[Music]
hello to all that makes me happy to
come back to central which I’m going to
talk is tomorrow’s office and for
start maybe you ‘re talking about
almost the first offices in which
I worked just before founding
my consulting firm grimoire king
so my first offices before
to found dead gray king it was in a
big bank and he was very gray
overall gray white furniture the
gray carpet of white flagstones at
ceiling basically it looked like that
except that in addition it was paris so
you imagine the same thing less
bright and gray also to the windows
to summarize the color level
it was really record is regret
that nothing very sexy and that’s what
you see it’s more an image she
had to be taken probably on the 15th
August
nobody in the offices in real
it was not at all that it’s like
when I look at my daughter only three
years in photo she looks cute
all canes
but when you have it next to you
not the same the level are
it was the same
the open space it was extremely
noisy we were constantly disturbed
is extremely difficult to work
and so I decided to ask myself
on the offices there are studies that
have been carried out and she considers that
has an average of 150 disturbances per day
in open space
we are disturbed every 3 to 4
minutes so what is the impact of these
disturbances there are several
the first is that on average but
64 seconds to recover from a
disruption and that’s an average because
that when it’s the phone of your
open space neighbor who rings you
listen to it in one ear answer then
hang up and then tell you about it by saying
that she builds there it takes you
much more than a minute and so that
makes you lose a lot of time
of work you have for many done
math in 150 times a minute that
is two and a half hours a day
is going to recover from the disturbances
second impact is who
probably even worse is that we
works less well and in reality we
is even less intelligent in open
space
it is thought that moving into
permanence from one task to another
equates to a loss of khouildi
points then you will tell me it depends
from where we start obviously 10.2 thigh
is the equivalent of a sleepless night or
to smoke a joint
obviously to avoid cumulating the
factors what does it mean by
example you have to eat maths
some days you are tired you
try to solve a problem of
math
you will put an hour then
usually where did you get 5 or
10 minutes and it’s exactly the same
thing in the business every
tasks that are complex
we have a lot more trouble
realize then sometimes in training one
wonder with a little apprehension
but what is reversible
so yes yes when you go out of the open
space your intelligence comes back everything is going
well and so to return to his offices
there were more problems
that the disturbances were the
meeting rooms she was never
available
it was almost impossible to find a
room to get together so we were
simply forced to stay
always in the same place in a
environment that was very complex
and so I decided to lean a
little bit more about the offices and
think about what we could
do better how do we
could work tomorrow for that I have
thought about how we worked
yesterday the day before yesterday in the years 60-70
many of you we were not
again there was a lot of
individual offices
so that was especially for the
people best placed in
company left case we had for
a lot of an individual office and case of
right for what was worse
investment business was the
terrorists office we were still in
the industrial world
with the advent of
at big bureaucracy this was it
rows of offices where everyone
was working on his
work and the difficulty was what
it was actually one and pretending
all human beings are shameless
and so we had a lot of trouble
collaborate when you’re in an office
individual that we have an idea that can
to interest a neighbor and very few are
those who will have the courage to stand
raise to open their offices
cross a long corridor to go
knock on a door
maybe even that the colleague will be
in addition even not present is so in
reality it was very difficult to
collaborate and that’s why in
the 80s 90 and a third
model that appeared the social office or
the open space and the goal was to
make a glance in
know who is there who is around and
that we can easily converse
good to be honest with you there was
also a non economic impact
negligible that which is that when we
break partitions we gain a lot of
space but hey and so the question that
I asked myself it’s ok open space
there is still a lot of limit
what to do and there you
you may be saying that she is going to us
make the move of 7 and better before
maybe we come back to the office
individual eventually it was a lot
more comfortable just as for example
I am sure that center in lyon was
a lot better before especially between 2005
and 2008 is here to respond to
this question I asked myself about
what was done elsewhere and in particular
in companies that have budgets
almost unlimited for example if you
look at the gaffes with several
billion euros of net income
every year employees who are
very well paid
globally if there is anything to
to improve their performance
and their well-being for sure
do it and so I wondered
are they ironed or durand
individual so I was seeing a little
so little on the facebook side marc
zuckerberg decided to create the most
large open space of the world 1 km 5 long
thousands of developers to
inside so good a priori are not
gone on this track
on the google side they have
decided
to densify their space is a little
paradoxical we say to ourselves there are a lot of
disturbances but they said they are going
put everyone in a box on
will reduce the size of the box we are going
shake it all out
innovations
so good to make it possible to
side they pay classes of
meditation to the employees to arrive
to counterbalance and so in
the occurrence here they are rather
go in the direction of the
densification
if we look at the side of at rbn bis
furniture rather cozy a little more
like at home also a lot
creative rooms for example
at dropbox with the lego who
come back to the world of work and
so finally I said to myself what is this
that we can do and so there was
three constants
among all these models the first
thing is the opening we stay on
open spaces
the second thing that stood out
it was the variety one has access to a
many of the workspaces a lot
more important to schematize it’s
like at home
it’s nice to have a lounge for
able to watch movies a room
to be able to sleep a kitchen
to cook then obviously we did not
not all access to that but maybe
that you are still for some
of you in the studio worry
not that you managed to go in
bigger soon the up
now it was a bit the equivalent
in the summer in a big studio
to say we had a single workstation
and so the idea of variety is to
to say to oneself that at home one is
happy to have several pieces we will
also have different types of spaces
so that for every task to
to realize we can go to work
in the space that is most appropriate
and the third thing that came out of
this benchmark among the gaffes to
it was mobility that says variety
spaces of immobility since for
go from one space to another he goes
have to move a lot and so
finally what could we
propose to French companies
well what we decided to
develop it’s the flex office of
