360 magazine issue64


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A New Lens For Leading Organizations

In a challenging, complex and competitive environment, business leaders everywhere are united by a common desire: to anticipate the future and act on it now.

At Steelcase a team of 43 WorkSpace Futures researchers, strategists and advanced applications experts spend a lot of time thinking about the future. Specifically, how to think about the future through a set of themes and by co-creating applications with leading organizations. It’s a rigorous approach of studying evolving issues and weak signals — what they call “embedded pockets in the future horizon that are likely to become more persistent over the next 10+ years.”

360 Magazine asked this team to share their perspective about the various patterns they see forming around work, space and information — the patterns and behaviors that leading organizations should be thinking about to better prepare their companies for tomorrow. They identified four macro themes shaping how we work:

Creative Collaboration
Living on Video
Culture Matters
Economics of Wellbeing

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360 magazine issue64

  1. 1. Future FocusedA new lens for leading organizationsIssue 64Exploring workplaceresearch, insightsand trends360.steelcase.comCelebrating our past bylooking to the future100 Dreams. 100 Minds. 100 Years.What about ME?Balancing individual work in a seaof collaborationQ&A with Jim HackettSteelcase president and CEOatttributes the company’s successto great ideas
  2. 2. 360.steelcase.com | Issue 64 | 3At significant milestones it’s important tolook forward. As Steelcase celebrates its100th anniversary we asked thought leadersboth inside and outside the company to sharetheir insights and perspectives on howorganizations should be thinking about thefuture. These thoughts provide a new lensfor leading organizations around the world.about this issue
  3. 3. 360.steelcase.com | Issue 64 | 522 QASteelcase Presidentand CEO JimHackett attributesthe company’ssuccess to greatideas and the abilityto look ahead.88 CreatingSustainable ValueA broad, systems-based approach thatputs people first iswhat’s required inthe 21st century.94 What about ME?Innovation requirescollaboration, butfocused, individualwork is still importantand needs the rightworkplace support.116 Away fromthe officeSometimes anyplace can be aworkplace. Newresearch showsemployers andworkers adaptingto mobility indiffering ways.124 Getting RealHow one of thehottest techcompanies managedthe transition fromstart-up office to aprofessional workenvironment.138 SustainabilitySpotlightAs Clinics toContainerstransforms shippingcontainers intoclinics, it’s improvinghealthcare in someof the most needyparts of the world.360 Magazine is published by Steelcase Inc. All rights reserved. Copyright 2012. Material in this publication may not be reproducedin any form unless you really want to help people love how they work – just ask us first, okay?Contents54360 Magazine is published by Steelcase Inc. All rights reserved. Copyright 2012. Material in this publication may not be reproducedin any form unless you really want to help people love how they work – just ask us first, okay?Item # 12-0000330Future FocusedMembers of the research strategy team atSteelcase share their insights and perspectiveson how organizations should be thinking aboutthe future.Join the conversationConnect with Steelcasevia social media andlet us know what you’rethinking. Or email usat 360magazine@steelcase.comSteelcase 360 for iPad is on theiTunes App Store: itunes.apple.comDownload Steelcase 360 and enjoyit on your iPad today.Departments6 Perspectives 112 Insights Applied 136 Trends 360 148 A New Learning Curve 152 Design Apps 154 Atoms BitsCelebrating the Pastby Looking ForwardMost companies observetheir anniversaries by lookingback. With “100 Dreams.100 Minds. 100 Years.”Steelcase invites the world toimagine the century ahead.Exploring workplaceresearch, insightsand trends360.steelcase.com360 on the ipad30ARZU Studio HopeThe Masters Collection101920
  4. 4. 6 | Issue 64 | 360.steelcase.com 360.steelcase.com | Issue 64 | 7perspectivesPlural Design GroupAs guest artists to this issue of 360 Magazine, Plural, a Chicago-basedcreative studio, designed two feature stories: Future Focused andCreating Sustainable Value for the 21st Century, and the cover layout.Founded in 2008 by Jeremiah Chiu and Renata Graw, Plural focuseson pursuing meaningful projects by exploring new approaches withinthe design process, and experimenting in a wide range of media.Stanley Tigerman and Margaret McCurry“It’s time to give back, time to focus on the ethical and moral obligationsof architecture,” Stanley Tigerman was once quoted as saying. And that’sexactly what he and partner, and wife, Margaret McCurry have done overand over again throughout their long and legendary careers. This timeit’s in support of ARZU — which helps Afghan women and their familiesbreak the cycle of poverty — with a collection of rugs (pg. 8) designed bysome of the world’s most celebrated architects.Susan Cain“Solitude is a crucial ingredientto creativity,” says Susan Cain,author of Quiet -The Powerof Introverts in a World ThatCan’t Stop Talking. The formercorporate lawyer spent sevenyears researching and writingthe book and it became aninstant best seller. Her 2012TED talk set a record with overa million views its first weekonline. As she carefully — andquietly — explains how to harnessthe strengths of introverts, shereminds us that in our rush tobuild work environments thatinspire collaboration, we must notforget the importance of spacesfor focused, individual work.Angela NahikianDirector of Global EnvironmentalSustainability for nearly six years,Nahikian is a leading thinkeron the topic of sustainabilityacross industries. “The futurewill be about designing for aholistic system in which businessembraces its role as a positivechange agent, and realizesthe full benefit of sustainablebusiness design,” she says. “Thechallenge will be in the scopeof the opportunity; it’s all-encompassing. The good news?It’s scalable.”Meet some of the people who contributed informationand ideas to this issue.perspectivesperspectivesJohn HockenberryJournalists typically view the world through the lens of here andnow, but four-time Emmy Award winner and three-time PeabodyAward winner John Hockenberry had no misgivings about turninghis gaze to the future when he enthusiastically accepted Steelcase’sinvitation to help architect and curate its future focused anniversaryproject, “100 Dreams. 100 Minds. 100 Years.” Read his account ofthe project beginning on pg. 29.Having reported from all over the world and in every medium duringhis years at NPR, ABC and NBC, Hockenberry is no stranger toconflicts, wars and discord. In “100 Dreams. 100 Minds. 100 Years.”he discovered – and he invites us to discover – the magic of hopeand optimism that condenses from people’s ideas about what thefuture can be.Allan Smith and James LudwigJames Ludwig, Steelcase’s vice president of global design, and Allan Smith, vice president of marketingand advanced applications, share the view that good design is ultimately about creating good experiencesand outcomes, and that starts with research. “Our value is provided by observing patterns and crystallizingthem into insights — finding some unmet need and exploiting it to help the potential of an organization,”Ludwig says. An architect and designer, Ludwig lived and worked in Berlin before joining Steelcase in 1999.Smith’s academic training is in both business and art history, and his nearly 20-year career with Steelcaseincludes a recent three-year assignment in France. Gain their insights and perspectives on how individualwork happens best in an interconnected and collaborative world, beginning on pg. 88.
  5. 5. ®
  6. 6. 360.steelcase.com | Issue 64 | 11Layered Puzzle by Frank Gehrysize: 6x12the MASTERS collectionThis winter, ARZU STUDIO HOPE, will launch its Masters Collectionof custom rugs. Designed and gifted by a group of the world’s mostinfluential architects, each unique piece embodies the philosophyof product with a purpose.FRANK GEHRYMICHAEL GRAVESZAHA HADIDMARGARET McCURRYROBERT A.M. STERNSTANLEY TIGERMAN“ ARZU is an innovative model of social entrepreneurship that helpswomen weavers in Afghanistan lift their families out of povertyby providing them steady income and access to education andhealthcare. Employment opportunities support sustainableeconomic development, instill personal worth and buildgender equality.” – CONNIE K. DUCKWORTH,ARZU Founder and Chief Executive OfficerArzu10 | Issue 64 | 360.steelcase.com
  7. 7. The Masters Collection wasspearheaded by iconic Chicagoarchitect Stanley Tigerman andhis partner, and wife, MargaretMcCurry who reached out tosome of their very well-knownfriends to create what wouldultimately become an entirecollection of rugs for ARZUSTUDIO HOPE.“At some point you need togive back to society and forus ARZU was a natural fit,”explains Tigerman.This limited-edition, numberedcollection, which includes originaldesigns by Frank Gehry, MichaelGraves, Zaha Hadid, Robert A.M.Stern, Tigerman and McCurry,is now available for pre-orderthrough ARZU STUDIO HOPE(312.321.8663).360.steelcase.com | Issue 64 | 13Stanley Tigerman Margaret McCurry12 | Issue 64 | 360.steelcase.comABRAHAMIC TRIBAL PATTERNING IABRAHAMIC TRIBAL PATTERNING IIABRAHAMIC TRIBAL PATTERNING I and II by STANLEY TIGERMANABRAHAMIC TRIBAL PATTERNING I size: 10x14ABRAHAMIC TRIBAL PATTERNING II size: 5x7
  8. 8. 14 | Issue 64 | 360.steelcase.com 360.steelcase.com | Issue 64 | 15MG1MG2MG1 and MG2 by Michael GravesMG1 size: 8x6MG2 size: 8x6SIMEON ISIMEON IISIMEON I II by MARGARET McCURRYSIMEON I size: 10x14SIMEON II size: 5x7
  9. 9. 360.steelcase.com | Issue 64 | 17VOLUTE by ROBERT A.M. STERNAvailable sizes: 5x76, 8x10, 9x1216 | Issue 64 | 360.steelcase.comShown in pink and black Shown in black and whiteZH by ZAHA HADIDsize: 3x14
  10. 10. 360.steelcase.com | Issue 64 | 19Ó On the loom.18 | Issue 64 | 360.steelcase.comÓ Top: Stanley Tigermans’ design isgraphed in preparation for weaving.Ô Bottom: ARZU rugs are made with 100%sheep’s wool. Dyed wool is wrung out,hung to dry outside and rolled into balls tobe distributed to weavers at their homes.
