•
DEGW
Dr. Francis Duffy
May 15th, 2003
www.degw.com
•
Workplace objectives
- Relate office workplaces more directly to the
achievement of business and organizational goals
- Re-invent the process by which workplaces – and
business goals – are achieved
•
Morgan Stanley
pilot
Contents
The Process
Methodology and tools
Consulting Services
Measurement Support Services
DEGW: who we are
The DEGW Difference
•
Workplace Evolution
- integration of people, space and technology
- design is more important because it becomes a
catalyst for cultural change
- today we need to know how to generate community
and “place-make” with and without physical space
•
Boots the Chemists
Iterative project process
identify objectives
collect data
analyze data
articulate strategy
design liaison
test strategy
review results
•
Consulting Services
DEGW Methods and Tools
- Envisioning
- Cultural assessment
- Interviews
- Workplace Performance Survey
- Observational studies
- Staff focus groups
- Executive/Designer liaison
- Recommendations and documentation
80%
70%
60%
50%
40%
30%
20%
10%
•
0%
08:30
09:30
10:30
11:30
12:30
Two Case Studies
- Morgan Stanley,
London
- BBC, UK
•
Accenture, Chicago
Morgan Stanley, UK
Pilot Workspace Objectives
- Property should be strategically driven
centrally from a global set of priorities
- Innovation should be led through
piloting, supported by data globally
- Benchmarks and tools should support
decision making and business change
- Firm leadership should leverage space,
people and technology in new ways to
support the global business vision
•
Morgan Stanley, UK
Work Process Mapping: Nine Steps in an IBD Transaction
1
Acquiring
2
3
4
5
Planning
Briefing
Knowledge
Gathering
Creating
6
7
Formatting Reviewing
8
9
Printing
Delivering
Legend
There are probably
5 typical projects
Coverage
- marketing pitch
Execution
- buy side
- sell side
- raising debt
- raising equity
Knowledge
Assimilation
Reading
Personal Filing
Group Filing
BIS
M&A Library
Other Professionals in IBD
or other depts
- equity analysts
- specific
-
•
Modeling, Submitting to
Scenario
Creative
Building
Services
Creating or
Writing
Presentations
Memos
Letters
Charts,
Models
Collaborative process
Individual process
Sub-process
The size of the circle
indicates the relative
amount of time spent
on this process
Morgan Stanley, UK
Focus Group Findings
• Mobility and interaction is critical
(inhibited by the building)
• Image of innovation rather than
tradition
• Owned offices not required if
private space is available
Internal
space
35%
b 60%
b 35 %
• Important to break down hierarchy
- engage staff
and
Perimeter
offices
60%
•
Morgan Stanley, UK
•
BBC Workplace concept/objectives
Broadcast House was part of the BBC’s
2020 Property Vision principles:
• Greater interaction and collaboration,
creativity comes from interaction
• Attracting new talent and retaining
current staff, space seen as symbol of
valuing staff
• Increased transparency, reduce
‘fortresses’ sharing space and therefore
knowledge
• Flexibility and adaptability, assembling
teams and departments quickly
• Decreasing churn costs
•
Research
Firstly.…
• recorded management direction and business
objectives
• established corporate culture and strategies for
change
• analysed content & location of work
• observed and measured the use of space over
time
• surveyed needs and aspirations
• audited current space use
• Finally.…
• investigated the space implications
• established
principles of space types
•
Methodology & participants
5.
•
58
4%
312 20%
207 13%
132
8%
182 12%
137
9%
221 14%
1249
94
6%
221
14%
1564 100%
%
Distribution
Respondant
s
37
163
172
63
64
112
85
696
41
82
819
5%
20%
21%
8%
8%
14%
10%
5%
10%
100%
Completed pilots
Aberdeen
56
Broadcast
555
Corporate Centre
241
Glsgw Chldrn TV Prod
85
Glsgw Prod'n & Res
78
PMS 166
Radio Production 221
Subtotal 1402
120
BBC Radio 5 Live
TV Entertainment
?
TOTAL 1522
Pilots in Process
4.
Pilot Study
%
Distribution
3.
TUS Partcipants WPS Participants
Workplaces
Observerd
2.
Workshop with Steering Committee:
to identify corporate culture
structure & business direction and
Vision
Time Utilization Survey: to find out
what people do when & where
Personnel Survey: to measure
satisfaction with existing
workplace conditions & establish
key issues
Interviews with snr management: to
identify management perception of
work process & content &
Workshops with staff: to identify staff
perception of work process &
content
Space Audit: a measure of current
space use and distribution
Headcount
1.
