Work Environments for innovation and performance

© Fraunhofer IAO, IAT University of Stuttgart

Workshop „Creative Academic Work Environment“Green Urbanism at Albano – Building a world class university campus

Work Environments forinnovation and performance

Stefan Rief

Head of CC „Workspace Innovation“

Fraunhofer IAO

Stuttgart, Germany


AgendaWork Environments for Innovation and Performance

Who we are - Fraunhofer IAO

Communication as a Source of Innovation and Creativity

Improving „Office Performance“

Improving Spontaneous Communication – the BMW Leipzig Plant

Conclusions and Outlook


Core Competencies – Fraunhofer IAOOur Research and Consulting Competencies.

Technology

Management

Organisational

Development

Human

Factors

Human

Resources Management

Information

Technology

Strategy Development Future Scenarios Technology Radar

Digital Production

IT Management

Service Engineering

Knowledge Management

Product Design

Usability Engineering

Health Care

Change Management

Learning Environments

HR Development

Virtual Reality

Virtual Engineering

IT-Strategies

Rapid Product Development

Evaluation of New Technologies

Research and Development Roadmaps

Research and Development Management

Business Process Management

Innovation Management

Production Management

Workspace Innovation

Performance Management

Age-based Living Environment

Demographic Trends

Innovative Ways of Working

Working Time and Remuneration Models

Software Engineering and Management

Document and Workflow Management

Mobile Software Applications


Analysis of

User Requirements

and Work Processes

for Individuals,

Groups and

Organisations

Monitoring and

Analysis

of Technological

Developments

and Innovations

Research in

and Development of

Innovative,

Performance-oriented

Work Environments

for...

Identification of Optimisation

Potentials

Health&Care Hotelling Office Work Education Labs

Future Future Future Future Future

Competence Center Workspace InnovationFokussing on the Improvemet of Work Environments.









Sport s / Sports Club 9%

In the Nature (Hiking etc.) 28%

At Home, while Watching TV, Eating or Hobby etc.

14%On a Business Trip / while

Driving to the Office 11%

Using Creativity

Tools 1%

During Breaks 3%

In Boring Meetings 10%

In Interesting Meetings 6%

At the Workplace 4%

Somewhere Else 1%

Holidays, Travel 13%

Source: Füglistaller in KMU-Magazin Nr.7/2005

Where Ideas OccurThe Role of the „Office“ for Generating New Ideas.

Only 25 percent of Individuals Ideas´

Occur within the Physical Office

Environment

Generating Innovative Ideas is One of the

Elementary Tasks of the Knowledge Society

Offices for the Knowledge Society have to

Become a Source of Inspiration and

Creativity


Co-Location on the Level of Teams and

Divisions

Use of Networks with External Partners

Customised Training Strategies

Cooperative Decision Making

Cross-functional Teamwork100

53

Communication

crossing all Hierachical Levels

100

53

93

33

93

27

73

20

60

25

53Percentage in Successful Organisations Percentage in Less Successful Organisations

Sour

ce: M

cKin

sey-

Stud

ie, 2

001

Incentive Programs in Line with the Product Development-Process

73

27

Incentive Programs for Process Improvement 60

40

Knowledge and Innovation ManagementSucessful Organisations Improve Exchange and Communication of their Staff.


Team / Group

OrganisationSociety / Market

Individual

Cognitive

Abilities

Motivation

Personality

Traits

Management Concepts

Leadership Behaviour Concepts for Problem Solving

Organisational culture

Innovation Dynamics

Customer requirements

Use of methods and tools

Project related Knowhow

Corporate Knowledge

Labour Organisation

General/Sourrounding Conditions

personal

creativity

joint

creativity

Mission / Vision

Dimensions of CreativityInnovation as an Outcome of Personal and Joint Creativity – the Organisation Establishes the Framework

Knowhow


AgendaWork Environments for innovation and performance







Adju

sted

Influ

ence

0

0.1

0.2

0.4

0.3

Regression Analysis to Office-Performance-Index

strong

Influence

no Influence

Unnecessary

Difficultie

s

(A11)Work Motiv

ation

(A16)

Work-Life-Balance

(A17)Acce

ss to

Informatio

n (B1)

Acknowledgement of

work perform

ance (C4)

General Feeling of

Being Inform

ed

(B2)

0.30 0.27

0.19 0.18

0.06

0.120.15

0.05

Team-Spirit

(C3)

Total Dist

ractions

(D4)