  11. 11. 360.steelcase.com | Issue 64 | 21Ó ARZU’s social contract requiresthat women weavers attend literacyclasses and all children under theage of 15 attend school.Õ Top: Children, the future forAfghanistan, attend ARZU’spreschool.× Bottom: ARZU weavers workon Margaret McCurry’s Simeon I.Ò Tigerman in his Chicago studio.20 | Issue 64 | 360.steelcase.com
  12. 12. 360.steelcase.com | Issue 64 | 2322 | Issue 64 | 360.steelcase.comAinvolvement with organizations like thed.school at Stanford, MIT Media Lab and theIIT Institute of Design in Chicago are suchimportant and thought-provoking relationships.We mine and synthesize all of it, blend it withour ideas, and then take parts we want toamplify in our strategy.What innovations are you most proud of duringyour tenure?I never wanted to be known as a CEO,but instead for an idea that I was related to.I’m proud of embedding in the company theidea of using design as a problem-solvingtechnique. Design is a visual engine, andsome of our competitors have great-lookingproducts. We pursue design in a deeperway. Coming out of our IDEO affiliation, weuse design as a technique to solve complexproblems in pursuit of unlocking humanpromise. We think we can find things that willmake people happier. This is the one I’m mostproud of because it’s actually the leveragethat’s propelled the company, and why we’reconsistently outperforming other companiesin many areas. It took 10 years of my 18 yearsas CEO to get here. It’s fulfilling in partbecause of how difficult it was to transformthe company, but now I don’t have to gointo meetings and point that out anymore.There are people running with it and realizingits potential.In the midst of all that, I authored what I callthe Critical Thinking Process. It’s the pursuitof a balance between thinking and doing.Design thinking helps you balance the depthat which you think about a problem and theexecution of a solution. It has transformed ourcompany and so many others. We now havea process that embraces that and celebratesit. I’m proud of its effect on how we get thingsdone around here.QA withJim HackettQFew companies reach the century mark today.Why do you think Steelcase has been able tosurvive when so many have come and gone?I think there’s more to it than just survival.To be relevant for 10 decades, you have tothrive and stay ahead of the market. So whydid so few thrive while so many faded away?I believe it’s because companies don’t last,ideas do. Ideas that help make the worlda better place.A century ago we registered our first patent, fora fireproof wastebasket. A simple idea, right?Back then offices were all wood and paper,they were crowded and everyone smoked.Fire was always just one piece of paper away.If our idea had been just about wastepaper,we could have simply produced a quicker andcheaper product. But it was a key insight intohuman behavior at work. Once that insightwas clear, it was a step into the future anda prototype for many more innovations.For 100 years Steelcase has been bringinghuman insight to business by studying howpeople work. Those insights have helpedorganizations around the world achievea higher level of performance by creatingplaces that unlock the promise of their people.I believe this is what has made Steelcasea great company and it will be the foundationof success in the future.How does an organization this size keepthat edge?By keeping a core sense of curiosity.I’m probably as curious as you can get andI’m one of thousands of people here like this.Lots of ideas come from inside the companyand I attach myself to many of them. There’s adedicated team right now working on the futurethat I’m part of, and this team has done somebreakthrough work already. We just completeda tour of the best minds on various topics thatare stimulating our thinking. That’s why our“Companies don’tlast, ideas do.”360 Magazine spoke with Hackett in hisoffice at Steelcase’s global headquartersin Grand Rapids, Michigan.Steelcase celebrates its 100th anniversary this year, and president and CEO Jim Hacketthas been with the company for almost a third of that time, 31 years. In that span Steelcasehas transformed itself from traditional manufacturer to industry innovator, known as muchfor the insights behind its furniture as for the products themselves. Hackett believes thecompany’s future success depends on continuing to develop insights about people at work,and then helping companies make the most of those insights, or as he puts it, “helpingorganizations achieve a higher level of performance by creating places that unlock thepromise of their people.”
  13. 13. 24 | Issue 64 | 360.steelcase.com 360.steelcase.com | Issue 64 | 25In that model, is the timeline important?A lot of people worry that corporations take toolong to do anything. I don’t believe that’s a faircharacterization. A lot of start-up companiesare ostensibly fast, and then they fail. I believethe Critical Thinking Process shows thatthinking is not wasting time. In a way, it’s wherethe measure of greatness can come from.At Steelcase, I’ve taught Critical Thinkingto about 1,000 people. I always ask thequestion, why do you think doing gets morepreference than thinking? The answer is thatdoing is visible and thinking isn’t. So we said,how do we make thinking visible? So that’swhat project rooms are about, and verticalwalls filled with information. They display theessence of the issues and ideas. That’s alsowhat prototyping is about: it exemplifies yourthinking, not as the final product, but as anon-precious statement of the thinking of thatroom. You can celebrate around that, you canpush that. So the linkage of design thinkingand critical thinking is a proud moment for me.What do think the company founders would sayabout Steelcase today?I think they would be surprised at how broadand deep it has become. They probablywouldn’t have imagined we would be doingbusiness in countries like China and India.They also would be surprised about thetechnology in our products. In their day itwas either machine or furniture, the two didn’tmerge. The fact that technology has becomesuch a part of our products would surprisethem. But the arc of our history, the company’sreputation for integrity and doing things theright way, being empathetic to its people —they would love that. In their day, labor andmanagement were in constant strife andthey wanted a new kind of company, witha sense of unity, an egalitarian view of theway labor and management could worktogether. The founders would love to see howemployees feel a sense of ownership andinvestment in the values of the company.What will Steelcase look like in 20 years?I try to paint the picture in a continuum of now,near and far. We need to pay homage to nowbecause it’s the product of a lot of advancework. media:scape®is still ahead of the marketand it’s been out there awhile. “Near term”is important because you’re trying to identifyholes and gaps, and you’re taking action todo that. If there weren’t a near and there wasonly far, you’d be accused of being a dreamer.People don’t see it as practical.The role of the CEO is to think about allthree dimensions, and I schedule my timeso that all three get their attention. In the fardimension, I’m certain that the opportunityfor Steelcase will be good as any time duringour first 100 years. Technology is altering
  14. 14. 26 | Issue 64 | 360.steelcase.com 360.steelcase.com | Issue 64 | 271933work so dramatically that there’s a need forreinterpreting how we use it. That’s a hugeopportunity. Work needs to be rethought,modernized and changed. People could beworking in all kinds of places. This is right inour wheelhouse. We understand patterns ofbehavior in workplaces, we’re very good atthat, and we can translate that across differentindustries, say from healthcare to education,and across different parts of the world. In fact,we may help carry that knowledge from onelocation to another. In that knowledge, thereare products, applications, and services. Inthe past, we may have given up on some ofopportunities by thinking that it wasn’t ourbusiness. We won’t make that mistake again.There will be some things that we’ll be sureto capture, things that our customers wouldwant us to do.Finish this sentence: One day, Steelcase will...One day Steelcase will be offering differentproducts and different solutions than we dotoday, and we’ll probably be in even more partsof the world than we are today. As the cultureand processes of work continue to rapidlyshift, we’ll stay ahead by being focused oninnovation, being part of and leading changebased on the insights and ideas we gain fromstudying people at work. So, in some ways,one day Steelcase will be a different company.But, at its heart, I believe it will always be thesame company – a company that’s centeredon the idea of unlocking the promise of peopleat work. That’s our core, and that’s howSteelcase will achieve another centuryof success.°The role of a CEO is to paint the picture ofall three dimensions of now, near and far.
  15. 15. 360.steelcase.com | Issue 64 | 31INTRODUCTION BY JOHN HOCKENBERRYThere is magic in places of work. Objects that connectwith hands and minds tell the timeless stories of work.Each day’s heroic climb from “to do” to “done,” steppingswiftly past all of the urgent tasks, pausing for moments ofwhimsy and inspiration, to reach all of the things we dreamone day we might have the time and insight to finish.Our present economy’s strength lies in the narrative of theformer while the future for all of us lies in the narrative of allthose entrepreneurial dreams of what might be. Throughouttime, workshops have been devoted to this powerful magicand because, in our time, there are so many workplacehybrids of work and play, or work and home, the magic isspreading.In my life one can see workshops from centuries agopreserved in the museums of our time. The revolutionarychanges in the tools of work in the 20th century I have livedin my own work life. In this young century the camerasand microphones and recorders of my own profession ofelectronic journalism have miniaturized into a single object.My workshop today fits neatly into a pocket.I remember the excitement I felt the first time I went intoa real machine shop or the garage workshop of myclockmaker grandfather with its deeply evocative smellsof oils and varnish and paint.I remember my mother’s sewing room piled high with herdress patterns. Each pattern fronted with an illustration ofwhat the finished garment might look like, a sketch that wasalso a dream.I remember the feeling of opening my own father’s toolkit,the lid seemed to be a door onto everything my father hadever touched, fixed or built.It was with these thoughts in my mind that a group ofdesigner/collaborators and I approached the project of theSteelcase centennial commemoration. We could easily seethe power of work objects to look back in time. There wereplenty of such objects in the Steelcase archive. The officesfrom 100 years ago were little more than tiny add-ons tothe enormous factory floors that often adjoined them, theywere places for clerks to move paper and foremen to lookdown and see the real work getting done. Richer spacesfor creative work or the projection of power were the innersanctums of lawyers and architects, politicians and bankers.They were direct descendants of quiet meditative spacesfound in churches or libraries. They were clearly not meant foreveryone. They spoke to a past that was rapidly being sweptaway. Within those objects the future that would make mostof them obsolete cannot be detected. So for us to think aboutthe next century, to “only look forward,” as Steelcase CEO JimHackett insisted, we would need to shed the literal Steelcasehistory and focus instead on the spirit of anticipating thenature of work years into the future that has kept the companyaround this long.“ Our present economy’s strength liesin the narrative of the former whilethe future for all of us lies in thenarrative of all those entrepreneurialdreams of what might be.”John Hockenberry, Jounalist and Author30 | Issue 64 | 360.steelcase.comCelebrating our past by looking forward.As we celebrate our 100 year anniversary, we’re focusing on the futureby collecting dreams and ideas from around the world. Our year-longanniversary project, “100 Dreams. 100 Minds. 100 Years,” is a springboardto the century ahead.100 DREAMS.100 MINDS.100 YEARS.
