Leesman Index Summary

Leesman Index Review Issue 25 Q3 2017Opens in a new tab.

Human-centered workplace design, putting people first, effective zookeeping and London’s newest skyscraper.

·      Putting positive patient outcomes first.  Taking valuable lessons from the technologists.

·      Can the workplace industry ever embrace evidence-based design systems? Tim OldmanOpens in a new tab.

·      Why is it so important to be an effective zookeeper? Nigel Risner

·      Human-Centred Workplace Design.  Craig MurrayOpens in a new tab.

·      PepsiCo’s Hierarchy of Needs.  Laura Opens in a new tab.SprulesOpens in a new tab., Ursula PhillipsOpens in a new tab.

·      Catalyst, Enabler and Obstructer Workplaces.  Peggy RotheOpens in a new tab.

·      Designed for people.  Sir Stuart LiptonOpens in a new tab.

·      Going to Work on an egg.  Philip VanhoutteOpens in a new tab.

·      Books Worth a Closer Look

o   Lead From The Heart: Transformational Leadership For The 21st Century

o   Messy: The Power of Disorder to Transform our Lives

Leesman Index Review Issue 24 2017Opens in a new tab.

This is an analysis of a dataset of a size never before amassed, using a single product, based on a simple proposition: is your workplace working? The results are arming organisations with a detailed understanding of how workplaces impact employee experience, whilst fuelling a central benchmark database, the statistical robustness, research richness and diversity of which is unparalleled globally.

·      Comment Tim OldmanOpens in a new tab.

·      The Global Standard Measure

o   The Leesman Lmi Model

o   Where the Leesman Survey is used

o   Deploying the Leesman Survey

·      Global Diversity – Total Number of Respondents

·      Great Places to Work: The Growth of Leesman+

o   Where Leesman+ space out-perform the rest

o   How Leesman+ spaces out-perform the rest

·      Leesman Certification

·      Unlocking the Matirx BCG – New York Case Study: When you are widely considered to be one of the most prestigious management consulting firms in the world, the announcement of a bold new workplace relocation project for your New York City office is bound to focus eyes on your workplace strategy.

·      Global Strategy, Local Values – Morgan Stanley Case Study: Morgan Stanley is wrestling with a complex set of regional and international challenges as it sets out to create a workplace strategy for its global financial services business.

·      Family Ties – Lendlease Case Study: Can a sense of belonging engender better outcomes in the workplace? At Lendlease’s new headquarters at International Towers Sydney, Barangaroo, Australia, the organisation has designed an office that aims to make employees feel at home.

·      The Networked Workplace – Tele2 Case Study: “It is more than a workspace; it is a social space too. We want you to come to work here because this is where the magic happens”

·      Operation Workplace – Surrey Police Case Study: In a climate of austerity, Surrey Police is embarking on an ambitious programme to completely reimagine its workspaces.

·      Modus operandiPeggy RotheOpens in a new tab.

·      One Giant Leap – Plantronics Case Study: In the Netherlands, global headset manufacturer Plantronics is finding novel new ways to counter noise pollution in its new flagship smart workspace.

·      2017 Q2 Data Summary

·      The Impact Code – highlights the differences between the Leesman average (all global data) and the Leesman+ high-performance group

Leesman Index Review Issue 19 Q4 2015Opens in a new tab.

Collaboration: Cultural alignment, power of design, mapping infrastructure and dealing with distance

·      Creativity is increasingly seen as a critical skill for continued business success, but is the blanket application of a programme to make you more creative really the answer? Tim OldmanOpens in a new tab.

·      Desing for collaboration.  Joseph WhiteOpens in a new tab.

·      The war on collaboration.  Allison TsaoOpens in a new tab.

·      Mapping the infrastructure of collaboration.  Peggy RotheOpens in a new tab.

·      Does it work to work apart? Liena LidOpens in a new tab. & Tomas Lid FalkmanOpens in a new tab.

·      Can Big Data Analytics provide new insights into collaboration performance? Peter SmitOpens in a new tab.

·      Multi-dimensional meeting rooms.  Tim OldmanOpens in a new tab.

·      Simply Smarter Meetings.  Philip VanhoutteOpens in a new tab.

·      Books worth a closer look:

o   The Life-Changing Magic of Not Giving a F*ck: How to Stop Spending Time You Don’t Have with People You Don’t Like Doing Things You Don’t Want to Do (A No F*cks Given Guide)

o   The Innovator’s Dilemma: When New Technologies Cause Great Firms to Fail (Management of Innovation and Change)

Leesman Index Review Issue 18 Q3 2015Opens in a new tab.

The importance of measuring performance, the IT and FM intersection and the ‘internet of things’.

·      Performance asset or productivity liability?  Measuring the cost of workplace is simple – and something most organizations routinely do.  But measuring its value – its contribution to organizational performance – remains a rarity. Tim OldmanOpens in a new tab.

·      Is the FM profession ready for the data deluge? James SuttonOpens in a new tab., Debra WardOpens in a new tab., David HoworthOpens in a new tab., Simon LatrouOpens in a new tab., Kath Fontana, Adam ThilthorpeOpens in a new tab.

