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360 magazine issue66


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Innovate or die. In 1997 American business writer Tom Peters coined this famous phrase. It was true then and rings even more true now. For CEOs worldwide it’s obvious: Innovation is critically …

Innovate or die. In 1997 American business writer Tom Peters coined this famous phrase. It was true then and rings even more true now. For CEOs worldwide it’s obvious: Innovation is critically important to an organization’s success, and it is imperative that it remains a key corporate strategy.

To move beyond survival and actually thrive, leading organizations know that innovation is the way to supercharge an organization and shift it to growth. In fact, 33% of global business leaders rank “the innovation of new products and services” as their companies’ top focus in the next three years, according to a recent study by McKinsey. But the reality these organizations confront, notes McKinsey, is that innovation faces ongoing challenges, such as increasing global competition, short-term priorities, and the need to integrate it into key organizational objectives. As a result it remains elusive, and leading organizations are looking to uncover every possible way to boost their I.Q.—i.e., their innovation quotient.

IBM’s recent Global CEO Study found that 69% of leaders believe they need to look outside their own organizations to prime the innovation pump. “Companies in all sorts of industries and markets are struggling to understand innovation, and looking for ways to drive more disruptive thinking,” says Sara Armbruster, vice president, Steelcase WorkSpace Futures and corporate strategy. “External partners can be a catalyst for new ideas, but organizations also need to build an internal culture of innovation.”

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  • 1. The Human/TechnologyTensionThe new solutions that address thisemerging workplace realityIssue 66Exploring workplaceresearch, insights andtrends360.steelcase.comResilient Real Estate:Space as an adaptive systemHealthcare: Time forChangeMaking every moment countQ
  • 2. The thirst for innovation has never been stronger andorganizations everywhere are pursuing every possibleway to amplify their innovation quotient.Most organizations unknowingly overlook a crucialsuccess factor: the role of physical space. Work-places that are intelligently designed to bring peopletogether in a fluid process—virtually as well asphysically—have unprecedented power to propelinnovation in today’s global economy.By working in collaboration with leading thinktanks, closely observing innovation at powerhousecompanies and conducting intense primary researchin its own facilities, Steelcase is able to shed new lighton the behaviors that drive 21st-century innovationand how workplaces can be intentionally designedto amplify it.about this issue
  • 3. | Issue 66 | 360.steelcase.com4 | Issue 66 | 5Search “Steelcase 360 Magazine” on the newstand.Compatible with iPad. Requires iOS 3.2 or later.Find the “Steelcase 360”app for free on iTunes10Resilient Real EstateTough times don’t last, but resilientcompanies do. In fact, they flourishwhen others wilt. An innovative realestate strategy sets the stage for aresilient company.360 Magazine is published by Steelcase Inc. All rights reserved. 13 -0000214 Copyright 2013. Design by Plural, in collaboration with Steelcase.Material in this publication may not be reproduced in any form unless you really want to help people love how they work—just ask us first, okay?Amplify Your InnovationQuotient: The New I.Q.I.Q. takes on a new definition as or-ganizations everywhere are pursuingevery possible way to amplify theirinnovation quotient. Most unknowing-ly overlook a crucial success factor:physical space. Workplaces that areintelligently designed to bring peopletogether—virtually as well as phys-ically—have unprecedented powerto propel innovation in today’s glob-al economy.Join the conversationConnect with Steelcasevia social media and letus know what you’rethinking. Or emailus at 360magazine@steelcase.comSearch “Steelcase 360Magazine” on the Newstand.Compatible with iPad.Requires iOS 3.2 or later.2874Healthcare: Time for ChangeMaking every moment count.Exploring workplace re-search, insightsand trends360.steelcase.com360 on the Perspectives26 Trends 36056 Insight-LedSolutions116 SustainabilitySpotlight104 LearningCurve128 LeadershipMoment130 Atoms Bits6 QA with AndrewZolliAuthor, thought leaderand consultant AndrewZolli explains whyresilience is what everycompany needs,especially now.18 Work HospitalityWorkspring helps com-panies rethink their realestate footprint.106 10x10From reducing AIDS toachieving world peace,10x10 is committed toimproving the worldthrough education, onegirl at a time.70 Rethinking Think®Even a breakthroughproduct can becomebetter.120 Small Companies,Big IdeasEntrepreneurial wisdomvaluable to a company ofany size.96 How Technology isChanging EducationMake way for theMOOCs and otherforms of cyberschoolingthat are bringing radicaltransformation to everylevel of education.82 Reports from theNomadic FringeNew research fromCoalesse sheds lighton nomadic workhabits.58 Designing for the Human/Technology TensionTechnology is changing everythingabout the ways we work. Read hownew solutions are helping workers ad-dress the tension this is causing in theworkplace.Contents
  • 4. | Issue 66 | 360.steelcase.com6 | Issue 66 | 7PerspectivesMeet some of the peoplewho contributed informationand ideas to this issue.▲ Martin Oberhäuserand Sebastian Struchoberhaeuser.infoThe founder of the design studio inHamburg, Martin Oberhäuser, together with graphicdesigner Sebastian Struch, created the infograph­icsthat illustrate our feature “Amplifying Innovation”and Trends360. He has a passion for complex datavisualization and informa­tion design, which he saysshould always be easy to use and also fun to lookat. Sebastian works as an independent designerin different disciplines. Besides information design,his fields of activity are also corporate and packag-ing design. Good design should always be able totouch you, he says.▲ Allison ArieffFreelance writer, The New York TimesAllison Arieff applied her perspective as a journalistto write about Steelcase’s latest product innova-tions. Based in San Francisco, she is an editor andcontent strategist for the urban planning and policythink tank SPUR, and is also a regular contributor toThe New York Times, Wired, Design and other publi-cations. A former book editor, from 2006-2008 shewas senior content lead for IDEO.▲ Chris Congdon and Gale MoutreySteelcaseChris Congdon and Gale Moutrey are passionateadvocates for the idea that organizations can becomemore resilient and actually amplify their performanceby being very intentional about the places wherethey bring people together to work. Congdon isdirector of research communications and editor of360 Magazine and Moutrey is vice president, brandcommunications. They collaborate with leadingorganizations to help them rethink the strategic roleof their physical environment.“At the very heart of an organization lies its purpose—its reason for being—and it can activate that purposeby fusing together its strategy, brand and culture,”says Moutrey. “Creating the right places can make thisvisible to the people who work there, and help bringan organization’s purpose to life,” adds Congdon.“These ‘right places’ are diverse ecosystemsof work destinations—places where people want tobe because they perform better when they are there.”▲ Shujan BertrandCoalesseWith 13 years of experience as an industrial designerand strategist, Shujan Bertrand is working withSteelcase’s Coalesse group to translate user insightsinto new products that support creative workers athome as well as in workplaces. Having led designstrategy projects for Samsung, Microsoft, Fujitsu,Procter Gamble and other leading consumerbrands, she’s an experienced innovator whose phi-losophy is to use insights to provoke new thinkingthat ultimately results in designs that evoke strongemotional responses.▲ Cherie Johnson, James Ludwig,and Allan SmithSteelcaseCherie Johnson, James Ludwig and Allan Smithshare a conviction: good experiences and outcomesresult from user-centered design that’s based oncareful observational research. As the design man-ager for Steelcase’s new innovation center, Johnsonworked closely throughout the project with Ludwigand Smith, whose teams would be moving into thespace. Johnson has a bachelor’s degree in interiordesign and gained nearly 15 years of experience ata large architectural firm before joining Steelcase. Anarchitect and designer, Ludwig lived and worked inBerlin before joining Steelcase in 1999. Smith’s ac-ademic training combines business and art history,and his 20-year career with Steelcase includes a re-cent three-year assignment in France.Ritu Bajaj, Patricia Kammer, andFrank GrazianoSteelcase WorkSpace Futures ResearchersTo understand the behaviors of creative collaborationand innovation, Steelcase WorkSpace Futuresresearchers Ritu Bajaj, Frank Graziano and PatriciaKammer worked for several years, braiding whatthey learned into game-changing insights and acohesive set of principles that informed the designof Steelcase’s new innovation center. Bajaj, who wasan architect in India and holds a master’s degree inhuman-centered product design, applied her exper-tise in ethnographic techniques to lead an experiencepilot in a full-scale prototype of the center. Graziano,who holds an undergraduate degree in design anda master’s degree in fine arts, led strategic investi-gations into innovation at leading companies and at Stanford University. With a degree in inte-rior design, Kammer conducted benchmarking andprimary research, and she played a key role in synthe-sizing the team’s findings into design programming.
  • 5. Crises seems to be more frequent today. Is that whyresilience is such a hot topic?Yes, absolutely. Consider that in 2012 alone we had aheat wave that melted the tarmac under airplanes inWashington, D.C.; half the country declared a federalemergency due to the largest drought in a century;the largest blackout in history left one in nine peopleon Earth (all in India) in the dark; and super storm Sandy—all influenced by a warming climate.This kind of permanent and intrinsic volatility is becomingthe new normal. And not only are we experiencingmore disruptions, but their consequences are be-coming harder to predict. That’s because the world isconnected in ways we can scarcely imagine: climate,energy, the financial, social and political systems areall interlinked and hard to observe. And worse, wehave all sorts of natural cognitive blindness when itcomes to disruptive change. Our brains are trainedto attend to certain forms of change but not others,which is why we are constantly surprised that ourmodels are not as nuanced as the world we live in.When you combine complexity, interconnectivity andblindness, tie the systems together and stress themall, you get these volatile spikes, or crises.What’s the impact on individuals and organizations?Obviously, these kinds of spikes to the system—thefinancial crisis, droughts, food shortages, hurricanes,etc.—are costly. The last year for which we have data,2011, was the most expensive year for natural disas-ters in human history and 2012 will likely top it. Butthat’s really just the beginning.There are also indirectcosts: the increasing costs of insurance and the in-creasing difficulty of long-term planning. And then youhave things like the psychic stresses—on our peo-ple, which can be less visible but no less damaging.Give us an example of organizational resilience.When Katrina hit the Gulf Coast, people’s homeswere literally under water. They lost their possessions,money, identification, everything. One of the mostimportant regional banks, Hancock Bank, lost 90of their 115 branches and their headquarters wasdecimated.The electricity was out, computers weren’tworking and their offices were flooded, but the bankcame up with an ingenious response:“Innovation andresilience are closelyrelated.”Hurricanes. Droughts. Recessions. Network crashes. Geopoliticalconflicts. The order of the day seems to be disruption and crisis.That’s why it’s critical for companies to be resilient, says AndrewZolli, co-author of “Resilience: Why Things Bounce Back,” a bookabout why some organizations fall apart in the face of disruptionwhile others flourish. Resilient organizations don’t rely on any singleplan for the future; they’re agile, cooperative and responsive. Amidchange they don’t just survive, they thrive. What builds resilience?Empowered middle management and helping the company’ssocial networks grow like kudzu, for starters.Zolli is executive director and curator of PopTech, an influential globalinnovation network that explores key forces influencing the futureand develops new approaches to the world’s toughest challenges.He’s helped companies such as Nike, American Express and GEto understand the evolving global operating environment and howto excel in an increasingly precarious world.QA WithAndrewZolli| Issue 66 | 360.steelcase.com8 | Issue 66 | 9
  • 6. “There’s tremendous power inthe physical environmentto help build trust, cooperationand resilient behavior.”How does the organization develop ad hoc solutions?Not like you might think. The cliché of leadership in acrisis is either the square-jawed visionary CEO at thetop or the street activist/external agitator. Yet whendisruption occurs it’s hard for people to issue top-down commands because they don’t have goodsituational awareness, while people on the front lineslack a broad, systemic view. The real strength in aresilient organization comes from the organization’smiddle management.If the middle is strongly connected and there’scultural permission to be improvisational, they canuse their shared values and mission to get creativeand respond to a crisis. They don’t have to check withthe top. There are no rules, so they invent them asthey go along. And they can do extraordinary things.The Hancock Bank employees understood the bankwas about helping people achieve their financialgoals. The board and CEO didn’t decide to set upthose tables and tents. The empowered middle,fueled by creativity and improvisation, came up withthat solution.They set up tents and card tables as offices, andoffered anyone who needed it—customers andnoncustomers alike—$200 in cash on the spot. NoID, no problem. It was a radical act of trust in thecommunities they serve. In the first few weeks afterthe storm, Hancock loaned out $50 million in cash inthis manner. And what was the result? 99.6% of theloans were repaid, and net assets at the bank grewby $1.4 billion dollars in the 90 days after the storm,as people moved their money over to the bank. Thisis the kind of adaptive, flexible response that definesa resilient enterprise —and it didn’t come from thecorner office. It came from the middle management,who understood and were motivated by the valuesof the institution.Where does that kind of resilience come from?Resilience has lots of correlates. First and foremost,we see it in organizations with tight cultures but loosetactics. These are companies that have a culture ofcontinuous, modest risk-taking and are flexible andadaptive to circumstances.Interestingly, these aren’t always places where peopleall think the same way—indeed, most are companiesthat tolerate a lot of cognitive diversity. They have peo-ple who think about the world in different ways, whothink about the same problem, with the same facts,but from different perspectives.Another critical aspect of organizational resilience istrust: People have to be ready to believe in one anotherand cooperate when things go wrong. Resilienceis what we call adhocratic—it involves lots of littlecollaborations between many different actors; rarely isit driven by some top-down plan. So you find it in orga-nizations with a lot of trust, diversity and collaboration.People are mobile and organizations are oftenwidely dispersed. How do you get widely dispersedpeople to work together?There was a famous study done in the 1970s abouthow people find jobs through networking. Most peo-ple found new employment not from people they knew,but from people they knew who in turn knew someoneelse. That’s called a “weak tie”: someone you knowthrough someone else. Researchers also foundthat most people found novelty through these weakconnections, whether it was looking for a new jobor new information. So if you’re looking for new in-formation, having a lot of weak-tie—the kinds of tieswe have through social media—is really helpful. Butif you’re trying to produce and synthesize new workor new products, you actually need intimate, strong-tie connections.The best teams are small groups of people who haveclose ties with each other, and each of those peopleindividually have large weak tie networks. They keepin touch with widely disparate ideas and differentways of thinking. They’re exposed to new ideas andinformation constantly, which they then bring to thetable to share with their small, strong-tie colleagues.It makes each of them a better collaborator to havea large weak-tie network. Twitter is a good exampleof a technology that helps people maintain and usea large weak-tie network. Later, when you need towork more closely together, you meet in person, usethe telephone or a videoconference for higher band-width to develop a strong-tie with the person you’recollaborating with.The trick is to pick the right spaces for the right kindsof work. Say we’re going to design a new product.If we’re on the team, we have to have really strongties and connections together. Most effective teamsare small groups of strong-tie folks who themselveshave very large weak-tie networks—people who knowtheir team members well, and have a lot of sources ofinformation, insight and inspiration.Some companies recently decided to bring home-based employees back into the office. What doesthis mean for distributed work?Companies are realizing that people need time towork face-to-face, that they can’t work apart all thetime. Many companies are realizing this and to someextent they are re-urbanizing, recognizing the hugevalue of face-to-face communication, that peopleneed to work together. Our cognitive processes aredesigned for human interaction.