ACTIVITY-BASED

WORKING
The Purenet
Practice Guide
Juriaan van Meel

MENU
ACTIVITY-BASED
WORKING
The Purenet
Practice Guide
Juriaan van Meel
 ACTIVITY-BASED WORKING

CONTENTS

SUMMARY ACTIVITY-BASED WORKING (ABW)  4

INTRODUCTION  7

PART 1: CONCEPT What is ABW? 10

A short history 12
Related concepts 15
Objectives 19
What research says about ABW 23
Issues and how to deal with them 28

PART 2: ANALYSIS Analysing the existing situation 36

Exploring new Possibilities 39
Validating new ideas 41

PART 3: PROCESS Stage 1: Envision 46

Stage 2: Define 47
Stage 3: Design 48
Stage 4: Build 49
Stage 5: Settle-in 50
Stage 6: Manage 51

PART 4: DESIGN Sharing ratio 54

Zoning 58
Space types 63

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PART 5: SUCCESS FACTORS Analysis 72

Process 74
Design 77

PART 6: EXAMPLES Ministry of Finance British Colombia 82

West Dunbartonshire Council 86
Ministry of Economic Affairs and Employment 90
State Treasury and Patent office 94
Public Services and Procurement Canada 98
Danish Building and Property Agency 102
Government Office ‘De Knoop’ 106
Ofgem 110

PART 7: APPENDICES More information 117

Interviewees 121
References 122

About Purenet 124
About the author 124

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SUMMARY
ACTIVITY-BASED WORKING (ABW)
WHAT IS IT? WHAT DOES RESEARCH TELL US ABOUT ABW?
Activity-based working (ABW) is a way of working in There is a lot of scientific research available on ABW,
which employees make shared use of a diversity of but it does not provide any simple or definitive answers
work settings that have been designed to support about whether ABW is ‘good’ or ‘bad’. The overall
different kinds of activities (hence the name activity- picture, however, is that ABW can work very well,
based). provided it is implemented and executed properly.

There are three crucial elements to this definition: Research observations

• Users tend to be quite happy with ABW, especially with
Diversity respect to the increased interaction and freedom of
The office provides a diversity of work settings to support choice;
different kinds of activities and work styles. • Younger workers tend to be more positive about ABW
than older ones, but the differences are small;
Sharing • ABW can have a positive impact on staff interaction,
All work settings are available to everyone. By sharing especially across teams;
workspaces, it is possible to provide a greater diversity of • People’s main complaints about ABW concern
settings while at the same time saving square metres. distractions and a lack of privacy;
• People’s ‘switching behaviour’ is often limited, in which
A way of working case people do not exploit ABW’s full potential;
ABW is a way of working and not just a design concept. • ABW’s impact on productivity is difficult to prove, but
The core idea is that employees work in a mobile and people’s self-rated productivity can rise;
flexible fashion, making their own decisions as to where • The ABW concept seems to have a positive impact on
and when to work. people’s health perception;
• ABW favours jobs that are characterized by a high level of
autonomy, interaction and mobility;
WHY DO IT? • Success is not a given. Making ABW work requires
There is an obvious financial incentive for adopting careful implementation, excellent execution, and strong
ABW, as the concept allows organizations to make management commitment.
better use of their office space. Just as important,
however, is the concept’s aim to empower employees
by giving them more control over where and when
they work.

Benefits for the organization:

• Reduced occupancy costs
• Smaller environmental footprint
• Increased flexibility
• Better interaction across teams
• Potential improvement in staff performance
• Support for cultural change

Benefits for employees:

• More autonomy in choosing where to work
• More choice and variety in work settings
• Advanced technologies that facilitate mobile working
• More contact with colleagues
• Fewer hierarchical differences
• A less sedentary, healthier workstyle
• Fewer but better workplaces

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HOW TO DEVELOP A CONCEPT? HOW TO MAKE IT A SUCCESS?

Before deciding to adopt ABW, it is important to make Implementing an ABW concept can be challenging.
a systematic analysis of the organization’s needs Like any major organizational change, it is likely to
and aspirations. The purpose of such an analysis is to meet with a healthy dose of resistance. So when
assess the organization’s readiness for ABW and to implementing ABW, make sure to do it properly. The
gather data and insights for the development of the most important factors for success are as follows:
concept.
Analysis
Analysis activities • Gather data on work processes and space usage in order
to be able to make informed decisions;
Understanding the existing situation • Look at numerical data, but also at the stories behind the
• Document analysis numbers;
• Walk-through • Be aware of the latest insights from workplace research;
• Workplace survey • Link the ABW concept to strategic organizational
• Spatial analysis objectives;
• Occupancy measurements • Visit other projects to gather inspiration and to benefit
• Stakeholder interviews from the lessons learnt;
• Social network analysis • Look at ABW as part of a bigger narrative about
employee empowerment and flexibilization;
Exploring new possibilities • Involve employees in the analysis process to create
• Leadership workshops awareness and engagement.
• Visits to reference projects
• Staff workshops Process
• Scenario studies • Allow enough time for preparing the organization for
ABW and for getting used to it after move-in;
Validating new ideas • Bring in dedicated expertise on change management;
• Focus groups • Take a multidisciplinary approach; involve FM, HR and IT
• Persona method in the process;
• Design prototyping • Make sure that the organization’s leadership
• Pilot projects demonstrates ownership and leads by example;
• Involve employees, but be specific about the matters on
HOW TO IMPLEMENT IT? which employee input is sought;
The implementation process starts with the • Take employees’ input seriously, otherwise their
formulation of a broad vision, which is then translated, involvement will backfire;
step-by-step, into concrete solutions. The process • Communicate clearly and repeatedly what ABW is and
should be a combination of project management why it is being implemented;
and change management activities. The change • Don’t try to please everybody but take people’s concerns
management activities are essential for creating seriously;
acceptance and ownership among employees. • Provide extra training and support for middle
management as they are the ones who have to make
Process stages ABW work in everyday office life.
• Stage 1 Envision – Analyse the organization and develop
an inspiring vision for the work environment; Design
• Stage 2 Define – Translate the vision into specific • Provide employees with real choice from a diversity of
workplace requirements; settings;
• Stage 3 Design – Create design solutions for the spatial • Don’t compromise on quality, thereby removing the
and technical environment; need to compete for the best workplaces;
• Stage 4 Build – Construct the new environment and • Facilitate focus work by creating excellent acoustics and
prepare the organization for the move; provide plenty of quiet spaces;
• Stage 5 Settle in –Support people in their new way of • Create a human scale; avoid large, open-plan work areas;
working and solve any teething problems; • Create a welcoming office where people feel they
• Stage 6 Manage – Make the work concept ‘stick’; adjust belong, despite not having a personal desk;
and improve where necessary. • Make sure the IT infrastructure and technologies are
‘top notch’ as they are crucial enablers of mobility in the
office;
• Use design features to signal that the new office is
different from a traditional office but avoid arbitrary
design gimmicks.

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INTRODUCTION
What is the perfect workplace? There is no single answer to that
question. Sometimes all you want are four walls and a door. At
other times, an open space with colleagues. Or a project room with
writable walls. A comfy sofa in a coffee lounge. Which setting works
best, is likely to differ from time to time, depending on your activities
and your mood. So wouldn’t it be great to be able to choose any of
these, at any given moment?
Essentially, that is the promise of activity-based working (ABW).
Instead of providing employees with just one, fixed workstation, ABW
aims to offer a diversity of work settings that are designed to facilitate
different kinds of activities (hence the name activity-based). To make
sure that everybody has the same choice, all settings are shared,
which comes with the additional benefit of requiring less space.
This concept is often considered as new—by some as shockingly
new—but it isn’t. The origins of activity-based working lie in the
1970s and since then it has become increasingly popular. This is not
to suggest, however, that activity-based working has yet become the
‘new normal’. In many projects the concept still gives rise to a lot of
debate, if not resistance. And while many projects are successful—
achieving both costs savings and increased staff satisfaction—there
are also projects that fail due to design errors, cultural barriers and
flawed implementation processes.
Against this background, PuRE-net has decided to create this
practice guide. The guide’s aim is to steer organizations through the
complexities of activity-based working. It explains what the concept
is, what its aims are, how it works and how it can be implemented.
The recommendations are based on the first-hand experience of
experts within the PuRE-net network and on a review of the available
scientific literature on ABW.
The book’s main message is: when implementing ABW, make sure
to get it right. Activity-based working is not some kind of formula
that can simply be applied to any given situation. It is a way of
working that touches upon deeply held assumptions about how we
use space, how we interact with colleagues and how we organize
our work lives. The implementation of ABW should therefore be
seen as a change process rather than a fit-out project. As this guide
will explain, its success requires excellent workplace design, a
multidisciplinary approach, careful change management and, last
but not least, commitment from the organization’s leadership.

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PART 1:
CONCEPT
Activity-based working (ABW) is a much-discussed concept and there is no
shortage of opinions about it. It is not always clear, however, what people have
in mind when they talk about ABW. For example, it is often confused with the
concept of an open-plan office, whereas ABW is actually a reaction to the lack of
choice in open-plan offices. So this first part of the book aims to clarify what ABW
is—and what it is not. It also explains the concept’s background, the underlying
objectives and the main issues that may arise.

• What is ABW?
• A short history
• Related concepts
• Objectives
• What research says about ABW
• Issues and how to deal with them

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WHAT IS ABW?

If you do an Internet search on the term ‘activity-

based working’ (ABW), you will get lots of results
and lots of different interpretations. You are
also likely to find lots of alternative terms (lean
office, agile working, smart working, etc.), which
all refer, more or less, to the same ideas. For the
sake of clarity, this guide will stick to ‘activity-
based working’. Not the catchiest term, but it is
widely used, and it relates directly to the following
definition.
WHAT IS NOT ABW?
There are a lot of misconceptions about
Activity-based working (ABW): a ABW. So here is an overview of what it is
way of working in which employees not:
make shared use of a diversity
It is not hot desking
of work settings that have been Hot-desking is only about the shared
designed to support different kinds use of desks and not about empowering
of activities. employees by giving them more choice
about when and where to work.

Diversity It is not an open plan office

The essence of an ABW office is that it provides As the name implies, open-plan offices
are just open. ABW is different in the sense
users with choice. Instead of the traditional binary that it provides a mix of both open and
model, in which people are stuck in either an enclosed workspaces, available to all.
open-plan or an enclosed office, the ABW concept
provides employees with a diversity of settings It is not interior design concept
There is a strong design component to
in terms of openness, furniture, size, technology ABW, as it usually requires new furniture
and atmosphere. For example, a mix of regular and spatial changes, but the concept is
workstations, phone booths, quiet areas, break areas, primarily about organizational change.
lounges and project spaces. At any time, people can
It is not a cost cutting operation
choose the setting that is right for them, depending The ABW concept will typically save
on their task, mood and personal preferences. money, but a one-sided focus on costs
will not lead to success. The key objective
should be to improve productivity by
Sharing facilitating a diversity of office activities.
In an ABW office, everything is available to all,
regardless of their hierarchical or functional status in It is not a formula
the organization. The logic behind this ‘free seating’ ABW projects tend have a lot in common,
but ABW should not be seen as an off-
approach is well known: traditional workstations the-peg solution. It is a concept that must
tend to be underutilized as people spend a large be tailored to an organization’s specific
part of their working hours away from their desk— culture and activities.

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in meetings, chatting at the water cooler, on the

road, working from home. By sharing workspaces, it
becomes possible to provide a greater diversity of
settings while simultaneously saving square metres,
which has both financial and environmental benefits.

A way of working
The last defining characteristic of ABW is that it is
a way of working, and not just a design concept.
Compared to a traditional office setting, an ABW
office requires employees to work much more
independently, making their own choices about
where and with whom they work. Managers for their
part are expected to evaluate their staff by looking
at their performance rather than just their presence
in the office. These behavioural and managerial
practices cannot be seen as separate from the
physical work environment—they are at the core of
the concept.

Three dimensions
Activity-based working touches upon the social, physical and
technological dimensions of the work environment (often referred to
as ‘people, place and technology’ or ‘bricks, bytes and behaviour’).
Below is an overview of the key principles for each dimension.

SPATIAL DIMENSION DIGITAL DIMENSION SOCIAL DIMENSION

The building and the spaces it The technologies that people need The way staff and management
provides. to be able to work mobily. work, manage and interact.

Diversity – different settings for Mobile devices – light, powerful tools Autonomy – greater freedom (and
different activities, balancing open with long battery lives that can be responsibility) for employees to
and enclosed spaces. quickly fired up from any location. decide when and where to work.

Free seating – all spaces can be used Collaboration apps – applications Results-oriented management
by everyone. that allow employees to stay in touch – judging employees on their
in an easy and intuitive way. performance rather than their
Availability – workspace numbers presence in the office.
should provide staff with real choice. Workplace apps – apps that
enable employees to find empty Mutual trust – as employees are not
Ergonomics – all settings should be workspaces and to locate their necessarily in the direct sight of their
usable by everybody. colleagues. managers, mutual trust is essential.

Zoning – different areas for quiet and Cloud solutions – Internet-based Courtesy and respect – sharing
lively activities. applications and filing systems workspaces requires that people are
that allow employees to work from more considerate of one another’s
Limited storage – as few filing anywhere. workplace needs.
cabinets as possible, although there
should be room for personal items Top-notch infrastructure – all the Being mobile – moving to different
and some team storage. practicalities: docking stations, spaces or locations when the task
power sockets, a robust Wi-Fi requires it.
network and high-quality screens.

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A SHORT HISTORY

Activity-based working is often trumpeted as a new

phenomenon, but it isn’t. The concept has been
around for decades, albeit under different names
and guises. This short history will explain how
ABW has moved from being a novelty to becoming
a mainstream solution, driven by changes in
technology, culture and work processes.

Way back in 1970, a group of about twenty IBM

product engineers moved, somewhat reluctantly,
into what was called a ‘non-territorial office’. This was
probably the first ABW office ever, even though it was
not called that at the time.1 In their new office, the IBM
employees no longer had personal workstations, but
a variety of shared workspaces: ordinary desks, but
also work benches, a quiet area and even a ‘total
quiet area’ (formerly the department head’s office).
A thorough evaluation of the project showed that the In 1989, the Digital Equipment Corporation
new concept had improved communications and (DEC) created its ‘Office of the future’ in
Finland. One of the novelties of this ‘non-
satisfaction levels. The research report did, however, territorial office’ was that staff were equipped
warn that the concept was liable to provoke “a good with cordless phones.3
deal of fear or even panic” among users who were (photo: Digital Equipment Corporation)

new to the concept.2 Sound familiar?

The IBM experiment was an isolated blip in 1970s

office design. It did not receive much publicity nor
any emulation—not so strange since at that time
office work was still very much paper-based. This
changed however in the 1980s when laptops, Internet
and email started to enter the world of work. On the
back of these technological advances, the idea of the
‘non-territorial office’ resurfaced. In his 1982 book The
Successful Office, Franklin Becker explained the logic
behind the concept, stating that no single workspace
could satisfy the myriad of functions people perform.4
He anticipated that new technologies (“portable
computers the size of a briefcase”) would allow
people to use a network of different workspaces, each

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designed for a distinct function and psychological

or social need. The same idea was discussed by the
architects Stone and Luchetti in their seminal 1985
article ‘Your office is where you are’, which quickly
became a popular slogan among office innovators.5

It was not until the 1990s that activity-based working

really took off. Triggered by economic expansion,
the ICT revolution and the dot-com boom, there
was a huge eagerness to create exciting, innovative
spaces.7 Much of the idea development came from
the British firm DEGW, headed by Frank Duffy and
John Worthington. In their writings, their projects and
their talks, they promoted the idea of a ‘distributed
workplace’ for ‘footloose’ nomadic office workers who
could work anywhere they wanted. Early adopters
were IT companies and consultancy firms. The public In 1997, Francis Duffy published his classic The
sector showed a lot of interest as well. In countries like New Office, in which he discussed the concept
of the ‘club office’, described as an office
the Netherlands, Denmark and the UK, government where “individuals and teams occupy space
organizations launched pilot projects and on an as-needed basis, moving around it to
experiments based on these new ways of working. take advantage of a wide range of facilities”.6

In the decade that followed, the concept’s popularity

continued to rise. It was then that the term ‘activity-
based working’ was coined by the Dutch workplace
strategist Erik Veldhoen.8 The increased adoption rate
was accompanied by more critical notes as well. For
example, in its study The State of the Office, the British
Industrial Society wrote that “It [the flexible office]
might be all the rage, but not with employees” and
that “private offices for senior staff remain the norm, Employee retrieving her ‘flex-suitcase’ with
even while non-territorial forms of flexible working personal items at the office of the Dutch
insurance company Interpolis (1998). In
are introduced for everyone else”.9 And so it was. the Netherlands, this project created a
There were both success stories and projects that wave of media attention for the flexible
failed. Many organizations were simply not yet ready workplace concept. Workplace consultant
Erik Veldhoen, who was responsible for the
for such radical change. For many managers, the project, would later coin the term activity-
status of a private office was still too important. Mobile based working. (photo: Hollandse Hoogte)
technologies were still too slow or too expensive. And
there was still too much paper around.

Today, twenty years later, the world of work is

more receptive to the ABW concept. Many of the
technological and practical challenges faced by the
early ABW projects have simply disappeared. Wireless
networks, smart devices, long battery life and cloud
computing are no longer novelties but mainstream
solutions, and they have made mobile work easier
than ever. Even the paperless office is, at last, coming

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of age. And, just as important, many managers The adoption of ABW over time
and employees seem to have become used to the The evolution of activity-based working
seems to follow the classic ‘innovation
concept. ABW is no longer shockingly new—many diffusion pattern’.10 The concept started
employees have ‘been there and done that’. Related out at as an isolated experiment; it was then
concepts such as mobile working, working from embraced by an enthusiastic group of early
adopters; after that, the ‘late majority’ became
home and co-working have also become more interested as the necessary technologies
widespread, which is likely to reduce the desire for a became more mature. And today, the ABW
personal workstation at the office. concept seems, at last, to be on the verge of
becoming a mainstream solution.

Large scale ABW

projects in IT and
consultancy.
Lots of publicati- ABW on its way
ons and seminars. to become a
Some organizati- mainstream
ons try out ABW ABW adopted as a
standard solution solution?
in pilot projects. The new normal?
The concept get by many large
Adoption businesses and
its first media
attention. government
organisations.
The first ABW
office ever.
No emulation.

Time 1970s 1980s 1990s 2000s 2010s

Stage Innovators Early adopters Early majority Late majority Laggards (?)

Q&A
John Worthington
Founder DEGW, Collaborative Urbanist
When did DEGW start to work with the idea of How did ABW evolve into a mainstream solution?
sharing work settings? Change is incremental, until a seismic occurrence
The seeds were sown in the early 1970s when Frank triggers a change in perceptions. The recession of
returned from Princeton and established a listening 1989–93 was the catalyst to appraise the impact of
post for JFN Associates, a leading practice of New ICT on the office. The focus was shifting from costs
York space planners. In our projects, we questioned (efficiency) to maximizing people’s performance
the status quo in office design and looked for more (effectiveness) and how the organization presented
egalitarian and flexible ways of allocating space. itself (expression). From then on, the interest in New
Ways of Working only grew and grew.
What triggered the idea?
As with most insightful and lasting ideas there was Will we witness the demise of the office any time
not one eureka moment. Frank’s 1974 doctoral soon?
dissertation Office Interiors and Organisations The need to congregate, build trust and exchange
acted as the catalyst. Over the next two decades, knowledge and ideas will continue to exist. It may
working with innovative corporations and not be located in a place we now call an office. It
developers, and supported by a global research could be in a castle or a canteen. The use class called
programme, a robust conceptual platform was office is outdated. Long live the coffee house and
established for championing distributed ways of bourse.
working and shared activity-based settings.

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RELATED CONCEPTS

In practice, the activity-based concept is often

combined with other workplace concepts and
design ideas. Below we discuss the most important
ones. They are all concepts that can help to
strengthen the ABW concept, but they are not by
definition part of it.

Remote working
Remote working is about working from places other
than the office, such as home, co-workspaces or
public spaces like cafes. The concept is an obvious
companion to ABW because it builds upon the same
idea of giving people more freedom to choose when
and where to work. In addition, remote working is
likely to have a positive impact on staff acceptance
of ABW, as sharing office space makes more sense if
you are not always there. Even so, many organizations
are hesitant about turning remote working into formal
policy, leaving it up to individual managers to reach
agreements on this with their staff. This reluctance Remote working is an obvious companion to
usually has to do with trust (or rather, a lack of it) and ABW as it builds upon the same idea of giving
people more control over where and when
the fear that remote working will have a negative they work.
impact on social cohesion and collaboration within
the organization.

Collaborative space
Much of today’s office design is geared towards the
promotion of collaboration in organizations. Offices
are designed as ‘serendipity machines’ with attractive
meeting spaces and strategically located circulation
routes that increase the likelihood of people crossing
paths. The idea is that ‘chance encounters’ and
‘creative collisions’ foster the exchange of knowledge
and ideas in the organization. For the same reason,
work areas are often designed as open spaces,
allowing for teamwork and a greater awareness of
what colleagues are doing. These ideas and ambitions
overlap to a large extent with the concept of activity- The idea behind the creation of collaborative
spaces is that they facilitate the exchange of
knowledge and ideas in organizations.

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based working. It is important to stress, however, that

the design of ABW offices is not just about promoting
collaboration. It is just as much about facilitating solo
work and concentration.

Co-working
Co-working is a membership-based office concept
in which members—typically freelancers and small
businesses—get access to workspaces, office
facilities and services in return for a monthly fee. As
in the ABW concept, the range of spaces tends to
be diverse and members can choose to work where
they want. The main difference is that co-working
is an ‘out-of-house’ concept in which people from
different companies make use of the same spaces
and facilities, while ABW is an ‘in-house’ concept.
The lines are blurring, however. Some organizations
are creating their own co-workspaces, aiming for Co-work offices are like a hybrid of a cafe, a
synergies with external parties such as start-ups. serviced office and a community space. The
facilities provided are just as important as the
Other organizations provide their employees with sense of community on offer.
corporate co-work memberships so they can work
in co-workspaces and be part of a more diverse
environment.

