To increase innovation and productivity, organizations recognize that they have to get better at creating more “collaborative cultures” to leverage the collective knowledge, expertise and experience from within. View the slides from Part 3 of the series: “How does workplace strategy and office config allow for improved Collaboration”.

1. How does workplace strategy and office
configuration allow for improved collaboration?
Peter Smit
Founder – Collabogence Inc
November 20th, 2015

2. Cisco Confidential 2© 2013-2014 Cisco and/or its affiliates. All rights reserved.
Introduction
Polling questions
Rick Huijbregts – VP, Industry Transformation at Cisco
Michael Gresty – CEO at Rifiniti
Chris Hood – MD Workplace Innovation at CBRE
Summary
Q & A

3. Cisco Confidential 3© 2013-2014 Cisco and/or its affiliates. All rights reserved.
Creating a collaborative workplace culture series
• Is it now time for a Chief Collaboration Officer ?
• How can remote workers and distributed teams collaborate effectively ?
• How does workplace strategy and office configuration
allow for improved collaboration ?

4. Cisco Confidential 4© 2013-2014 Cisco and/or its affiliates. All rights reserved.
The shifting pressure fields
Employee “desires”
More flexibility
Able to determine
the when and where
the “work” gets done

5. Cisco Confidential 5© 2013-2014 Cisco and/or its affiliates. All rights reserved.
The shifting pressure fields
Employee “desires”
More flexibility
Able to determine
the when and where
the “work” gets done
Organizational
“desires”
Better space utilization
More collaboration

6. Cisco Confidential 6© 2013-2014 Cisco and/or its affiliates. All rights reserved.
Who is here today?
(which functions are represented?)
☐ Human Resources
☐ Workplace Strategy
☐ Corporate Real Estate
☐ Information Technology
☐ Business Champion or other

7. Cisco Confidential 7© 2013-2014 Cisco and/or its affiliates. All rights reserved.
What is the state of your office space ?
☐ Have assigned desks and are planning on staying that way
☐ Hybrid environment – a portion has assigned desks, the rest do not
☐ Plan on moving to some form of flexible arrangement plan
within the next 12 months
☐ Have a completely free-form seating environment
☐ Have different “types”of space available with a reservation
system

8. Cisco Confidential 8© 2013-2014 Cisco and/or its affiliates. All rights reserved.
Fundamentally, you believe that moving away from
assigned desks to a flexible work environment will:
☐ result in a dramatic increase in collaboration
☐ somewhat of an increase in collaboration
☐ have no impact on collaboration
☐ somewhat of a decrease in collaboration
☐ result in a dramatic decrease in collaboration

9. Cisco Confidential 9© 2013-2014 Cisco and/or its affiliates. All rights reserved.
Rick Huijbregts – VP of Industry Transformation at Cisco

10. ©2015 Cisco and/or its affiliates. All rights reserved.
Working in…
the Digital Age
Dr. Rick Huijbregts
on Twitter @DrRickH, LinkedIn, and Facebook

11. Baby Boom
1946 – 1964
TV Generation
Gen Y / Millennial
1981 – 1995
Internet Generation
Largest portion of Cisco population
Gen 2020
1995 +
Digital Natives
Generation X
1965 – 1980
Computer Generation
• First generation to grow
up with computers
• Ambitious & hardworking
but place premium on
family time
• Independent & self-reliant
• Skilled in technology
• Able to multi-task
• Like to be challenged, but
expect work-life balance
• Giving back & civic
responsibility very
important
• Defined by Work
• Loyal to
Employer
• More Traditional
• Like to receive
info quickly
• Parallel
process &
multi-task
• Prefer gaming
to “serious”
work
71,000
Employees
25,000
Engineers
380
Offices
165
Countries

12. 41%
collaborate with people in different time zones
telecommute at least once a week
classified mobile workers
demonstrate a mobile or remote work style
work in a different location than their manager
of our employees work outside the U.S.
52%
50%
89%
6%
47%
Source: Cisco Work Profile Survey, 2012
75%
work in a fully remote manner

13. Cisco Confidential 13© 2014 Cisco and/or its affiliates. All rights reserved.
Market Changes…
Digital Business is Creating the Digital Economy
Bookstore Taxi Music Point-of-
Sale
Print
Advertising
Automobile Hotel

14. Cisco Confidential 14© 2014 Cisco and/or its affiliates. All rights reserved.

15. Cisco Confidential 15© 2013-2014 Cisco and/or its affiliates. All rights reserved.
Mobility
Own Devices, Apps
Flexibility
Collaboration
Tools, Simplicity
Balance
What our
People
Want

