project is part of a wider organisational evolution. We need to keep this bigger picture in mind when addressing transition and transformation, so we can connect people with their work and workplace – not just tell them what we expect to happen.
The success of any change rests on creating a genuine connection between people and the transition. Fail to create that connection and the change project is at best likely to fall short, at worst fail. Most sources agree that around two thirds of change projects fail to meet their objectives, which means that most traditional change management approaches are missing the mark somewhere.
As humans, we connect with our work and workplace in very specific ways, individually and collectively. Change alters that connection. Dealing with that requires space and exploration.
To avoid productivity and morale dips, while harnessing the benefits of an investment in change, it needs to be approached more creatively - in a more human way. Connect people directly with change, don’t just tell them about it!
Successful change management comes from so many places. It’s an adaptive, context-specific thing, not something that can be taught as a procedure. Look on change as a transition – helping people to move from one set of circumstances to another.
Successful transition management is a combination of psychology, creativity, communication, exploration and anything else that may be appropriate to creating that effective connection between people and change. It should always come from a positive place too and support those affected to examine, understand, imagine and own the transition.
Wherever change happens, there will always be some trepidation, even where people know the outcomes will be positive. Maximise the benefits and minimise the pitfalls with a carefully planned transition programme, just for your organisation.
If you’d like to find out more about what makes an effective transition programme, contact Andy.
Designer, Lucy Harrison, discusses her own experiences of agile working at BDG Read more
Designer, Lucy Harrison, discusses her own experiences of agile working at BDG - the pros, cons and top tips:
Constant change in working settings allows you to sit with a variety of people with different skills and knowledge.
Ability to choose your work setting dependent on your tasks for the day.
Not surrounded by piles of paper that are no longer current – a de cluttered work style – allowing for a generally cleaner workspace.
Initial unease of VOIP technology, replacing phones, but have found this really works - you can be anywhere and still use teleconferencing, sharing of documents and your screen.
If the whole team doesn’t adopt flexible working then it becomes unsuccessful. Many people have to be pushed initially to action it, this should come from the top of the team down to encourage this behaviour to be adopted.
When 100% of people are in + clients there can be limited space – this can be resolved with people working elsewhere outside of the ‘office’ space but needs to be supported by IT.
People sometimes lose a sense of personalisation and ownership of workspace –e.g photos on the desk. This often needs to be supported by storage which can resolve this issue.
Storage can be an issue dependent on job role.
Be organised – plan you tasks for the day to allow you to work in the right location and have the things you need for the day.
Keep things clean and tidy – your workspace and the space around you allowing people to have the choice to work in all spaces.
Move as much a possible – it keeps you interested, you collaborate and learn things you might not otherwise – best to move every day in the initial few weeks so you get a feel for all the available locations.
Clear your desk and the space around you if you are going to be out of the office for more than an hour allowing other people to share the space with you more effectively.