Steelcase Workspace Futures GenY India 2011

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Gen Y: India

2011 Steelcase Inc.

WorkSpace Futures


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360.steelcase.com GenY

W O R K S P A C E F U T

Table of Contents

Introduction ...............................................................................

Our Process ..............................................................................

Phase 1: Understand ................................................................

Phase 1: Understand Key Findings ......................................

Phase 2: Observe ......................................................................

Phase 2: Observe Key Findings ...........................................

Phase 3: Synthesize ..................................................................

Phase 3: Synthesize Key Shif ts ............................................

Phase 3: Synthesize Design Principles ................................

Phase 4: Realize ........................................................................

Phase 4: Realize Spatial Concepts ......................................

In Closing ..................................................................................

The Team ...................................................................................

Notes/Bibliography ...................................................................


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360.steelcase.com GenY 2

I N T R O D U C T I O N

Introduction


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I N T R O D U C

Why study India?

Steelcases WorkSpace Futures conducted a study of

Generation Y in the US, in an effor t to understand its impact

on the workplace. Upon completion of that research, we began

to wonder whether the insights we had uncovered here wouldalso apply around the world. China and India immediately

became likely candidates for further research, due to the

sizes of their respective Gen Y populations.

China & India have a combined population of 2.5 billion = 1/3

of the global population

In the US, Gen Y represents 70 million people between the

ages of 10 and 30. Indias Gen Y population is 426 million of the

same age; Chinas equivalent population is 218 million, ranging

from age 20 to 30. In addition, China and India have emerged

as the second and four th largest economies, respectively, in the

world, representing an enormous opportunity for Steelcase and

our customers.

The graph below shows the Gen Y population for each country

measured aga inst the total population of that countr y.

We learned from our US research that generations are defined

by the key memories their members share, so we assumed th

the Indian and Chinese Gen Y populations would exhibit diffe

characteristics than their US counterparts, but we didnt knowwhat those characteristics would be.

What role would culture play in determining this generations

values? What roles would politics and the economy play?

What about technology? How would these areas influence th

generations perceptions about work and workplace and wh

might that workplace look like in 20 years?

Steelcase WorkSpace Futures conducted a six month stud

of the Gen Y demographic in India starting in October of 2009

In India, though there is no Baby Boomer generation like in th

US, generational definitions from the US are commonly follow

meaning there is Gen Y, and Gen X in India and those cohorts

represent same year spans: Gen Y born between 1980-200

Gen X born between 1964-1979. There is no Baby Boomer

generation, but those born between 1947-1964 are known as

the Older Generation or traditionals, and people born betwe

1900-1946 are known as Freedom Fighters.

In establishing our research in India, we employed as much a

possible the same methodologies used in the US study. Our

interview subjects represented a select population, being urb

educated, and employed primarily at multinational corporatio

and a few Indian private companies. Gaining access to Indian

private companies was a little more difficult than multinationa

corporations. We believe this was due primarily to the lack of

exposure to this type of research, a situation which we hope

to resolve through a strategic rollout of the findings throughou

India. We believe the findings contained in this book will be

beneficial to our Indian colleagues, as well as to those in the U


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I N T R O D U C T I O N

OUR RESEARCH PROCESS

At WorkSpace Futures, we follow a rigorous six-stage, human-centered design resea

process. We borrow heavily from techniques in ethnography and cultural anthropolog

Through the research process, we have built a rich qualitative description of Generat

in order to provide a meaningful context for our key research findings.

Research Methods

Our process


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I N T R O D U C

UNDERSTAND

Learning from on/offline published material and experts regarding

trends, business impact, and new techniques, etc.

OBSERVE

Collecting information firsthand through asking open-ended

questions, observing people and processes, and engaging

participants in co-creation activities to uncover new patterns

of behaviors.

SYNTHESIZE

Recognizing patterns and anomalies from both secondary

research and observation, allowing us to develop insights

and new concepts.

REALIZE

Ideating solutions, through sketches, floor plans and strategies.

This becomes the mode of communication for sharing our

research findings.

PROTOTYPE

Converting solutions into prototypes enables us to elicit feedb

from real users as we develop concepts from the Realize pha

This allows us to document evidence of progress and refine

solution prototypes for higher chances of success.

(Gen Y in Asia has not yet reached this stage of exploration.)

MEASURE

Developing meaningful measures for testing prototypes allow

to validate our solutions against identified user needs, for prodesign as well as space applications. Measurement activities

can include pre- and post-occupancy surveys, time-lapse vid

observation, simulation exercises with users, and IRB-approv

experiments with users.

(Gen Y in Asia has not yet reached this stage of exploration.)


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Understand

U N D E R S T A N D


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India is a multi-cultural and multi-religious society with a

history that stretches over 7000 years across the many faith

and social traditions of the world. Numerous empires have

invaded India throughout its history and today India recognizes

six major religions and 17 major languages. Many elements of

Indias diverse culture from meditation to cuisine have had

a profound impact across the world.1, 2

Traditional Indian culture is defined by a relatively strict social

hierarchy. From an early age, children are reminded of their roles

in society. This is reinforced by the fact that many believe gods

and spirits have an integral and functional role in determiningtheir lives. Several inherited differences such as religion, caste,

language and customs divide the culture and the country.

For generations, India has observed the tradition of the joint

family system in which extended family members parents,

children, spouses, offspring, etc. live together. Usually,

the eldest male member is the head in this family system.