17. Cisco Confidential

25. © 2012 Cisco and/or its affiliates. All rights reserved. Cisco Confidential 26
Cisco Maps
Employee Productivity
• Find open rooms
• Find people
• Find resources
• Reserve Rooms
• Locate People/Rooms
• Find buildings
Cisco Maps
Improve Employee Productivity through location enabled apps

27. Thank you

28. Cisco Confidential 29© 2013-2014 Cisco and/or its affiliates. All rights reserved.
Michael Gresty – CEO of Rifiniti

29. Business Intelligence forWorkplace Optimization:
Measuring Collaboration & Space Use
November 20, 2015
Michael Gresty | www.rifiniti.com | mgresty@rifiniti.com

30. © rifiniti™ 2015. All rights reserved. Usage governed by license agreement.
Better & faster
analytics for continuous
improvement
Rifiniti Optimo: Business Intelligence (SaaS) Platform

31. Mobility, Collaboration & Space Use
Workspace &
Collaboration
Employee
Mobility
Meeting
Room Use
Meeting Size
& Duration
Intra-
Departmental
Collaboration
Extra-
Departmental
Collaboration
© rifiniti™ 2015. All rights reserved. Usage governed by license agreement.

32. Rifiniti Optimo Analytics
Employee Mobility
© rifiniti™ 2015. All rights reserved. Usage governed by license agreement.

33. Rifiniti Optimo Analytics
Meeting Size & Duration
© rifiniti™ 2015. All rights reserved. Usage governed by license agreement.

34. Rifiniti Optimo Analytics
Inter- and Intra-Departmental Interaction
© rifiniti™ 2015. All rights reserved. Usage governed by license agreement.

35. The most mobile sub-department has 30% of the employees externally mobile
The least mobile has only 13% of the employees externally mobile.
36
Case Study - Employee Mobility
Alpha Departmental Mobility
0% 20% 40% 60% 80% 100%
A
B
C
D
E
F
G
H
I
J
K
L
Externally Mobile & On-Site Employees (%)
On Site
Externally Mobile
© rifiniti™ 2015. All rights reserved. Usage governed by license agreement.

36. 37
Case Study - Internal Collaboration
Average # Daily Meetings by Alpha Sub-Department
The most active sub-department in
Alpha has an average of 1.7
meetings per day.
The least active has 0.08.
0 0.5 1 1.5 2
Number of Meetings
© rifiniti™ 2015. All rights reserved. Usage governed by license agreement.
A
B
C
D
E
F
G
H
I
J
K
L

37. 38
Case Study - External Collaboration
Average # Daily Meetings with Other Departments
Some departments meet
often with Alpha.
A few departments never
meet with Alpha.
0 5 10 15 20 25 30
Average daily meeting count (#)
© rifiniti™ 2015. All rights reserved. Usage governed by license agreement.
AA
BB
CC
DD
EE
FF
GG
HH
II
JJ
KK
LL
MM
NN
OO
PP
QQ
RR
SS
TT
UU
VV
WW
XX
YY
XX

38. 39
Case Study - Meeting Size & Duration
Conference Room Capacity vs. Actual Attendance
17%
29%
29%
42%
41%
46%
51%
10%
11%
12%
3%
2%
3%
6%
73%
60%
59%
55%
56%
51%
44%
0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100%
4
6
8
12
14
16
20
size larger than scheduled equal capacity size smaller than scheduled
Larger rooms tend to be better utilized.
Smaller rooms tend be underutilized.
ConfRoomsCapacities
© rifiniti™ 2015. All rights reserved. Usage governed by license agreement.

39. 40
Case Study - Meeting Size & Duration
Meeting Duration (%)
71%
53%
79%
50%
52%
56%
51%
16%
24%
6%
28%
29%
18%
28%
13%
24%
15%
22%
19%
26%
21%
0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100%
4
6
8
12
14
16
20
time shorter than scheduled equal duration time longer than scheduled
More than half of the meetings end earlier than scheduled.
This happens most often in rooms with 4/8 seats.
ConferenceRoomCapacities
© rifiniti™ 2015. All rights reserved. Usage governed by license agreement.

40. 41
Case Study - Meeting Size & Duration
Conference Room Usage (%)
Large rooms are in use the most, ~60%, at peak times (9-11am and 1-3pm) and ~50% during all work hours.
0%
10%
20%
30%
40%
50%
60%
70%
Small Room Medium Room Large Room
Usage by RoomType for All and Peak Work Hours
Peak Hours Regular 10 Hours
© rifiniti™ 2015. All rights reserved. Usage governed by license agreement.

