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Define120 min · v1.0

Future work and success criteria

Original workshop design for pilot use. This format has not been validated for effectiveness.

Summary and decision

Translate workplace ambition into practices, enabling conditions and measurable outcomes.

Decision: Approve critical practices and criteria before selecting design options.

Preparation

  • Bring the W01 outcomes and W03-W05 findings.
  • Choose two contrasting work episodes to test the future state.

Audience

8-16 people: employees, managers, sponsor, design, HR, IT and FM.

Agenda

Agenda in minutes
#BlockMinutes
1Opening10
2Evidence15
3Exercise A30
4Break10
5Exercise B35
6Decisions20
Total120

Exercises A and B

Exercise A: Future work scenario

  1. Describe a future work episode from the employee and service-provider perspectives.
  2. Specify behaviours and the 7P conditions they require.
  3. Test an exception such as remote participation or unavailable space.

Exercise B: Success criteria and trade-offs

  1. Define how each option will be judged before reviewing options.
  2. Assign a baseline, measure, owner and review moment.
  3. Name minimum conditions and acceptable sacrifices.

Worksheets

Worksheet A

Work outcome
Critical practice and actors
Enabling conditions
Exception and response

Worksheet B

Criterion and rationale
Baseline and measure
Minimum condition
Trade-off and decision owner

Illustrative example

Illustrative, not a real case

  • Illustrative: product teams need reliable joint design sessions.
  • The practice combines overlapping schedules, suitable rooms and remote access.
  • Attendance alone cannot demonstrate improved collaboration.

Completion criteria

  • Practices identify actors, actions and context.
  • Criteria include work outcomes and employee experience.
  • Each key assumption has a test.

Follow-up

  • Link criteria to scenario-development and workshop-ii-key-criteria.
  • Use W07-W09 to design and test the conditions.

Points of attention

  • Avoid prescribing office days before understanding task dependencies.
  • Do not present one external study as a universal workplace rule.

Workplace phase and change activities

Workplace: Define (phase in the Workplace method)

Change Management

  • Design

    Why this workshop helps: Translates ambition into practices, enabling conditions and success criteria.

    Adapting outside a workplace setting: Replace 'workplace ambition' with the intended change in ways of working.

These links and notes are editorial guidance of the Codex, not a new or validated template. The workshop text and files on this page are unchanged.

Planned sessions

No sessions are planned.

Sources and downloads

Sources

S05Research guidanceNot effectiveness evidence

Skivington et al. (2021). A new framework for developing and evaluating complex interventions

Why here: Informs the attention to context, assumptions and how outcomes will be judged before options are reviewed. It does not validate this workshop.

Finding:
Context, programme theory, stakeholder involvement, uncertainty and iterative refinement belong throughout intervention development.
Limitation for workplace:
Guidance from health research informs our design. It does not validate this workplace workshop sequence.
Reviewed 2026-10-02
S09Randomised trial

Bloom, Han & Liang (2024). Hybrid working from home improves retention without damaging performance

Why here: One randomised trial on hybrid working in one company. It informs the discussion of outcome criteria; it is not a universal workplace rule and does not prescribe office days.

Finding:
A six-month trial with 1,612 employees in a Chinese technology company found improved retention and satisfaction without detected performance damage in the tested arrangement.
Limitation for workplace:
One organisation and a specific hybrid arrangement. This is evidence for testing local assumptions, not a universal office attendance rule.
Reviewed 2026-10-02

Downloads

Last reviewed: 2026-10-02