He makes all important decisions, and the hierarchy is nurtured

and respected at family level, percolating into work and social

life as well. Indian society puts loyalty to the family ahead of

loyalty to society.

Though not the case in some urban areas, arranged marr iages

have been the tradition in Indian society for many centuries.Strong social networks and respect for hierarchy has made

these marriages work in a system where the financial and social

backgrounds of families, their castes and even astrological

compatibility are scrutinized. In India, marriage is considered

sacred and the divorce rate is extremely low at about 1%.

Namaste is a common spoken greeting or salutation in India,

meaning literally that which is of God in me bows to that which

is of God in you.3

India celebrates a wide variety of religious holidays and

festivals over 29 during a calendar year often characterize

by colors, gaiety, feasts and a variety of rituals. Each regiona

style of cuisine generally split into five geographic areas

is characterized by an assortment of dishes and cooking

techniques, reflecting the varied demographics of the country

Indian art, architecture and costumes vary greatly across the

country, influenced immensely by local traditions, geography

resources and climate. In India, a persons social status is

symbolized by his or her attire. Indian dress etiquette discour

exposure of skin or tight clothing.

Though field hockey is Indias official national sport, cricket is

most popular. Its fans are fanatical and cricket is often referre

tongue-in-cheek, as a religion.

India is the worlds largest movie producing country. Bollywo

the Mumbai-based film industry, and other film centers, produ

over 500 movies in 2009. Considered by many to be a country

of dreamers, where optimism and prosperity are on the rise,

most Indians aspire to the lifestyles and technology

advancements of the West.4

India is founder of the Non-Align Movement and a nuclear

power.5Today, India stands as the worlds largest democracy

second largest consumer base, third largest higher educationsystem and fourth largest economy in the world with immens

potential for entrepreneurship, research and innovation.6

The big picture

UNDERSTANDING: FOUR CATEGORIES

The fol lowing pages are intended to provide

a more detailed backdrop about Gen Y in India

through the filters of Culture, Politics, Economics,

and Technology.

Culture

U N D E R S


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With a population of 1.2 billion people, India is the worlds

largest democracy.

After gaining independence in 1947, India continued building

a political framework based on the familiar British parliamentary

system of rule, as well as their judicial, defense and educationalstructure. In India, the Prime Minister is identified as the head

of the nations government, while the President is said to be

the formal head of state and holds substantial reserve powers.

Executive power is enforced by the government. The judiciary

is independent of both the executive and legislative branches.

As in the US, India possesses a federal form of government,

however, the central government in India has greater power

in relation to its states.7

India claims a multi-party system, supporting a number of

national and regional parties. Since Indias independence,

India has been ruled by the Indian National Congress (INC) for

48 years. Some regional parties, especially in south India, aredeeply aligned to the ideologies of the area, unlike the national

parties. Disparity between the ideologies of these local political

parties leads to severely skewed allocation of resources between

the states. The lack of homogeneity in the Indian population has

caused division between different sections of people based on

religion, region, language, and race, leading to the rise of political

parties with agendas catering to one (or a mix) of these groups.8, 9

The narrow focus of most parties, even in the central

government and central legislature, sidelines national issues

such as economic welfare and national security. Moreover,

internal security is also threatened as incidences of party violence

between opposing groups of people are a frequent occurrence.10

Economic issues like poverty, unemployment and development

are the main issues that influence politics.

Concern against organized crime does not tend to affect the

outcomes of elections. On the other hand, there is often a strong

criminal/political connection in fact, many elected legislators

have criminal cases against them. The economy of India was

under socialist-inspired policies from the 1950s until the 1980s.

The economy was subject to extensive regulation, protectionism,

and public ownership, leading to pervasive corruption and

slow growth.11, 12

A 2005 study done by Transparency International (TI) in India

found that more than 50% of the people had firsthand experience

of paying bribe or peddling influence to get a job done in public

office. While many neighboring countries witness frequent coups,

Indian democracy has been suspended only once. Nevertheless,

Indian politics is often described as chaotic.13, 14

Historically, India was a country of great wealth, exotic

spice trade and beautiful artistic expression. It lost its glo

and richness during the British rule and became one of the

poorest nations in the world. After many struggles, India is ra

emerging as an economic world leader again. Ever growing s

opening up for global trade in 1991, it has since become the

fourth largest economy in the world. Economic reforms have

to less dependency on foreign investments, ever growing exp

and a huge, highly skilled and globally competent workforce.

Indias rise to power has not gone unnoticed among world

leaders. In the last six months of 2010, India was visited by all

members of the UN Security Council, with trade being the ma

topic in all cases.15

According to McKinsey Quarterly, optimism could be a key

factor in Indias success, and a poll by McKinsey Global Surv

recently stated that Indian executives are more than twice as

optimistic as those in the rest of the world.16

McKinsey Global Institute expressed in 2007 that Indias midd

class will continue to grow, accounting for more than 40% of

population by 2025.17Current data project Asia accounting fo

55% of the global middle class by 2030 up from the current

25% mostly from China and India.

