The Leader Magazine

JUN 2018

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Most people have a love/hate relationship with change. We love to jump to new and better things, and our FOMO (fear of missing out) continues to push us toward uncomfortable change. But we also like to sit and enjoy the comfort of familiar surroundings and avoid unpleasant surprises. What we really want is for things to stay the same, but to be much better than they are today. The same is true for our workspace. t he workplace is heating up For those of us sitting in conventional, cubicle- oriented offices, incremental workplace change may not be the wisest option. Here are three important reasons why: 1. Organizations are rapidly evolving. The increasing focus on speed, analytics and customer-centric personalization, and the movement toward share/gig economies, are driving massive change to the way large corporations meet the needs of their customers. Organizations must build a competency for continual product and service evolution to remain competitive in their marketplace. 2. The way we work is rapidly evolving. Paper processes are now electronic, work flow is more collaborative and team-oriented, work is geographically dispersed, the speed of work continues to rise, and the increasingly complex nature of work continues to challenge the skill set of the workforce. We must continually evolve our people and our processes to meet the evolving demands of the business. 3. Our personal needs are rapidly evolving. Our desire to be healthy, green, efficient, connected, productive, and secure are stronger now than ever. People are seeking purpose and fulfillment over higher salaries, and managing the integration of our work and personal lives is increasingly difficult to control. We must be able to choose when, where, how and with whom we work to live productive and meaningful lives. Should we sit or jump? The conventional workplace is outdated, but can a new workplace be better than the old? t hese realities hit home Our team at Gresham, Smith and Partners recently was faced with this choice. With a lease expiring and continued growth expected, we knew we had to move to a new location. When we asked whether we should simply sit and replicate our conventional workplace standards or jump to implement a new workplace strategy, we chose to jump. An early and important step we took to launch our transformation was to establish a governance model with five guiding principles to shape the design and development of our new work environment. 1. People are our practice: There are no greater assets than our employees, clients and colleagues. The new workplace will inspire people to do their best work, to have fun and be creative. 2. We do different things: The character of our diverse disciplines makes us unique – we want to celebrate that. 3. Community makes work meaningful: A sense of community between our markets, offices, disciplines and teams enrich our connections and culture. 4. Working smart will be effortless: A smart workplace supports choice of work style, collaboration, flexibility, mobility – and makes those things effortless. 5. We have a responsibility: Stewardship of resources is not an option – we will demonstrate purposeful strategies to conserve. the leader June 2018 33

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