Professional Services customer stories
Consulting giant Accenture has developed a workplace strategy called “Workplace 2.0,” which they piloted in their newly relocated Houston office. The results are impressive in terms of real estate compression alone: their office went from three floors and 66,000 square feet down to one floor of 25,000 square feet, and it still supports over 800 people.
A leader in alternative work strategies such as hotelling, Accenture prides itself on its efficient use of real estate. But what sets the company apart is how it considers the workplace holistically. It’s Workplace 2.0 strategy sets high standards for what it terms “The Four E’s” of efficiency, effectiveness, engagement, and environment, with collaboration as a baseline. (Run time: 4:52)
Agnew Moyer Smith Inc.
After more than 20 years of business, communication design firm Agnew Moyer Smith (AMS) was beginning to fight its space. Designed at the beginning of the computing age, the workplace didn't support current technology-or the collaboration, communication and creativity essential to the firm's work.
Interior designer, Michael Fazio of Archideas used Steelcase programming surveys and other techniques to link AMS's collaborative business goals in a creative approach to planning the new space. The team began by applying three unique tools: 1) observing the patterns and interaction between people and information, 2) analyzing informal human networks through an electronic survey, and 3) co-designing the space with the help of future occupants who share ideas, needs and priorities.
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Humantech Inc.
When Humantech, Inc., the largest ergonomics consulting firm in North America, was picking out furniture for a facility move, the firm was resolved to seat its 45 Board Certified Professional Ergonomists in the best chair available.
"It's a practice what we preach idea," says James Good, Humantech president. "We treat our internal people with the same concern for service and quality as we do our clients."
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PricewaterhouseCoopers
As baby boomers and older traditionalists (now in their 60s) delay retirement and stay on the job, they’re rubbing shoulders with Generation Xers, most of whom are in their 30s, and the newest members of the office staff, the Millennials, still in their 20s. Many companies are wondering how to deal with this generational change. PricewaterhouseCoopers (PwC) in Dublin, Ireland’s leading professional services firm, recently opened a new headquarters that offers valuable answers.
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Quarles & Brady LLP
Professional service firms that survive for over a century have learned how to change with the times. Quarles & Brady demonstrates that knowledge with a new 30,000 square-foot space in Madison, WI. The offices enjoy 360-degree views overlooking the state capitol building and the city's renowned Lake Mendota and Lake Monona, but even more impressive is what's going on inside the new space.
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Smith Carter
The ground-breaking head office project of the Winnipeg engineering and design firm Smith Carter grew out of its business strategy.
Smith Carter’s leadership recognized the need to develop specialized and high-margin expertise to win the engagements it coveted with global organizations. But the strategy demanded changes in the way the organization interacted. Complex projects required not only integration and communication but also innovation involving cross-cutting research, learning and experimentation.
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Tower Pinkster Titus Associates Inc.
Their workspace left much to be desired: spread over three floors of two different buildings, "our offices were not inspiring, and they didn't support teamwork," says Stephen Loney, director of operations for Tower Pinkster Titus Associates, a 45-person architecture and engineering firm in Kalamazoo, MI.
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