By the end of their fiscal year in March of 2011, its anticipated

that India will have achieved an economic growth rate of

approximately 9%.18Only a fraction of Indias success can

be attributed to foreign interests, though. Many investors from

within the country are also rising to great wealth. 48 new India

billionaires were listed on the Forbes Global List in 2009. No o

country came close to matching that staggering number. MukAmbani, the fourth r ichest bil lionaire in the world, explains tha

I think that our fundamental belief is that growth is a way of l

and we have to grow at all times.19

Growth in India has not been without struggle, though logistic

is proving one of its greatest problems. The September 2010

McKinsey Quarterlyechoed the same thought If current tren

prevail, inefficiencies associated with poor logistics will increa

from a current $45 billion to $140 billion in 2020, but a well-

planned infrastructure program could help India cut this wast

by half.20

Indias exports are currently growing at a rate of 23%. India is

Asias largest outsourcing industry, with IT contracts from all

the world and is also becoming one of the largest auto indust

Almost 3000 multinational companies, over a third of which a

US companies, have established their operations in India. In

the past, there were restrictive policies against direct foreign

investment, but since 1991, the government has encouraged

With leading industrialists focused on increasing the efficienc

of Indian logistics, India is poised for continued growth.21, 22, 23

Politics

U N D E R S T A N D

Economics


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The history of science and technology in India runs hand-

in-hand with the history of civilization, dating back to farm

irrigation development in the Indus Valley in 4500 BC. Through

the centuries, India remained at the forefront of technological

advance with indoor plumbing in 2800 BC, standardized

measurements in 2500 BC, astronomy in 1200 BC, and

atomic theory in 100 BC.

Mathematical, biological, and chemical technologies continued

to advance in India, but couldnt keep up with the advancements

in Europe during the Renaissance. However, British colonial

rule gave many Indians access to European educational

systems, providing the basis for technological programs for

an independent India. These strong programs allowed India to

develop nuclear power back in 1958, and their nuclear energy

is considered to be the safest in the world. Only a few years later

in 1963, India began their space program and launched their first

satellite in 1975.24

Modernization in the 20th century turned Indias technological

advancements to more practical matters such as petroleum

production and increasing food supply. Today, stability in the

cities of India has led to further technology research and training.

Due to the goals of Indias universities, the country now has the

third-largest pool of technologically-trained personnel in the

world. According McKinsey Quarterly, India is becoming a global

technological hotspot due to the desire to gain access to the

countrys lower-cost, high-quality labor.25

Harsh Manglik, Accentures senior executive in India writes that

India has a GDP that has expanded by more than 7% annually

for a decade, but India is in the throes of transformation.Technological growth in India has surprising global potential,

but is limited by the countrys social infrastructure.26

The IT sector in India has grown from a $100 million industry

in 1992 to $40 billion in 2007. Over 160 institutions of science

and technology produce 35,000+ post-graduates each year.

These factors, combined with the expansion of wireless

communications, are pushing India into the forefront of globa

technology. Its estimated that India currently has over 700 m

mobile phone customers more than half of the total populat

with growth at a million per month. In December 2009,

over 19 million new customers subscribed wireless

phone service.27, 28

India also has the third-largest population of Internet users in

world, and its estimated that 40% of mobile subscribers acce

the web from their phones. Social networking has made a big

impact, as well.29

Younger generations in India are the most sophisticated users

of technology. These generations desire the latest and greate

technology tools like their global counterparts. Gen Y inparticular, has awareness, access and new money and they

want to use technology to make the difference; whether its th

Internet, new software, iPhone apps, or social platforms such

Orkut, Facebook, YouTube, Gen Y in India are deeply intereste

in the use and development of technology. A recent Diversity

Practices survey shows that 78% of Gen Y in India are interes

in technology development higher than that of Gen Y in

the US or China. Technology is a principal part of the Indias

Gen Y identity.30, 31

Technology

U N D E R S


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WHO ARE THE GENERATIONS IN INDIA?

By definition, a Generation is a group a people who, based on

age, share not only a chronological location in history, but also

the experiences that accompany it. These common experiences,

in turn, prompt the formation of shared beliefs and behaviors.

Even though theres no direct tie to the population booms of the

US, India follows the US with generational titles and timeframes;

meaning Gen Y in India = 1980-2000, Gen X = 1965-1979, etc.

The 1940s and 1950s saw the birth of India as an independent

nation. The upcoming generation at the time witnessed

Mahatma Gandhis non-violent, civil disobedient campaign

for independence, the end of the British Raj, and Gandhis

assassination. India then shifted to a socialist economic model

under Indira Gandhis leadership: nationalization of industries,

public works, social reforms, and public investment in education.

During the time Gen X were growing up, India saw Indira Gandhi

killed by her bodyguards and succeeded by her son Rajiv Gandhi,

who instituted a number of important reforms: loosened business

regulations, lower restrictions on foreign investment/ imports, and

reduced bureaucracy. He also led the country into the expansion

of telecommunications, space programs, the software and IT

sectors. Political conflict continued, and he was later killed.

Members of Gen X in India developed a mental model pattern

on a rich, vibrant democracy.

The constraints of the caste system were giving way to the po

of education, increasingly available for the best and brightest

In India, the late 1990s and 2000s saw the development of a l

middle-class and increased demand for and production of m

consumer goods and awareness and access to global goods

The Indian economy grew under liberalization and reform poli

the country was stable and prosperous, and political power

changed hands without incident. India became a prestigiouseducational powerhouse and respected source of IT talent.

By 2008, 34 Indian companies, and by 2009, 48 new billionair

were listed on Forbes global list.

