ABW Consulting
What is ABW?
ABW stands for "Activity Based Working," and it is a work style in which workers choose where, when, and with whom to work based on the activity, such as "concentrating on individual work," "making phone calls," and "sharing ideas together." It is a comprehensive work style strategy that maximizes self-discretion and allows workers to autonomously design their work style. It is a work style that has a high degree of freedom and flexibility, but it also requires each individual to work with a sense of responsibility and trust in each other.
What is the difference between ABW and hot desking?
Free address refers to office seating rules, such as not having your own desk in the office. This style is an option when maximizing space efficiency or reviewing office size.
In contrast, ABW refers to a "work style" that enhances flexibility by giving employees choices on when, where, and how to work, based on the organization’s business needs and the desired outcomes of employees. ABW goes beyond the office, considering homes, remote locations, and satellite offices as potential workplaces. It also involves breaking down work into specific "activities" and providing various environments to support these activities, which is a key feature of ABW.
Advantage and "effects" of ABW
ABW offers a variety of benefits that were not available with previous working styles.
The chart below summarizes the "effects" of past overseas projects.
It is clear that ABW is an innovative work style that brings various benefits to both individuals and organizations.
Employee Satisfaction
Rate of improvement in employee satisfaction in companies that have introduced ABW.
※1
Feeling of Productivity
Difference in perceived productivity when comparing groups of workers using multiple work environments in ABW versus non-ABW environments.
※2
Sharing Ideas and Knowledge
Percentage of ABW workers who answered that their current workplace makes it easy to share ideas and knowledge with colleagues.
※2
Corporate Image
Difference between ABW and non-ABW workers who answered that workplace design had a positive impact on the company's image perceived by visitors and clients, and potential job candidates..
※2
Organizational Flexibility
Percentage of ABW workers who say their organization's culture supports flexible working.
※2
Office Cost Reduction
15%
Office cost reduction rate for companies that have introduced ABW.
※1
-
※1Source: Veldhoen + Company
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※2Source: The Rise and Rise of Activity Based Working, Leesman, 2017
These companies are adopting ABW
Purpose We want to achieve this:
- Improving the mental and physical health, happiness, and well-being of our employees, while boosting productivity.
- Fostering collaboration within our organization and driving innovation.
- Increasing engagement to attract and retain top talent.
Process We want to practice this:
- Thoroughly reviewing the vision and concept of future work styles.
- Creating a new way of working through "employee participation."
- Reconsidering the role of the office in hybrid work.
ITOKI's "ABW Consulting"
ITOKI provides "ABW Consulting" that fully supports the realization of ABW.
In addition to the know-how that ITOKI has been practicing for many years at its head office, we have also formed a collaborative partnership with Veldhoen + Company (hereinafter referred to as Veldhoen), a Dutch work style transformation consulting company that pioneered ABW. We strongly support customers in implementing ABW. The consulting methods unique to a pioneer like ITOKI offer an experience that cannot be found elsewhere.
Please feel free to reach out to us.
Veldhoen + Company
Veldhoen + Company is the originator of the ABW concept. They are a leading company in work style strategy consulting and are a trusted partner to numerous global companies such as LEGO, IKEA, VOLVO, and MSD. Since the early 1990s, we have developed a robust methodology from conception to implementation of an overall plan to transform the way organizations work and lead them to success, constantly evolving the way we work today. Through the implementation of ABW, Veldhoen has helped clients improve space efficiency, implement effective IT technology, and increase employee productivity and engagement. Additionally, they have supported leadership, results-based management, and organizational transparency and trust.
A three-area approach essential to ABW success
In order to guide the daily actions of all employees toward the organization's goals, it is necessary to approach not only the physical environment of the "office" but also "three areas" including "IT" and "behavior".
For each of the three areas, we first assess the current situation, define the requirements needed to realize the envisioned future, and formulate an overall plan.
We do not just "implement ABW", but also support work style transformation by thoroughly addressing organizational culture changes, ensuring that all workers can embrace and adapt to change.
Implementation steps
First, we carefully examine the current situation and understand the situation. Then, we clarify the desired future state and formulated a vision for a new way of working. We will incorporate this into the overall plan to see how we can make that vision a reality. At this point, we finalize various requirements, including work styles, IT tools, and office construction. After moving to the introduction and implementation phase, we proceed with creating an ABW work style and an office that embodies it.
Even after the implementation is complete, this is the starting line in terms of operation. While carefully evaluating and making corrections, we will work closely with you to accompany you.