Smart offices and ‘proptech’

To an increasing extent, office buildings are equipped
with various kinds of sensors that measure how the
building is being used. Such buildings are referred to
as ‘smart offices’ and the technologies used are called
‘proptech’ (property technology). The sensors can
automatically detect who is in the building and which
work and meeting spaces are being used. Employees
can use their phones to locate colleagues, find
available workstations, book meeting rooms, adjust
the lighting levels in a space, rate the quality of spaces,
and create service tickets if something is wrong with
a space. For users, this can make office life easier, Sensors can be used to monitor where people
especially in an activity-based office where everybody are and where there are available workspaces.
Both kinds of information can help staff to
is mobile. A point of concern is whether the use of navigate an ABW office.
sensors infringes on people’s privacy rights.

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Healthy offices
Health and well-being are currently big themes in
workplace design (although not exactly new for
anyone who remembers the ‘sick building syndrome’
of the 1990s). The central idea is that buildings should
be designed in such a way that they have a positive
impact on people’s mental and physical well-being.
Much of this relates to indoor climate: acoustics,
daylight access, air quality and thermal comfort.
Fairly new concepts are ‘biophilia’ (bringing natural
elements like plants into the office and using natural
materials like wood) and ‘active design’ (design
solutions that promote movement, for example by Biophilic elements, like plants, are likely to
creating attractive stairs). The idea of encouraging have positive impact on people’s well-being
in the office, making it a more natural and less
movement fits neatly into the ABW philosophy as the artificial environment.
sharing of workspaces requires a higher level of staff
mobility in the office.

Agile working
Agile working is highly popular, but a somewhat
confusing concept as the term has different
meanings in different industries. Workplace
professionals often use the term ‘agile’ to refer to
the flexibility of spaces. But in the world of software
development (and increasingly beyond), agile refers
to the flexibility of work processes. This can be
explained as a highly interactive and iterative way of
working, in which teams work in small ‘sprints’ with
lots of feedback loops. In terms of space, the most
important requirement of this way of working is that
team members can sit together and can have daily Agile working requires that team members
meetings (‘stand-ups’) to discuss their activities. The can sit together and have daily meetings
(‘stand-ups’) to discuss their activities.
workstyle is not incompatible with activity-based
working, but it is not the same. The emphasis is on
keeping teams together rather than promoting the
mobility of individual employees.

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Casual aesthetics
Traditionally, office aesthetics have been dominated
by what architectural historians call ‘corporate
modernism’: copious glass and metal, grey
suspended ceilings, beige carpets, and large
numbers of identical workstations, neatly arranged
on orthogonal floor grids. In recent decades, this
manifestation of efficiency and order has been
challenged by more casual and home-like aesthetics.
Many of today’s offices feature lots of colour, graphics,
plants, and domestic elements like rugs, sofas and
armchairs. Some offices even incorporate playful
features such as basketball hoops or foosball tables. Domestic elements like armchairs and sofas
This is also what you see in many activity-based are used to make the office less office-like.
offices where design is used to create different kinds
of informal settings, expressing the idea that office
work is not just desk work.

Q&A
Jeremy Myerson
Director WORKTECH Academy
There is more interest in the design of the work Are those the things that users want?
environment than ever. How come? Users in office buildings definitely want better
Workplace design used to be a specialist subject mental health and more preparedness for the
with its own rules. Now the work environment has challenges of 24/7 digital working. Most would
been consumerized and many offices look like hotel willingly swap command-and-control leadership
lobbies or retail showrooms. Workplace design has for something more empathic and responsive. But
joined the mainstream design discourse. whether bringing robots and machine learning into
the workplace might be a route to either is a moot
What are your top three workplace trends? point.
(1) Mental Health and Well-being – a growing
awareness of behavioural psychology and Is the desk going to survive?
neuroscience to avoid stress and burnout and The desk featured in Antonello da Messina’s 1475
increase productivity. painting Saint Jerome in His Study and it features
(2) Augmented Intelligence – there is a lot of interest today in Apple Park’s campus. The desk will survive
in AI and automation, but the real gains will be in as long as evolutionary traits remain. It will, however,
augmented work where humans and machines become more intelligent, monitoring our health and
collaborate and coexist. our work, correcting our mistakes and connecting
(3) New Generational Leadership – leadership us to others.
redefined not as a property of charismatic
individuals but as a property of a particular
environment or culture. Workplace design
and leadership strategy will work more closely
together.

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 ACTIVITY-BASED WORKING / PART 1: CONCEPT

OBJECTIVES

To make ABW a success, it needs to have a

purpose. Having clear objectives will help to give
direction to the design of both the concept and the
implementation process. Furthermore, it will help
foster acceptance as employees are more likely to
accept change when they understand the reasons
behind it. Below, we discuss the most common
objectives of ABW—some of which are easier to
achieve than others.
HOW?
Reducing costs
It is often argued that cost reduction should not OBJECTIVES

be the prime objective of activity-based working,

CONCEPTS
which is true. A one-sided cost focus sends the
wrong message to employees and it is likely to result REQUIREMENTS
in an office that is too cramped and too crowded
to be productive. Yet it would be naïve to suggest SOLUTIONS
that costs are irrelevant. As mentioned earlier,
WHY?
traditional workplaces are not very efficient in terms
of occupancy. Applying ABW means better space FROM OBJECTIVES TO SOLUTIONS
The formulation of clear objectives can
utilization and thereby a reduction in occupancy be seen as the start of a process in which
costs, typically by 20 to 40%, depending on how strategic intentions are translated step-
radical the concept is. Part of these savings can be by-step into concrete design solutions.
This process can be represented as a
reinvested to create better workspaces, part can be pyramid consisting of four levels:11
seen as real savings.
1 Objectives: strategic benefits that
must be delivered (e.g. enhancing
Reducing the environmental footprint staff performance)
By increasing workspace utilization, ABW helps to 2 Concepts: general ideas about how
reduce the environmental footprint; organizations that can be done (e.g. good acoustics)
3 Requirements: specific, verifiable
will require less space to serve the same number of requirements (e.g. a reverb time of 0.6
employees. This means lower amounts of energy sec)
needed to light, heat and cool the office space, and 4 Solutions: design solutions that meet
those requirements (e.g. specific
thus fewer carbon emissions. Moreover, it reduces ceiling panels)
the environmental impact of construction activities
in terms of the use of raw materials, the production
of construction waste, and the use of energy for
manufacturing and transporting building materials
and elements.

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 ACTIVITY-BASED WORKING / PART 1: CONCEPT

Increasing productivity THE BENEFITS OF ABW

ABW’s benefits for the organization as a
Increasing productivity is a crucial objective of ABW, whole are different from its benefits for
albeit a challenging one because it is not so easy individual employees. It is an important
to prove or measure ABW’s impact on productivity distinction because individual users will
want to know ‘What’s in it for me?’.
(see page 25). There is a general belief, however, that
ABW can help to improve people’s performance as it What’s in it for the organization?
allows people to choose those spaces that best suit
• Reduced occupancy costs
their activities, which should make it easier to perform • Smaller environmental footprint
those activities. Moreover, productivity should benefit • Potential improvement in staff
from the accompanying change in management performance
• Increased flexibility
thinking, which focuses on people’s performance • Better interaction across teams
rather than their presence in the office. • Support for cultural change

What’s in it for the staff?

Improving employee experience
When done right, ABW can contribute positively to • More autonomy in choosing where to
people’s satisfaction and their experience of the work
• More choice and variety in work
work environment. The concept’s most important settings
quality is the freedom of choice it offers, which can • Advanced technologies that allow
give people a sense of empowerment. The extra mobile working
• More contact with colleagues
attention to design that usually comes with ABW is a • Fewer hierarchical differences
positive factor as well. It is important to keep in mind, • A less sedentary, healthier workstyle
however, that people’s satisfaction and workplace • Fewer workplaces, but better ones

experience will, in part, depend on what they are used

to. Staff coming from a crowded open-plan office will
be easier to please than those coming from spacious
private offices.

Supporting cultural change

Activity-based working can be used as tool to support
particular cultural changes. For example, it can play
a role in creating a more egalitarian culture, as both
management and employees make use of the same
set of spaces. It may also help to foster a collaborative
culture because there are no longer clear boundaries
between departments. It is important to note,
however, that cultural change is notoriously difficult
to achieve. Changes in the workplace will only work if
they go hand in hand with changes in management
style and employee behaviour.
Do not expect cultural change to happen by
Increasing flexibility itself. Moving into a new work environment
can help and stimulate cultural change, but
ABW offices have the great advantage of being it is rarely, if ever, enough. Organizational
extremely flexible. Employees and teams can leaders and other ‘influencers’ have to lead
be moved without having to clear out filing by example in the envisioned new way of
working and they have to be consistent,
cabinets or having to pack and unpack moving persistent and insistent in their message.
boxes. Fluctuations in team sizes can easily be
accommodated as there is no 1:1 link between head
count and workstations (although there is obviously

20
 ACTIVITY-BASED WORKING / PART 1: CONCEPT

a limit to how much growth can be absorbed within a

given area). The overall effect is that the ‘rate of churn’
(the percentage of employees moved during a year)
and the related costs are relatively low.

Enhancing interaction
Face-to-face interactions are critical for the exchange
of ideas and information within organizations. ABW
can help to promote such interactions by providing
inviting meeting areas and effective collaboration
spaces. Furthermore, the concept of ‘free seating’
increases the likelihood that employees will rub
shoulders with people other than those from their
own team. It should be noted, however, that internal
team interactions may suffer in ABW concepts as
teams no longer necessarily sit together—although
the creation of team zones can help with this (see
page 58).

Attracting new generations of staff

The attraction and retention of new generations of
staff (referred to as Millennials, Generation Y, or Gen Z)
is often given as an objective of ABW. The reasoning
is that a dynamic and vibrant ABW office will be more
appealing to this group than a ‘dull’ traditional office
with outdated furniture and a hierarchical set-up. That
is probably true, but this objective requires some
nuance. It is not so much the sharing of workspace
that younger generations are interested in (research
suggest the opposite 12, 13), but more the general notion
of flexibility in terms of hours and work-at-home
options.14, 15

Improving health and well-being

Activity-based working can be linked to health and
well-being in the sense that it gently encourages
people to move around the office. More movement
and changes in posture can help to reduce the risk
of cardiovascular diseases, chronic back problems
and other ‘office diseases’. In addition, an ABW
concept may positively affect people’s sense of well-
being by giving them more control over their work
environment—although it must be said that a causal It is often argued that sitting is the new
link with well-being is hard to prove (see page 25). smoking—which isn’t true because smoking
is far worse—but prolonged sitting does hurt
people’s health. Activity-based working can
contribute to a healthier workstyle as the
concept promotes movement and typically
offers ergonomic workplace solutions like
sit-stand desks.

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 ACTIVITY-BASED WORKING / PART 1: CONCEPT

Making objectives more specific Q&A

The objectives as described here are still very broad. In an actual Harald V. Nikolaisen
project, they would need to be more specific to be effective. The
objectives should ideally be linked to concrete metrics to make them Director General of Statsbygg
actionable and measurable.
What is the strategic relevance of ABW
for public organizations like yours?
OBJECTIVES INDICATORS ABW allows flexibility for the
Reducing costs Lease / occupancy costs organization when it comes to space
utilization, while simultaneously
Reducing environmental CO2 emissions per employee reducing real estate costs. Flexible
footprint working environments reduce the
Use of energy, water and
materials per employee property footprint and support
sustainability. They accommodate more
Increasing productivity Productivity as perceived by staff informal meetings and thereby create
(survey) a culture of collaboration. The physical
Output/input data (e.g. hours solutions are part of organizational
worked for particular tasks) development, management and
technology, not isolated projects.
Improving employee Employee satisfaction levels
experience (survey data) Is there a difference between public and
Supporting cultural change Staff perception of culture (survey private organizations when it comes to
data) ABW?
Many private companies are better at
Increasing flexibility Rate of churn (# of people moved/ meeting the expectations of younger
year) employees looking for new ways of
Cost of internal moves working. These companies are keenly
aware of operating costs and alert
Enhancing interaction Staff perception of interaction/ to the benefits of concepts that can
social cohesion (survey data) accommodate more people and adapt to
Actual interaction data (e.g. from changing business conditions. Perhaps
a social network analysis) this makes it easier to achieve ABW in the
private sector. In the public sector, we
Attracting and retaining Staff retention rate struggle to overcome employee anxiety
employees and resistance to change.
Improving health and wellbeing Staff perception of their own                                                                           
health and wellbeing (survey Is the concept part of the plans for the
data) future government quarter in Oslo?
Yes. For the first time Statsbygg has
Annual number of sick days been given a mandate to test ABW as a
workplace concept. The emphasis is on
variation and freedom of choice, rather
than a personal desk for everyone. But
from the start this has been the subject
of a debate that is still ongoing, so we do
not yet know the final outcome.

Are you planning to give up your own

office?
What office? I gave up my office ages
ago! I work in an open plan workspace
and enjoy being close to my colleagues.

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 ACTIVITY-BASED WORKING / PART 1: CONCEPT

WHAT RESEARCH
SAYS ABOUT ABW
There is a lot of research dedicated to figuring
out how ABW affects people’s behaviour and
wellbeing. This section summarizes the findings.
Before doing so, it is important to note two caveats.
First, almost all research concerns user surveys
that measure people’s perceptions rather than
their actual behaviour. The second caveat is that
the evidence base is still rather limited, with a lot
of individual case studies and only a few large data
sets. This means that the conclusions below should
be regarded as indications rather than absolute
truths.

Quite happy
Are employees happy in an ABW office? Research MIXED FEELINGS
There are things that employees like
suggests so, but the evidence is mixed. Multiple about activity-based working, and there
studies show that people’s satisfaction is positively are things that they don’t like. According
impacted by ABW. Employees tend to appreciate to benchmark data from the Center for
People and Buildings, the picture is as
the available spaces for breaks and collaboration, follows: 22
the aesthetics, and the improved interaction
with colleagues.16, 17 But there are also reports of Best liked
(>50% respondents satisfied/very satisfied)
dissatisfaction, especially in relation to misuse of the • Possibilities for communication
concept (e.g. territorial behaviour), design mistakes • Atmosphere/expression of the interior
(e.g. bad acoustics) and flawed implementation • Quality of support services
• Functionality/comfort of workplaces
processes (e.g. a lack of user involvement).18, 19 In • ICT facilities
general, however, the pros seem to outweigh the • Spatial layout
cons. An extensive Swedish study showed that ABW • Openness of spaces

offices, together with cellular offices, generated the Least liked

highest satisfaction scores, while open-plan offices (> 50% respondents dissatisfied/very
scored worst.20 dissatisfied)
• Lack of privacy
• Possibilities for concentration
Small generational differences
It is often argued that activity-based working is
more suitable for younger workers than for older
ones. There is some data that seems to support this.
Research from the Dutch Center for People and
Buildings shows that young employees (< 31 years) are
generally more positive about ABW than older ones.21

23
 ACTIVITY-BASED WORKING / PART 1: CONCEPT

Likewise, data from Leesman, a commercial research

company, shows that young employees consider
ABW more effective than their older colleagues.23 The
question is why. Are young workers more flexible, and
older ones more change-averse? Perhaps, but in both
data sets the differences are too small to justify such
generational stereotyping. Other factors, such as
where people are in their career, are more likely to play
a role.24

Better interaction
Many organizations hope that ABW will help to
improve employee interaction (‘breaking down The modern workplace is filled with what
the silos’, as managers like to say) and this notion is researchers call ‘externally generated
involuntary distractions’ or ‘EGIDS’:30 noisy
supported by research.25 In surveys conducted by the colleagues, phone calls and people walking
Center for People and Buildings, users generally rate past. Such distractions can be acceptable
the ‘possibility for knowledge sharing’ as one of the while performing well-learnt, routine tasks,
but they can hamper people’s performance
concept’s most positive aspects.26 In similar fashion, when it comes to new or complex tasks. The
the surveys conducted by Leesman show consistently ABW office aims to deal with this issue by
high scores for the facilitation of ‘informal social providing spaces for both communication
and concentration.
interaction’ and ‘unplanned meetings’. 27 One point
to note, however, is that it is mostly interaction across
teams that benefits from ABW.28 Interactions within
teams may actually deteriorate as team members are
no longer necessarily located in the same area.29

Distractions and a lack of privacy

The almost inevitable downside of improved
interaction is a decline in the ability to concentrate.
Distractions, noise and a lack of privacy are often
mentioned as ABW’s main weaknesses (although
matters are worse in open-plan offices).31, 32, 33, 34 This
is somewhat surprising as the ABW concept explicitly
aims to facilitate both collaborative and individual
work. It is probable that many first-generation ABW
offices were too open. The complaints also seem
to relate to people’s limited ‘switching behaviour’
(see below) which means that people stay put at a
workstation even when they consider that area too
noisy. The challenge is therefore not only to provide
quiet spaces, but also to get people to use them.

Less mobile than expected

Several studies show that employees are less mobile
in ABW offices than expected, making use of only a
limited set of workplaces rather than the full range
of available options.35, 36, 37 The reasons for this are
diverse. A practical barrier concerns the inefficiency of

24
 ACTIVITY-BASED WORKING / PART 1: CONCEPT

moving around (plugging out/in, packing/unpacking, MOBILE WORKERS FEEL MOST

adjusting furniture). A psychological reason may be PRODUCTIVE
people’s tendency to develop routines, such as using The data from Leesman shows that the
mobile employees in an ABW office feel
the same desk, as means to manage their busy work more productive than their sedentary
lives.38 A social reason is that people want to remain colleagues. In their data, Leesman
seated close to their colleagues.39 All three are valid distinguish between four mobility
profiles. The percentage of people who
reasons, but it is important to encourage and support agree with the statement that their office
mobility in the office as research shows that the more helps them to be more productive is
mobile people are, the happier they are with the ABW different for each profile.43

concept.40, 41, 42 Profile Increased

productivity
agreement
Productivity remains elusive
The impact on productivity is the holy grail of The camper / squatter 42%
Works in a single work
workplace research: much sought after, but setting, rarely using other
notoriously hard to find. The problem is that there are settings in the office
many factors involved and that the productivity of The timid traveller 55%
office workers is usually hard to measure. To deal with Uses a single work setting,
this, most studies limit themselves to ‘perceived’ or occasionally tries other
locations within the office
‘self-rated’ productivity. But even then, it is difficult to
reach conclusions. Some studies have found positive The intrepid explorer 60%
Uses a single work setting,
impacts, others negative ones, and some have found
but often uses other
zero effects.44, 45 Positive impacts are associated with locations within the office
improved communications and an increased sense
The true transient 67%
of empowerment.46 Negative impacts relate to an Moves around. Rarely bases
increase in distractions and the extra time needed to him/herself in a single
find a workplace.47 location within the office

Probably healthier
As with productivity, the available research on health
is based on self-reported ratings rather than actual
measurements of people’s well-being. In general,
however, ABW’s impact seems to be positive. A
Swedish study found that ABW offices (and cell
offices) score high on health, whereas open-plan
office types generally score low.48 One explanation for
this may lie in the increased sense of personal control
over the work environment. Another possible reason
may lie in a change in people’s ‘sitting behaviour’.
There is an Australian study in which employees
reported reduced sitting time (by 14%) and increased
time spent standing (11%) and walking (3%), although Mobile workers are happier with ABW than
these figures could not be supported by actual their sedentary colleagues.

measurements.49

More suitable for some job types than for others

ABW seems to favour high-end office jobs: job types
that come with a high level of autonomy, task diversity,
mobility and interaction. Think project managers and

25
 ACTIVITY-BASED WORKING / PART 1: CONCEPT

policy makers rather than administrative workers or Q&A

help desk employees. Data from Leesman shows Wim Pullen, Director of
that people who have a complex activity profile (lots the Center for People and
of different tasks) regard ABW as more effective than Buildings
people with a simpler activity profile (little diversity in
Why is workplace research relevant to
tasks).50 Dutch research points in a similar direction, practice?
showing that satisfaction ratings are highest among First because research looks for
employees whose work is characterized by high levels patterns, for example in people’s
behaviour, which is relevant input for the
of interaction and autonomy.51 This makes sense design process. We try to discover the
because such traits are in line with ABW’s philosophy ‘laws of nature’ of the work environment.
of self-managing employees who make their own Second because research can provide a
rich understanding of reality. Research
decisions about when and where to work. is about numbers, but also about the
stories behind those numbers. There is
Reality can be messy a lot that can be learnt from a good case
description.
The ABW concept is based on particular assumptions  
about user behaviour. Perhaps unsurprisingly, In your database there are both
research shows that those assumptions do not successful and unsuccessful ABW
projects. What makes the difference?
always obtain in everyday office life. For example, Success is very much about providing
one of ABW’s central ideas is that of a ‘status-free’ the right mix of settings that
work environment. In several studies, however, it was match people’s activities and their
psychological needs, facilitating both
observed how (some) managers recreate private communication and concentration.
offices by systematically commandeering small Other success factors are strong
meeting rooms.52, 53 ABW’s assumption about sharing management commitment, a balance
between top-down and bottom-up
spaces is also often challenged, as was shown in decision-making, and clear guidelines.
a Dutch case study where a team ‘territorialized’ a  
section of the office by leaving papers on cabinets Why is it so difficult to prove ABW’s
impact on productivity growth?
and decorating the walls with posters.54 Such Productivity is a complex metric. It
observations show that one should be not naïve requires the measurement of all the
about the importance and difficulty of organizational organization’s inputs and outputs, both
before and after the introduction of
change. ABW. And even then, it is difficult isolate
the workplace from other variables. It
Success depends on execution and is possible, however, to use ‘perceived
productivity’ as a proxy.
implementation  
As mentioned earlier, ABW research comes up with What is on CfPB’s research agenda for
many different, often contrasting findings, with the coming years?
We want to discover more about what
examples of both very successful and unsuccessful we call ‘Total Benefits of Usership’ (as
cases. Much seems to depend on how the concept is opposed to ‘Total Cost of Ownership’).
executed and implemented. This is nicely illustrated We already know that there are many
variables at play, but we want to know
by a study carried out by the Center for People and more about causal relations and,
Buildings in which four ABW projects of the same thereby, about effective interventions.
organization were compared, two with very high The word ‘total’ describes our ideal of
knowing it all.
satisfaction ratings, and two with very low ratings.
These differences were due to differences in the
design (the worst-rated projects were more open
plan), the implementation process (the best-rated
projects had a lot of user involvement) and the role of
management (the successful projects enjoyed strong
management commitment).55

26
 ACTIVITY-BASED WORKING / PART 1: CONCEPT

Change management is key RECOMMENDATIONS FOR FURTHER

RESEARCH
There isn’t much research available on change The comment ‘further research is
management in relation to activity-based working, needed’ is a scientific cliché, but
but many research publications do stress its nonetheless true for ABW. Despite a
rapidly growing evidence base, many
importance.56, 57, 58, 59 User involvement and questions remain unanswered. Here
communication in particular are seen as critical are some recommendations for further
change management activities. A Swedish study that research.
compared four ABW cases noted that the two most Promote research
successful cases were characterized by long design Urge organizations to evaluate their ABW
and implementation processes, extensive employee effort systematically and to share the
findings.
involvement and clear communication about
the concept.60 The study showed that employee Make sure that research is relevant to
involvement facilitated the employees’ mental practice
Try to develop practical recommendations
preparation for the new work environment and the on matters like sharing ratios and
creation, acceptance and implementation of new workplace densities.
workstyles.
Make research more accessible to
practice
Conclusion Do not publish in scientific journals only,
The available evidence based on ABW does not but also in blogs and trade journals that are
accessible to practitioners.
provide any simple or definitive answers about
whether ABW is good or bad. The overall conclusion, Use a mix of methods
however, is that ABW can work very well provided Combine quantitative surveys with
qualitative methods such as interviews and
it is implemented and executed properly. The observational studies to understand the
concept’s strength is that it can have a positive impact ‘why’ of the research outcomes.
on interaction, satisfaction and people’s sense of
Link satisfaction data to design
productivity, especially when work processes are characteristics
characterized by a high level of autonomy, mobility Do not regard ABW as a general concept.
and interaction. The concept’s weakness is that Take a closer look and try to isolate the
impact of design variables such as floor
people may find it difficult to concentrate. Research sizes, sharing ratios and workplace
also shows that people are by nature more sedentary densities.
than expected and so fail to realize the concept’s full
Use data from new technologies
potential. These issues must be addressed explicitly Make use of sensors, cameras or wearable
in the design and implementation process. Providing devices to get an in-depth insight into user
plentiful spaces for focus work, and encouraging behaviour (but beware of privacy issues).

people to actually use those spaces, is likely to help. Investigate the impact of process design
Do not study the concept in isolation, but
also the process behind it, looking at the
duration of processes, the degree of user
involvement and the role of management.