Gen Ys in India share the generations global sense of

immediacy, coupled with the excitement of being part of the

countrys first wave of broad economic opportunity. As a resu

young employees in India tend to share the rapid tempo of Ge

Ys ambitions, but with a greater emphasis on financial reward

as a desired outcome. Their mental model is heavily influence

by Indias rich, complex democracy - they easily accept diver

of opinion, making them strongly suited for global interaction

Generations

U N D E R S T A N D

Freedom Fighters:

1900-46

Traditionals:

1947-64

Gen X:

1965-79

Gen Y:

1980-2000


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To better understand the dynamics of how generations develop characteristics

specifically the evolution of Gen Y characteristics we conducted a unique

timeline activity. We brought together people whose ages spanned three generations

We asked the participants to write down ten events that happened during their

lifetimes, that impacted society. Note: The colors indicate which generations wrote

down a particular event. The age ranges of the individuals who participated in this

exercise are listed below.

U N D E R S

Generations: Memories Shared

Gen Y (1980-2000)

Gen X (1965-1979)

Traditionals (1947-1964)


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Key Characteristics

U N D E R S T A N D

KEY CHARACTERISTICS OF

GEN Y IN INDIA

aOpen-mindedaEnergetic

aHard working

aTech savvy

aAmbitious

aPositive

aConfident

aIndependent

aCompetitive

aImpatientaLosing Indian culture & values

aSelfish

aQuick Money


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Key Findings

U N D E R S

Characteristics & Resulting Behaviors.

Open-minded, Positive

Open to ideas and new possibilities

Optimistic about their work and the future

Confident, Independent, Ambitious, Competitive

Desire and drive for entrepreneurship and making a difference

Keen sense of competition both regional and global

Eager to prove they are not less than their global counterparts

Feeling of national pride

Energetic, Hard working

Work is essential, and the focus is on process efficiency

Always engaged in activ ities with peers: doing, sharing and

discussing stuff

Tech savvy, Impatient, Quick Money

Deep interest and pride in owning state-of-the-art techno

Instant gratification

Want lots of money, faster and quicker...and they like to sp

Losing Indian culture & values, Selfish

Passion for Hollywood and western lifestyle is in conflict

with traditional values

The shifting focus from Family First to Me First: My work,

my friends, my things, and my world


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Observe

O B S E R V E


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O B S

In conducting our three-pronged observation research, the

Workspace Futures team travelled to six major cities accross

six states, as shown in the map above.

The companies studied were regional firms of various sizes,

as well as Multi-National Companies (MNC).

Company type No. of Particip...................................................................................................

Consulting 240Technology 163Finance 9Media 36Manufacturing 35Service 32...................................................................................................

TOTAL 515

In establishing our research in India, we employed the same

methodologies used in the US study. As mentioned earlier,

however, we discovered that in some instances people (espe

from previous generations) were not very open in expressing

age, negative work experiences, or organizational issues. This

may be due to the culture of respecting authority and hierarchBut, we managed to collect data using different methods of

triangulation which provide balanced perspective.

WORKPLACE VALUES: INDIA

aRecognition and Reward

aGrowth Opportunity

aEntertainment

aConvenience

aSense of AchievementaResponsibility

aTeamwork

aOpen Culture

aCommitment

aLow Stress

Sites Visited

What we heard and saw

Consulting

Technology

Finance

Media

Manufacturing

Service

Mumbai

New Delhi

Indore

Hyderabad

ChennaiBangalore


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Company-provided (mostly MNCs) transportation

helps employees in reducing their stress by savin

travel time and avoiding congested traffic

Traditionally common facilities are property of al

and responsibility of none, ...MNCs are investing

in keeping facilities clean and hygienic

O B S E R V E

What we heard and saw

Work is 24/7 and global

Learning & growth - in terms of peer-to-peer coaching

and mentoring - are pursued as a means to furtherones career

Shared workstations and group work settings encourage

peer-to-peer interaction and teamwork

Transparency for effectiveness and growth,

not just information


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Inter- and intra-departmental competitions inspire

employees to be competitive...winners are recognized

and rewarded

Technology enhances company and employee

identity, but is expensive and valuable...employees

are aware and are taking good care of their technology

O B S

Gen Y are eager to express their identity

Traditions, religious beliefs and cultural values are deeply

embedded in the minds and hearts of people, and arepresent in modern work life

Socialization and fun are becoming an integral part of

work and work life...snacks, coffee, play, entertainmentand relaxation

MNC interiors are safe havens, offering a new identity

to employees and providing refuge from the chaotic

and polluted outside environment


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O B S E R V E

Participatory design Collage making:

Participatory design activities are used to gain deeper insights

from participants and engage them at both intellectual and

emotional levels.

Traditionally, when we ask questions, participants tend to

respond intellectually thinking it through with a response that

provides explicit information. Observing participants behaviors

and interactions leads to discoveries at a deeper level, which

helps to understand unspoken, unarticulated and implicit needs.

In participatory design activities, another level of information is

revealed as participants create or make things. The social natureof this particular aspect of our research allows an individuals

personality, as well as deep feelings, to be reflected in the work

he or she creates.

The tool used was called Expression, proprietary software

designed and created by WorkSpace Futures. The tool is intu

and easy to use with a photo and word gallery from which

subjects choose key words and images.

For this research, we employed an activity called collaging.

We asked each participant to create two collages describing:

1. Their current work environment

2. Their ideal work environment, by choosing photos

and words from the galleries.

There were no restrictions on the number of photos or words

they could choose. They could also move, resize and group th

chosen photos and words as they desired. After the collages

created, participants were asked to explain the thinking behin

their choices.

