The Office Chronicles

Summary Workplace experience expert Sudhir Saseedharan joins Kursty to discuss the opportunities the pandemic has presented in terms of reshaping work and the workplace. They talk about the four main pillars of the Tetra Pak workplace experience framework, why policies and frameworks should never be set in stone, and the realities of rolling out a framework globally. While you might not have heard of Tetra Pak, you might have used it. Tetra Pak is a packaging company servicing 170 countries. It employs over 25,000 people. Sudhir Saseedharan is the Director of Workplace Experience and Future Working at Tetra Pak. He has an impressive educational background that encompasses design, engineering, and social science.Support the showTimestamps[00:33] Episode overview: Tetra Pak (the company all over the globe that you probably should know)[02:19]  Who is Sudhir Saseedharan (in his own words)?[04:02] Why every adversity (like the pandemic) is an opportunity.[05:22] Why everyone in the food industry should be considered a key worker. [06:38] The packaging that keeps food fresh without preservatives. [08:35] 4 main pillars of an optimal workplace experience. [10:26] Why you should map out personas of your employees. [12:47] The future is now (what does that really mean?). [14:15] How to convince leadership to accept constant iteration. [17:08] What is the workplace experience like at Tetra Pak?[22:14]  The challenge and excitement of innovating at a company with a mixed age demographic. [23:47] How do you roll out a framework globally (across 170 countries)?[26:57] Quick-fire question round (coming up with awesome ideas, getting into flow, etc.) 3 Key Highlights Workplace experience can be broken down into four main pillars: (1) flexible working arrangements (2) workplaces (3) digital tools (4) health and wellbeing. To understand how to tackle each of these aspects, it can be a good practice to map out employee personas and use the personas to create a framework that considers everyone. Working productively, dynamically, and capably across teams is heavily catalyzed by having a hyper-collaborative work culture and ethic. The future of work involves everyone and not the workplace experience team alone. Rolling out a policy framework globally is undoubtedly a complex process. That being said, if we view policy frameworks as a constant work in progress (rather than instructions that are necessarily set in stone) it allows us to manage obstacles as they arise.Links Connect with Sudhir Saseedharan: LinkedInThe Sharing App: OlioConnect with Kursty Groves: LinkedIn | TwitterSupport the showSupport the showFollow The Office Chronicles Linkedin page for more information, to share an idea for an episode or start a conversation around any f the topics covered in the show.

Summary Timothy Ahrensbach and Anne Sofie Fedders from LEGO join Kursty to share insights from the hybrid work model they are currently implementing. Since the pandemic, the future of work has been one big experiment. Our perspective about work from home and hybrid work life has changed month by month since the beginning of COVID-19 lockdowns. Tune in to hear Tim and Anne Sofie’s insights into how they created principles and guidelines to facilitate an effective and happy hybrid working environment. They discuss, among other things, what it’s like to build community and run meetings in a hybrid working world. Timothy Ahrensbach is the Head of Workplace Experience at LEGO and Anne Sofie Fedders is the Head of LEGO Ways of Working. “We’re still trying to figure out what the future of work is while we’re implementing it.” - Tim AhrensbachSupport the showTimestamps[00:49] Episode overview: The best of both (LEGO)[02:18] What’s been going on at LEGO Workplace Experience the past 9 months? [03:35] What hybrid working at LEGO is like. [07:11] Why is their hybrid working initiative called The Best of Both? [07:55] Crafting and coordinating the LEGO hybrid working plan.  [12:23] Two-pronged approach to building a trust-based system. [15:55] The main question to consider when rolling out a hybrid work programme. [21:23] The practical side of rolling out a hybrid work programme (behaviour and mindset)[23:32] How is the workspace changing to accommodate hybrid work? [25:21] The necessary feedback loop between workspaces, individuals, and teams..[28:00] The beauty of the LEGO Leadership Playground model. [29:35] Co-creating unique shared experiences in the office to grow a strong culture. [36:45] How do the different parts of the hybrid experience work together?5 Key Highlights The LEGO hybrid work plan was tested with several stakeholders before it was presented to the executives. The plan had to comply with local legal requirements. People are now much more aware of what they want to get out of the office and more particular about their experience of it. Coming into the office is not merely a personal affair but a collective one.  Structures and systems are needed to ensure a certain amount of time spent in the office, for the well-being and harmony of the whole team. Workplace culture should be co-created with staff, not imposed. It's influenced by the relationships formed between people; strengthening culture is about strengthening relationships. A principle that can streamline hybrid work is that if one is online, then everyone is online. This can eliminate the awkwardness of having part of the meeting cohort online and the other part offline. Links Connect with Tim Ahrensbach: LinkedIn | TwitterConnect with Anne Sofie Fedders: LinkedInConnect with Kursty Groves: LinkedIn | TwitterSupport the showSupport the showFollow The Office Chronicles Linkedin page for more information, to share an idea for an episode or start a conversation around any f the topics covered in the show.