  16. 16. From the whimsy of 100 children to thebrilliance of 100 great minds from enterprise,these dreams are just the beginning. Let theirwords, their dreams, be your springboard...We thought that we would have no trouble finding leadersand successful creative characters to answer the question:“What will it be like 100 years from now?”“How will we work?”“What tools will we use?”“What shall we make?”“What problems will we face and solve?”For us though, we were not interested in soliciting mere opinionsfrom people who would not be around to see the future and haveto face what they got wrong or near wrong. Our challenge wasto find people who might naturally want to think 100 years intothe future recognizing that most of them probably weren’t bornyet. Now, instead of the task of crafting a corporate messagewe had found ourselves a lovely mystery to solve, could we findthose citizens of the future and get them to imagine the centurystretching out before them? If we could get them to do that wecould use their dreams as seeds to motivate current leadersand thinkers to dream bigger and beyond their own lifetimes.Could we create a collective dream state bridging the powerfulwisdom of experience and hindsight with the fearless whimsy ofinexperience and foresight?Being open to the value of people’s dreams, regardless of theirbackground and education, people who have most of their livesahead of them, became the frame for the questions at the centerof the entire Steelcase 100 initiative. “What place do you dreamof doing your life’s work. What tools do you imagine you will use?What do you dream of doing that will be important 100 yearsfrom now?”Our idea was to ask this simple set of questions to 10-year-oldchildren from around the world. Put their answers on video, andinvite them to draw a picture of their dream with themselves in it.Like Jack’s magic beans these young dreamers becamethe seeds for a larger conversation with the 100 Minds.From the musings of 10-year olds we find ourselves face to facewith giants in their various professions. We asked them to usetheir wisdom and experience to look forward through a centurythey will not witness but for our invitation. I had the privilegeof getting some of the first looks at the grown-up dreams andofferings we got back.It was surprising how optimistic people’s entries were. Eventhough there was interesting tension between what variouspeople thought were priorities, what changes people believedwould be most important and what problems would loom thelargest over the next 100 years, there was agreement that thingscertainly could and would improve.Each of the 100 minds insists on a message of hope eerilyechoing the relentlessly upbeat notions of our kids. A fusion ofwhimsy and warning, a meeting of two generations about to partcompany in the pursuit of the future. Both groups sketching outa workshop of the future for addressing what is important in amission to last 100 years. It was architect Patricia Urquiola whobrought me back to earth, who put me back in the workshop.“I see a future where we are going to fight indifference.”360.steelcase.com | Issue 64 | 33360.steelcase.com | Issue 64 | 33“ One day it will be cool to work withpeople from all over the world.”said Jan from Germany.“ Whether it is better or worse inthe future, anything is possible.It’s all up to us.” The greatestgenius, Cassidy reminded us,comes from knowing what youmust do and that you can andmust do it.“The world is a book we learn fromand I hope this book is endless,”said Lili from Shanghai.“ We have to think about the worldbefore making new things,”said Siddesh from Mumbai who toldus he wanted to make intelligenttsunami-proof buildings in the future.32 | Issue 64 | 360.steelcase.com32 | Issue 64 | 360.steelcase.com
  17. 17. “ I believe that “being human” willtranscend our current notions toinclude powers of creation thatremain unacknowledged today.”Karin JironetOwner, In TransitionAmsterdam, NetherlandsI dream of a world where a criticalmass of 100 million people havepersonally transformed into aconsciousness of love, kindness,joy, compassion, gratitude,forgiveness, and equanimity.Their personal transformationcould lead to a transformation incollective consciousness resultingin a peaceful, just, sustainable,healthy, and joyful world.“ I dream of a transformation incollective consciousness resultingin a peaceful, just, sustainable,healthy, and joyful world.”Deepak ChopraFounder, Deepak Chopra LLCCarlsbad, United States360.steelcase.com | Issue 64 | 35I dream of a future in whichpeople no longer dividethe world between us andthem, “creatives” and “non-creatives.” It’s a myth, and it’sone that holds us all back.My life’s work through IDEOand Stanford is to unlock thecreative potential in as manypeople as I can. Because,when adults regain the joy andcreative confidence they felt aschildren, magic happens.People who have it makebetter choices, and theytake action to improve thesituations they can.The future asks each of usto find the courage to unlockmore creative confidence inthe people around us — andourselves. When I dream ofthe future, I dream of this.“ Creative confidence —the natural human ability to comeup with new approaches to solvea problem and the courage to trythem out — is one of our mostprecious resources.”David KelleyFounder and Chairman, IDEOPalo Alto, United States34 | Issue 64 | 360.steelcase.com
  18. 18. 360.steelcase.com | Issue 64 | 37“  We think having Googleat our disposal haschanged how we thinkabout knowledge retention,but imagine when thatknowledge is literallyintegrated into your being.”John MaedaPresident, Rhode Island School of DesignProvidence, United StatesIn 2112, creativity will be themost valued form of workbecause creativity is aboutgoing against what everyone(including yourself) believesin. By 2112, our minds willbe directly connected tocomputers. We think havingGoogle at our disposal haschanged how we think aboutknowledge retention, butimagine when that knowledgeis literally integrated into yourbeing. We will all know all thatwe need to know, together,by being interconnected withall the information of the world.The answers won’t be at ourfingertips, they will be withinus. And so goes any roomfor debate.What will be at a premiumin this new world? What willenable us to retain our uniquestamp of humanity? Ourunique ability to create ideasand concepts that go againstthe all-powerful norm of thefactual. The ways of thinkingand working that artists anddesigners embody so naturallywill be in higher demand. Theyare the ones who are usedto flying in the face of reality,of suspending disbelief tocome up with what is next.These skills will be universallyrecognized as how we advancesociety’s future, rather thana nice “add-on” as they areperceived of today. Creativitywill be the new currency ofwork, the world over.kristine pearsonChief Executive, Lifeline EnergyCape Town, South AfricaMy dream is to see African womenemancipated from energy poverty.No longer will women have towalk along dusty paths with jugsof water or stacks of firewood ontheir heads, to cook with stovesthat harm their lungs, or to burnkerosene lights that damage theireyes. No longer will she worry thather children will drink kerosenebelieving it to be clean water orfeel the anxiety that comes froma candle tipping over setting herhouse alight. She will be at theforefront of the use and adoptionof renewable energies, not just asconsumers, but also as ownersand investors.“  Imagine an Africa withwomen leading it intothe future. They wouldnot just be left to pickup the pieces after war.They would be integralto averting conflict inthe first place.”I envision a future in which we createa strong city and an outstandingopportunity to build a good lifein Detroit.Making our city safe for residents,businesses and visitors is ourfirst and most important priority.Providing an education system thatprepares our kids to go to collegeis also essential for our future.Thanks to our efforts to clean upcity government, we are againattracting new jobs and investmentback to the City of Detroit and it iscritical that Detroiters have the skillsnecessary to compete for thosejobs. We will continue to work tostrengthen Detroit’s neighborhoods,improve services and attract newresidents. We will be a great cityonce again thanks to the supportand help of people who love Detroitall across the world.“ Detroit’s future is promising. We areblessed with a wealth of talentedyoung people, committed residentsand unlimited potential.”Dave BingMayor, City of DetroitDetroit, United States36 | Issue 64 | 360.steelcase.com
  19. 19. “ The future shouldbe what you think iswhat you get — bymeans of advancedtechnology andinnovative material,we can directlytranslate our abstractideas into products.”Jamy YangDesign Director, Yang DesignShanghai, China360.steelcase.com | Issue 64 | 39One of design’s most fundamentaltasks is and has been to help peopledeal with change. The technological,political, scientific, cultural, moral,universal acceleration of the pastcentury does not show any signs ofslowing down. Change might justbecome a constant, a paradox that willmake design even more necessary.“In 100 years, designwill be at the centerof things, a benignand necessary forcein all facets of humanexperience.”PaolaAntonelliSenior Curator, Architecture and Design, The MoMANew York City, United States“ Education is the key to transformsociety and make it progress. We can´tbuild a better world made up of thedreams of millions of human beingswho have no access to education.”Miguel CarmeloPresident, Universidad Europea de MadridVillaviciosa de Odon, Spain38 | Issue 64 | 360.steelcase.com
  20. 20. “Gender, race, sexuality,ideology, and faithare just going tobe unimportantcharacteristics that willnot define ourselves.”PatriciaUrquiolaArchitect, Patricia Urquiola StudioMilan, Italy360.steelcase.com | Issue 64 | 41Tim BrownPresident and CEO, IDEOPalo Alto, United States“In 100 years, machines maymanage the economy, noteconomists or politicians. ”“ …I dream that we don’t erode or lose therich cultural diversity that exists aroundthe globe – that it continues to inspirecreativity and innovation.”PeterMcCamleyExecutive Director Global Business Growth, GeyerSydney, Australia40 | Issue 64 | 360.steelcase.com