27
 ACTIVITY-BASED WORKING / PART 1: CONCEPT

ISSUES AND HOW TO

DEAL WITH THEM

Activity-based working is a powerful concept, but

it is not without its challenges. Understandably,
employees worry about things like noise and the
availability of sufficient numbers of workspaces.
To make ABW a success, and to convince sceptical
employees, such issues should not be glossed
over, but explicitly addressed. Below is a list of the
ten biggest issues with recommendations for how
to deal with them.

Noise and distractions

As explained in the research section, one of the
biggest issues of the ABW office is that people
experience distractions and a lack of privacy, which
impairs their ability to concentrate. This need not be
the case. The central idea of ABW is to provide options
for both communication and concentration.

• Provide plentiful focus rooms and/or quiet areas so

that people can escape the buzz; The use of acoustic panels will help to
• Provide lots of meeting areas so that conversations soundproof the office. Acoustic panels
are made of sound-deadening materials
do not have to take place in open work areas; that allow people to have a conversation
• Divide the office floor into zones with different in an open work area without immediately
levels of liveliness (e.g. a ‘hot’ zone for lively disturbing their co-workers. (photo: Anna Autio)
activities and ‘cold’ zone for quiet ones, see
page 58);
• Make sure that spaces have excellent acoustics
(plenty of sound absorption; sound blocking where
needed);
• Formulate rules for how spaces should be used
(e.g. no video meetings or loud ringtones in open
work areas);
• Limit ‘visual noise’ (i.e. blocking distractions in
people’s peripheral vision by placing screens
between workstations, applying privacy film to
glass partitions and locating workstations away
from busy circulation areas).

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 ACTIVITY-BASED WORKING / PART 1: CONCEPT

Feeling lost or disconnected

Without a personal workstation, some people may
feel uprooted, lost or disconnected from their
teams. A mix of spatial, technical and organizational
strategies can be used to mitigate those feelings and
to strengthen the social ties within teams.

• Establish ‘team zones’ or ‘anchor points’ as a first

port of call for team members (see page 58);
• Create ‘identity spaces’ where teams and
individuals can place and display their trophies and
other kinds of memorabilia (e.g. snapshots of all
team members, branding materials, etc.);
• Ask team members to share their schedules and
calendars, so that everyone knows where and
when their colleagues are working;
• Create rules concerning people’s availability/
accessibility (e.g. availability via chat during work
hours);
• Provide easy-to-use tools for sharing files and
communication (video, chat, voice) and make sure
that those tools are used;
• Have set meetings and social rituals (e.g. eating THE TERRITORY ISSUE
The social psychologist Irwin Altman
lunch together when at the office); theorized in the 1970s that people’s
• Pay added attention to newcomers who do not sense of territoriality is dependent on
yet know their colleagues and may have trouble— two factors: (1) how central a place is in
a person’s life, and (2) how much time a
literately and figuratively—in finding their way person spends there.61 He distinguished
around the office. three types of territories.

Territorial behaviour Primary territory Private places where

In ABW offices some users may try to claim certain the owner has
exclusive rights to
workplaces in the office as their own—for example, use the space (e.g. a
by leaving personal items, such as a jacket or papers, place in the home).
at a workstation to signal that it is ‘theirs’ while not Secondary territory Semi-public places
using it. This is a natural tendency, but it restricts other where a person
employees’ choice. interacts with
acquaintances or
peers on a regular
• Make sure that all the standard workstations are of basis (e.g. a local
equal quality—there is no need for competition for pub).

desks or ‘desk envy’ when everything is of the same Tertiary territory Public spaces where
almost anyone is
(good) quality; allowed temporary
• Formulate guidelines for how spaces should access, providing
be used (e.g. stating that people must clear a they observe the
relevant regulations
workstation when they expect to be away for more (e.g. a public park).
than 2 hours); The first type of territory will raise the
• Make sure that managers lead by example (and not strongest resistance when it has to be
treat focus rooms or meeting rooms as their private shared, the third one the weakest. Work
areas can be seen as ‘secondary territories’:
office); places where it is nice or convenient to have
a regular seat, but not a must.

29
 ACTIVITY-BASED WORKING / PART 1: CONCEPT

• Make sure that switching between spaces is easy

by providing easily adjustable furniture and wireless
technologies;
• Emphasize that clearing one’s desk is not just a
matter of following rules, but more especially of
being considerate of your colleagues;
• Ask the cleaners to clear all desks at the end of
the day.

Availability of spaces
Closely related to the issue above, is anxiety about the
availability of workspaces, which may result in people
going to the office earlier so as to be able to get a
good work spot. It happens, but there should be no
need for such behaviour. A well-designed ABW office
should offer plenty of good seating possibilities, even
during peak hours.

• Make sure that the sharing ratio isn’t too tight. Avoid
regular occupancy levels over 70% (see also
page 54);
• Create ‘overflow areas’ to deal with peak
occupancies (e.g. informal work settings in the
restaurant and other break areas);
• Make a clear distinction between bookable spaces
and non-bookable spaces;
• Correct people who show ‘claiming behaviour’; Linking workplace sensors to a smart phone
• Establish (and enforce) a ‘clear desk’ policy; app gives employees access to live data
about which workstations are in use and
• Create visual overview in the office so people can which are not, so they spend less time looking
easily see which workspaces and focus rooms are for available workstations. (photo: Mapiq)
available;
• Provide employees with a ‘place finder’ app
for their phone to help them to locate available
workstations.

Paper and stuff

An often-heard concern is ‘Where am I going to leave
all my stuff?’ It is obvious that ABW is not going to
work if people have a lot of things to carry around. But
people still have things, such as a laptop, a mug, books
and printouts or marketing materials. There should be
places where people can store those items.

• Digitalize work processes, in so far as that hasn’t

been done already; Provide employees with a basket or company
• Organize a ‘clean up’ of filing cabinets, pedestals bag that they can use to carry their things
while on the move in the office. The size
and storage spaces before moving into the ABW should be such that it that can easily fit into a
office; locker. (photo: Anna Autio)

30
 ACTIVITY-BASED WORKING / PART 1: CONCEPT

• Provide employees with lockers where they can

store personal items;
• Provide a cloakroom for storing clothing such as
bicycle helmets and coats;
• Provide team storage where needed.

Hygiene
Employees may worry about hygiene as workstations
are used by multiple persons over the course of the In most ABW offices employees get their own
day. There is no research showing that this is harmful, personal locker so that everyone has a place
to store personal items (e.g. one’s laptop at
but some people dislike the idea of germs and the end of the day). In practice, however, not
microbes harboured by shared desk surfaces and everyone uses them, in which case a shared
peripherals such as keyboards and mice. locker system might be considered.
(photo: Anna Autio)

• Increase cleaning frequency (e.g. extra cleaning

round during office hours to wipe down desks and
keyboards);
• Place a canister of disinfectant wipes and/or a
bottle of hand sanitizer on desks (NB without
harmful chemicals, preferably biodegradable);
• Draw up a protocol that asks employees to keep
workspaces clear, clean and tidy;
• Provide people with their own headsets, keyboards
and mice (although this means that they have more
stuff to carry around).

The hassle of moving

One practical issue concerns the practicalities of
switching workspaces over the course of a day.
Each move entails finding a spot, adjusting the
furniture, clicking the laptop into the docking station,
and placing one’s stuff on the desk. These ‘micro-
inefficiencies’ cannot be avoided entirely, but there
are ways to make switching places easier.

• Provide all employees with the same laptop (type/

brand) and equip all workstations with the same
docking station (or at least provide the right set of
cables and dongles for every type of equipment);
• Limit the number of wires/cables required (e.g.
wireless chargers for phones);
• Choose furniture that can easily be adjusted to
individual preferences (without having to read a
manual first);
• Provide all employees with a bag or basket in which
to carry a few personal things (notebooks, favourite
pens, mug);
• Position focus rooms and phone booths close to

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 ACTIVITY-BASED WORKING / PART 1: CONCEPT

open work areas so people don’t have to walk far if

they want to switch places to make a phone call or
when they need some time to focus.

Ergonomics
People come in different sizes and with different
preferences, and they will need to adjust their chairs
and desks accordingly. Compared with ordinary office
projects, the ergonomic standards in ABW offices
need to be higher. If work settings meet the needs of
the ‘outliers’, the needs of everyone else should be
covered as well.

• Invest in highly adjustable, high-quality furniture Use furniture solutions that people can easily
(adjustable chairs, sit-stand desks); adjust to their preferences. (photo: Ahrend)

• Make sure that the height of monitors can be easily

adjusted;
• Train all employees in workspace ergonomics
(giving advice about posture, but also about the
importance of movement and variation);
• Make exceptions for people with special needs
(e.g. persons with allergies, light sensitivity, hearing
problems, wheelchair users, etc.);
• Consider investing in ‘smart furniture’, such as
desks that automatically self-adjust to a person’s
digitally stored preferences.

Loss of status
For managers, ABW can create ‘status anxiety’. The
proverbial corner office is no longer there. In addition,
they must get used to managing mobile employees
(managing with their brains, instead of their eyeballs,
so to speak). Practice shows that this is not always
easy. It is essential, however, that they are ‘on board’
and lead by example.

• Provide training in change management and

information about ABW that is specifically targeted
at managers;
• Make managers part of, and responsible for, the
change process;
• Make sure that top management is involved and
actively pushing the ideas to all management
levels;
• Provide sufficient bookable meeting rooms
with visual privacy, where managers can
have confidential meetings (e.g. employee
assessments).

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 ACTIVITY-BASED WORKING / PART 1: CONCEPT

Resistance to change
When introducing ABW, be prepared for a healthy
dose of staff resistance. When they first hear about
it, many employees will be anxious, or even angry,
about the prospect of losing ‘their’ workstation. But
if properly informed and involved, people can move
from resisting the change to accepting or even
embracing it (see also page 74).

• Communicate extensively about the ‘why’, ‘what’

and ‘how’ of the concept;
• Listen seriously to and address all concerns and
practical questions employees may have; Why is losing one’s desk such a daunting
• Involve employees actively in the development of perspective, even when you know that you
will get more options in return? One likely
the concept (see page 40); culprit is the psychological phenomenon of
• Where necessary, provide training (e.g. in use of ‘loss aversion’, which is encapsulated in the
new technologies); expression “losses loom larger than gains.”62
To deal with this phenomenon, it is important
• Make sure that management leads by example. to look carefully at the ‘framing’ of the ABW
concept. The new work environment has to
be presented and designed as a gain (i.e. in
terms of choice and quality) rather than as a
loss. This will not solve the issue entirely, but
one can take comfort from the idea that once
people have become used to ABW, they won’t
want to lose it, for the very same reason.

Stages of acceptance
The process of accepting change is often
Positive likened to the process of grieving, which
is said to move from denial, to anger, to
Employee bargaining and ultimately to acceptance.63, 64
perception The analogy may seem a bitover the top
(grieving over the loss of a desk?), but it
Negative provides insight into people’s responses to an
ABW project. People’s initial reaction is often
resistance, while actually working in the new
State Status Quo Disruption Exploration Rebuilding office tends to lead to acceptance.

Reaction Shock, denial Anger, fear Acceptance Commitment

33
ACTIVITY-BASED WORKING

34
 ACTIVITY-BASED WORKING / PART 2: ANALYSIS

PART 2:
ANALYSIS
Before deciding whether to adopt ABW, and in what form, it is important to
undertake a systematic analysis of the organization’s needs and aspirations. The
purpose of such an analysis is to assess the organization’s readiness for activity-
based working and to gather data and insights to inform the detailed development
of the concept.
An additional purpose of the analysis process is to prepare the organization for
change. Analysing existing and new ways of working helps to create an awareness
of how and where the work environment can be improved. Involving users in this
process is an excellent way of creating engagement. Participative activities such
as workshops and interviews can be particularly powerful change management
tools.

The overall analysis process can be split into three parts:

1 Analysing the existing situation

2 Exploring new possibilities
3 Validating new ideas

Each part comes with its own methods, which will be discussed in the following.65
Please note that it will not always be necessary to use the full set of methods, but
any project will benefit from gathering solid data that enables informed decisions
to be made.

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 ACTIVITY-BASED WORKING / PART 2: ANALYSIS

ANALYSING THE
EXISTING SITUATION
The aim of analysing the existing situation is to
gain an understanding of the organization, its work
processes and its current ways of using space.
How does the organization work? What kind of
culture does it have? What kind of work settings
are available and how are they used? And where is
there a need for improvement? These questions
can be answered by analysing various kinds of
organizational data as well as by simply ‘looking
and listening’.

Document analysis Outcomes

A good place to start the overall analysis is to go • An initial understanding of the organization’s
processes, strategy and mission
through already available documentation: documents • Basic data on the organization’s structure
on matters like the organization’s mission, structure, and headcount
strategy, and brand or identity. Such documents
Recommendations
can provide an insight into what is important to the • Beware of possible discrepancies between
organization and where it is heading. Also relevant how things are presented in documents and
is documentation relating to headcount, although how they are in everyday practice.
• Conduct follow-up interviews to clarify and
headcount data are notoriously inaccurate (outdated validate data.
or excluding external contractors), so additional data
gathering may be necessary.

Walk-through Outcomes
As the name suggests, a ‘walk-through’ is basically • First impressions of both the organization
and the existing work environment
a walk around a building. It is a tour of the existing
work environment together with a group of users Recommendations
who explain how they use it. The aim is to get an • Prepare the walk-through. Make sure that
the routing and stopping points cover all
initial impression of the organization and its work relevant spaces. Prepare a list of discussion
environment. What is the atmosphere like? Are topics for each stop.
workspaces crowded or empty, noisy or quiet, messy • Consider turning the tour into a ‘photo
safari’ during which users are asked to make
or organized? How do users perceive these spaces? photos as visual documentation of the
What do they like and dislike? What would they like to positive and negative aspects of their office.
have changed, and why? Conducting such a tour is • Conduct tours with different kinds of
users (e.g. employees, managers, facility
a very effective way of getting to know a lot in a short manager) to get different perspectives on
period of time. the existing situation.

36
 ACTIVITY-BASED WORKING / PART 2: ANALYSIS

Workplace survey Outcomes

A survey is an excellent way of gathering input • Quantitative data on staff satisfaction
• Quantitative insights into people’s work
from large numbers of people. It can be used to processes
measure people’s satisfaction with their existing work
environment, which will help to identify areas for Recommendations
• Check out existing survey methods, for
improvement. Surveys can also be used to gain an example from the Center for People and
insight into people’s work processes by asking them Buildings (www.cfpb.nl), WPA (hwww.wpa.
which activities (e.g. solo work, group work, etc.) are works) and Leesman (www.leesmanindex.
com).
critical to them. It is important to note, however, that • Make sure the survey’s timing isn’t too
a survey basically measures people’s opinions. To be close that of other surveys (e.g. regular staff
able to interpret the outcomes, survey data should be satisfaction surveys).
• Critically review all survey questions
‘triangulated’ with data from interviews, workshops beforehand (surveys tend to be too long).
and occupancy measurements. • Combine the survey with interviews,
occupancy measurements and an analysis
of the building’s design in order to be able to
interpret the outcomes accurately.

Spatial analysis Outcomes

Analysing the existing spatial layout will provide insight • Baseline data on the existing use of space
• An understanding of what employees are
into what people are currently used to and baseline currently used to
data for the new concept. The analysis should look
at the general use of space (e.g. square metres per Recommendations
• When analysing the use of square metres
employee/workspace) and at the kinds of work (i.e. per person and per workstation), make
settings that are provided in the current situation. sure that it is clear what the square metre
Ideally, you should learn three things about each measurement refers to (gross floor area, net
floor area, lettable area, etc.)
space type: (1) the design characteristics of the space, • Try to get accurate digital files of the existing
(2) people’s satisfaction with it, and (3) the degree to office floor layouts as that makes it easier to
which the space is used. analyse the use of space.
• Connect the spatial information (quantity,
size, features) to satisfaction data (e.g. from
a survey) and use data (e.g. from occupancy
measurements).

Occupancy measurements Outcomes

Occupancy measurements provide insight into • Quantitative data on space occupancy
the extent to which employees use the available Recommendations
work settings. Occupancy data can be gathered by • Measure the occupancy levels of
using either human observers or digital sensors. The workspaces, meeting spaces and support
spaces.
outcomes are key to determining the ‘sharing ratio’ • Communicate clearly when and why the
for the concept, which is the ratio between people occupancy measurements will take place
and workstations. The lower the occupancy levels, and that they are not being used to collect
data on individuals.
the higher the potential for sharing. When analysing • Make sure that the measurement period is
the data it is important to look at both ‘average representative (i.e. avoid holiday periods).
occupancy’ (occupancy levels averaged over a • Be aware that occupancy measurements
reflect current usage, based on existing
period of time), ‘peak occupancy’ (the highest level behaviours. Future use patterns may be
measured), and the frequency with which they occur different.
(more on this on page 54) • Combine occupancy measurements with
interviews in order to be able to interpret
the outcomes (i.e. why are certain spaces
intensively used or underutilized?)

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 ACTIVITY-BASED WORKING / PART 2: ANALYSIS

Stakeholder interviews Outcomes

Interviews are a good way to get ‘up close and • Insight into expectations, needs and
attitudes of stakeholders
personal’ with all the stakeholders. At the start of the
process, it is a good idea to talk to the decision makers Recommendations
in the various departments involved (i.e. HR, IT, FM, • Keep the interviews focused on
organizational needs rather than people’s
CRE). What do they see as the opportunities and personal opinions.
challenges? How can they contribute to concept’s • Consider further involvement of the
success? In addition, it will be useful to interview interviewees in the later stages the project
(e.g. in focus groups or work groups).
employee representatives (e.g. from unions or workers • Evaluate whether the interview outcomes
councils) or a cross section of employees (e.g. a converge or diverge (e.g. differences
manager, a policy maker, etc.) to get their perspective between management and employees?).
• Consider making brief video interviews for
on the concept. These insights can be used as input communication purposes.
for both the shaping of the concept and the related
change management strategy.

Social network analysis Outcomes

Social network analysis is a method for mapping and • Quantitative data on interactions between
people and between teams
analysing the social interactions in an organization.
The data is usually gleaned from email traffic, surveys Recommendations
or (wearable) sensors. The outcomes are visualized • Make sure that the data (e.g. from email/
social media/GPS trackers) are anonymized
in web-like diagrams with ‘nodes’ and ‘ties’ that show before they are analysed. Always ask users
who is in touch with whom. Such data will be relevant for their consent.
for organizations keen to improve staff interaction • Do not get bogged down in the (typically)
immense quantity of data. Focus on general
or looking for particular gaps that need to be filled patterns and the interaction between
or ‘silos’ that need to be broken down. These kinds groups rather than individuals.
of insights can then be used for decisions on team • Define beforehand what the purpose of
the analysis is and how it relates to the
adjacencies, circulation routings or for the location of objectives of the ABW concept.
classic meeting spots such as coffee machines.