Engage


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O B S

Current Work Environment

Piled paper = lots of work, work is routine, cant live

without computer at work, so many emails. Worked

here 1.5 yrs, already on my 3rd manager. Many

changes, trying new things is fun for me. So many

people on my global marketing team, so many emails.

We work in cubicles. Career path.

Ideal Work Environment

Work-life balance, not such routine work. L inked

more directly to customers, more leisure, more

informal areas. More sharing with colleagues, more

fun. Motivation, other than monetary, i.e. holidays, team

building events. Change. Computer is the foundation

of work process. Growth in terms of business &

personal development.


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O B S E R V E

Engage

GEN X : CURRENT

Top Word Choice : Flexibility, Creativity

Top Image Choices :

GEN Y : CURRENT

Top Word Choices : Fun, Knowledge

Top Image Choices :

GEN X : IDEAL

Top Word Choices : Creativity, Challenge

Top Image Choices :

GEN Y : IDEAL

Top Word Choices : Fun, Growth

Top Image Choices :


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O B S

WORK

Money is important but type of work is even more important

for achieving growth

Company brand and reputation of company matters a lot

for Gen Y

Most of the work is still focused on business processes and

software development and deployment but now slowly the

focus is shifting to consulting, research, and innovation

Younger employees are desiring for impactful work,

higher level of contribution and leadership roles

Abundant job opportunities and rising competition is leading

to confident and highly competitive workforce

WORKER

Gen Y are educated, open-minded, confident

and competitive

Growing technology, trends and brand awareness

Most tech savvy compared to their global counterparts;

they want to own latest and greatest technology tools

Entrepreneurship is on the rise and individuals are realizing

the value of taking risk in order to grow

They are focused on RAPID growth and like to spend

They are focused on differentiation: How different, better,

smarter and more influential am I compared to others...and

the differentiation is achieved in terms of education, money,

prestige, reputation, brands and technology

WORK-LIFE

They are challenged by lack of clear boundaries between

work & life

Commuting is stressful due to traffic where they spend

a whole lot of time

Family, friends and social relationships are of paramount

importance but they do not get enough time

They expect entertainment and social events at work

for themselves and their families

Food facilities, cafs, entertainment facilities and social

engagement spaces at work are considered cool and trend

WORK ENVIRONMENT

Work environment is a prime attractor as it enhances emplo

image and offers prestige

It is a refuge from chaotic and polluted outside environmen

Work environment is a leveler for employees coming

from different financial, educational, social, and

religious backgrounds

MNC work environments are not in harmony with local cultu

and climate and often are out of context and out of place

Hierarchy plays a role, where managers occupy private offic

and employees are in open areas

Key Findings

What We Learned


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S Y N T H E S I Z E

Synthesize


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S Y N T H

Key Shifts

Local

LOCAL

Focus was on family & local community

Limited awareness & connection to events in

other countries

Work was related to the needs & opportunities

available locally

GLOBAL

Focus is on global community

Broad awareness of events in other countries

and their impact on oneself & India

Work and opportunities are globally-oriented

Global

India was relatively isolated from the rest of the world. There was limited awareness of what was

happening around the world and reach to outside markets employers were concerned with fulfilling

local needs only. Now, companies are focused on serving the global community. Employees are

aware of whats happening around the world, and understand how their companies efforts fit into

the global economy.


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S Y N T H E S I Z E

Service

SERVICE

Employees seen as source of cheap labor

Education opportunities were limited; had

to leave India for specialized education

Focus was on salary

Workers are dispensable

CORE COMPETENCIES

Employees valued for expertise & capabilities

Many opportunities for higher education and

careers exist in India and abroad; no need to

leave India to advance

Focus is on developing ones skills

Workers are experts

When MNCs first went into India, it was to outsource certain types of support labor, to save money.

Going abroad for specialized education wasnt possible for all. MNCs paid better, so educated people

would take the jobs even though they were unchallenging. These workers were dispensable, since the

jobs were unskilled. Now, MNCs are in India to take advantage of the high level of technical expertise:

engineering, research, innovation. Indians no longer need to leave to get a specialized education,

with new educational opportunities in India. MNCs now consider workers to be experts, not so

easily replaced.

CoreCompetencies

Key Shifts


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S Y N T H

Key Shifts

Workplace isan Expense

WORKPLACE IS AN EXPENSE

Number of people vs. square footage

Minimize the amount of tools and technology

per worker

Its about housing the worker

Environment has no relation

to companys brand

WORKPLACE IS AN INVESTMENT

Space designed to support the work

and workers

Providing adequate tools and technology

Its about attracting the worker

Environment reflects the companys brand

Traditionally employers used to fit as many people as possible into a given space. They provided a

desk and the minimum tools/equipment for each person to per form their job. The work environment

had no relation to the companys brand. All branding was customer-focused, and stopped in the lobby.

Now, spaces are being designed to support not only the work, but also the workers. Everyone has the

appropriate tools and equipment and supporting work settings to work effectively. Companies are using

spaces to attract and retain the best workers and work environments reflect the companys brand.

Workplace isan Investment


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S Y N T H E S I Z E

Inherited Identity

INHERITED IDENTITY

Identity based on family, place of birth,

familys occupation

At workplace, getting hired depended

on connections

Changing professions or roles was difficult

and considered stupid

CREATED IDENTITY

Identity is created by the individual,

based on education and capabilities

At the workplace, getting hired depends

on skills and merit

Changing professions or roles to achieve

growth is normal

Traditionally, ones identity was inherited from ones family, occupation, ethnic culture, and region.