41. 42
Case Study - Meeting Size & Duration
Squatting in Conference Rooms (%)
22% of
‘reservable’ hours
= squatting.
Squatting
increases to 30%
during peak times.
Reserved and Used
11%
Reserved but No Show
12%
Squatting
22%
Available
55%
Reserved and Used Reserved but No Show Squatting Available
13%
9%
30%
48%
AllWork Hours
Peak Hours
© rifiniti™ 2015. All rights reserved. Usage governed by license agreement.

42. 43
KeyTakeaways
o Companies can extract actionable business value from data about
collaboration and space use even if it is anonymized and aggregated.
o Sophisticated data science algorithms can extract rich insights from
multiple ‘big data’ sources.
o Continuous monitoring, rather than ad-hoc one-time studies, enables
continuous improvement.
© rifiniti™ 2015. All rights reserved. Usage governed by license agreement.

43. Cisco Confidential 44© 2013-2014 Cisco and/or its affiliates. All rights reserved.
Chris Hood – MD of Workplace Innovation at CBRE

44. Collaboration
Chris Hood
Managing Director, Occupancy Services
November 20th 2015
The Lessons from Coworking

45. Cisco Confidential 46© 2013-2014 Cisco and/or its affiliates. All rights reserved.
ADJACENCYTHE QUEST FOR A COLLABORATION SOLUTION
CHRIS HOOD

46. Cisco Confidential 47© 2013-2014 Cisco and/or its affiliates. All rights reserved.
ONE COMPANY CHURNS 80% OF ITS POPULATION EVERY
YEAR IN PURSUIT OF OPTIMUM ADJACENCY
We don’t think that’s enough!

47. Cisco Confidential 48© 2013-2014 Cisco and/or its affiliates. All rights reserved.
DON’T GET US WRONG……
WE’RE NOT IN FAVOR OF HIGH LEVELS OF DISRUPTION
Just so that empty desks can sit next to each other!

48. Cisco Confidential 49© 2013-2014 Cisco and/or its affiliates. All rights reserved.
BUT WE DO BELIEVE THAT THE MODERN WORKPLACE
SHOULD BE A REVOLVING TAPESTRY OF INTERACTION
Among the widest possible cast of players!

49. Cisco Confidential 50© 2013-2014 Cisco and/or its affiliates. All rights reserved.
RECENT CHALLENGES FROM TRYING …
• Moving people is expensive
• We can’t afford to provide everything for everybody
in every location
• Physical adjacency is no longer possible with
virtual and global teams
• Face to face can be of very high value but we
rarely get it. How do we make the most of it
• Today’s space paradigms restrict the amount of
adjacency or proximity
• Most space today has already been homogenized
to reduce cost and squeeze extra people in

50. Cisco Confidential 51© 2013-2014 Cisco and/or its affiliates. All rights reserved.
DESIRED OUTCOMES
• Employees have a voice that accelerates the feedback
loop and reduces the distance to leaders
• Fewer activities that do not directly contribute to
realization of the business vision and business goals
• Change is integrated across People, Place, Culture
and Technology
Simply, rethink what collaboration is

51. Cisco Confidential 52© 2013-2014 Cisco and/or its affiliates. All rights reserved.
ADJACENCY: THE REALITY
One of the main drivers of success was the fact that the team members were at hand,
ready to have a spontaneous meeting, advise on a problem, teach/learn something new,
etc. We know from earlier work that the gains from being at hand drops off significantly
when people are first out of sight, and then most severely when they are more than 30
meters apart
Allen, T. J. (1977) Managing the Flow of Technology: Technology Transfer and the
Dissemination of Technological Information Within the R&D Organization
CBRE occupancy data indicates
that, at any given point in time,
typically only two of these six seats
would be occupied
Observation and implication
Physical proximity can be a major
enabler but it doesn’t happen as much
as we might imagine

52. Cisco Confidential 53© 2013-2014 Cisco and/or its affiliates. All rights reserved.
NEW THINKING INSPIRED BY
COWORKING IS
VIABLE: PEOPLE
ARE PAYING
FOR THIS!
PEOPLE ARE
COMFORTABLE
WORKING FROM
MULTIPLE
LOCATIONS
EXTREME
HOSPITALITY
SMALL GROUPS
CAN ACHIEVE BIG
THINGS
PERVASIVE USE
OF SIMPLE
TECHNOLOGY

53. Cisco Confidential 54© 2013-2014 Cisco and/or its affiliates. All rights reserved.
HOW ABOUT AN ESTABLISHED IDEA
Bromsgrove School: founded 1553
Art & modern languages
Biology &
physics
labs
Chemistry labs
Dining
Masters commons
and Head masters
House
Performing arts
Chapel
Maths, Geography, English
Day students (live at home)
The House Masters Commons Classrooms Home
The House
Amenities
Analogies
Oxford colleges
Frat houses
A village