°How can you build that kind of collaboration whenthe organization isnt facing a catastrophe?The ability to withstand disruption is mostly a by-product of decisions made when things are calm. Wesee resilience emerging from four basic capacities.The first is the ability to build regenerative capacitywhen things are going well. This is measured bythe health of an organization’s culture, its levels ofappropriate risk tolerance, the strength of its internaland external social networks, the physical and mentalhealth of its people, its embrace of diversity, its adapt-ability and its level of trust. This self-renewing capacityis the single most important aspect of resilience, andit’s proactive, not reactive.The second aspect of resilience is the ability tolisten for change, to sense impending disruptions.This means listening for weak signals, things that areon the edge today but might be major disruptors soon.It also means interpreting those signals, rehearsingfor various forms of change and embracing scenario-based thinking.The third aspect is the ways we respond to disruption,unlocking the kind of adhocratic, improvisationalresponse we discussed.Finally, consider learning and transformation, takingthe lessons of response and reshaping the kinds ofcapacity-building we’re doing, and the ways we’relistening for future changes. Resilience isn’t foundin doing one of these things well—it’s found in doingall of them well.Can a company’s physical space influence resilience?Absolutely. There’s tremendous power in the physicalenvironment to help build trust, cooperation andresilient behavior. Humans are social, and the naturalenvironment is our preferred environment. We alsolike to be near places where we’re by ourselves in thecontext of other people. When people are in theseenvironments, their cortisol levels drop and their pro-social and trust behaviors increase.Yet so many offices put people in the interior of thebuilding, away from the natural environment anddaylight. Soul-crushing cubicleville. They take awayevery aspect of a human’s preferred environment.However, there’s an enormous performance andresilience benefit that comes from working in anenvironment that’s physically designed to mimic theenvironments to which we have innate, low stressreactions.To build trust and cooperation, change the placeswhere you want people to engage in trusting behaviors.Put them in environments that naturally unlock thosebehaviors, places where they’re less stressed, lessfearful and more at ease.| Issue 66 | 360.steelcase.com10 | Issue 66 | 11
  • 7. | Issue 66 | 360.steelcase.com12 | Issue 66 | 13ResilientRealEstate:Space asan adaptivesystemBy Chris CongdonandGale MoutreyAmongst the whirlwind of volatility that seems tospin from one crisis to the next, business leadersare looking for new skills and strategies that will helptheir organizations thrive in the new global economy.At the same time, in this era of unprecedentedcomplexity, the study of resilience has emerged inwhich scientists, economists, government leadersand psychologists are working to understand howsystems, organizations and people can adapt tostay fit within an environment of constant change.In his new book, “Resilience, Why Things BounceBack,” author Andrew Zolli draws from ecology andsociology to consider resilience “as the capacityof a system, enterprise, or a person to maintain itscore purpose and integrity in the face of dramaticallychanged circumstances.” Zolli suggests that “If wecannot control the volatile tides of change, we canlearn to build better boats.”The notion of resilience is generally talked about interms of economies, markets, ecosystems or people,but rarely in conjunction with organizational realestate. Leading real estate professionals considerhow to create greater flexibility in their portfolios,but many overlook how they might better leveragethese assets by developing strategies designedfor resilience. At Steelcase we asked ourselveshow the concept of resilience could be applied tothe creation of the places where people within anorganization come together. Could we construct astrategy designed to leverage today’s complexitiesand embrace the speed in which circumstanceschange? Could real estate become an adaptivesystem to better support an organization’s strategy,brand and culture by shifting fluidly while remainingeconomically viable? Could we develop that “betterboat” through real estate? In each case, we believethe answer is yes.
  • 8. a sustainable approachResearchers define resilience as the ability to adaptto changed circumstances while continuing tomaintain core purpose and integrity. Exploring andapplying some of the principles of resilience providesa framework for real estate strategies to achieve thisadaptive capacity.When a real estate strategy embraces these ideas,it can create a more sustainable approach that isnot only capable of withstanding volatile economicconditions, but also help builds trust and cooperation—what Zolli terms “people’s ability to collaboratewhen it counts.” It creates real estate that can helpaugment the interactions of people at work and buildresilient workplace communities through strong socialnetworks based on trust, that can flourish even in themost challenging situations.To date, in an effort to respond to rapidly changingconditions, organizations have implementedalternative work strategies (AWS) such as teleworking,hotelling and mobile working. These have beenimplemented as a way to limit real estate costswhile supporting organizational objectives, such aswork-life balance for employees or reducing carbonfootprints. The idea behind AWS was pioneered byIBM in 1989, but it’s only in the last five years that mostcompanies—80% according to one recent study—took hold of it as a means of reducing real estate costsand supporting a more mobile workforce.Overall, AWS reduced the size of real estate portfoliosabout 6-10%, according to CoreNet Global. While abroad implementation of alternative work strategiesmight have reduced portfolios further, currentlyonly about one-fifth of employees are engaged inalternative work programs. And some companies thathave implemented AWS as a space-cutting strategyoften leave real estate idling: 11% of workers whouse alternative workspaces still have an assignedworkspace.AWS has resulted in modest reductions in real estateportfolios, but there is a steady shift happening.Ten years ago the average allocation of space peremployee in the U.S. was 250 square feet; today it’s185-195 and projected to shrink to just over 150 in fiveyears. Europe posts similar numbers, according toglobal real estate firm Cushman Wakefield: officesin Italy average 215 square feet, in France 180; Spain,162; the United Kingdom, 170; Germany, 320; andAustria, 130.While the cost-reduction trend is encouraging, thereis a growing awareness that AWS can be effectiveonly if it’s part of a broader approach that considerseffectiveness as well as efficiency. This begins withunderstanding that work is inherently a social endeavorand that in order to be successful people need otherpeople, they need access to technology and theyneed places that bring these elements together. Asone of our research colleagues put it, “The workplaceis the original social network.” Thus space is beingrecognized by executives as a key element of orga-nizational success.Places where people want to workIn the past, people had to go to the office to go to work.If they weren’t in the building they couldn’t connectwith co-workers, the company’s IT system, or printedfiles; if they weren’t in the building, they weren’tworking. Then technology cut the tethers to specificlocations for work, the global economy becameeveryone’s marketplace and cutting expensesbecame paramount.Technology tantalized us with the idea that we couldsave money by rethinking our approach to work andtraditional concepts about the workplace. Did weneed buildings at all? Could workers simply workfrom home and communicate virtually? Could thecompany substantially reduce its real estate and itsinherent costs by implementing alternative work-place strategies? Companies that focused primarilyon cost-cutting and finding ways to put more peo-ple into smaller spaces learned some tough lessons,says Peter Shannon, managing director of JonesLang LaSalle, a worldwide real estate services firm.“Companies lost some things in the process. Teamscould not truly collaborate. Employees felt disjointed.Leaders saw a decline in creativity and productivity.”Today some companies have started mandating thatpeople come back to the office as a way to drive col-laboration and rebuild a sense of connectedness tothe organization.Despite plenty of pros and cons cited for co-locationversus distributed work, real estate professionalsagree that the discussion has elevated the awarenessof how much the physical environment drivesorganizational performance and business results.Leading organizations know this means more thanjust bringing people together in buildings that beartheir name. It means going beyond the aesthetics ofthe environment to creating places that actually helppeople engage more fully in their work, help buildtrust with distributed co-workers and allow peopleto innovate faster. “Companies have learned andnow they’re asking how to create work environmentswhere people really want to come to work,” saysShannon.The tensions of todayKnowing how to create places that amplify theperformance of people and the organizations theywork for means understanding and designing for thetensions that exist today: The more mobile our devices allow us to be, the more we need fixed places to come together to connect and collaborate The smaller our technologies, the more we need scale to share and communicate effectively with others The more data we generate, the more we need places to help us make sense of it The more collaborative we became, the more we need time alone The more distributed we become, the more we need to be together The more virtual we need to be, the more physical we want to beThis is the role that place can and should play. Inan increasingly interconnected and interdependenteconomy, the places where organizations cometogether matter more than ever.The opportunity is to not just build smaller offices, butto create destinations that attract people becauseit is where they can do their best work. Places thatprovide meaningful experiences for the people whouse them, today and tomorrow. Workplaces whereresilient organizations can grow and thrive.Ten years ago the average allocation of spaceper employee in the United States was 250 sq. ft.Five years from now its projected to shrink to150 and other countries are moving in the samedirection.Global organizations have an opportunity tonot only shrink their real estate footprint but alsoamplify the performance of their people.Resiliency is not just about making thingssmaller, but also better.USAustriaFranceGermanyItalySpainUKA Global OpportunitySpace Per Employee 2013| Issue 66 | 360.steelcase.com14 | Issue 66 | 15
  • 9. | Issue 66 | 360.steelcase.com16 | Issue 66 | 17Resilient places are designed for maximum per-formance. Every square foot contributes to theeffectiveness of the people working there. Thisunderstanding caused us to question convention-al thinking about real estate and why the focusis primarily on the horizontal plane and rarely onthe vertical.Through further research and development, we haveexplored how vertical real estate can expand the roleof walls beyond boundary and division to becomevehicles for communication, collaboration andconcentration—the elements essential for augmentinghuman interaction. We believe the vertical plane is afoundational element in creating an interconnectedworkplace and can be the underpinning of resilientreal estate when it’s designed for intelligence as muchas for function.#2 ModularityThere are certain structural features of resilientsystems that allow them to ensure continuity bydynamically reorganizing when circumstancesrequire it. “While these systems may appear outwardlycomplex, they often have simpler internal modularstructure with components that plug into one another,much like Lego blocks,” writes Zolli. “This modularityallows a system to be reconfigured on the fly whendisruption strikes, prevents failures in one part of thesystem from cascading through the large whole, andensures that the system can scale up or scale downwhen the time is right.”A resilient real estate strategy mimics this principlewhen it has been intentionally designed to create abalance of spaces equipped for individual work andgroup work, some which are owned by individualsand teams and some which are shared. The abilityfor users to self-select places where they can bemost effective allows the overall space to addressthe shifting needs of the organization.In terms of the physical properties of resilient spaces,modularity integrates interior architecture, furnitureand technology to allow for easy configuration andadaptation as required to support the types of spacesorganizations need at any stage, especially duringtimes of rapid change and disruption.As the needs of users shift and external factorsimpact business conditions, these spaces remain vitalbecause they are capable of morphing and evolvingas required, without increasing the overall footprintand operational costs.The Elementsof a Resilient RealEstate StrategyClusteringDesign the physical environment to help bring adiverse range of people, resources, tools and ideasinto close proximity with each other, while achievingthe right level of density—not too sparsely populatedor overcrowded.Clustering promotes the cross-pollination of people,ideas and experiences through places that bringthem together. These places are designed toaugment people’s interactions, whether workingside-by-side or across continents.ModularityCreate places with a modular structure, using inte-grated interior architecture, furniture and technologycomponents that can be easily reconfigured andenhanced when business needs change, especiallyduring times of rapid growth or disruption.Modularity requires an intentional design thatbalances spaces equipped for individual work andgroup work, some which are owned by individualsand teams and some which are shared. The abilityfor users to self-select places where they can bemost effective allows the overall space to addressthe shifting needs of the organization.Feedback LoopsA feedback loop for the physical environment allowsorganizations to learn what is working or not, tomodify the workplace and continue to iterate andevolve. This means developing a diverse system ofquantitative and qualitative data that can alert theorganization to the need for gradual or rapid change.By also employing the concepts of clustering andmodularity, the feedback loop allows an organizationto rapidly and dynamically reconfigure its spacesand avoid business disruption.Through our ongoing design research about thebehavior of people at work, we know that choiceand control over where and how people work isfundamental to satisfaction and engagement. Placesthat support the various modes of work in ways thatconsider physical, social and cognitive wellbeing helppeople be most effective at what they do.Based on this understanding,we developed a conceptthat we deploy in our own spaces as well as with ourcustomers: the interconnected workplace. It promoteschoice and control over the places people work withinan overall ecosystem of spaces with three key features: Palette of Place: a range of owned and sharedspaces designed for both individual work andteam work Palette of Posture: spaces designed to sup-port movement Palette of Presence: spaces that support mixedpresence experiences, both physical and virtual,and analog and digital information-sharingThis concept leads to workplaces that allow peopleto choose where and how they want to work, or aswe call it, “best place”: the ideal place, anywhere oncampus, based on the type of work that needs to bedone and the environment required to be successful.The result is a global ecosystem of spaces designedto augment the interactions of people, while reducingthe company’s overall real estate footprint and costs.This approach allows an organization to do more withless and challenges the company to leverage today’scomplexities to rethink rather than merely shrink realestate. The return it yields can impact the bottom linein ways that transcend cost-cutting since resilientreal estate invests in the key asset of any organiza-tion: its people.constructing a resilient realestate strategyThree principles from the study of resiliency form theframework weve developed for creating real estatethat fluidly adapts to to ever-changing circumstancesand an evolving organization, while continuing toserve the company’s mission.