Summary Sue Glew joins Kursty to discuss how she’s changing the work environment affecting 52,000 people with a 200 person team after realizing that BT has too many offices. They talk about how the physical workplace environment can influence productivity, why there shouldn’t be a standard way to implement hybrid working, and how BT adapted to COVID-19. Sue Glew is the head of the Better Workplace program at BT. She specializes in change management and HR transformations. “Someone once said to me: do any kind of change ever, but don’t mess with people’s desks... and here we are messing about with 52,000 of them”Support the showTimestamps[00:28] Episode overview: Growing an animation studio in the pandemic.[02:13] How (and why) BT decided that it is better to have FEWER offices. [03:43] A vision statement for creating better physical workspaces.[05:48]Enabling key workplace experiences by changing office design.[10:23] How to run an office where nobody owns a desk.[13:38] How BT acted when COVID hit. [16:34] Why going back to the office will be more challenging than transferring to remote work. [18:33] What is smart working? (experimenting after COVID)[22:43] Why it is ok for autonomy in the workplace to be confusing (and not standardized).[25:40] Multitasking in the hybrid working world. [29:11] What Sue Glew is most excited about!4 Key Highlights Moments that matter in the workplace (that you might not think of immediately): being welcomed into the office, solo focus time, collaboration time, and moments of relaxation and refuelling. When redesigning workspaces, it is important to take these significant moments into deep consideration. Great workspaces are key to retaining the best talent. People need to feel at home in the workplace. This is why, even in highly collaborative workplaces where no desk spaces are assigned - it is important for people to be able to find each other. One way around this challenge is to have ‘neighbourhoods’ for every team. So, you roughly know where you can find someone when you need them. People adjusted to work from home very rapidly because they had no choice. However, going back to the office will likely be a lot more challenging. Autonomy in the workplace does not have to look the same for every team in the same company. People have different working styles and personalities. It is best to leave it up to every individual team to decide how autonomy looks for them. Links Connect with Sue Glew: LinkedIn | WebsiteConnect with Kursty Groves: LinkedIn | TwitterSupport the showSupport the showFollow The Office Chronicles Linkedin page for more information, to share an idea for an episode or start a conversation around any f the topics covered in the show.