Q&A
Siri Blakstad
Business Development Director at SINTEF
How important is it to conduct an analysis before Extensively. When carrying out an analysis, you
implementing ABW? rely on the users’ knowledge. Involvement can also
If your aim is to change the organization’s work help to foster user engagement—but only if it is well
processes, analysis is of vital importance. You will planned and if it is clear to people how the outcomes
need ‘neutral facts’ for decision-making and for will be used.
setting clear objectives. Furthermore, the analysis
process is important because it helps to create What’s the secret to successful user involvement?
an awareness of how and where things can be First, the process needs to be owned by the
improved. In that sense, the process itself is almost organization’s leadership—and not just the project
as important as the outcomes. team or the real estate department. Second, as I
mentioned earlier, you need to be clear about the
Which analysis activities do you regard as crucial? purpose of their involvement. The project will suffer
Occupancy studies are very useful for getting if you involve people and later choose to ignore
an understanding of how people currently use their contribution. People are smart and appreciate
space. Interviews and workshops are essential for honesty. So, if there is no room for any kind of
discussing present and future work practices.  co-creation, just say so, and put the emphasis
on training and learning rather than concept
To what extent should users be part of the analysis development.
process?

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 ACTIVITY-BASED WORKING / PART 2: ANALYSIS

EXPLORING NEW
POSSIBILITIES
The analysis methods discussed in the earlier
section are all very much focused on describing
and understanding the ‘as is’ situation. It is just as
important, however, to discuss and investigate the
possible ‘to be’ situation by exploring new ideas
and future trends. This part of the analysis is not so
much about ‘hard’ numerical data, but more about
‘soft’ qualitative data such as ideas, inspiration and
ambitions, which are just as important as numbers
because they determine the nature of the concept.

Leadership workshops Outcomes

To make the ABW concept relevant to an organization • Definition of strategic objectives for the
ABW concept
and its employees, it must be embedded in a wider • Awareness among leadership about what
narrative about organizational change. It is therefore ABW is (and what is expected from them)
important to know in which direction the organization • Management buy-in
is heading and to know what the top decision makers’ Recommendations
aspirations are. Workshops with leadership can • Make sure that the workshop is inspiring,
be used to explain what ABW is and to discuss its but also honest about possible challenges.
• Give managers a clear understanding of
relevance for the organization. Important points for their own role in the process (not just as
discussion are: strategic aims (what do they want decision makers, but also as advocates).
to achieve with ABW?); the concept’s relation to • Beware of producing outcomes that are too
vague or too consensus-driven to be useful.
other change projects (e.g. in IT and HR); and the
role of management itself (are they willing to lead
by example?).

Reference projects Outcomes
Visiting the ABW projects of other organizations is • Inspiration, ideas and experiences from
other projects
recommended when looking for new ideas and
inspiration. Other projects provide an excellent Recommendations
opportunity to ‘look and learn’. What are the latest • Gather factual information about reference
projects (i.e. floor plans, evaluations, cost
design solutions and technological tools that are figures).
available? What works and what not? What would • Make sure to have access to the right
these organizations have done differently in hindsight? people: not just the designers or consultants
(who are likely to be biased in favour of their
For employees, the additional advantage of project own work), but also the building’s facility
visits is that they give them a very tangible impression manager and users.
of how ABW offices can look and work in practice, • Document the visit so as to be able to
communicate the lessons learnt to the rest
making the concept less abstract and less daunting. of the organization.

39
 ACTIVITY-BASED WORKING / PART 2: ANALYSIS

Staff workshops Outcomes

Engaging staff in the analysis process by means of • Staff awareness of what ABW is
• A qualitative understanding of staff needs
workshops is a good way of creating acceptance, • Ideas that can serve as input for the project
ownership and enthusiasm for the concept. brief and design development
Workshops can be used for two purposes. The first
Recommendations
is to create an informal setting where it is possible to • Be clear about the matters on which staff’s
discuss the general idea of activity-based working input is sought and how their input will be
with staff. The second purpose is to explore the used.
• Organize dedicated workshops for different
staff’s ideas, wishes and needs concerning their departments/teams as needs are likely to
work environment. It will, for example, be useful to differ.
brainstorm about the types of work settings the new • Keep discussions focused on functional
needs rather than personal ‘wants’.
office should provide and the ways in which staff • Hold workshops early in the process so that
should or will use these settings in practice. outcomes can be incorporated into the
project brief and/or design proposals.

Scenario studies Outcomes

When thinking about a new work environment, it • An understanding of possible changes that
will affect workspace needs
is important to explore how ways of working may
change in the near future. This can be done by Recommendations
examining different future scenarios that are based • Scenarios should be plausible, but not
too bland. Adding provocative or extreme
on changes in both society at large (e.g. the rise of AI scenarios can help to sharpen people’s
and robotics) and the organization itself (e.g. changes thinking and their awareness of future
in staff demographics). The different scenarios can change.
• Look at existing scenario studies before
then explore how such changes may affect workplace developing one’s own. There are plenty of
needs. It should be noted that future scenarios are scenario studies available on the Internet.
inherently uncertain—they may never come true—but • When creating a scenario, differentiate
between fairly certain developments
discussing them is still productive as it helps people to (e.g. demographics) and uncertain
think beyond the status quo. developments (e.g. social change)

40
 ACTIVITY-BASED WORKING / PART 2: ANALYSIS

VALIDATING
NEW IDEAS
New ideas and concepts should be tested and
validated before they are implemented. This can be
done in various ways. Focus groups can be used to
discuss the validity of a concept with employees.
The persona method can be used in the same way,
with an emphasis on different user types. The
spatial consequences of the ABW concept can be
tested by means of design prototyping. Real-life
testing can be done through pilot projects.

Focus groups Outcomes

A focus group is a small group of specially selected • Validation of the usability and relevance of
specific ideas and solutions
employees who are asked to review and discuss
the ABW concept during the development and Recommendations
implementation process. It is a test panel that can be • A group size of 10 to 15 persons will usually
suffice: large enough to incorporate diverse
used to validate the usability of ideas and particular voices and small enough for the informal
design solutions from a user perspective. Members of exchange of ideas.
a focus group are usually selected from a cross section • Include not only enthusiasts, but also
sceptics—although all participants should
of the organization. An alternative approach is to select have a constructive attitude.
‘lead users’: users who are a step ahead of the others. • Ensure proper facilitation and training of the
In both cases it will be important to ‘prep’ the focus focus group.
• Make sure that the group is not dominated
group about the nature of ABW before they are asked by a few loud voices. Every participant
to respond to it. should be able to put forward his or her
ideas.
Development of personas Outcomes
The persona method is a technique in which ideas can • Qualitative insights into the needs of
different user types
be tested and developed by looking at the needs of • Validation of the concept’s usability
typical, fictional personas. Examples of such personas
might be a manager, an administrative worker, or Recommendations
• Avoid making personas too stereotypical
an employee in a wheelchair. For each persona it is and simplistic.
possible to develop a ‘user journey’ through the new • Make sure that personas are grounded
work environment. What is the first thing they do in reality by using data (from interviews,
workshops, desk research) as input.
when they enter the office? Which spaces do they
use and what do they do there? What technologies
and equipment do they use? By drawing up a detailed
description of such a user journey it is possible to
validate the concept from the perspective of different
user types with different needs.

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 ACTIVITY-BASED WORKING / PART 2: ANALYSIS

Design prototyping Outcomes

When discussing activity-based working it is easy to • Insight into the feasibility of ratios and sizes
of the envisioned work settings
get lost in abstract statistics about square metres and
sharing ratios. To add meaning to such figures, and Recommendations
to test their feasibility, it is a good idea to test different • Generate feedback about design
prototypes through focus groups and
design options early in the process. Not by means workshops.
of detailed design proposals, but with diagrammatic • Keep design prototypes deliberately
plans and reference images that visualize how the diagrammatic, focused on functional
properties (‘works like …’) and not on the
envisioned work environment might look in terms actual design (‘looks like …’).
of zoning, room types and densities. This will help • If the design team is already on board,
to validate assumptions about the need for square make them responsible for developing the
prototypes.
metres and it will aid communication with employees
and decision makers.

Pilot projects Outcomes

Conducting a pilot or ‘pathfinder’ project is probably • Practical insights for the organization-wide
roll-out of the ABW concept
the best way for an organization to test out the ABW
concept. Pilot projects will deliver practical lessons Recommendations
about both the design and the implementation of • Be aware that the outcomes of a pilot project
are not always ‘scalable’.
the concept, especially when an organization is new • Set up a proper before and after evaluation
to ABW. Moreover, a pilot project can be used as a of the pilot project.
means of communication. It can be a place that can • Treat the pilot project as a real project, with a
sufficiently large budget to realize a realistic
be visited by employees from other departments and attractive solution.
to see what ABW is and how it can work. For pilot • Use the pilot project as an ‘ABW showroom’
projects to be useful, they should be well researched that can be visited by the rest of the
organization.
and documented. Furthermore, they need to be well
managed and they require resources if they are to
work.

42
ACTIVITY-BASED WORKING

44
 ACTIVITY-BASED WORKING / PART 3: PROCESS

PART 3:
PROCESS
Once an organization has decided to adopt activity-based working, it will be
necessary to set up a process for implementation. Such a process usually starts
with the formulation of a broad vision, which is then translated, step-by-step, into
concrete solutions, ultimately resulting in the new work environment. Here, this
process is divided into six stages:

Stage 1 Envision: developing a general vision;

Stage 2 Define: formulating specific requirements;
Stage 3 Design: designing the spatial and technical environment;
Stage 4 Build: building the new environment and getting it ready for use;
Stage 5 Settle in: moving in and solving teething problems;
Stage 6 Manage: making the concept work in practice.

These stages are not intended as a procedural straight jacket. It is crucial that
the process should be a combination of project management and change
management activities. This is important because implementing an ABW project
is not just about managing time and costs, but equally about preparing the
organization for the upcoming changes. For employees, ABW means a break with
the routine, and convenience, of having a fixed desk. Managers, for their part,
must get used to not having a private office and learn how to manage on the basis
of trust. Such changes are not automatic. They require that people be informed,
prepared and involved at each stage of the process.

In the following we give a brief overview of the different activities in each stage.

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 ACTIVITY-BASED WORKING / PART 3: PROCESS

STAGE 1:
ENVISION
When initiating an ABW project, the first step is to Project activities
explore what ABW is and what it could mean for the • Appoint a project team and a steering
committee;
organization. This can be done by reading up on • Analyse the existing accommodation
the concept, visiting projects and talking to experts. situation (see page 37);
In parallel with this, it will be useful to conduct an • Analyse the organization’s headcount
figures (see page 36);
organizational analysis, looking at the organization’s • Gather inspiration (talk to experts, visit other
existing use of space and its work processes (see projects, read up on the concept);
page 37) • Identify and involve internal and external
experts;
At the same time it will be a good idea to put out • Develop an overall vision;
feelers among major stakeholders such as top • Make a business case (e.g. based on
management and decision makers in the HR, IT and benchmark data from other projects);
• Draw up a budget and an overall plan.
FM departments. What do they think of the concept?
What is on their change agenda and how does ABW Change management activities
fit into that? Furthermore, it will be useful to involve • Select a change manager or change
management team, link to the project team;
a number of ‘lead users’ (forward-looking, influential • Organize a leadership workshop about
staff members) to find out their ideas concerning ABW (see page 39);
ABW. • Assess the organization’s cultural and
technical readiness for the concept;
The concrete result of this stage should be an • Find allies among major stakeholders (FM,
inspiring vision for the new work environment. This CRE, IT and HR and top management);
vision can be formulated in broad terms, but it should • Involve (selected) users in idea
development (e.g. via interviews,
be of sufficient detail to be able to serve as input for workshops and focus groups, see pages
the next stages. What kind of spaces will be on offer? 38-41);
What kind of ‘sharing ratio’ should be applied? What • Communicate with staff about the
formulated vision. Avoid a ‘rumour mill’
kind ‘vibe’ should there be? What are the associated (‘We’ll be crammed into a big open-plan
workstyles? And what benefits should it bring? The office!’).
vision should be accompanied by a business case, • Develop a change management plan
(activities, planning).
with a preliminary indication of costs and benefits,
and a change management plan outlining how to Deliverables
implement the concept. • An inspiring vision for the new work
environment;
Before moving on to the next stage, the vision • A change management plan;
will need approval—and backing—from top • A business case with a preliminary
management. indication of costs and benefits;
• Budget and planning.

46
 ACTIVITY-BASED WORKING / PART 3: PROCESS

STAGE 2:
DEFINE
MUST-HAVES

NICE-TO-HAVE’S

Once the developed vision has been approved, it Project activities

must be translated into functional requirements • Make a detailed needs analysis (looking at
tasks, team/employee profiles, IT needs);
concerning matters like workspace quantities, types • Refine the sharing ratio (see page 54) and
and sizes, indoor climate, furniture and IT equipment. workplace quantities (see page 63);
To determine these requirements, it will be necessary • Define requirements for all necessary
space types (size, look & feel, furniture, etc.);
to delve deeper into the organization, looking at • Formulate requirements for necessary
the type of tasks employees perform, their mobility changes in IT infrastructure and equipment;
profiles and the relations between teams. • Identify any special needs (e.g. specific
equipment or security);
Ideally, employees should be actively involved in • Investigate the need for interim
this process via interviews and workshops. It will not accommodation (in the case of renovation
be possible to involve everybody, but the process projects);
• Refine and validate budget and planning.
should include a cross section of people from the
entire organizational spectrum (management, Change management activities
administration, HR, etc.). When done right, such • Actively engage with diversity of teams and
employees via workshops (see page 40),
involvement will result in a greater sense of ownership interviews (see page 38) and/or a survey
and acceptance of the concept. It is important, (see pages 37);
however, to be clear about which aspects are non- • Communicate the concept to the entire
organization (website, presentations, social
negotiable (e.g. the sharing of workplaces) and which media);
aspects are open for discussion (e.g. the type of • Approach ‘influencers’ who are passionate
settings that will be provided). about the concept and willing to take part
in this;
At this stage it will also important to start • Develop a FAQ that answers any questions
communicating about the concept with the and concerns that employees may have;
organization as whole. The communications should • Initiate a discussion with middle
management about their role in the new
cover both the general concept (i.e. why are we doing concept;
this?) and the practical concerns that staff may have • Make sure that top management is vocal
(e.g. What do I do with all my paper? Will there be about the importance of the concept (e.g.
via a video message, taking the lead in
enough workstations?). This can be done via townhall townhall sessions).
sessions, a project website, newsletters, a FAQ, and/or
posts on relevant social media. Deliverables
• Functional brief for the required spatial
changes;
• Technical brief for the IT infrastructure/
equipment;
• Communication material about the
concept (presentation, FAQ, etc.);
• Detailed budget and planning.

47
 ACTIVITY-BASED WORKING / PART 3: PROCESS

STAGE 3:
DESIGN
MUST-HAVES

NICE-TO-HAVE’S

In this stage, the ideas of the previous stages must Project activities
be consolidated in a design proposal in terms of • Select a design and engineering team;
• Produce a concept design (outline
spaces, materials, furnishings, equipment and proposal, design principles for the interior);
practical essentials such as power sockets and data • Produce a developed design (detailed floor
connections. plans, conceptual technical solutions);
• Produce a technical design (detailed
Much of this can be left to the architect and engineers specification for all building elements/
and internal experts from the FM and IT departments, systems);
but employees can play an active role at this stage • Verify design proposals against the
previously formulated requirements and
as well—not so much as designers, but as experts ambitions;
on functional quality. They can be involved in design • Initiate the selection processes for
workshops and design reviews to provide input, to purchasing new technologies and furniture;
• Refine and validate budget and planning.
validate design ideas and to assess the usability of
the developed plans. Organizing and facilitating Change management activities
such sessions takes time, but they are a good way of • Engage employees in design sessions to
validate the functionality of the developed
generating enthusiasm, creating a sense of ownership design solutions;
and making sure that the design will meet user needs. • Pay special attention to middle
In addition, it can be useful to have a more formal management; train them in change
management and provide then with an
verification process in which design proposals are ‘ABW kit’ they can use to inform their teams
tested against the requirements that have been about the concept;
formulated in the earlier stages. Do design proposals • Communicate the design (and the ideas
behind it) via a blog, interview sessions,
indeed meet all the set requirements? It is a good idea, presentations and video clips on social
for example, to ask the design team for ‘proof’ (e.g. media;
by means of a simulation study) that their design will • Update the ‘ABW FAQ’, adding more detail.

deliver the desired acoustic comfort, as that tends to Deliverables

be a major problem in modern offices. • Functional and technical designs for the
The output of this phase can include plans, models, work environment;
• Information material about the design;
3D renders, short films or VR representations of the • Definitive budget and planning.
future work environment. All are excellent ways of
communicating with employees about what it is to
come.

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 ACTIVITY-BASED WORKING / PART 3: PROCESS

STAGE 4:
BUILD
MUST-HAVES

NICE-TO-HAVE’S

During this stage, the new work environment will Project activities
actually take shape. Contractors will be putting up • Select/tender for contractors to build,
supply and install everything that is needed;
partitions and installing fixtures. Suppliers will deliver • Arrange temporary accommodation for the
new furniture and equipment. The architect may be organization if necessary;
making last minute changes. • Manage the implementation/construction
process;
The facility management or real estate department • Conduct acceptance tests for all major
will have to prepare extensively at this stage to make all systems (e.g. HVAC, booking systems,
sure that the project has a ‘soft landing’. They will lighting, Wi-Fi, etc.);
• Make sure that the FM and/or CRE
need to learn how to operate any new systems and department is well informed and capable of
they must develop procedures for handling possible operating these systems;
problems. • Plan the moving-in day and organize the
move itself (packing, unpacking, etc.).
Employees will need to prepare for the move as
well, both practically and mentally. This can be Change management activities
accomplished by appointing dedicated ‘workplace • Appoint dedicated ‘change managers’ or
‘move mentors’ for each team;
coordinators’ or ‘move mentors’ for each team. They • Prepare all levels of the organization for
can inform employees about the concept and help the move and the new way of working in a
them plan practical activities such as clearing out practical sense (where to go on day one,
how to book a meeting room, where to ask
filing cabinets, the digitalization of paper files and for help, etc.);
the packing up of remaining office items. They can • Organize a clearing out of filing cabinets
also initiate a discussion about ‘office etiquette’ in the to minimize paper and ‘stuff’. If necessary,
provide extra resources for digitalization;
new situation, such as the need for rules or guidelines • Organize site visits so that people see the
concerning issues like noise and clearing desks before physical changes taking place;
vacating. • Create mock-ups, for example of different
kinds of workstations;
To give employees a taste of what is coming, it will be • Develop rules or protocols for the new
helpful to organize tours of the construction site and building, preferably at team level;
to create mock-ups—life-sized models of a specific • Develop a short manual (an ‘ABW quick
guide’) for the new office;
section of the work environment (e.g. a standard • Plan a festive opening of the project.
workstation or a quiet room).
Deliverables
• A ‘turnkey’ work environment, ready for
occupancy;
• A script/plan for the move-in and first day of
occupancy;
• A manual on how to use the new work
environment.

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 ACTIVITY-BASED WORKING / PART 3: PROCESS

STAGE 5:
SETTLE IN
VES

This stage starts when the new environment has Project activities
been completed and the organization has moved • Create a central point (mailbox/help desk/
ideas box) for complaints and suggestions;
in. It is now that the concept must really come to life. • Rapidly resolve reported practical problems
This will not happen automatically. Both managers (e.g. fine-tuning HVAC system);
and employees are likely to need time and support to • Project team hands the project over to the
FM/CRE department;
familiarize themselves with their new surroundings • Plan and organize a formal evaluation of
and to develop new routines. It will be important to the project (no earlier than six months after
have an ongoing conversation about the operation move-in).
of the concept in the first weeks after moving in. It is Change management activities
preferable that managers play a leading role in this, • Visit all departments and teams to see how
setting a good example themselves and prepared to people are dealing with their new way of
working, providing extra guidance and help
correct people’s behaviour if it is not in line with the where needed;
concept. • Where necessary, address incorrect use
It is important to be aware that this stage is likely to be of the environment (e.g. people claiming
focus rooms as their own).
accompanied by all sorts of practical problems. The
HVAC system may need fine-tuning, printers may not Deliverables
yet work properly; there may be a delay in furniture • Project dossier with all relevant
documentation (warranties, specifications,
deliveries. Such practical problems can reflect badly manuals);
on the overall concept. To counteract this, there • Protocol for reporting, resolving and
needs to be a central point where employees can providing feedback on any practical
problems that arise;
report any problems and these need to be dealt with • Evaluation of the concept.
expeditiously.
This stage should end with a thorough evaluation of
the project, but not before people have been given
some time to get used it. Six months after move-in
is usually a good point in time. The evaluation can
consist of a survey and/or staff interviews. The idea is
to find out where there is a need for improving or fine-
tuning the concept.

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 ACTIVITY-BASED WORKING / PART 3: PROCESS

STAGE 6:
MANAGE
Once the organization has settled in, the ABW Project activities
concept will ideally have become the ‘new normal’. • Monitor space utilization levels;
• Monitor service requests from users;
Yet there may still be a need to reinforce the concept • Monitor staff satisfaction levels;
at given times, making sure that people do not relapse • Manage workplace services (cleaning,
into old behaviours. This reinforcement should catering, security, etc.);
• Expand/adjust/maintain the office
preferably take place at a team level, with managers environment.
reminding their team members of the concept’s
principles and encouraging adoption of the ‘right’ way Change management activities
• Monitor staff behaviour and use patterns;
of working. • Guide new staff;
At regular intervals it will useful to conduct follow-up • Provide ‘refresher courses’ where needed;
evaluations. Are people still happy with their work • Update protocols/‘office etiquette’ where
needed.
environment? Is there pressure on particular space
settings? Are functional needs changing? Regular Deliverables
occupancy measurements and staff satisfaction • Regular reports on occupancy levels and
staff satisfaction.
surveys can provide useful input on these matters. It is
also important to monitor fluctuations in headcount,
which may require some fine-tuning of the sharing
ratio or the type of workplaces provided.
The responsibility for this usually lies with the facility
management department, although it might make
sense to set up a dedicated workplace unit tasked
with managing the total workplace experience by
covering and connecting all departments involved
(FM, HR, IT, general management).

