In this whitepaper:
While mobility can take many forms, we have established a reliable approach to defining and designing a mobility strategy that will effectively support your organization’s work processes, people, and culture.
What you will learn:
- How to define and quantify mobility for your organization
- The three layers of impact for any mobility program
- The people, technology, and place considerations associated with mobility
- Actions to avoid when implementing a mobility program
How does mobility factor into an organization’s real estate or workplace strategy within the context of increasingly collaborative work processes, an emphasis on positive workplace experiences, and new definitions of engagement and productivity? It all starts with creating your own definition of what mobility means that is aligned with the organization’s critical business goals, work processes, and culture.
So, what do we mean by 'mobility'?
Mobility is often used (at least in the US) as a catch phrase for different programs developed to manage or accommodate telework, telecommuting, hoteling, free address, flexible seating, etc. It includes external mobility – working at different locations outside the office – and internal mobility – moving between the range of individual and collaborative work settings in the office.
When technology advances first enabled mobility, many organizations seized the opportunity to send workers home, viewing this primarily as a way to reduce real estate costs. Today, we know that in order to be effective, a mobility strategy must provide balanced support for effective work, an organization’s culture and business goals, as well as making the workplace inherently more adaptable to change.
So, where is everyone?
Occupancy and utilization studies completed over the years by multiple organizations and their workplace consultants have consistently found that knowledge workers are at their desk an average of 35-45% of the time. These findings suggest that work is no longer happening primarily at one’s desk.
So, where is everyone? Technologies give users the ability to choose where they work – and often it’s not at their desk. It’s the huddle room, the scrum space, or the café. Or they choose to work outside the office with a client, or closer to home. Regardless of where they are getting their work done, their organization will need to 'formalize' what is currently taking place and ensure their employees have the right tools, resources, knowledge, and skills to be fully engaged and effective regardless of the place they work.
