The Leader - March/April 2008 - (Page 62)

He W l e t t p a c k a r d’s M ove to M oB ility: top -do W N W o rkp lace traNs fo rMati o N i Nte G ral to e Nte rp ris e s t rat e G y tion strategies which help to connect skill set and resource strengths with appropriate space-use opportunities. It goes to show that you can grow, drive down space AND improve revenue per person, all at the same time. NolaN: In addition, the CEO defined a cost structure intended to support our growth including the workplace needs. Some of this funding has been reinvested in our remaining sites to accommodate the growth while, at the same time, improving the effectiveness of our existing workplace. does not sit in the same facility as their managers, and 60 percent outside the U.S. have a manager located elsewhere. different venues. The mobility that this realization breeds is a key component of how our strategy was born. The objectives were to reduce the number of HP locations, consolidate into core sites and then reconfigure them to address the new realities and needs of a population who move around…..a lot. A complete rethinking , if you will, as to value and purpose of the workplace. Planning this transformation meant understanding the work, how space is being used, and what key things we could change. We were not satisfied with the status quo. Hood: This accelerated understanding and acceptance of changed work settings and styles is an important point. It starts with pre-implementation surveys. It is important that we understand current attitudes towards, and expectations of, the workplace, so that we can design a bridge to the new workplace by setting new expectations and then delivering upon them. This expectation setting is critical. NolaN: Mobility isn’t just airplanes, working at home or on the go. Some of our sites are well used; the parking lots are full but there are not a lot of people in their cubes. That’s because of on-site mobility and the mismatch caused by old paradigms of sitting down at a desk to work, more-or-less full time, with Hood: With this tightening up of the footprint and the increased utilization rate of our space come challenges. HP has enjoyed an open work environment for years but we are recasting expectations of the environment. We are challenging the old preconceptions of the open office environment that used to be focused strongly on the heads-down component of work. Now, we’re resetting priorities and placing increasing emphasis on collaboration. This causes Suite 710 • 75 Fifth Street NW • Atlanta, GA 30308 800.339.7185 • 404.521.7600 us to need to think carewww.ga-sites.com fully about a new balance of space for individuals versus space for teams in an overall conleacH: True, and this speaks to the lesstext of diminishing space per person. ening importance of individuals being constantly located at a desk, visible to leader: I heard that approximately their management. Our work is very forty percent of your U.S. work force distributed and is done from a variety of 2 0 0 8 tHe le ade r 62 MarcH / april http://www.ga-sites.com http://www.ga-sites.com

Table of Contents Feed for the Digital Edition of The Leader - March/April 2008

The Leader - March/April 2008 Leadership Contents Message from the CEO Real Estate in the News Taking CRM Programs to the Next Level A Commitment to Sustainability GSA’s National 3D-4D-BIM Program Sustainability at ABN-AMRO Getting to the Real Issues in Today’s Competitive Marketplace ManPower Consolidates Real Estate & Project Management with One Provider HP's Renee Leach and Team Como's Robin Harris San Antonio's Mario Hernandez Chicago Workplace, Mid-Atlantic, and Boston The Gold Standard: California Is the State for Innovation Pat Crumley: Education Is a Path to Success Postcards from the Edge Tribune's Stephanie Pater Economic Development in the News A Look Ahead EDP Continues Expansion in Asia-Pacific

The Leader - March/April 2008

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