TABLE OF CONTENTS

RETHINK
HOSPITAL TEACHING ENVIRONMENT
01 Statements
Mission Statement

Executive Summary

02 Programming Approach
Simulation Center
Programming Methodology

Stakeholder Analysis
-

03 Findings
Interview Takeaway

04 Identifying Opportunities
Physical Needs

05 Recommendations
Goal & PR statements

Line-by-line program

Adjacency Diagram

06 Appendix
STRATEGY
DESIGN
PROCESS

IDENTIFYING SCHOOL CONTEXT

supply of primary care
physicians

OPPORTUNITY IDENTIFICATION
learning, administrative,
and supporting,

INTERVIEW + VIRTUAL VISIT

interview sessions
Questions were crafted beforehand to get the best result
virtual tour

RECOMMENDATIONS
 02

MISSION STATEMENT
create a programming document support the training
serve the region and the state

EXECUTIVE SUMMARY
serve the medical needs of families in the local region and the state of North Carolina

The purpose of this program , and suggest goals for future

planning and use

The in-depth interviews

the recommendations outlined in this program

Our main purpose is to recommend spaces that will increase learning opportunities and engagement to accommodate an evolving medical industry
 02

PROGRAMMING APPROACH

USER PROFILE APPROACH BEHAVIOR CIRCUIT APPROACH

UNDERSTANDING PREDOMINANT & RECURRING

1 IDENTIFYING DIFFERENT TYPES OF USERS 1 BEHAVIOR SEQUENCE FOR ALL USR TYPES

2 UNDERSTANDING EACH USER’S NEED WITHIN THE SPACE 2 OUTLINE WORKING AND TRAFFIC FLOW

3 CONSTRUCT USER PROFILES

 03

STAKEHOLDER ANALYSIS

INSTRUCTORS & STAFFS LEARNERS

Learners from BSOM (Brody School of Medicine)

1 Administrative Team 1
There are six members on the team and they want to expand the
team more likely to be more familiar with the setup

2 Operational Team
2 Learners from outside of BSOM (Brody School of Medicine)
clinical teaching, assists learners and faculty with access to virtual spaces such as

elevator, in addition to possibly hiring more people to clean the locker

4 Standardized Patients
carefully recruited and trained to take on
 02

INTERVIEW TAKEAWAYS
 02

UNSUPPORTED AMBIENT ENVIRONMENT LIMITED SPACE ENCUMBERED ACTIVITY FLOW

The current simulation laboratory does not
resemble hospital setting
and image themselves in the hospital
two things that
needs to be addressed, the building
features including lighting, noise control,
equipment including
The current simulation center does not is obstructed by
support daily administrative work and
corridors need to be widen in order to
expand in order to accommodate more
to be expanded in order to hold increasing
number of learners
 02

SPACE UNABLE TO MEET INCREASING LEARNERS SPACE UNABLE TO MEET FUTURE TECHNOLOGY NEEDS

The medical school is expecting more learners The space also needs to be future-proof

larger classrooms
which allow learners to learn anatomy in virtual
reality without the need for real human
bodies or manikins

Signage
 02

PHYSICAL NEEDS IN EACH AREA

SPACE TYPE CURRENT ISSUE FUTURE NEEDS

LEARNING SPACES
SIMULATION LABORATORY

DEBRIEFING CONTROL ROOM

STUDY AREA More Lecture Rooms

ADMINISTRATIVE SPACES
OFFICES

COMMON AREA

SUPPORTING AREA
LOCKER-ROOM

CORRIDORS

KITCHEN

STORAGE
room
 02

RECOMMENDATIONS
In this section,we are going to give out detailed suggestions Performance requirement statements
line- by-line program to give designers and architects a holistic understanding of room types and functions
LEARNING SPACES

GOAL 1. SIMULATION LABORATORY LIMITED SPACE

PR STATEMENTS (PERFORMANCE REQUIREMENT)