#1 ClusteringZolli writes that “resilience is often enhanced by theright kind of clustering—bringing resources into closeproximity with one another...a special kind of clustering,one whose hallmark is density and diversity—of talent,resources, tools, models and ideas.”A resilient real estate strategy is one that embracesthis principle as a foundational element and promotesthe cross-pollination of people, ideas and experiencesthrough places that bring them together. These placesare designed to augment their interactions, whetherworking alone or in teams, side-by-side or acrossthe globe.Such places enhance both the quality and quantity ofhuman interaction when they are equipped with thetools and experiences that matter most—quick andeasy access to colleagues, the tools people need todo their jobs and the technologies that amplify theirperformance.
  • 10. #3 Feedback Loops“From economies to ecosystems, virtually all resilientsystems employ tight feedback mechanismsto determine when an abrupt change or criticalthreshold is nearing,” Zolli writes. “We are soaking ina world of sensors and the feedback data that thesesensors produce are a powerful tool for managingsystems performance and amplifying their resilience–particularly when those data are correlated with datafrom other such systems.”Real estate executives and the teams they work withneed to apply this same thinking to make sure theyemploy feedback mechanisms that offer regular,ongoing feedback that can signal when change isrequired or critical issues need to be addressed.“The business cycle is so dynamic and elastic. Theenvironment changes and you can’t always predictwhere the business needs to go, so you have toincrease your capability to respond. Flexibility isso much more important in real estate now,” saysShannon of JLL.While collecting and analyzing feedback that informsglobal real estate strategies can seem daunting,there are a number of ways to capture the data. Thespaces themselves should provide organizationswith feedback that can help inform their real estatestrategies. Advanced scheduling systems integratedinto individual and group spaces can track spaceutilization with real-time analytics that measure andreport reservation patterns, lighting, temperature, etc.The PricewaterhouseCoopers real estate groupclosely monitors workplace performance data foreach of its member-owned firms by tracking whenstaff members access PwC’s network, check-in tothe hotelling system from digital devices or use anaccess card. Data is captured daily and segmentedby lines of services (tax advisory, assurance, etc.)and types of employees (partners, directors, staff).“Detail is key,” says Steve Adams, PwC’s director ofworkplace strategy in the U.S. “Who is coming in theoffice? Are people taking advantage of our mobilityprograms?”Each month, updated workplace performanceinformation is made available via an internal web-based dashboard and document repository for PwC’ssenior leaders and partners who manage marketsand facilities. It shows who’s following hotellingprotocol in their office, conference room usage, evenhow other firms are responding based on their clientlist, where they’re located and their mix of business.“If you don’t have this information to manage yourworkplace it’s like running a business without abalance sheet. It’s essential to understanding howour office environments are working,” says Adams.(For another innovative way to measure workspaceperformance, see Moneyball for Business on theopposite page).Like every balance sheet, workplace performancedata reveal only part of the story. Adams says that,like most organizations involved in the knowledgeeconomy, “our people are our product. They’re theones who serve our clients, so we want to makesure they have the best workplace experiencepossible.” This experience translates into supportfor mobile workers and a workplace that attracts andengages talent, communicates the company brand,and supports the relationship-building that sustainscollaboration, trust and company culture.Workplace surveys can be an effective way for organi-zations to monitor and measure the experiences theirpeople are having at work. Steelcase offers a widerange of workplace surveys to our clients, providingfeedback data on mobility, collaboration, worker sat-isfaction and other measures. We use these surveysto measure the effectiveness of our own global realestate portfolio.Resilient OrganizationsA company’s people and its real estate are its twogreatest expenses—and its greatest resources. Thetwo are irrevocably intertwined. Real estate can andshould do more to create value for the organization byamplifying the performance of people at work. Thereinlies its greatest value to the company.In a world that seems to leap from one crisis to the next,resilience can make the difference between successand failure for an individual, a group, a company. “Wecan design—and redesign—organizations, institutionsand systems to better absorb disruption, operateunder a wider variety of conditions and shift morefluidly from one circumstance to the next” notes Zolli.A resilient real estate strategy, based on the principlesof clustering, modularity and feedback, helps createstrong communities of people in the workplace. Itallows them to be more adaptive to change, moreable to respond quickly and decisively to a changingglobal marketplace, and collaborate and cooperatemore effectively. Steeped in trust, these people aremore agile, innovative, and ultimately more resilient.And resilient people lie at the heart of a resilientorganization.°Using big data to develop better workplacesMoneyballforBusiness“Since much of the value that a company producescomes out of the interactions that people have witheach other, it’s critical to know the kinds of spacesthat best support interactions.”Lathop’s team works with Sociometrics Solutions,a firm begun by people from MIT Media Lab, anorganization with which Steelcase has had a workingrelationship for many years. Sociometrics developedthe sensors and the software that analyzes thecollected data.Ben Waber, Sociometrics CEO, likens the work tohow baseball teams switched from using intuition andobservation in player evaluations to using detailedstatistics, a game-changing idea featured in the movie“Moneyball.” “We’re applying Moneyball to business.We’re taking what’s been a very qualitative processfor a long time and using data to inform and drivedecisions.“If you ask people, for example, who they talked toyesterday, their responses will be about 30% accurate.They’ll respond with the people they know best, orwho they like. People aren’t being dishonest, they justdont remember that kind of detail. By tracking theirinteractions, we get very fine-grain, accurate data.”Individuals are not identified; people are linked toteams and only aggregate data is analyzed. Individualinformation is kept confidential.“At the end of the day, this information gives us theability to fine-tune our designs and applications likenever before,” says Lathrop.185-195 square feet. That’s the typical amount ofspace allocated for a knowledge worker in the Five years from now it will be 150 square feet,according to CoreNet. At Steelcase’s global head-quarters, the current average is 155.“While this is almost 30 square feet less than it wastwo years ago, the more important question is,how well do these spaces support communicationand collaboration? How well will they adapt to newtechnology, new work processes? How resilient willthey be over time? These are difficult questions forany company to answer,” says Dave Lathrop, directorof WorkSpace Futures and strategy at Steelcase.But the company is using new research methods togauge workplace performance, and the results we’reseeing are more accurate, detailed and nuanced thanever,” says Lathrop.For example, the research reveals that conversations inthe morning are more process-related conversations,with more informal interaction happening in the laterafternoon, even though both take place in the samelocation. Lathrop believe “people hit the groundrunning and are task-focused in the morning. Asprojects peak and wind up, there’s more back-and-forth discussion, more sharing of what happened anddiscussion of results.”In the new workplace people are communicatingmore, both face-to-face and via email, video and text,with colleagues located farther away on the floor. “Webelieve that since these people have worked togetherfor some years, they know others nearby but needto connect with people located further away,” saysLathrop.To provide such detailed data, employees wearsensors (about the size of a company ID badge) thatrecord detailed information about their movementsand conversations over a period of weeks: bodymovements, the energy level of conversations, wherethey’re located in the work environment, what spacesthey use and the interactions they have. By analyzingthis data, we can track how information flows aroundthe company, the diversity of connections, whatworkspaces are being used the most, how connectedor disconnected people are, how they relate to otherson their team and similar information,” says Lathrop.| Issue 66 | 360.steelcase.com18 | Issue 66 | 19
  • 11. Hospitalityenhanced business environment on the fourth floorof Chicago’s historic Inland Steel Building can’t helpbut transform their view of the traditional office. Thispioneering venture of Steelcase alters that perspectivewith an inviting, diverse work space that will helpcompanies re-think their real estate footprint, appealto an increasingly mobile work force, and provideproject teams with inspiring space to collaborate.Visitors to the Workspring
  • 12. | Issue 66 | 360.steelcase.com22 | Issue 66 | 23The fully hosted, 10,000-square-foot Workspring at30 W. Monroe St. in the heart of Chicago’s CentralLoop—a destination now considered the flagship ofthe Workspring brand—offers a palette of technology-infused studios and task-oriented spaces gearedtoward stimulating an optimum work experience forgroups and individuals on an as-needed basis.John Malnor, vice president of growth initiatives forSteelcase, calls it “charismatic” space.In much the same way that an upper-echelon fitnessclub offers members the latest equipment, comfortsand personal services as needed, Workspring em-braces the philosophy of “collaborative consumption,”a business model gaining momentum based on theconcept of sharing rather than owning resources.It’s an attractive option for companies that don’t havethe real estate—or the financial resources for expansion—to host group and team meetings, as well as foroff-site staff, satellite employees and independentprofessionals seeking premium office space in whichto work and meet clients.And it offers businesses refreshing and invigoratingspace away from the everyday office to tackle criticalprojects within a tailored setting that places a highpriority on gracious hosting, equipped with thelatest tools and ergonomic seating. Workspring’s“work hospitality” aspires to fulfill every need—fromwhiteboards, paper and supplies to nutritional foodand snacks—thus nurturing quality results.“When you walk in, people know your name, you feellike you’re important, you feel cared for and, hopefully,when you leave, you’re healthier than when you camein,” Malnor says. “We want to make everything evokecuriosity and interest. We want it to be so good, it’slike the caffeine in Starbucks. You feel a craving for it.”“Workspring embraces the philosophy ofcollaborative consumption, a businessmodel gaining momentum based on theconcept of sharing rather than owningresources.”The seeds of Workspring date back to 2006, whenSteelcase researchers documented two significantworkplace trends: fast-emerging technologies withbandwidth expansion that allow people “to work fromeverywhere” using mobile devices and increasinglycomplex business problems that require multipleperspectives and group collaboration.Greiner recognized that changes in businesseconomics and a tougher competitive environmentalso required the company to find ways to “generatemore value in the eyes of our customers.”Inspired in part by books such as “The ExperienceEconomy” by B. Joseph Pine II and James H. Gilmore,which emphasizes the importance of client experi-ences in stimulating economic growth, Greiner ledresearchers to “create an experience of work thatwould be more highly valued” by Steelcase customers.“The future is not just about the stuff we make. It’sabout the experience we create.”The team spent two years researching and developingwhat would become Workspring. The first site—the5,000-square-foot 12 East Ohio building in Chicago’sRiver North Neighborhood—opened in the fall of2008, focused primarily on the team collaborationand group meetings market.The much larger 30 W. Monroe location opened inJanuary 2013 with a broader array of work spaceoptions that Malnor says leverage “all the tools thatSteelcase has developed over the years.”WorkSpring’s “work hospitality” aspiresto fulfill every need—from whiteboards, paperand supplies to nutritional food andsnacks—thus nurturing quality results.Ultimately, that means heightening the work expe-rience: Workspring echoes the service of a five-starhotel for corporate coworking members and thoseusing suites for group sessions. It offers everythingfrom secure wireless Internet access, personallockers and favorite beverages to high-definitionvideoconferencing.“How can we be there to help you when you need us,but never bother you when you don’t?” Malnor says ofthe concierge-style service. “We want to help peopledo their best work.”“Customers are not focusing on the individual furniture.They see that as part of what created the compel-ling experience. Where we lead in the marketplaceis our knowledge of work. We know how to create agreat experience,” says mark Greiner, chief experi-ence officer for Steelcase.Steelcase has partnered with Marriott Hotels to developa Workspring within the Redmond Marriott TownCenter outside Seattle, Washington, a 6,000-square-foot facility designed for business travelers andthose seeking collaborative environments for smallmeetings.Frank Graziano, principal Steelcase researcher inBusiness Concept Development for WorkSpaceFutures, sees unlimited potential in hotel partner-ships. “We helped paint an opportunity landscapefor them,” he says. “Could they be the new workplace10 or 15 years from now? This is the first step in uscollectively trying to serve that market. It will take alittle while for that to develop.”
