BLOGS

Workplace, Interrupted. Episode 3

09 April 2021

In this third episode taken from Workplace, Interrupted series, the panel explored the question ‘does workplace drive technology or technology drive workplace?’

“In previous examples of business cases driving technology,” Paul shared, “there was the perceived ‘need’ by some senior management for telepresence systems which looked great, but actually most employees preferred to join a meeting from a laptop rather than sit in a room with enormous screens. These decision-making situations normally end in ‘technology procurement disasters.’” 

The panel agreed that reviewing existing technology should be part of an ongoing process. “There should be a willingness to constantly test and validate, ensuring it continues to be fit for purpose and ensure potential changes are built into the procurement process and lifecycle of a workplace.” said Tom, “Having professional digital expertise as part of the team supports this.”

“You can really reap the benefits when you include the digital vision at concept design,” says Nicholas, who shares his experience of the Swiss Re campus in Bangalore, reiterating how important it is to get IT and Digital expertise into a project in the early stages.

Richard shared that, in 95% of cases worldwide, the vision of the workplace is based on top-down decision making, coupled with external contractor input as to what ‘best practice’ looks like rather than understanding actual employee requirements. The panel agreed that best practice looks backwards rather than forwards, and successful projects only happen where Design Thinking supports the long-term objectives of the project.

“Design guidelines should be constantly challenged, so they don’t become a cookie-cutter book of rules,” said Tom. “They can sometimes be seen as ‘capturing the design genie in a bottle’ so that anyone can deliver it, but good Design Thinking should be reinvented every time.”

“Once a workplace is delivered, how is data collected to validate the asset on an ongoing basis?” asks Nicholas.    

In answering, Richard shares the importance of Sense-Making and gaining a full understanding of employees’ needs of the space at an early stage in a project. “Design Thinking is perhaps coming into the process too late and doesn’t necessarily take into account the culture of the people working there.” He says.  

“When it comes to the selection of technology, who should be the thought leaders?” asks Paul. “Employees,” says Richard, “who should have a mechanism to feedback to leadership what will enable them to do their job properly.” “If everyone in the organization participates in a Sense-Making exercise, broader ideas tend to emerge”, added Nicholas.