Future Views
9
8
Corporate Centre
7
Broadcast
6
Project Management Services
BBC Radio Production Features and Events
5
BBC Radio Production Drama
4
BBC Resources Scotland
BBC Production Children and Features
3
BBC Aberdeen
2
1
F
at
to
hi
De
er
ar
ce
ch
nt
ic
ra
al
lis
ed
to
ce
nt
ra
Sh
lis
or
ed
t-t
er
St
m
ab
pl
le
an
to
ni
vo
ng
la
to
tile
lo
ng
- te
rm
pl
an
ni
ng
Li
ne
ar
to
no
nDi
lin
re
ea
ct
r
iv
e
to
pa
rti
ci
pa
tiv
e
Fo
rm
al
to
in
fo
rm
al
Ri
gi
d
to
Tr
fle
ad
xi
itio
bl
e
na
tlo
ex
pe
rim
en
Sp
ta
ar
l
ta
n
to
f u
nc
tio
na
l
0
l
• Consistency of vision (order & magnitude) in image, innovation and
hierarchy
• Contrast between Corporate and Broadcast
•
Interaction and Autonomy: Staff’s perception (by Directorate)
9
Type B
• The majority of job types
show very high
interaction
1. with widely varied
autonomy
Interaction
• Autonomy: Directorates
divide into two principal
types:
Type A
5
spanning from low(2) - high(9)
2. with similar autonomy
Grouped (4,5,6) or (6,7,8)
1
1
9
5
Autonomy
•
Aberdeen
Corporate
Production 1 - Scotland
Radio Production
Broadcast
Entertainm e nt
Radio 5 Live
Resources - Scotland
Interaction and Autonomy: Staff’s perception (by Job Type)
9
• Category 1: assistants,
secretaries, runners
• Category 3: editors,
producers, project
managers, production
managers, directors
4
Interaction
• Category 2: assistants,
creatives, writers and
journalists
2
3
5
1
• Category 4: producers,
editors, organisers
1
1
5
9
Autonomy
Aberdeen
Corporate
Production 1 - Scotland
Radio Production
•
Broadcast
Entertainm ent
Radio 5 Live
Resources - Scotland
Time Utilisation Survey
Daily activity pattern in workspaces for TV Entertainment
100%
90%
80%
100%
Aberdeen
90%
100%
Broadcast
90%
80%
80%
70%
70%
70%
60%
60%
60%
50%
50%
50%
40%
40%
40%
30%
30%
30%
20%
20%
20%
10%
10%
100%
0%
08:00
90%
80%
08:30
09:00
09:30
10:00
10:30
11:00
11:30
12:00
12:30
13:00
13:30
14:00
14:30
15:00
15:30
16:00
16:30
Radio 5 Live
100%
0%
17:00 17:30
8:15
90%
80%
10%
8:30
9:30
10:30
10:45
11:30
12:00
12:30
14:00
15:00
15:15
16:00
16:30
17:00
0%
100%
08:30
17:45
18:00
Glasgow Production & Resources
90%
80%
70%
70%
70%
60%
60%
60%
50%
50%
50%
40%
40%
40%
30%
30%
30%
20%
20%
20%
10%
10%
80%
PMS
80%
09:30
10:30
11:30
12:30
14:00
15:00
16:00
17:00
0%
100%
18:00
08:30
Radio Production
90%
80%
70%
70%
70%
60%
60%
60%
50%
50%
50%
40%
40%
40%
30%
30%
30%
20%
20%
20%
10%
10%
10%
0%
8:30
9:00
9:30
10:00
10:30
11:00
11:30
12:00
12:30
•
13:00
13:30
14:00
14:30
15:00
15:30
16:00
16:30
17:00
0%
17:30 07:30
18:00
09:30
10:30
11:30
12:30
14:00
15:00
16:00
17:00
18:00
14:00
15:00
16:00
17:00
18:00
14:30
15:30
16:30
17:30
18:30
Glasgow Children’s
TV
10%
100%
0%
0%
100%
07:00 07:30 08:00 08:30 09:00 09:30 10:00 10:30 11:00 11:30 12:00 12:30 13:00 13:30 14:00 14:30 15:00 15:30 16:00 16:30 17:00 17:30 18:00 08:30
18:30
90%
90%
Corporate Centre
08:30
08:45
09:30
10:00
11:00
11:45
12:00
13:00
14:00
14:15
15:00
15:30
16:00
16:45
17:30
18:30
19:30
0%
19:45
08:30
09:30
10:30
11:30
12:30
TV Entertainment
09:30
10:30
11:30
12:30
Time Utilisation Survey
Activities and tasks
100%
90%
Activities by workstyle type
Emp t y
80%
U no ccup ied
Pausing
70%
Pap er hand ling
R ead ing
60%
W rit ing / read ing
W rit ing o r read ing / cans
W rit ing o r read ing / so und
50%
T alking
T elep ho ne
40%
C o mp ut er
C o mp ut er/ cans
C o mp ut er/ so und
30%
Sp ecialist act ivit y
• 8 generic workstyles
identified:
Eng ineering
20%
M eet ing
10%
0%
1
2
3
4
5
6
7
8
based on Mobility and collaboration
– building occupancy
100%
– internal mobility
90%
– level of collaboration
80%
– work content
70%
–degree of future change
60%
Out
Mobile
Empty
Unoccupied
50%
Collaborative
Individual
Collaboration
40%
individual
30%
20%
10%
•
0%
1
2
3
4
5
6
7
8
Work style: Type 1
2% of survey
E.g. Directors
TUS data
Out/resident
Enclosed office
Shared ….