51
ACTIVITY-BASED WORKING

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 ACTIVITY-BASED WORKING /PART 4: DESIGN

PART 4:
DESIGN
As already noted, activity-based working is a way of working rather than a design
concept. Even so, good design is absolutely critical. All too often the success
of the ABW concept is hampered by design errors that could easily have been
avoided, such as too tight sharing ratios, a lack of places for making phone calls,
meeting areas furnished with stylish yet uncomfortable seating, or workspaces
located next to noisy pantries. There is no room here to discuss all ABW design
aspects, but the following pages will explain some of the essentials, in particular:

• Sharing ratio
• Zoning
• Space types

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 ACTIVITY-BASED WORKING /PART 4: DESIGN

SHARING RATIO

One of the most basic questions when designing

an ABW office is how many workspaces there
should be. If there are too few, people will have
difficulty finding a workspace to their liking, and
quickly become frustrated. If there are too many,
people are likely to settle at fixed positions. The key
figure here is the ‘sharing ratio’, which expresses
the degree of sharing.

Sharing ratio = the available number of workspaces

/ the number of employees

For example: a ratio of 0.8 means 8 workplaces for

every 10 employees. It is also possible to turn the ratio
upside down. In that case 0.8 becomes 1.25 (12.5
employees for every 10 workplaces), which obviously
amounts to same thing. It is a simple enough metric,
but only if the terms ‘workspace’ and ‘employee’ have
been clearly defined.

The number of workspaces

When counting workspaces, the question is whether
to count desks only or to count any place where
people can open their laptop and work? The ABW
philosophy argues for the latter, but for the sake of
clarity, the recommendation is to focus on the first
and to count ‘proper’ workstations only (those with an
ergonomic chair, a height-adjustable work surface,
a monitor and daylight access). Those are the kind
of workspaces that employees are most interested
in and that still have the largest impact on the space
requirement. The many other, informal workspaces
(e.g. booths, soft seating) are relevant, but they are
‘seats’ rather than workstations. The number of seats is
typically much larger than the number of workstations
(double or even more).

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 ACTIVITY-BASED WORKING /PART 4: DESIGN

The number of employees

When it comes to the number of employees, the
question is whether the figure includes external
workers such as freelancers and contractors.
These groups seldom feature in organizational
charts, but they may still need a workspace. So the
recommendation is to include them, although it
can be difficult to get accurate numbers for these
categories.
Another question is whether employees are counted
in terms of ‘heads’ or as ‘fulltime equivalents’ (FTEs).
When a headcount is used, each employee is counted
as one. With FTEs, people are counted according to
their working hours (e.g. a person working half time is
counted as 0.5). The advantage of using ‘heads’ is that
this figure is easier to understand (‘you are sharing a
desk with such and such number of colleagues’)

What is a good ratio?

The question of what constitutes a good ratio remains.
The easy answer is that a ratio of around 0.7 tends to
work fine for most organizations. It is probably the
most widely used ratio in practice. The logic behind
it is that it seldom happens that more than 70% of the
staff are in need of a desk at the same time. It is thus
a safe ratio that still offers space savings with only a
small risk of desk shortages. Risk-averse organizations
may go for a ratio of 0.8, while the more daring ones
may opt for 0.6. Some organizations even go for a
ratio of 0.5 or 0.4 workspaces per employee. Such
tight ratios can work, but only if the organization fully
embraces activity-based working, has many mobile
employees or a liberal work from home policy.

Using occupancy data

To be able to make an informed decision about the
sharing ratio, it is best to get a detailed insight into
workspace occupancy levels in the existing office (see
page 37). The lower the occupancy levels, the higher
the potential for sharing. One should be careful,
however, when interpreting occupancy data. When
average occupancy is around 40% (which it often is),
there is a temptation to slash 60% of the desks. But
this will result in a serious shortage of workstations at
peak moments. So it is best to look at average, peak
and modal occupancies (the occupancy levels that
occur most frequently). You don’t want people to be worried about
the availability of good workstations. It is
therefore crucial to design for the most
frequently occurring occupancy level rather
than the average level.

55
 ACTIVITY-BASED WORKING /PART 4: DESIGN

100%

90%

80%

70% Peak

60%
Mode
50%

40% Average

30%

20%

10%

0%

MONDAY TUESDAY WEDNESDAY THURSDAY FRIDAY

Occupied In use, but unoccupied Unoccupied

Occupancy level diagram

Using employee profiles Diagram showing workplace occupancy
levels over the course of a week. The diagram
An alternative way of determining sharing ratios is distinguishes between workstations that
to look people’s workstyles. Many organizations are occupied (someone working there),
make a distinction between workers who are ‘fixed’ unoccupied (totally empty) and ‘in use but
unoccupied’ (no one there, but there is still a
or ‘residential’ (performing mostly desk work in laptop or a coat hanging over a chair).
the office), ‘flexible’ (a mix of activities in the office,
including many meetings) and ‘mobile’ (spending
a lot of time outside the office, e.g. working from
home or on the road). Each workstyle can be linked
to a different sharing ratio, which can then be used
to calculate an overall ratio. The advantage of this
approach is that it focuses on people’s way of working
rather just occupancy levels. The disadvantage is that
it is not always easy to get good data on workstyles
and mobility patterns.

Example: Employee profiles

The sharing factor is in this case calculated by identifying different
employee profiles and by linking these to different sharing factors.

Profile Description Percentage of total Workstation/

workforce employee
Fixed workers Mainly individual desk work in the office. 35% 1
Flexible workers Diverse activity profile, often in meetings, 40% 0,5
occasionally works at home
Mobile workers Frequently work at other locations and visit 10% 0,2
clients in the field.
Home-based Work two or more days a week from home 5% 0,2
workers
Overall sharing 0,6
factor

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 ACTIVITY-BASED WORKING /PART 4: DESIGN

Differentiating between teams

An essential question in any ABW project is whether
the sharing ratio should be differentiated within the
organization. A finance department, for example, is
likely to have relatively high occupancy levels as many
people do desk work, while a project management
department may have low occupancy levels as
people spend a lot of time on project sites. Should
such differences translate into a different ratio? The
answer depends on how stark the difference is and
how big these teams are. If, for example, one team
has an occupancy level of 70% and the other of 30%,
and they occupy different floors, it will make sense to
apply different ratios. But if differences are small and if
departments can make use of each other’s spaces, it
is best to keep things simple and apply one averaged
ratio.

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 ACTIVITY-BASED WORKING /PART 4: DESIGN

ZONING

Zoning concerns the spatial clustering and

positioning of people and functions in buildings.
There are several zoning principles that must be
considered when designing an ABW office.

ORGANIZATIONAL ZONING
Organizational zoning is about whether the
organization’s teams or units should have a fixed
position in the building or not. There are three different
models.

Free-range
In this model there are no assigned areas whatsoever.
It is the ultimate ABW model, based on the idea that
employees and teams can best decide for themselves
where to sit. People pick up their things from
centralized lockers and then find themselves a place
somewhere in the building. Workplace expert Neil
Usher calls it the ‘free-range’ model.66 Its advantage
is that it is extremely flexible and that it encourages
mingling across team boundaries. The disadvantage
is that team members may be scattered over the
entire building, which may hinder collaboration.

Team zones
In this model, teams are assigned to a particular floor
or part of it. It is not mandatory for team members
to work there, nor is it a team’s exclusive territory, but
it is like a ‘home base’ where people can expect to
find team colleagues. This model’s advantage is that
it keeps teams together, which can be of particular
importance for organizations that have adopted ‘agile
working’, which is all about teamwork (see also
page 17). The model’s disadvantage is that is less
flexible than the free-range model as the ‘borders’
between zones have to be redrawn when team
structures or team sizes change.

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 ACTIVITY-BASED WORKING /PART 4: DESIGN

Team anchors
The team anchor model is midway between the two
previous models. In this model, teams do not have a
dedicated work area, but a small ‘anchor point’ where
they can find their lockers, shared storage, team
memorabilia, and perhaps a ‘community table’. Team
members will gravitate around these points for both
practical and social reasons. So the model helps to
keep teams together, but there are no clear borders.
It is thus more fluid and flexible than the team zone
model.

Team zoning variants

TEAM A + B + C

Free range
TEAM A + B + C
No team has a fixed position.
TEAM A + B + C

TEAM B Team zones

Teams have a dedicated ‘team home’.
TEAM B

TEAM A TEAM B
Ceylonvej 6

TEAM A Ceylonvej 6

TEAM A Ceylonvej 6
TEAM C

TEAM C
TEAM C

Team anchors
Teams have an ‘anchor point’ with lockers and
TEAM B
shared storage.

TEAM B
TEAM B
TEAM A

TEAM A
TEAM A
TEAM C

TEAM C
TEAM C

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 ACTIVITY-BASED WORKING /PART 4: DESIGN

SOCIAL ZONE INTERACTIVE ZONE QUIET ZONE

Activity zoning
The interactive zone acts as a buffer between
the quiet zone and the social zone. The quiet
Formal meetings Mainstream office tasks Individual work zone is typically located furthest away from
Informal meetings Routine tasks Thinking
Coffee breaks Collaborative work Reflecting the access point of the office floor. So, the
ACCESS Chatting Phone calls Writing deeper you venture into the office space, the
Hanging out Video calls Coding
Picking up mail/ Chatting Developing
quieter it gets.
packages Impromptu meetings
Celebrations Stand-ups

Activity level / noise level

ACTIVITY ZONING
Activity zoning is about the clustering of activities
with similar characteristics so as to avoid friction
due to incompatible activities. Many ABW projects
differentiate between three zones: a focus zone, a
social zone and an interactive zone. The interactive
zone is often placed in between the other two zones
to act as a buffer.

Social zone
This is the area where social and lively activities can
take place. Examples might include having a cup
of coffee with colleagues, celebrating birthdays or
team achievements, or just hanging out and taking a
break. It is the area where ‘people magnets’ like larger
meeting rooms, print/copy rooms and lockers can
be located. This area will typically be used by multiple
teams, so it is a good place to promote chance
encounters across teams.

Interactive zone
The interactive zone (sometimes also referred to as
a transitional zone) is where all mainstream office
activities and collaborative activities can take place. It
should not be a noisy area, but there will be a certain
‘buzz’ as people may be chatting, working together
or making phone calls. Workspaces tend to be largely
open. Small meeting rooms and phone booths in
between the workspaces help to reduce noise levels.

Quiet zone
The quiet zone is the area where people should be
able to work in peace and quiet. Its purpose is to
facilitate individual, concentrated work. It may offer
enclosed focus rooms and/or open and semi-open
workstations. Users are expected to keep their voices

60
 ACTIVITY-BASED WORKING /PART 4: DESIGN

down and to take their phone calls outside the quiet

zone, a bit like in the reading room of a library. To keep
the area quiet, there should be no functions that
generate traffic (e.g. no large meeting rooms) and it
should be located away from or shielded from main
circulation routes

SPATIAL ZONING
Closely related to the other two zoning principles is
the matter of the spatial subdivision of work areas.
There are essentially two models: segmented and
unsegmented.

Segmented work areas

In this model, open workspaces are subdivided into
smaller ‘pockets’ of typically 4 to 16 workstations.
CONCENTRATED
These pockets are createdFACILITIES
by placing enclosed
spaces such as focus rooms and meeting rooms in
between. The prime purpose of this model is to avoid
the atmosphere of an open-plan office. The pockets
provide a sense of privacy and they can easily be used
as team zones. The disadvantage
LARGE WORK AREAof this model is that
it provides less visual overview, making it more difficult
to see where one’s colleagues are or to locate an
empty workspace.

Segmented
Work areas as small ‘pockets’, dispersed
facilities.

DISPERSED
FACILITIES Ceylonvej 6

WORK ‘BAYS’

Unsegmented work areas

In this model work areas are largely open, featuring
as many as 20 to 50 workstations, with quiet rooms
and meeting rooms located at the sides. It is a model
that provides a lot of visual overview making it easy
to find colleagues and empty workstations. The
disadvantage is that the work areas have the feel of
an open-plan office. It can also be argued that large
unsegmented work areas will be noisier than smaller,
segmented ones, but they do have the advantage

61
 ACTIVITY-BASED WORKING /PART 4: DESIGN

of creating a steady level of background noise that

masks individual conversations (the ‘cocktail party
effect’).

Unsegmented
CONCENTRATED Large undivided work areas, concentrated
FACILITIES facilities.

LARGE WORK AREA

SECURITY ZONING
The idea that employees should be able to use
the entire office as their workplace may need to
be restricted for security reasons. There may, for
example,
DISPERSEDbe teams who are working on confidential
projects that should not be accessible or visible to
FACILITIES Ceylonvej 6

others. In such cases it will be necessary to apply

some degree of security zoning in the office, making
a distinction betweenWORK
areas‘BAYS’
that are only accessible
to specific teams or persons, areas that are accessible
to all employees, and semi-public areas where visitors
are also allowed. Ideally the different zones should be
‘embedded’ in one another, thereby increasing the
level of security with each new zone.

Typically, office buildings feature five

different security zones.
SEMI- HIGH-
Entrance PUBLIC PUBLIC
OPERATIONS SECURITY SECURITY (1) Public zone: accessible to the general
ZONE ZONE ZONE
ZONE ZONE public (e.g. entrance and lobby)
(2) Semi-public zone: accessible to visitors
with temporary access cards (e.g.
conference area)
Security control (3) Operation zone: accessible to all
employees (e.g. general work areas)
(4) Security zone: accessible to specific
employees (e.g. teams working on
confidential projects)
(5) High-security zone: same as above, but
with stricter identity verification (e.g. crisis
room).

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 ACTIVITY-BASED WORKING /PART 4: DESIGN

SPACE TYPES

As the adjective ‘activity based’ points out, an ABW GETTING THE MIX RIGHT
To determine what kind of spaces
office should provide work settings that match the are needed, and in what quantities,
match the kind of activities people perform—project it necessary to make an analysis of
rooms for project work, quiet rooms for quiet work, people’s activities at the office. Relevant
dimensions are:
phone booths for phone calls and so on. The following
pages present an overview of possible space types, Task complexity The extent to which
activities are cognitively
making a distinction between: demanding (relates to
the need for visual and
• Workspaces: spaces for desk-bound/computer- auditory privacy)

related activities; Interaction The extent to which

• Collaboration spaces: spaces for meetings and tasks involve face-
to-face interaction
other types of interaction; and collaboration
• Support spaces: spaces for practical activities like (relates to the need for
printing and getting coffee. collaboration spaces)
Task autonomy The degree to which
tasks can be performed
Please note that the sizes and ratios mentioned are
67
independently (relates to
only very general guidelines. The exact need for space the need for access to/
will differ from organisation to organisation, or even proximity of one’s team
or supervisor)
from department to department. For example, a R&D
Task variation The degree to which
department will need a different mix of spaces than people’s tasks differ
an IT department. So, to determine what is needed, it over the course of a day
is important to analyse what people do at the office. (relates to the variation of
work settings that must
What are the characteristics and nature of their tasks? be provided)
How many people are involved? Do activities involve Mobility The degree to which
the use of particular equipment? How are activities employees are mobile,
interrelated? These kinds of questions can be inside and outside the
office (relates to the need
answered by conducting surveys, doing observation for ‘touch down’ spaces)
studies and by simply talking to people (see page 36-
Equipment/ The kind of ‘stuff’ people
43 for an overview of possible techniques). artefacts use in their work, such as
video screens or white
boards (relates to the
provision of these items)
Atmosphere The degree to which
activities are formal or
informal (relates to the
kind of ‘look and feel’ that
is needed in a space)

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 ACTIVITY-BASED WORKING /PART 4: DESIGN

WORKSPACES
Workspaces are defined here as those spaces that
are specifically designed for desk-related activities
such as reading, researching, writing, phoning.
The main differentiator between the different kinds
of workspaces is the degree of enclosure.

Open workstation Semi-open workstation Focus room

Workstation placed in Workstation with semi-high Fully enclosed, sound-
an open area, typically in enclosure (a modern version insulated room that allows
groups of 4, 6 or 8 units. of the classic cubicle), people to escape the buzz
Suitable for collaborative providing a sense of visual of the open work area.
work and general office and acoustic privacy in the Suitable for activities that
tasks that require a medium absence of floor-to-ceiling require concentration and/
level of concentration. This partitions. Suitable for or privacy. Ideally, the room
type will usually make up the activities which demand should be designed in such
majority of work settings. medium concentration and a way that it can also be
Make sure that they are all of medium interaction. used for small meetings and
equal (good) quality so there phone/video calls.
is no inclination to compete
for a particular workstation.

Size: 4 to 6 sqm Size: 4 to 6 sqm Size: 4 to 8 sqm

Ratio: 4 to 6 per 10 employees Ratio: 1 to 2 per 20 employees Ratio: 1 to 2 per 20 employees
Position: Away from busy circulation Position: Close to open Position: Close to open
areas and social functions workstations workstations

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 ACTIVITY-BASED WORKING /PART 4: DESIGN

Study Phone booth Project room

Enclosed room with Enclosed or semi-enclosed Enclosed room with several
multiple workstations, area where people can go workstations, combined
intended for ‘heads-down’ when they have to make or with collaborative features
work in a group setting. A take a phone call or video such as meeting tables and
getaway from the chat and call that requires a degree of whiteboards. Suitable for
interruptions of open work focus and privacy. Can be project work or teamwork
areas. Similar to a library used as a way of removing that is confidential and/
reading room (phone-free, noisy activities from open or demands frequent
muted conversations only). work areas. consultation.

Size: Dependent on # of Size: 2 to 4 sqm Size: Dependent on # of

workstations workstations
Ratio: 1 per 20 to 30 employees
Ratio: 1 per 50 or 100 employees Ratio: Dependent on degree of
Position: Close to open
project work
Position: Close to open workstations
workstations or centralized Position: Close to open
workstations or
deliberately away from
them

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 ACTIVITY-BASED WORKING /PART 4: DESIGN

COLLABORATION SPACES
As the name implies, collaboration spaces
are spaces that are explicitly designed for
collaboration, such as formal meetings, informal
chats, brainstorming sessions, one-on-one
conversations, ‘stand-ups’ and other kinds of
interactions.

Booth Huddle Stand-up space

Semi-enclosed space An open meeting space with Open or semi-enclosed
for small meetings, an informal, comfortable space for ‘stand-ups’ (a
collaboration and individual feel. It can function as a specific kind of meeting
work. Typically has high- congregating point for associated with scrum/
backed seating, as in a teams or departments. agile working). Suitable for
classic diner booth, that Suitable for informal informal discussions and
provides a sense of visual discussions, relaxation or meetings that do not require
privacy while still being part work, should people so wish. seating. Typically features a
of the open space around it. large video screen and/or a
In some cases, booths are writeable ‘scrum board’.
ceilinged.

Size: 5 to 8 sqm Size: 20 to 32 sqm Size: Dependent on team size

Ratio: 1 to 2 per 50 workstations Ratio: 1 per 100 workstations, or 1 Ratio: Dependent on number of
per floor scrum/agile teams
Position: Close to work and meeting
areas. Can be part of Position: Close to kitchenette or Position: Close to/inside the work
kitchenette/restaurant. other shared facilities that areas of the people
attract people. making use of this space

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Small meeting room Medium meeting room Large meeting room

An enclosed meeting Conference room for Conference room for
room for two to four planned group meetings planned group meetings
persons. Suitable for small with larger groups (8- with larger groups (≥ 14
meetings and confidential 12 persons). Should persons), typically providing
discussions. Typically provide wall space for some formality and privacy.
available on a first-come- writing, brainstorming or Should provide wall space
first-served basis. Can presentations. It can be a for writing, brainstorming or
overlap/be combined good idea to create meeting presentations.
with focus rooms to create rooms with different
flexibility in use. ambiences for different
kinds of meetings.

Size: 6 to 10 sqm Size: 24-30 sqm Size: 48 sqm or more

Ratio: 1 per 10-20 workstations Ratio: 1 or 2 per 50 workstations, Ratio: Dependent on frequency
or 1 per floor/security zone of large meetings
Position: Close to open
workstations Position: Close to office floor Position: Centralized, usually
entrance and main grouped with other
circulation areas facilities in a conference
zone

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SUPPORT SPACES
Support spaces concern the practical facilities
that provide employees with water, food, storage,
stationery and other essentials. Because of their
practical purpose, support spaces tend to attract
people, so they can be used to influence social
interaction within an organization.

Kitchenette Locker space Storage (group/individual)

Facility that gives employees Area with lockers for the Space for the storage of
easy access to water, coffee storage of personal items. documents or other ‘stuff’.
and tea. Sometimes it is a full It is often decided to give Can be either individual
kitchen with refrigerator and everyone their own personal or group storage. The
microwave. Ideally designed locker, even though shared need for storage is very
as a place that encourages lockers are more efficient. much dependent on the
socialization as it is a nature of people’s work
destination where people processes and the degree of
run in to each other. digitalization.

Size: 6 to 15 sqm, depending on Size: 0.5 sqm per locker Size: 1 sqm per person
the available facilities (preferably less)
Ratio: 1 locker per person or
Ratio: 1 per 50 employees, or 1 shared lockers (e.g. for Ratio: 1 storage point per team/
per floor/security zone 60% of employees) group
Position: Close to work areas, but Position: Close to entrance of office Position: Close to workstations
beware of noise issues floor/building, or close to
(people chatting, coffee team zones/anchors
grinding)

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MENU

Print/copy space Lobby Restaurant

Enclosed space containing Entrance area with seating Facility where employees
a multifunctional machine for visitors and reception can go for lunch and in
for copying, scanning desk and/or reception some cases breakfast
and printing. May also screen. Provides visitors with and dinner as well. Can be
accommodate a shredder their first impression of the designed and serviced in
and office supplies. organization. Large lobbies such a way that the areas
can double as informal can be used as informal
meeting areas when meeting or workspace
combined with a coffee outside mealtimes.
facility.

Size: 5 sqm Size: site dependent Size 2.5 sqm per seat
Ratio: 1 per floor/security zone Ratio: 1 per building/office unit Ratio: 1 per building/office unit
Position: Close to main circulation, Position: Close to elevators, stairs Position: central, close to entrance
away from open work and meeting rooms
areas

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ACTIVITY-BASED WORKING

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 ACTIVITY-BASED WORKING /PART 5: SUCCESS FACTORS

PART 5:
SUCCESS
FACTORS
Throughout this guide there have been recommendations and tips for how to do
things. In this chapter, the key factors for success are summarized. Many of these
are obvious, almost clichés, but that does not diminish their importance. The
challenge lies in actually applying these success factors—and not just paying lip
service.

