DUNCAN SWINHOE - MANAGING PRINCIPAL, GENSLER (EUROPE)
The Future of Workplace& It’s Role In Our Lives
- Technological advancements- Proliferation of data- Evolving patterns of work
Production of our physical working environments (offices)
INTRODUCTION
We are living in “exponential times”...
INTRODUCTION
We are challenged with...
Arctic ice is down 13.3% per decade.
ARCTIC ICE
Global temperatureis up 1.7˚F since 1880.
TEMPERATURE
CO₂ in the air is at its highest in650,000 years.
CO2
The pace of per-decade sea-level rise has doubled since 1990.
SEA LEVELS
INTRODUCTION
Thinking ahead with the right mindset...
2080+
Completion
Ensure our buildings are effective, sustainable, adaptable and make positive contributions to our society and the fabric of our cities well into the future.
Operational
2018 2025
INTRODUCTION
The world of work is undergoing tectonic shifts.
jobs could be displaced by automation by 2030.
of all jobs will be in occupations that have not yet been invented.McKinsey Global Institute
McKinsey Global Institute
INTRODUCTION
“The fourth industrialrevolution.”
Activities that are structured, repeatable or predictable are fast being
by smart algorithms.Mark Carney, Governor of the Bank of England
INTRODUCTION
New skill set at the forefront of the talent market.
Creativity
StructuredActivity
RepeatableActivity
PredictableActivity
Lateral Thinking
Manual Dexterity
Emotional & Social Intelligence
Curiosity
Judgement
INTRODUCTION
Efficiency is no longer the driving metric in the workplace.
Efficiency
Creativity Productivity Innovation
INTRODUCTION
We have an overriding responsibility to future generations.
The UK construction and property industry account for 30% of UK carbon emissions.
By 2030 we must be reduce the emissions by 45%.
INTRODUCTION
Providers will need to reconsider what the new value proposition is.
Workplaces must: - Be economically and commercially viable.
- Respond to shortening leases, shared / co-working spaces & on-demand services.
FOCUS ON PEOPLE,
EXPERIENCE
& WELLBEING
DRIVE FOR
CREATIVITY &
PRODUCTIVITY
TECHNOLOGY AS
AN ENABLER
LONG TERM / TRUE
SUSTAINABILITY
ECONOMIC VALUE
& RETURN ON
INVESTMENT
5 important Drivers for Change.
INTRODUCTION
Focus on People, Experience & Wellbeing
ETSY HQ, BROOKLYN
1
FOCUS ON PEOPLE, EXPERIENCE & WELLBEING
Cities Places Offices Created for people
However, the fundamental needs and desires of people are often lost.
FOCUS ON PEOPLE, EXPERIENCE & WELLBEING
Today’s workers are the most important asset for any business.
MICROSOFT IRELAND
FOCUS ON PEOPLE, EXPERIENCE & WELLBEING
Work is not where you go,it’s what you do.
Workers frequently toggle between modes within one experience, or can experience the same place in a completely different way if they are in different modes.
The modes of experience:
FOCUS ON PEOPLE, EXPERIENCE & WELLBEING
Today’s workforce is increasingly motivated by more than just monetary reward.
LINKEDIN HQ, SILICON VALLEY
FOCUS ON PEOPLE, EXPERIENCE & WELLBEING
in more functional workplaces and effectively manage those functions.
the organization by giving people choices when, where, and how to work.
beyond the desk by including a variety of group workspaces.
employees with the mission, purposes, and meanings behind their work.
INVEST EMPOWERDIVERSIFY CONNECT
FOCUS ON PEOPLE, EXPERIENCE & WELLBEING
Workplaces should connect with a more diverse workforce.
BANFIELD PET HOSPITAL
FOCUS ON PEOPLE, EXPERIENCE & WELLBEING
FOCUS
Working alone to complete individual tasks
LEARNING
Training, mentoring, skills development
IN PERSON COLLABORATION
Working with others face-to-face
SOCIAL
Building social capital with colleagues
VIRTUAL COLLABORATION
Working with others via technology
FOCUS ON PEOPLE, EXPERIENCE & WELLBEING
INDIVIDUAL
Balance + Choice
GROUP
Collaboration + Technology
Experience + Social Connection
COMMUNITY
FOCUS ON PEOPLE, EXPERIENCE & WELLBEING
Higher-performing businesses actively seek to engage their employees.
KIC INNO SPACE
FOCUS ON PEOPLE, EXPERIENCE & WELLBEING
People “flourish” in workplaces that promote healthy physical and mental wellbeing.