  • 13. | Issue 66 | 360.steelcase.com24 | Issue 66 | 25It targets four distinct markets: corporate cowork-ing for individuals, group and collaborative meetings,extended projects and social events, all of whichbenefit from natural light amid a “free-flowing, feel-good organic space,” says Danielle Galmore, directorof New Business Development for Steelcase andmanaging director of Workspring. The site boasts a“forum” for coworking, a “library” for quiet personaltasks and “heads-down contemplative” work, focusbooths, seven styles of collaborative studios withseating at different postures, exchange spacesbetween studios for breakout sessions and privateareas for phone conversations.With the world rapidly “untethering people from theoffice,” Greiner says Workspring offers a dynamicnew alternative. “It’s all about groups working in avery mobile society.”And that work is happening in an economic climatethat has more companies eyeing collaborativeconsumption when it comes to real estate, a high-capital fixed asset. As Greiner puts it: “It’s allowingcompanies to say, ‘Why do I need to buy somethingwhen I can share it when I need it?’”Malnor says the prime Chicago location of the 30 W.Monroe Workspring—chosen for its vibrancy, historicstatus, structural beauty and access to transpor-tation, restaurants and other services—makes ithighly attractive.“In this place, for less money than you would rent thesmallest office possible in Chicago, you can sit inthe corner window office, you can go into a privateoffice, you can have a meeting with a team, you canhost 40 people for a day. You can sit quietly or youcan sit with a group,” he says. “You can choose yourlevel of engagement and you can choose the typeof work space you want. Very few small companiesor large companies offer you that kind of solution.”Sprawling conference rooms maintained by manycompanies, for instance, sit idle much of the time.Workspring allows employers to get access to “thebest technology, the best space, the best furnitureand the best location,” but only when necessary, saysGreiner, noting Workspring also has appeal as a greeninitiative. “It says the money they do spend for space-related expenses is optimized: I’m spending it whenI need it, where I need it.”And for off-site employees and independent pro-fessionals, Workspring offers high-performance,connected space away from the home or hotel room.At 30 W. Monroe, Workspring’s service menu forindividuals offers a monthly membership for unlimiteddailyaccess,alimitedplanforuptofivefulldaysamonth,or a day pass. Studios with flexible configurationscan be rented for group sessions for half-days or fulldays; groups can arrange exclusive use of secure,lockable project suites for long-term tasks lastingweeks or months. Workspring also hosts corporatesocial events, presentations and educational pro-grams, with arrangements for special catering asneeded.For off-site employees and independentprofessionals, Workspring offershigh-performance, connected spaceaway from the home or hotel room.Workspring provides access to the besttechnology, such as media:scape—integratedtechnologies designed to help peopleconnect and collaborate more effectively.The Workspring experience starts from the momentone arrives. Trained staff members greet visitors, whocan review the day’s latest news on a Workspring-provided iPad as they stroll in and enjoy a cup ofcoffee or a nutritional breakfast.“You notice when you walk in, you walk into the kitchen,”Malnor says. “Where does everybody gather whenthey come to your home? Everybody gathers in thekitchen. There’s a human thing about sharing breadtogether. It’s just a core human, social thing.“Someone looks up and smiles and says welcome.We’ll know if you have a peanut allergy or if you likecream with your coffee or you prefer a latte versusa cappuccino. We’ll know which window seat youlike. We’ll know more about you than probably mostof your co-workers ever knew because we’re look-ing at everything you do and thinking of how we canmake your day better.”That means offering healthy, light food, locker spacefor boots, backpacks and jackets, supplies as diverseas recyclable markers, disinfectant wipes, lint rollersand power cords. Security is paramount with card-key access and individual security cameras. Specialprecautions are taken for corporate clients seekingprivacy for meetings about product launches andconfidential matters.Workspring is mostly about ensuring workers’ well-being, a pillar of the brand. Consequently, Workspringpays attention to detail with subtle environmentaltouches. Designers of the window-rich spaceensured users would “always have a nice sightline ora nice view in the space,” Malnor says. “As you walkaround this space, you’ll notice that everywhere youlook, you’ll get an outside view where you get naturallight. And almost everywhere has something that’salive and green and beautiful. These are little touchesthat bring a kind of humanity to the space.”Graziano of WorkSpace Futures says the researchteam “worked hard to develop a very experientialoffering” for Workspring that focused on gracioushosting to serve clients with “a degree of presence,subtlety, humility and kindness without interfering withtheir work.” The inviting atmosphere ranges from apale blue “Workspring color” on some walls to induce“a nice respite for the mind” to felt-covered hangersthat don’t rattle in lockers. Graziano calls them “littlemicromoments” that add up: “It’s the set of elementsthat create an experience, a set of intangibles, thatcollectively are integrated into a very nice feeling forthose who come to visit.”“With the world rapidly untetheringpeople from the office, Workspringoffers a dynamic new alternative.It’s all about groups working in avery mobile society.”
  • 14. | Issue 66 | 360.steelcase.com26 | Issue 66 | 27The proof is in clients’ reactions: surveys show customersatisfaction with Workspring is extraordinarily high,scoring an average of 5 out of 5 in recommendingWorkspring to others. “They come back because ofthat high hospitality,” says Galmore, who analyzedand helped develop Workspring’s brand and servicemodel. “As the world has gotten more do-it-yourself,people appreciate it when they’ve got a group thatwill do it for you. They gravitate toward the fact thatwe have this highly-hosted experience.”Workspring also gives cost-conscious clients accessto cutting-edge technological resources and toolssuch as media:scape, and high-definition video-conferenceing.With its holistic approach and contemporary design,the Workspring experience caters to a broad rangeof players in the marketplace. It lets small startupcompanies “elevate their game in terms of the spacethey have,” giving them an elegant environment to“make the pitch for their million-dollar proposal andthe client never sees the garage they’re workingout of,” Malnor says. It also fills a niche need when“the coffee shop is too loud and too public, and theoffice is too non-social, non-exciting, non-exhilarating.This is a middle ground. It’s more private and moreexciting than an office.”In the end, Greiner says, the appeal of Workspringis in the experience, one that clients find exhilaratingin a work environment that transcends the typical.“Customers are saying, ‘Don’t just give me the ingre-dients for a great cake or even the recipe.’ More andmore of them are saying,‘Why don’t you just bake thecake for me?’ That’s what Workspring is: the cake.”Malnor sees it as the next chapter in the company’shistory of enhancing and advancing the way we work.“We’re building on the shoulders of 100 years of workthat Steelcase has done,” he says. “It’s a logicalextension of the Steelcase vision.”°“In this place, for less moneythan you would rent the smallestoffice possible in Chicago, youcan sit in the corner windowoffice, you can go into a privateoffice, you can have a meetingwith a team, you can host 40people for a day.”Workspring is an attractive option for companiesthat don’t have the real estate—or the financialresources for expansion—to host group and teammeetings, as well as for off-site staff, satelliteemployees and independent professionals seekingpremium office space in which to work andmeet clients.Workspring transforms the traditionalview of the office by providing adiverse range of work settings that helpcompanies rethink their real estatefootprint and appeal to an increasinglymobile work force.That sort of experience piqued the interest of leadinginnovation and design consulting firm IDEO of PaloAlto, Calif., which has historic ties to Steelcase. Thecompany, instrumental in developing milestones suchas Apple’s first mouse and the Steelcase Leap chair,is partnering with Steelcase on a Workspring®pilotin a building on its California campus.Envisioned as a custom-suited facility that will “fitthe character” of Palo Alto, Malnor calls it an “in-market prototype” that will serve IDEO and its clients,along with other customers. “It’s going to be a veryinteresting space, informal and creative, a CaliforniaWorkspring,” Malnor offers.The Chicago and California sites spotlight anotherdire need satisfied by Workspring-enabled buildings:“Developers everywhere are struggling to fill theirbuildings,” Greiner says. “It’s another big opportunityto put in something like a Workspring as a benefit ofthe space.”Tenants of Chicago’s Inland Steel Building, for example,not only benefit from the convenience and proximity ofWorkspring, but from special pricing for membershipand use of the studios. It’s an enhancement of buildingspace that can induce tenants to stay longer andeven pay more for their leases.“I think we have a strong appetite to see how far thiscould go. I’d like to see a global footprint,” says Galmore,who sees potential for extending and evolvingthe Workspring service model across platforms,through franchises, affiliates and partnerships withbuilding owners and other businesses. “All the parts andpieces have come together in this really great puzzle.”