1 0 then you see it’s still
nicer
including in terms of colors the flec
sophie what is it based on two
things first of all positions
individual that are shared because
that in reality we will not pass
a lot of time on his desk between
teleworking and going to
all these spaces
finally we will happened shortly
and on the other hand spaces that they go
to be very varied much more
collaborative spaces the tunes a customer
we go up to fifteen types of spaces
collaborative it’s really going to
the language space at the room with
high tables often dirty years
use it to make meetings
very short overall tried to
stay an hour standing in a meeting a
general it’s calm we’re much more
synthetic is actually the flex
office 2.0 respond perfectly to 5
major tipping first tipping
switching from a cost center to
a creative tool of value up
now we saw the offices as
a center of pau it was a line of
neck we were trying to minimize it the most
possible
there we realize that it can
contrary help us create the
value
second job shift
individual towards collaborative work
researchers believe that ten years ago
80% of our tasks were
individual and 20% only summer
collaborative but he also believes that
in ten years the ratio will be reversed
that is, we will have 80% of our
tasks that are collaborative
obviously we also have to modify our
third shift offices of
the team sets up so far we
was a lot in a team in
know his manager his colleagues from
more and more his work in project mode
and not that we will tend to have
colleagues who are very varied on
will work with in transversal mode
with different trades in
the company and outside
fourth switch from formal to
the informal you are lucky you
may not have the opportunity to
know
20h25 hours per week in
formal meetings there are ten people
around the table
not always very interested in
topics that are discussed
all in a meeting room
classic with a meeting of two
hours planned in advance more and
the more we collaborate informally
in a hallway around the machine to
coffee
it’s all work and 5th
tipping is what you know
all airbnb drive in yes so the start
up in sharing the idea what is it
it is to tell oneself rather than to have
four or five vehicles that go from the
smart to the moving truck
what is good is to have
possibly 1
and then finally we will be able to rent
other vehicles when we need them
the flex office is exactly that
it’s just saying we’re going to have
access to a lot more space and in
counterpart we agree to share his
post 4 major benefits more
more autonomy more well-being
of agility more collaboration and the
cherry on the desk is dare to say
that we try to develop also it is
serendipity
do some of you know this
that you can raise your hand ok
then there ferrandi pitt and that’s the
value creation linked to chance
the examples that are often quoted is the
pie tatin the tatin sisters were
distracted with messed have put
the paw over and finally
it was very good and so was born the
pie recipe on time or so the
post it a glue that does not stick
well anyway
and then hop we create post it and
so in this case the serendipity
that’s what absolutely want
develop all businesses
americans right now so I you
give some examples that can you
sound a little bit zany first
example at salesforce the voting doors
so the voting doors the idea is that
to be able to pass a door you have to
vote then I reassure you it’s
why am I asking and it’s not a
priori to go to the toilet what
vibrate so it can be a
little painful but the goal is
just to talk to people at
moment to pass the door
second example at kayak.com the
airline ticket comparator they have
set up an algorithm to decide
who was going to sit next to who we were
could absolutely
to do in France with the CNIL but they
have put a whole bunch of data what is
your team for example if we want
bring marketing and
commercials we will be able to do it
what is your age your schedules your
talked about politics just now
what are your political views
are you rather pessimistic
optimistic and from that they will they
tell who you are going next to
install for both you feel
well and is created the most value
possible
for the anecdote for people who
are pessimistic
in fact in the rhythm slang they
surround a wall of people
positive
the idea would be to have a spread
and incidentally obviously that the
no one also feel better
eg blind lunch and that’s come
also in France there is a start up
French who does it at society
general for example they practice it
you are all alone for lunch or
wanted to meet others
professionals you register in
line and we show you a lunch
with a colleague you do not know
it does not look much like
mythical
globally the serendipity often the
houthis and mythical but
professionals what else example
the elevator we do not know it like that
but real estate managers going on
hours to think about what is
what are we going to do in the elevator why
because in defense or in
major US capitals are there
huge towers and we pass several
minutes a day in the elevator in
France we often have screens
information on the news of
the company in the United States more and
to put more games or quizzes
the goal is always the same
desperately to make sure that
people talk to each other
it’s silly huh but it’s really that
and to show you that it can go
very far
at apos then it’s very limited
as an example especially in terms of
quality of life at work
he had a bridge that connects and the
offices and premises so basically in
thirty seconds we were coming out of work and
we joined his car they are here
it’s a shame people do not take the
time to talk to each other while leaving work
so what did they do they did
cut off the bridge they created a whole
way that is no longer 5 minutes to
foot they make every day the
employees of zappos this not ultimately
trades
like five minutes ago to do
often they will tend to
do with other people who
go out of the premises it’s a bit like
ikea it is not by chance that
makes you go through all the shelves
one after another and so the flex
office what is the goal
one of the objectives of the Fleix Office is
clearly to maximize the serendipity
that is, to make sure that
people talk to each other more than people have
different neighbors and they have
varieties the space they’re going to have
tend to be much more mobile
and so we will succeed in making sure
that they talk to each other and so they create
the value
and it works we had very good feedback
positive for example a customer in
industry or two teza went
in a coffee machine that was
for a little bit different in a
other floor they had never
met they exchanged their
exchanges was born a patent and two
senior patents a lot of money the
flex office we set it up in a
fifteen major groups
it represents more than fifteen thousand
employees we accompanied you see
some names in general society
simons axa nj psa sanofi so could
legitimately you ask me
ask is it works
good so obviously if it worked
not a priori I will not talk about it
today so it works well and
perhaps for concluded a great
pride
one of my greatest pride
professionals even this is this figure
89%
it’s among the fifteen thousand employees
that we accompanied to the flex office
everyone who for nothing in the world
would like to go back
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