The Leader Magazine

SEP 2017

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Another challenge was developing new workplace standards, merging affi liates with polar-opposite workplace experiences: one with a history of entitlements by level and one without. To overcome this hurdle, we employed a two-part strategy: • First, we recognized an opportunity to utilize temporary lease space procured to house pioneer relocators to Texas as a place to test new workplace environments Toyota had already been piloting in other areas of the country. This "workplace playground" became an invaluable asset when we allocated each of four short-listed furniture manufacturers a 20,000-square-foot (1,858-sq.-m.) area and allowed these industry experts to pilot state-of-the-art solutions. We placed employees within these spaces, and allowed others to visit and experience it, while we observed and gathered feedback. • Simultaneous to the "playground" testing and development efforts, campus space planning needed to move forward. Toyota's Real Estate & Facilities (REF) team and Corgan's Interiors team worked collaboratively to develop a workplace strategy for the campus, combining basic corporate offi ce standards and entitlements, and a methodology for owned versus shared space, while respecting the team member experience and allowing fl exibility for a company still going through re-organization. We challenged "old ways of thinking" and enabled departments to feel ownership by allowing them to weigh in on the design of collaborative spaces, and ultimately painted a picture of a future workplace accessible to all, enabling business to be conducted more organically and devoid of past, conservative silos. The fi nal workplace strategy was a "50/50 target." The overall approach was to allow half of the usable space on campus to be shared for collaborative, team-based work or social interaction, while the other half would be dedicated to individual workspace and unique departmental- support space. We developed and tested our theory with a centerline plan and received approval on the strategy and plan. From there we crossed our fi ngers that when we received the fi nal programming, some six months later, the theory would work in practice. Spoiler alert: it worked! Communication and change management On January 28, 2015, Jim Lentz pulled into a large tent on the project site in a Toyota i-Road and shared the collective vision for One Toyota and the North American Headquarters with the media. The fi rst visuals of the space were produced in the same spirit of a vehicle launch, opening with the details: Texas limestone, refl ective glass and an oval oculus. The video then panned back to show the collection of campus buildings organized around a landscaped courtyard. The vision had publicly started its journey to reality. More importantly, the campus masterplan had been unveiled days before to Toyota North American leadership. Through the remainder of 2015, the focus of the team's communication would be internal and strategically planned from big-picture, campus implications to detailed departmental ones. The team focused on thoughtfully educating the leadership to the "why" of each part of the campus design development and connecting it to the One Toyota framework. The initial focus was on the campus features, the thread that connects the campus with a concourse that wraps the courtyard and links six of seven buildings. This "loop" is where team members fi nd dining options, fi tness facilities, healthcare, banking and a wealth of breakout spaces – all with direct views to the central courtyard. By communicating these features fi rst, we set everyone up with the knowledge of what was different, how connection would occur, and the focus on the employee experience. Then we began to communicate department building location, then fl oor – but we had to move fast. We managed to give personal attention to each department while meeting a fi rm deadline by, again, taking a new approach. In two carefully orchestrated days, we conducted 31 individual plan reviews with leaders, gathered the feedback, and took the comments and requests back to the PMO for a decision. We had buy-in. By leveraging the furniture "playground," the team was able to make key furniture decisions concurrently. Through a competitive process, Steelcase was selected as the campus furniture partner. Additionally, the fi ndings from the temporary space led to the selection of a streamlined kit of parts that allowed individual leaders to make choices that supported four work styles: foundational, team, object, and reference-oriented work. By intentionally starting "big picture" and working our way to the individual space, we built leaders' knowledge and understanding of the full campus view. Finish line in sight In 33 months, this large project team had imagined, designed and executed a North American Headquarters campus for the world's largest automaker. We had collectively given the One Toyota vision life, and the hallmark of the project's success was embracing a collaborative, fl exible, F E A T U R E A R T I C L E All photos: Kurt Griesbach from Corgan 56 SEPTEMBER 2017 ThE lEadER

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