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1、,Copyright 2003 Accenture. All rights reserved. Accenture, its logo, and Accenture Innovation Delivered are trademarks of Accenture.,The Workplace BlueprintDaniel B. Johnson,CoreNet Global Summit, Atlanta, October 2003,“The effective organization is one that has blended its structure, management, pr
2、actices, rewards and people into a package that in turn fits with its strategy” - Mintzberg,Why a new Workplace Blueprint?,Reduces operating costs Increases efficiency Increases flexibility Principles: Differentiated real estate portfolio Flexibility Best practice delivery High performance workspace
3、 Scalable Service Levels,Corporate Real Estate strategies have shifted to align with Accentures new business and workforce models. This requires a new Workplace Blueprint that:,Purpose,Connecting the business and workforce models,Optimize the performance of our new and distinct workforces by providi
4、ng appropriate and cost effective workplaces to support our business needs. We anticipate change from many influences: flexibility is a backbone for our facility strategy.,Context and Opportunity,Modeled Headcount Growth by Workforce,76,300,87,400,103,300,70,580,Dramatic growth in new businesses,Rea
5、l estate demands,Re-shaping of the organizational pyramid and growth in key businesses in certain geographies require us to provide new real estate in new locations, and scale back existing fixed commitments in many existing locations. Employees are seeking a culture that fosters community, empowerm
6、ent and accessibility. Our workplace responses need to balance office-based work with the increasing mobility and virtual nature of work. Geographic and cultural differences may warrant unique responses. Our intent is to have strong communities of people in highly utilized, vibrant offices that are
7、linked to other Accenture work locations and to client-sites, shared facilities and remote locations including the home. Emerging technologies are changing how and where we work, and influence how we deliver support services. These technologies will further enable dynamic, flexible and productive wo
8、rk from locations outside of traditional Accenture offices. Future real estate commitments require more flexibility to support rapid shifts in demand.,Context and Opportunity,Real estate supply conditions,Traditional ways of procuring real estate are out of sync with the changing nature of the globa
9、l business environment: Needs can change dramatically even before planned space is delivered. Implementation of this new model will not happen overnight. We have a legacy of real estate assets that make it difficult and expensive to quickly align our portfolio with our new business models due to fix
10、ed long term commitments. Future commitments cannot assume status quo planning assumptions. We have significant surplus space in soft markets, yet still need to expand our business in new geographies. We have taken aggressive steps to right-size the portfolio, yet there is still more to do.,Context
11、and Opportunity,Real Estate Characteristics,Work Characteristics,Traditional Workplace Strategy (Pre-1995),Process Oriented Isolated/Cellularised Static Individuals Lack of flexibility Fixed Workforce,Fixed Lease Single Location Mixed Branding Local Application (higher costs),250 RSF/worksetting 118
12、 RSF/Person 50% Utilization,New Workplace Strategy 1995-2002,Project Oriented Group / Interactive Community Based Increasing flexibility Mobile Workforce (emerging),Consolidated Lease Office / Client Site Branded / Functional Global Standard (higher costs),200 RSF/Worksetting 100 RSF/Person 67% Util
13、ization,Metric Characteristics,Flexible Workplace Strategy (Evolving),Solutions Oriented Dynamic mobile teams with physical and virtual community support Balancing physical / virtual work,Scalable leases Mobile workforce Diversified portfolio Flexible / functional Local interpretation of standards w
14、/in benchmarks (reduced costs),120-150 RSF per worksetting 65 RSF/Person (target) 85% Utilization (target),Accentures evolving workplace strategy responds to these new ways of working and incorporates thoughtful real estate management.,Our Workplace Strategy,Research conducted with Accenture people
15、has identified 4 workforce priorities:,A successful work experience for all of our workforce is supported by the integration of each of these elements.,The Accenture Workplace Strategy,Tools & Technology,Geography& Culture,Services,People,Workplace,Accessibility Clarity Empowerment Community,The nat
16、ure of work is changing,Cost,Stove pipe budgets,Rigid infrastructure,Fixed,Output,Efficiency,Individual,Dictate,Manage,Silos,Formal,Hierarchical,Simple,Past,Today,Value,Overall bottom line,Flexible infrastructure,Mobile,Outcome,Efficiency & Effectiveness,Team,Empowered,Lead,Cross-functional,Informal,Flat,Complex,Global,Local,Accentures workplace strategy has evolved to reflect these changes, as well as new business drivers required to ensure a competitive cost structure.,Workplace