@ desk <30%
Out
Out of
of office
office
>60%
>60%
Else
Else where
where
10%
10%
Paperwork
Paperwork
1%
1%
R
eading/Writing
Reading/Writing
2%
2%
Phone
Phone
3%
3%
Meeting
Meeting
13%
13% Talking
2%
PC
PC
9%
9%
25%
Concentrate
15%
Process
30%
40%
Communicate
70%
Collaborative
•
Touchdown
Shared @ 1:3
Meeting rooms
@1:10
Workshop data
Individual
With access to
C
These staff spend a high
proportion of time out of the
office. When they are in they
tend to remain at their primary
Informal meeting workplace, conducting a series
of meetings. They are also
among the lowest desk
occupiers therefore do not
need to own their own space
but need to guarantee access.
The nature of their role is
primarily communicative,
sharing and exchanging ideas.
Depending on department and
its responsibilities - the
individuals location within the
office will be paramount and
should be central.
Personal Filing
@ 1:1
Work style: Type 2
E.g. Specialists, Consultants, Technical
resources, Editors, Project Managers
TUS data
@ desk <35%
Touchdown
Shared ….
Out
Out of
of office
office
40-60%
40-60%
Else
Else where
where
25%
25%
Paperwork
Paperwork
2%
2%
R
eading/Writing
Reading/Writing
3%
3%
(Specialist
(Specialist activities)
activities)
PC
PC
13%
13%
Phone
Phone
2%
2%
Study Booth
Shared @ 1:6
Talking
2%
Meeting
Meeting
6%
6%
Meeting rooms
@ 1:20
Workshop data
75%
Concentrate
Process
66%
Individual
25%
7%
18%
Communicate
34%
Collaborative 0% Denotes significant
future change
•
C
1% of survey
Out/somewhat mobile
These staff spend a high
proportion of time out of the
office. When they are in they
With access to
are mobile around the office.
Working and collaborating in a
Informal meeting variety of locations. They are
among the lowest desk
occupiers therefore do not
need to own their own space
but need to have access to a
touchdown position when
required. The nature of their
role however is primarily
individual and specialist.
Currently working as
individuals in a concentrated
nature, in future they foresee
themselves being more
collaborative where the
Personal Filing
exchange of information is
@ 1:1
paramount.
Work style: Type 3
E.g. Engineering Managers,
Engineers, Installation supervisor
TUS data
@ desk 40-45%
Phone
Phone
9%
9%
Out
Out of
of office
office
40-60%
40-60%
Else
Else where
where
15-20%
15-20%
Paperwork
Paperwork
2%
2%
Reading/Writing
Reading/Writing
4%
4%
Touchdown
Shared
PC
PC
21%
21%
Talking
3%
Meeting
Meeting
2%
2%
Workshop data
53%
Concentrate
40%
34%
Process
13%
Communicate
80%
Individual
Meeting rooms
@ 1:20
Collaborative
20%
0% Denotes significant
future change
•
C
10% of survey
Somewhat out/
resident
These staff spend a reasonably
high proportion of time out of
the office. When they are in
With access to
they spend between 15-20%
away from their desk. They are
Informal meeting among the mid-range of desk
occupiers therefore do not
need to own their own space
but need to have access to a
touchdown position when
required. The nature of their
role however is primarily
individual and with a good
proportion of routine work.
