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Work Environments for innovation and performance

Work Environments for innovation and performance. Workshop „Creative Academic Work Environment“ Green Urbanism at Albano – Building a world class university campus. Stefan Rief Head of CC „Workspace Innovation“ Fraunhofer IAO Stuttgart, Germany.

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Work Environments for innovation and performance

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  1. Work Environments forinnovationandperformance Workshop „Creative Academic Work Environment“ Green Urbanismat Albano – Building a worldclassuniversitycampus Stefan Rief Head of CC „Workspace Innovation“ Fraunhofer IAO Stuttgart, Germany

  2. AgendaWork Environments for Innovation and Performance • Who weare - Fraunhofer IAO • Communication as a Source of Innovation andCreativity • Improving „Office Performance“ • ImprovingSpontaneous Communication – the BMW Leipzig Plant • Conclusionsand Outlook

  3. Core Competencies – Fraunhofer IAOOur Researchand Consulting Competencies. • Rapid Product Development • Evaluation of New Technologies • Research and Development Roadmaps • Strategy Development • Future Scenarios • Technology Radar TechnologyManagement • Research and Development Management • Business Process Management • Innovation Management • Production Management • Digital Production • IT Management • Service Engineering • Knowledge Management OrganisationalDevelopment • Product Design • Usability Engineering • Health Care • Workspace Innovation • Performance Management • Age-based Living Environment HumanFactors Human Resources Management • Demographic Trends • Innovative Ways of Working • Working Time and Remuneration Models • Change Management • Learning Environments • HR Development • Virtual Reality • Virtual Engineering • IT-Strategies • Software Engineering and Management • Document and Workflow Management • Mobile Software Applications InformationTechnology

  4. Competence Center Workspace InnovationFokussing on theImprovemetof Work Environments. Monitoring andAnalysis of Technological Developments and Innovations Analysis of User Requirementsand Work Processes for Individuals, Groups and Organisations Identification of Optimisation Potentials Research in and Development of Innovative, Performance-oriented Work Environments for... Future Future Future Future Future Health&Care Hotelling Office Work Education Labs

  5. AgendaWork Environments for Innovation and Performance • Who weare - Fraunhofer IAO • Communication as a Source of Innovation andCreativity • Improving „Office Performance“ • ImprovingSpontaneous Communication – the BMW Leipzig Plant • Conclusionsand Outlook

  6. WhereIdeasOccurThe Roleofthe „Office“ for Generating New Ideas. • Only 25 percentofIndividualsIdeas´ OccurwithinthePhysical Office Environment • Generating Innovative IdeasisOneoftheElementary Tasks oftheKnowledge Society • Offices fortheKnowledge Society havetoBecome a Source of Inspiration andCreativity Source: Füglistaller in KMU-Magazin Nr.7/2005

  7. Knowledgeand Innovation ManagementSucessfulOrganisationsImprove Exchange and Communication oftheirStaff. 100 • Cross-functional Teamwork 53 • Communication crossing all Hierachical Levels 100 53 • Incentive Programs in Line withtheProduct Development-Process 73 27 60 • Incentive Programs forProcessImprovement 40 93 • Co-Locationon the Level of Teams andDivisions 33 • UseofNetworks withExternal Partners 93 27 73 • CustomisedTraining Strategies Source: McKinsey-Studie, 2001 20 60 • CooperativeDecision Making 25 Percentage in LessSuccessfulOrganisations Percentage in SuccessfulOrganisations 53

  8. DimensionsofCreativityInnovation as an Outcomeof Personaland Joint Creativity – the Organisation Establishesthe Framework Customer requirements General/SourroundingConditions Mission / Vision Corporate Knowledge Organisational culture personal creativity Project related Knowhow Innovation Dynamics Cognitive Abilities Knowhow Management Concepts Labour Organisation Individual Motivation LeadershipBehaviour Personality Traits Conceptsfor Problem Solving Useofmethodsandtools Team / Group joint creativity Organisation Society / Market

  9. AgendaWork Environments forinnovationandperformance • Who weare - Fraunhofer IAO • Communication as a Source of Innovation andCreativity • Improving „Office Performance“ • ImprovingSpontaneous Communication – the BMW Leipzig Plant • Conclusionsand Outlook

  10. Core Factorsfor Office PerformanceResultsof an Empirical Study strongInfluence 0.4 Regression Analysis to Office-Performance-Index 0.30 0.27 0.3 Positive correlation 0.19 Negative correlation 0.18 Adjusted Influence 0.2 0.15 0.12 0.06 0.1 0.05 no Influence 0 Team-Spirit (C3) Unnecessary Difficulties (A11) General Feeling of Being Informed (B2) Total Distractions (D4) Access to Information (B1) Work Motivation (A16) Work-Life-Balance (A17) Acknowledgement ofwork performance (C4) User Survey OFFICE Performance, n: 980