1.1

1.2

1.3

1.4

1.5

1.6

< 35 dB(A)
< 30 dB(A)
SIMULATION 5 CURRENT
LABORATORY SIMULATION
LABORATORY

+1
CONTROL DEBRIEFING
VIRTUAL ANATOMY
ROOM ROOMT TECHNOLOGY ROOM

PR1.1 PR1.4 PR1. 6

ADMINISTRATIVE SPACES

GOAL 2.OFFICES

PR STATEMENTS (PERFORMANCE REQUIREMENT)

2.1

2.2

2.3

2.4

< 80 dB(A)

< 55 dB(A)

MEETING AREA

PR2.1 PR2.3 PR2.4

SUPPORTING AREA

GOAL 3. LOCKER-ROOM

PR STATEMENTS (PERFORMANCE REQUIREMENT)

3.1

3.2

3.3

3.4

3.5

LOCKER-ROOM LOCKER-ROOM LOCKER-ROOME

20 LOCKERS
MIN. 48’’
MAX.

60 INCHES
MIN.
TURN SPACE

15’’
MIN.

PR3.1 PR3.2 PR3.3

SUPPORTING AREA

GOAL 4. TRAFFIC

PR STATEMENTS (PERFORMANCE REQUIREMENT)

4.1

4.2

4.3

4.4

ELEVATOR CORRIDOR DOOR

STRETCHER

10 FEET
DEEP
MIN.

32 INCHES
8 FEET
WIDE WIDE MIN.
80 INCHES WIDE MIN. MIN.

PR4.1 PR4.2 PR4.3

 02

SPACE TYPE NO. NSF/SPACE TOTAL NSF COMMENTS

LEARNING SPACES
SIMULATION LABORATORY

DEBRIEFING CONTROL ROOM

STUDY AREA

ADMINISTRATIVE SPACES
OFFICES

COMMON AREA

SUPPORTING AREA
LOCKER-ROOM

CORRIDORS

KITCHEN

STORAGE
 02

ADJACENCY DIAGRAM
 02

REFERENCES
 TABLE OF CONTENTS

NATURAL BOX
MONITORED BY EEG
01 PROBLEM
PROBLEM STATEMENT

CASE STUDIES

02 HYPOTHESIS
HYPOTHESIS

ELEMENTS OF DESIGN

03 EXPERIMENTAL DESIGN
EXPERIMENTAL DESIGN

EXECUTION

04 RENDERING
3D RENDERINGS

PHYSICAL PRODUCT

05 STUDY & RESULT

DATA COLLECTION

FUTURE DIRECTION

06 Appendix
REFERENCES
PROBLEM MENTAL FATIGUE AMONG STUDENTS CAN CAUSE

IDENTIFICATION

Depression & Anxiety

Decreased Academy Success

 02

HYPOTHESIS
One Meditation . There are

Meditation Music
 03

EXPERIMENTAL DESIGN
POST TEST ONLY WITH CONTROL GROUP

CONTROL GROUP TREATMENT GROUP

OFF ON
5 MINUTES 5 MINUTES
 04

PROTOTYPE DESIGN
 04

PROTOTYPE DESIGN
 04

TESTING
 05

RESULTS & FUTURE DIRECTION

AVERAGE RELAXATION METRIC VALUES AVERAGE TEST PERFORMANCE VALUES

BEFORE MEDITATION AFTER MEDITATION TREATMENT GROUP

TREATMENT GROUP TREATMEMT GROUP

52.5% 50.0% 39.5% 39.5% 61.8% CORRECT 64.3% CORRECT

FUTURE DIRECTIONS
 05

EXPERIMENTAL DATA

SUBJECT 1. SUBJECT 3.