• Analysis
• Process
• Design

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ANALYSIS

Prior to implementing an ABW solution, it

is crucial to get an in-depth understanding
of what the concept entails and of what the
organisation’s needs are. In general, the following
is recommended:

Do your research
No organization should adopt activity-based working
on a whim. Decision-making should be based on
a careful study of the concept’s pros and cons
and an analysis of the organization’s needs. Data
on occupancy levels, satisfaction levels and work
patterns will aid informed decision-making.

Look at both quantitative and qualitative data

As indicated above, it will be useful to gather
quantitative workplace data, but do not forget the
‘softer’ qualitative data: people’s ideas, stories,
opinions and feelings about their work environment.
Understanding these subjective matters is essential to
creating a meaningful concept.

Find out what the science says

When considering implementing ABW, expect
to be challenged. There will be no shortage of
strong opinions about the concept, both positive
and negative. To keep discussions fact-based and
constructive, it will be useful to be know what the
latest scientific research has to say about the concept.

Find strategic meaning

As part of the analysis process, look at the
organization’s mission, strategy and policies
for ‘hooks’ that support the relevance of the
ABW concept—for example on matters such as
sustainability or employees’ work-life balance. A
strategic orientation will help to gain management
commitment.

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Learn from others Q&A

Many organizations have already implemented Nicola Gillen
the ABW concept and thus have a lot of practical EMEA Workplace Market
knowledge about how the concept should be Sector Lead, AECOM
designed and implemented. Visit such organizations,  
talk to the people working there, and take advantage Is ABW for everyone?
The world of work is changing for
of their experience. everyone. The drivers that impact
mobility, a key principle of ABW, are
Take a wide perspective impacting work everywhere. Having
the choice over where and how to work
When carrying out an analysis of the organization, is for everyone. Having a variety of
take a wide perspective. Look at the physical work spaces from which to work, inside and
environment, but also at working hours, work- outside the office is also for everyone.
Very few roles remain tied to specific
from-home policies, employee autonomy and tech solutions and these will continue to
management practices. Making ABW part of a bigger diminish.
story about flexibility and employee empowerment
Where do you start when any client is
will increase the chances of success. interested in ABW?
I ask them why? Any sustainable
Make the analysis part of change management workplace solution needs to be based
in genuine business need. There needs
Actively involving employees in the analysis to be a clear vision as to why this is
activities is an excellent way of starting the change happening and how it will benefit their
management process. It is an opportunity for business. ABW driven from purely
from financial metrics will be difficult
employees to look at their own work environment to sustain, people and technology
from a fresh and critical perspective and to create an enablement are key.
awareness of both its strengths and weaknesses.
What kind data do you need as input
for the design/development of the
concept?
A balance of data points is key; opinion
based to engage people in the process,
observation based, to challenge
preconceived perceptions of space use
and behaviour based to appropriately
reflect culture.

What do you consider as the most

important success factors for an ABW
project?
• Led from the top;
• Clear vision—understand why we are
doing this;
• Routed in holistic business need—not
just cost ;
• Data driven;
• Built upon change management—your
people will always matter most.

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PROCESS

The implementation of ABW can be a challenge.

One may have to deal with conflicting stakeholder
interests, anxieties about change and office
politics. There is a risk that projects get stranded
due to insufficient support from management or a
hastily considered process. See below for general
recommendations for how to avoid this.

Expect resistance
No matter how bad the status quo, there will always
be resistance to changing it. This is because change
costs energy and because people fear the unknown.
Resistance cannot be ‘massaged’ away entirely, but
it can be mitigated by informing people, listening to
them and by winning them over and reassuring them.

Take your time

Decision makers have a tendency to underestimate
the time it takes for an organization to change its way
of working. Change takes time, especially when there
is a big gap between the ‘as is’ and ‘to be’ situations.
As a rule of thumb, the formal change process should
start a year before the planned move into the new
environment and continue for a year after it.

Set up a change management team

Change management is different from project
management. Make it a dedicated function or team
and select the right people for it: people with skills in
communication rather than engineering. In addition,
provide them with sufficient resources in terms
people, time, money and external support.

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Take a multidisciplinary approach Q&A

Because of the multifaceted nature of workplace Størdal Kjersti Bjørkeng
change, the project should integrate the expertise Market area manager at
from the organization’s HR, IT, FM, CRE and Gottlieb Paludan Architects
communication departments. All these disciplines  
should be represented in both the project’s steering ABW tends to trigger a fair amount of
employee resistance. Is that resistance
committee and the project team. justified?
To some degree. People who haven’t
Involve leadership at all stages worked in an ABW office before, often
fear that it won’t work. It is a bit like
As with any organizational change, leadership is being pregnant and hearing all those
essential. Top management should not just take the horror stories about what can go wrong,
main decisions concerning ABW, but also be willing while most births actually work out fine.
Similarly, most ABW offices are great
to play their part. This means advocating the concept, places for work. No need for horror
demonstrating ownership and leading by example. stories. 
 
Is there a magic solution for dealing with
Involve employees, within clear boundaries resistance?
Involving employees will help to create better First, make management the
solutions and generate a sense of ownership. The frontrunners in using the new solutions.
Second, make sure that you have the
potential risk, however, is that employees will use the technology and the organizational
process as a means to prevent change or that they will incentives needed to support the work
expostulate beyond their own area of expertise. It is process that you are trying to foster. And
third, if possible, try out the concept
therefore crucial to be clear about the topics on which in a pilot project so you can get user
employees’ input is sought. feedback.

How can organizations sustain changed

Really listen to users behaviour?
Involving employees (as mentioned above) only By talking. Even after move-in, people
makes sense when their input is taken seriously. must continue to talk about how they
want their office to work for them. With
If people are asked for input but not listened their manager, their colleagues, their
to, the whole idea of user involvement can be facility manager. About how everyday
counterproductive. So, listen to employees, discuss practice can be enhanced? It is about
continuous improvement. So, keep on
their ideas, provide them with feedback and address talking.
their concerns.  
You are working in an ABW yourself.
What is your favourite work spot?
Communicate, communicate, communicate Surprisingly, it is the ‘silent room’. It is
The entire organization should know what ABW is, how my favourite not because I use it often,
it works, and why it is being implemented. Be aware but because the option is always there.
For me and my colleagues, this enables
that employees will be primarily interested in how vibrancy in the rest of the office set-up,
ABW affects their daily work life. Do not be tempted to as we know that anyone who wants
sugar-coat the potential downsides. Being open and silence and individual focus has an
attractive place to go to.
emphatic will go a long way in creating acceptance.

Allow scope for criticism

Not everybody will be enthusiastic about the concept.
People will have concerns, or they may question the
motivations behind the concept (‘it’s all about cost-
cutting’). Take such feelings seriously and address
them by means of dialogue and by providing detailed
information about the concept.

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Pay extra attention to middle management

Middle managers have a tough job when
implementing of ABW. They must adjust their own
way of working, while at the same time helping
their teams through the change process. So they
merit extra attention. Help them to grow into their
change management role by organizing a training
programme early in the process and providing them
with toolkits (e.g. a quick guide to ABW).

Institute a ‘freeze period’ after move-in

After moving into the new environment, it can be
useful to have a ‘hundred-day freeze’ period. The
idea is that there should be no major changes to
the concept immediately after moving in. Practical
issues obviously have to be resolved, but otherwise
people should take time to get used to the new way of
working.

Be brave
To a certain extent, changes must be pushed ahead.
Giving in to everybody’s wishes and trying to please all
stakeholders, will result in watered-down compromise
solutions that do not work. It is important to know
that when a (well-designed) office concept is finally
realized and people are working in it, resistance tends
to be replaced by acceptance.

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DESIGN

Workplace design does not have a deterministic Q&A

influence on the way people work or feel, but it can Primo Orpilla
promote and facilitate new ways of working and Principal, Studio O+A
it can have a big impact on people’s feelings and
attitude towards the ABW concept. Mies van Rohe said ‘God is in the details’.
Does that also apply to workplace
design?
Provide choice Design intent is more effective when
The essence of ABW is that it provides choice. An done well. So yes, it is in the detail.
Have a good concept, execute it
ABW office should thus not be open plan with a well, and people’s experience will be
couple of focus rooms that are always occupied. The more compelling. You don’t want this
office should offer a real diversity of spaces—in terms experience to be influenced negatively
by arbitrary design features or poor
of privacy, size and ambience—that matches the detailing.
diversity of preferences and activities of its users.                                                                
ABW offices feature a lot of social
spaces. How do you design a successful
Don’t compromise on quality social space?
Providing fewer workplaces should be offset by Social spaces should be carefully
providing better workplaces. Better means better considered in their placement in
relation to the flow of people. The
design in terms of ergonomics, indoor climate, number of these spaces is important
aesthetics and functionality. The ABW concept is as well, as you want to maintain a
already efficient in terms of space usage, so there degree of specialness. And then there
are practicalities such as devices for
should be no need to go for the cheapest design charging and whiteboards to make sure
solutions. that spaces are useful.

Noise and a lack of privacy are

Focus on focus work frequently heard complaints. How do
The main complaint in modern offices is that people you deal with that?
cannot focus due to interruptions and distractions. It is This issue seems to vary between
companies and generations. Younger
therefore important to create ample work areas where workers have a different sense of what
people can work in peace and quiet: small focus is appropriate than older workers, also
rooms, library-like study areas and ‘hideouts’ scattered in terms of ‘visual noise’ (movement
in one’s peripheral vision). Workplace
throughout the building where people can have a design can help here, providing different
quiet moment. places for individuals with different work
habits, so that everybody can find a
suitable workspace.

Do desks still matter in contemporary

office design?
Yes, but we should probably redefine
the desk. Work can be done in many
postures or places in the office. So the
desk can take many different forms.. It
can be a place for sitting or for standing;
a classic workstation, but also a coffee
table or a tablet arm on a lounge chair.

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Create excellent acoustics

Related to the above, is the recommendation to
create excellent acoustics in the office. Acoustics
are easily overlooked in the design process
because it is something that cannot be seen. The
recommendation is to formulate explicit acoustic
requirements (i.e. for speech privacy, reverb times,
sound insulation) and to test whether design
proposals actually meet these requirements.

Create a human scale

Give large office floors a human scale by breaking
them down into smaller parts. Some degree of
openness and overview is needed to be able to spot
colleagues and available seating, but the office should
not present as a sea of desks. Consider creating
clusters of 10 to 16 workstations, with focus rooms and
meeting areas acting as buffers between different
clusters.

Make people feel at home

ABW offices sometimes feel like furniture showrooms
with clean desks and designer furniture. To make ABW
offices less sterile and more welcoming, consider the
use of soft fabrics and rugs, a diversity of furniture
solutions, plants, and cabinets or wall space where
teams can place photos and other paraphernalia.

Provide IT perfection
The whole ABW concept is built on the idea that
technology makes people ‘footloose’. So make
sure that it does. Invest in lightweight but powerful
laptops, plentiful power sockets, seamless networks,
workstations with double screens, standardized
docking stations, intuitive collaboration tools and an
excellent helpdesk.

Avoid design gimmicks

ABW office interiors often incorporate playful design
features intended to convey the notion that the new
office is more casual and ‘cooler’ than the old one.
There is a certain relevance in that, but don’t overdo it.
Design gimmicks such as slides and beanbags quickly
lose their gloss and become unused obstructions.

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PART 6:
EXAMPLES
To demonstrate how ABW can work in practice, this part of the publication
describes several real-life projects. Each project description is based on
interviews with people who have been responsible for the implementation
process and, in most cases, with some of the users.
In line with the target group of this publication, all examples concern public
organizations. The cases differ, however, in terms of size, location and type
of organization—ranging from a ministerial building in the historical centre of
Oslo to new council offices in a small town in Scotland. Given their diversity, it is
notable how similar their experiences with ABW have been. In all cases, change
management was critical for ABW success, as was the need to engage with users
and to address their practical concerns.

• Ministry of Finance British Colombia (Vancouver, Canada)

• West Dunbartonshire Council (Dumbarton, Scotland)
• Ministry of Economic Affairs and Employment (Helsinki, Finland)
• State Treasury and Patent office (Helsinki, Finland)
• Public Services and Procurement Canada (Montreal, Canada)
• Danish Building and Property Agency (Copenhagen, Denmark)
• Government office De Knoop (Utrecht, the Netherlands)
• Ofgem (London, United Kingdom)

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ACTIVITY-BASED WORKING /PART 6: EXAMPLES

The office’s break area is big and flexible

enough to accommodate all the staff for the
monthly staff meetings. (photo: James Alfred)

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 ACTIVITY-BASED WORKING /PART 6: EXAMPLES

MINISTRY OF FINANCE,
TAX AUDITING
DEPARTMENT
(VANCOUVER, CANADA)
For the Government of British Columbia, the Ministry USER MINISTRY OF
FINANCE, TAX
of Finance Tax Auditing Department was an obvious AUDITING
candidate for the implementation of a flexible DEPARTMENT
workplace concept. In their existing office, all the Property agency Government of BC, Real
department’s employees had a personal workstation Property Division

even though many of them spent the better part of Design Government of BC, Real
Property Division
their working hours outside of the office—conducting
Completion 2016
tax audits, attending meetings and, in some cases,
Total floor area 1013 sqm (usable area)
working from home. So when the department had
Total # of employees 128
to move to a new building, a decision was made to
Total # of workstations 83
lease fewer square metres in favour of better space
Sharing ratio 0,65 workstation/
utilization and an improved workplace. employee
Area/employee 7,9 sqm (usable area)
The new office was designed according the
Area/workstation 12.2 sqm (usable area)
government’s ‘Leading Workplace Strategies’
initiative (LWS), which aims to replace the traditional
‘one worker, one desk’ approach with more flexible
solutions. The strategy is the brainchild of the
government’s Workplace Strategies and Planning
team, which is headed by Robert Macdonald. Robert
explains the rationale behind the strategy: “We wanted
to respond to the changes around us. Changes
in demographics, changes in citizens’ needs and
the rapid advancement in technology. There is a
greater demand for flexibility, mobility and choice for
employees, and the office environment should reflect A work lounge with soft seating and a bar
table. The latter has proved particularly
that.” popular. (photo: James Alfred)

At 900 Howe Street, the LWS principles translated

into a 1000 sqm office floor—significantly smaller
than the 1300 sqm at their previous location. All the
open workstations are located along the building’s
facade, allowing everyone to have access to natural
light and outside views. In the inner areas of the floor,

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there are meeting rooms, quiet rooms, privacy rooms

and enclosed offices. There is also a spacious break
area that serves as the floor’s social meeting point and
gives access to adjacent meeting rooms.

In total, the floor provides 83 workstations for 128

employees. However, not all workstations are shared.
Of the total workstations, 31 are ‘resident workplaces’
that are assigned to employees who spend the
majority of their time at the office or, in some cases, Lounge area near the floor’s entrance and
employees who require special equipment or have close to the lockers. (photo: James Alfred)

special needs. This makes this project an interesting

contrast to other the projects in this guide, which do
not provide any assigned seating.
Q&A
The provision of resident workstations is a deliberate Various employees
choice, says Robert. “Arguably, we may be less radical,
or more cautious, than other organizations. But when What do you like best about this new way
of working?
we started the LWS initiative, it was decided that we We love the open collaboration hubs as it
would take an incremental approach. We persuade has introduced a new form of support for
our clients by sharing the many benefits, but do not collaboration, meetings and stand-ups.
We are also pleased that we now have a
force the concept upon them.” A more top-down space where we can host our monthly
approach would probably have resulted in a higher full staff meeting.
uptake of the concept, but Robert notes that there
What aspect could be improved?
are advantages to this approach. “We go for evolution Nothing really. But, if given the choice,
rather than revolution. It increases the chances of some of us still have a desire to have
employee buy-in and success. If there is a lot of more private offices and more larger
boardrooms. The leadership manages
resistance, or a lack of management commitment, the space in the spirit it was designed
projects can fail and then the whole initiative gets a for, but if new management were to
bad name.” come in there is a fear this could alter the
current, flexible culture.

The incremental approach has nevertheless kept How often do you change places in the
Robert and his team busy. The LWS concept has office?
On a daily basis. Some of us enjoy going
been implemented in 30 projects, and another 30 to the same spots, but not a rigid way—
projects are currently under way. “Our ideas are moving elsewhere if those spots are
gaining momentum,” says Robert. “The more people taken. Overall, however, we like having
various options for space to work in and
that work this way, the easier it becomes to convince utilize the different collaboration, quiet
others.” When asked about their main challenges, rooms and privacy rooms frequently
Robert explains: “You have probably heard this before, throughout a day.

but some managers believe that they are entitled to What is your favourite workspace within
an enclosed office and so it becomes difficult for us the office?
when we start reducing the number of dedicated The network bars! The bar height
tables are some of the most sought-
offices to create an alternative of shared enclosed after spaces. There is also a special
spaces.” appreciation for quiet rooms and privacy
rooms where heads-down work and
meetings can occur more frequently.
The 900 Howe Street project features four enclosed The most loved space, however, is the
offices, but they are small and located close to the open area soft seating space that has
building’s core. Russell Treloar and Andrew Lisson, views to broader Vancouver—it feels like
a private lounge.

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 ACTIVITY-BASED WORKING /PART 6: EXAMPLES

colleagues of Robert Macdonald, explain that in the

earlier office, around 20% per cent of workstations
were enclosed offices and the rest were cubicles.
“It was a typical government office. A set-up that no
longer matches people’s activities. People do not
need only large meeting rooms and cubicles, but
places where they can take Skype calls, have informal
chats, collaborate in small groups or do solo work
when needed.”
The floor’s largest meeting room, which can
The Leading Workplace Strategies programme aims be opened up towards the break area via two
large sliding doors. (photo: James Alfred)
to offer all of these elements, and Robert is confident
that more and more projects will look like this one.
“By providing a diversity of spaces, we are nudging
people into more mobile workstyles. Furthermore,
we see that remote working and flexible work hours
are not only becoming more common but sought
after. The necessary tools, such as smart phones and
laptops, are mainstream these days. All this makes
flexible working an obvious choice.”

A classic office floor plan with a central core. All the open workstations
are located around the floor’s perimeter while support spaces, such
as small meeting rooms, enclosed offices and storage are located
towards the building’s core.

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ACTIVITY-BASED WORKING /PART 6: EXAMPLES

The building’s three floors are wrapped

around an atrium which forms the heart of
the building. The atrium provides breakout
space, gathering space, touchdown stations
and informal workspaces. (photo: Jim Stephenson)

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 ACTIVITY-BASED WORKING /PART 6: EXAMPLES

WEST DUNBARTONSHIRE
COUNCIL
(DUMBARTON, SCOTLAND)

The new West Dunbartonshire council office stands USER WEST

DUNBARTONSHIRE
in the heart of the Scottish town of Dumbarton, on COUNCIL
Church Street. Approaching the building, the first Adviser Scottish Futures Trust
thing you see is a beautifully restored Gothic facade,
Design Keppie
which suggests that the council has moved into
Completion 2018
a historical building. However, only the facade is
Total floor area 4216 sqm
historical. Behind it lies a completely new building (net internal area)
with three storeys of office space that meet all the Total # of employees 755 (or 630 as FTE or
latest standards and feature a highly contemporary Full time Equivalent)
workplace concept. Total # of workstations 366
Sharing ratio 0.48 workstations
per employee or 0.58
The council decided to build this new office because workstations per FTE
its old building—a typical 1960s concrete office Area/employee 5.58sqm per
block, located on the outskirts of the town—was employee/6.69sqm per
dated, shabby and too large for their requirements. FTE

Another major driver for the project was the possibility Area/workstation 11,5 sqm (net internal
area)
of moving to the town’s centre. Like many other
towns, Dumbarton is suffering from a decline in high
street retail. Relocating the council’s Dumbarton
office to the town centre was seen as a way of both
supporting economic development and maximizing
the benefits of the initiative. The relocation brings
over 700 employees, plus visitors, to the town centre,
which means a lot of new life and activity. In line with
this idea, the new council office deliberately lacks a
canteen. The aim was to motivate employees to go
out to buy their lunch from local shops and cafes,
thereby supporting the local economy, and this
seems to be working. Dumbarton now features three The council’s protocol states that “vacant
new cafes and a new supermarket has applied for desks and spaces can be used by anyone
and are not exclusive to the assigned team.
planning permission for an adjacent site. Visiting staff and colleagues should always be
made to feel welcome.” (photo: Jim Stephenson)

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EMPLOYEE PROFILES
The business case for the project was helped by the To calculate the required number of workstations
fact that the council decided to implement an activity- per team, a distinction was made between three
employee profiles.
based workplace concept. This reduced the need
for space by more than half as the concept provides Profile Description

only 5 to 6 workstations for every 10 employees.

Fixed Worker Primarily works at a
This sharing ratio is based on the council’s previous single base or location
experiences with ABW and the fact that many of the 80-100% of the time.

council’s employees are mobile—‘out and about’, Flexible worker Able to work at different/
multiple locations and
engaging with the local community, or attending out of the office approx.
meetings at the council’s other offices. This makes the 50%. Occasionally works
at home 1-2 days per
sharing of workstations easier. Working from home week or directly home to
is another factor, but it was not an explicit motivation external appointments.

for the project. The council prefers to emphasize the Mobile worker Able to work at home
or travel directly from
notion of working in a workspace that suits the task at home to other locations
hand, which could be anywhere: their own activity- and client visits out in
the field. Out of the offi-
based workspace, at home, in another council office, ce 60-80% of the time.
at the library, in a cafe or some other place that suits
their needs.

