It’s no secret that companies are turning to the workplace to find the key to improving employee and business productivity. Many firms are investing heavily in workplace strategies that are designed to better support the work that their people do. However, what most companies are failing to consider is whether or not the work their employees are doing is actually the work that creates the most value for the organization. A JLL poll reveals a staggering disconnect, with 74% of respondent saying that thinking, talking and brainstorming create the most value for an organization, while only 24% spending most of their time on these high-value activities.
In the current economic environment, the success of workplace strategies all too often boils down to crude calculations of reduced cost-per-square-foot or increased utilization rates. This is unsurprising as, in the absence of a clear link between workplace strategy and value generation, many companies struggle to define how to otherwise measure the success of these initiatives. However, focusing purely on cost can easily lead to missed opportunities for productivity improvement, such as better, smarter, more innovative and faster solution development.
In this paper, we propose a new approach that contradicts the one-size-fits-all thinking behind then current conversations about flexible, mobile or collaborative working. This approach starts with considering which work processes create value for your organization and your clients, and then looks at designing a workplace strategy that best supports them.
The report takes a look at questions including:
- Is your workplace enabling productivity?
- What does productivity look like for your organization?
- Which work processes drive value?
- Does your workplace support the highest-value activities?
- Are you striking the right balance?
- Measuring productivity is not as hard as you think
- Starting the workplace productivity conversation