Family identity was about status & power: how are we different from others? Cultural identity was defined

by language, customs and geography. Now, identity is created by the individual who do I want to be?

Many of the values may be the same, e.g. money, status, but ways of obtaining them are different.

Status gained, money earned and sphere of influence is created by type of work one does,

reputation of the company one works for, the educational qualification, and impact of ones work.

Created Identity

Key Shifts


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S Y N T H

Key Shifts

Job Security

JOB SECURITY

Purpose of a job was to take care of the family

Job security was prime attractor

After-retirement benefits were expected

(company takes care of me and my family)

GROWTH

Purpose of a job is to create path for growth

Job security isnt as important compared

to growth

Focus is on making money now, not relying on

after-retirement benefits (I am responsible for

me and my family)

Looking for mentors in the workplace

Growth

People primarily were used to work for supporting the family. What one did wasnt as important as

having a steady income and wellbeing among family members. Retirement was secure and government

jobs were desired. Now, people take jobs they believe will al low them to build a career. Growth is more

important than job security; people will leave a job to advance career growth. Company retirement

benefits arent a concern right now; the focus is on making money now to take care of oneself, ones

family and ones own retirement. Companies that provide training and growth opportunities are desired.


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S Y N T H E S I Z E

Work & Life

WORK & LIFE

Number of hours is measurement of output

Overtime was expected and had to be

performed in the office

Company didnt care about worker beyond

work hours

Company only cares about the work

WORKING & LIVING

Quality of work is measurement of output

Overtime is expected, but may be performed

at home

Company recognizes employees lives outside

of work

Company actively supports work-life balance

Traditionally, work dominated ones life. At work, ones performance was measured by the hours spent

in the office. Employers only cared about getting the work done; employees were there to fulfill the

bosss vision. Now, life is becoming equally important, if not more so. Performance is measured by the

quality of work, not the hours in the office. Employers care about their employees outside of work, as

they provide transportation to help reduce commute-related stress, at times allowing employees to workfrom home. Entertainment, food and social events are offered at work for employees and their families.

Working & Living

Key Shifts


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S Y N T H

Key Shifts

Connections

CONNECTIONS

Business was based on relationships and

connections

Teams brought together based on titles

and roles

Hierarchy is dominant; boss delegates and

teams work to complete the task

COLLABORATION

Business is based on expertise and capabilities

Teams brought together based on skills

and talents

Boss still delegates, but teams collaborate

to enlarge the vision

Collaboration

In the past, relationships were leveraged to form business connections. T itles and roles were more

important than skills when forming teams. Teams performed the tasks assigned by their managers.

Now, business relationships are formed based more on capabilities and expertise. Teams are formed

based on individuals skills. Even though the work and projects are envisioned by managers, the team

collaborates with the boss to enlarge the vision and goals of a project, and brainstorming and

co-creation are becoming the norm.


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Design Principles

1 2

5 6

The following design principles are intended to help designers

think about new ways to design work spaces in India, in order

to leverage the skills brought by Gen Y.

Instead of viewing this as a rule book telling them how to desi

we encourage our clients to use this as a checklist, to remind

them of key elements necessary to bring out the best of Gen

S Y N T H E S I Z E

Design for Identity

Its about recognizing the individual

Its about supporting individuals in the process of change

Design for Growth

Its about actively helping employees in their development

Its about providing opportunities

Design for Creating Value

Its about supporting differentiation through expertise

Design for Global Competition

Its about providing access to information

Its about enhancing connections to the outside world

Its about providing opportunities to learn from experts


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43

S Y N T H

7

Design for Effectiveness

Its about effectiveness, not efficiency

Its about communicating the brand throughout the space

(not stopping at the lobby)

Its about demonstrating respect for the employeeIts about supporting the need for breaks during the workday

We must become the change we want to see. Mahatma Ghandi

Design for Work-Life

Its about providing flexibility and tools for working

outside the office

Its about creating social opportunities for families at work

Its about acknowledging the personal life of employee

Design for Collaboration

Its about transparency

Its about providing for networking opportunities

Its about promoting the expression of ideas


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R E A L I Z E

Realize


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R E

Design for Identity

Its about recognizing the individual

Its about supporting individuals in the process of change

Focused work settings

Informal, social and interactive environment

Entertainment and relaxation opportunities

1

Spatial Concepts

In the final phase of Realize, we conducted a design charette with

individuals representing the product marketing, design, research

and human resources departments.

Over a two-day work session, the team generated ideas

sketches, strategies and policies around the Key Shifts and

Design Principles identified in our research. These ideas serv

as a provocative point of departure for new thinking on the ne

phase of work-life environments, tools and behaviors.