A formal evaluation of the project is not yet available,

but anecdotal evidence suggests that the new
workplace concept is a success. This is not surprising
as the West Dunbartonshire Council has been
developing its smarter working concept (known as
‘Workplace of the Future’) for some time. Back in
2012 the council undertook a pathfinder project on
the top floor of their previous building in Dumbarton
to explore the potential of activity-based working.
Since then, the council has refined the concept and The building provides employees with a range
of work settings, including breakout acoustic
its delivery via six other projects. So many employees sofas, touchdown stations and access to
quiet rooms. (photo: Jim Stephenson)

Q&A
Louise Hastings
Human Resource Business Partner
What do you like best about this new way of How often do you change places in the office?
working? We have team zones, so I tend to change desk a
I like that it’s open and encourages people to talk— couple of times a week. We have daily 10-minute
we can see each other and go over and chat rather meetings at 10am every day so the breakout spaces
than sending an email and this is helping us build work well for that and I also use the atrium and quiet
better relationships. I like the openness and natural rooms regularly.
light of the building. We have a place to go for lunch
now and we eat together as a team which has really What is your favourite workspace within the office?
helped with team dynamics. The desks mostly have screens but there are some
banks of desks that are more like tables with display
What aspect could be improved? screens, but no barriers. They are my favourite as
There isn’t much that could be improved. The quiet they provide a big open space, it’s easy to talk to
booths can be busy so a few more would be useful, colleagues and different people tend to sit here.
particularly for my role, but I find ways to work
around it.

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had already experienced this new way of working

before moving to the new Dumbarton office. Another
positive factor was the council’s extensive change
management programme (called Focus, Engage
and Deliver), which informed employees about the
proposed changes via events, workshops, FAQs, issue
logs, newsletters, and information boards and gave
employees plenty of opportunities to provide input
and influence their workplace design.

The role of the council’s chief executive, Joyce White, Meeting rooms with large monitors and
audio equipment for presentations and video
was crucial for the success of the change process conferencing. The acoustic tiles on the wall
as well. She was very supportive of the concept and help to create pleasant acoustics.
works within the open-plan workspace, just like the (photo: Jim Stephenson)

rest of the organization. In one of the case study

videos for the project, she states, “I don’t need to sit
behind a big desk in a room with the door closed,”
clearly implying that others don’t need that either.

The building features a simple floor plan with large areas for
workstations. Meeting rooms and informal seating are clustered in the
narrow part of the floor. The civic space, where the council meetings
are held, is located at the front of the building.
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ACTIVITY-BASED WORKING /PART 6: EXAMPLES

Each part of the building features a small

kitchenette which is designed for breaks
and informal meetings. The space is located
right next to the lockers where employees
pick up their personal items when they enter
the office. (photo: Jaakko Lukumaa)

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MINISTRY OF ECONOMIC
AFFAIRS AND
EMPLOYMENT
(HELSINKI, FINLAND)
The Finnish Ministry of Economic Affairs and USER MINISTRY OF
ECONOMIC AFFAIRS
Employment has gone from occupying four buildings AND EMPLOYMENT
in 2008, to two buildings in 2015, to just one building Property Agency Senate Properties
today. Kari Klemm, the ministry’s head of general
Design Laatio Architects
administration, explains how this happened: “In 2008,
Completion 2018
we were spread over multiple buildings because we
Total floor area 5396 sqm (lettable
had merged with other government departments. area)
Over the years, however, our headcount was reduced, Total # of employees 391
so we needed less space. And then activity-based Total # of workstations 329
working came along, which further reduced the need Sharing ratio 0.84 workstation/
for space.” Ultimately the entire ministry was able to fit employee
into one building. Kari: “For which we are grateful as it Area/employee 13.8 sqm (lettable area)
makes collaboration easier and allows for synergies.” Area/workstation 16.4 sqm (lettable area)

The ministry is housed in a neoclassical Empire-

style building in Helsinki’s inner city, close to all the
other ministries and only a few steps away from the
Government Palace. Before the ministry could move
in, the building had to undergo a major renovation
under the watchful eye of the Finnish Heritage
Agency. Major investments were made in the
building’s technical services to create a comfortable
indoor climate. Security was another aspect that
required a major upgrade. For the rest, the historical
building lent itself surprisingly well to activity-based Open work area. The filing cabinets have
working. The building’s structure, with narrow floors been kept low to maintain sightlines. The
number of cabinets was drastically reduced
and a lot of load-bearing walls, did not allow for large before move-in. (photo: Jaakko Lukumaa)
open spaces, but that was fine with the ministry
because that was exactly what they wanted to avoid.
The building’s large rooms could be turned into work
areas with 4 to 16 workstations. Smaller rooms could
be used as quiet rooms, meeting spaces and support
spaces such as copy rooms. The building’s finest
rooms, with painted ceilings and stucco ornaments,

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were fitted out as conference rooms and a cafeteria

so they could be enjoyed by all.

Unlike many other ABW projects, the building does not

feature specific team zones or team neighbourhoods.
Kari: “Everyone can sit everywhere, which makes
sense because our idea was to increase collaboration
and to break down the barriers between different
teams. In practice, however, teams tend to flock
together in the same part of the building, usually close Just outside the formal meeting rooms there
to where their lockers are. But we haven’t formalized is soft seating where employees can have
their pre- and post-meeting chats.
that in the floor plan.” (photo: Jaakko Lukumaa)

Adapting to the ABW concept went fairly smoothly as

many employees had already experienced activity-
based working in their previous office building. Even
so, Kari notes: “The implementation process required
a lot of talking. We have many lawyers working in
the ministry—I am one myself—and we like peace
and quiet. So there were concerns about that. The
good thing was that there were lots of opportunities
to discuss those concerns.” Part of this dialogue
was conducted by special ‘move mentors’ from
the ministry’s HR unit who were attached to each The building’s finest historical rooms have
department. These mentors helped to prepare the been transformed into meeting rooms that
are available to all. (photo: Jaakko Lukumaa)
departments for the move, and they talked with
employees about how the concept would work in
practice. Q&A
Vivi Markkanen
What surprised Kari was that people’s concerns Assistant at the Ministry’s
related to practicalities rather than the overall concept. Human Resources and
“We spent a lot of time talking about mundane things Administration Unit.
such as the number of toilets, the quality of the coffee
machines and the possibilities for storing winter What do you like best about this new way
of working?
clothing.” Smiling, he adds, “Sometimes, I really had to It is easy, practical, and modern. I have
remind people that the bigger goal was collaboration all I need.
and that we needed to talk about that as well.”
What aspect could be improved?
I wouldn’t change anything because
The other ministries of the Finnish state are likely to personally I am satisfied.
take a keen interest in the project, as they will also have
How often do you change places in the
to adopt the concept at some point. The responsibility office?
for this lies with Senate Properties, the government’s About twice a week, I try to stay near my
real estate organization, and their internal client, the colleagues.

Prime Minister’s office. Pertti Siekkinen from Senate What is your favourite workspace within
Properties says: “The trigger for activity-based the office?
working comes from the Ministry of Finance’s 2015 The cafeteria. It is a very beautiful place
with chandeliers.
decision to reduce the government’s real estate
expenses by around 20%.” He stresses, however, that

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the concept is not just about costs, but also about

modernizing government. Heikki Hovi, Ministerial
Adviser and Head of Unit at the Prime Minister’s
office, has the same message. “It is about improving
collaboration between different parts of government,
about the digitalization of work processes, and
about creating attractive workplaces for today’s and
tomorrow’s civil servants.”

Heikki acknowledges that it will be a challenging Informal seating and moveable whiteboards
process. “Some people have been working in the in the work areas are intended to facilitate
collaboration. (photo: Jaakko Lukumaa)
same way, on the same spot, with the same view, in
the same chair for twenty years. Hesitancy is thus
understandable. So we must talk to people, listen to
their concerns, and deal with those concerns”. He
warns, however, that all that talking and listening
should not result in compromise solutions.
“Employees can provide meaningful input on many
things, but the overall concept should remain
intact.” His advice to other organizations wanting
to implement activity-based working: “Choose the
boldest option. Be brave!”

The staff cafeteria is housed in the building’s

most magnificent room. (photo: Jaakko Lukumaa)

The old building’s structure, with its thick walls and narrow floors, lent
itself surprisingly well to the ABW concept, allowing the creation of
small work areas with 4 to 16 workstations.

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Workstations are designed to provide

comfort for everybody. This means
adjustable chairs, sit-stand desks, two
computer monitors and felt screens that
provide a degree of visual and acoustic
privacy. (photo: Anna Autio)

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STATE TREASURY
AND THE PATENT AND
REGISTRATION OFFICE
(HELSINKI, FINLAND)
Ideas about workplace design change over time USER STATE TREASURY AND
PATENT OFFICE
and Mikko Kangaspunta has witnessed several of
these changes. Mikko is financial director at the Property agency Senate Properties

State Treasury and he and his organization are Design KVA Architects

accommodated in a 1980s office block on the edge Completion 2018

of Helsinki’s city centre. “When I started working here, Total floor area 10,813 sqm
(lettable area)
in the 1990s, it was a typical government office in
Total # of employees 725
which most people had private offices. After a couple
Total # of workstations 508
of years, however, it was decided to remove all walls
Sharing ratio 0.7 workstation/
and to create open offices. The aim was to improve employee
communications, but employees were not too happy Area/employee 14.9 sqm (lettable area)
with it. People complained about noise and a lack of
Area/workstation 21.3 sqm (lettable area)
privacy. And now, we have activity-based working.
There are different kinds of workplaces and we are
free to choose where we work.”
According to Mikko this latest change is for the
better. “Coming from an open office, it is surely an
improvement. We still have open spaces, but they are
combined with rooms where we can take phone calls
and work in concentration.” Asked about the most
positive aspect of the new concept, Mikko points
to the improved interaction with colleagues. “It is
refreshing. You can sit next to different people every
day, instead of always the same ones.” The building’s canteen is shared by the two
tenants as are the conference centre and the
rooftop sauna. (photo: Anna Autio)
The decision to adopt activity-based working
coincided with a reduction in headcount, which
meant that the State Treasury needed only two of
the building’s five office floors. Another state tenant
was sought, which turned out to be the Finnish
Patent and Registration Office. This organization
had previously been located in the inner city, but
their lease was expiring, and they were looking for a
new location because the government’s real estate

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strategy stipulates that only ministries can be located

in Helsinki’s central ‘government campus’.

The two cohabiting state organizations share a

reception, a floor with conference rooms and a staff
restaurant. Typically Finnish, there is also a shared
rooftop sauna, although it is hardly ever used these
days. There are plans for more sharing, says Mikko.
“We are currently discussing whether we can co-
locate our IT units. Putting them together creates Places to ‘chill out’, designed for taking a
possibilities for knowledge sharing. It makes sense break or chatting with colleagues (photo: Anna
Autio).
because we are using the same infrastructure. But we
have different systems so there are a lot of things that
need to be sorted out.”

Like the State Treasury, the Patent and Registration

Office has adopted activity-based working. They
did so with some misgivings, however. In their old
office, all the staff had either a private room or a
shared room. They weren’t looking forward to saying
goodbye to that, fearing a noisy environment where
they would not be able to do their job well. But there
wasn’t really much choice as activity-based working
is standard policy within the Finnish government. The
concept must be applied to any new office project,
whether people like it or not. It turned out, however,
that the concept wasn’t as bad as people feared.
After a brief period of familiarization, the Patent and
Registration Office’s employees proved to be quite
happy with their new office. The areas with ‘no talking’
rules work well and there has been a lot of praise for
the acoustics. Another favourable factor was the
Patent Office’s decision to update its remote working
guidelines, which now allow staff to work remotely for
up to three days a week.

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All this is reflected in the satisfaction scores of

the regular staff surveys conducted within the
government. Scores have improved for both
organizations. Mikko says, “Our scores [at the State
Treasury] were already good, but since the renovation
they have even gotten a bit better.” He reflects that
activity-based working has become the ‘new normal’
for people. “People adjust. The concept isn’t as
shocking as people think beforehand.” He warns,
however, that it is important to keep an eye on how The space allowance per employee dropped
the concept works in everyday practice. “You have to well below the government’s 18 m2 limit.
Yet it was still possible to create plenty of
to avoid the behaviour of a few individuals having additional facilities, such as informal meeting
negative consequences for the whole group. We had, areas. (photo: Anna Autio).
for example, some colleagues who were rather loud.
In such cases, you have to be straightforward and
explain to your colleagues that they have to behave
differently.” He adds: “People usually understand. We
all want to work in a pleasant environment.”

Like many continental European offices, the building has a narrow floor
plan that admits copious daylight. Desk clusters are limited to two to
four desks, interspersed with various more informal work settings.

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In the open work areas there are small pods

for phone calls and video conferencing. The
pods are ventilated and echo-free. Sound
insulation ensures that colleagues nearby
are not disturbed. (photo: Stéphane Dubé)

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PUBLIC SERVICES AND

PROCUREMENT CANADA
(MONTREAL, CANADA)

The Montreal office of PSPC (Public Services and USER PUBLIC SERVICES
AND PROCUREMENT
Procurement Canada) is on the same floor as before, CANADA (PSPC)
but its work environment and working practices Property agency Public Services and
have changed radically. Before renovation, many of Procurement Canada
(PSPC)
the staff worked in dreary, beige-coloured cubicles.
Design PSPC & Aedifica
Executives had enclosed private offices. Daylight
and outside views were for the lucky few. It was an Completion 2018

office that looked crowded, with lots of partitions and Total floor area 4845 sqm (usable floor
area)
filing cabinets, even though many of the desks were
Total # of employees 400
unoccupied during the day
Total # of workstations 322
Sharing ratio 0,8 workstation/
Now the office is largely open and filled with light. employee
Along the facade there are workstations, benches, Area/employee 12 sqm/employee
phone booths and ‘cocoons’. Closer to the building’s (usable floor area)
core are the semi-enclosed and closed spaces: Area/workstation 15 sqm/workstation
reflection rooms and collaboration spaces. All these (usable floor area)

settings are available to all employees regardless of

their departmental or hierarchical position. The overall
impression is one of variety and spaciousness, which
is remarkable since the total floor area has shrunk by
over forty per cent.

France Vigneault, the project’s cultural change leader,

explains how these changes came about: “The idea
for a concept came in 2015, when we got a new
director general. One of his first tasks concerned the
renewal of our office lease, and he decided that we
should go for ‘hoteling’, as he called it at that time, Small meeting rooms with fully glazed
which rapidly evolved to activity-based working.” partitions are available on a ‘first come, first
served’ basis. Larger meeting rooms have to
France adds: “This idea was met with scepticism be booked. (photo: Stéphane Dubé)
within the organization. Even so, the decision
was taken.” It was not a blunt top-down process,
however. There were small townhall meetings of fifty
employees at a time, where management explained

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the idea and staff could pose questions and air their
concerns. Furthermore, around sixty employees
participated in twelve working sessions to analyse
work processes and the use of paper and equipment.
Their findings were translated into a project brief
which served as the basis for the design process.

During the project, staff and management were

informed via presentations about the proposed
design solutions. In these sessions, staff could Informal meeting area located away from the
put forward their own ideas, many of which were work floor to avoid disturbing colleagues.
(photo: Stéphane Dubé)
integrated into the concept. According to France,
the active involvement of staff and managers was a
critical success factor: “Loss of personal space can be Q&A
very confusing for employees. To help them regain Liette Brisebois
a sense of control, you have to turn people from Administrative Assistant
spectators into players. That may sound like a change
management cliché, but the trick is to put people in What do you like best about this new way
of working?
the action.” The flexibility of adapting where you
want to work according to what you
One of the interesting decisions that came out of need to accomplish. It reminds me of a
university library; there are quiet areas,
those sessions was that there would be no ‘house noisier ones, and collaborative spaces
rules’ concerning to use of the work environment. for both informal and formal meetings.
France: “We are all adults, right? So instead of making There is a space for whatever your need
may be.
a long list of rules, we emphasized the importance
of basic values such as courtesy, communication, What aspect could be improved?
respect and awareness of one’s own and each other’s Not much, as it is really well designed.
In terms of adapting to the space
needs.” however, I think it would be helpful
for new employees to have a go-to
Evaluations of the project confirm its success. The first colleague who can familiarize them
with the technology and the different
survey was conducted three months after move-in spaces. The technology and open space
and it showed that over eighty per cent of the staff can make you feel vulnerable at first, so
preferred the new office over the old one. A second having a ‘buddy’ would relieve some of
the stress that comes with a new job.
survey, six months later, showed even better results,
with high satisfaction scores on all the aspects that How often do you change places in the
were covered in the survey (noise level, air quality, office?
Every day! I typically make sure I sit
availability of quiet rooms, etc.). Only one aspect, that in the general area where my team is;
of workplace personalization, was unsurprisingly, however, I choose spots according to my
rated lower than before. mood or the tasks I need to get done. For
example, if I have a lot of deadlines and
I need to crunch down, I will take one of
The PSPC Montreal project is now a leading example the individual meeting rooms or booths.
in the wider roll-out of the workplace concept
What is your favourite workspace within
(now called ‘GCworkplace’) within the Canadian the office?
government. Michael DeKelver, workplace strategist I love this one little cosy, collaborative
at PSPC, explains: “The GCworkplace concept will space, where there are only two chairs
and a light dimmer. Since there is no
become the program vision and guideline, so it must door, you don’t feel isolated, yet you
be applied in any major office project”. But this is not have the privacy of an independent
always easy, Michael notes. “Change is happening, room. I go there for a lot of my phone
calls and one-on-one video meetings.

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but we still meet managers who desperately want

to hold on to their private office. And there is always
a minority that simply does not want to change, no
matter what the change is.” A practical obstacle is that
the technology isn’t always ready, with some parts of
government still working with bulky PCs and landline
phones. Michael stresses therefore the importance of
a multidisciplinary approach. “Activity-based working
is not just about property. To make the concept work,
we need IT, IM, HR and Security on board as well. They Workstations feature two computer screens,
need to invest in new tools and work practices. It is a allowing employees to view or work with
multiple applications or documents
shared business case.” simultaneously. (photo: Stéphane Dubé)

The building has a deep floor plan, which makes it difficult to provide
daylight and outside views in all work settings. To deal with this, all
open workstations are located along the facade, while facilities for
temporary use (i.e. meeting rooms, kitchenette, informal areas) are
located towards the centre of the floor.

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The office floors offer a row of small meeting

spaces, each with its own kind of furnishing:
a conference table, lounge seating or a high
table with bar stools. (photo: Niels Nygaard)

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DANISH BUILDING AND

PROPERTY AGENCY
(COPENHAGEN, DENMARK)

The Danish Building and Property agency has just USER DANISH BUILDING
AND PROPERTY
moved into its new activity-based office in the Nexus AGENCY
building in Copenhagen. The project is so new that Property agency Danish Building and
it is still in its ‘hundred-day freeze’ period. Michelle Property Agency
Schlippe-Steffensen from the Building and Property Design Arkitema/Danish
Agency explains: “In the first hundred days after Building and Property
Agency
move-in we don’t want to make any major changes.
Completion 2019
Activity-based working is new for us. People have to
Total floor area 3000 sqm (lettable
get used to it. We want to give it some time.” In the area)
meantime, employees can send in suggestions for Total # of employees 230
improvement by email or drop them in the ideas box. Total # of workstations 168
Michelle: “All suggestions will be considered. Practical Sharing ratio 0,7 workstation/
concerns, like complaints about cleaning or missing employee
toilet paper, are solved straight away.” Area/employee 13 sqm (lettable area)
Area/workstation 17,8 sqm (lettable area)
Michelle was project leader for the implementation
of the ABW concept and is eager to make it a
success. “Being a property organization, we should
be leading in the efficient use of space. We should
eat our own medicine, so to say.” The other two
reasons for ABW were a wish to reduce costs and to
improve collaboration. “We are now occupying two
floors instead of three. This saved us a lot of money.
Moreover, it means that we are closer together, which
makes it easier to see and meet colleagues.”

The project’s interior is very Scandinavian in its The building’s ground floor houses a canteen,
expression. It is open and filled with daylight. The cafe and conference centre that are shared by
the building’s five tenants. (photo: Niels Nygaard)
finishes are in white or timber. Michelle notes that
some of her colleagues would have liked more
colour. “The interior is viewed as a bit sterile, but the
possibilities for making changes were limited by the
fact that we wanted to re-use the furniture from our
previous office.” In line with the ABW philosophy,

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the office provides employees with different kinds

of work settings: social areas, open workstations,
small meeting rooms and quiet areas. Michelle:
“Interestingly enough, the quiet areas are not very
much in demand. We have created them because
our staff said they would need them. But practice
shows that people rarely seek total quietness for
longer periods of time.” The informal meeting area
on the lower floor is not much used either. Michelle:
“The soft seating is right next to the workstations, so The office floors are open towards the atrium.
people probably feel too exposed there. We are going Thanks to high levels of sound absorption, this
produces a light background ‘buzz’. (photo: Niels
to add bookshelves as a way of shielding.” Otherwise, Nygaard)
all spaces are well used. The standard workstations
and the small meeting rooms in particular are popular.
Michelle: “It can be a bit hectic around eight in the
morning, when everyone comes in and seeks a
workstation. But once people are in, many have to
attend meetings, and things get quieter.”

The project has not been formally evaluated yet, but

Michelle observed that there are differences between
functions. “For our administrative workers, who mostly
do desk work, the change seems to be the hardest.
In contrast, our project managers quickly took to One of the floors has a small library that can
the concept, as they were already used to mobile also be used as an informal meeting spot.
(photo: Niels Nygaard)
working.” For Michelle, the project’s most important
lesson is to pay attention to change management.
“Ideally, the chiefs are the ones who promote the
concept and lead by example. But some of them find
that difficult. I would have liked to have more time to
prepare them for this role, but it is was a very rushed
project with a timeline of only six months.”

Q&A
Name: Tania Lorich
Function: FM innovation, communication and UX manager,
Center for Facility Management
What do you like best about this new way of How often do you change places in the office?
working? I change desk daily, but usually sit in the same two
More interaction with colleagues outside of my areas. When I arrive at the office, I just sit at whatever
team. And the possibility to choose from different desk is still free.
kind of work spaces, with sofas, phone booths and
flex rooms. What is your favourite workspace within the office?
A specific so-called focus area, with two screens,
What aspect could be improved? close to a window and with a mix of colleagues.
More scope for conversational activities. My team
used to have work-related discussions at their office
desks, which now disturbs the other colleagues.

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Soon, the ‘hundred-day freeze’ period will be over.

