25 Jan 2021

“The office is dead, long live the office!”

By James Ainsworth.

Photocred: @theblowupphoto












I need not repeat the story of 2020; we have all lived our own version of the COVID-19 pandemic and the challenges have been unique to us all by virtue of our circumstances; however we were all unified by the Government’s stay-at-home orders, and may continue to be for some time yet as we flit in and out of local and national lockdowns. With the roll-out of the vaccines well underway and thanks to the herculean effort by the network of NHS and volunteers, there is at least light at the end of the tunnel.

 For the vast majority of us, the pandemic has meant that working from home has become the new normal, and there will be people who have not set foot in their offices since mid-March 2020. But does this mean the death of the office as some commentators have suggested? Not by any stretch; moreover, this is an opportunity for owners and occupiers alike to make some bold moves in delivering the workplace for the new normal that focuses on service, connection and wellbeing.

 We have all heard of some very reactionary responses, made very publicly, that businesses no longer need offices to the extent that they did previously, and that some would be closed on a longer term basis, maybe even permanently; but perhaps this misses the point of the office completely. Undoubtedly, the office, seen solely as a place to travel to in order to merely sit at a desk and undertake a job will have to evolve for those that have not already started this workplace journey. Home working may well now become the workplace of choice for the concentrated lone working environment, and those with a segregated home work space may well thrive on this by managing to avoid the ‘live at work syndrome’ experienced by those working at the kitchen table, or in their shared house bedroom. However we are intrinsically social animals, and thrive on human connection; it motivates, it inspires, it gives purpose. Ergo the office has a purpose, it is the best medium for the work based human connection and it can help to instill corporate values. We are hearing increasingly of home working fatigue and of genuine excitement at the prospect of getting back to the office to engage in person and experience those “bump into” interactions which do not exist in a virtual or remote working environment.

 So what is the role of the office post-COVID then, if not to provide a physical space to work. Well clearly it still has to fulfil this purpose and there will be a proportion of the workforce who are more comfortable physically and mentally in working from the office, maybe full time. The savvy CRE manager will have to consider the needs of the full spectrum of their businesses workforce, not just their senior level cohort, as well as other post-covid evolution such as a reduction in business travel. However there is likely to be a shift to a much more hybrid model where work is split more between home and office, with task appropriate work undertaken in the relevant setting, and the location of working influenced by the shape of the day in terms of meetings and required interactions.

 Regardless of the evolution of collaborative working technologies, virtual meeting platforms, and second life workplaces, (which are all important developments in themselves) which have facilitated our home working hiatus, the office is and should remain the workspace of choice for connection and group working. We must ensure that workplace evolution not only facilitates this, but encourages it. The hybrid model, with increased remote working (based on 2019 standards), may mean that some businesses are able to relinquish office space, but I suggest that this will most likely apply to those businesses that needed to move along a journey of workplace utilisation improvement regardless of the circumstances. For others, the opportunity will be in maximising the use and design of existing space in support of the connection and experience of employees and clients, but also not to forget the needs of those that require concentrated working space in the office.

 The business hotel has been a concept championed by many of the larger corporates for some time, recognising the importance of hospitality and service, not only for clients and visitors, but also for the staff using the space every day. This is going to be the key to the new office experience, and ultimately what will draw people back into the office. The office will be as much a place to work as it will be a place to meet and share experiences with colleagues, clients and contacts. It will be a space to make use of innovative and next level technology and tools, or wellbeing & healthcare resources and experiential environments that cannot be replicated virtually, or in our homes. People may even return to the office to experience high quality food and beverage offerings, both within the office environment and by returning to favourite local high street offerings that have been sorely missed following repeated trips to our uninspiring or empty kitchen fridges. We also shouldn’t overlook the importance to the local economy of the footfall generated by the office and need to bring the buzz back to our towns and cities.

 The challenge now for owners, through the management of multi-let buildings, or occupiers who manage high quality workspaces, will be to embrace this change and not be content to reopen currently mothballed space, expecting it to be used in the same way as in 2019. This may only be a smaller step change for some of the more forward-thinking owners and occupiers, but may be a real leap for those that have not moved with the pace of change in the past 5 - 7 years of workplace evolution. COVID-19 has undoubtedly advanced the workplace by a factor of X (depending on how far along the journey you were in March 2020), it is now our duty to embrace this.

 Property and building managers need to look to embrace service and technology to support their occupiers, and to deliver a level of service to occupiers that will complement and enhance the experience that their staff and visitors receive. The focus of much of the research commissioned by the BCO Occupier Group over the last 5 years is thrown into sharp focus and in particular the 2019 paper titled The Customer Experience Revolution highlights the need for fresh thinking and innovation within the industry not only to provide a higher level of service within the property management industry, but also in order to attract the right talent to continue an upward trend in Customer Experience.

 The space as a service concept has been embraced by the disrupters such as WeWork, TOG and Spaces, with experience and service at the heart of what they do, particularly by creating a sense of community. While their delivery model doesn’t suit everybody and I do not believe that they are the death knell of traditional leasing that was once anticipated, we do have to take learnings from their customer experience model. This is the major attraction to their space and something that service providers and occupiers alike must look to embrace in order to provide the environment and services required to provide an innovative and vibrant workplace through the 2020s. Some great work is being done, as highlighted by the case studies within the 2017 paper Office Service Standards and Customer Experience also commissioned by the BCO Occupier Group, and there are undoubtedly further examples of the continued evolution of CX within the industry.

 Post-Covid, experience will be key, and a picture of excellence in any office or workplace setting will very much focus on innovation in both hard and soft services that create an experience to return for. This is not the death of the office, it is the re-birth.

