the future of work | workplace productivity€¦ · the future of work | workplace productivity...

The Future of Work | Workplace Productivity

Panelists:

Milton Jungman, Accenture

Flavia Albieri, GSK

Sergio Faria, HP

Chaired by:

Dinesh Acharya, Jones Lang LaSalle

of corporate real estate executives face high

expectations from their organization

specifically around the

improvement of workplace productivity

JLL Global Corporate Real Estate Survey 2013

73%

2

Focus on improving productivity

Shareholder Value

Business Agility

Access to Best Talent

Changing Work

3

PRODUCTIVITY Transforming Work | Optimizing Place | Enhancing Experience

Drivers for change - from real estate to the workplace, worker and work

4

Choices increase productivity Choose the space that is best suited to support the activity

Work with who you need to at any given time

Support diverse generations, workstyles and preferences

5

Technology breeds opportunity Information is power…support knowledge capture and sharing

Enable virtual teaming across time and location

B.Y.O.D. allows individuals to leverage ‘native’ technologies

6

Interaction builds community Enhance collaboration, innovation and learning

Promote a cohesive organizational culture

Create faster, better decisions and increase customer value

7

Shift from ownership to membership Optimize space through tightly aligning supply and actual demand

Manage growth and change without adding cost and complexity

Fast restructure enables business opportunities to be seized quickly

8

Experience matters Enhance employee experience and engagement

Promote health and well-being and reduce absenteeism

Improve attraction and retention of talent

© Copyright 2013 Hewlett-Packard Development Company, L.P. The information contained herein is subject to change without notice.

HP Workplace WorkTech13 São Paulo

Sergio Faria

09 May 2013

© Copyright 2013 Hewlett-Packard Development Company, L.P. The information contained herein is subject to change without notice. 10

HP Workplace Promise

Tucked away on a quiet street in

Palo Alto, California, the

HP Garage stands today as the

enduring symbol of innovation

and entrepreneurial spirit.

HP Workplace is committed to:

• Provide inspiring and

collaborative environments.

• Promote teamwork, flexible work

styles and sustainability.

• Celebrate HP brand and culture.

Cordoba, Argentina

Palo Alto, California


HP Workplace Strategy

• 2010: GWI - Global Workplace Initiative

• Opportunity to consolidate EDS (87% HC

increase) and deploy global location strategy

• Strong savings of space and cost

• Various levels of implementation: look & feel,

flexible workspaces, furniture, IT technology

Rio de Janeiro, Brazil Medellin Colombia


Mobility at HP

• Tools designed for office or remote

access

• Global teams... from shared service

centers to research and sales

• Most meetings on HP Virtual Rooms

• Lync replacing telephony

• Telepresence: VC3 leveraging Halo

• In US, high number of teleworkers

• Globally, employees combining

office/home

• Job flexibility key on employee

engagement

• Focus to increase face-to-face

collaboration

8.5%

24.0%

3.3%

7.6%

Global US LatinAmerica

Brazil

Percentage of

Teleworkers


HP Global Real Estate vision

“An innovative workplace that attracts employees to the

office and provides an effective and collaborative work

environment.”

GSK strategic objectives

Our business is focused around the delivery of three strategic priorities which aim to increase growth, reduce risk and improve our long-term financial performance.

2. Deliver more products of value Focus on improving the rates of return in R&D and being more rigorous in how we allocate investment across Pharmaceuticals, Vaccines and Consumer Healthcare R&D.

1. Grow a diversified global business Over the past five years we have created a more balanced business and product portfolio, capable of delivering sustainable sales growth

3. Simplify the operating model As our business continues to change shape, we are transforming how we operate so that we can reduce complexity and become more efficient.

Medicine is one of the oldest sciences in the world (Hippocrates – 460 – 377 aC.)

Because of this (and not only!) Pharmaceuticals ways of working are more traditional than others segments

Drugs must to have the highest level of technologies

GSK question was: We already produce the best medicines, how can

we still work as a traditional Co.?

2009: GSK changed our ways of working and decide to implement SMART Open Space

SMART Open Space How will we change?

Treat each change as if it were a product to be commercialized. Sell the benefits. Project, Market Agency, Focus Group, Champions, Cascade down influencers

within the teams etc.