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Opportunities for learning from others

Opportunities for connecting

Access to Information : organizat ional, p rocess and work related

R E A L I Z E

1 Design for Identity: Continued


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R E

Supporting individual needs

Opportunities for displaying personal achievements and work


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R E A L I Z E

2

Formal and informal mentoring and learning opportunities

Opportunities for causal and intentional interactions

Design for Growth

Its about actively helping employees in their development

Its about providing opportunities


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R E

Learning and collaboration with others

Exposure and access to information, knowledge and people


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Casual relaxing environment that support mental and physical wellbeing

On-campus shopping opportunities

Cultural connections and connection to nature

Supporting personal needs: social environment, cricket, table tennis

Creating social opportunities for families

Design for Work-Life

R E A L I Z E

3Its about providing flexibility and tools for working outside the office

Its about creating social opportunities for families at work

Its about acknowledging the personal life of employee


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R E

4

Transparency: organizational, process and people

Networking opportunities: social and informational

Opportunities for expressing ideas and thoughts

Learning from others thought processes

Networking opportunities

Design for Collaboration

Its about transparency

Its about providing for networking opportunities

Its about promoting the expression of ideas


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R E A L I Z E

Design for Creating Value5Its about supporting differentiation through expertise

Learning opportunities: information, people and processes

Opportunities for developing expertise and hon ing skill

Showcasing skills and learning from others

Learning from archived projects, and past successes


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R E

Access to in formation: phys ical and digital

Connection to people and knowledge: both from inside and outside the organization

Learning from Subject Matter Experts

Casual and purposeful interactions

Design for Global Competition6Its about providing access to information

Its about enhancing connections to the outside world

Its about providing opportunities to learn from experts


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Connection to nature, regional culture and climate

Safe haven from surrounding chaos

R E A L I Z E

Design Effectiveness7Its about effectiveness, not efficiency

Its about communicating the brand throughout the space (not stopping at the lobby)

Its about demonstrating respect for the employee

Its about supporting the need for breaks during the workday


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R E

Connect with nature and regional culture

Calm, soothing environment


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I N C L O S I N G

In Closing

WHAT WE LEARNED

What are you doing differently to attract and retain

the best talent?

Are you adopting the technologies that Gen Yers

live with and expect to use?

Are you leveraging Gen Yers behaviors to foster

collaboration and innovation?

Are you prepared for the changing nature of work

and the worker of future?

In this document we have identified some striking behavior

patterns with Generation Y in India that we believe will impact not

only the future of the Indian workplace, but the concept of global

workplaces, as well. Patterns in culture, politics, economics and

technology, and their influence on the generations, have uncovered

key shifts that are bound to become more pronounced as Genera-

tion Y fully assumes its place in the workforce.

As with the initial Generation Y work in the US, the question is

what do we do now? India and China make up one third of

the Earths population. Size alone makes India a formidable culturaland economic force a society literally bursting forth to become

citizens of the world and influence the very nature of work and

workplace design. The younger generation in India values much

of western culture, but they are also passionate about Indian

culture and traditional values resulting in a new fusion of

Eastern and Western value systems.

Gen Y in India embraces technology and is a true driver in this

huge global market. Similar to the US, Gen Yers are considered

open-minded, tech savvy, ambitious, and entrepreneurial. Whi

sometimes seen as selfish, their initiative to compete, succeed

and become independent would suggest a promising and

optimistic future.

It has been said that man makes environment, and then enviro

ment makes man. Environments that are in-sync with local curegional climate, global market forces, and are in tune with this

generations desires. These environments should actively supp

international organizations in their efforts to attract, engage,

and retain the talent of today and tomorrow. This young Indian

generation is poised and ready to take advantage of global wo

opportunities and make a real difference.


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I N C L O

SPONSORS

Sara Armbruster

Steelcase WorkSpace Futures

& Corporate Strategy

Uli Gwinner

Steelcase Inc., Asia Pacific

ADV ISORS

Ian Stewart

Steelcase Inc., Asia Pacific

PROJECT LEADS

Sudhakar Lahade


Melanie Redman


BOOK DESIGN AND EDITING

Tim Carpenter & Ryan Mitchell

Conduit Studios

ACKNOWLEDGEME NTS

The authors would like to acknowledg

the contributions of:

Praveen Rawal

Naitry Saggu

Vibhor Sharma

Anne Davies

Pinki Sen

Tirthankar Basu

Ravi Patel

The Team

Core Members of the Research Team


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B I B L I O G R A P H Y

Notes/Bibliography


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B I B L I O G R

1. Culture of India

http://en.wikipedia.org/wiki/Culture_of_India

2. A Multicultural Society

http://www.teachingenglish.org.uk/language-assistant/essential-

uk/a-multicultural-society

3. Better India: A Better World: by N. R. Narayana Murthy

(May 1, 2010)

4. 61 Interesting Facts about India

http://facts.randomhistory.com/2009/07/21_india.html

5. Indira Gandhi on non-alignment: A collection of speeches

by Indira Gandhi

6. The future of Leadership: Conversations with Leaders about

Challenges and Opportunities. http://www.bcg.com/docume

file42391.pdf

7. Politics of India

http://en.wikipedia.org/wiki/Politics_of_India

8. Indias Politics

http://www.asianinfo.org/asianinfo/india/politics.htm

9. Government and politics

http://www.newworldencyclopedia.org/entry/India#Government_

and_politics

10. Improving governance

http://www.transparencyindia.org/improving_governance.php

11. Preparing for the next Asia

https://www.mckinseyquarterly.com/Preparing_

for_the_next_Asia_2452

12. The World Fact book

https://www.cia.gov/library/publications/the-world-factboo

geos/in.html

13. Corruption perceptions index

http://www.transparency.org/policy_research/surveys_indi

cpi/2010/rezsults

14. Political Corruption in India: An Analysis

http://www.southasiaanalysis.org/%5Cpapers

3%5Cpaper219.htm

15. Economy of indiahttp://en.wikipedia.org/wiki/Economy_of_India

16. The organizational challenges of global trends:

A McKinsey Global Survey

https://www.mckinseyquarterly.com/The_organizational_chal-

lenges_of_global_trends_A_McKinsey_Global_Survey_2091

17. Mapping Global Capital Markets: http://www.mckinsey.com/

mgi/reports/pdfs/fifth_annual_report/fifth_annual_report.pdf

18. The bird of gold: the rise of indias consumer market:

http://www.mckinsey.com/mgi/reports/pdfs/india_consumer_

market/MGI_india_consumer_full_report.pdf

19. 75 Impeccable Business Advice from 39 Billionaireshttp://strategicbusinessteam.com/small-business-startups-