·      Flexibility and variety hold the key as employees’ activity profiles become more complex. Peggy RotheOpens in a new tab.

·      The future is here and it’s connected TimOpens in a new tab. Oldman

·      Leesman+ case study preview

o   ISS World – Lmi 81.7 – Søborg, Denmark

o   Plantronics – Lmi 75.7 – Hoofddorp, Netherlands

o   NCC – Lmi 74.4 – Oslo, Nowrway

o   Network Rail – Lmi 71.4 – The Quadrant, United Kingdom

o   Sainsbury’s – Lmi 71.1 – Coventry, United Kingdom

·      The battle of the battery, Philip VanhoutteOpens in a new tab.

·      Books worth a closer look:

o   It’s a Zoo Around Here ” : The New Rules for Better CommunicationOpens in a new tab.

o   Six Simple Rules: How to Manage Complexity without Getting Complicated

Leesman Index Review Issue 17 Q2 2015Opens in a new tab.

Noise and its impact on productivity, importance of variety in open plan spaces and Plantronics’ “Soundscape” building

·      100,000 lessons in what matters most – As Leesman passes another milestone, our data starts to mount pressure on workplace design and management professionals to understand what matters most. Tim OldmanOpens in a new tab.

·      Designing the acoustic office.  Colin RawlingsOpens in a new tab.

·      Sound design: How good acoustics supports growth.  Paige HodsmanOpens in a new tab.

·      Are flexible workspaces without variety to blame for agile working cynicism? Peggy RotheOpens in a new tab.

·      Time to take a stand: Workplace health matters.

·      Audio comfort boosts productivity in offices

·      Soundscape: building an acoustic workplace from the ground up

·      Business leaders, listen up.  Noise is an issue. Philip VanhoutteOpens in a new tab.

·      Books worth a closer look:

o   Focus: The Hidden Driver of Excellence

o   HBR’s 10 Must Reads on Emotional Intelligence (with featured article “What Makes a Leader?” by Daniel Goleman)(HBR’s 10 Must Reads)

Leesman Review Issue 6 2012 Q2Opens in a new tab.

Why Service Matters, Olympic London and passing the first major data milestone.

·       As Easyjet experiments with the introduction of allocated seating for it’s 50m passengers, what lessons can workplace management learn on the power & benefit of location choice? Tim OldmanOpens in a new tab.

·       The service coach – Can hospitality and retail offer important lessons to FM?  Alan WilliamsOpens in a new tab.

·       Go to work or stay at home? Debra WardOpens in a new tab.

·       10,000 respondents: Monica ParkerOpens in a new tab., Stephen MoorcroftOpens in a new tab., Louis LhoestOpens in a new tab.

o   37% of home-workers are having to use a non-work specific location i.e. a dining room table, with just 41% having a dedicated separate work room of office

o   22% of respondents were based in a shared or solo office, with 61% of them reporting that the design of their space enabled them to work productively

o   58% of those with a non-allocated work setting agree this enables them to work productively,  6% more than those with an allocated open plan desk

o   95% of respondents rank their office chair as an important part of an effective office with 67% of them satisfied with the chair they are provided with.

o   82% of respondents ranked natural light as an important workplace feature, 9% more than office lighting.  Just 47% were satisfied with its provision.

o   91% of respondents rank tea, coffee and refreshment facilities as important part of an effective office, with 21% dissatisfied with their provision.

o   31% of respondents listed Video Conferencing as an important workplace activity, but just 44% could report that it was effectively supported.

o   81% of respondents list Telephone Conversations as an important workplace activity, with 67% agreeing that the activity was supported.

·       Global Data

·       The Olympic data legacy

·       Out of Office Auto-Reply?  Philip VanhoutteOpens in a new tab.

·      Books worth a closer look:

o   The Decision Book: Fifty Models for Strategic Thinking (Fully Revised Edition)

o   The Element: How Finding Your Passion Changes Everything

o   How Pleasure Works: The New Science of Why We Like What We Like

o   The Ego Trick

Leesman Review Launch IssueOpens in a new tab.

48% less than satisfied with the provision of quiet or concentrative spaces away from their desk.

·       Evidence-Based Design (EBD) is the process of basing decisions about the built environment on credible research, to achieve the best possible outcomes.

·       Discretionary Effort – A recent Towers Watson study of nearly 90,000 employees globally reports that only 1 in 5 employees is giving full discretionary effort on the job and nearly 40% of employees are disenchanted or disengaged.

·       Cost of Change –  Less than 3% of respondents to a Chartered Institute of Personnel and Development survey were able to provide figures relating to the estimated costs of replacing someone who had resigned.

·       Freedom and Flexibility –  Another study by Towers Watson showed “employees want more freedom and flexibility in their work, but don’t feel they have the tools and support they need to succeed in today’s environment”

·       US Engagement – Work by Gallup on US organizations showed that in averagely performing companies 33% of employees were Engaged, 49% were not Engaged and 16% were Actively Disengaged. This compared to 67%, 26% and 7% respectively in leading companies.

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