  11. + 0,13 + 0,11 + 0,10 + 0,03 + 0,02 MW Iperfges = 4,45 Motivation Median Office-Performance-Index Median MW = 5,31 - 0,09 - 0,25 - 0,32 Corelationbetween Office Concept, Motivation and Performance 0,4 0,3 0,2 0,1 0 - 0,1 - 0,2 - 0,3 - 0,4 Single Cell Office Double Kombi-Office Double Cell Office Group Office Multi-Person Cell Office Open Space Kombi Office Multi-Space User Survey OFFICE Performance, n: 980

  12. 7 6 5 4 3 2 1 The Influenceof »Office Design« on Office Performance [n = 4.490] • HighlySignificantand Positive relationbetween „Office-Design“ and „Office-Performance“ • High Quality of Office Design as Framework for More Performance in the Office Environment • Important „Design-factors“:supportofcommunicationandcooperation Adaptedofficeconcept 100% High levelofPerformance 75%  max = 36% Office-Performance-Index 50% 25% Source: Office-Excellence-Check, Fraunhofer IAO, 2009) Verylowlevel ofperfomance 0% 1 2 3 4 5 6 7 Verypoor Quality High Quality Office-Design-Index

  13. Reference line Example: Improvementof Office Performance by Re-Designingthe Work Environment 57,0% ExamplePost-Analysis 68,6% 0% 25% 50% 75% 100% 7 100% Verygood example 6 + 6,8% 75% 59,0% 5 65,8% ExamplePre-Analysis Office-Performance-Index 50% 4 • Remarkableimprovementofbothindices. • More thanaverageimprovementofthe Office Performance. Value ishigherthanthereference-linewouldsuggest.. 3 25% + 11,6% 2 1 0% Verylow 1 2 3 4 5 6 7 Office-Design-Index Verygood Verylow

  14. AgendaWork Environments forinnovationandperformance • ImprovingSpontaneous Communication – the BMW Leipzig Plant

  15. Strategic Targets forthe Central BuildingImprovingSpontaneous Face-to-Face Communication • Linking all Technologies (Bodyshop, Paintshop, Assembly) • Adaptability to the Needs of a Constantly Changing Organisation • Communication Center for Internal und External Communication • Integrationof Different Functionsand Levels ofHierarchy • - Facilitation of Information and Knowledge Exchange • - Facilitation of Horizontal communication • - Facilitation of Vertical communication

  16. Communication Porfolio (Central Building)Basics fortheFuture Layout. 1/4 4/5 maximum 7/K 5/7 3/5 2/4 1/3 6/7 2/3 5/6 3/6 1/2 3/7 4/6 2/7 Intensityofcommunication 6/K 3/4 2/6 4/7 1/5 1/6 1/7 2/5 intense Perspektive 50 100 150 200 >250 PAX • Relations abovethe diagonal areformingthespatiallayoutofworkgroups • Relations beneaththe diagonal couldbestrengthenedbyspatialcollocation

  17. 3 60 100 59 TL 24 14 10 52 12 22 11 1 1 61 10 10 2 53 6 7 20 50 44/45 70 420 5 40 21 71 4 Oberfläche 72 23 62 64 Rohbau A Communication Fostering LayoutReductionof Formal Meetings andAccelerationofthe Information Flow 1 = Logistik 2 = Rohbau 3 = Oberfläche 4 = Montage 5 = Qualität 6 = Personal 7 = Controlling, FM K = Kommunikation • Accelarationof information flow • Reduction of formal meetings by 25 percent

  18. The Central BuildingImpressionsofthe Working Environment

  19. AgendaWork Environments for Innovation and Performance • Who weare - Fraunhofer IAO • Communication as a Source of Innovation andCreativity • Improving „Office Performance“ • ImprovingSpontaneous Communication – the BMW Leipzig Plant • Conclusionsand Outlook

  20. SummaryandConclusionWork Environments for Innovation andPerformance • Face-to-Face Communication is Essential for Performance and Innovation – Especially in a Virtualized Work Organisation • Increasing Mobility DecreasesProbabilityofEncounternsand Face-to-Face Communication withinthe Organisation. • Future Work Environementshaveto Support andFacilitate all Forms of Face-to-Face Communication.

  21. Outlook: Next Generation Research EnvironemtCenter for Virtual Engineering – a Live-in LaboratoryforKnowledgeWork Virtual Environments Workspace Innovation Virtual Engineering and Virtual Reality- Technologies Sustainable Work and Office Concepts (e.g. Real-Time-Feedback) Opening 2011 Building Innovation Green Building (DGNB) Highest Level Certificate FUCON®Future Construction& Building Innovation

  22. Thanksforlistening! Do youhaveanyquestions?

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