Summary Managing Director of Blue Zoo Animation Studio Tom Box joins Kursty to discuss how they almost doubled their staff during the pandemic. They talk about how to successfully set up a hybrid working environment, ensure you are true to your corporate values, and what doesn’t work well when going fully remote. Tom Box is the co-founder of Blue Zoo Animation Studio and AnimDojo. Blue Zoo animation started when a few friends at university decided to start an animation studio from their bedrooms. Today, Blue Zoo has been responsible for creating some of the most popular children's TV animations. Their clients include Nickelodeon, the BBC, Disney, and many more.Support the showTimestamps[00:35] Episode overview: Growing an animation studio in the pandemic.[02:01] Who is Tom Box, and how has he doubled the size of his team during the pandemic (Blue Zoo Animations)?[05:24] What allowed Blue Zoo animations to thrive during the pandemic (satellite studios and company values)? [09:50] Why you should never send a blanket email to all your staff about following the rules.[12:00] A litmus test to check if you have a culture of trust in your workplace. [14:56] How can a creative animation studio run on remote working? [17:37] How Blue Zoo adapted to the pandemic (technology, communicating with clients, mental health). [20:52] Lessons learned from running a fully remote animation studio in the pandemic. [24:06] Why this animation studio will NEVER go fully remote. [27:37] The undocumentable learning experiences you miss out on if you only work remotely. [34:11] 3 things to consider before setting up a hybrid workplace.  [39:32] Making physical changes to your office to make it more democratic. [42:00] Why companies who won’t figure out hybrid working will lose out. [43:55] The future of Blue Zoo, B Corp certification and sustainability.[46:16] Do you need to know how to draw to work in animation? [48:51] How to connect with Tom Box. 5 Key Highlights Trust and diversity can make your company resilient in the face of a storm (like COVID-19). Ask yourself: Why do you force people to work in ways that aren’t suitable for them? If you want to authentically build trust in the workplace, ask yourself, “Does this rule treat my staff like children?” before you establish any office rule. If it doesn’t pass that test, then you must have a strong (pretty much legal) reason to implement that rule. People really thrive by seeing each other. There is a tonne of value in having meetings without an agenda.  You need a good balance between social communication and project communication. Working remotely does not bring to life the physical movements and nanosecond facial expressions crucial to bonding, creating, and communicating. Getting your sound set up right and having enough screens to facilitate good eye contact are two important aspects you need to consider before setting up a hybrid workplace. Ignore this, and you'll turn Zoom meeting participants into second-class citizens. Experimenting is how you get hybrid working right.Links Young Animator of the Year UK: WebsiteSupport the showSupport the showFollow The Office Chronicles Linkedin page for more information, to share an idea for an episode or start a conversation around any f the topics covered in the show.

After almost two years of working from home, companies are unsure about what to do with their office space—but Airbus has a plan. Rob Fretwell, Head of Space Management UK for Airbus, joins Kursty to discuss the Airbus Workplace of the Future initiative and tell all about what they are doing to transform the office space by incorporating agile and tailored ways of working. The workplace tries to be one-size-fits-all, but Airbus knows this will no longer fly. The pandemic has made that all too clear. “If we try to go back to how we were, then we’ve not learnt from the lesson...we shouldn’t forget this knowledge, we shouldn’t forget what it (the pandemic) taught us.” - Rob Fretwell, AirbusSupport the showTimestamps[00:16] Episode overview: Workplace of The Future Initiative[01:15] Who is Rob Fretwell (and his role at Airbus)?[06:16] How did Airbus manage operations and protect staff in the pandemic?[11:31] How long did it take for Airbus to adapt to the pandemic? [13:32] Dealing with technical difficulties while working from home for Airbus. [16:36] What is the Workplace of the Future and how does Airbus create customized work environments? [23:42] One amazing thing Rob Fretwell looks forward to going forward. [26:15] How Airbus figured out how to transform their office space. [28:35] Should companies go back to how they used to operate pre-pandemic?4 Key Highlights The pandemic has helped companies introduce technological innovations much quicker than possible. It goes to show that many challenges we consider technological are just behavioural challenges. A mindset shift can be all it takes. The Workplace of the Future initiative aimed to create a new way of working for Airbus employees that allows them to work how, when, and where they want to maximize their productivity. It is based on three main pillars: people, behaviour, and policies; the office environment; and technology. Gen Z and Millennials are entering the workforce after graduating from very flexible, open, and collaborative university environments. The workplace (as it stands) doesn't match this energy; it stifles creativity and doesn't inspire young people. Returning to how things were before Covid-19 completely misses the point of our experience in the pandemic. We must value the ride we have been on since March 2020 by learning the lessons it taught us and staying agile. Links Connect with Rob Fretwell: LinkedIn | TwitterConnect with Kursty Groves: LinkedIn | TwitterSupport the showSupport the showFollow The Office Chronicles Linkedin page for more information, to share an idea for an episode or start a conversation around any f the topics covered in the show.

