The Leader Magazine

SEP 2016

Issue link: https://theleader.epubxp.com/i/718980

Contents of this Issue

Navigation

Page 46 of 75

SEPTEMBER 2016 47 internally to represent the staff views, encouraging them to share their ideas internally to represent the staff views, encouraging them to share their ideas internally to represent the staff views, encouraging them to share their ideas and challenge the plans constructively. The company listened to their input and challenge the plans constructively. The company listened to their input and challenge the plans constructively. The company listened to their input on things like furniture choices as well as functional adjacencies. on things like furniture choices as well as functional adjacencies. on things like furniture choices as well as functional adjacencies. on things like furniture choices as well as functional adjacencies. on things like furniture choices as well as functional adjacencies. The workplace champions also shared highlights, pointed out issues, The workplace champions also shared highlights, pointed out issues, answered queries, and enhanced general awareness about the philosophy, ideology, practicality and progress of the relocation with their teams. ideology, practicality and progress of the relocation with their teams. ideology, practicality and progress of the relocation with their teams. ideology, practicality and progress of the relocation with their teams. Considerable excitement was generated by organizing a competition for BMC global staff to submit photographs as part of the branding design for BMC global staff to submit photographs as part of the branding design strategy; winning photographs were used as wallpapers for the "phone strategy; winning photographs were used as wallpapers for the "phone strategy; winning photographs were used as wallpapers for the "phone booths" located on each fl oor. They also decided on what to name the various meeting rooms. We had the commitment and buy-in from the global and site leadership, which is so vital to the success or failure of the workplace strategy. The which is so vital to the success or failure of the workplace strategy. The senior leadership team showed an openness to change that, in turn, led to a buy-in from staff to create a strong sense of community. A very effective a buy-in from staff to create a strong sense of community. A very effective a buy-in from staff to create a strong sense of community. A very effective a buy-in from staff to create a strong sense of community. A very effective a buy-in from staff to create a strong sense of community. A very effective communication program was put in place for the leaders to regularly com- municate with employees on the company's intranet page, through posters and videos, as well as direct messages through periodic town halls, each and videos, as well as direct messages through periodic town halls, each and videos, as well as direct messages through periodic town halls, each addressing individual employee concerns. Overall, an effective workplace strategy requires a clear vision from Overall, an effective workplace strategy requires a clear vision from Overall, an effective workplace strategy requires a clear vision from Overall, an effective workplace strategy requires a clear vision from management, communication, and champions for change. Effectively managing the transition from the old and dated offi ce space to ways of working in the new design will defi ne success. working in the new design will defi ne success. working in the new design will defi ne success. Positive feedback We conducted a customer-satisfaction survey 90 days after the move and We conducted a customer-satisfaction survey 90 days after the move and We conducted a customer-satisfaction survey 90 days after the move and received extremely positive feedback. Employees say the new workspace is "a fi ve-star experience" that exceeds all expectations. Managers welcomed "a fi ve-star experience" that exceeds all expectations. Managers welcomed the transition to open desks, as it has led to better interaction with their teams. Overall, the project was a huge success and the OOTF change has teams. Overall, the project was a huge success and the OOTF change has now touched nearly 80 percent of the BMC global workforce today. now touched nearly 80 percent of the BMC global workforce today. Conclusion A thorough understanding of one's organisation and an appropriately informed and tailored agile workplace design are imperative for opera- tional excellence. tional excellence. BMC's main strategy is to become the most innovative and competi- BMC's main strategy is to become the most innovative and competi- tive software company in the world, with a workplace strategy to connect tive software company in the world, with a workplace strategy to connect tive software company in the world, with a workplace strategy to connect tive software company in the world, with a workplace strategy to connect people, place and technology by creating a vibrant, energetic, engaging, people, place and technology by creating a vibrant, energetic, engaging, and ultimately productive work environment – making the company "a and ultimately productive work environment – making the company "a great place to work." The focus is on an integrated approach to deliver great place to work." The focus is on an integrated approach to deliver greater choice and fl exibility to its employees – driving innovation, greater greater choice and fl exibility to its employees – driving innovation, greater greater choice and fl exibility to its employees – driving innovation, greater greater choice and fl exibility to its employees – driving innovation, greater speed-to-market, and improved performance. The workplace, and what it provides its employees, plays a pivotal role in enhancing the competitive nature of attracting, retaining, and recruiting the best talent globally. This nature of attracting, retaining, and recruiting the best talent globally. This is the reason why all successful global organisations put employees at the is the reason why all successful global organisations put employees at the is the reason why all successful global organisations put employees at the forefront of workplace strategies across the world. Kenneth Paul Papabathini, MCR, is Director, Global Corporate Services – APAC, India Region for Corporate Services – APAC, India Region for BMC Software. Kenneth has over 25 years of interna- tional experience in facilities, portfolio and project management with major multinational organizations and is based out of Pune, India.

Articles in this issue

Archives of this issue

view archives of The Leader Magazine - SEP 2016