SUBJECT 2. SUBJECT 4.
 06

REFERENCES
 TABLE OF CONTENTS

LINKAGE
WORKPLACE STRATEGY ATKINSON CENTER
01 BACKGROUND & TASK
RICE HALL

ATKINSON CENTER

FOCUS AREA

Use our expertise to examine Cornell Atkinson Center for Sustainability space and create a
short- to medium-term workplace solution for its space to more effectively support the work by
its multiple groups of users. 02 INVESTIGATION
STAKEHOLDER ANALYSIS

SHADOWING

PROBLEM IDENTIFICATION

03 DISCOVERING OPPORTUNITY
ANALYZING WORKFLOW

PROBLEM TO OPPORTUNITY

04 SOLUTION
AMBIENT ENVIRONMENT

COLLABORATION

05 Appendix
REFERENCE
 01

RICE HALL: ATKINSON CENTER

CLIENTS’ NEED
short- to medium-term workplace solution for its
space to more effectively support the work by its multiple groups of users.

FOCUS AREA

RICE HALL 201 RICE HALL ENTRANCE

 02

FOCUS GROUP INSIGHTS

Atkinson Center leadership
research fellows and research faculty Rice Hall in general Rice Hall 201.

FOCUS GROUP INSIGHT: GENERAL FOCUS GROUP INSIGHT: 201

Atkinson Center leadership: Atkinson Center leadership:

Potential place to host VIPs

Looking for Privacy

Strength Connection between two wings Host Meeting of Six

A place for personal phone call

Space makes people sleepy

Research fellows and research
Lunch area needed
A place for Middle ground

A hub for student workers to meet researchers

 02

STAKEHOLDER ANALYSIS

ATKINSON CENTER STAFFS CLIENTS, ASSOCIATE FACULTIES, & STUDENTS

Atkinson Center Not Atkinson Center

Job Duties: Bringing research faculties and external part- Job Duties: Looking for collaboration and projects to
ners together to create a thriving future for planet.

Concerns: Rice Hall does climate control system.
presentable place to meet external clients.
Goals: Wanted to receive solutions for a collaborative
and inviting space in Rice Hall 201.
Concerns: People cannot easily identify Atkinson Center in Rice
Hall. The space does not look welcoming. No Space to work.
Goals: Making the visit to Rice Hall/ Atkinson Center
smooth and accessible.
SHADOWING
Observational Time:

Route Documented:
Functional Route:
Exit and Entrance:
Restroom Route: Staffs traveled to the restroom
Insights:
East wing and West Wing are distanced due to the two-staircase system. Staffs from two sides like to communicate in the hallway (yellow dot). Drinks provide a potential stop for conversation.
The Route to the restroom is misleading.
 02

PROBLEM IDENTIFIED

AMBIENT ENVIRONMENT BRANDING & NAVIGATION COLLABORATION

Vivid furnitures to erase sleepiness Make 201 the hub for collaboration Considering all levels of
Plants and green features to match the brand image Scents improve communications communication
involved to unconsciously make people pleasant
 03

ANALYZING WORKFLOW

FIRST FLOOR SECOND FLOOR

Working place for Atkinson Center staffs

Opportunities for branding and navigation Meeting area for VIP
Coffee area

Branding in 201

DESIGN POINTS DESIGN POINTS

Branding & Navigation Branding & Navigation

Collaboration
Ambient Environment
 03

PROBLEMS TO OPPORTUNITIES

PHYSICAL ENVIRONMENT SOCIAL INTERACTION BRAND IMAGE: DISCONNECTION

Rooms have certain levels of discomfort. Temperature cannot There is a lack of interaction between staff even in common The physical branding in Rice Hall is disconnected with online
be controlled. areas like hallways. Atkinson Center website.
The color and lights make people drowsy. No place for VIP
meetings. Disconnection between groups. for lunch (or they leave Rice Hall altogether).
 04

SOLUTION: AMBIENT ENVIRONMENT

SCENTS THAT COOL DOWN THE ROOM

LAVENDER BASIL LEAVES CARMOMILE COMFREY LEMON BALM ROSEMARY

 04

SOLUTION: AMBIENT ENVIRONMENT

COLOR THAT COOL DOWN THE ROOM

EXISTING COLOR PALETTE COLOR THAT COMPLEMENTS 201

carpet and got a color scheme for the room 201 advocates for.
Orange and Pink provides colorfulness to the room