  • 15. | Issue 66 | 360.steelcase.com28 | Issue 66 | 29What Workers WantTrends 360Basics ACCESSGet the Basics Rightnatural lightgreat viewsair qualityaccess to casual spaceslevel of lightingsustainability practicesright furniture and toolsadjustability of furnitureappropriate temperatureQuick and Easy Access torelevant informationright technologypeople who help me do my jobunplanned or impromptu meetingsscheduled/formal meetingsprivate, quiet placesability to display worksupport sharing andexchanging ideasdisplay work in progressinformal conversations3xEmployees who feel their workplace“basics” are done right and haveaccess to people and technology are3x more likely to feel their workplacehelps them to be engaged.My workplacehelps me engage tomake effective + informed decisionscreate new ideaslearn from my peers and leaderscommunicate with othersENGAGEMENTThe ONLY majordifference in work stylesacross age is thatGenY is twiceas likely to useheadphonesto achieve privacyor concentration.46%collaborators54%individualworkers80%of their time isspent withindividual workof their overalltime is spentcollaboratingwith one otherperson23%of their overalltime is spentcollaboratingwith threeto six people24%61%of their overalltime is spentcollaborating29,000respondantsAccess totechnology12%PhysicalDiscomfort13%Finding a placeto meet11%Distraction in ornear the work area25%Looking for orputting away files14%Finding the peopleto meet with12%Travel to andfrom buildings13%Time an averageemployeeloses every day86min91min92min98minIf not satisfied withphysical environmentIf not satisfied withaccess to tools andspacesIf not satisfied withability to engageSteelcase recently completed a study based onsurveys over a four-year period measuring employeesatisfaction, mobility and collaboration. Thesesurveys asked nearly 30,000 participants to measure30 workplace attributes. Their collective responsesprovide a telling snapshot of what workers want, needand expect from the workplace.30workplaceattributes30thousandparticipants08-12surveydurationWork is more mobile and global than ever before,and happens around the clock. While some organi-zations have wondered if they even need a physicalworkplace anymore, forward-thinking companieshave found that people need places that bring themtogether with other people and with their information.A recent synthesis of Steelcase Workplace Surveys,conducted with over 265 organizations, found keyinsights about what workers want from their offices.People want to do their best work, so how can weleverage the workplace to inspire and engageemployees?29%25%generativeactivitesinformal unstructuredcollaboration46%formalstructuredmeetings20%33%12%21%14%Workforcepopulationbreakdown bygenerationHow timeis spentcollaboratingPeople of diverse ages may have more similar workstylesthan you think. What’s important to employees iscross-generational. There are few differences in wherework occurs, or how time is lost or spent at work.Age doesnotmatterCollaboration +individual workEmployees who are dissatisfied with key workplace factorslose more time per day than the average.lost timeBoth individual and collaborative work need to be properlysupported in the workplace. Different types of collaborationrequire different enviornments and tools.Gen XGen YOver 65Under 20Boomers
  • 16. | Issue 66 | 360.steelcase.com30 | Issue 66 | 31Innovate or die. In 1997 American business writerTom Peters coined this famous phrase. It was truethen and rings even more true now. For CEOs world-wide it’s obvious: Innovation is critically important toan organization’s success, and it is imperative that itremains a key corporate strategy.To move beyond survival and actually thrive, lead-ing organizations know that innovation is the way tosupercharge an organization and shift it to growth.In fact, 33% of global business leaders rank “theinnovation of new products and services” as theircompanies’ top focus in the next three years, accord-ing to a recent study by McKinsey. But the realitythese organizations confront, notes McKinsey, isthat innovation faces ongoing challenges, such asincreasing global competition, short-term priorities,and the need to integrate it into key organizationalobjectives. As a result it remains elusive, and leadingorganizations are looking to uncover every possibleway to boost their I.Q.—i.e., their innovation quotient.IBM’s recent Global CEO Study found that 69%of leaders believe they need to look outside theirown organizations to prime the innovation pump.“Companies in all sorts of industries and markets arestruggling to understand innovation, and looking forways to drive more disruptive thinking,” says SaraArmbruster, vice president, Steelcase WorkSpaceFutures and corporate strategy. “External partnerscan be a catalyst for new ideas, but organizationsalso need to build an internal culture of innovation.”AmplifyYourInnovationQuotient:The New i.q.
  • 17. | Issue 66 | 360.steelcase.com32As organizations seek to amp up their innovationquotient their biggest challenge is more likely infor-mation overload rather than a dearth of data on theprocess itself. There are over 55,000 books on thesubject listed on Amazon, written by innovation gurussuch as Clayton Christensen, Chip Heath, Tom Kelley,Larry Keeley and Roger Martin. Articles, speakers,consultants and workshops abound. Little wonderleaders feel daunted by the prospect of develop-ing the right strategy to increase theirinnovation.Despite the plethora of information aboutthe how, what and why of innovation,one topic that gets far less attention iswhere.“Many organizations overlook theconnection between the physicalenvironment and innovation,” notesArmbruster. “But space matters. It shapes thebehavior of people, and creates the ‘stage’ on whichinnovation can be propelled.”“Innovation is a physical activity,” notes James Ludwig,Steelcase vice president of global design. “It’s de-pendent on human interaction, exploration andexperimentation. That means the places that bringpeople together, physically and virtually, are criticalto innovation outcomes.”As a result of the synthesis of over 15 years of multi-disciplinary global studies, Steelcase has found thatthe physical environment has the power to augment–or undermine—the human interactions essential forsuccess.Sir Ken Robinson, an internationally recognizedleader in the development of creativity, innovation andhuman resources in education and business, agrees.He asserts that culture is a driving force of innova-tion and everyone in the organization needs to beinvolved. “If you want a culture of innovation, there arecertain conditions for it,” Robinson says. “The cultureof an organization is about habits and habitats—creating a habitat where people feel their ideas arewelcomed, empowered and rewarded, and creatinga physical environment that develops new ideas.”Steelcase researchers, designers and marketingprofessionals explored these habits and habitats ina series of in-depth explorations. They also collab-orated with leading think tanks to study innovationas the driving force of the 21st century from multipleperspectives. Partnering with the Berlage Institutein Rotterdam, they explored how physical environ-ments can augment creative thinking. The companyalso conducted primary research in its corporatedevelopment center by staging a range of behav-ioral prototypes in which real working spaces werebuilt out and employee behaviors were observed andevaluated using a variety of ethnographic techniques.Additionally, the team benchmarked six powerhouseorganizations—Apple, Nike, IDEO, Stanford d. school,Nokia and Gravity Tank—top brands known aroundthe world as leading innovators.The Steelcase team studied a variety of innovationmodels, from internally focused to external partner-ships. Throughout these diverse explorations theyobserved that most organizations approached inno-vation spaces with the bias that teams need to workin the same physical space. “That was a key takeawayfrom our studies—other organizations had defaultedto the position that innovation can happen in onlyone place, with co-located teams,” notes SteelcaseDirector of Design Cherie Johnson. “But our experi-ence at Steelcase has been quite different: We feelthat in a global economy, ideas get even better whenwe have a team that is not only diverse professionallyor ethnically, but also geographically. People whocome to the innovation process immersed in thesights and sounds of other cultures bring a deeperlayer of insight to the problem at hand.”The team went on to challenge the conventional beliefthat innovation happens almost exclusively amongteams working in the same location. Instead, theyembraced a belief that the physical environment canbe designed to bring global teams together, and withgreater results. “We think of our global teams asnodes on an innovation network,” observes SteelcaseVice President of Marketing Allan Smith. “The phys-ical environment can be designed to enhance thecapabilities of each node, regardless of location.”Ultimately, an intentionally designed workplace canamplify the performance of individuals, teams and theglobal enterprise, and lead to sustained innovation.“Space matters. Itshapes the behaviorof people andcreates the ‘stage’ onwhich innovationcan be propelled.”Sara Armbruster,Vice President,Steelcase WorkSpaceFutures andCorporate Strategy“IDEAS GET EVENBETTER WHEN WE HAVEA TEAM THAT IS NOTONLY DIVERSEPROFESSIONALLY ORETHNICALLY, BUT ALSOGEOGRAPHICALLY.”Innovation: A Physical Activity
  • 18. | Issue 66 | 35In the synthesis of its research, the Steelcase teamidentified five overarching insights about the physicalnature of innovation and the human behaviors thatfoster it:Innovation is a direct result of creative collab-oration. Creative collaboration is about forgingsomething new—an innovation—and requires ateam with a wide range of professions, diverse back-grounds and experiences whose economic functionis to create new ideas, new technologies or creativecontent. Human interaction drives creative collabo-ration, and the physical environment has the powerto augment and enhance those interactions, mak-ing them more valuable.“Creative collaboration is a high-order process thathelps foster innovation, and collaboration is aboutcreating a shared mind,” says Frank Graziano, partof the Steelcase team exploring innovation.Innovation is ultimately about learning, and it’s pre-dominately a social process. People learn by workingwith others in a variety of capacities, and co-creatingnew things together is the highest form of learningand the highest form of collaboration.Innovation requires a connection between soci-ology and technology. Technology is a powerfulconfiguring force in the ways we work because weuse it to drive information and knowledge. When itbecomes unobtrusive and intuitive for users, tech-nology allows people to share information equallyand democratically, improve transparency and morerapidly gain a shared understanding and alignment.“In the past we thought of technology as a way to freeus up for more leisure time,” notes Ludwig. “Today,instead of it freeing us from work, it’s freeing us towork. It enables people to do more, and frees usup to think big.”Innovation is a team sport that, paradoxically,requires focused individual work to fuel collec-tive creativity. With so much focus on the socialaspects of innovation, organizations sometimes for-get about the power of individual, concentrated work.In order to be a strong contributor to a team, individ-uals need the time and place to think and let ideasgerminate. Physical environments that foster inno-vation provide a balance or both WE spaces thatsupport creative collaboration as well as I spacesthat support individual, focused work.“As we began to understand the rituals of collabora-tion, we saw that contemplation and collaborationare codependent,” explains Graziano.Collaboration today is both physical and virtual.To truly take advantage of the diverse backgroundsand experiences of a distributed team interactionsshould be real-time for the team to be most engagedand productive. It’s not just about passing work backand forth between time zones to take advantage oftime differences and speed up development. Creativecollaboration requires trust, which is built by team-mates working together in real-time. The challengeis to eliminate “presence disparity”—those momentsthat occur when communication and collaborationare drastically reduced during conference calls orin poorly designed videoconference experiences.Creative, generative collaboration happens insmall groups. It often takes place in one-on-one orthree-person subsets of the larger team. Even thelarger team size should be carefully managed. Thetrick is to get the right set of skills and inclusion onthe team, without weighing it down.“It’s important to balance diversity and scale. Whilea diverse set of experiences and skills is important,teams that are too large choke on their own com-plexities,” says Graziano. “We have a general ruleof thumb for the ideal team size—6-8 people—andwe’re also big believers in the power of dyads andthree-person teams. We say, go for the most diver-sity you can get with the smallest scale.”Insights on InnovationThe desire to innovate is universal across busi-ness and industries, and, in many ways it’s becomethe critical issue of our time. One important ideaSteelcase has embraced is that innovation is a sys-tem, not a linear process. You can’t just come upwith a good idea and pass it over to another teamto keep it moving forward. Innovation is more likea complex adaptive system that’s based on rela-tionships, patterns and iteration. All of the piecesof this system interact and connect with one an-other, sometimes in unpredictable ways, and webelieve that the physical environment is one nodeon a global innovation system.A really important attribute of innovation spacesis to encourage cross-pollination, sharing of ideasand making thinking visible across different disci-plines in the system. Sometimes people get reallypassionate about an insight or project and they’reso focused on their content that it’s hard to stepback and say, “How do I share this? How do I makethis visible? How do I get other people equally pas-sionate and excited about these rich insights?”Because, no matter how important the idea mightbe, if we can’t interact within the system, commu-nicate and help other people engage around thoseinsights, then innovation can’t happen.For an innovation system to flourish, people needto live in their content and be immersed in it. So weintentionally create spaces that that make it easyfor people to swim and play in their own content,as well as content that may be evolving aroundthem. Because a system can be unpredictable,An Innovation Systemyou never know where connections may occur,or where there’s a really interesting question thatone person is working on that might spark anidea in someone from a different discipline who’sworking on a totally different issue. It may seemlike a paradox, but we want to be very intentionalabout designing spaces that create serendipity—unplanned interactions, so people will understandtheir own content but also have a larger sense ofthe whole.Many organizations struggle to figure out how tobring the right people together in their innovationprocess. Our bias is that a system is healthier whenit is diverse, and so we are committed to bringingglobal teams together in spaces that are enabledwith human-centered technologies, that minimizedistance. Gender, ethnic and professional diversityare all important. But geographic diversity allowsa team to connect with an even greater range ofexperiences and insights. That ultimately makesthe innovation system stronger and better able torespond and adapt to a changing world.Sara Armbruster.Vice President SteelcaseWorkSpace Futuresand Corporate Strategy
  • 19. After years of extensive research Steelcase em-barked on creating its own innovation center.Armbruster, along with co-sponsors Ludwig andSmith welcomed their teams to a former man-ufacturing facility, which was reimagined andredesigned to reflect the insights gleaned fromtheir research.The adaptive reuse of an underutilized manufactur-ing space is a metaphor for the changes Steelcaseand other legacy industries have faced. “In the in-dustrial revolution, one of the signs of corporatepride was the number of smokestacks rising fromits buildings. Today it’s the number of new ideas,”notes Ludwig. “It’s ironic that innovation in man-ufacturing enabled us to free up this space for adifferent kind of innovation.”The creation of a new innovation center was drivenby the organization’s need to effectively compete inan interconnected and interdepen-dent world. “Like every other matureindustry we have a business needto accelerate innovation,” explainsSmith. “We need to generate morecreative ideas faster and bring themto market quickly. We decided weneeded a physical destination thatwould foster the behaviors of an innovation cultureand engage top talent in the process.”“It was very intentional that we had just celebratedour 100 year anniversary,” explains Ludwig, “andwe asked ourselves, what will be the parametersfor innovation in the next 100 years? ”“Innovation is a core business strategy for us,”addsArmbruster. “We are asking people to embracebehaviors that lead to innovation, and that is hardwork, especially in a globally integrated enterprisewhen teams who need to work together are not all“we needed a physicaldestination thatwould foster thebehaviors of aninnovation culture.”located in the same place. Its important to balancethe social aspects of innovation with the spatialand informational. The 325,000-square-foot/30 200 meters squared space is home to 267 peopleat the company’s Global Headquarters in GrandRapids, Mich., and also serves teams who are dis-tributed around the globe. “Another key businessstrategy is to become a more globally integrat-ed enterprise which means we have to leverageour talent around the world. We need our spacesto enable distributed teams to collaborate in realtime, adds Smith.| Issue 66 | 360.steelcase.com36 | Issue 66 | 37FromSmokestacksto Ideas
  • 20. | Issue 66 | 39Creatingan innovationcenterResearch and SynthesisDesign CriteriaAn Innovation Center Typology1. Has your space been designed tohelp employees better understandthe organization’s strategy, brandand culture?2. Have you identified the key behaviorsemployees need to adopt to propelinnovation?3. Have you designated a specific areafor your innovation projects andteams?4. Have you developed a global ecosys-tem of spaces that teams can use topromote innovation?5. Do you have a feedback mechanismthat signals the need for modificationand adaptation?6. Does your space intentionally pro-mote cross-pollination of diversepeople and ideas?7. Does your space help build trustamong global teams by allowingthem to connect quickly and easily?8. Are your collaboration spacesequipped with intuitive technologythat makes it easy to display andshare information with others?9. Does your space make it easy andcomfortable for remote team mem-bers to participate fully in worksessions?10. Do your video conferencing configu-rations allow remote team membersto see content in the room and onthe walls, and to hear everyone in theroom equally?11. Are there informal areas to videochat with 1-2 team mates from otherlocations?12. Do you have the right balance ofspaces for concentration and spacesfor creative collaboration?13. Do you have a range of spacesfrom which people can chooseto work based on their preferredwork style or the tasks they need toaccomplish?14. Does your workplace offer projectrooms that teams can configurefor their own needs and own for theduration of the project?15. Are there a sufficient number of col-laboration spaces for small groupsof 2-3 people?16. Do you offer a wide range of postureoptions so employees can sit, stand,perch or walk throughout the day?17. Are you fully leveraging your verticalreal estate as a vehicle for commu-nication, both analog and digital?18. Can your vertical real estate adapt tothe cycle of your innovation projects?19. Do your collaboration spaces offera balance of acoustical privacy withvisual transparency?20. Do your collaboration spaces mini-mize presence ‘disparity’ for remoteparticipants?21. Do your informal areas allow em-ployees to toggle between work,socialization or respite?What is Your Organization’sInnovation Quotient?21 key questions you needto ask.
