Corporate Research
Driving effective workplace
change in Asia
Introduction
The time is ripe for organizational change, especially in Asia.
Global megatrends—economic uncertainty, environmental
crises, new technology, ethics commotions and a war for
talent—are forcing organizations to rethink the way they do
business. Whether in the context of merger and acquisition
(M&A), restructuring, downsizing, offshoring or outsourcing,
corporations are focused on driving down costs dramatically
while increasing competitive advantage. This translates into
a corporate rallying cry across the business for enhanced
‘productivity’, defined as a function of outputs over inputs.
To provide this lever for improved work and business
performance (Fig. 1), corporate real estate (CRE)
professionals are increasingly driving or being asked to drive
workplace change. The desired outcomes vary by sector.
Financial services companies focus on reducing real estate
costs, stripping millions of square feet out of portfolios,
and on agility to respond to uncertainty in the economic
environment. Pharmaceutical and technology companies
place more emphasis on the speed-to-market of ideas
and products, with brand presence and corporate culture
becoming more important to attract talent.
The days when CRE was required to simply provide space
are over. Today, CRE’s new remit involves integrating with
the business and partnering with functions such as IT, HR
and corporate communications to deal with the behavioral
dimensions of the workforce that vary significantly across
Asia. This paper aims to help you do this more effectively by
understanding how different frames of leadership and culture
can provide clues to successfully drive such workplace
changes.
Figure 1: Workplace Provides a Lever for Improved Work and
Business Performance
Improve Revenue
(Output)
Business agility
Innovation + productivity
Attraction + retention
Collaboration + learning
Reinforce brand
Real estate costs
Environmental impact
Reduce Costs
(Input)
Source: Jones Lang LaSalle
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Asia Wants Workplace Change
In Asia, mindsets about work style change are evolving due
to strong triggers such as the accelerating globalization of
Asian multinational corporations (MNCs). For Japanese
corporations, geographic expansion means hiring locals in
the countries they enter and adapting their work policies
to suit a more diversified workforce. For some Chinese
corporations, increasing their overseas footprint via M&A
activity or organic growth is seen as an opportunity to
experiment with new work styles, with the possibility of
introducing them to their domestic operations if the benefits
in terms of improved efficiency or reduced expenses are
deemed attractive enough.
New workplace practices are continually being introduced
into these organizations, such as new management styles,
telecommuting or policies on preferred devices, as they seek
to stay ahead of the curve.
Concepts such as Results-Only Work Environments (ROWE),
where employees are evaluated on performance instead of
presence, are receiving interest in Asia as well. The Asia HR
Director of a major Japanese technology company says, “If
4
your manager knows what you’re doing all the time, you’re
not doing your job, and he’s not doing his.” In India, with shift
workers in the service industry already used to being out of
their manager’s sight, ROWE should not be too far away.
Telecommuting has been successfully implemented by MNCs
in Asia, especially IT companies. In post-earthquake Japan,
the Government and major firms are championing programs
enabling employees to work from home to raise employee
productivity, reduce transportation greenhouse gases and
support business continuity planning.
When allowed to use their own devices, employees do enjoy
increased mobility, higher job satisfaction and improvements
in efficiency and productivity. India is the undisputed leader
of the Bring Your Own Device (BYOD) phenomenon, wherein
employees use personally owned smartphones, tablets or
laptops rather than standard equipment provided by their
employers. According to a Citrix survey, 34% of the workforce
in India is already using non-company-issued computing
devices and the proportion could reach 38% in 2013, while
the UK follows with a 22% adoption today and 34% in 2013.
Effecting Change Success
Even with the best intentions, 70% of change initiatives fail.
Workplace change is no exception.
While the number of corporations adopting alternative
workplace strategies (AWS) is increasing, change initiatives
can be difficult to manage, and many have fallen short when
it comes to implementation. Globally, large MNCs exploring
new ways of working have seldom been able to roll out their
change programs smoothly. This is due to a series of barriers
that include lack of senior management support or visible
engagement required to counter ego and legacy footholds,
resistance of ‘rain makers’ to give up their big offices and the
prestige that goes with them, mobility restrictions for certain
employees and IT security issues.
