Information and data have become one of the most important organizational means to reduce environmental uncertainty and improve decision-making. Data-driven decision-making means that decisions are based on the analysis of data instead of intuitive action.
The purpose of the ‘Six Pack’ dashboard is to monitor hard data (area, building, money) and soft data (users), in both a review and a preview. It not only focuses on the easily measurable hard results from the past, but communicates across the full spectrum of the accommodation / facility cycle, past, present and future.
The dashboard is a representation of the most important accommodation and facility services that can contribute to the strategic policy goals. It is specifically designed to see at a glance what is happening (in outline), in order to maintain an overview and insight. In a single image, it supports decision-making based on consolidated and ordered objective data.
At the strategic level, global management information about trends is in general sufficient. At an operational level by definition more specific management information is required. The effect of the dashboard therefore differs per decision-making level.
As an organization, dare to think big, but start small. Experiment and gradually find out which form and speed of implementation best suits the organization.
Management by objective works – if you know the objectives. Ninety percent of the time you don’t.
(Peter F. Drucker)
The monitoring process via the ‘Six pack’ dashboard has three consecutive steps: first, scanning the big picture and then zooming in on important specifications that require attention to understand whether an intervention is necessary. If additional information is needed to make an intervention decision, there are links to supporting detail information.
The dashboard consists of two sets of three main aspects each to monitor the accommodation performance indicators (API) and the facility performance indicators (FPI). The first three aspects test the learn/work environment against the objective policy objectives and the subjective experience of the users.
- 1) Quality. 
- 2) Satisfaction.
- 3) Money/Time give a review (Is there friction between policy and the current situation?).
 Quality is understood to mean: geographical location, number of m2 and functional, aesthetic and technical performance of the accommodation.
In the knowledge that reality cannot be estimated as certainty. The remaining three meters 4, 5 and 6 enable extrapolation to the future of the desired goals by scenario analysis for budget and policy making.
- 4) DESTEP analysis of the external environment.
- 5) Corporate Accommodation policy.
- 6) Accommodation demand of business units provide a look ahead. Is recalibration of the accommodation policy necessary?
Part of a SWOT analysis are the opportunities (O) and threats (T) that can influence an existing process from the outside. DESTEP is an analysis method to explore and map relevant external environmental developments (trends). The abbreviation stands for Demographic, Economic, Social / Cultural, Technological, Ecological and Political / Legal. Analysing these factors provides a clear picture of the external environment in which an organization operates. This environmental analysis is primarily about national and international developments (macro environment).
These developments cannot be influenced and are therefore a given for an organizational unit, but they do influence policy and must therefore be known in order to be able to anticipate. At a regional / local level, there may be deviations from these national trends – for one or more factors – (trend less pronounced or even contrary).
“An holistic approach of the physical, digital and social work environment is a ‘power house’, you can literally transform your business with an integrated learn/work environment.” (René P.M. Stevens)
Periodically conducting an environment appraisal (user, area, building and money), with a 3600 assessment on matters that contribute to policy goals with their prioritization, is essential input to assess the degree of being in control with the learn/work environment. In addition to measuring the hard objective data (area, building, money), the soft data (user) on user satisfaction is also relevant. It makes the users co-creators of their learn/work environment and creates support, ownership, involvement and pride.
Periodically measuring user satisfaction helps to timely identify a mismatch between the learn/work environment and the current business process (in control – self-learning organization-continuous improvement) and to prioritize interventions based on the user’s perception. It provides more customization and more attention to differences between organizational units. Measuring hard and soft data provides feedback and a sharper focus in addition to gut feelings, experiences or observations.
Advantages of a more data-driven decision making:
- Gaining more insight and control.
- A more efficient decision-making process.
- A better understanding of problems and issues.
- Better solutions / decisions through an iterative process.
Employee satisfaction with the work environment, the interplay of Building, Facilities and ICT, is the degree to which the combination meets their wishes and needs. To what extent does the physical (Bricks) and digital (Bytes) work environment support their work, well-being and health? However, it is also closely related to satisfaction with the social (Behavior) work environment and the work itself.
The figure shows how the four Strategic Alignment Matrix frames give constraints for the Physical (bricks), Digital (bytes) and Social (behaviour) components of a learn/work environment.
The periodic HR performance review pays attention to the performance of the employees, but little or no attention to the environment in which they have to perform. A questionnaire about the learn/work environment in combination with the periodic HR performance interview offers opportunities to attract, better facilitate and retain employees.