 As I pick up the mantle as Chair of the BCO Occupier Group, I look forward to championing the position of the occupier in the post-covid recovery and working hand in hand with owner and manager groups within the industry to ensure that we see a successful recovery and growth of the sector, with an emphasis on delivery of great service and continuous innovation.


Follow James Ainsworth on LinkedIn here.

#BCOvoices is a new series of blogs by the BCO. We’ll look at the impact of Covid-19 on the commercial property industry, along with broader topics. If you would be interested in contributing, please contact chane.scallan@bco.org.uk.


12 Jan 2021

Creating a positive legacy for the BCO into 2021 and beyond

By Katrina Kostic Samen.








As an active voice of the BCO Board for the last 12 and a half years, eight as a board member and more than four within the presidential team, it is now time to pass the mantle on to new leaders and the next generation. I have met so many fascinating people who have helped us reach genuinely impressive milestones and create lasting change for the industry. 

One of the main reasons I campaigned to join the BCO Board all those years ago was to give something back to the industry. I felt it was also time to steer the organisation in a different direction, which up until that point had not successfully integrated occupier opinion. My goal, therefore, was to ultimately align the end user’s business needs with the built environment, enhancing wellbeing and enabling choice from an inside-out perspective.

I was approached to join the presidential team in January 2016 because I represented a younger, more vibrant occupier focused female lead who had a reputation for challenging the status quo, and I’m pleased to say that’s exactly what I did!

I was well aware of the lack of senior female role models in the industry, particularly on the BCO Board. As only the third female president in the organisation’s 30 year history, this transformation was not something I took lightly. Equality is still lacking across many industries and real estate is no exception.

Despite this, we have made significant inroads when it comes to diversity & inclusion. In fact, the 2018 conference in Berlin saw female attendees increase by as much as 17%, a vast improvement on previous years. In order to continue this progress, as part of my presidency I aimed to ensure that there were at least two women of merit on each BCO committee.

Another key priority was supporting our NextGen colleagues. We invited younger members to attend Berlin, supporting their platform within the BCO. We now also offer free student membership and even a seat on the Main Board. As with all industries, our future lies with those that come after us and it has been a passion of mine to ensure that we continue to encourage our future leaders. Creating a mentorship programme where senior people in our industry coach the stars of tomorrow through various means, is already well underway throughout the UK. 
The BCO is undoubtedly a magnificent organisation, but it has sometimes retained a façade of formality and, in some cases, rigidity. As an industry in a constant state of change we must be prepared to respond accordingly and consciously adapt. I did not just want the organisation to be the British Council for Offices, but to also stand for Building Communities for Occupiers, continuously evolving its remit when it comes to engagement and diversity. 

I am extremely proud of the fact that together we have managed to achieve so much. By creating a positive legacy and effecting real change within the BCO, I look forward to the future, certain that we will not go backwards. Last year saw workspace firmly in the spotlight and despite the many challenges, it has provided us with a unique opportunity to rethink and reshape our office buildings, public realm and neighbourhoods.

We need the industry to grow alongside what occupiers want and what the future generation needs; the pandemic, for all its faults, has provided a catalyst to ensure this continues to happen and I know that the current BCO leadership team will undoubtedly carry on what we started.

Here’s to being bold and brave as we head into 2021.





8 Jan 2021

2025: Re-imagining the Post-Pandemic Workplace | BCO NextGen Design Competition Winners






2020 Brought forward a series of new challenges for all; from a global pandemic, tackling the impending Climate Crisis, and addressing ongoing issues around Equality and Inclusivity. 

That is why the BCO NextGen were thrilled to bring back the BCO NextGen Competition for a second time in 2020. First launched in 2017, the BCO NextGen membership were tasked with looking beyond the Pandemic and sharing their vision of the Office in 2025.

As the office sector faces seas of change, we challenged entrants to imagine a better future. Entrants were encouraged to think outside of the box to present innovative and thought-provoking solutions that bring to life how the workspace may change over the next five years. 

Entrants were free to choose their own theme related to the current global state, or one of the below:

  • Redefining the purpose of the physical office space: Why work in the office when you can work anywhere? 
  • Shifting work patterns: The rise of working remotely and more flexibly with teams connected via technology.
  • Increased localism: The potential for suburban hubs with blended uses, to support traditional city office locations.
  • Reduced densities of office buildings: Opportunities for alternative uses or sustainable re-use to drive greater utilisation and value. 
  • Designing Inclusively: Intergenerational working, mentorship and work experience opportunities.
  • Increased data tracking, gathering and analysis: To ensure the office is a safe environment to visit.
  • Hygienic and healthy buildings: What they require and the role of new technologies to accelerate this

Shortlisted entrants presented their ideas at the 'Pecha Kucha' style webinar on 9 December, with the competition's judging panel announcing the joint winners at the end.

Competition judge and BCO's Immediate Past President Katrina Kostic Samen praised all five teams for the amount of work that went into delivering the presentations and thought leadership while working in teams, completely isolated during the pandemic.


SCATTERED SPACE


By Gina Colley, Threesixty Architecture Ltd 











"COVID exacerbated many social issues such as gender inequality, men's mental health, and isolation of the disabled community. Hopefully, we are now at a place where there is light at the end of the tunnel - an important time to pause and consider how we rebuild some of the structures that have fueled these inequalities. Scattered Space is a model that can help businesses build an agile network of premises. The aspiration behind it is to bring more opportunity, more equality, and more life to the workforce."


FUTUREWORK


By:
- Chris Radley
- Sam Ki
- Benjamin Koslowski




"Grown from our research and conversations we've had with colleagues, three key themes were health, sustainability, and experience. Futurework is a short animation that looks at where we work and rethinks the workspace as a network of connected places." 


Watch the full recording of the Top 5 teams at the event where the judges had the difficult talk of choosing the winners here.