In addition to these perennial challenges, when workplace
change is deployed globally, a number of issues play
out differently across Asia that may be less significant in
Western countries. The diversity of local cultures present in
Asia requires that workplace change programs be culturally
adapted, not merely transplanted from West to East. Change
programs successfully implemented in the US or in Europe
might not be equally positive in Asia if cultural characteristics
are overlooked. Culture can be a difficult concept to grasp
as assumptions, values and beliefs are often not articulated.
Failing to address cultural issues as part of a workplace
change initiative has serious implications for companies
operating in Asia as they strive to improve talent attraction
and retention and improve business productivity.
5
Success Through Leadership
Endorsement
Before embarking on a workplace change journey, such plans
must first be endorsed at the leadership level. The need
for organizational change often only becomes apparent to
leaders when they realize that the present reality is failing
their company’s future. However, leadership may not go on
to commit to a workplace change—failing to communicate
a compelling business vision, making unpopular decisions
about change, demonstrating inconsistent attitudes and not
motivating staff.
CRE teams that can present a clear business case and
vision, aligning factors affecting work (processes, culture,
etc.) and articulating how workplace factors act as enablers,
will help enlist leadership support.
When building any business case for workplace change, it is
important to:
•
fully understand what drives the business and evaluate
the need for change;
•
present a robust, relevant business case that aligns the
solution with the business vision to ensure endorsement
and visible leadership;
•
think beyond merely cost saving drivers and develop
goals and metrics that are aligned with broader business
objectives;
•
include all types of benefits, quantifiable as well as more
subjective; and
•
create well-defined metrics that are easy to track to
simplify reporting and communicate success over time.
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However, there are challenges in preparing a compelling
business case in an Asian context. In Asian developing
countries, productivity is not yet a buzzword and office
density is already relatively high. Office space ratios in the
US or in Germany, for example, used to be quite generous
and have offered significant opportunities for reduction.
In contrast, space efficiency has long been addressed in
markets like Japan and Hong Kong, with office floors already
compactly occupied by small desks that are closely spaced.
A more relevant business case would be one around talent
attraction and retention in a region where high-caliber talent is
scarce. Millennial employees tend to put a lot of emphasis on
evaluating technology and workplace when deciding between
potential employers.
Talent Attraction and Retention
Top of the CEO Agenda in Asia
“During the agrarian revolution, the most important
resource was land. During the industrial revolution, it
was capital and machinery. In post-industrial society, it is
increasingly knowledge.”
Rakesh Khuraqna, Marvin Bower Professor of Leadership
Development, Harvard Business School
We work in an era of talent scarcity. Companies must address
the potential shortage of employees with the right skills in
order to remain competitive. The talent risk is particularly
acute in Asia where low unemployment rates give candidates
a broader range of choices. This is compounded by the rapid
growth of domestic and international companies combined
with the expansion of Asian companies outside their home
markets. According to Manpower’s Talent Shortage Survey
2011, 45% of Asia Pacific employers have difficulty filling job
vacancies due to lack of suitable talent, compared to 34%
globally. This represents a four-point year-on-year increase
and the highest percentage of reported difficulty since the
survey began in 2006.
The situation is not expected to ease in the near future. The
global trend toward an aging workforce is evident in Asia,
albeit to a lesser degree than in the West. For example,
China is facing long-term talent shortages. Due to the onechild policy and the aging population, the Chinese workforce
is forecast to grow less than 5% by 2015, when a third of
the population will be over 50 years old. Skill shortages can
already be felt at the senior management and executive
levels.
Employability is a core problem in emerging countries.
The uneven quality of the education systems means that
only about a fourth of Indian engineers were considered
employable by MNCs in 2010, and only 10% of Chinese
engineers. However, progress is taking place across
multiple countries. In Vietnam, for example, the Government
is exploring options to better match education with skills
demand. Several countries have a ‘talent-friendly’ brand or
program, such as the Chinese Talent Development Plan
2010–2020 that sends students abroad and facilitates their
return.
Employability vs. Talent Mismatch in China and India
CHINA
INDIA
10%
25%
15%
15%
of engineers
of finance/
accounting
graduates
of engineers
of finance/
accounting
graduates
How many local graduates would MNCs consider ‘employable’ if they had demand for them all?
