public sector workplaces:

change management case studies

August 2003

Dr. Francis Duffy

the context for change

• operates in some form in most • strong agenda of change and reform

countries across the globe, driven by exists and desire to adopt many private
political demand and priorities sector philosophies
• huge scope of services / activities • new working practices and work-life
involved at local, regional, national balance considerations present
and even global levels important challenges and opportunities
• accountability is high, so value for • desire to improve standards and
money and risk management key benchmark, often internationally
• priority considerations include the • desire to modernise historic culture and
rationalisation, ownership and image of tradition and bureaucracy
management of property
• new thinking around financing and • aligning the workspace with the
running of property projects e.g. PFI organisational vision
strategic briefing Briefing...

from a single option…

On the move...
Brainstorming...

...to multiple
choices to match
tasks / needs
Socialising...

Concentrating...
strategic briefing
strategic briefing
 change

“ to the fearful - it is threatening because it means that things may get worse.
to the hopeful - it is encouraging because things may get better.
to the confident - it is inspiring because the challenge exists to make
things better.”
no matter how good
the office or building design,
the layout, the furniture,
the technology or equipment...
...only when people can work
in harmony with the physical
environment...
…can the benefits of change be
fully realised.
aligning the workspace to the vision
long-term
vision?
progress
move to new
workspace

pilot space

time
progress achieved with traditional interventions, ignoring the real workplace opportunities
progress achieved using decant space and ‘new office’ as a real catalyst for change
workplace an appropriately structured programme of activities and
change interventions, developed to encourage and support the smooth
and natural transition to new working environments
management: and new ways of working.

processes emotions

awareness denial

understanding resistance

engagement realisation

recognising the key stages of change commitment acceptance

that people need to go through:
ownership enthusiasm
the 7 key change management questions / steps

1. what is the desired outcome?

the vision - and not just the physical outcome, but culture, working practices and behavioural aspirations

2. what is the present state?

the diagnosis - physical environment, but also culture, history, context, wider organisational changes

3. what is the difference between 1 and 2?

the scope, extent and nature of change

4. are there blockages / resistance? is there positive energy / motivation

are there bad experiences, misconceptions? is there management commitment / any champions?

5. are the ‘changers’ willing and capable?

what is the mood of staff

6. is the change feasible / realistic?

are you taking on too much, is the culture ready, what are the risks?
Based on the responses to above, then….

7. design the right change programme of activities, interventions and support

- or return to 1 to review or refine, as necessary
what is the workplace
change you want to manage?

smoother significant and

move to what is the scope / nature of change ? sustainable
new or organisational,
changed cultural and
what is the capability ? business
workspace
transformation

Is your vision just about the workspace or the business / organisation?

 ownership
/ evolution
the change curve

excitement
/ commitment

comfort acceptance
/ complacency / enthusiasm

awareness understanding /
/ denial / indifference engagement / curiosity
resistance / cynicism
 case studies

Her Majesty’s Treasury, London

Ministry of Defence, London
Her Majesty’s Treasury

central London building

building redevelopment project (PFI)
1,100 people
completed Summer 2002
as a part of the broader initiative
of a ‘joined-up’ government

team working
openness
communication
interaction
collaboration
flexibility
the new environment will act as a catalyst and enabler, actively supporting
the organisational and cultural changes within the Treasury

securing the necessary resources attraction and retention of the best

people through a better working
environment
managing people and business
new workspace and technology
effectively
supports team-working, interaction
and collaboration
using information effectively open environment supports
knowledge sharing; filing and
storage strategy targets information
access and retrieval
better two-way communication new workspace supports enhanced
communication and information
flow within and between
directorates
pilot space
pilot space protocols pilot space protocols

shared spaces
introduction
• AWS’s are available to everyone in the pilot space
As with many other organisations these days, we primarily study, generate and communicate
x Having a meeting does not necessarily imply the need for a meeting room; when choosing
knowledge. Looking to the future, the Treasury is investing in new working environments
a space please consider if the meeting is better suited to informal meeting areas or
designed to better support us in a variety of tasks.
four-person AWS’s provided.
In practical terms, the New Treasury Building and this pilot feature technology solutions that
x Catering can be ordered through the existing channels. Items will be cleared from meeting rooms, but
support mobility, and workspace solutions that support individual concentration and analysis,
please clear catering items from four-person AWS’s and leave them in the kitchen for collection
and others that encourage communication and exchanging knowledge with colleagues.
x Please leave all shared spaces (including Alternative Workplace Settings, meeting rooms and informal
The new workspace will also entail a slight shift in culture and behaviours for all of us. These
meeting areas) as you would wish to find them
protocols are the result of internal discussions and are intended as guidelines, to help us all
get the best out of our new working environment.
Single Person AWS’s

x The 5 Single Person AWS’s are not bookable; they are for individual concentrated and confidential
working (such as report reading/writing, confidential phone calls)
how the office works x Please vacate these promptly when this type of work is completed, so as to free up the facility for your
colleagues
• Useful reference papers are kept on desks, however, please be mindful of avoiding
accumulation of unnecessary clutter over time Informal Meeting / Copy Area
• Long conversations at desks may be distracting to those working around us, so please x You are encouraged to use the informal meeting area in preference to your desk for your more informal
consider moving to the informal meeting areas when appropriate meetings. Please consider the café in the basement as another informal meeting area (and you can still
keep in touch with the new cordless phones which will work here)
• All shared spaces, including Alternative Workplace Settings (AWS’s), meeting rooms
and informal meeting areas, should be completely cleared when you move to another x Please leave the printers/copiers as you would like to find them, and refer any issues to Joan Hofstetter
space (including coffee cups, discarded pens and papers etc).
x Any papers or other clutter ‘abandoned’ in this area will be binned without exception.
• It is important that you do not feel that you have to be seen at your desk to be working;
you are encouraged to use the different spaces provided
Four-Person AWS’s
x The four-person AWS behind Jon’s workstation is bookable through Sue Collingwood; the one behind
Robin is bookable through Caroline Faulkes, and the third is not bookable.