  • 21. Open/SecureHow could the new space support the need fortransparency while balancing the need to incubatevery fragile ideas in their infancy?Work/SocializeCould the space create an atmosphere that is bothhighly productive and active in the pursuit of inno-vation while fostering social interactions that helpdevelop trust?Content/ObjectsDoes the space help concepts and ideas becomevisible and tangible to others? How can it also sup-port three-dimensional prototypes and artifacts?My home /Our homeHow can space enable a shift from thinking about“home bases” assigned to individuals to the idea of“homes for projects”?Team work/My workWhat’s the best way to bring people together andhelp them connect, and balance that with the needsof individuals to contemplate and concentrate ontheir focused work? How can the space supportindividuals to transition easily between team andprivate zones?See me/Hear meHow can we create a positive experience for bothphysical and virtual presence in the space? Canwe allow people to see and be seen, hear and beheard regardless of where they are working? Canwe provide contextual awareness for remote par-ticipants and equal access to technology controls?Human /TechnologyHow can the environment leverage technology toaugment and enhance human interactions?Design CriteriaThe team identified a number of tensions and com-plexities the space needed to address. They askedthemselves a series of strategic questions that wouldsteer their design direction:Research and SynthesisSteelcase researchers studied the processand the role space plays in innovation that led tothe development of design criteria.An Innovation Center TypologyAs a result a new typology focusing on individualand collaborative work was developed which clearlycommunicated the expected behaviors.Technical Professional HubBenching workstations provide a shared home forengineers, many of whom are assigned to multi-ple project teams. Having a setting where it’s easyto exchange technical information and knowledgewith others in the same profession allow workersto drill deep into each other’s expertise, increasingthe likelihood that specialized insights get appliedbroadly across multiple projects in different prod-uct categories.Strategy RoomsThe design and marketing teams each have a strate-gy room that functions a lot like a clubhouse or den.It’s an intimate, shared place to meet and keep in-formation that’s particular to each discipline. Theserooms are well equipped for whiteboarding, informa-tion displays and videoconferencing.Mobile Neighborhoods EnclavesOpen-plan neighborhoods and 16 enclosed enclaves,all conveniently adjacent to project studios, provideindividual or small group spaces for workers awayfrom the activity of the project studios. Each enclaveis equipped for collaboration via videoconferencing,online chats and digital file sharing. The behavioralprototype proved that enclaves without these toolssimply don’t get used.Exploration Shop Prototype StudioBecause rapid iteration of ideas is fundamental toinnovation, product prototyping areas are directlyadjacent to the product studios and visible throughglass walls. This is where early concepts can bequickly roughed out from scratch. In the adjacentprototyping studio, ideas are turned into models.Transparency and proximity help teams develop trustand early alignment.Guest Interaction RoomsSeparate, closed rooms, right outside the innova-tion center, allow teams to host external partners,customers and designers and engage them in the in-novation process. This allows ideas to incubate insidethe innovation center, and then be shared externallywhen appropriate. These spaces can be adapted tosupport a range of experiences. These rooms alsohave videoconferencing capabilities to support vir-tual presence of remote teammates.Front PorchJust outside the project studios , front porches serveas touchdown spots where small groups or individu-als can step away for focused work, while still beingvisually accessible to the team. A technology screenintegrated in each front porch provides constantly-streaming data about the project, so anyone can getacclimated quickly before entering the studio.Neighborhood CaféSocialization and respite are the priorities of this largecommunal zone for refreshment and informal engage-ment. Whether coming here to chat with a coworkeror relax and think, this place recognizes the humanside of work, including the importance of building thesocial trust that’s the currency of successful collabo-ration. Workers can enjoy the seasons, either in frontof the fireplace or on the adjacent outdoor patio in thesummer. Distributed teammates can join the conver-sation with telepresence at the media bar.LabsWhile project studio ownership rotates after a proj-ect ends, three specialized areas within the spaceare permanently assigned to teams who serve asconsultants to the project teams, but typically aren’tassigned to one. A variety of furniture applicationswithin each area supports a range of work process-es and postures.designcriteriafoundationalresearchprocessinternalresearch/programmingHow doesSteelcaseinnovate?benchmarkingspace modellinginterviewsobservationvisual narrativesjourney mapstypologiesbigquestionA new approach for thinkingabout innovation spacesHow can the collabo-rative activities andteam cohesion ofglobally distributedproduct developmentteams be supported?experienceprototypes40%projectzones17%labs2%links21%communalressources20%neighborhoodsHow canwe makeourselvesbetterthroughspace?secondaryresearchinterviewsobservationbench-marking1324Prototype1Prototype2rapiditerationrapiditerationdefiningwork groupModel spaces testhow environmentand technologyconcepts interplaywith day-to-dayinteractionsTeam work/My workHuman/TechnologyMy home/Our homeOpen/SecureSee me/Hear meWork/SocializeContent/Objects123456detailed informationLab GuestInteractionRoomProjectStudiosFrontPorchExplorationShopStrategyRoomProjectStudiosFrontPorchMobileNeighborhoodEnclavesLabPrototypeStudiosLab TechnicalProfessionalHubMobileNeighborhoodEnclavesInnovationTheaterNeighborhoodCafeSHAREDOWNEDWEIResourceCenterGuestInteractionRooms
  • 22. | Issue 66 | 360.steelcase.com44 | Issue 66 | 45To drive growth and leverage the strength of a glob-ally integrated organization, it was critical that theteam solved for new ways of working, Steelcaseknew it could develop more innovative ideas if iteffectively engaged a diverse group of thinkers,located around the world. The new innovation cen-ter needed to consider the needs of employees whowere joining the team virtually and try to minimize oreliminate any disparity they might experience. All ofthe key ingredients of global creative collaborationneeded to be thought through, from ITsystems to organizational culture.“We approached the project from auser-centered perspective on what weneed as an organization that will helpus innovate,” explains Patricia Kammer, one of theresearchers on the project. “A big question was howdo we design space in a way that will encouragecross-pollination, sharing of ideas and makingthinking visible across different disciplines?”“From the start, this project was about connectingour global network. The new space would be justone node on a larger network,” says Kammer. “Weneeded to make distance evaporate.”Today 75% of Steelcase’s product developmentprojects are global, with design studios in Europe,Asia and North America, plus external partners.John Small, Steelcase’s director of design in Europe,and John Hamilton, Steelcase’s design director forAsia Pacific, lead multi-national teams—French,Global Collaboration:Erasing Distance.Members from Steelcase’sglobally distributed WorkSpaceFutures team use telepresencein the Insights Lab daily tocollaborate with colleaguesglobally.“We neededto make distanceevaporate.”German, Spanish, American and Chinese teammembers work in collaboration with each otheras well as the research and marketing teams . It’simportant to put everyone on a project team “inthe same room” virtually whenever needed, notesSmall. Team interactions also increase the likeli-hood that individuals will reach out to each otherdirectly to solve problems. Teams are in touch dailyvia telepresence as well as through other technol-ogy tools to collaborate. “Distance shouldn’t beconsidered a barrier,” Hamilton says.
  • 23. | Issue 66 | 360.steelcase.com46 | Issue 66 | 47The new innovation center offers a range of spacesthat people can choose from, depending on the typeof work they need to do throughout the day, and en-courages them to move throughout the space ratherthan stay in one place. Everything is transparent: glasswalls allow workers to see their ideas progress fromconcept to reality. Walls have become the new work-surface, and information lives on vertical planes whereeveryone can see it. Areas for respite, both indoorsand outdoors, allow employees to get away with-out going away. The space tells workers that it is okto stand, lean, perch, lounge or work in any posturethat is comfortable and helps them to stay energizedand focused. The environment encourages people toexperiment and try new things.“We wanted to have a place where we could makeand break things,” says Ludwig, not entirely tongue-in-cheek. “We wanted to help move ideas from thecomputer screen to prototypes as quickly as possi-ble. Design is a very physical process.”“The space is not overly prescribed,” says Johnson,whose design team partnered with Shimoda Designgroup for the interior architecture. “Forces of changehappen over time. This is a simple architecture thatgives humans access to natural light, daylight views,the simplicity of a raised floor that has modular powerand under-floor air delivery. It’s a simple floor platedesigned for evolution, so we can adapt it and allowthe building to ‘learn’ with the people who use it.”A Palette of Place,Posture and PresenceOpen plan collaboration areas (adjacentto the Professional Hub) are wellequipped with whiteboards and technologytools, such as media:scape, allow theindustrial design team to easily connectand collaborate.
  • 24. The Mobile Neighborhood providesboth individual and small groupspaces for workers away from theactivity of the Project Studios.| Issue 66 | 360.steelcase.com48 | Issue 66 | 49A total of 16 Enclaves are adjacentto the Project Studios andequiped for collaboration via videoconference equipment,online chats and digital file sharing.Workstations in theProfessional Hub allowthe easy exchangeof technical informationand knowledge.Benching workstations in theProfessional Hub providehome bases for the engineersand industrial design team.
  • 25. As the team considered how to best support a cul-ture of innovation, one of the paradigms they neededto shift was to move from thinking about home basesfor individuals to homes for project teams. This meantthey focused on spaces that would support team-based work, flanked by front porches to supportindividuals and small groups and backalleys where work moves from con-cept to reality. The project studios, atthe heart of the center, were allocated40% of the overall footprint and are theplaces that product development teamscall home.The studios have been carefully plannedto support remote team members aswell as those who are physically pres-ent. “During the behavioral prototype stage, wesaw that people tend to behave in a very forced andformal way during telepresence meetings. They sit upvery straight, as if they’re TV news anchors, and arereluctant to move,” explains Ritu Bajaj, a Steelcaseresearcher. “Having a variety of applications in theroom, such as café tables and lounge settings,enhances informality, which makes for much bettercollaborative experiences.”Every studio features videoconferencing in a multi-screen format, which assures people can see eachother and their content. The room supports differ-ent configurations and views, including close-up andone-on-one exchanges where gestures and facialexpressions transmit clearly, improving understand-ing and contextual awareness. The studio layoutassures everyone can be on camera during video-conferences, and ceiling-mounted speakers ensureaudio clarity. There are zones in the studios whereworkers can break away from active collaborationbut stay nearby to rejoin as needed.Homes for Project Teams| Issue 66 | 360.steelcase.com50 | Issue 66 | 51“In the past, ifpeople were at theirdesk working, theywere consideredPRODUCTIVE. NOW THEPROJECT STUDIOIS WHERE MOST OF THEWORK HAPPENs.”The Front Porch area outside eachProject Studio serves as a touchdownspace for these members of theIntegrated Technology team. Screensprovide constantly streaming dataabout the project.