  21. 21. We all admire the great geniusesaround us – from Da Vinci toEinstein, Beethoven to TheBeatles – but we have a tendencyto put them on an unhealthypedestal, in a category sodifferent from the rest of usthat they seem almost a distinctspecies.Paradoxically, technology hastended to enlarge rather thanto shrink this divide. On the onehand, artists use social media tocreate a seeming closeness tofans that tends to elevate celebrityand promote marketing ratherthan to invite true communication.And crowd-sourcing inviteseveryone to participate in largeprojects, but one’s individualcontribution is too often lost –literally – in the crowd.So we must work urgently toeliminate this divide, and to createcontexts and experiences wherepeople from all backgrounds,ages, skills and experience levelscan work together on ambitiousand significant projects, eachbringing his or her life experienceand special perspective whilebenefitting from everyone else’scomments and contributions.The arts – and music in general(simultaneously so universal butalso potentially ghetto-izing) – area perfect laboratory for such anew ecology of creativity. At theMIT Media Lab, we are tryingexperiments in bringing childrenfrom far-away lands together tocompose symphonies and rocksongs and in inviting the entirecity of Toronto to collaboratewith us to compose a newsymphony. In such cases, thegeneral public works closelywith music students, computerprogrammers, and celebratedmusicians, composers anddesigners to make somethingsplendid and valuable that nonecould have done alone.“ Creative collaborationbetween experts andeveryone else is the keyto cultural vitality inthe future.”Tod MachoverProfessor and Composer, MIT Media LabCambridge, United States360.steelcase.com | Issue 64 | 43In 100 years we will createmarvelously creative placeswhere we can celebrate thepositive intentions. We cancelebrate the abundance ofresources. We can find waysto promulgate continuous usecycles, rather than closedloops. We can all celebrateour resourceful world as onenot of limits but of generosityand abundance. And we’llhave the same thing withour intelligence. We getto be resourceful people,appreciating solar income andmaterials and people optimizingour time and relationships,manipulating the currency ofday to day flows into capitalformation. We don’t just eat theapple. We grow a tree that willfeed generations to come.We need to do the work of100 years and celebrate theabundance of the planet. Andthen take a look back 900years to the wisdom of the poetand philosopher Hildegard ofBingen: “Glance at the sun.See the moon and the stars.Gaze at the beauty of earth’sgreenings. Now, think.”“We don’t just eat the apple.We grow a tree that will feedgenerations to come.”William McDonoughFounder and Partner, William McDonough + PartnersCharlottesville, United States
  22. 22. Gunter HennCEO, Henn ArchitektenMunich, Germany“We need to ensure thatthe seed of educationis planted deep into thethinking of mankind andits diverse societies.”I believe that the key to thefuture is education.How well we are educateddetermines how well weunderstand the context inwhich we live and operate.A context in which we,as individuals, makedecisions that have globalconsequences.We need to ensure thatthe seed of educationis planted deep into thethinking of mankind andits diverse societies.At the forefront should bethe provision of educationto every child, to nourishtheir brain and soul.This is our responsibilityas educated individualsand globally operatingcompanies.Children need educationto ensure that they havea secure future. And toenable them to makeeducated decisions.Education is a flower that willmake humankind blossom.Each of us can andshould contribute tomake this happen.360.steelcase.com | Issue 64 | 45VivianLoftnessUniversity Professor, Carnegie Mellon UniversityPittsburgh, United States“ The workplace of tomorrow willregenerate each one of us, our familiesand our communities, sharing access toprecious resources and to the sustainingqualities of nature.”Out on a limb…that’s where an artistworks. When it came to Chihuly in theLight of Jerusalem, I set out to work ona project and I didn’t know what it wouldend up being when I finished…The idea of taking these huge blocks ofcrystal from Alaska halfway around theworld to Israel was a dream, an idea,and I went for it. It is up to all of us toembrace the crazy ideas we have andmake the future bright. In the future,I hope people will enjoy and work with thelight and color the world has to offer; goout on a limb and turn dreams and ideasinto reality…that is how you succeed increating something beautiful.“In the future, I hope peoplewill enjoy and work with thelight and color the world has tooffer; go out on a limb and turndreams and ideas into reality.”Dale ChihulyChairman and Artist, Chihuly StudioSeattle, United States
  23. 23. “ We have to rethink howwe utilize workers in ouradvanced economy.”RogerMartinDean, Rotman School of ManagementToronto, Canada“In the future, therewill be virtual spacesfor the most energeticand imaginativepeople to cometogether and changethe world.”SHIRLEY ANNJACKSONPresident, Rensselaer Polytechnic InstituteTroy, United States360.steelcase.com | Issue 64 | 47Why does it matter where you fall on the introvert-extrovertspectrum? Because introversion and extroversion are atthe heart of human nature — one scientist refers to them as“the north and south of temperament.” And when you makelife choices that are congruent with your temperament, youunleash vast stores of energy.Conversely, when you spend too much time battling yourown nature, the opposite happens — you deplete yourself.I’ve met too many people living lives that didn’t suit them —introverts with frenetic social schedules, extroverts with jobsthat required them to sit in front of their computers for hoursat a stretch.The personality psychologist Brian Little points out that we allmust act out of character for the sake of work or people welove – occasionally. We all have to do things that don’t comenaturally — some of the time. But it shouldn’t be all the time.It shouldn’t even be most of the time. As Little also says,acting out of character for too long can make us stressed,unhappy, and even physically ill.This is particularly important for introverts, who have oftenspent so much of their lives conforming to extroverted normsthat by the time they choose a career, or a calling, it feelsperfectly normal to ignore their own preferences. You may beuncomfortable in law school or in the marketing department,but no more so than you were back in middle school orsummer camp.“ Imagine what wouldhappen if you startedrespecting your ownwishes of how tospend your time.”Susan CainAuthorHudson River Valley, United States
  24. 24. In the future, we will be okayhaving less stuff. We willgive pause, not when weponder the waste of throwingsomething out, but rather atthe more important momentof purchase in the first place.All objects will be made toeither decompose or last 100years, not 100 days.Choosing one’s impactfulactions will carry with it aweight much greater thantoday:Where do I live? How muchdo I eat? How many childrenwill I have? Am I using moreresources than I am entitledto? What is my occupationand what good does it bringto the world?We see that we are part ofsomething larger…Our strong sense ofresponsibility will not belimited to our own familyanymore, but extend toour community and all ofthe world’s citizens as ourinterconnectedness becomesever more interwoven.Luke GeissbuhlerCinematographer, Geissbuhler AssociatesNew York City, United States360.steelcase.com | Issue 64 | 49“ We are in the infancy ofcivilization…In a hundredyears, we will watch mankindmature into adulthood.”“ In 2012, isn’t the whole world up in armsbecause they want to be MeaningfulParticipants? Why wait 100 years?”Chris BangleManaging Director, Chris Bangle AssociatesClavesana, ItalyAs much as I’d love to zoomaround in a flying car or teleportto Barcelona for lunch, mydream for the next 100 years issimpler. I just want more peoplehave the freedom to dream.After all, that’s always been thekey to progress…Over the next hundred years,our challenge is to expandthat freedom to the billions ofpeople around the world forwhom the future means simplysurviving another day ratherthan building a new tomorrow.If we unshackle even a modestfraction of those souls, we canliberate the talent to confrontthe challenges that remain.“Forget fanciful, futuristic forecasts. Givemore people the freedom to dream –and the future will take care of itself.”Daniel PinkAuthorWashington, D.C., United States
  25. 25. Share Your DreamWe will the future by dreaming it. For 100 yearsSteelcase has mined for human insights, and tocelebrate our birthday we’re gathering dreamsof what the next century may look and feel like.We started with 100 children from around theworld, and 100 brilliant minds from enterprise.Now it’s your turn — we invite you to be part ofour worldwide centennial celebration — will youshare your dream with us?100.steelcase.com360.steelcase.com | Issue 64 | 51RichardSaulWurmanFounder, The WWW ConferenceNewport, United States“ Dreams unlock not just a better versionof something, dreams unlock thepossibility of addition, subtraction,opposites and void. Dreams unlocka space in which ideas are formed.”50 | Issue 64 | 360.steelcase.com
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  27. 27. Future FocusedA new lens for leading organizationsIn a challenging, complex and competitiveenvironment, business leaders everywhere areunited by a common desire: to anticipate thefuture and act on it now.At Steelcase a team of 43 WorkSpace Futuresresearchers, strategists and advancedapplications experts spend a lot of time think-ing about the future. Specifically, how tothink about the future through a set of themesand by co-creating applications with leadingorganizations. It’s a rigorous approachof studying evolving issues and weak signals —what they call “embedded pockets in thefuture horizon that are likely to become morepersistent over the next 10+ years.”360 Magazine asked this team to share theirperspective about the various patternsthey see forming around work, space andinformation — the patterns and behaviorsthat leading organizations should be thinkingabout to better prepare their companies fortomorrow. They identified four macro themesshaping how we work:Creative CollaborationLiving on VideoCulture MattersEconomics of Wellbeing360.steelcase.com | Issue 64 | 5554 | Issue 64 | 360.steelcase.com
  28. 28. 360.steelcase.com | Issue 64 | 57Insight in Brief: Creative CollaborationIn a highly competitive environment creative collaboration isbecoming critical. Organizations prize it as a means to innovationand, ultimately, growth. Creative collaboration requires a widerange of professionals: scientists, engineers, architects, designers,educators, artists and entertainers whose economic function is tocreate new ideas, new technology or creative content.Trust is the currency ofcollaborationFlynn’s team has researched collaboration andidentified three key dynamics that must bemanaged for successful collaboration: buildingcommunity, inspiring flow and trust.“A highly effective distributed team must havea strong sense of community. That’s doneby building social intimacy through personalinteractions, having a shared mind overteam goals, and having space that works forthe group,” says Flynn. We tend to think of“flow” in terms of individual work, she notes,but “collaboration is about building thingstogether, so you need to get the group thinkingcreatively, building together and achieving asense of group flow.”Collaboration elevates the importance of trustrelationships. Without trust there’s no realteamwork, no co-generation of ideas andcontent. Groups can excel at collaborationwhen they learn to harness their diversity, buildtrust, and develop shared purpose and intent.If you want to leverage the creativity that existswithin the company, you have to bring peopletogether. Director of research Terry Westpoints to research conducted by the Universityof Michigan that demonstrates how groupsoutperform individuals at problem solving. “Thelone expert will solve the problem the quickestand come up with an adequate solution. Thegroup of average people will take longerand the process will be messier, but they’lloutperform the expert every time. Their diverseways of thinking, their different experiencesand perspectives bring additional dimensionsto the problem.”If collaboration is messy when teams aretogether, the work gets even harder whenteams are mobile and distributed. DonnaFlynn should know. As director of WorkSpaceFutures, she manages a team of behavioraland social researchers located on threedifferent continents. Her team researchesand lives this highly topical issue. “Distributedcollaboration is a big trend in business, thanksto technology, mobility and the globalization ofbusiness, but those factors also make it a hugechallenge,” she says.56 | Issue 64 | 360.steelcase.com