Source: McKinsey & Company (2010), Talent management: Transforming forces for the next decade
7
Success Through Employee
Engagement
Increasing employee engagement, participation and
understanding are likely to lower resistance to change
according to the investigation1 of a major reorientation within
a telecommunications firm. Findings from that research
showed a strong positive relationship between participation
and goal achievement and organizational commitment.
Another study2 of Australian organizations revealed employee
resistance as being the most frequently cited problem with
implementing change. Often, frontline staff do not understand
the need for change and do not develop a sense of
ownership of the program.
In considering employee resistance, it is useful to identify
the factors that contribute to it. Understanding the appetite
and ability for change among your employees is the key to
change success, as this will help you determine where to
focus your efforts (Fig. 2).
Ability arises from enablers such as environment,
technology, processes and the hard skills required to make
the change. Your employees will ask themselves if they
have what it takes to adapt to their new workplace and if
they are supported. The answer is ‘yes’ in most cases, as
change managers usually tick these boxes. Building ability is
relatively easy because it can be program-oriented and linear
as it deals with the ‘hard’ side of change—planning, timing,
skill and commitment.
high
Need
enablers
Low
resistance
High
resistance
Mindset
change
appetite
John Shook, MIT Sloan Management Review, January 2010
Figure 2: Appetite vs. Ability for Change Matrix
low
“Start by changing what people do rather than how they
think. It’s easier to act your way to a new way of thinking
than to think your way to a new way of acting.”
low
ability
high
Source: Jones Lang LaSalle
Appetite arises from understanding the future workplace
and agreeing on ‘what’s next’. This willingness to change is
shaped by past experience of change and by cultural frames.
Personal and often hidden variables come into play, such as
emotions, expectations and ego. Compared to the hard skills
that build ability, appetite is the soft side of change and hence
more difficult to influence.
1 Influence of participation in strategic change: Resistance, organisational commitment and change goal achievement, Rune Lines, Journal of Change Management Vol. 4, No. 3, 193–215, September
2004
2 The changing face of organisational change, Waldersee and Griffiths, Centre for Corporate Change, 1996
8
Success Through Cultural
Relevance
“What I think globalization has harmonized are
practices. Practices are what we do and the more
superficial things. The symbols we recognize and the
rituals we engage in. But the deeper meanings, the
values, have been implanted in us before puberty and
they can still be fundamentally different.”
Professor Geert Hofstede, interviewed in Inter Cultures Magazine,
Volume 7, Number 2
Cultural frames are subtle examples of how you might
address cultures differently. Studies such as those conducted
by Dutch social psychologist and anthropologist Geert
Hofstede, showing how culture influences values in the
workplace, help articulate the differences between cultures
so that you can tailor your approach. The following pages
illustrate some of the cultural factors you will need to keep
in mind when designing your change program. Cultural
factors need to be balanced when a program spans multiple
workplaces in different cultural and geographic locations, as
is often the case in Asia.
Clarity of Vision Can be Challenged where
Uncertainty Avoidance is Low
Creating a vision requires an understanding of uncertainty
avoidance. In this dimension, a high score indicates a society
that is uncomfortable with uncertainty and ambiguity while
lower scores indicate a more relaxed attitude.
Where uncertainty avoidance is low, the need arises to get
more tangible and detailed. It is important to ask deeper
questions, to go through mock implementation, to show what
the new workplace will look like and to explain how the vision
is implemented and operated. When uncertainty avoidance is
high, the general desire for certainty means that visions are
easier to define—it’s culturally the norm.
Uncertainty avoidance
A high score indicates a society that is
uncomfortable with uncertainty and ambiguity
while lower scores indicate a more relaxed attitude.
SINGAPORE 8
UK 35
JAPAN
92
Source: Geert Hofstede, Culture’s Consequences: Comparing Values, Behaviors, Institutions, and Organizations Across Nations, 2001
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A ‘Yes’ Does not Always Mean ‘Yes’
A gap between communication intent and how it is perceived
occurs in a number of work situations in Asia. For example, in
countries such as India, China or Japan, it is rude to say ‘no’
and as a result it can be difficult to decipher what people are
really saying in negotiations.
