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If there was such a thing as the perfect office, it would have to be highly flexible, highly versatile in terms of fit-out and constantly equipped with state-of-the-art technology. And the dishwashers in the kitchen would have to fill and empty themselves. Perhaps a slight exaggeration but, in principle, this represents the image of the perfect office.
Depending on the scale, a new office project takes between six and 18 months. During this period, it is not possible to consistently adapt the plans to changes within the company. It is essential that the visions and associated objectives of the company are known. Visions and objectives should be established at the start of the project. These should then be translated into the planning premises to provide a basis to work from. What do I, as a company, want to express internally and externally with my working environment?
Some global players use the media and communicate their visions and objectives externally via their office environments in order to demonstrate who they are and how they work. They are proud and make no secret of their identity and attitudes. Not every company has to represent themselves in this way but they should nevertheless question themselves about their identity. Who am I? What are my values? What is my company philosophy? Should the company's values and attitudes be incorporated into the working environment?
It is essential to define a vision and objectives and to put these into context. The outcome will then be reflected in the company's working environment. This working environment must always be considered individually. For some companies, a cellular structure is the right option while others are more suited to an open-plan office with breakout areas that allow for group discussions. Desk sharing has also become increasingly popular in recent years. Initially, this was aimed at reducing costs. However, this is the wrong approach. Costs should not be the over-riding factor even if costs are a principal driver for all companies. The right questions to ask are: How is the available space deliberately being used?
What working environments and fit-outs are required? How are the different working locations being used? It is helpful to view a workplace like a tool. The attitude and mindset toward the working environment are the adjusting screws for the success of a workplace model. The desk-sharing models accepted by employees are mostly those where there is no other choice. Those who are always in the office at a fixed desk do not have any thoughts as to whether that is the right working location for their current activities. Habit always leads us to fall back on familiar norms. In such cases, the example of superiors is a crucial stimulus. If the boss can do that, I can do the same! It is a matter of being conscious of how your working day is structured. What do I do when, where and how? Do I have to be in a workplace to attend a meeting? What do I do before the meeting? What do I do after the meeting? Do I have fixed duties on certain days at specific times?
The modern employer is demanding increasing responsibility from employees for completing their own work. Consequently, employees will also want to decide which is the right working location for doing so. Satisfying all of these wishes will be an almost impossible objective for employers. However, one step towards achieving this objective could be to offer employees a variety of working options in return for a certain amount of flexibility on their part.