FURNITURE RECOMMENDATIONS
 04

SOLUTION: COLLABORATION
MAKE 201 A COLLABORATIVE ENVIRONMENT

WHITE BOARD SMALL GROUP

Encourage ideation Suitable for small
and brainstorming meetings

LARGE GROUP SMALL GROUP

Meetings with VIPs Suitable for small meetings
lunch area

COFFEE TABLE
Relocate the conversation
into 201
 04

RENDERING
 05

REFERENCES
 TABLE OF CONTENTS

NIRAPAD
BANGLADESHI CLIMATE REFUGEE
01 BANGLADESHI CONTEXT
AGRICULTURE

WOMEN AT RISK

Empowering Women Refugees through a community-focused public health initiative. Devel-

02 RESEARCHING STAGE
Biomimicry Challenge. CULTURAL: NATASHI KANTHA

03 OPPORTUNITY DEFINITION
PROBLEM STATEMENT

BIOMIMICRY ELEMENTS

04 SOLUTION
NIRAPAD

FINANCIAL MODEL

ESTABLISHING STAKEHOLDER MODEL

TIMELINE AND PROJECTION

05 Appendix
REFERENCE
 01

AGRICULTURE CONTEXT
-
gees will come from Bangladesh.

JUTE BAMBOO TEA

Seven species of bamboos grow Bangladesh is an important tea-

naturally in the forests of Bangladesh.
largest tea producer in the world.
 01

CULTURAL CONTEXT
-

NAKASHI KANTHA
 02

WOMEN IN THREAT

NUTRITION DOMESTIC BURDEN SOCIAL BIAS BIRTH RATE

Societal attitudes restricting

burden: loss of utensils and household interaction between men and women. over the year.
essential. Make women more reluctant in public
women is the highest in the world. cyclone shelters.
 02

FEMININE HYGIENE ISSUE

A study in Nepal found that of respondents practiced some form of .
of girls used .

SOCIAL EXCLUSION AND RESTRICTION LACK OF AWARENESS NO ACCESS TO HYGIENE PRODUCTS

A study in Nepal found that 89 percent of The most common obstacles to obtaining them are
respondents practiced some form of exclusion or
restriction during a menstrual cycle. the lack of availability and the need for disposal
facilities. Most women and girls rely on reusable
bleeding comes from. cloth.
 02

PROBLEM STATEMENT

Research has shown that the due to

under scrutiny from the United Nations and Human Rights Watch for its poor living conditions and they warn that this could soon turn into a

We are going to dive into these problems by and the cultural dis-

or systems. We plan to achieve this by prototyping a product or service that can be easily scaled in a region with sparse resources and existing infra-
PLAN
LAYOUT

1. PRODUCT DEVELOPMENT

ultimately .

that addresses
while empowering refugees.
3. STAKEHOLDER ENGAGEMENT

2. DEVELOP FINANCIAL MODEL

4. DEVELOP TIMELINE PROJECTION

 04

To create a reusable pad that has a as a sanitary pad

that teach women how to use and clean NiraPads.

SOLUTION MATERIAL CHOICE: BAMBOO FIBER

Local Material - Washable - Water-Absorbent - Easily Manufactured
CULTURAL FIT-IN
In order to facilitate kantha.
.

EDUCATION
We value education as the -
en of all age to learn to the NiraPad.