P&G GYM
Drive for Productivity & Creativity
ADOBE, LONDON
2
DRIVE FOR PRODUCTIVITY & CREATIVITY
2016-2018U.S., U.K., ASIA, LATAM, MIDDLE EAST & GERMANY WORKPLACE SURVEYS
2005U.K. WORKPLACE SURVEY
2006U.S. WORKPLACE SURVEY
2008U.S. & U.K. WORKPLACE SURVEYS
U.S. WORKPLACE SURVEY 2016KEY FINDINGS | EXTENDED REPORT
I
ASIA WORKPLACE SURVEY 2016
U.K. WORKPLACE SURVEY 2016
Rio de Janeiro
São Paulo
Santiago
Medellín
México DF
San José
Bogotá
Lima
BuenosAires
LATIN AMERICA WORKPLACE SURVEY 2017GENSLER’S
WORKPLACE RESEARCH
2006U.S. Workplace Survey
2005U.K. Workplace Survey
HISTORY OF GENSLER WORKPLACE RESEARCH
Employees see a clear link between the physical work environment and personal productivity. They also report the work environment as very important to job satisfaction.
The link is confirmed between the physical work environment and productivity in the minds of workers. Management-level respondents note workplace has a positive effect on the bottom line and company competitiveness.
KEY FINDINGS: KEY FINDINGS:
Gensler’s 2013 survey is the latest iteration of ongoing research on the workplace, which began in 2005 with Gensler’s first workplace survey. A subsequent survey in 2006 established the connections between workplace design, employee productivity, and business competitiveness. In 2008, our research established a framework for understanding knowledge work through the lens of the four “work modes,” focus, collaborate, learn, and socialize. We discovered that the effectiveness and support of all four work modes connect to employee engagement and company performance.
Gensler’s 2013 U.S. Workplace Survey continues this thread by taking the pulse of the American workplace as it relates to employee effectiveness, business performance, and opportunities to create a culture of innovation. Parallel questions allow for direct comparison with data collected through Gensler’s 2008 survey. This puts our findings in the context of fundamental work and life shifts over that time period and points to solutions to realign today’s workplace with today’s world.
2 Gensler 2013 U.S. Workplace Survey / Key Findings
GENSLER’S WORKPLACE
RESEARCH
2006U.S. Workplace Survey
2005U.K. Workplace Survey
HISTORY OF GENSLER WORKPLACE RESEARCH
Employees see a clear link between the physical work environment and personal productivity. They also report the work environment as very important to job satisfaction.
The link is confirmed between the physical work environment and productivity in the minds of workers. Management-level respondents note workplace has a positive effect on the bottom line and company competitiveness.
KEY FINDINGS: KEY FINDINGS:
Gensler’s 2013 survey is the latest iteration of ongoing research on the workplace, which began in 2005 with Gensler’s first workplace survey. A subsequent survey in 2006 established the connections between workplace design, employee productivity, and business competitiveness. In 2008, our research established a framework for understanding knowledge work through the lens of the four “work modes,” focus, collaborate, learn, and socialize. We discovered that the effectiveness and support of all four work modes connect to employee engagement and company performance.
Gensler’s 2013 U.S. Workplace Survey continues this thread by taking the pulse of the American workplace as it relates to employee effectiveness, business performance, and opportunities to create a culture of innovation. Parallel questions allow for direct comparison with data collected through Gensler’s 2008 survey. This puts our findings in the context of fundamental work and life shifts over that time period and points to solutions to realign today’s workplace with today’s world.
2 Gensler 2013 U.S. Workplace Survey / Key Findings
2013U.S. Workplace Survey
2012What we’ve learned about focus in the workplace.
2008U.S. + U.K. Workplace Surveys
Four work modes—focus, collaborate, learn, and socialize—emerge as the framework through which to understand time at the office. Employees at top-performing companies value work modes more highly and have spaces that more effectively support each one.
Analysis of Gensler’s Workplace Performance Index (WPI) database uncovers that the effectiveness of space for focus is a key driver of the effectiveness of other work modes and workplace performance as a whole.
Focus, balance, and choice in the workplace emerge as key drivers of satisfaction, performance, and innovation.
KEY FINDINGS: KEY FINDINGS: KEY FINDINGS:
22squared, Atlanta, GA
3Gensler 2013 U.S. Workplace Survey / Key Findings
2013U.S. Workplace Survey
2012What we’ve learned about focus in the workplace.
2008U.S. + U.K. Workplace Surveys
Four work modes—focus, collaborate, learn, and socialize—emerge as the framework through which to understand time at the office. Employees at top-performing companies value work modes more highly and have spaces that more effectively support each one.
Analysis of Gensler’s Workplace Performance Index (WPI) database uncovers that the effectiveness of space for focus is a key driver of the effectiveness of other work modes and workplace performance as a whole.