In Asia, where avoidance of conflict is present, tactics such as
storytelling are useful to unlock negotiation by enabling staff
to distance themselves from their feedback (I have a friend
who thinks that…). Engaging employees in a conversational,
non-confrontational way and formulating questions positively
(What could be improved? How could we make this a better
place?) will encourage them to open up more freely.
When to Mix It Up, and When Not To
A high degree of power distance indicates acceptance of a
hierarchical order. A lower score indicates a society where
people strive to equalize the distribution of power. Where
power distance is high, such as what occurs in many Asian
countries, employees will be reluctant to speak their minds in
the presence of the leadership.
In this case, the best option is to engage the conversation
within hierarchical levels—for example, by running horizontal
workshops within single hierarchical band levels. The reverse
is true—where power distance is low, vertical workshops
work better as they will be perceived by employees as
engaging them in high-quality conversations. In multinational
companies where there is a mix of cultures, a hard and fast
rule will not necessarily work and the approach will be less
straightforward. You will need to understand the organization
as well as the culture (Which is dominant? What will work
best?) to help guide the best outcomes.
10
Conflict
communication styles
WEST: Dominating,
compromising or integrating.
JAPAN: Obliging.
CHINA: Avoiding.
Power distance
A high degree of power distance indicates
acceptance of a hierarchical order. A lower score
indicates a society where people strive to equalize
the distribution of power.
GERMANY 35
JAPAN 54
CHINA 80
Source: Geert Hofstede, Culture’s Consequences: Comparing Values,
Behaviors, Institutions, and Organizations Across Nations, 2001
Size Does Matter
Similarly, the individualism vs. collectivism dimension involves
another type of engagement. A high rating for individualism
indicates a loosely knit social framework while its opposite,
collectivism, demonstrates a preference for a tightly knit
social framework.
Where individualism is high, such as in the US, engaging
employees in large groups yields better results because
high individualism leads to people feeling comfortable about
their individual opinions and their right to be heard. Where
individualism is low, people don’t speak up in large groups for
fear of having a different opinion to the majority. It is advised
to break down in smaller groups of three people where they
are not outnumbered and can test new ideas in a safer
environment, before feeding back into larger groups.
Individualism
A high rating for ‘individualism’ indicates a loosely-knit social
framework while its opposite, ‘collectivism’, demonstrates
preference for a tightly-knit social framework.
SINGAPORE INDIA US
20
48 91
Source: Geert Hofstede, Culture’s Consequences: Comparing Values, Behaviors, Institutions, and Organizations Across Nations, 2001
Understanding Exchange Value
In Asia, many people are motivated by external factors
such as visible praise, money and symbols of status.
Understanding and communicating to employees the benefits
they are obtaining from a workplace change will help them
perceive changes as gains instead of hurdles.Understanding
the ‘exchange value’ in a change program can assist with the
speed of change and the focus on communication.
Listening is critical to success here. It will enable
understanding cultural symbols, identifying the motivations
for change, uncovering real concerns and competing
commitments and ultimately securing adhesion to the project.
For example, if hierarchy is an important factor for people and
the new workplace is designed for ‘free-address working’,
A desk by the
window means...
it is important to understand what other expressions of
hierarchy might replace space as a status symbol. This could
include increased autonomy, empowerment and decisionmaking, access to better technology, access to amenities and
increased remuneration.
It is important to understand the benefits that make
employees tick in each country, such as the proximity of a car
park in Vietnam, abundance of food choices and a covered
walkway to the public transport network in Singapore.
Employees have to be heard with as much granularity as
possible, as resistance to change varies individually and can
also come not just from the employee themselves but also
from their families.
US: Status.
JAPAN: Failure.
Madogiwa: a desk ‘by the window’
means no significant work to do.
Source: Culture at Work, The Life of a Salaryman
11
Considerations for Enduring
Change
One common question about change is whether it should be
incremental or transformative. You will have to make choices
such as launching a pilot project or just implementing a new
workplace en masse. The context dictates the situation.
The ‘big bang’ effect of transformational change can be
considered when time is a constraint, where there is broad
support for the change program, or if change is required for
survival.
Innovation
WEST:
Breakthrough innovation, revolution.