  29. 29. Alone. Together.As the focus on collaboration grows, Steelcaseresearchers underscore the need to balancethat with time and places for individualwork. “There is a lot of research about theimportance of collaborative work, focusing onteams, building open spaces, etc., which isgreat,” says Flynn, “But that’s also raised theante for the importance of private time andthe psychological needs that people have forfocused work.”How companies help people balance theirprivate and social time can vary dramaticallyaround the world, both organizationally andculturally. In places where space comes at apremium, as in Asia Pacific, office layouts arevery dense and people learn to work in closequarters. “Different cultures have differentrequirements and expectations for how muchfocus time people should have or who controlsthat time,” notes Catherine Gall, director ofWorkSpace Futures. “There are a lot of greatreasons to move to more collaborative workmodels, but you have to be thoughtful aboutthe tax that could place on individuals.”that allow for working side-by-side. Anotherimportant concept is to allow teams to makea space “theirs” even if it’s a shared spaceby giving them the freedom to reconfigure,redefine and customize the space to fit theirneeds for the time they’re using it. By creatingsocial areas near workspaces to promoteinformal interactions and development ofsocial bonds, you can use space to help buildintimacy. When the transition from work spaceto social space is seamless, work breaks arenot only less distracting, they can even helppropel the work forward.The bottom line remains trust. “What’s yourbank of trust like? If it’s a really rich accountthat’s full of trust, you can make a lot ofprogress. But if your balance is low, you’regoing to face a lot of challenges,” Flynn notes.“Once trust is built, you can get away with alot when you’re apart from each other — youcan have assumptions and you can wring thatrelationship out in a lot of different ways. Butyou need to come back together again andrebuild that trust.”The need to be social at times and private atothers is a core human need. Collaborationfuels productivity and innovation, but it’shard work and people need to recharge. Itbecomes critical to help people move acrossthese two key modes of work by managingthe transitions.Julie Barnhart-Hoffman, interior designprincipal and researcher, believes spacethat clearly conveys its purpose to users canhelp. “We’re putting cues into workplaces tohelp people manage their private and socialneeds. For example, when I walk into a spacethat is zoned as a ‘library’ the space shouldcommunicate that it’s a place for quiet andreflection. I should feel calmed and focusedby the space. Then when I walk into acollaboration space, it prompts me about howopen and collaborative the space is going tobe. I should feel like the team is building andinnovating together and sense the energy inthe space. We can use space to make work aricher, deeper experience.”The right balance of space can help buildcommunity and inspire group flow. Onekey principle is to help teams reachcommon ground by creating spaces withstanding-height worksurfaces that encouragedemocratic participation, or designing spacesThe need to be social attimes and private at othersis a core human need.360.steelcase.com | Issue 64 | 59Flynn’s distributed team established keypractices to build these shared understandingsand started with in-person meetings. “At somepoints in a project, people simply need to betogether to do the best work,” she notes. Whenthey’re not together, the team uses web-basedtools to make content visible. Audio andvideo calls are part of daily life. One of the keyprinciples to make this work is a collaborativemindset. “That’s an important thing. We askeveryone to be flexible with their lives andschedules and share the burden of being adistributed team.”Supporting creative collaboration in theworkplace requires understanding humaninteraction, and knowing how to createspaces that provide the right level of humanengagement across both digital and physicalmediums. Democratic sharing of information,eye-to-eye interactions and the ability toco-create content equally are key. Providingchoice and control over the spaces wherepeople go to collaborate – with one otherperson or with groups of people – is essentialin creating workplaces that people chooseto work in because they can collaboratesuccessfully.There are three key dynamics that mustbe managed for successful collaboration:building community, inspiring flow and trust.58 | Issue 64 | 360.steelcase.com
  30. 30. Insight in Brief: Living On VideoOur increasing desire to be connected in more than oneplace simultaneously means we need destinations thatdeliver the best set of choices and experiences. People willchoose the places that are more dynamic and foster agreater sense of engagement, both virtually and physically.Mixing our virtualand physical presenceEver wish you could be in two places atonce? Steelcase researchers see it happenevery day in a condition called “mixedpresence.” People and the content they createcan be present in a meeting physically andvirtually via video conference or an online chat.Technology has dramatically expanded ourvirtual footprint, giving us multiple new waysof being present through our images, voicesand content in more than one place at thesame time. Our presence can be felt via email,Twitter, Facebook, text messages, phone calls,low resolution video chats, high-definitionvideoconferences, digital file shares in thecloud and more.360.steelcase.com | Issue 64 | 6160 | Issue 64 | 360.steelcase.com
  31. 31. Emerging BehaviorsWorkers are at the epicenter of a major shiftin work styles as they toggle between theirphysical and increasingly virtual presence.One sign of this shift: the growth of bothindividual and group videoconferencing. Everyday, everywhere, people are meeting andinteracting on video, and research shows thatvideo traffic is dramatically up.More and more we see distributed teamsmeeting on video for weekly sessions, whileindividual team members meet daily on videofor a quick touch-base. As a result, the waywe connect to live, work and learn is givingway to an emerging new behavior: living onvideo. Research shows that this behavior isfollowing a natural course of market adoption: for some individuals and industries it’s a boldnew way to meet from afar, and for others it’sthe new normal.What’s driving this trend? Lew Epstein,general manager of the advanced marketing+ applications group, says the growth ispropelled by globalization and enabled bylower bandwidth requirements, higher qualityresolution, and a broader range of scalabletechnologies and price points. Video usedto mean big equipment and high cost, oftenwith real estate dedicated to its exclusiveuse. “Now video is mobile, one-button simple,inexpensive or free. And because video comesto us on small devices that fit in our pocket orpurse, its utility and frequent use increases too.Video is everywhere, becoming a ubiquitousmedium that’s economically accessible andincreasingly available for us to choose.”We’re living on video at work because it helpsus be more effective. “There’s an immediateconnection and a wealth of content thatvideo provides versus other media,” notesEpstein. “Hold your phone, aim it toward anevent, a business presentation, or a crisis inthe streets and record and send it anywhere inthe world. Get feedback on the prototype youcreated for the project. Interview a customeron the spot and share it. The uses are endlessand the impact is huge.”Video helps leverage an increasingly mobilework force. Epstein’s own team of 10 peopleis located around the globe while he worksin the San Francisco Bay Area. “I’m oftenon video three or four times a day. Thereare countless people in leadership positionsaround the world managing distributed teams,who not only need to communicate usingvideo as a medium, but also need far moreinsightfully-designed environments to hostthose conversations.”Business isn’t the only arena living on video. Digital tools are dramatically changingeducation. Online courses, integration oftechnology with physical learning spaces, themove from instructor-led teaching to team-based learning models are just some of themany different ways in which universities andK-12 environments are changing rapidly today.This is also happening in healthcare wherepatients and providers are connecting on videoto reach medical specialists and subject matterexperts from remote areas around the world.Video is everywhere, becoming a ubiquitousmedium that’s economically accessibleand increasingly available for us to choose.Technology is a powerful configuring forcein the ways we work, but its control stops atthe end of the power cord. Understandinghow to situate technology is actually basedupon the sociology of work.360.steelcase.com | Issue 64 | 63The Sociology of TechnologyThe more work becomes global and teamsbecome distributed, the more importantcollaboration becomes to an organization.The people who are co-located have a kindof presence privilege over those who areremote. If you’ve ever been the person ona phone conference, struggling to hear theconversations among your teammates whoare all in the same room, you’ve experienced“presence disparity.” Participation is limited,as you are unable to read people’s bodylanguage, see content on whiteboards, hearside conversations or see other behaviors thatadd context and meaning to a conversation.Addressing this successfully requiresunderstanding the sociology of work, thenature of human interaction, and the emergingneed to interconnect our physical and virtualwork experiences.Mixed presence requires us to rethink howwe interact with technology. “Technology isa powerful configuring force in the ways wework because we use it to create informationand knowledge,” notes Terry West, director ofresearch. “But its control stops at the end ofthe power cord, or the battery life. Technologycompanies have very little control in the worldof the user. They do not own the ‘situated-ness’of devices or of software, meaning theycannot socially or physically situate them.That’s the missing link. Understanding how tosituate technology is actually based upon thesociology of work.”62 | Issue 64 | 360.steelcase.comPeople and the content they createare present at work in multipleways, both physically and virtually.