  • 26. Project studios are configured in a variety of sizes—small, medium and large. The research confirmedthat small teams don’t work well in large rooms:There’s too much distance between people andwalls. This is an issue because the vertical planeis important for communicating and displayinginformation. Information persistence—analog anddigital—facilitates understanding and creates all-important team memory.As team members carry more of their information onsmall, mobile devices, the vertical planes neededto become zones that host technology to supportlarge-scale display so teams can gather around thecontent, understand it together and build on it. Whenteams are working this close to these vertical planes,acoustical privacy becomes critical. And as projectsare completed and new teams form, it was importantthat the vertical planes could be easily reconfiguredfor different size spaces.All of the spaces offer a palette of posture—standing,lounging, perching and walking. This is particularlyimportant during very long telepresence sessions,which can be energy-draining. Steelcase research-ers observed “video fatigue” as a common maladyamong distributed teams and found spaces thatencourage movement and a variety of postures couldhelp ease the pain.Because different teams work in different ways, eachhas the opportunity to select from a variety of furni-ture applications when they move into a studio. In thisway, they can configure the space to their activities,preferences and tools, celebrating their processesand claiming the spaces as theirs for the duration.Because the studios are elastic and continuouslyevolving spaces, when the next team moves in, theycan choose what’s best for them.Designers like to think with their hands, so prototypespopulate the entire innovation center. Prototypes giveideas physicality, so each project studio has amplespace to stage, debate and store pieces, parts andeven whole models. Teams can literally put thingstogether and pull them apart to move ideas forward.“We’ve seen project spaces that are so pristine thatthey discourage the ad hoc nature of creativity,” saysKammer. “Innovation through creative collaboration,if done authentically, is a visually and even sociallymessy process.”| Issue 66 | 360.steelcase.com52 | Issue 66 | 53The innovation center includes 13 ProjectStudios of varying sizes. Each Project Studio isa smart space which seamlessly integratesarchitecture, furniture and technology to supportboth physical and remote participants. Thevertical plane hosts technology tools to supportlarge scale display so all teams members caneasily see and access content.The Back Alley provides aspace where work moves fromconcept to reality.
  • 27. The innovation center, like all Steelcase spaces, is aworking prototype, in which the organization imple-ments its latest ideas, learns what works and whatdoesn’t, and modifies the space accordingly. It’s aniterative process that is at the heart of design think-ing, and the very act of innovation itself. This spaceis designed to iterate and allow learning, which is theessential ingredient for innovation. Over the comingyears, as workers live and work in this new space, asnew technologies emerge and are adopted, the inno-vation center’s agile design will also adapt.A principle that will remain constant throughout anyfuture evolutions is that innovation is dependent onhuman interactions. The physical environment hasthe power to augment those interactions that are es-sential for innovation, and will be increasingly globalas distance gradually evaporates. Places will serveas the stage that brings together an organization’sstrategy, brand and culture and makes them tangibleand actionable for employees. Intentionally designedplaces can amplify the performance of individuals,teams and the entire enterprise.°An iterative process| Issue 66 | 360.steelcase.com54 | Issue 66 | 55“As workers live andwork in this newspace, as newtechnologies emerge,the innovationcenter’s agile designwill also adapt.”Cherie Johnson,Director of Design
  • 28. 7 Habits of InnovationReach out to foster connectionsand meaningful relationships bothinside and outside of the company.Inspiration, opportunities and partner-ships can come from anywhere; theyfeed your intellectual appetites andassemble a more dynamic community.So, spark some interesting andeven provocative discussions byinviting more diverse voices into yourconversations. Mix it up—great ideascan come from unexpected places!Get ideas out of your head—makethem visible! Write it, doodle it, hackit, build it, act it out, make a video,whatever. Ideas are useful only to theextent that they can be shared, eval-uated and built on by others. If youhave trouble finding a way to expressor visualize your idea, team up withsomeone who can help you get yourideas out in the open.Learn, rinse, repeat. Don’t wait to tryand get everything right the first time.Even if something doesn’t work asexpected, we still learn from it. Rapidprototypes gradually grow yourunderstanding of the big problemsthat we’re trying to solve, piece bypiece. And the more things you tryout, the more you learn—faster!We are all explorers of ideas, and weneed to uncover the edges of whatwe already know so that we’re ableto step into new territories. So roll upyour sleeves, get dirty and take risksto venture into the unknown! Coveringa lot of ground quickly will help youuncover the most exciting opportu-nities to take further.Raise centralquestionsFail faster tosucceed soonerBe anoptimistMake otherssuccessfulShare andco-createMake ideasvisibleEnthusiasm is contagious. We allshare an innate optimism in the verywork that we’re doing; our collectiveefforts create solutions that canimprove people’s lives and build ahealthier world. Openly embrace thisenthusiasm, and listen to constructivecriticism—it makes ideas stronger,and doing so also gets others excitedabout what you’re creating together.A great measure of your success ishow well you have made others suc-cessful. Build an environment of trustand respect around you. Recognizeyour colleagues, encourage their con-tributions and build on their ideas.Celebrate courage, and create moreopportunities for the people aroundyou to shine.Be observers,listeners, andlearnersAsk big questions, and then startdigging in. It can be intimidating towork in uncharted territory withoutfamiliar paths to follow, or with noright or wrong answers. But acceptthis ambiguity as a part of your pro-cess and go with it. Question yourassumptions and ask crazy, loftyquestions… then explore thesemysteries by breaking them downinto focused pursuits.In preparation for their move into Steelcase’s newinnovation center, a cross-discipline teamdeveloped a manifesto of sorts for new residents.The aim: accelerating insights to innovation.| Issue 66 | 360.steelcase.com56 | Issue 66 | 57
  • 29. Innovation requires more than just the right culture,process or tools; it takes the right space to boostand sustain teams over time and across distance.Steelcase researchers and designers have foundthere are distinct behaviors that drive innovation,and the physical environment can be designed toaugment human interaction and foster those behaviors.That’s why we created Project Studios—a set ofactive arenas where co-located and distributedteams engage for hours at a time.Each Project Studio is a smart space that seamlesslyintegrates architecture, furniture, and technologyproduct platforms. These spaces are designed asmalleable tools to be shaped and continually learnedfrom, and our platforms are designed to evolve andkeep pace to host new technologies and user needsin the future.Project Studios include a front porch, center arena,and back alley. Each zone translates observationalresearch and insights into a dynamic spatial expe-rience. These high-performance spaces welcomeand inform users when they arrive, support how theyassemble and array information along horizontal andvertical planes, enable aside conversations betweenteam members when needed, and allow people toadjourn without disrupting others.How to plan project studios that support co-located distributed teams:Adjourn: a setting forimpromptu social interactions,e.g. exchanging next stepsor schedules; large-scale spacedivision supports personal group storage needs; place tobring in physical prototypesAssemble: allows all participantsto contribute, extract and evolveideas equally.Stool-height tables encouragemovement during long meetingsand allow for smooth transitionswhen on and off videoWall configurations and materialsprovide visual access withglass while maintaining acousticalseparation between settingsHow to choose the right project studio for your team:2. Your spaces are:3. Your contents are:Forces at Work: Short-term appropriationsharing property vs. owning—for short periodsof timeForces at Work: Physical-virtual braidingphysical + virtual content, space and time becomeseamless­ly intertwinedOwnedPhysicalSharedDigitalDevicesForces at Work: physical-virtual braiding, amplifiedintelligence, human interface,presence disparity, BYOD,voice and data accessCommunity CultureForces at Work: demographics,distributed workers and content,best place, co-working, colleagueand social networkingNetworks DataForces at Work: mixedpresence, information accessand storage, collectiveintelligence, individual control,context aware computingWorkForces at Work: short-termappropriation, well-being,location diversity, work-lifebalance, contingent and knowl-edge workers, cocooningAside: supports short-termtasks and small groupcollaboration in close proximityto the center arenaArrive: a billboard presents currentproject status to help teams transitionbefore meeting; consider a video“wormhole” to connect with distributedteam members for social exchangesprior to meetingArray: abundant analog digitalvertical display surfaces help teamsthink “out loud” while generatinga shared mind.Assemble: a stage forco-located distributed teamsto experience physical contenttogether, e.g. prototypesfood, refreshments, andpersonal belongings areasupports social behaviors thatbuild trust among teamsPlanning Principles:1. Your teams are:Forces at Work: Mixed presencesimultaneous co-located + distributed presence ofpeople, places, objects and informationNetworks Data WorkCo-located DistributedDevicesCommunity CultureWorkWorkTo learn more aboutProject Studios and theirimpact on Trend Categories| Issue 66 | 360.steelcase.com58 | Issue 66 | 59Insight-led SolutionsFront Porch Center Arena Back Alley
  • 30. | Issue 66 | 360.steelcase.com60 | Issue 66 | 61I was invited to Steelcase earlier this year to previewsome of the company’s new innovative solutions andlearn what they’ve been doing to address the chang-ing nature of work. It’s obvious how dizzyingly-fasttechnological changes have completely changedthe ways we work.Today we’re working with multipledevices that have changed not only our work styles,but even our postures. Smaller devices are causing usto seek larger-scale places to share our information.And as video capabilities are ubiquitous in our tech-nologies, video is rapidly becoming a dominate formof communication. Today we even use technologyto locate the people we need to work with. At onetime many would have concluded that the ease andubiquity of the cellphone pointed to a future wherethe office would be obsolete. If everything could bedone in the palm of your hand, from anywhere at anytime, why did you need an office at all?Mobility is indeed ubiquitous but not in the way manythought it would be. People can—and do—work fromanywhere but they still come to the office. Recentlybusiness leaders have been asking their people tospend more time at the office, recognizing the work-place is where real collaboration and innovation occur.But what the office has to do now is very different frombefore because people are not working the way theyused to. Everything from the way they sit to the toolsthey use have changed. The workplace should nolonger be based solely on—or designed around—rankand hierarchy. And at a time when business leadersare questioning how do you engage people and driveinnovation, designing spaces as a destination wherepeople want to be becomes more important than ever.That was affirmed in my mind the minute I walked intoSteelcase’s WorkCafé in their global headquartersbuilding. Formerly the company’s cafeteria space,WorkCafé is an on-site third place that integratesworking, dining and networking in a welcoming,inspiring and wired environment where employeescan choose how and where they work. The space wasbustling with people—all there for different reasons:to meet with others, socialize, grab some food orjust work alone.“This is what workers want and need,” says DaveLathrop, Steelcase’s director of Research Strategy.“People have been empowered to own much greaterchunks of the decisions about their work life and this ishaving a whole raft of effects on the work experience.”The WorkCafe demonstrates how Steelcase continuesto think about space differently to empower andengage people at work. They use a human-centereddesign approach that allows them to understand userbehavior and explore, ideate and create the bestsolutions that help to amplify the performance ofpeople, teams and the organizations they work for.It seems obvious—design products with the intendeduser in mind—but just as form doesn’t always followfunction, too often products are designed withoutadequate regard for who will be using them and how.Instead—unfortunately—design often forces the userto change natural behaviors to use the product.With human-centered design, it’s all about the needsof the user. Steelcase works to understand peopleholistically in their natural environment. Their needs,wants and aspirations are a focus at all stages ofSteelcase’s design and development cycle. A passionfor building things with intrinsic value is entrenched inthe culture. Says Steelcase’s anthropologist DonnaFlynn, a leader in the WorkSpace Futures team,“Human-centered design is not just a methodology;it’s a mindset. It’s not just a single team that’s focusedon the user. It’s pervasive across the organization.”Take technology. It’s the leading driver of changein nearly all aspects of our lives and certainly in theways in which we work today. To keep pace withthat change and get out in front of it, Steelcase isnot only looking at what people are doing today butwhat they’ll be doing in the future. Says Flynn, “We’realways trying to think about the ‘far’ horizon. Thethings around us change and those things drivechange over time. But our core humanness doesn’tchange over time. So Steelcase looks at how tech-nology is evolving, for example, the way people sitand move and the different postures we assume.”“We’re all learning together. All of these things areunfolding in front of us—that drives our innovation,”says Lathrop.“In the end, you have to design with theunderstanding of what people do in the fullest sense.”And that’s exactly what Steelcase aims to do witheverything it creates. The solutions Steelcase askedme to view have been designed to help organiza-tions create destinations that will augment humaninteractions. Steelcase believes you can createthese destinations by creating what they call anInterconnected Workplace: one that offers workerschoice and control over where and how people workfor both individual and team work; a range of settingsthat support various workstyles; a range of solutionsthat encourage movement and various postures;and environments that address the needs of bothco-located and distributed teams.The editors of 360 Magazine invitedAllison Arieff, former editor-in-chief andfounding senior editor of Dwell, con-tent strategist for the urban planningand policy think tank SPUR and a con-tributing columnist for The New YorkTimes, to visit our Global Headquartersand view new solutions designed toaddress the tension between humansand technology in the workplace.byAllisonArieffTensionDesigning for theHuman/Technology