Washing
Washing
WASHING Instructions
Instructions
INSTRUCTION

User’s
User’s Manual
Manual
 04

FINANCIAL MODEL

PEOPLE TECHNOLOGY
START (DESIRABLE) (FEASIBLE)
RESEARCH PHASE DESIGN PHASE

ECONOMICALLY
(VIABLE)
IMPLEMENT STAGE

GOVERNMENT SUBSIDIES INCENTIVE THE BUSINESS MODEL

 03

STAKEHOLDER ENGAGEMENT

WOMEN
COMMUNITY CHILDREN
LEADER

NEWBORN
FAMILY
CHILDREN

WOMEN

PARTNERS CHILDREN

AID WORKER NGO

 04

TIMELINE & PROJECTILE

5E MODEL
Alertness regarding the paybacks of utilizing sanitation merchandises are driving the growth in the demand for sanitary napkins.

growing number of health centers and indicative hubs in this area will additionally result in growth of the market.

ENTICE ENTER ENGAGE EXIT EXTEND

 03

NIRAPAD LOGO DESIGN

STRATEGY
DESIGN
PROCESS

IDENTIFYING POLICY CHANGE

As part of our sustainability strategy, BCG has recently announced an intention to reduce
our air travel by 25% by 2025 (over a 2019 baseline), and as such we expect our current
typical pattern of travel to change.

OPPORTUNITY IDENTIFICATION
How the -25% policy should be rolled out?
What are we focusing on the changes in work & workplace?

COMPANY BACKGROUND
Today, most consulting teams spend 4 days a week primarily at the client (either
. We expect some

create more dedicated team spaces to house them, including technology equipment that ideally
makes any remote members of the team and their clients feel engaged in the activities of team.

CONCEPT DEVELOPMENT
To plan a workplace which uses service strategies to faciliate policy change, the 25%
related carbon-footprints in this case to achieve sustainability goal. Employees that
adapt different working styles will come together to communicate, learn, and work in harmony.

opportunities to interact with others and promoting learning within and outside of the Pier
4. In the end, we wish to deliver a workplace service model to help GRE group better
approach future policy change.
 02

OPPORTUNITIES TO STRATEGIES
‘people’ and ‘environment’ as the big
framework to guide our ideation.

ENVIRONMENT PEOPLE
Workspace Consultants The link between people and space
Accommodating more work styles Horizon Career Development Technical Support
More people choose to work at home Meet more people (social) Guide to better use of physical space
Motivation

GRE Group (Global Real Estate)

Emotional Challenge due to fast changing policy
Gaining Recognition
Higher Requirement for fast-acting and multi-tasking

EXPERIMENTATION FROM ‘ME’ TO ‘WE’ LEARNING AND

ON SPATIAL VISION
To plan out the best way for different groups of
ADAPTING
Consultants
To maximize and design more activities for consultants to engage and To use analytical tools to plan a workplace handbook for
consultants and others to learn and utilize the most out of
normal working pace after change occurs. the workplace.

GRE Group (Global Real Estate)

Workplace Diamond Model to cope with future policy changes.
 02

STRATEGIC DEVELOPMENT
For Strategic Development, each strategy is manifested in many steps.

EXPERIMENTATION FROM ‘ME’ TO ‘WE’ LEARNING AND

ON SPATIAL VISION ADAPTING

Stakeholder Analysis On-The-Job training program

A A EXISTING SITUATION ANALYSIS A
including User Engagement (Leesman)

B Branding & Role Model Testing B ACTIVITIES

COVID-19 & Work From Home

C C PRIVACY & PERSONALIZATION
 03

EXPERIMENTATION ON SPATIAL VISION

We want to diagnose the situation that will be changed after the 25% travel cut. We did a stakeholder analysis between clients, consultants, and GRE groups

Charles ,Clients, 35-44

Clients Face:
James, Principle, 35-44 Ariel, Project Leader, 25-34 1. Adapting to New Technology

James mainly works outside of Pier 4 As a project leader, Ariel works between 2. Effective Communication

and he enjoys the amenities Pier 4 has. through new working style

His concern is on virtual communication. shared spaces and amenities. However,

a space for communication on Friday

Relationship
Solution Delivery
Communication Need Communication

Mentorship
Team-Building
Communication
Senior Consultants Face: Consultants Face:
1. Team Cohesion 1. Sustainable Future
2.Effective Communication &
Beebe, Consultant, 25-34 Alan, Consulting, Associate, 25-34 Delivering with Clients 3. Effective Communication & Delivering