  32. 32. Creating a DestinationAs videoconferencing grows at a rapidrate today, Steelcase researchers see itbecoming a primary medium for mostforms of collaboration, communicationand connection. As people shift to usingvideo more as a part of their everydaylives, that behavioral change will lead to adramatically different work environment fromwhat most of us have today. But even as videouse has accelerated, the solutions designedto improve the user experience have not keptpace. As a result, there is an opportunity totransform today’s complicated, static andtechnology-centered videoconferencingsolutions into complete applications that aremore intuitive, dynamic and user-centered.For example, when you observe howpeople receive a phone or video call, you seea pattern – they begin to move about lookingfor a quiet place to take the call. Social mediais driving us to live more out loud, but thereare times when we need to talk in privateor discuss confidential information. “Mostlikely we want a space where we will notbe disturbed or will not disturb others, asemi-enclosed setting, and yet the choicesare extremely limited,” observes Epstein.“Today you’ll likely end up in a conferenceroom designed for four, or six, or eight peoplewhich is a mismatched, poor use of real estatefor one person. Instead, what you need is adestination that’s nearby, optimized for oneand can accommodate two people, and isready to amplify the user’s performance andexperience in a simple and convenient way.”Simply providing video tools isn’t enough.“We need to think about the intersectionof social, spatial and informational needs ofpeople,” notes Epstein. “How can we bringworkspace design, video communication,and informational tools together in a morescalable and user-adaptable space?Socially, for example, we look at the dynamicsof how people are interacting on video whenconnecting one-on-one with another person,or conferencing with a group. What if I needto break out of a larger videoconference andhave a brief side conversation? How can Isee and interact not only with people, butalso the information we need? Can the spacehelp decrease distractions and increaseengagement through lighting or acoustics?Can it offer a better scaled screen and cameraposition that works for one or two peoplecomfortably?  In our personal lives it mightbe fun to have the family all squeeze in frontof the camera when we Skype with Grandma,but in our work lives that can make it difficultto interact comfortably – especially when thecamera angle on most mobile devices point upour nose!”“Today, it’s just you and your device. We needto design destinations that augment yourtechnology so it dramatically improves yourexperience.”Designing for these experiences will look morelike an ecology of work behaviors that live ina close relationship to situating physical andvirtual circumstances. Solving for these needswill demand a well-rounded response to a setof increasingly available choices – allowingpeople to self select where they want to work,how they want to work or who they want towork with. That’s because the places andspaces that offer users choice and control arethe ones that will be chosen.“We can see how globally intertwined businesshas become, and yet we can’t be everywhere,”notes Epstein. “Working shoulder to shoulderis better sometimes – especially when co-creating – but the reality is that we can’t alwayswork together in person and the demandson our time are not diminishing. Given theserealities and the growing prominence of videoin our everyday work lives, we’re developingnew ways to shape video experiences to makethem immensely better.”As people shift to using video more as a part oftheir everyday lives, that behavioral change willlead to a dramatically different work environmentfrom what most of us have today.360.steelcase.com | Issue 64 | 65The Intersection of Place and PresenceBalancing our physical and virtual selvesbegins to create what Frank Graziano,principal researcher, calls “a lovely tension”between the processes involved in mixedpresence and the places we use. “What arethe intersections where place and presencecome together? How can place augment theseprocesses? How can it, explicitly or quietly,infer process? These are the issues that matter,so augmenting how presence, place andprocesses come together really matters.”Places where these tensions are bestresolved become what Graziano calls“gravitational hotspots”: destinations that helporganizations and individuals perform better bycommunicating more easily and collaboratingmore effectively. “How do the fingerprints of aproject team, those mixed-presence artifacts,endure? A great project space has physicaldetritus of where the team has been, theideas and issues they’ve worked through.Just like your workshop at home or yourkitchen accrues objects and materials. Thesethings are hugely important in terms ofcognitive function, how we think about thework and how we share it with others, andit gets more complicated the more forms ofpresence are involved.”Julie Barnhart-Hoffman, design principaland user-centered design researcher, saysliving on video requires the workplace tooffer a “palette of presence” — a range ofspaces that support people switching backand forth between a physical and virtualpresence. “So many businesses are spreadout geographically, and living on video canhelp compensate for the distance. Distributedteams depend on each other constantly.Our own finance department uses wormholes(always-on high definition video connectionssituated within a workspace) to keep teams inconstant communication. It’s an elevated levelof presence and it allows global teams to havejust-in-time contact, which is important forcollaboration and building trust.” Graziano says mixed presence highlightsthe dual nature of space as both physicaland virtual. Just as a document may existas a digital file or printed page, similarly aphysical space can have a digital back story:a user guide, material specifications,comments from users, etc. “Physical anddigital are tightly bound to each other,” henotes “and the better we can get them tocomplement each other, the more we canhelp others make the most of mixed presenceas a tool for creative collaboration. Spacetoday needs both a physical and virtualcharacter to it, not one or the other.The things that are physical seem to want tobecome virtual. And things that are virtualseem to want to express themselves physically.”Living on video requires the workplace tooffer a “palette of presence” —a range of spaces that support people switching back andforth between a physical and virtual presence.64 | Issue 64 | 360.steelcase.com
  33. 33. Space shapes behavior —behavior over time is cultureInsight IN BRIEF: Culture Matters. More Than Ever.Space shapes behavior. Behavior over time equals culture.Real estate is often called the second largest business expenseafter salaries, yet its cost pales in comparison to that of a culturethat inhibits an organization. If space shapes behavior andultimately culture, then space is a strategic lever whose timehas come.There are two reasons why a company has anoffice: 1) to support the work that generatesrevenue and 2) to support the culture of theorganization. Much time is spent consideringhow an office supports work processes, butnot enough time on what kind of culture thecompany needs to succeed.As Terry West, director of research, states,“The place where the people are is wherean organization’s knowledge is. You cannotleverage the scale of the knowledge thatexists within an organization when everybodyis sitting individually and disaggregated. Thecollective whole is greater than its sum of theindividuals. And certainly greater than a lotof disaggregated, individual components justtrying to link into a server someplace.”Organizations want their people to come towork to harness collective knowledge, toembed it in the organization and to achieve thebenefit of scale. Ironically, it’s the technologyorganizations, whose products have given usthe freedom to work anywhere, who seemto deeply comprehend the synergy betweentechnology and space. Companies such asIntuit understand the value of leveraging thecreative power of their people; they realize thepreeminence of the social nature of work andthe social interaction of work. They understandthe power of place, and configure their spaces ina way that reflects the social nature of work andthe respect for each other. Google and countlessother technology firms, large and small,encourage, or even require that employeescome to the workplace, recognizing that theircollective knowledge is a more powerful enginefor creativity and problem-solving.“Leading organizations are the ones thatrecognize the opportunity to create spacesthat stitch together the three key drivers behindtheir purpose: strategy, culture and brand,”says Paul Siebert, director of corporate strategyand development.“We’re engaging with many future-focusedorganizations and are learning a great deal abouthow these dimensions intersect — how to fusethem together, and understand what spatial anduser-level strategies should be considered.”Ultimately human interaction is how valueis created. “When the social, spatial andinformational elements are thoughtfullydesigned, you are augmenting humaninteraction,” says Siebert. 360.steelcase.com | Issue 64 | 6766 | Issue 64 | 360.steelcase.com
  34. 34. “People do this all the time at home. How comewe all of a sudden get dumb when we walkinto a business,” asks Lathrop?Consider the home kitchen. It’s planned andequipped per the cook’s requirements. Certaintools and cookbooks are kept handy. Somework processes and ingredients are usedregularly, others avoided. A kitchen may invitecollaborative cooking or it could be the domainof a chef in charge. Knowledge workers needthe same: a place where they feel comfortable,that has the necessary tools handy. A placethat can be reformed and adjusted based onwhat needs to be done.“Culture is behavior over time, and behaviorover time comes from trust. That’s how you getsomething useful out of that behavior. If peopledon’t trust each other, you have avoidance,”says Graziano.“Trust is built by allowing a team to determinehow they work on a project or how theycommunicate. And it’s also trusting your staffto help determine the place where they workand how to use it,” he notes. “You can’t say‘you can work anywhere you want, just as longas you sit right here where I can see you.’ Youhave to allow people to speculate about whattheir work could be, where the organizationis going, how the culture functions best, andthey’ll create the most extraordinary places.”In an increasingly global workplace, trustis also built through the understanding oflocal and regional culture. People tend tojudge culture against their own set of valuesand beliefs, but as you go further awayfrom your home culture, you have to workto change the way you think and be willingto embrace new ways of working. CatherineGall, director of WorkSpace Futures,believes that understanding communicationpatterns and how the creative processworks across cultures is critical, and thatit’s important to recognize points ofconvergence and divergence.“In our research of 11 different cultures,we explore what type of collaboration orexchange of information is preferred. Is it a topdown or bottom up kind of communication?Is it a culture that allows multiple peopleto offer multiple points of view and then theboss makes the decision? Or is it more ofa consulting culture where you actually giveyour idea and influence the ultimate decision-making process?”All of these factors come together in the placeswhere we work and are critical elementsof creating spaces that augment humaninteraction, the critical ingredient in amplifyingthe performance of an organization.Create great communities of practice — themicrocosms that braid together to build aliving ecosystem for the company — and inturn create a living culture. “Why else create aworkplace?” asks Graziano. “Companies havea space to support people doing work and theculture they’re trying to nurture. Nothing elsematters. If the workplace doesn’t do those twothings well, then you might as well just moveto Starbucks.”360.steelcase.com | Issue 64 | 69Leading organizations are the ones thatrecognize the opportunity to create spacesthat stitch together the three key driversbehind their purpose: strategy, cultureand brand.Culture As Democracy“The culture of the organization is vital tosuccess, yet it’s not something leadershipcan own,” explains Dave Lathrop, director ofresearch and strategy. “Executives can helpsteer the culture but it has to be co-createdby the population of the company. How canpeople best work together? How muchcollaboration and idea sharing and innovationdo you want? Will it be a leader-led companyor a more consensus style? The culturemanifests itself through these choices andthe manner in which workers are supportedby their environment. Do people have controlover how and where they work? Do youtalk collaboration but not provide the placeswhere people can effectively work as a group?Management sends a powerful messagethrough the places where people invest theirheart and soul to further the organization.”Winston Churchill famously said “we shape ourbuildings, thereafter they shape us,” and thethought applies equally to homes, institutionsand businesses. A company’s goals andaspirations are manifested in space. “Everyculture builds place. It’s always been that way.If the culture of your organization could buildits own workplace, what would that look like?What tools and furniture and space would be inthe work environment,” Lathrop says.“The holy grail here is giving the reins, thebroader set of permissions, to the users,”says Frank Graziano, principal researcherwith WorkSpace Futures. “Companiesprovide places for working but not alwaysthe places for place-making. By that I meanthey don’t allow users to create places that,like Christopher Alexander (author of “APattern Language”) has advocated, springfrom the users’ cultural and social points ofview. That’s what makes our applied researchand consulting workshops so powerful.” InSteelcase workshops, a cross-section ofemployees from various departments andlevels in the organization collaborativelygenerate ideas for what the work environmentshould be. They build models from simplematerials that represent these environments.The culture of the organizationis vital to success, yet it’s notsomething leadership can own.68 | Issue 64 | 360.steelcase.com
