Reimagining Office Space: Insights from Activity-Based Work Pioneers

The Origins of Activity-Based Working

Activity-based working (ABW) has become a buzzword in recent years, but its roots trace back to the early 1990s. Veldhoen + Company, founded by Erik Veldhoen, introduced this innovative concept that has since transformed the way we think about office spaces and work environments.

Martijn Joosten, managing partner of Veldhoen + Company in Australia, shared insights into the company's journey and the philosophy behind activity-based working. The concept was born out of a desire to leverage emerging technology and address the limitations of traditional office layouts.

The Interpolis Project: A Turning Point

In 1995, Veldhoen + Company had their first major opportunity to apply the ABW philosophy with Interpolis, a Dutch insurance company. The project focused on creating an environment that fostered trust, a crucial element for both customer and employee retention in the insurance industry.

Key aspects of the Interpolis project included:

1. Designing spaces that increased manager visibility
2. Creating fit-for-purpose settings for various activities
3. Offering employees freedom to choose where and when they worked
4. Implementing an honesty-based cafeteria payment system

This groundbreaking project not only allowed Interpolis to consolidate their operations into a single building but also set the stage for the future of activity-based working.

Debunking Misconceptions About Activity-Based Working

One of the biggest challenges Veldhoen + Company faces is the misconception that activity-based working is synonymous with open office plans. Joosten emphasizes that ABW is a philosophy rather than a one-size-fits-all solution.

The Importance of Focus Work

A common criticism of open office layouts is the lack of spaces for concentrated work. Joosten stresses the importance of catering to focus work within an activity-based environment:

"If you don't cater well for focus work within the open office, you're not setting employees up for success and they will have a bad experience."

The key is to design spaces around the specific activities and needs of each organization and its employees. This might mean creating more focus spaces in a university setting compared to a bank with a sales-heavy workforce.

Implementing Activity-Based Working: A Holistic Approach

Successful implementation of activity-based working requires more than just changing the physical space. Joosten outlines the key components of their approach:

1. Identifying the organization's strategic aims
2. Analyzing current and future employee activities
3. Developing a change management process
4. Evolving company culture

Navigating the challenges of hybrid work is crucial for organizations transitioning to activity-based working. It's not just about the office layout; it's about transforming the way people work, lead, and interact within the organization.

The Importance of Choice and Trust

At the heart of activity-based working is the concept of empowering employees with choice and fostering a culture of trust. Joosten believes that this approach leads to higher engagement, productivity, and overall employee satisfaction:

"If you actually give people freedom, choice and the support, they're able to balance their work and life better, they're more engaged and are overall more happy, healthy and more productive."

Addressing Common Concerns

Personalization in Shared Spaces

A frequent concern about activity-based working is the perceived loss of individuality in shared spaces. Veldhoen + Company addresses this by:

1. Encouraging personal items that can be easily moved
2. Suggesting digital solutions for displaying personal photos
3. Focusing on team-level personalization rather than individual

Maintaining Team Connections

While activity-based working can increase cross-team collaboration, it can sometimes make it challenging for teams to maintain close connections. Joosten suggests that leaders and teams need to agree on ways to maintain these connections while still enjoying the benefits of a flexible work environment.

The Future of Work: Collaboration and Innovation

As organizations strive to remain competitive, the ability to collaborate effectively becomes increasingly important. Joosten notes that many companies want to enhance collaboration but struggle with how to achieve it:

"For many, collaboration means having a meeting around a table. Doing something more creative like running a workshop or brainstorm, that requires a specific setting, skills and tools."

Facilitating effective brainstorming sessions is just one aspect of the evolving workplace that activity-based working aims to address. By creating diverse spaces and fostering a culture of flexibility, organizations can better support various types of collaboration and innovation.

Conclusion: A Better World of Work

Activity-based working, when implemented thoughtfully, has the potential to create more engaging, productive, and satisfying work environments. As Joosten puts it, Veldhoen + Company's mission is "to help companies create a better world of work."

By focusing on the unique needs of each organization, aligning workplace design with strategic goals, and fostering a culture of trust and flexibility, activity-based working continues to shape the future of our workplaces. As we move forward, the principles of ABW will likely play an increasingly important role in helping organizations adapt to the changing nature of work and the evolving expectations of employees.