The ultimate test for the effectiveness of housing is the experience of the one who uses it. ‘The proof of the pudding is in the eating’.
In a Customer Journey Map, these both assessments, subjective (travel experience) and objective (destination, travel time and costs), come together. The big advantage is that the primary function of housing, to facilitate people with their processes, the common thread is instead of mostly only money and risks.
The Strategic Accommodation Roadmap is a map with a simplification of the own accommodation landscape where the planned travel route is mapped out and the desired travel speed is calculated.
The Real Estate GPS helps to determine the current position and the destination on the map and, if necessary, to make a midcourse correction to get back on the main course. Small ongoing course corrections give a quieter ‘travel experience’ for users. This contrasts with the common practice in which the learn/work environment performance first go outside the acceptable bandwidth which requires then a substantial and abrupt course correction. The result is a bouncing journey and for the decision makers an erratic financial travel experience. Not to mention the loss of income because the users of the building could not perform optimally because of the less effective learn/work environment.
Before the journey starts, a reliable course is defined. This course is SMARTI:
- Specific (Who, what, where, which) – The destination is fixed.
- Measurable (Current vs. Desired) – The route and travel speed are calculated.
- Achievable (How) – Taking into account traffic congestion and weather conditions along the way.
- Realistic (Worthwhile) – The coordinates are known, and adjustment is possible.
- Time-bound (When) – The times when housing performance (‘load’) must be delivered are fixed.
- Inspiring (Engagement) – The travelling party has team spirit and is motivated.
The Strategic Accommodation Roadmap management game offers the opportunity to have your own organizational goals as a starting point. One explores in a playful manner together with relevant stakeholders the required learn/work environment performance and interventions that contribute to the chosen organization goals as expressed in strategy and policy documents.
During this virtual exploration also the priorities of the organization goals, where the learn/work environment can make direct and indirect a contribution, are determined. The goals with the highest priority are made SMARTI.
In this way, during the life cycle of the accommodation, an objective and transparent monitoring, measuring, and reporting is possible to answer the question if the required learn/work environment performance is still on track. If not, a timely consideration for a possible adjustment to the accommodation is possible. This keeps efficiency and effectiveness within the predetermined critical threshold values. Users can stay focused on the journey, the process and their activities in the learn/work environment.
“Success requires a Strategic Accommodation Roadmap and meaningful performance measurements!”