POST COVID-19 Return to Office

POST COVID-19

RETURN

TO OFFICE

ONE SIZE MIS-FITS ALL Success metrics that have been refined over decades were rendered obsolete by COVID-19. The pressure to deliver more “efficient� real estate placed workers in smaller and smaller spaces over time. Our competitors have built reputations on dispensing data and analysis from extensive client lists in an effort to benchmark and standardize solutions. The truth is, however, that what these approaches deliver is often generic and ignores the most important factor of a workplace strategy: you.

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LONG HELD

BELIEFS Workplace is a location to report to

Productivity is measured by output

Knowledge work is precious

Work is done by people

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NEW

REALITIES Work can occur almost anywhere

Productivity is measured by results

Knowledge work is universal

Work is done by people, A.I. and machines

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REMOTE-IN TO THE FUTURE As organizations settle into their remote existence, many are wondering what adjustments to make to facilitate the gradual return to the office.

This process could be an extended one. In one possible scenario, the Harvard School of Public Health estimates that some form of social distancing could last until 2022. The question organizations must ask is how to implement agile working for their organization, not if.

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Source: https://www.hsph.harvard.edu/news/hsph-in-the-news/intermittentsocial-distancing-may-be-needed-through-2022-to-manage-covid-19/

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STABILIZE There are many tactical practices that can solve immediate needs and deliver a greater sense of security for a potential return to the workplace. Reconfiguring space to maintain safer distances, management of foot flow, scheduling, sanitation protocols and new headcount maximums are all items to plan and adjust for in the interim.

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STRATEGIZE Longer term, highly functioning workplaces will blend the best of remote work practices with the provision of highly desirable physical spaces.

MICROSOFT B121 + B121 | REDMOND, WA

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GALLUP POLL

REMOTE WORKFORCE Early COVID-19

(Mar 13-15, 2020)

Mid

COVID-19

(Mar 30-Apr 2, 2020)

Post COVID-19

(among remote workers)

31%

are working remotely

62%

are working remotely

59%

want to work remotely as much as possible

Source: https://news.gallup.com/poll/306695/ workers-discovering-affinity-remote-work.aspx

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Flex not

xible work arrangements will only be desired, but expected.

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THE BIGGER ISSUE: BUSINESS IMPACTS Our traditional economic models have been upturned.

While some changes may be temporary, others will likely endure. Long term impacts to human behavior may make or break some industries. Organizations that anticipate change and adapt will remain competitive and relevant when the threat of COVID-19 subsides. To be successful, implementation strategies must be multi-faceted and tailored to the existing - and possible future - needs of the business.

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A FRAMEWORK FOR ASSESSMENT Topics that we would like to explore with you, include: Physical Elements Space types, configuration, layout and materials that create physical distance while maintaining efficiency and a productive environment will be essential in the short term. What the right mix is will depend on your business needs.

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Culture Elements of your culture that should be preserved and created in the desired future state. Physical space can be a conduit to delivering the culture you want.

Movement Determine optimal patterns in and out of the building and within a space to minimize close contact.

Market Trajectory What opportunities might emerge as human behavior adjusts in the aftermath of COVID-19? How could market changes impact your functions and operations?

Maintenance Set cleaning protocols and supplies, such as disinfectant wipes and masks.

Determine vulnerabilities in HVAC systems and minimize with layout options or other interventions.

Flexible Work Policy Policy recommendations to enable a flexible workforce. For example, parttime work may be attractive to individuals with family responsibilities, but would likely impact human resources benefits.

Scheduling Protocol Define an approach to who is in the office and when. For example, do teams reserve periods where they are in the office at the same time? Or, would it be better to prioritize individuals who simply prefer to be in the office?

Technology Determine a strategy around motion sensors, touch free devices and other devices such as temperature scans that minimize contamination and could monitor symptoms.

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B+H ASSESSMENT

CAPACITY METRICS We were retained to analyze floor plan configurations and assess building traffic to determine appropriate capacity in the short term for several sites for a leading technology company. Furniture systems, power and data connections and associated costs were all factors in the analysis.