Positive correlation

Negative correlation

User Survey OFFICE Performance, n: 980

Core Factors for Office PerformanceResults of an Empirical Study


0,4

0,2

- 0,2

- 0,4

- 0,3

- 0,1

0,1

0,3

Double

Cell

Office Double

Kombi-

Office

Multi-P

erson

Cell Office

Group O

ffice

Open S

pace

Kombi

Office

Single

Cell

Office

Multi-S

pace

Mot

ivat

ion

Med

ian

MW

= 5,31

0

Offi

ce-P

erfo

rman

ce-In

dex

Med

ian MW

Iperfges

= 4,45

- 0,25

- 0,32

- 0,09

+ 0,02 + 0,03

+ 0,10+ 0,11 + 0,13

User Survey OFFICE Performance, n: 980

Corelation between Office Concept, Motivation and Performance


Highly Significant and Positive relation between

„Office-Design“ and „Office-Performance“

High Quality of Office Design as Framework for

More Performance in the Office Environment

Important „Design-factors“:

support of communication

and cooperation

Adapted office concept

[n = 4.490]7

6

5

4

3

2

1

Offi

ce-P

erfo

rman

ce-

Inde

x

Very low level

of perfomance

High level of

Performance

Office-Design-IndexVery poor

Quality

High

Quality

7654321

100%

75%

50%

25%

0%

m

ax =

36%

Source: Office-Excellence-Check,

Fraunhofer IAO, 2009)

The Influence of »Office Design« on Office Performance


Remarkable improvement of both indices. More than average improvement of the Office

Performance. Value is higher than the reference-line would suggest..

7

6

5

4

3

2

1

Offi

ce-P

erfo

rman

ce-

Inde

x

Office-Design-

Index

7654321

100%

75%

50%

25%

0%

100%75%50%25%0%

Reference line

+ 6,8%

+ 1

1,6%

65,8%

59,0%

Example

Pre-Analysis

57,0

%

68,6

%

Example

Post-Analysis

Very low

Very good

example

Very low Very good

Example: Improvement of Office Performance by Re-Designing the

Work Environment


AgendaWork Environments for innovation and performance

Improving Spontaneous Communication –

the BMW Leipzig Plant


Linking all Technologies (Bodyshop, Paintshop, Assembly)

Adaptability to the Needs of a Constantly Changing Organisation

Communication Center for Internal und External Communication

Integration of Different Functions and Levels of Hierarchy

- Facilitation of Information and Knowledge Exchange

- Facilitation of Horizontal communication

- Facilitation of Vertical communication

Strategic Targets for the Central BuildingImproving Spontaneous Face-to-Face Communication


Perspektive

Inte

nsity

of c

omm

unica

tion

max

imum

inte

nse

50 100 150 >250

2/5

4/5

3/7

3/6

7/K

5/7

5/6

6/K

3/5 1/32/4

4/72/63/4

1/2

1/4

200

1/5

6/7

2/74/6

2/3

1/6 1/7

Relations above the diagonal are forming the spatial layout of workgroups

Relations beneath the diagonal could be strengthened by spatial collocation

Communication Porfolio (Central Building)Basics for the Future Layout.

PAX


K = Kommunikation70

7172

227

5

4

2

3

62

1

TL

6

1

64

12 6144/45 42040

20

23

100

1153

52

50

24

21

10

6059

1010

14

Rohbau

Oberfläche 1 = Logistik 2 = Rohbau 3 = Oberfläche 4 = Montage 5 = Qualität 6 = Personal 7 = Controlling, FM

Accelaration of information flow Reduction of formal meetings by 25 percent

A Communication Fostering LayoutReduction of Formal Meetings and Acceleration of the Information Flow


The Central BuildingImpressions of the Working Environment









Summary and ConclusionWork Environments for Innovation and Performance

Face-to-Face Communication is Essential for Performance and Innovation – Especially in a Virtualized Work Organisation

Increasing Mobility Decreases Probability of Encounterns and Face-to-Face Communication within the Organisation.

Future Work Environements have to Support and Facilitate all Forms of Face-to-Face Communication.


Workspace

Innovation

Virtual

Environments

Building Innovation

Green Building (DGNB)

Highest Level Certificate

Virtual Engineering

and Virtual Reality-

Technologies

Sustainable

Work and Office Concepts (e.g.

Real-Time-Feedback)

FUCON®

Future Construction

& Building Innovation

Outlook: Next Generation Research EnvironemtCenter for Virtual Engineering – a Live-in Laboratory for Knowledge Work

Opening 2011


Thanks for listening!

Do you have any questions?


Back-Up

Documents

Work Environments for innovation and performance