Head of Workplace Experience at LEGO Tim Ahrensbach joins Kursty to discuss how play can revolutionise the workplace. It is his job to make sure LEGO’s offices are as fun and as awesome as their LEGO sets and throughout the episode, he talks about how he does that. Tune in to learn: The six layers of workplace experience; What it means to play at work;Why being a fully remote workplace might stifle creativity.“The aha moment for us was realising what our colleagues were missing was play” - Tim Ahrensbach Support the showTimestamps[00:23] Episode overview and who is Timothy Ahrensbach? [02:16] What was happening at LEGO before the pandemic? [04:05] Adding a little bit of play to the interview! (walking the walk)[07:29] How play helped keep people connected during the pandemic (does it matter if it’s forced?) [08:16] What does unconventional productivity look like (much more than getting through a to-do list)? [10:56] Why and how people have struggled to do strategic creative thinking remotely. [14:45] How LEGO was prepared for the pandemic. [16:46] The big aha moment for LEGO in the pandemic. [24:54] The SIX layers of workplace experience.[30:06] How play revolutionized the LEGO workplace in the pandemic (what is play in the workplace?) [33:04] Examples of what play can look like in the workplace.4 Key Highlights Activity-based working gives people a lot of variety in their work. However, activity based working is not very community centred. Our conventional measures of productivity can be completely misleading (eg: how many emails you send per day). For example, investing time in building relationships is not a conventional measure of productivity. That being said, it is through building relationships that you can get work done more quickly and in a fun way.  Creative outcomes don’t just come from sitting at your desk for hours. They also come from having coffee with a colleague. Working remotely is much easier when you already have a strategic creative plan that you are following. It is much more challenging when you don’t have a plan and need to create one remotely. Collaborating creatively is easier face to face. One of the reasons for this is that it is much easier to pick up on body language face to face. The pandemic compelled people not only to be their best working selves but also their best working colleagues. The future of work post-pandemic needs to work for people personally but also for companies as a collective. This is why work cannot be fully remote nor fully in person. Links Connect with Tim Ahrensbach: LinkedIn | TwitterConnect with Kursty Groves: LinkedIn | TwitterSupport the showSupport the showFollow The Office Chronicles Linkedin page for more information, to share an idea for an episode or start a conversation around any f the topics covered in the show.

Graham Marshall, Head of Organization Development at Shell, joins Kursty to discuss autonomy in the workplace. Tune in to learn: How employment can be a force of good in the world (not just financially); The worst thing about working from home during the pandemic;Why the demise of the office is completely untrue. Graham also describes how they developed leaders as role-models during a big HQ refurbishment and how they used the move to leverage engagement and introduce new behaviours.Recording took place towards the end of 2020.  Apologies -  the sound quality isn't perfect, but it's full of insights, so well worth a listen!Support the showTimestamps[00:30] Episode overview and who is Graham Marshall? [02:07] The organizational development philosophy at Shell. [03:37] The different types of workspaces at Shell (where do people do their best work?).[08:22] How does autonomy in the workplace empower staff and make companies thrive?[11:35] Training leaders to be welcoming hosts: why it matters. [17:44] What you had to learn and unlearn about managing the workplace when COVID hit (And what is legacy-free reinvention?). [22:57] What is the intimacy paradox? (working from home vs. working AT home)[28:44] What is the BIGGEST challenge we all face at work because of the pandemic? [30:33] Why are the rumours around the demise of the office greatly exaggerated? [33:45] How can you shift mindsets about working from home and diversity and inclusion? 4 Key Highlights The workspace matters. Space influences how people work. Space has to enable people to do their best work. Different personalities require different spaces and different types of work require different spaces. Giving people autonomy in how they organize themselves, their time, and their work creates thriving workplaces. Autonomy is inclusivity. People’s personal circumstances heavily affect their work from home experience. The work from home experience varies from country to country, it also varies by health condition and financial wellbeing. People require different types of care. The biggest challenge of working from home during the pandemic is the monotony of work. Being around people brings about spontaneity and variety. Links Connect with Graham Marshall: LinkedIn Connect with Kursty Groves: LinkedIn | TwitterSupport the showSupport the showFollow The Office Chronicles Linkedin page for more information, to share an idea for an episode or start a conversation around any f the topics covered in the show.