54. Cisco Confidential 55© 2013-2014 Cisco and/or its affiliates. All rights reserved.
THE ENTERPRISE EQUIVALENT
Project center 1
Maker
space
Labs
Dining
Executive commons
(a coworking center)
Conference center
Sports/ exercise
Working from home)
The House Executive commons Project space Home
The House
(Coworking center)
Amenities
Components
The house
Project space
Amenities
Project center 2
Executive Commons
Corporate visit center Conference
visit center
Conference centers

55. Cisco Confidential 56© 2013-2014 Cisco and/or its affiliates. All rights reserved.
THE HOUSE
SPACE
READING ROOM
FOCUS ROOM
COFFEE + JUICE BAR
BARBECUE
MEETING SPACES
FIREPLACE
LOUNGE
GARDEN
BOOTHS
SOCIAL SPACE
SERVICE COUNTER
SUPPORT STAFF
KITCHEN TABLE
PERSONAL LOCKERS
SERVICES
GEEK SQUAD
HR SUPPORT
MENTORING
HOSPITALITY
CONCIERGE
GOURMET COFFEE + TEA
ORGANIC BEVERAGES
AV SET-UP
DRY CLEANING
SHOE SHINE
SPACE RESERVATIONS
WIRELESS
ADVICE +WORK REVIEW
COPY/ MAIL/ PACKAGING
The house is where you belong. It’s where you can work, entertain, meet people and get advice. It’s a
community!

56. Cisco Confidential 57© 2013-2014 Cisco and/or its affiliates. All rights reserved.
LOOK AND FEEL
Components for the business solution
Relevant
comparisons
English public school “houses”
American University dorms
Frat + Sorority houses
British Military regiments
Your village or neighborhood
Oxford and Cambridge colleges
Starbucks
Look and feel
1. An informal place to
work, mix and hang out
with people you know
2. Informal space to connect
3. Places to meet, present
and discuss
4. A place to keep my stuff
5. Starbucks
6. I belong
7. Un-Corporate
8. A community
9. Peace and quiet
1
8
7
6
5
4
3
2
9

57. Cisco Confidential 58© 2013-2014 Cisco and/or its affiliates. All rights reserved.
FORMAL COLLABORATION SPACE
Project space is configured each day for demand, based upon short, medium and long term use
Analogies
Tradeshow floor
Stage set

58. Cisco Confidential 59© 2013-2014 Cisco and/or its affiliates. All rights reserved.
LOOK AND FEEL
Components for the business solution
Relevant
comparisons
Team space
High performance individual
space
Agile teaming space
Labs
Maker spaces
Images
1. Mixture of open and
enclosed work spaces
2. Technology-laden
meeting space
3. Informal meeting space
4. Agile teaming space
5. Collaboration solutions
6. Team spaces
7. Focus rooms and
meeting rooms break-up
large open spaces
8. Break-out/ scrum space
9. Places to build things
7
8
4
5
6
2
1
3
9

59. Cisco Confidential 60© 2013-2014 Cisco and/or its affiliates. All rights reserved.
CHANGES
• Clarity of impact, contribution and measures for
all involved
• Tracking of benefits across IT, HR, CRE using
agreed KPIs to monitor adoption rates
• Virtual and multi-teaming that encourages
resources to contribute across multiple projects
• Agile workspaces where teams are helped to
form, so they become productive faster
• Eliminating staff and office moves for a direct cost
saving and less disruption
• Highly reconfigurable project spaces
• Effective process to on-board teams covering
new space concepts + practices
• Choice and self-determination of space use
• Agreed commitment across teams to common
technology platform and collaboration tools

60. Cisco Confidential 61© 2013-2014 Cisco and/or its affiliates. All rights reserved.
Summary:
• It is fundamental to have in deep
understanding of how your people currently
work and how they use the current space
• It is fundamental that you have a clear vision of
what you want to achieve with any changes made
• Make sure all stakeholders are represented in the process of defining changes
• Measure “before” and “after”…..and then track and measure continuously

61. Q & A
Peter Smit - peter@collabogence.com
Rick Huijbregts – rhuijbre@cisco.com
Michael Gresty – mgresty@rifiniti.com
Chris Hood – chris.hood@cbre.com
Research project: Interested in knowing your “Collaborator Type” and how you compare to others?
Go to www.themindsuite.com/survey and ender code: VSH476
(20 minute assessment – your profile will be sent to you upon completion of the research)
November 20th, 2015