That will be the moment to evaluate the concept
and see where it can be improved, in terms of both
design and implementation. Ultimately, the ambition
is to inspire all ministries and government agencies
with this office. Michelle: “Many departments view
the concept as radical, but we have already inspired
organizations around Denmark to consider ABW.” She
adds, “In this building, we are the only ones who went
for full ABW. The other four tenants thought it was As might be expected from a Danish office,
safer to go for open-plan offices.” It is a decision that it features classic Arne Jacobsen furniture.
(photo: Niels Nygaard)
puzzles Michelle. “I think that choice is to be preferred
over a personal desk, especially when that desk is
placed in a noisy open-plan office.”

The building has compact office floors (approx. 80 workstations per

floor unit). Workspaces are located around a central core which houses
a kitchenette, toilets and storage. A central atrium ensures that all
spaces have access to daylight.

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 ACTIVITY-BASED WORKING /PART 6: EXAMPLES

The old building and the new addition are

united via a large atrium that features glass-
walled elevators, open stairs and balconies
(photo: Lucas van der Wee)

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 ACTIVITY-BASED WORKING /PART 6: EXAMPLES

OVERNMENT OFFICE
‘DE KNOOP’
(UTRECHT, NETHERLANDS)

In its earlier life, the government building ‘De Knoop’ USER DUTCH TAX OFFICE
served as the headquarters of the Royal Netherlands Property agency Dutch Central
Army. As one might expect from such a facility, Government Real
Estate Agency
it was no-nonsense building. It featured a heavy
Design Cepezed and Fokkema
concrete construction, dark corridors, low ceilings & Partners
and immovable brick partitions. Not very fancy, but Completion 2018
robust. These days, however, the building is spacious, Total floor area 30,078 sqm (net
open and filled with light. It is no longer populated internal area, incl.
conference centre)
by uniformed army staff, but by civil servants in
Total # of employees 1700 (excl. conference
casual business attire, who can be found engaging in centre visitors)
brainstorming sessions in the building’s conference Total # of workstations 1063
centre, sipping cappuccinos in the ground floor Sharing ratio 0.6 workstation/
Grand Cafe, or tapping away on their laptops at one or employee
other of the building’s many flexible workstations. Area/employee 17.7 sqm (net internal
area, incl. conference
centre)
The transformation of the building was carried out via
Area/workstation 28.3 sqm (net internal
a public-private partnership (PPP), in which the Dutch area, incl. conference
government acted as the commissioning client, while centre)

a selected consortium of market parties (called ‘R

creators’) was responsible for the design, financing
and construction of the project. The same consortium
is responsible for the building’s maintenance and
operation for a period of 20 years.

The government’s original ambition was to turn the

building into a generic government hub, available to
any department of the Dutch central government but
with the Dutch Tax Office as privileged user. In reality,
the Dutch Tax office is the building’s main occupant.
Bram van Wijk is the Tax Office’ contract manager for
the project and he has been involved in the project The building’s interior includes several
from its inception. He explains: “The building is ‘biophilic’ elements such as green walls.
Other health-related features are the
designed according to government standards. This building’s natural ventilation system and the
means that, in principle, any civil servant can work use of CO2 detection in meeting rooms. (photo:
Lucas van der Wee).

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 ACTIVITY-BASED WORKING /PART 6: EXAMPLES

here. But we are the key tenant and we are using

almost the entire building, including the general areas.
This is because of the building’s central location and
because a number of headquarter staff are located
here. It is an extremely popular venue for meetings
and many of the attendees then stay on to work here.
So there isn’t much room for anyone else.”

The building’s office floors are fitted out according to

the principles of activity-based working (ABW). For The building’s interior has been completely
the Tax Office, this is by no means a new concept. transformed, but its concrete structure,
complete with its characteristic octagonal
Bram: “We have been working with the ABW concept columns, is still there and visible.
for over a decade and we have a lot expertise with (photo: Lucas van der Wee)

how it works.” Even so, this project presented some

challenges. “We discovered that the ABW concept
works fine for most, but not for all,” Bram remarks,
referring to the Dutch anti-fraud agency that occupies
four of the building’s twelve floors. “The anti-fraud
agency is different from other departments because
their work is highly confidential. Some of their
investigators have literally piles of paper evidence on
their desks. Furthermore, some of investigators need
locks on their rooms because the material they work
with is so sensitive. These are issues that do not sit well
with the ABW concept.”

This perception was reflected in project’s evaluation,

which was conducted nine months after move-in.68
The evaluation data showed that anti-fraud agency
employees are less happy with the concept than
the building’s other users. For example: only 13%
of the anti-fraud agency respondents rated the
comfort of workstations as satisfactory, while in other
departments over 70% of the staff were satisfied or
even very satisfied with this aspect. Bram: “The results
show that you have to keep a close eye on specialized Around 20% of the building’s workspaces
needs. In retrospect, I think that project would have are explicitly designed to facilitate
communication. They include collaboration
benefited from more user involvement. Working with rooms, lounge-like settings and booths like
a standardized concept is fine, but you still need to those pictured in this photo.
engage with users to get a good understanding of (photo: Lucas van der Wee)

their needs, and to give them a sense of ownership.”

In response to the evaluation, Bram and his colleagues

are planning to make several improvements to the
work environment. But because it is a PPP-project this
will require agreement from the consortium that is
maintaining and operating the building. Bram: “That
sounds cumbersome, but I am actually quite glad of it.

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 ACTIVITY-BASED WORKING /PART 6: EXAMPLES

The consortium looks closely at both the financial

and functional impact of any change we want to
make. They do this because the PPP contract contains
strict performance criteria on workplace quality.
Changes to the building’s layout are therefore closely
scrutinized for their impact on things like acoustics
and air quality. That takes a bit more time, but it
ensures that we get a good solution rather than just a
quick fix.”
There are plenty of attractive meeting rooms
available in the building. In the project
evaluation, however, users stated that they
would like to have more screens, smart
boards and/or whiteboards in these spaces.
(photo: Lucas van der Wee)

The office floors feature a mix of open and enclosed workplaces. The
numbers of the various space types were based on the government’s
generic workplace standards.

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 ACTIVITY-BASED WORKING /PART 6: EXAMPLES

On the Ofgem floor there is a café called

‘The Deck’. It is a formal part of the Ofgem
office, but it is available to all the building’s
users. (photo: Hufton+Crow)

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 ACTIVITY-BASED WORKING /PART 6: EXAMPLES

OFGEM
(LONDON, UNITED KINGDOM)

London’s Canary Wharf is best known as a financial USER OFGEM

district, populated by bankers and other business Property agency Government Property
people. However, now that the British government Agency

has opened a large hub in the area, the district’s Design AECOM

population mix is becoming more diverse. This Completion 2018

project is part of a bigger shake-up of the UK’s civil Total floor area 4899 sqm
(net internal area, excl.
service, which will reduce the number of government central facilities)
buildings from 800 to around 200 by 2030, with Total # of employees 750 (target is 800)
the aim of reducing costs and increasing synergies Total # of workstations 495
between departments. In this instance, this meant Sharing ratio 0.66 workstation/
moving around 6000 civil servants from their old, employee
(target is 0.6)
often cramped, offices in Whitehall—London’s
traditional government district—to a newly fitted-out, Area/employee 6.5 sqm (net internal
area; target is 6.0)
modern office building in Canary Wharf.
Area/workstation 9.9 sqm (net internal
area)
One of the relocated departments is Ofgem, the
British government’s energy watchdog. Ofgem is
an interesting case because it is one of the front
runners in the government’s drive towards ‘smart
working’—an umbrella term for a wide range of
flexible working practices, including remote working
and activity-based working in the office. Kim Pivett,
Ofgem’s manager for building services, says: “We
are one of the first to have fully implemented the
government’s smart working policy, but ultimately
the entire government will have to work this way. That
means that there is a lot of interest in how we are The building’s restaurant, doubling as a space
doing this. We have already shown around more than for meetings, working, town hall sessions and
presentations. (photo: Hufton+Crow)
50 departments.”

What visitors get to see is a brand-new, light,

modern work environment where there is an almost
palpable sense of energy. When walking around,
you see people chatting, laughing, having phone

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 ACTIVITY-BASED WORKING /PART 6: EXAMPLES

conversations, and working on their computers at

large work benches. In between the work areas, there
are semi-open collaboration spaces where groups
of people can be seen drawing on whiteboards and
holding video meetings via large screens. In other
words, a lot of buzz and activity, but there are also
small quiet rooms for those who do not want to be
disturbed by the sight and sounds of their colleagues.

Kim explains that the floor features a total of 495 Informal, non-bookable, touch-down space
workstations for about 750 employees. That sounds with Dock views, located in the shared part of
the building (photo: Hufton+Crow)
crowded, but according to Kim that isn’t the case:
“The government’s standard is 6 workstations for
every 10 employees. We are still a bit above that. I am Q&A
actually looking for a team to join us.” Kim’s colleague S. Corbett
Warren Bentley, the site and business continuity Project Co-ordinator
manager, adds: “We know that we can add an extra
What do you like best about this new way
100 or so users because we are closely tracking of working?
the office’s occupancy levels. All workstations and I could not say there is a single thing. I
meeting rooms are equipped with sensors that give us like the fact it is one large area and not
split up into several floors. I frequently
live data about how busy or quiet the office is.” run across colleagues that I have worked
The same technology allows staff to get an overview with on other projects and we always
of where they can find a spot to work. Near the floor’s smile at each other when we pass by. I
also benefit from the agile spaces and
entrance there is a large digital screen showing that I can sit in other areas—handy when
which workstations are available. Warren explains: I need to finish off something without
“Workstations get a green dot, signalling that they are interruptions. WFH [working from home,
ed.] is also great as I still feel connected
available, when they haven’t been occupied for more to the office via Skype and recently
than 90 minutes. So, when working at a desk, you can solved a problem without having to
go somewhere else without immediately ‘losing’ it. come in.
But, if you plan to be away for more than 90 minutes, What aspect could be improved?
you have to clear your desk.” Speakers’ Corner [one of the floor’s
collaboration spaces, ed.] would benefit
from soundproofing. I understand this is
There has not been a formal evaluation of the being looked at.
project, but it seems to function well. Kim says that
the new technology in particular—everyone works How often do you change places in the
office?
on a Microsoft Surface Pro—is highly appreciated Two or three times a week depending on
by the staff. “With the move, we also changed all the the work I am doing.
technology: laptops and smart phones for everyone,
What is your favourite work space within
fewer printers and advanced video screens in all the the office?
collaboration spaces.” Nicola Gray, business partner I like the Deck [the coffee area, right
for HR at Ofgem, adds: “Our staff is fairly young. They at the floor’s entrance, ed.]. It is a
reasonably quiet area and gives me the
like, and expect, advanced technologies and the opportunity to meet with friends and
flexibility that comes with it.” have discussions.

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 ACTIVITY-BASED WORKING /PART 6: EXAMPLES

As in any project, there have also been some

grumbles. Nicola explains that the change of location
raised a lot of concern. “Some of the staff were very
much against the move to Canary Wharf. They even
threatened to quit their job.” But that didn’t happen.
Nicola: “The move went hand-in-hand with the
implementation of the smart working concept. Some
of the people that were very much against the move,
are now very happy because the smart working
concept helps them to manage their busy work and A Meet & Greet bench that is part of the
family lives.” She concludes: “So, the move is quite a shared conference area, suitable for informal
gatherings before and after meetings (photo:
success. Even for those that were against it.” Hufton+Crow)

The floor’s open work areas feature large workbenches, often with
room for eight persons. In the middle of the floor, there are enclosed
rooms for quiet work and small meetings. The circular space in the
top left corner is completely flexible and can be used for workshops,
presentations and town hall sessions.

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PART 7:
APPENDICES

More information
Interviewees
References

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 ACTIVITY-BASED WORKING

MORE INFORMATION

This publication is an introduction to activity-based WEBSITES:

working. There is obviously much more to learn about
the topic. Below, you will find an overview of the most Workplace insight - https://workplaceinsight.net/
important books, websites, conferences and journals All things workplace. Excellent overview of news, opinions
where you can find more inspiration and information. and research.

Workdesign Magazine - https://workdesign.com/

Tips and trends in workplace design

Office snapshots - https://officesnapshots.com/

Large collection of photos of workplace projects, sorted
by type.

Research Design Connections - https://

researchdesignconnections.com/
Summaries of scientific studies on the topic of design and
behaviour.

JOURNALS/MAGAZINES:

Work&Place - https://workandplace.com/
Magazine about workplace management. Attractive mix
of opinion and research.

Journal of Corporate Real Estate - https://www.

emeraldinsight.com/journal/jcre
Academic journal about the user-side of real estate. Often
features workplace research.

Journal of Facilities Management - https://www.

emeraldinsight.com/loi/jfm
Similar to above.

Facilities - https://www.emeraldinsight.com/loi/f
Also similar to above.

OnOffice - https://www.onofficemagazine.com
Commercial magazine on workplace design targeted at
architecture and design community.

Office et Culture - http://www.office-et-culture.fr/

Excellent magazine on workplace design (only available in
French).

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 ACTIVITY-BASED WORKING

CONFERENCES / EVENTS BOOKS:

The transdisciplinary workplace research (TWR) WORKPLACE HISTORY/ CONTEXT

network - http://www.twrnetwork.org/
Academic conference aimed at both scientists and Saval, N. (2014). Cubed: A secret history of the workplace.
practitioners. Anchor Books.
A well written, well researched, often funny, history of the
Workplace Trends - https://workplacetrends.com/ office and office work.
Conference on workplace trends. Presentations often
research-based. Takes place in London and Copenhagen. Haigh, G. (2012). The office: a hardworking history.
Melbourne University Publishing.
Worktech - http://www.unwired.eu.com/ A comprehensive history of the office filled with
Conference on workspace design and workplace references to popular culture.
technologies. Takes place worldwide.
Van Meel, J. (2015). Workplaces today. Centre for Facilities
World Workplace - https://worldworkplace.ifma.org/ Management.
Big commercial event on workplaces and facility A kaleidoscopic, highly visual survey of the contemporary
management, organized by IFMA. Takes place in the US work environment
and Europe.

Neocon - https://www.neocon.com WORKPLACE DESIGN

Yearly office furniture event in Chicago where
manufacturers showcase their new products and their Becker, F. D., & Steele, F. (1995). Workplace by design:
take on the latest trends. Mapping the high-performance workscape. Jossey-Bass.
A classic, still relevant. One of the first to explain the
Orgatec - https://www.orgatec.com concept of activity-based working.
The European equivalent of Neocon. Biennial office
furniture event for the workplace industry in Cologne, Clements-Croome, D. (ed.). (2006). Creating the
Germany productive workplace. Taylor & Francis.
458 pages of research writing on how workplace design
affects people’s performance.

Gillen, N. (2019). Future Office: Next-generation workplace

design. RIBA Publishing.
A comprehensive review of what the future of the office
may look like.

Myerson, J., & Bichard, J. A. (2016). New demographics

new workspace: Office design for the changing workforce.
Routledge.
Addresses the impact of changing demographics on
workplace design

Usher, N. (2018). The Elemental Workplace. LID Publishing.

Explains the essential qualities that each workplace
should have. Well written, free of buzzwords

Van Meel, J., Martens, Y., & van Ree, H. J. (2010). Planning
office spaces. Laurence King.
Practical overview of different workspace types and their
requirements.

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 ACTIVITY-BASED WORKING

CHANGE MANAGEMENT

Kotter, J. P. (2012). Leading change. Harvard business

press. Probably the most cited book on change
management.

Harvard Business Review (2011). HBR’s 10 Must Reads on

Change Management. Harvard Business Press
An easy introduction to change management literature.

Hiatt, J. (2006). ADKAR: a model for change in business,

government, and our community. Prosci.
Popular change management book. Much used in North
America.

FACILITY / REAL ESTATE MANAGEMENT

Jensen, P. A., & van der Voordt, T. (Eds.) (2016). Facilities

Management and Corporate Real Estate Management as
Value Drivers. Routledge.
Comprehensive academic work that investigates the
added value of FM and CRE.

BRIEFING / PROGRAMMING

Van Meel, J. and K.B. Stordal (2018), Briefing for Buildings.

ICOP Books.
Practical guide on how to develop and formulate
requirements for projects.

RESEARCH METHODS

Oseland, N., & Hayden, S. (2007). How well does your

office work? BCO Guide to Post-Occupancy Evaluation.
British Council for Offices.
This publication explains how you can evaluate your
workplace concept in a systematic way.

Augustin, S., & Coleman, C. (2012). The designer’s guide

to doing research: Applying knowledge to inform design.
John Wiley & Sons.
A comprehensive handbook about research methods for
practitioners.

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 ACTIVITY-BASED WORKING

INTERVIEWEES

The following people have been interviewed for this publication.

- Andrew Lisson (Workplace Planner at British Colombia Public

Service Agency)
- Bram van Wijk (Contract manager at the Dutch Tax Office)
- France Vigneault (Change Manager at Public Services and
Procurement Canada)
- Heikki Hovi (Ministerial Adviser and Head of Unit at the Finnish Prime
Minister’s office)
- Jeremy Myerson (Director WORKTECH Academy)
- John Worthington (Co-founder DEGW, Collaborative urbanist)
- Kari Klemm (Head of general administration at the Finnish Ministry
of Economic Affairs and Employment)
- Kate Guthrie (Smarter Working Programme Director at the
Government Property Agency, UK)
- Kim Pivett (Head of Building Services, Ofgem)
- Kjersti Størdal Bjørkeng (Chief consultant at Gottlieb Paludan
Architects)
- Liette Brisebois (Administrative Assistant at Public Services and
Procurement Canada)
- Michael DeKelver (Workplace Strategist at Public Services and
Procurement Canada)
- Michelle Schlippe-Steffensen (Executive Assistant at the Danish
Building and Property Agency)
- Mikko Kangaspunta (Financial director at the Finnish State Treasury)
- Nicola Gillen (EMEA Workplace Market Sector Lead at AECOM)
- Nicola Gray (Business partner for HR at Ofgem)
- Pertti Siekkinen (Change Management Specialist at Senate
Properties Finland)
- Primo Orpilla (Principal Studio O+A)
- Reeta Cagnani (Workplace Design Specialist at Senate Properties
Finland)
- Robert Macdonald (Director of Workplace Strategies and Planning
at British Colombia Public Service Agency)
- Russell Treloar (Team Leader Workplace Strategies and Planning at
British Colombia Public Service Agency)
- S. Corbett (Project Co-ordinator at Ofgem)
- Shona Adam (Workplace Change Adviser at the Scottish Futures
Trust)
- Siri Blakstad (Business Development Director at SINTEF)
- Stephen Aird (Senior Associate Director at the Scottish Futures
Trust)
- Tania Lorich (Manager at the Danish Building and Property Agency)
- Vivi Markkanen (Assistant at the Finnish Ministry of Economic Affairs
and Employment)
- Warren Bentley (Site and Business Continuity Manager at Ofgem)
- Wim Pullen (Director of the Center for People and Buildings)

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REFERENCES
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4 Becker, F. D. (1982). The successful office: How to create a Websitetekst%20CfPB%20Benchmark%202019%20herzien.
workspace that’s right for you. Addison-Wesley. pdf (Dutch)

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Research_book.pdf
7 Nathan, M., & Doyle, J. (2002). The State of the Office: The
politics and geography of working space. Industrial Society. 24 Ibid

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Bauman, A. (2018). Is activity-based working impacting health,
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10 Rogers, E. M. (2010). Diffusion of innovations. Simon and 26 De Been, I., Beijer, M., & Den Hollander, D. (2015, June). ‘How
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13 EMPLOYEE EXPERIENCE, THE NEXT STAGE OF EVOLUTION,
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ABOUT PURENET

PuRE-net (The Public Real Estate Network) is a European organization

for national real estate agencies and ministries responsible for
public real estate across Europe. The network offers executives and
specialists the chance to network and exchange knowledge and
experience in relation to the management of public real estate and
construction. The purpose of the association is to provide a frame of
reference for its members and to promote and develop the good and
responsible administration and use of public real estate. PuRE-net aims
to provide the European public real estate community with effective
and continuous leadership in matters of common interest. PuRE-net
encourages discussions regarding issues impacting public real estate
management both within and outside the network.

More information:
http://www.pure-net.org

ABOUT THE AUTHOR

Juriaan van Meel (MSc, PhD) is an acknowledged expert in the field of

construction briefing and workplace design. Juriaan is co-founder/
developer of BriefBuilder (www.briefbuilder.com) and partner at the
consultancy firm ICOP (www.icop.nl). Juriaan has worked extensively
with briefing and workplace design in the Netherlands, the US,
Scandinavia and the Middle East. In addition to his consultancy
projects, Juriaan has taught and lectured at various technical
universities. He has (co)authored several books, including ‘Planning
Office Spaces’ (2010), ‘Workplaces Today’ (2015) and ‘Briefing for
Buildings’ (2018).

COLOFON

© Juriaan van Meel/PuRE-net

All rights reserved. No part of this publication may be reproduced or

transmitted in any form or by any means, without prior permission of
the author.

Credits

Initiative and funding: PuRE-net

Text: Juriaan van Meel
Book design: Sander Boon
Copy-editing: Robyn Dalziel

Photo credits spreads

Page 10-11: Anna Autio
Page 34-35: Trond Isaksen
Page 44-45: Trond Isaksen
Page 52-53: Hufton + Crow
Page 70-71: Dutch Ministry of Foreign Affairs
Page 80-81: Niels Nygaard

Floor plan edits: Carolien Euser

124
What is the perfect workplace? Sometimes all you
want are four walls and a door. At other times, a
collaborative space, or a comfy sofa in a coffee lounge.
The concept of activity-based working (ABW) aims
to deliver all of this and more. Instead of providing
employees with just one, fixed workstation, ABW
offers a diversity of work settings for different kinds of
activities. The concept can deliver both cost savings
and improvements in organizational performance and
staff well-being—but only when implemented and
executed properly. This guide explains how. In clear
language, it describes what ABW is, how it works, how
it can be implemented, and what the main success
factors are. Packed with recommendations and
examples, the publication is a must-read for all those
who are interested in activity-based working.
 
This guide is an initiative of PuRE-net (The Public
Real Estate Network), a European organization
for national real estate agencies and ministries
responsible for public real estate across
Europe. http://www.pure-net.org

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