Savings in the workplace

As part of the discovery and design process, we provide our clients with quantitative analysis of costs and space benchmarking. Such data ensures leaders can leverage useful information such as an overview of the risks involved in various scenarios. Ultimately, these tools help clients to make better informed decisions. At a more pragmatic level they ensure staff needs are properly addressed in the new workplace. The graphics illustrate how our work helped a financial services company achieve a workplace that better suited their aspirations.

Whatever the state of the economy, cost is always an important factor. In partnering with the client and their real estate provider, M Moser developed the total costs of the project for not only the first but also the second lease term. Critically, this analysis included both OPEX (i.e. rental costs and management fees) and total CAPEX (i.e. fit-out, reinstatement, relocation, building services upgrades). Below is a simplified version of our analysis.

Based on leading industry space use benchmarks, the client's quantity of enclosed spaces was above the market norm. Our benchmark analysis provided a baseline reference as to where changes could most effectively be implemented. This hard data was supplemented with further qualitative analysis, creating an optimal fit for their vision, workplace demands and culture.

Ideal workplace solutions are realised by first analysing the business needs that underpin the project. Strategic Workplace Planners enabled this particular client to understand the right balance and mix of spaces required to achieve both privacy and open collaboration.

Engaging 'push-pull' activities such as workshops, interviews and questionnaires helped actualise the brief and ensured staff buy-in to the necessary changes. To achieve their objectives and become more effective, this client required more interaction and long-term flexibility. Break-out spaces and open work areas were planned for greater collaboration and knowledge sharing. Privacy was achieved through the use of some enclosed offices and easily- accessible 'huddle' rooms. After a period of six months, no key staff turnover had been recorded.