As a consultant, Beebe primarily work at

Pier 4 offers such as shared space and Pier 4 provides. He worries about technical
ergonomics seating, and no complaints. side of communication issues and mapping.
BRANDING ROLE CHAMPION
In the second phase of change, we want to use communication and branding as a tool to bring the policy change to During the change, we also want to initiate the
consultants. We understand change is always hard. Things like sense and urgency of the intended change that are
necessary to make people want to change[1], address from the change [2], and clear
vision and associated goals when implementing the change [3].

Groups that are located globally Groups that are located in the similar

1. Sense of Urgency of Change BCG is part of the change!

How to cope with the fact that team members are at different spatial points?
Things like sense and urgency of the intended change that are
necessary to make people want to change[1]. In our case, it is about
sustainability and environment. We want to make sure that we are
Make Consultants proud of their 1. Establish User Representative Group & project ambassador
advocating for our sense of sustainability.
choice

Continue addressing the Attitude

Positive
Open-Minded Champions &
Followers Role Models

Skeptical Resisters &

Ergonomics Seating and Followers Saboteurs
Address from the change. During Friends accompany.
the workplace change, many physical changes require people to Negative

change their work processes and behavior. How do we address the Low High

meditation room, & activities.

More personal and local time.

People who think Pier 4 have its advantage over the old location (Attitude)

Experimentation On Spatial Vision

 STRATEGIES FOR HOME OFFICE

OPPORTUNITIES

Due to the intricate team-based job description. There are many different types of consulting groups. For consultants during this special COVID-19,
PROJECT

Relates to the idea of technology and training

SLACK SLACK Goodnotes Notability OneNote TimePage

Project safety (Data)

1. Technology

Personal
?

?
?
Project AnyCon-

Operational 2. Training

OPERATION
BCG PIER 4
How to maintain the cohesion and company identity?
Travel or Local

There are things HOME OFFICE should address: at home

• How do Consulting change on Project level when they return to workplace? 1. Training

2. Ground Rules
• How do travel-based and local-based different on these questions?
3. Team Mentorship
 03

FROM ‘ME’ TO ‘WE’

PHYSICAL ENVIRONMENT
Teamscape
The TeamScape workplace strategy at BCG is tied to our culture, working practices, and business goals. It integrates space, technology,
We found out there are four major areas in BCG Pier 4 hospitality and wellbeing to support work today and in the future and recognize an increasing demand for a people-centric workplace
• Workspace experience. From the report Teamscape gathered, we discovered opportunity in Privacy and Personalization.
• Reception Area
• Social & Public Area
• Collisions

Privacy Personalization
PHYSICAL ENVIRONMENT
Action & Preparedness
In the third stage of change, we want to use activities privacy and personalization.

Activities
We also want to suggest activities that glue team and groups together and increase communication. We understand change is hard, especially
change of working style
get over the change as a team.
• Health and wellness customizations(seat cushions), personal pictures, a mirror.
• Change your screensaver

Sense of Ownership Launch a buddy system

Privacy Personalization

Hold inter-department Celebrate Wins

lunches
 03

LEARNING AND ADAPTING

Change has to be manageable for the employees in terms of time and competencies [5]. This implies that people have to be trained and adequately supported to go through the change.
On-the-job training, or OJT, is a program designed to help employees gain hands-on knowledge in the workplace. This type of training involves employees using the resources available for them at their workplace, and it allows them to learn
while integrating into their everyday work environment.