Masha Osherova, Executive Vice President and Chief People Officer at Warner Music Group, joins Kursty to discuss how they survived the digital disruption of the music industry and how that experience enabled a quick and resilient response to the pandemic. Throughout the episode Masha discusses the interesting new approaches to work at Warner Music that were born out of the pandemic. Tune in to learn: How to nurture a sense of belonging in your employees. How to thrive rather than just survive in the pandemic.The difference between creating an equal vs. equitable workplaceSupport the showTimestamps[00:29] Episode overview and who is Masha Osherova? [01:59] How is the Warner Music Group (WMG) work environment unique? [05:43] How are employees treated at Warner Music Group?[07:38] How was work from home viewed at Warner Music Group before the pandemic?[10:10] Thriving in the pandemic rather than just surviving (WMG experience)[18:00] How did WMG improve team communication and sense of belonging during the pandemic? (Go Contribute Initiative) [22:11] Should you keep pandemic workplace initiatives after COVID-19 is over? [23:34] What other initiatives were born out of the pandemic at WMG? [26:28] 4 key ways COVID-19 is changing the workplace at Warner Music Group. [32:35] How do we create more inclusive, equitable, and diverse workplaces post-pandemic? 4 Key Highlights Before the pandemic, it was viewed that you have to be physically present at the office to be considered to be working. This has shifted dramatically because of COVID-19. To have mass remote working was unprecedented before COVID-19. WMG held a one day test before going fully remote. Approaching the challenges of the pandemic with a survival mindset can really limit the heights you can reach. Instead, it is best to strategize for the following challenge: how do I use the restrictions of the pandemic to thrive and improve my company? When crisis strikes, don’t put life on hold - innovate and adapt.The pandemic has created a lasting effect on the workplace. Lots of initiatives that were born out of the pandemic will be kept up and running after the pandemic ends for good. Creating inclusive, equitable, and diverse workplaces post-pandemic includes having options to work from home and work from the office. Some people thrive by working in solitude; for other people, it is almost like a death sentence. The best way to figure out what to do is to extract data from your workforce and make sense of it to create the best workplace possible. Links Connect with Masha Osherova: LinkedIn Connect with Kursty Groves: LinkedIn | TwitterSupport the showSupport the showFollow The Office Chronicles Linkedin page for more information, to share an idea for an episode or start a conversation around any f the topics covered in the show.