Currently working individually,
in future they foresee
themselves being more
collaborative.
Personal Filing
@ 1:1
Work style: Type 4
E.g. Head of Programmes, Producers, Snr Mgmt,
Presenters, Reporters, Journalists, Editors, Prod. 17%
Mgmt.
Out/mobile
Study Booth
TUS data
@ desk 30-40%
Shared
Out
Out of
of office
office
30-40%
30-40%
These staff spend a fairly high
proportion of time out of the
office. When they are in they
are the highest mobile group.
Working in a variety of
locations. They are therefore
among the lowest desk
occupiers and do not need to
own their own space but need
to have access to an enclosed
work setting when required.
The nature of their role is
primarily individual and of a
concentrated nature.
With access to
Else
Else where
where
>30%
>30%
Paperwork
Paperwork
2%
2%
Reading/Writing
Reading/Writing
4%
4%
Phone
Phone
6%
6%
PC
PC
16%
16%
Enclosed office
Shared @ 1:10….
Talking
4%
Meeting
Meeting
3%
3%
Meeting rooms
@ 1:20
Workshop data
61%
Concentrate
24%
Process
Individual
Collaborative
•
15%
Communicate
86%
of survey
14%
C
Personal Filing
@ 1:1
Work style: Type 5
E.g. Head of function, Team Leader, Managers,
7% of survey
Snr Project managers & PMs, Mgr Prof. Function
Somewhat out/
somewhat resident
Enclosed office
(changing)
Shared @ ….
TUS data
40%
@ desk 40-50%
Out
Out of
of office
office
30-40%
30-40%
With access to
Open meeting
Shared @ 1:4
Else
Else where
where
20-30%
20-30%
Paperwork
Paperwork
2%
2%
R
eading/Writing
Reading/Writing
5%
5%
(specialist
(specialist tasks)
tasks)
PC
PC
Talking
5%
17%
17%
Phone
Phone
5%
5%
Study Booth
Shared @ 1:5
Personal Filing
@ 1:1
Meeting
Meeting
11%
11%
Workshop data
64%
Concentrate
21%
Process
Communicate
57%
Individual
16%
43%
Collaborative
•
53%
0% Denotes
significant
future change
Project space/team work
Shared @ 1:20
These staff spend a reasonably
high proportion of time out of
the office however, in the future
they see this as being even
higher. Today they are among
the mid-range desk occupiers
but in the future they will not
need to own their own space.
Again the nature of their role
today is primarily concentrated
individual work, in future
however they foresee
themselves being more
collaborative. Hence the
allocation of a shared enclosed
setting to support individual
and collaborative, concentrated
work.
Work style: Type 6
E.g. Research, Analyst, Advisors, Sales and
Marketing
Pas, Creative, Resource Development,
Broadcast Assistants, resource Co-ordinators
TUS data
@ desk 40-50%
In/mobile
Open Plan
Owned @ 1:1….
Out
Out of
of office
office
20-30%
20-30%
With access to
Else
Else where
where
25-35%
25-35%
Paperwork
Paperwork
2%
2%
Reading/Writing
Reading/Writing
5%
5%
Phone
Phone
8%
8%
PC
PC
23%
23%
Study Booth
Shared @ 1:10
Talking
5%
Meeting
Meeting
2%
2%
Open meeting
Shared @ 1:20
Workshop data
57%
Concentrate
15%
Process
Communicate
85%
Individual
Collaborative
•
28%
15%
27% of survey
Project Filing
@ 1:1
These staff spend a low
proportion of time out of the
office. When they are in
however they are mobile
around the office. Working in a
variety of locations. They are
among the highest desk
occupiers therefore need to
own their own space. The
nature of their role is primarily
individual. Currently working in
both a concentrated and
routine nature..
Work style: Type 7
E.g.Business Managers, Product Assistants
Accountants, Finance, Production Mgmt.
TUS data
@ desk 50-70%
Out
Out of
of office
office
<20%
<20%
9% of survey
In/Resident
Open Plan desk
Owned @ 1:1….
