‘Agile working’ is often discussed with an understanding that it means flexible working hours, working from home or hot desking. However, the knowledge of the real meaning behind agile working seems to have been lost as more humans think in terms of being self-focused. The accurate understanding and terminology differ from flexible working hours and other terms which are enveloped by the expression, “new ways of working.”
Agile working certainly is not new in any form, although it is a new way of working. It can most certainly be loosely defined under the term of “smart working,” which encompasses the benefits of the ever-evolving work practices, technologies, and working environments.
The Royal Institute of Chartered Surveyors (RICS) (The Agile Organization, 2018) published an intriguing and thought-provoking piece on agile working. It discussed various aspects of what agile working isn’t, and what agility is. However, it still is ambitious to draw a succinct definition of the matter. The article does explain some exceptional points around the statement that “work is an activity, not a place,” (The Agile Organization, 2018). However, this has led some to the idea of location independent working, but it is not all about the location. Agile working practices can be justly applied to the fixed roles within the actual workplace.
I am not saying that the aspects of location and flexibility are not dimensions incorporated into agile working; however, it does involve working in a way that is different and focuses more on the performance and outcome. This simply means moving employees from dedicated workspaces to shared spaces which the employee can use as needed (Ian Morley, Serraview, 2018). Research shows that about 60% of conventional office space is wasted, as it is not used. The agile working environment provides a way for a company to increase to use of the workplace, as well as reducing costs, often by 20% or more (Ian Morley, Serraview, 2018).
This brings us to ‘activity-based working’ (ABW). ABW workspace focuses on working being conducted in spaces which are “fit for purpose,” and abolishing the traditional rules of assigned seating and desking, and any other hierarchical structures. “ABW has proven to reduce space by up to 40% and increase staff satisfaction by 15%,” (Hubb Consultants, 2018).
The utilization of ABW and an agile working environment is growing very quickly within the United States of America. Yet, you can see companies and businesses within Australia and New Zealand who have implemented these ideas and began the transition several years ago.