TY  - JOUR
AB  - Unwarranted allocation of personal space and the accumulation of personal ‘stuff’ can become impediments to business agility, turning conventional offices into ‘millstones’ which suppress an organisation’s ability to change direction smartly in the face of new competition and other business forces. Workplace design needs to cater for perpetual change of occupancy, organisation, work processes and messages about the business. Tangible assets should be dynamic, adaptable and even portable. Setting aside arguments in favour of ‘showpiece’ corporate headquarters, this paper advocates that what is needed to help business units to stay competitive is a ‘minimalist workspace’ ‐ kept free of ‘stuff’ that clutters and impedes quick and inexpensive adaptation to local needs, every few months rather than every few years. The minimalist workplace does not need to be bland or impersonal. Imaginative design and minute attention to detail of the physical environment and the tools, technology and support services can produce attractive and ‘liveable’ environments which can successfully accommodate personal preference and promote a sense of belonging as well as mobility. This paper outlines four ‘golden rules’ for best practice in the minimalist workplace, demanding more proactive space management and more intelligent real estate design and specification to cater for greater utilisation of facilities.
VL  - 2
IS  - 1
SN  - 1472-5967
DO  - 10.1108/14725960410808122
UR  - https://doi.org/10.1108/14725960410808122
AU  - Bradley Stephen
AU  - Hood Christopher
PY  - 2003
Y1  - 2003/01/01
TI  - Delivering minimalist workplaces that improve corporate agility
T2  - Journal of Facilities Management
PB  - MCB UP Ltd
SP  - 68
EP  - 84
Y2  - 2024/04/23
ER  -