The Leader Magazine

JUN 2019

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40 JUNE 2019 th E l E ad E r New design goals balance people, place and technology After securing executive sponsorship, identifying benefits of the new way of working that offset the loss of dedicated offices, and involving employees in the ideation process, the next phase was finalizing the design. The challenge with a large campus is that many renovation projects simply bring old spaces up to a current standard that might have been established three to five years prior, when the overhaul began. Forward- thinking professionals recognize the need to address this important question: How do you create an environment that continues to evolve the workspace, while not seeming so different that it's ill-fitted for the campus or isn't able to accommodate another team in a future campus restack? The key for Citrix was to balance elements of the standard renovated floor, like open seating along the exterior walls, with innovative solutions that holistically address people, place, and technology, and that are future-proofed as much as possible. The final design that evolved through the executive vision and employee-engagement activities resulted in aligning the way the team works with the open, collaborative, and unified culture by removing walls and assigning teams' neighborhoods rather than individual seats. To address the confidential nature of HR, there are plentiful two- to six-person rooms, some of which are pop-in and others that can be booked in advance. The goals were to encourage more in-person interactions, allow for private conversations, and remain consistent with workplace design of other floors and sites. The intention is to promote collaboration while accounting for and respecting diversity as it pertains to how people like to work. The new design includes choice and control over places to sit and meet, and furniture that invites and supports different postures and interactions. The technology solutions were developed by envisioning how to remove friction and amplify the experience of employees and candidates. Some examples include an interactive video wall in the welcome center, digital whiteboards in the learning center, improved training and conference room technology, and workspace hardware tailored to the way the team works. t he metrics and anticipated outcomes The project construction is soon ending, and results of the careful and thorough planning will be measured after the team occupies the space. Even though a solid foundation exists, it is always a challenge to measure the ROI of workplace redesigns. That's because there are often softer benefits that can make a big impact both internally and externally. This project is an example of where Citrix is not only talking about how its customers can accelerate digital transformation … the company is living it. "Partnering with our users to create spaces with choice and control provides tangible examples to our customers of the power of our solutions," according to Guy Desautels, vice president of Real Estate & Strategy for Citrix. "Being our own best example enables a business function, like HR, to partner with Sales to demonstrate to visiting customers how we integrate people, place, and technology to foster both culture and productivity." Another indirect benefit of a high-quality workplace design that incorporates ways to increase collaboration and productivity is happier and more engaged employees. Success (and challenges) is being measured through pre- and post-project surveys, frequency of the team working in the office versus remote, and satisfaction assessments of employees coming to the space for interviews, HR assistance, and learning and development. In a world of work where the employee experience is the secret sauce for attracting and retaining employees and helping them do great work, Citrix is building best practices around mobility, flexibility, and a talent-first mindset. "By involving all levels and functions to develop holistic solutions addressing people, place, and technology to improve productivity, col- laboration, and alignment with company values, the HR team is walking the talk and drinking our own champagne." – Amy Haworth a t Citrix, Jenna Geigerman, left, is director of r eal e state & Strategy, and a my Haworth, center, is chief of staff for human resources. Chris LaPata, MC r , is client leader with BH d P a rchitecture.

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