With access to
Open meeting
Shared @ 1:4
Else
Else where
where
20-30%
20-30%
Paperwork
Paperwork
3%
3%
Reading/Writing
Reading/Writing
6%
6%
Phone
Phone
8%
8%
Study Booth
Shared @ 1:15
PC
PC
35%
35%
Talking
7%
Project Filing
@ 1:1
Meeting
Meeting
7%
7%
Office Support facilities
Workshop data
32%
41%
Concentrate
Process
27%
Communicate
68%
Individual
32%
Collaborative
•
These staff spend a low
proportion of time out of the
office. They are among the
highest desk occupiers
therefore need to own their
own space. The nature of their
role is both individual and
collaborative. With an
emphasis on PC use. Currently
working in both a concentrated
and routine nature.
Work style: Type 8
E.g. Admin, Support, Help desk, Drawing Office,
Assistants
TUS data
@ desk 60-70%
R
eading/Writing
Reading/Writing
7%
7%
Phone
Phone
12%
12%
With access to
Else
Else where
where
20-30%
20-30%
Paperwork
Paperwork
6%
6%
PC
PC
28%
28%
Project Filing
@ 1:1
Talking
5%
Meeting
Meeting
1%
1%
Office Support facilities
Workshop data
12%
Concentrate
83%
Process
5%
Communicate
95%
Individual
Collaborative
•
In/Resident
Touchdown
Owned @ 1:1….
Out
Out of
of office
office
20-30%
20-30%
27% of survey
5%
These staff spend a low
proportion of time out of the
office. They are among the
highest desk occupiers
therefore need to own their
own space. The nature of their
role is primarily individual. With
an emphasis on PC use.
Currently working in highly
routine nature.
Menu of settings
Predominant individual work environments
Enclosed Worksettings
9sqm
Multi-task activity setting
(inc. 1:1 Interaction.)
9sqm
3sqm
Multi-task activity settings
Study Booth - concentrated/
(inc. 1:1 Interaction Video/Audio monitoring)confidential short-term work
Open Plan Worksettings
5sqm
Multi-task activity setting
•
6.5sqm
Multi-task activity setting
(inc. 1:1 Interaction)
4sqm
Specialist Technical activity setting
Predominant collaborative work environments
Enclosed Worksettings
C
9sqm
Interview room/confidential work
(for 1:1 Interaction)
9sqm
Concentrated/confidential
meeting (3/4 people)
Concentrated/confidential
meeting (ranging between 6 to 10+)
Open Worksettings
Informal interaction
•
Project space/team work
Support area (photocopy, print, fax)
Touchdown, log-on…...
Touchdown Hub and
Informal meeting
Pick-up and
Personal Storage
Club area: 1 @ 25 m2
•
BBC before
Highly cellular
Poor information
management
Poor team identity &
boundaries
Chaotic
Leading to high churn
•
costs
BBC Workplace main elements
Business Lounge
For use by ‘The Regions’
Open work area
Majority of executives
went into open plan,
including the Director
General and the CFO
Branded group
vending points
•
tv’s, monitors,
stereos, coffee,
printing, newspapers
BBC work space
Open plan
benches with
flat screens
& low
partitions
Vending
area
viewing
Hot desks
‘products’ marked with
colored
screens
Half the executive team
retained offices & half BBC
Corporate Centre
are in open plan
Headcount
Workspace Occupancy
Density (NOA)
p.p.
11.5sq.m.
13.5sq.m.
241
124sq.ft.
145sq.ft
Total NOA
3253.5sq.m. / 35,022sq.ft
Total Support ~19%
Informal
meeting
space
adjacent
to HR
•
Typical
executive
open plan,
small desk
with meeting
table
BBC plan - Business Lounge
Drop in for the Regions
Flat screen PC's available for use at benches
Somewhere for visitors to base themselves
and leave bags and coats
Meeting rooms
De-mountable partition to large conference
room allowing for one large open space for
events
•
Lessons learned - Quotes from the business
‘ Major benefits; accessibility, openness, dealing with issues quickly, more embracing
approach to work, definitely positive and friendlier and it doesn’t reduce my status’
‘This is the positiveness of open plan office: The amount of stuff which bounces off other
peoples conversations/comments etc is amazing. It also makes staff feel more like a team’
‘No question about it - the group dynamics that this space fosters is highly beneficial and
the right way to go’
‘The new workspaces have brought a more informal style of operation. I can deal with
several things at once now just by being around my team. On my way to meetings I
sometimes deal with several issues - this saves time’
‘I like the idea of hubs - they are important because they are places where we can chat
with guests over coffee - it also makes sense that there are televisions in there because it
is our business’ ‘The hub works very well and has taken some time for people to get used
to it’
‘Huge improvement on what we had in the past - we used to have rabbit hutches’.