advice/75-impeccable-business-advice-from-39-billionaires/

20. Economic Conditions Snapshot, September 2010: McKinseGlobal Survey results

https://www.mckinseyquarterly.com/Economic_Conditions

Snapshot_September_2010_McKinsey_Global_Survey_

results_2672

21. Indian economy expected to reach $ 6 trillion by 2020

http://articles.economictimes.indiatimes.com/2011-03-06/

news/28660144_1_cent-gdp-growth-size-of-indian-

economy-trillion

22. Whats Next for India: Beyond the Back Office

http://www.bcg.com/documents/file14941.pdf

23. India From emerging to surging

https://www.mckinseyquarterly.com/India_

From_emerging_to_surging_1117

Notes

CULTURE, PAGE 7

POLITICS, PAGE 8

ECONOMICS, PAGE 8


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B I B L I O G R A P H Y

24. History of Indian science and technology

http://en.wikipedia.org/wiki/History_of_Indian_

science_and_technology

25. Strengthening Indias offshoring industry

https://www.mckinseyquarterly.com/Strengthening_

Indias_offshoring_industry_2372

26. The Innovation Advantagehttp://www.accenture.com/us-en/research/institute-high-

performance/Pages/insights-innovation-advantage.aspx

27. India and China: Asias non-identical twins

https://www.mckinseyquarterly.com/India_and_China_

Asias_non-identical_twins_82

28. China and India: The race to growth

https://www.mckinseyquarterly.com/China_and_India_The

race_to_growth_1487?pagenum=4

29. Making India a global hub

https://www.mckinseyquarterly.com/Making_India_

a_global_hub_167030. Ibid.

30. A software subcontinenthttps://www.mckinseyquarterly.com/A_software_

subcontinent_891

31. Whats Next for India: Beyond the Back Office


TECHNOLOGY, PAGE 9

32. Generational Differences Between India and the U.S

http://blogs.hbr.org/erickson/2009/02/global_genera-

tions_focus_on_in.html#

GENERATIONS, PAGE 10

33. Making talent a strategic priority

https://www.mckinseyquarterly.com/Making_talent_

a_strategic_priority_2092

34. Companies on the move: rising stars from rapidly

developing economies are reshaping global industries


35. Stimulating economies through fostering talent mobility


36. Indias financial system: More market, less government

https://www.mckinseyquarterly.com/Indias_financial_system_

More_market_less_government_1832

37. Securing Indias place in the global economy

https://www.mckinseyquarterly.com/Securing_Indias_

place_in_the_global_economy_2058

38. Infosys: Born Global to Exploit the Skilled Workforce

Advantage--A Profile of One of Indias Pioneering Multinatio

http://hbr.org/product/infosys-born-global-to-exploit-the-

skilled-workfor/an/6736BC-PDF-ENG?Ntt=india+technolog

39. Leveraging Technologyhttp://hbr.org/product/leveraging-technology/an/13065-

PBK-ENG?Ntt=india+technology&referral=00269&

cm_sp=endeca-_-spotlight-_-link

40. China + India: The Power of Two. by Tarun Khanna.

http://hbr.org/2007/12/china--india/ar/1#

BIBLIOGRAPHY - PRINT & DIGITAL MATERIALS


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B I B L I O G R

2x Imagining India: The Idea of a Renewed Nation,

Nandan Nilekani

Billions of Entrepreneurs: How China and India Are Reshaping

Their Futures--and Yours, Tarun Khanna

Chindia: How China and India Are Revolutionizing Global

Business, Peter Engardio

Comparing Asian Politics: India, China, and Japan,

Sue Ellen M. Charlton

Culture Shock! India: A Survival Guide to Customs and Etiquette

(Culture Shock India), Gitanjali Kolonad

Doing Business in India For Dummies (For Dummies (Business &

Personal Finance), Ranjini Manian

Getting China and India right: Strategies for Leveraging the

Worlds Fastest Growing Economies for Global Advantage,

Anil K. Gupta and Haiyan Wang

In Spite of the Gods: The rise of Modern India, Edward Luce

India: A History, John Keay

India After Gandhi: The History of the Worlds Largest

Democracy, Ramachandra Guha

India: The Emerging Giant, Arvind Panagariya

India Unbound: The Social and Economic Revolution from

Independence to the Global Information Age, Gurcharan Das

Indias Global Powerhouses: How They Are Taking on the World,

Nirmalya Kumar, Pradipta K. Mohapatra, and Suj Chandrasekhar

Indias Store Wars: retail revolution and the Battle for the Next

500 Million Shoppers, Geoff Hiscock

IT And the East: How China And India Are Altering the Futureof Technology And Innovation (Gartner), James M. Popkin,

Partha Iyengar

Speaking of India: Bridging the Communication Gap When

Working With Indians, Craig Storti

Winning in the Indian Market: Understanding the Transformation

of Consumer India, Rama Bijapurkar

BIBLIOGRAPHY - PRINT MATERIALS


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