The Leader Magazine

SEP 2016

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44 SEPTEMBER 2016 W ith a worldwide presence of more than 75 offices in 40 countries, BMC Software's efforts to translate its "Office of W ith a worldwide presence of more than 75 offices in 40 countries, BMC Software's efforts to translate its "Office of ith a worldwide presence of more than 75 offices in 40 countries, BMC Software's efforts to translate its "Office of ith a worldwide presence of more than 75 offices in 40 countries, BMC Software's efforts to translate its "Office of ith a worldwide presence of more than 75 offices in 40 countries, BMC Software's efforts to translate its "Office of ith a worldwide presence of more than 75 offices in 40 countries, BMC Software's efforts to translate its "Office of the Future" (OOTF) program is an exercise in adapting a global workplace strategy in local markets. The OOTF program was designed through a combination of corporate strategy, understanding the functional needs of the business and taking into account the workforce demographics business and taking into account the workforce demographics business and taking into account the workforce demographics of the future. of the future. Innovation and operational excellence form the bedrock Innovation and operational excellence form the bedrock of BMC's products and services. The company, therefore, of BMC's products and services. The company, therefore, relies heavily on large group work processes, effi cient relies heavily on large group work processes, effi cient exchange of information, and decision making on a daily basis. Hence, it became imperative for us to design and provide a variety of space formats that foster social interac- provide a variety of space formats that foster social interac- tion and collaboration, which are keys to innovative thinking. tion and collaboration, which are keys to innovative thinking. tion and collaboration, which are keys to innovative thinking. As organizational culture differs from country to country, As organizational culture differs from country to country, As organizational culture differs from country to country, As organizational culture differs from country to country, we had to refi ne the workplace strategy by understanding we had to refi ne the workplace strategy by understanding employee priorities and respecting regional preferences and expectations. The BMC offi ce in Pune, India, recently moved from a "me" to a "we" work environment to which a wide assort- ment of technology-rich group spaces were introduced. The ment of technology-rich group spaces were introduced. The workplace design refl ects the company's global corporate real estate strategy of shifting from "work from my place" to real estate strategy of shifting from "work from my place" to real estate strategy of shifting from "work from my place" to "work from any place." The new BMC offi ce was recently awarded the Asia Pacifi c Property Awards 2016-17 for Best Offi ce "work from any place." The new BMC offi ce was recently awarded the Asia Pacifi c Property Awards 2016-17 for Best Offi ce Interior Design. A future to behold designing globally and adapting locally by Kenneth Paul Papabathini ce building in Pune, India, stands out in the Business Bay offi ce complex, which is centrally located and close to the local airport, commuter transportation and other amenities that contribute to is centrally located and close to the local airport, commuter transportation and other amenities that contribute to BMC employees' work-life balance. BMC employees' work-life balance. "Recreation Bay" shows the colourful furniture that refl ects the BMC brand. Employee groups, called workplace champions, were part of the decision- making process on elements of form and function. F E A T U R E A R T I C L E

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