Frugal innovation; Bricolage
innovation; ‘get it done’ spirit.
EAST: Incremental improvement,
imitation. Lean manufacturing
(Japan); 创新达人 or ‘innovation
expertise’ (China); Jugaad (India);
‘can-do’ spirit (Singapore).
One Size Does Not Fit All
While valuable lessons can be learned from others, your
strategy must be tailored for your business, your culture
and your people. This level of detail is critical to ensure that
your strategy is aligned to your business, adds real and
measurable value, can be successfully implemented and is
sustainable over time.
12
Success Through an End-to-End
Approach
Why is it More Difficult in Asia?
Most countries in Asia have reached or are moving fast
toward a service-oriented knowledge economy in which
productivity is measured and primarily driven through the
workforce. CRE contributes to this productivity imperative
through developing workplace strategies that help optimize
cost, enhance brand image, reinforce the stickiness of
talent to the firm and provide environments that enable the
workforce to collaborate, innovate and work more efficiently.
•
Country diversity – Variances between Asian
countries can be as ample as between Western and
Eastern countries.
•
Verbal communication – A gap between
communication intent and how it is perceived
occurs in a number of work situations in Asia.
For example, in countries such as India, China or
Japan, it is rude to say ‘no’ and as a result it can be
difficult to decipher what people are really saying in
negotiations.
•
Body language – Non-verbal communication such
as eye contact, smiles, postures, touching or a loud
voice are highly contextual and can mean different
things in different cultures.
•
Hierarchy – Studies by Dutch social psychologist
and anthropologist Geert Hofstede show that values
in the workplace are influenced by culture. His ‘power
distance index’ measures to what extent less powerful
members of organizations accept the uneven
distribution of power, 100 meaning a high acceptance
and 0 meaning no acceptance. Many Asian countries
rank high, with 80 for China and 77 for India, while
most Western countries rank lower, with 35 for the UK
and Germany, 36 for Australia and 40 for the US.
•
Personal space – ‘Proxemics’, a term introduced
by anthropologist Edward T. Hall in 1963, is the
study of measurable distances between people as
they interact. In Latin cultures, for example, relative
distances are smaller than in Nordic and most Asian
cultures where it is uncomfortable standing too close
to each other.
•
The desk – Often in Asia, the location where
an employee sits in relation to management is
meaningful. In Japan, where desks of a work unit are
often put together to form a large table, employees
tend to face each other while the supervisor sits at the
head and the youngest sits at the foot. This contrasts
with many Western offices where employees sit
with their backs to each other to seek privacy and
concentration. Sitting alone by a window in Japan is a
sign of exile from the active working group, in contrast
with the Western connotation of status for a desk with
a view.
No matter how good these workplace strategies are, it is
crucial that they are implemented and managed effectively
to create enduring workplace change. CRE teams should
make sure that the value they add to the enterprise is
measurable. They should build in flexibility to adapt to cultural
variances and deploy a robust change management program
to accelerate adoption and establish a smooth transition.
Preparation is critical. End-to-end execution is king.
13
Considerations for Enduring
Workplace Change
Choose the best timing
Plan a relevant change management program
55 Mergers and acquisitions
55 Understand the stakeholders at all levels
55 Cultural change
55 Engage relevant stakeholders to create a shared need
55 Restructures
55 Shape the vision based on the needs and objectives of
the business
55 New buildings or workplaces
55 New work processes
55 New technologies
Think like business leaders
55 Understand the business
55 Mobilize commitment and initiate action among
employees
55 Segment the workforce to customize the solution if
needed
55 Introduce right behaviors, systems and symbols
55 Present a robust, relevant business case
55 Make change last through ongoing communication,
choosing the right forms of engagement and
communication channels
55 Align the solution with the business vision
55 Gain stakeholders’ buy-in to effect speed of change
55 Gain endorsement and effective visible leadership
55 Reinforce sustainable behaviors
55 Understand the need for change
Understand local dimensions
55 Culture
55 Economy
55 Technology and infrastructure
55 Demographics
55 Talent
14
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For more information,
please contact:
www.joneslanglasalle.com/asiapacific/EN-GB/Pages/Workplace-Solutions.aspx
15
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