Choose your workplace based on activities:
"10 Activities" based on the ABW concept
Traditional offices are often divided into sections and locations based on hierarchy, organization, and team. ABW is completely different from that, and is a work style in which the tasks performed by each worker is defined as an "activity," and workers independently choose different workplaces according to their activities. ITOKI classifies its "activities" into the following 10 types based on the knowledge of ABW founder Veldhoen.
High-Focus
Individual work that requires a high level of uninterrupted concentration.
Co-work
Individual work performed while sharing the space with other members, including short conversations and questions.
Call
Virtual collaboration conducted individually in a physical space.
Duo
Work carried out slowly and carefully by two people standing side by side at a close distance.
Dialogue
A discussion or conversation between two or three people. It can be scheduled or spontaneous.
Create
A collaborative activity involving three or more people to create new knowledge or processes.
Coordinate
A scheduled meeting of three or more people to organize and discuss the progress of a plan.
Inform
Knowledge sharing in groups of three or more people. Primarily led by the presenter.
Relax
Isolate yourself from work to recharge and refresh your mind and body.
Technical
Specialized work requiring special equipment.
- The 10 activities are a concept developed through research by Veldhoen, a work style change consulting company that is the founder of ABW in the Netherlands. Itoki has entered into a business partnership with this company to develop the ABW (Activity Based Working) business.
In-house practice at Itoki's head office
Itoki's head office has been implementing ABW since 2019. For each activity, we have developed spatial functions that maximize productivity and creativity. We also analyze the balance and time allocation of each activity and incorporate this into spatial design.
ABW TOPICS
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Documents
Consulting services overview
Basic information about ABW, Advantage of its implementation, and actual process
ABW as a new normal way of working
What will the new work style called ABW change? What will change?
Collection of overseas case studies
Background, challenges, and results of ABW implementation by advanced companies in work style reform
FAQ
The changes that have appeared in companies that have introduced ABW are described here, but above all, the introduction of ABW is a valuable opportunity to reconsider how you want to define success as a company or organization, and how you should work to achieve it. By using this as a foundation, we believe that building a consistent space and IT environment and changing employee behavior will bring about the effects introduced above.
If ABW is implemented in the “wrong way”, it may fail. For example, even if ABW is viewed as an "office format" and only renovations are done, it will not work as expected if it is not accompanied by the necessary IT environment and initiatives for behavioral change. It may not be effective or may even have the opposite effect.
According to Veldhoen + Company's research, projects that do not yield good results typically share the following characteristics: (1) work styles and environments do not match the needs of employees and performance is not maximized; and (2) insufficient support for changes in employees' mindsets and behaviors; and (3) employees are unable to change their work style due to concerns about decreased productivity or loss of trust with their superiors.
There is no specific type of organization that is incapable of implementing ABW. However, transitioning to ABW involves major changes, and it’s not a one-time effort. At Itoki, for example, we've seen continued improvement in metrics like worker productivity since our transition to ABW, and we’ve realized that it takes time to truly experience its benefits.
To successfully implement ABW, an organization should have a clear purpose and need for changing the way work is done, with agreement and commitment from executives and managers. Additionally, the organization must be willing to dedicate ongoing effort and resources to monitor and improve work practices. Without these elements, it may be challenging to see the desired effects of ABW.
If you want to fundamentally rethink the way you work, rather than just an extension of what you've always done, I hope you'll consider it.
The timeline will vary depending on the number of employees involved and the status of projects already underway, but it will take (1) 1 to 6 months to formulate the vision, (2) 3 to 5 months to create the overall plan,and (3) 6 months to 1 year for implementation (including relocation and renovations). (Please also see this document for details on each phase)
If you have decided on the timing of relocation or renewal, it is necessary to start the implementation project at least one year in advance, ideally two years in advance. Therefore, we recommend consulting with us as soon as you are interested in introducing ABW.
Currently, several projects are underway, primarily with domestic manufacturing clients, and some are in the process of implementing Phase 3.
At our headquarters, ITOKI TOKYO XORK (approximately 850 employees), we have been practicing ABW since 2018, making it an early example in Japan. Additionally, our Nagoya Office Plaza (around 60 employees) has been implementing ABW since 2021, demonstrating our experience across various scales.
Furthermore, our partner Veldhoen + Company has completed hundreds of projects worldwide. We have compiled a list of notable cases here, so please feel free to take a look.