Ange Pattico and Susan Stanley join Kursty to discuss why the future of work is not fully remote. Throughout the conversation, they discuss the adverse effects of long-term remote work on people’s mental health, the importance of physical office space, and ways employees can stay connected when working remotely. Ange Pattico is Chief People Officer and Susan Stanley is the Head of Space at MVF.  MVF is an exciting fast-growth business which started off as 5 friends in a basement flat with an ambitious mission to transform how businesses find new customers. Fast forward 10 years and MVF are world leaders in marketing at a global scale and use proprietary tech, data and smart marketing to grow some of the world's most notable blue chips. With over 500 people, operating in over 50 countries across the globe they won the Sunday Times' Best Company to Work for in 2020.“When you’re in the middle of a pandemic, meeting daily is really essential because things change so quickly” - Ange Pattico Tune in to learn: Why the future of work is hybrid; How having a crisis response plan makes your workplace resilient; Why you need a workplace environment manifesto (even if you only work remotely).Timestamps[00:33] Episode overview and who are Ange Pattico & Susan Stanley? (How Susan got the title ‘Head of Space’)[05:44] Why the Head of Space/Facilities should NOT report to the finance department. [08:31] How were things before the lockdown at MVF? (Getting a COVID case at work before the lockdown)[15:40] How did the workspace strategy change once COVID-19 hit?[18:24] The crisis response triangle built at MVF.[20:04] Tactics you can use to keep your employees connected when working virtually.[22:34] Why MVF is not going to be working remotely long term.[28:30] What COVID workplace changes will stay and which will be discontinued? (the biggest lessons they learnt from COVID) 4 Key Highlights How you use space is how you convey wellbeing (or lack thereof) in a building. It also sends a message to employees about how you feel about them. Creating a response chart for crises can be a great way to give your employees clarity during stressful times. Pre-recorded videos, live streams, and live Q&As can be useful tools to stay connected during mass remote work periods. Working remotely (only) long term can be bad for your mental health. According to MVF, the hybrid model would be the healthiest. The effect of physical interaction cannot be replicated online. Oxytocin levels rise when you see people in the same space. Links Connect with Ange Pattico: LinkedIn Connect with Susan Stanley: LinkedInConnect with Kursty Groves: LinkedIn | TwitterSupport the showFollow The Office Chronicles Linkedin page for more information, to share an idea for an episode or start a conversation around any f the topics covered in the show.

Kate Derrick, Director of Workplace at AstraZeneca, joins Kursty to discuss how AstraZeneca is handling the pandemic in their own workplaces (no, not just in terms of producing the vaccine). “People drive culture and to keep it remote it’s really difficult to drive that culture” - Kate DerrickTune in to learn: The mindset shift that managers have had to make towards flexible working;How activity-based working acts as a strong base for what's next in hybrid working;How different personalities benefit or struggle with home working.This episode was recorded just as the UK went into its second lockdown since the COVID crisis hit.Support the showTimestamps[00:20] Episode overview and who is Kate Derrick, Director of Workplace at AstraZeneca?[00:47] Why did they manage to work from home overnight with no problems? [01:54] Best practices of working from home at AstraZeneca. [06:02] How COVID-19 empowered employees to lead executive management. [08:53] AstraZeneca’s crowdsourcing event: gathering opinions about working from home. [12:18] Why the press around working from home can be misleading. [13:41] How does working from home affect inclusion and equity? [16:44] What workplace changes will continue after COVID (and what won't)?[23:58] How do cultural differences affect responses to the pandemic in the workplace?[25:00] Why did people WANT to come into the office after remote work? [26:43] How did office space at AstraZeneca shift because of the pandemic? 4 Key Highlights Encouraging flexibility is the future of the workplace. When work from home began, people were excited about it, however the excitement started to wear off once remote working prolonged. The opposite is also true. Therefore, we need to find a solution that encompasses the best of both worlds. Remote working does not always lead to equitable working environments. Some people live in much smaller spaces than others because of the real estate market in their areas. Seeing people and collaborating with people face to face are amongst the top reasons people want to return to the office. On the bottom of the list of reasons people want to return to the office is focus. Remote work added another place to the mix of spaces where work is possible: the home. This does not mean that corporate office space must be reduced. Rather, it compels companies to think: how can I make my space work better for us?Links Connect with Kate Derrick: LinkedInConnect with Kursty Groves: LinkedIn | TwitterSupport the showSupport the showFollow The Office Chronicles Linkedin page for more information, to share an idea for an episode or start a conversation around any f the topics covered in the show.