Road To(ward) AWS

Road To(ward) AWS
CORENET DISCOVER FORUM 2014
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Who is Millward Brown
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Who is Millward Brown
ADVERTISING
& MEDIA
KANTAR:
INFORMATION, INSIGHT
& CONSULTANCY
WPP
BRANDING & IDENTITY
& SPECIALIST
COMMUNICATIONS
PUBLIC
RELATIONS
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Added Value
IMRB
Millward Brown
The Futures Company
TNS
Kantar Health
Kantar Japan
Kantar Media
Kantar Retail
Kantar Worldpanel
Center Partners
Kantar Operations
Lightspeed Research
What we do
We provide research-based
consultancy to help marketers
successfully manage their brands,
optimize the return on their media
and communications investments,
and create value for their
businesses, employees and
shareholders.
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A bit about us
 Founded in 1973
 Aquired by WPP in 1989
 88 offices in 58 countries, 6,000 people
 Over 1.1 Million square feet
 Revenues over $1 Billion
 We conduct more Brand Marketing Communications
Research than any other company in the world
 World’s largest Qualitative Practice
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Map of MB offices in North/Latin America
Detroit
Seattle Chicago
San Francisco
Los Angeles
Guatemala City
Toronto
Norwalk
Lisle
Rhode Island
New York
Atlanta
San Juan
Mexico City
San Jose
Waltham
Washington DC
San Pedro Sula
San Salvador
Bogota
Panama
Tegucigalpa
Managua
Lima
Sao Paulo
Santiago
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Cincinnati
Buenos Aires
Map of MB offices in Europe
Belfast
Dublin
Warwick
London
Paris
Milan
Madrid
Barcelona
Moscow
Copenhagen
Hamburg
Warsaw
Amsterdam
Bratislava
Frankfurt
Prague
Zagreb
Kiev
Budapest
Bucharest
Rome
Istanbul
Athens
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Map of MB offices in Asia Pacific
Beijing
Seoul
Karachi
Delhi
Mumbai
Tokyo
Shanghai
Dhaka
Guangzhou
Yangon
Taipei
Hong Kong
Manila
Bangkok
Bangalore Chennai
Colombo
Singapore
Ho Chi Minh City
Kuala Lumpur
Jakarta
Sydney
Melbourne
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Auckland
Wellington
Map of MB offices in Africa
Cairo
Cairo
Accra
Accra
Lagos
Nairobi
Cape Town
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Johannesburg
Map of MB offices in the Middle East
Israel
Jeddah
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Dubai
How we have worked
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First “Open Plan”
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Fewer Offices
Hierarchical Spaces
Limited Natural Light
Lack of Collaboration Space
Dull & Uncreative
Low Energy
Now we are really “Open Plan”
Definitely more Creative …… but is it
really open & more Collaborative????
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How we work Today
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How we work Today in the United States
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Globally
Asia
Europe
Latin America
Seating Metric
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RSF/Head
RSM/Head
North America
175
16.26
Latin America
154
14.31
United Kingdom
120
11.15
Europe
167
15.51
AMAP
154
14.31
Current Standards
 Minimum 90% of Headcount in open space – with goal to be 100%
 Furniture Standards
 Community Ownership of Space
 Windows are “public space” – any enclosed office/team room should be interior
 Create Alternative meeting options – booths, casual, phone booths etc. …
 Team rooms should be “convertible” – can work as office or meeting space
 Consolidate Operations Groups in Hub Real Estate locations
 Co-locate with sister companies where it makes sense
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Co-Locations
Benefits
 Smaller footprint through Shared Resources
o Reception
o Large Conference Rooms
o Back office
o Cafeteria
o Staffing
 Nicer Space/Building (more amenities) than if on our own
 Potential Synergies between OpCos
Challenges
 Agreeing on location
 Maintaining Individuality and Branding
 Client confidentiality
 Competing on Pitches
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Where we are Heading
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Why we want to work toward AWS
 Create an environment & culture that encourages COLLABORATION & COMMUNICATION
 Improve business AGILITY – being able to increase HC in same footprint
 Creative new spaces with high ENERGY
 Lower Real Estate costs while INVESTING in the needs of the staff
 Improve WORK-LIFE Balance
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How we will get there
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Criteria for AWS
Real Estate & Facility
 Attendance Records
 Room/Space Utilization
 Understanding how people work – or would like to work
Technology
Internal:
 High Speed Wi-Fi coverage in the facility
 VoIP and Soft phone capability
External:
 Availability of High Speed Connection – home and in public
 Mobile Phone Service coverage
Human Resources
 Leadership
 Local Culture
 Recruiting
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AWS Report Card
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First AWS Office - TNS Sydney
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Lessons Learnt
 Sell all of the business case – This is as much about making a positive impact for staff
as it is a value exercise.
 Ensure Senior Management is cheerleading
 Start the process early – behaviour change takes time.
 Engage a Workplace/Change Management consultant – they are the experts and
seen as a third party.
 Measure how space is currently used – and design the right mix of work settings and
meeting spaces – don’t guess it.
 Ensure proper Technology
 Ready yourself for resistance – it’s a natural part of change.
The Little Things:
 Ensure Laptops are same for docking stations.
 Communicate housekeeping rules – clean desk etc. …
 Use Soft phones or mobile phones to improve hygiene, supply Bluetooth headsets for
senior staff to allow movement to private booths
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Post Change
 They feared more staff would work from home, but now more are proud to come to the
office.
 Not only were the number and cost of maintaining printers reduced, but paper use dropped.
 General staff feel more engaged with the business, especially when surrounded by senior
management.
 The office “vibe” has lifted immensely.
 They still have plenty of growth capacity, yet less desks than headcount.
 The smaller floor plate actually feels larger than our previous space.
 Staff are proud of the new workplace they have.
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