In the short term, maximum headcount will decrease by

50% - 60% B+H ADVANCE STRATEGY

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DATA INFORMED CRITICAL THINKING Fortunately, these are the exact challenges that B+H Advance Strategy is experienced at tackling.

Because we reach beyond the limits of conventional design firms – into the realm of organizational design and culture – to ask new questions and challenge old assumptions. Our proposed methodology also advances leadership and stakeholder alignment in the pursuit of optimal space solutions.

This successful approach to problem solving is one that fulfils real user needs and expectations, and it is embedded in our multidisciplinary practice. Advance Strategy is about getting to a deeper understanding of 17

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institutional contexts to provide a framework that addresses multiple layers of insight. We’ve found that in an era of constant change, the most exciting opportunities are coming on the boundaries. There has rarely been a time where this is more than true than the current COVID-19 crisis.

We believe that true insight comes from gathering multiple perspectives and critically thinking about what the implications might be.

We are passionate about data-informed decision making. We believe in building strategies that are future-flexible, not futureproof, so you can manage risk and maximize impact.

CONFIDENTIAL TECH CLIENT | SEATTLE, WA

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APPROACH

WHERE WE ARE

RESEARCH

ANALYSIS

1: RESEARCH

2: ANALYSIS

The core function of the research phase is to gather information about how individuals are experiencing work while sheltering in place. We have found that probing the initial question may reveal underlying challenges and opportunities that set-up transformational solutions. We seek a mix of quantitative (about the people) and qualitative (from the people) data sets. This data diversity supports more nuanced and holistic analytics.

In evaluating the collected data sets we are seeking to identify patterns that suggest key themes, generate insights and highlight critical success factors. In our analysis we synthesize the information by thinking about how those items relate to space in the future state. Analytics drive a higher resolution expression of the problem statement that we will refine further in subsequent phases.

Key Activities

Key Activities

• • • •

• • • •

Staff Survey Leader Interviews Executive Team Workshop Campus / Building Data Review

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Synthesize data Determine parameters Frame opportunities Establish success drivers

SCENARIOS

STRATEGY

WHERE WE WANT TO BE + MAXIMIZE OPPORTUNITY, MINIMIZE RISK

3: SCENARIOS

4: STRATEGY

The scenarios process identifies potential solutions, which serve to explore opportunities as well as test parameters. The objective of this phase is, through iteration, to fully define a way forward.

Assessing the performance of competing scenarios illuminates optimal properties. The result could be a hybrid of two or more scenarios or, occasionally, an unanticipated, emergent solution.

In the previous phase we have paired and validated the most complete problem statement with the best-performing solution. However, without outlining a plan of execution, recommendations become unrealized ideas. To ensure the essential translation of the solution into the physical environment we then create a roadmap for implementation.

Key Activities

Key Activities

• Develop concept scenarios • Document benefits and drawbacks • Examine implications of specific interventions • Define optimal properties

• Recommended direction • Establish action items • Document business case • Plan for implementation

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HOW TO START SPEND A (VIRTUAL) DAY WITH US!

0

1

2

IDENTIFY & INVITE STAKEHOLDERS

CONVENE WORKSHOP

INTRODUCE DISRUPTORS

Key Activities

Key Activities

Key Activities

• Organize logistics • Assign workshop homework

• • • •

• Exponential change • Change-drivers • Cross-sector perspectives • Disruptive futures

Agenda Share homework Situation analysis Visioning

9:00 AM

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DEFINE THE PROBLEM

EXPLORE WHAT-IFS

ASSESS LEARNING

Key Activities

Key Activities

Key Activities

• What?

• How? • Why?

• Blue sky • What would (blank) do?

• What would put us out of business?

• • • •

(lunch)

Determine focus areas Additional research?

Additional stakeholders?

Next steps

3:00 PM

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LET’S B

DOUG DEMERS MANAGING PRINCIPAL

doug.demers@bhadvancestrategy.com

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