1. Analysis 3. Development
ANALYZE DEVELOP
•Assess what your employees need to know in order to successfully do their jobs. •Establish methods, resources, and materials that will be in your training program.
Know What you want over the long-term: Materials: Your company handbook; current employee knowledge base; industry
and online resources; small business administration; universities with related programs; US
Department of Labor; Government extension or outreach programs.
Identify necessary tools and systems: communication systems, technology, job
boundaries.
Handbook

2. Design 4. Implementation
DESIGN •Determine what your on-the-job training program will look like. IMPLEMENT •Decide who/ when/ How you will implement your training program.
Decide how often the training will be
your workplace: classroom-style training, mentorship, and structured programs are all Use an outline
options. Trainers: manager, coworker/ mentor or a designated training coordinator, outsource.
doing, feeling (role playing, personal experiences),
Thinking, observing.

1. Evaluation
EVALUATE

Use a Survey
Observation: Look for improvement in employee work
Monitor employee retention: Are your trained employees staying on longer than
 WORKPLACE MODEL
REFINED WORKPLACE MODEL

1 New Policy
In Stage One, workplace is facing changes due to a new
policy change. It is time to rip the policy apart and see its

DOUBLE DIAMOND MODEL

Understand New Policy 2
In Stage Two, people start to understand the broader
impact of the policy after analyzing it.

order to improve the creative process.

Pros Cons 3 Primary, Secondary Research

Well-established Service Design Model Too general, does not take in individual factors In Stage Three, people want to conduct primary (Leesman
Focus group, Interview, Observation) and secondary (Lit
Logical stage designs Too many steps make change time consuming
Review, Case Study, Business-Competitor analysis research)
Well tested by many companies (LEGO, SONY, Confusing info-graphic design
Starbucks...)
OPPORTUNITY IDENTIFIED 4
In Stage Four, people will identify potential opportunities
through analyzing policies and research (Stage 1-3).

5 IDEATING STRATEGIES
In Stage Five, people starts to ideate strategies with
ongoing research while communicating with employees
about change.

TESTING STRATEGIES 6
In Stage Six, pilot tests start (Pilot selection, Training &
mentorship, Testing & feedback, Workshop & focus group)
and ongoing support should be provided.

7 Post Evaluation and Change

In Stage Seven, people receive post evaluations from pilot
testings, make changes to the strategies, and make the
change to bigger groups.

We develop a Workplace Model that derives from Double Diamond Model to help BCG cope with change. AfterCare 8
In Stage Eight, provide employees with after cares and
continue monitoring the changes and feedbacks.
 03

TIMELINE
For the timeline, we propose a 10-year plan
testing groups, then bringing more groups back to the workplace. At last, we envision more change than 25% and put our workplace model into the test.

THINGS PILOT TEST NEEDS TO ADDRESS

Now Diagnose & Setup Travel-Based Case
1 Strategic Planning
Plans for experimentation on spatial vision
Plans for learning and adapting Groups that are located globally Groups that are located in the similar
Plans for from me to we
• Work-style Change • Workstyle Change
• Communication Issues with Team Members • Change of Daily Routine
• Mentorship with project manager • Communication Issues with Team Members
• Change of Daily Routine

before.
before. Operational
2020-2025 Experimentation on Spatial Vision
Operational
2 Roll out Pilot Testing for different groups
Activities for Company Cohesion
Learning & Adapting
Help returning consultants to better understand workplace Activities for Company Cohesion Project
and technology Project technology and training
From me to we
Technology and training Data Safety
Gather returning consultants together and support each
other after change. Data Safety Establish Communication with Clients
Establish Communication with Clients

Local-Based Case

Groups that are located globally Groups that are located in the similar

2025-2030 Bringing more changes to the consulting industry!

3 More than just 25% change • Daily Routines should not be disturbed very • Daily Routines should not be disturbed very
Workplace model into the test
much much
• Communication Issues with Team Members
• Mentorship with project manager
 Strengths

STRENGTHS

Tackling Policy Change Flexible model Resilience More Sustainable

Solve the existing problem BCG is facing- Flexible contingency model that can apply Deplore the model in next big change and Attracting more traveling consultants to
brought by 25% cut of air travel. to different situation (combine with service build company resilience come back to the workplace and even less
design- double diamond model) traveling.

Spring, 2020