noise Meeting Rooms

x Meeting rooms are bookable through Outlook by anyone in the pilot on a ‘first come first served’ basis.
Conversational ‘buzz’ is inevitable in every office environment and indicates a high level of
interaction, which is openly encouraged. However, there are a number of ways to strike a x To book a time slot, please type in your name and extension, and topic of the meeting
balance between the need for concentration and interaction:
x Remember to cancel the booking if the meeting is cancelled, so as to free the facility for your colleagues

• Being aware of your voice level should help avoid having to shout across the office as
well as having to whisper to people

• Divert phone calls to cordless phones and move to an AWS if your conversation requires housekeeping and support
more confidentiality or concentration
x For Health and Safety reasons nothing should be stored on the floor, or on window cills
• Please divert desk phone to voicemail (where applicable) whenever you are not available
to answer calls x If you want to bring food into the office please dispose of any waste in the kitchens

• Remember to modify your mobile’s ringer tone and volume as appropriate when in the
Equipment/Services Team Contact number
office
PC, telephones IS
• No use of phones or answering machines on ‘speaker’ facility in the open plan. Photocopiers, faxes, office sundries AS
Catering AS

HM Treasury HM Treasury

Allington Towers - 2nd Floor

Indicative Layout • 70 people
• decant building
• 1 year trial of
furniture, technology,
support services,
catering, protocols
new workspace
LIGHTWELL
LIGHTWELL
LIGHTWELL

meeting room
LIGHTWELL

vending hub
LIGHTWELL WEST COURT
AWS

toilets
LIGHTWELL

LIGHTWELL
LIGHTWELL LIGHTWELL
 a day in the life..
1.
4 7 9.00am
collect phone 2.
8. 2
9.10am
3.30pm
at desk to
meeting
check emails 5
elsewhere
and post

4 3.
7.
9.30am
2.30pm
coffee and
follow-on
ad hoc
discussion
meeting

6. 4.
1.00pm 10.00am
3 formal in an AWS for
meeting in concentrated
5.
booked working
12 noon
room
at desk to
6
check
1 emails
 scenarios..

You are trying to concentrate on writing an

important document. Two people nearby
bump into each other and start a ‘corridor
conversation’ which distracts you.

What do you do?

Change in the
Treasury
delivering the cultural change at
HM Treasury

Š user groups
Š communications strategy
Š roadshow presentations
Š people’s panel
Š filing and storage reduction
Š ‘one horseguards’ newsletter
Š intranet site
Š new building site visits
images
of
1 Horse
Guards
Road
Ministry of Defence

central London building

building redevelopment project (PFI)
3,000 people
to be completed Summer 2004
project vision

a better building clean, bright, airy; new furniture and equipment, more
responsive services, and more adaptable open plan
workspace supporting more communication and collaborative
working

better equipped an infrastructure supporting more flexible working including

single flat screen PC with easy access to the internet, OGDs,
information up to Secret and EDRM providing quicker access
to information and easier knowledge sharing

better processes leaner and more efficient organisation working together to

and working deliver common defence goals; working more flexibly and
practices informally across team boundaries to tackle projects
 pilot space

• 100 people
• decant building
• 3 year trial of
furniture, technology,
support services,
catering, protocols
 new space
A typical bay
generic plan
(indicative layout
only - level 6 south
east corner)
new elements
– new furniture (desks, chairs,
storage)
– new meeting rooms
– new support services
– new vending machines
– new facilities:
restaurant
gym
library
business suite
– new technology:
flat screen PCs
access to internet and OGDs
remote / mobile access
electronic filing system
– new protocols
branding
St Giles Court
St Giles High Street
St Giles Court London WC2 8LD
St Giles High Street
London WC2 8LD

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working better together

working better together

communications strategy / plan

the rationale, role and key principles of communications for HOME WHY

stakeholder groups and the the change community WHO

key messages and nature of communication activities WHAT

timetable, key events and milestones WHEN

communication channels and media options WHERE

media

web site, newsletters, video,

stress balls, t-shirts, posters,
conference, presentations,
workshops, drop-in centres
media

the award-winning
web site...
>home programme

further activities for >home:

• creation of the building and local protocols
• visits to the ‘working model’ space
• induction tours of the new environment
• welcome book to the building

re-structuring of the delivery model with >homeLife

and >homeLeadingChange
 change can be a positive
experience if managed well

people need to be motivated

to embrace changes

people need the right level

and style of communication,
involvement, preparation
and support - both before
and after the change

just think about how we handle

change in our everyday lives
 workplace change:

“it’s a journey, not a

destination”

setting and managing

expectations

creating an appetite for

on-going development