The work environment in service of agile working – a recipe for chaos or a strategic opportunity?

Crowder & Friess (2015) describe agile working as an informal management approach that emphasises flexibility, communication, and transparency among team members and between the team and management.

The scrum method: the new mantra of organisations

The scrum methodology is the most widely used. Scrum teams are multidisciplinary and self-managing, with all the necessary expertise to successfully complete a project. Projects are organised into “sprints” of approximately 2 to 4 weeks. Each day, a short team meeting takes place: the daily stand-up. The scrum board or wall displays all tasks included in the sprint backlog.

Towards a reorganisation of the workplace

The agile way of working has a significant impact on workplace design. The workplace is primarily designed to facilitate collaboration by providing team zones. Since organisations aim to respond quickly to customer demands, team members must have immediate and spontaneous access to one another. Some literature suggests a potential contradiction between agile and NWOW (new ways of working), as frequent remote work might undermine interaction among team members. However, our experience shows that this is not necessarily the case, provided there are clear agreements and efficient digital support (e.g. the use of MS Teams). Scrum teams primarily work digitally, so storage space is very limited, while digital tools such as large high-resolution screens are maximally provided. In the (usually open) team zones, employees find an ergonomically well-equipped workspace. For more focused work, shared quiet spaces or smaller focus areas can be provided nearby.

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Meeting spaces are strategic places!

The agile approach is characterised by frequent and highly specific meeting moments (daily stand-ups, planning meetings, demo meetings, retrospectives, etc.). It is advisable to offer specific and varied meeting areas within the principles of activity-based working. A stand-up can take place within the team’s own zone, while a planning meeting is typically held in an enclosed meeting room. However, it is also possible to centralise stand-up zones so that teams can move from there to their team tables to work on projects together. We also see the emergence of auditoriums for demonstrations and fishbowl discussions. Special attention must be given to the facilities in the meeting areas. In addition to traditional writable walls and presentation screens, there is an increasing demand for digital alternatives such as hubs, smartboards, or digital flipcharts.

Encouraging innovation & co-creation among teams

In the agile work environment, we consciously focus on co-creation and innovation. A well-designed workspace should therefore be inspiring and “out of the box.” Why not allow teams to decorate their own zones? If this aligns with the desired organisational culture, a personalised team environment can be a refreshing change from the sometimes uninspiring, empty, and grey flex offices. Additionally, it is important to invest in a pleasant relaxation and meeting space where employees can unwind, socialise, and have coffee between their busy activities.

The core elements of an agile work environment

A recent study by the CFPB (Centre for People and Buildings) recommends integrating the following elements into the workplace to successfully support the agile methodology:

  • Creation of designated “spaces” for teams (team zones),
  • Diversity in workspaces to complement team zones,
  • Versatile and adaptable workspaces, allowing employees to modify room layouts and workstations as needed,
  • Versatile and adaptable equipment (e.g. mobile digital screens),
  • Additional spaces tailored to specific agile meeting moments,
  • A pleasant and attractive relaxation area,
  • Flexibility regarding remote work,
  • A scrum wall as the central hub of the team.

Finally, for an agile work environment to be successful, it is essential to establish clear behavioural agreements. These agreements should be created through a participatory approach and clearly communicated. They should also be included in the training that teams must receive when transitioning to agile working.

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