Change Management

100% fully agile workforce Sao Paulo office

Support for collaboration + concentration Sao Paulo office

Focus on performance + innovation Sao Paulo office

Performance

Efficiency

• Reduced furniture cost (~35%) • Reduced paper (~40%) • Operating model

• Reduced emails (~32%) • Less formal meetings (~25%) • Fewer interruptions

• Increased agility • Tech tools • Better access to VP/ Director/ Manager

• Talent retention

• Talent attraction • Less hierarchy/ bureaucracy

Flexibility

Brand

20

The benefits of Smart Working

A Progressive Strategy - From

Hoteling to Mobile Applied

Technology

2013

Copyright © 2013 Accenture. All rights reserved. 22

Accenture Global

257,000 Employees, $27.9 Billion in Revenues

Vigo Lisbon

Barueri

Rosario

Porto Alegre

Recife

Macaé São José dos Campos

Campina Grande

Belo Horizont

e

Lima

La Plata

Vitória

Medelin

Valparaiso


The Accenture Workplace Model

• The Accenture Workplace Model

aligns to Accenture’s business

strategy by:

− Emphasizing Technology over

Space

− Improving Cost Management

− Driving Business Performance

− Reducing risk

− Improving Employee Engagement

through flexibility

− Creating Environmentally

Sustainable Solutions

Real

Estate

Process

Workplace

Design

Standards

Operations

& Services

Standards

Technology Corporate

Governance


Workplace Model: 10 Key Principles

Implement remote

working, as

appropriate, across

workforces

Office design that

emphasizes

collaboration and

connection over

individual work

Enhance

Accenture identity

in offices to deepen

and ensure our

culture

Human capital

programs to build

energy and

excitement around

workplace

Where possible, work

supported from lower

cost locations

Lease less Accenture

space and reduce city-

center locations

Implement variable cost

solutions to support

peak demand

Minimize Accenture’s

environmental impact

and help reduce carbon

footprint

Ensure our people and

offices have the

technology to support

distributed work

Support with consistent

and efficient

operations


New Technology Improving collaboration and productivity…


Results? More Efficient Real Estate…

• Since 2000, our global headcount has almost tripled, but our real estate footprint

grew at a much slower pace

How efficient are we?

0

100

200

300

0

100

200

300

FY00 FY12

Sq

uare

Feet

of

Sap

ce

(M

illio

ns)

Ac

ce

ntu

re G

lob

al H

ea

dc

ou

nt

('0

00

s)

Headcount Space

Our expanding

company: 2000 –

2012

Global

Headcount:

287% Increase

Occupied

Square Feet:

150% Increase


…Reduced Operational Spend…

Today

Late 90’s-

Early 2000’s

↓Accenture G&A Costs

Improvements in real estate and technology efficiency contributed to a

45% reduction in our G&A expense over 10 years.

Technology Efficiency

• Costs as a percentage of net revenue

• IT Spend per person was CUT BY 70%

Real Estate Efficiency

• 45% improvement in density

• 75% improvement in our true occupancy


…and Happier, More Productive Employees!

Collaboration and

Communication

Interaction with

Clients and

Customers

Networking

and Mentoring

Impromptu

Collaboration

Collaboration

with Team

Members

Overall

Results

+17%

+31%

+29%

+27%

+26%

Productivity and

Quality of Work

Facilitate

Continuous

Learning

Develop

Innovative

Solutions

Product

Quality Work

Overall

Results

+12

%

+13

%

+7%

+10

%

Culture and

Core Values

Sense of

Community

Balance

of Space

Visible and

Approachable

Leadership

Overall

Results

Culture &

Leadership

+27

%

+29

%

+14

%

+41

%

+27

%

Data from post-implementation

surveys around the globe Before

After Workplace Model Implementation


Outcomes – Where in LATAM?

Bogota

Brasília

São Paulo

Curitiba

Barueri

Rosario

Buenos Aires Santiago

Monterrey

Caracas

Porto Alegre

Recife

Macaé São José dos Campos

Campina Grande

Belo Horizonte

Mexico City

Rio de Janeiro

Lima

La Plata

Vitória

Medelin

Valparaiso

Lima

Site Implementation Strategy.

300 seat built to suit office project

U$ Millions saving in capital +

variable cost solution.

Recife.

Low cost location site.

Rent more than 50 % below

market price . Local with city

tax benefits. City with

significant qualified labor

Belo Horizonte

Low cost location site

(Nova Lima – BH Metro region).

Rent around 40% below than market

price. City with Tax incentive.

Shopping Mall transformation to

office space in a 3 months

construction delivered project .

Vitória.

Site Implementation Strategy.

300 seat built to suit office

project U$ Millions saving in

capital + variable cost

solution ,

SP, RJ , Recife, Porto Alegre,

Buenos Aires, La Plata, México DF,

Monterrey and Lima.

New and Refurbishing Offices

aligned with new occupation concept.

Offices designs that incentivates

colaboration,embeebed in technology,

increasing capacity and wide variety

of space offered in the building

Align workplace with business for

improved performance

Breakthrough the traditional trade

off between cost/ space reduction

and staff satisfaction

Your Opportunity

Business Agility

Innovation + Productivity

Attraction + Retention

Collaboration + Learning

Reinforce Brand

Real Estate Costs

Environmental impact

IMPROVE REVENUE

REDUCE COST

30

Questions

31

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