  35. 35. “The issue of wellbeing at work is not aboutmassage chairs and being able to take a nap,”says Catherine Gall. “That may certainly bepart of it, but it actually starts with just aboutevery aspect of your culture, and includesmaking sure people understand what their jobis about, that they have a sense of purposeand contribution, and that they have the rightspace, tools and resources to be successful.”Wellbeing as acompetitive advantageInsight IN BRIEF: The Economics of WellbeingThe return is high for those who invest in the physical,cognitive and social wellbeing of their people. The riskis even higher for those who ignore it.360.steelcase.com | Issue 64 | 7170 | Issue 64 | 360.steelcase.com
  36. 36. Thinking HolisticallyDesigning for wellbeing means providingworkers choice and control over how andwhere they work. That requires understandingthe flow of a person’s day, and the manytransitions they make between the modes ofwork they perform. Focusing, collaborating,socializing and learning are the things they do.How they do them is where the opportunityfor enhanced wellbeing lies. At a physical level,workers need a palette of posture – a range ofsolutions to sit, stand or walk with the ability toshift postures often. Cognitively, people needspaces that allow them to focus and processinformation with limited distractions, whetherthey’re working individually or collaboratively.Socially it’s important to create spaces thatgive people a sense of belonging to the largerorganization.“We need to ask what kinds of affordances andenvironments we can build to support focusedwork,” says Donna Flynn. “How can we helppeople move between collaborative work andprivate focused work? How can we supportworkers’ physical and psychological needs andthus support healthier, greater wellbeing?”“We believe in giving people a palette of placewithout increasing the floor plate by morethoughtfully planning the space and beingaware of the need to balance privacy andsocial modes. Put people in control of howthey work and where they work, and youmake them more productive and less stressed.That’s healthier for both the individual andthe organization.”Giving workers access to the spaces thatsupport their physical and cognitive needs,match their tasks, and support their workstyle preferences is key for the future. And thefuture is now.Designing for wellbeing meansproviding workers choiceand control over how and wherethey work.360.steelcase.com | Issue 64 | 73the technologies we use. More and morepeople are suffering from too much work, andnot enough time for their personal or privateactivities. Cognitive overload and too muchstress during the working week can resultin potential risk for absenteeism or loss ofretention. People will just leave.“That is what we see happening in Asia rightnow,” comments Gall. “One of the ways youkeep good people is by making their day aspositive, enjoyable and fulfilling as they expect.Otherwise they will leave you and go to acompetitor.”Despite a large pool of resources in emergingeconomies such as India, China and Korea,leading organizations understand thatknowledge work is actually based on trainingand making sure employees understand thebrand and culture of the organization. Thistakes time and requires work environmentsthat are designed for the wellbeing of workers.Wellbeing is Good BusinessAddressing workplace wellbeing meansunderstanding the many facets of wellbeing:physical and mental health, our connectionto others, our sense of purpose, the ability tocare for the ones we love and our connectionto the world around us. Forward-thinkingorganizations are going above ergonomicissues, to think about wellbeing holisticallyand view it as part of their business strategy.Organizations can compete more successfullyif their employees feel a real sense of wellbeing– physically, cognitively and socially.The costs of not addressing the issue arehuge and gradually becoming a major painpoint for organizations and countries alike.Workplace stress is now considered a globalepidemic and organizations are struggling withthe ramifications: lower engagement levels,absenteeism, increased risk of heart disease,escalating costs.Everywhere in the world, people suffer duringtheir work day. The physical issues that wehad in the Industrial Age have given way toa new set of physical issues resulting fromOrganizations can compete more successfullyif their employees feel a real sense of wellbeing –physically, cognitively and socially.72 | Issue 64 | 360.steelcase.com
  37. 37. Understanding human behavior in the workplace is a core tenetof the 43 researchers, strategists and consultants at Steelcase.“The group’s focus is human-centered, future-oriented design research,which is all about identifying and exploring possibilities as an input to theinnovation process,” says Sara Armbruster, vice president of WorkSpaceFutures and Corporate Strategy. “We set up hypotheses of what the futuremight bring based on the full body of research we do, and then workwith a variety of academic and corporate partners to form a potentialscenario that’s worth tapping into. Our goal is to understand the impacton behavior and culture, because work is an inherently social and human-centered activity.”Armbruster’s group is intentionally diverse, with people of varyingbackground and profession, many of whom have decades of experience.“I think part of Steelcase’s success is because we put a premium on thedepth and richness of critical thinking. In a lot of corporate environmentsthere’s so much pressure on immediate results, that they don’t always seethe value of developing a really deep and rich understanding of an issue.We have an immediacy too, but we also create the environment to askthose really deep questions – not just about what’s happening right nowor what might happen tomorrow, but also five and 10 years from now.”“We challenge our questions about how work and life are evolving. Ourbusiness is workspace, but if work and life are blending and recombiningin different ways at different scales, and things are shifting more and morein that direction, what are the implications on how people work? Wherethey work? What they expect when they are working in a workspace?This is how we start to explore possibilities and create really interestinginsights that provide new fuel and context for understanding how spacecan augment human interaction, and ultimately amplify the performanceof people and the organizations they work for.”The team, based in North and South America, Europe, and Asia, uses manyresearch techniques based in the social sciences. In addition to doing field-based research, including observation techniques and video ethnography,they regularly engage with a network of people and organizations who arealso engaged in asking highly interesting questions.°It is not the answerthat illuminates, butthe question.360.steelcase.com | Issue 64 | 75Sara Armbruster vice president, WorkSpaceFutures and Corporate Strategy; managesSteelcase’s research and applicationsdevelopment activities and strategicplanning processLew Epstein general manager of theadvanced marketing + applications group, ateam of 10 developers based in four countries;co-developer of media:scape®Donna Flynn recently joined the Steelcaseresearch strategy team after eight yearswith Microsoft; Ph.D. in anthropology,Fulbright scholar, advocate for insight-drivendesign strategyCatherine Gall Paris-based research directorwith 20 years of experience in bridging culturalworkplace issues, working with companies onsocial and organizational studies and work-place design research; co-author of the 2009book Office CodeFrank Graziano principal researcher for 18years at Steelcase; one of the contributors tothe new book Making Space: How to Set theStage for Creative Collaboration; an originalresearcher on media:scape; service/brandarchitect for Workspring projectJulie Barnhart-Hoffman design principal,extensive experience in workplace designresearch; co-developed a patent forLearnLab™; group defining, designingand prototyping future business conceptsDave Lathrop director of research andstrategy, with a background in psychology,communication and organizational change;leads Perspective group, responsible forhelping form the company point of viewon future of work and organizationsPaul Siebert director of research and strategy,develops foresight on the future of work;human-centered design leader in innovationand brand buildingTerry West nearly four decades of experiencein work environments including productdevelopment, corporate strategy, and currentposition as director of researchContributors74 | Issue 64 | 360.steelcase.com
  38. 38. It started wIth a fIre.Our history of innovation and social responsibilitybegan with VICTOR, a metal wastebasket, designedto reduce fires caused by ashes from cigars andcigarettes in wicker wastebaskets. It was a first: thefirst time steel was shaped to create an insightful andaesthetically pleasing solution to a human problem.as we celebrate our 100th year,we are proud to introduce the VICTOR2 recyclingcenter, another insightful and aestheticallypleasing solution to a human problem.VICTOR2. Designed by:Steelcase Design Studio in collaborationwith HOK Product Design.steelcase.com/victor21912 2012
  39. 39. 1956
  40. 40. 80 | Issue 64 | 360.steelcase.comw h at ’ s n e wNEOCON 2012 | In our 100th year, we look to the future by celebrating insights,ideas and solutions that help unlock human promise. steelcase.com/NeoCon2012tagwizard™Scheduling Systemby Steelcaseframeone®with media:scape®Benching Solutionby Steelcasemedia:scape®mobileCollaboration Settingsby SteelcaseDash®miniTask Lightingby Details360.steelcase.com | Issue 64 | 81
  41. 41. bivi®Desking Solutionby Turnstonediviso™Side Screenby SteelcaseSW_1™tableby Scott WilsonCoalessemedia:scape®miniCollaboration Settingsby SteelcaseNode™With tablet stand and five-star baseby Steelcase Education Solutionsbuoy™Seatingby Turnstoneempath™Recliner Seatingby NurtureLoxby Pearson LloydCoalesse360.steelcase.com | Issue 64 | 8382 | Issue 64 | 360.steelcase.com
  42. 42. Victor2™Recycling Centerby SteelcaseVerb™Classroom Collectionby Steelcase Education SolutionsFlexFrame™with media:scape®Workwallby SteelcaseQivi™Collaboration Seatingby Steelcasechain mailSurface Materialby SteelcaseStand inSurface Materialby SteelcaseExponents™Mobile DisplayCoalesseFree Standby Stephan CopelandCoalessemedia:scape®Digital PuckCollaboration Technologyby SteelcaseHosuby Patricia UrquiolaCoalesse360.steelcase.com | Issue 64 | 8584 | Issue 64 | 360.steelcase.com
  43. 43. Inspired by the twilight haze over the Arizona mountains, Steelcase introduces “SunshineStyling” in tones called Desert Sage, Autumn Haze and Blond Tan. These new colors makeit easier for color to be introduced throughout the office.
