Some simple reasons why workplace design briefing processes must change

Workplace design briefing processes must change because we’ve reached a competitive tipping point in acceptance of the new ways of agile and activity based working in the Australian workplace.

This is a point at which instead of simply having such new ways of working imposed on them, the brains of those who have to suffer them each day must be engaged in advance in the design of their own workspaces.

It is also becoming clear that organisations failing to act on the changes in work patterns, workforce practices and work environment are likely to find themselves at a disadvantage from which it will be difficult, if not impossible, for many to recover.

There may be many reasons for this, but their workplaces’ failure to attract and engage the commitment of the emerging generations of talented workers will hasten their demise.

To uncover what makes advanced organisations tick and what can unlock the potential of workplace strategy, it will be necessary to engage in new forms of workplace design briefing.

These will engage the collaborative, iterative, knowledge-building processes most commonly found in software development.

Employees will feel more ownership in the outcome when they are involved in participative processes of workplace design.

Organisations engaging employees in this way will find this in their interests as a point of differentiation…

Organisations engaging employees in this way will find this in their interests as a point of differentiation because it enhances their ability to hire and retain key members, to increase productivity and save money.

Because of this, we have reached a point at which innovative workplace design concepts will become basic requirements, and increasing knowledge of how to develop them becomes of second nature to smart organisations.

Senior executives and business line managers may provide critical leadership in the design and operation of the workplace.

But, it is those employees directly affected by workplace change who hold the critical knowledge within their social networks, and of how work is actually accomplished.

And it is they who must be engaged, as workplace strategy offers its greatest and most compelling win when employees find it easier to collaborate on the design of their own improved working space.