12 May 2015
One organisation we recently worked with had a very unique strategy: To build intimate customer relations by developing more cohesion, participation and co-operation among the people doing things. As a result, they used their workplace design as a catalyst for change in two key respects: firstly they inverted the structure putting people closest to the customer at the top. Secondly, customer/member information was treated as the most valuable and treasured resource available that bound the various activities throughout the organisation. The workplace design makes these aspirations explicit through five design innovations.
11 May 2015
'Agile' managment methodologies are becoming more common within businesses that are working in highly volatile business environments. Within Emergency Operations Centres (EOC's) where quality of decision making under extremely stressful conditions predominates, or within the IT sector where speed to market and innovation are driving forces, 'Agile' managment is already part of the everyday language. Words such as daily 'Scrum', 'Sprint' and 'Kanban' frame a new paradigm of working and the physical envionment that supports it. The same methodology is well established within the education sector, termed 'Action Learning'.