‘Genuinely makes a difference to the working day..’
•
Measurement Support Services
-
Project specific research objectives
Productivity impact measurements
Post occupancy evaluation
Data analysis
Design implications
food
•
Project Specific Research Objectives
Synthesizing Demand and Supply
- DEGW to IW Steering Group and University Research Team
- Identify project hypotheses and priorities
food
•
Measurement
Children’s Place: better or worse?
Children’s Place
How has the new environment
affected your productivity?
very negatively 1 (1%)
negatively
7 (8%)
no affect
26 (30%)
positively
39 (45%)
very positively
14 (16%)
•
61%
Post Occupancy Evaluation
Capital One
Former workspace
Small meetings
5
optimal
performance
Ad-hoc meetings
Working in teams
Displaying ideas
Visitor space
importance
4.5
Flexibility and
re-configurability
Living Lab
optimal
performance
4
t
hiifft
s
h
e
ncce s
a
n
ma
foorrm
r
f
e
r
ppe
3.5
3
2.5
2
Productivity
1.5
Concentration
Your workspace for
shared activities
Image
area of
successful
performance
area of under
performance
1
1
1.5
2
2.5
3
3.5
4
performance
4.5
5
1
area of under
performance
1.5 2 2.5 3
food
Comparison results of Workplace Performance Survey and Post Occupancy Evaluation
•
area of
successful
performance
3.5
4
performance
4.5
5
Measurement
Capital One
The Framework - The three lenses of management purpose are being used to
explore our five ‘work environment’ buckets
Environments Environments
for
for
Working
Working
Individually Collaboratively
Environmental
Quality
Efficiency
cost, resources
Effectiveness
people/productivity
Expression
food
the brand
•
Technical
Infrastructure
Amenities,
Services,
Security,
Service
Affecting Change
Resistance to Change
Acceptance and Buy-In
Awareness
Awareness
Acceptance
Acceptance
Commitment
Commitment
Ownership
Ownership
One way
communications:
newsletters,
brochures,
management
memos
Two way
facilitated
communications:
website, mock-up,
FAQ’s
Two way
activities:
lunch –n- learns,
pilot workspace
Partnership:
management
coaching, department
meetings, protocols
Increasingrisk
risk
Increasing
•
food
Ingredients for Success
Clear vision
- stating and sustaining project objectives
Good data
- detailed information: people/place/process
Integrated strategy
- balancing needs of people/place/process
Buy in
- achieving the support of staff at all levels
•
DEGW: who we are
Definition of a brand
- An international business focused on the changing
nature of work and its impact on people, places and
technology
- Integrate research, strategy and design
- Recognized as global leader in research on design,
management and use of the workplace–widely
published
- Since 1973, provided clients with innovative solutions
that deliver measurable business benefits
•
DEGW Research Experience
Research Projects
Orbit 1
Orbit 2
Trading in 2+3 Cities
11 buildings compared
(1986)
Changing City
Responsible Workplace
Changing Workplace
IB Europe
IB SE Asia
New Environments for
Working
Housing Quality Indicators
IB Latin America
Sustainable Accommodation
in the New Economy
8
2
•
8
3
8
4
8
5
8
6
8
7
8
8
8
9
9
0
9
1
9
2
9
3
9
4
9
5
9
6
9
7
9
8
9
9
0
0
0
1
DEGW
Partnering with Clients
•
(1971- )
(1980- )
(1983- )
(1986- )
(1989- )
(1993- )
(1995- )
(1997- )
(1998- )
(1999- )
(2000- )
(2001- )
(2002- )
(2003-)
IBM
Digital /Compaq
Hewlett Packard
Andersen /Accenture
Disney
Shell
GlaxoSmithKline
Fidelity Investments
Pfizer, BBC
HM Treasury, Home Office, MoD
Morgan Stanley, Capital One
Johns Hopkins, United Nations
GLA, CDC, McNeil, GSA
MIT, Yale, Radioshack, Visteon
DEGW
Partnering with Architects
•
Alsop
CUH2A
Davis Brody Bond
Foster
Francis Cauffman Foley Hoffman
Gensler
Hillier
HOK
Kohn Pederson Fox
Richard Meier
Renzo Piano
Richard Rogers
Terry Farrell
SOM
The Environments Group
TVS
TVA
The DEGW Difference
- Thirty years of leadership in thinking about the
workplace
- International experience and local context
- Unparalleled research applied in practice
- Working closely with users
•