  44. 44. Many voices in Steelcase’s “100 Minds.100 Dreams. 100 Years.” anniversary projectpoint to an important truth: Sustainability isnot about process efficiency — it’s a way ofviewing the world and our role in strengtheningthe social, economic and environmentalsystem that sustains us.We have to think about not only how wedo things, but why we do them. We haveto embrace the interconnectedness thatmakes sustainability possible — the choicesorganizations and individual people makeand how these choices combine to make ourbusinesses, cities and lives better. We have toexplore the consequences of our decisions —the unintended as well as the intended.To ensure we don’t leave value-creationopportunities on the table, we have tohumanize sustainability.“Over the next 100 years, we have an opportunityto shape a new story, a positive vision ofwhat it means to live sustainably in our world.”Joel Makower / Chairman and Executive Editor, GreenBiz Group“Basic principles of life, guidelinesfor actions in any sector, should beimbedded in the very essence of ourglobal society and industries.”Erin Schrode, Co-Founder, Turning GreenCreating sustainable value in the 21stcentury means simultaneously advancing thehuman condition and the economic health ofbusiness. There are two fundamental ways acompany can create this kind of value: first, bydesigning products and solutions that benefitpeople, and second by operating in sociallyresponsible ways — which includes mitigatingenvironmental harm, of course, but alsogoes beyond to encompass such things asemployee wellbeing, supplier development andenhancing communities.More than ever stakeholders expect this kindof full-spectrum thinking. Creating sustainablevalue in multiple spheres is incrediblychallenging — messy even — but it isn’t aneither/or proposition. While it all can’t betaken on at once, companies that aim to beinfluential champions of sustainability need to‘take it all on’.Many occasions can create opportunities toreflect, recharge and refocus. At Steelcasewe’re taking advantage of our 100th birthdayto do just that — to dream big about thefuture. We’re setting our sights high as wethink about what it means to create holisticvalue as a globally integrated companyoperating in a globally connected world.360.steelcase.com | Issue 64 | 89“We have to think aboutthe world beforemaking new things.”Siddesh, a 10-year-old in Mumbai, IndiaCreatingSustainableValueFor the 21st centuryby Angela NahikianDirector, Global Environmental Sustainability,Steelcase Inc.88 | Issue 64 | 360.steelcase.com
  45. 45. Global impact andtransparency:Working togetherfor positive changeIt’s sometimes said that a paradox ofglobalization is that it increases the need forlocal connection, and Steelcase’s experiencebears that out as true. There are always goingto be differences in government regulationsand in how certain sustainability attributes areweighted in different cultures and markets.However, within the differences, there’s acommon, human thread that transcendsgeography. When it comes to sustainability,we all want the same thing — positive change.Because of this, the quest for sustainabilityoften drives unlikely partnerships, includingcollaborations with competitors, to drivebeneficial change. For example: BIFMA’slevel™ certification, launched in North Americain 2009, is a third-party evaluation of theenvironmental and social impacts of furnitureproducts for commercial environments. It holdsthe potential to help reduce complexity andprovide a common language in our industry.This is one small example in the host ofthings we and other companies are doingto advance sustainability. The most fruitful,holistic change can happen across industriesand geographies. These cross-industry,wide-reaching partnerships can supportpublic policy (that’s good for business andthe environment), rally around elimination ofmaterials of concern, create new processefficiencies, or provide support to people/businesses/countries in need. All of thesethings, complex and collaborative, can haveripple effects and cause true, lasting change.The time is nowHow we operate, and what we create anddeliver, ties back to the history of our company— understanding what people need anddesigning to improve the human experience.We’ll never be finished, but by harnessing theexpertise and ideas of partners, teams andindividuals in every location around the world,we’re finding ways to improve every day.By collaborating with customers, suppliersand within and across industries, businessesare best positioned to holistically address theworld’s complex social and environmentalissues. As innovators and agents of socialchange, we can make our companiesand communities stronger, secure amore prosperous economy and drive thehumanization of business.To see how leading thinkers and childrenfrom around the world envision a sustainablefuture, visit Steelcase’s anniversary website,100.steelcase.com. In conjunction with itsanniversary, Steelcase will also be conductingsustainability envisioning forums during2012 and will issue an in-depth corporatesustainability report this fall.Materials chemistryand biomimicry:harnessing whatnature’s perfectedThough there’s still work to be done acrossindustries, big strides have been made inidentifying toxic materials, understanding howchemicals interact and eliminating materials ofconcern. In addition to existing materials thatpromote/support environmental and humanhealth, there are many exciting new materialsin development.Material choices today range from completelynatural and renewable materials like wool,to “clean” synthetics. Especially noteworthydevelopments lie in materials that mimic orharness the power of nature. Examples includepackaging material grown from agriculturalbi-products bonded with mushroom rootscalled mycelium. It’s produced with very lowenergy, is totally renewable and compostable.There are also promising new surfacematerials that resist bacteria by mimickingdefenses found in nature that have beenperfected over thousands of years.Materials science holds tremendous promise todeliver superior performance without the highenvironmental and social costs of the past.Closing the loop:taking a page frombiologyClosed-loop systems are ones in which allmaterials can be reclaimed and reused. Theyare the ultimate test of sustainable design.As with materials innovation, there are manynew reclamation technologies that can beanticipated and incorporated into productdesign. Considering the entire life of theproduct at the design stage gets to the heartof closing the loop.In pursuit of cradle-to-cradle design, it is vitalto focus efforts on finding more innovativeand responsible ways to move products fromtheir original use to their next life. The goal isto keep products in use, out of landfills and,ultimately, to have them feed new streams ofproduction. In doing so, we can anticipate,innovate, and respond to emerging customerneeds and expectations.360.steelcase.com | Issue 64 | 91As Steelcase looks forward to the futureof sustainability, many areas of promiseemerge, including:Rethinking realestate: for humanperformanceCommercial buildings are due for a makeover.By most estimates, they account for at least40 percent of electricity use worldwide and,as patterns of work have changed, manyhave become case studies of inefficiency.Helping customers optimize their real estateinvestments presents enormous opportunitiesfor energy savings, innovation and large-scaleimpact.At the same time, it’s more important thanever that employees are supported physically,mentally and emotionally, and this raises thebar for what a workplace needs to provide.Fully supporting the human experiencewithin a smaller resource footprint is oneof the great opportunities for businessesthroughout the world. It’s where Steelcase canhave significant impact for good by offeringsolutions that help unlock the human promiseof workers and help employers get more valueout of their real estate.Biophilia:connecting withnatureScience has shown that we respond morepositively to certain environments over others.Often these attractions are based ondeep affiliations rooted in human biologyand evolution.We know from the research that peoplenaturally seek spaces that offer a sense ofshelter and protection, such as pillars, wallsand overhangs, and that we gravitate towardnatural light. Designers know that color andtexture evoke deep human reactions. All ofthis connects back to our cave and campfiredays, and has many implications for workplacedesign, underscoring the importance ofcreating familiarity in the built environment.Workplaces need to be designed for people,not just for work. We need to maintain ourhumanity, our mind and body connections.This is becoming more important, in part, as acounterbalance to the growing technologicalsaturation of work and life.Moore’s law tells us that technologywill continue to advance exponentially.Today’s challenge is to make sure people’slives and human experiences improve at acomparable pace.90 | Issue 64 | 360.steelcase.com
  46. 46. Wellbeing is an economic issue.The health of business depends on the wellbeing of people.At details, we design for the physical, cognitive, and social wellbeing of the person.Commitment201254%reduction waterconsumption53%reduction in vocemissions37% reductiongreenhouse gasemissions23% reduction inwaste + materialsrecycledThe company is well on its way to not simplymeet but exceed those goals by the end of theanniversary year.The tally-to-date showsIn 2006 Steelcase set what at the timeseemed to be an aggressive goal: to reducethe its environmental footprint worldwide by25 percent by 2012, the company’s 100thanniversary year.“Reducing negative impacts, whichwe accomplished with our 2012goal, is just a fraction of what’spossible for the future.”“Focusing on reductions, thoughimportant, is limiting. Focusingon creating sustainable value islimitless.”Angela Nahikian, Director, Global EnvironmentalSustainability, Steelcase Inc.92 | Issue 64 | 360.steelcase.com
  47. 47. Finding balance for individual workin a sea of collaborationby James Ludwig and Allan Smith, Steelcase Inc.At each stage in our society’s advancement — from agrarian economies to the creativeeconomy — technology has played a major role. But never before has technologyimpacted behavior in the office more than in the last five years, causing a tectonic shiftin our notions of how, when and where we work. Collaboration has become a primarymode of work for organizations in pursuit of innovation, and yet in our rush to co-createbetter ideas, faster it is the needs of individuals that risk being overlooked.For many of us, work started out as a destination,a place we went to, as in “Honey, I’m going to work now.”We went to the office because that was the only placewhere we had access to the technology and peoplewe needed to do our jobs. And because our bossesexpected it. If you were not at work, you weren’t reallyworking. But technology changed that. Laptops becamethe dominant computing device, outselling desktopcomputers in 2008. Access to WiFi became almostubiquitous, and mobile devices such as smart phonesand tablets permeated the workplace.360.steelcase.com | Issue 64 | 95what aboutIn a world of wemE?94 | Issue 64 | 360.steelcase.com