Focus, balance, and choice in the workplace emerge as key drivers of satisfaction, performance, and innovation.
KEY FINDINGS: KEY FINDINGS: KEY FINDINGS:
22squared, Atlanta, GA
3Gensler 2013 U.S. Workplace Survey / Key Findings
2013U.S. Workplace Survey
2012What we’ve learned about focus in the workplace.
2008U.S. + U.K. Workplace Surveys
Four work modes—focus, collaborate, learn, and socialize—emerge as the framework through which to understand time at the office. Employees at top-performing companies value work modes more highly and have spaces that more effectively support each one.
Analysis of Gensler’s Workplace Performance Index (WPI) database uncovers that the effectiveness of space for focus is a key driver of the effectiveness of other work modes and workplace performance as a whole.
Focus, balance, and choice in the workplace emerge as key drivers of satisfaction, performance, and innovation.
KEY FINDINGS: KEY FINDINGS: KEY FINDINGS:
22squared, Atlanta, GA
3Gensler 2013 U.S. Workplace Survey / Key Findings
2013U.S. WORKPLACE SURVEY
DRIVE FOR PRODUCTIVITY & CREATIVITY
US
69 67
UK
70
ASIA
69
LATAM
70
MIDDLE EAST
65
GERMANY
WORKPLACE PERFORMANCEAn aggregate score of 30+ variables measuring workplace effectiveness and functionality
The physical environment should support evolving ways of working.
HYUNDAI CARD, STUDIO BLACK
DRIVE FOR PRODUCTIVITY & CREATIVITY
Facilitating communication and more chance of serendipitous interaction.
NVIDIA, CORPORATE CAMPUS
DRIVE FOR PRODUCTIVITY & CREATIVITY
A place for tools, resources, collaboration and learning.
ETSY HQ, BROOKLYN
DRIVE FOR PRODUCTIVITY & CREATIVITY
Technology as an Enabler
DELOS LIVING WELL BUILDING INSTITUTE
3
Enabling a new shift in workplace to a more user-centric approach.
VERIZON GLOBAL HQ
TECHNOLOGY AS AN ENABLER
The workplace should be responsive to the individuals’ needs.
CONFIDENTIAL TECHNOLOGY CLIENT
TECHNOLOGY AS AN ENABLER
Closing the performance gap between design & operation.
MOTOROLA MOBILITY HEADQUARTERS
TECHNOLOGY AS AN ENABLER
Providing business critical and future-proofed connectivity.
UBM, LONDON
TECHNOLOGY AS AN ENABLER
A humane workplace, which can balance function with human/social needs.
PLANTRONICS EBS
TECHNOLOGY AS AN ENABLER
Long term / true sustainability
THE TOWER AT PNC PLAZA
4
“Long life, loose fit, low energy.”
LONG TERM / TRUE SUSTAINABILITY
IMPACT DESIGN by
2018
RESILIENCE STRATEGIES SHAPING THE FUTURE OF CITIES
LONG TERM / TRUE SUSTAINABILITY
ZHUHAI HUACE PLAZA
Focusing on materials with a lower carbon impact, and re-using or recycling materials whenever possible, is imperative.
MATERIALSThe most direct way designers can affect performance is through design itself.
FORM
Intelligent spaces leverage real-time data to dynamically optimize both performance and experience.
INTELLIGENCEDesign strategies that mitigate water risks are required for a long-term perspective.
WATER
Re-use buildings, spaces, and materials that already exist—adapting them to meet new needs instead of building new.
ADAPTATIONNot just on minimizing energy usage, but on offsetting energy needs with renewable sources.
ENERGY
Short-life modern vs. longevity of Victorian and Edwardian buildings.
LONG TERM / TRUE SUSTAINABILITY
GENSLER, BIRMINGHAM
Design for performance, not compliance.
LONG TERM / TRUE SUSTAINABILITY
JOHNSON CONTROLS HQ, SHANGHAI
Greater joint responsibility between providers& users.
LONG TERM / TRUE SUSTAINABILITY
ETSY HQ, BROOKLYN
Economic Value &Return on Investment
ONE SOHO SQUARE PENTHOUSE TERRACE
5
ECONOMIC VALUE & RETURN ON INVESTMENT
Responding and adapting to changing market conditions.
YOUR SPACE
ECONOMIC VALUE & RETURN ON INVESTMENT
MICROSOFT, LONDON
Not just an office. A studio, laboratory or makerspace.
Value is driven through product, service and customer experience.
ECONOMIC VALUE & RETURN ON INVESTMENT
GUSTO, SAN FRANCISCO
ECONOMIC VALUE & RETURN ON INVESTMENT
Producing positive outcomes for communities and society at large.
ONE FAIRCHILD
Thank you.