  • 31. Not so very long ago, ergonomists advocatedfor one primary posture in relation to a desktopcomputer. But nowadays our “computers” are notlimited to the desktop. We have work power in ourtablets and phones so that we are no longer tiedto a monitor on a desk.It’s not just our gadgets that are different: We lookat our tablets and phones differently than when welook at the desk monitor and this introduces moreworking postures. The interfaces of the tablets andphones are smaller and the devicesare typically held in our hands or laidon a surface. The devices allow us toseparate ourselves from the desk andchange position…but they’ve alsodramatically changed the “correct”posture for working.“What has not changed is the needfor us to adopt healthy postures,”explains ergonomist Carol Stuart-Buttle who has been involved in Steelcase’s userresearch. “Providing an environment that givesthe opportunity to be in a comfortable, supportiveposition helps make that a possibility.”So if we’re not working the way we used to—ourtasks are different, our technology radically trans-formed—what about our chairs? Until now, they’vestayed pretty much the same. They may look better,they may even be more environmentally responsiblebut they’re no longer designed for the way wework—and sit—today.“What if we coulddesign a chairthat would encouragemotion ratherthan forcing the bodyto hold a pose?”Gesture™This is something I’ve certainly experienced. As awriter, I spend a lot of time in front of a computerscreen and have increasingly felt the ill effects ofsitting in the wrong chair. Finding an ideal ergo-nomic state is no easy undertaking—I am alwayswondering: is my computer monitor positionedcorrectly? Are my wrists properly supported as Itype? Am I slouching?I saw how my concerns could be addressed when Ihad the chance to experience Steelcase’s Gesture,a new sitting experience designed to address theimpact of new technologies on the human bodyand the physiology of work. Whether I was on thephone, texting, or typing or sitting up straight or(I’ll admit it—I do it) slouching, the chair respondedto the movement of my body. I was supported evenwhen reclining. The chair is designed to put lessstress on the body. I felt supported no matter whattask I was doing. I got the sense that this chairwas a system, just as my body is a system, bothwith parts that work in concert to achieve optimumeffect. When I sat down and felt the lower backsupport I’d been lacking for decades in any num-ber of “iconic” office chairs, my first thought was“why didn’t anyone think of this before?”Two-and-half years ago, Steelcase assessed theseating options it offered, says General Managerof Steelcase’s Seating Group, Ken Tameling. “Ourinitial take had more of a bias that “the world doesnot need another chair,” he explained. And so thecompany decided to commission a major posturestudy to help determine whether changes in workand technology necessitated a rethinking of thechair or not.| Issue 66 | 360.steelcase.com62 | Issue 66 | 63
  • 32. The SwipeThe DrawThe Multi-DeviceThe TranceThe Smart LeanThe StrunchThe Cocoon The Take it inThe TextGlobal PostureStudyThe human body—my human body—doesnt wantto be in one posture all day, it wants to move—andshould. We’ve all read the studies. Sitting for longperiods is terrible for us, with adverse effects oneverything from heart health to life expectancy.But what if a chair could counteract some of thosenegative affects?Steelcase undertook a rigorous and wide-rangingGlobal Posture Study to answer this question. Thestudy, like all Steelcase research projects, followssix key steps: to understand its users, observe theirbehavior, synthesize findings, realize ideas, proto-type concepts, and finally, measure performance.The posture study acknowledged that technologyis the single greatest force driving the changes inthe way we work, live and behave. However, whiletechnology continues to advance, no one hasdesigned for the impact of these technologieson the human body, or for the physiology of howwork happens today. This presented a tremendousopportunity for Steelcase: The sitting experiencehad changed with technology but the chair hadn’tchanged along with it.One major finding of the posture study, whichincluded 2,000 people in 11 countries around theglobe, was that a wide range of postures werebeing used, fully nine of which had emerged as aresult of newer technologies. Most surprising, andunsettling, says Tameling was that many of thesepostures, including the nine, had people in pain.People were not being supported appropriatelyin these postures—they were “making do”. Theresearch affirmed that the world did in fact needanother chair but one that was fundamentallyrethought.The user research also indicated “extreme sizeson the rise.” Observational and medical researchshowed an increase in the both very small and largepeople in the workforce. The diversity of body typesseen in the workplace is occurring just as manycompanies seek to optimize their real estate, whichtypically means smaller individual workstations.So the question here became ‘how can a seatingsolution work for a higher percentage of smaller aswell as larger people in a smaller footprint?Also revealed in user research were clear differencesin postures by generation. Gen Y often used a deeperrecline than the other generations, for example.Accordingly, a new chair would need to support adeeper recline than had traditionally been done whilealso allowing the user to be engaged with their tech-nology. “The body follows the eyes, so if the eyeslook down at our devices, then the body hunchesover,” explains Tameling. “We needed to determinehow to best support this while allowing peopleto sit in a range of healthy postures—includingthe deep recline-without slouching or hunching.”Finally, the posture study showed that people areusing a wider range of spaces, and are in meetingslonger than ever. The challenge was: how to createa new sitting experience that could work in a varietyof spaces and be easily adjusted for the next user,who often would be very different physiologicallyfrom the previous user?“The user research—in particular the results of theposture study—was the key driver for the creationof Gesture,” explains Tameling. “It led us to asksome key questions: ‘What if we could design achair that would encourage motion rather thanforcing the body to hold a pose? What if we coulddesign a chair that augments our experience withtechnology rather than gets in the way of it? Simplyput, why not create a chair as advanced as today’stechnology?’”For more information about Gesture, see theProduct Guide, pg. 132.| Issue 66 | 360.steelcase.com64 | Issue 66 | 65
  • 33. The workplace has become a real workhorse. It’s nolonger just a place where people go to do their job.It’s constantly evolving, reacting and respondingto its occupants. It’s getting denser. It is beingused for more hours in the day by more people inincreasingly differentiated ways. It can’t just be aplace where work gets done, it must also optimizereal estate; enhance collaboration; attract, engageand develop employees; build brand and culture;and support wellbeing.That’s a tall order, and many of the tools in thetraditional workspace design arsenal may not beup to the task. Take perhaps the most seeminglymundane and often overlookedasset: the wall. What does a wall do?What is it for? It divides. It’s oftenblank, often stubborn. And it’s static.It’s an integral part of any buildingbut is it living up to its full potential?Steelcase wondered, What if a wallcould do more? What if it could beas flexible and dynamic as the work cultures itsmeant to support? What if it could express brandidentity while also providing acoustical privacy?As people collaborate more, what if walls becomethe new worksurface?“The vertical plane is underutilized real estate inmost offices,” says Allan Smith. “Many people drivesmart cars in which they can display content ona screen with only a gesture. Then they come tooffices where the walls are dumb by comparison.Looking to the future we see much more intelli-gence integrated into the vertical plane.”Enter V.I.A. (Vertical Intelligent Architecture),which not only defines space but redefines therole vertical real estate plays in the workplace.“There is no product more essential to creating aninterconnected workplace than V.I.A.,” explainsBrian McCourt, sales director, architecturalproducts. “It helps to think about the workplaceas an ecosystem, or a palette of places...which issimply a range of diverse spaces. These spacesserve different purposes, support different activitiesand provide different tools. The importance of theecosystem is that it allows people to move freelyfrom completely private spaces such as an enclave,to semi-private spaces such as a project teamroom, to completely open spaces like a WorkCafe.This freedom is necessary so people can work withright levels of privacy, access to technology, andproximity to others.”V.I.A. helps improve the quality of interactionsbecause it offers true acoustical privacy, allowingpeople to work without disruption or worryingabout disrupting others. Technology integrated intoV.I.A. also augments interactions by making it easyfor teams to move their information from personaldevices up onto a large scale display, helping themto build a shared understanding of their content.V.I.A. provides a sense of permanence with thespeed and design flexibility of a relocatable wall.Walls aren’t going away—they’re just being askedto do more things.“Clearly what we are seeing is a shift in the waypeople will communicate, collaborate and usetechnology in the future,” says McCourt. “Inthe future there will be three primary types oftechnology: this includes powerful handhelddevices, cloud computing, and large scalearchitectural displays. Thanks to the efforts ofcompanies such as Microsoft, Dow Corning,Oblong and Cisco we will have intelligent roomsthat will self-configure themselves around people,technology and process.”“Imagine walking into a room which recognizeswho you are by your mobile device, configures theroom to your lighting and temperature preferences,pulls your information off the cloud (because that iswhere your data will reside in the future), and allowsyou to begin collaborating with others. By simplyusing an interface such as gesturing you will beable to display and control your information on thearchitecture. Now many of these technologies doexist today in one form or another... however, it’s nottoo far in the distance when they all come togetherto create these intelligent rooms,” says McCourt.Technology-enabled architecture will be requiredto support intelligent rooms. In the future walls willnot just define private offices... but rather define“private experiences”, explains McCourt. Theseexperiences will be around videoconferencing,technology, collaboration and privacy. So clearlythere will need to be a shift in the planningpendulum to provide more choice around levelsof privacy for both teams and individuals in thefuture. In this rapidly evolving scenario, the verticalplane doesn’t just divide one space from another;it will now create new spaces and new surfaces. Itwill support data sharing, technology and furniture.What’s most exciting about V.I.A. is not just whatit can offer today but that it’s been created toanticipate future needs. Technology, as we all know,changes fast. This is a product designed to acceptnew technology as it evolves: “future-flexibility ” isbuilt-in. Soon, gesture-recognition will be available,for example, and one can only imagine the myriadother possibilities on the horizon.For more information about V.I.A., see the ProductGuide, pg. 138.“What if A Wall couldbe as flexibleand dynamic as thework culturesits meant to support?”V.I.A.™Vertical IntelligentArchitectureProduct Innovation| Issue 66 | 360.steelcase.com66 | Issue 66 | 67
  • 34. media:scape®TeamStudio™Kiosk™Virtual Puck™“If we could make the experience more naturalfeeling, we could make poeple more productive,”explains Sadler.At its core, media:scape allows distributed teamsto instantly share and co-create content. A varietyof well-considered features make this happen:The iconic PUCK™—an integral feature—allowsseveral people to easily share their ideas, videoand research as they work. This physical PUCKwas also transformed into a virtual app that putsthe user in control of not only content sharing, butalso sound and lighting. The new additions to themedia:scape family, TeamStudio and the Kiosk,have been designed to help people be focused ontheir work, not the has also been wildly successful inaddressing “presence disparity.” That’s a terrificterm for describing how most of us currently feelwhen beamed in for a group meeting from afar.“These solutions bring to the real (and virtual)table the things that make in-person meetingsso valuable—an ability to read facial expressions,body language and other visual cues,” says Sadler.“We’re doing everything to make people morepsychologically comfortable so they’re engaged inwhat they’re doing—not worrying about the details.”For more information about media:scapeTeamStudio, kiosk and Virtual PUCK., see theProduct Guide, pgs. 142-145.Competitive advantage has its roots in individuals—in particular making sure those individuals areconnected. As companies expand their global reachthey’re turning to video to enrich connections. Infact, companies are experiencing a 70 % increaseeach year in video traffic—an unimaginable statisticjust a couple of years ago. And as many as 62 %of employees regularly work alongside people indifferent time zones and geographies. This is reallychanging the way people interact.Steelcase’s media:scape with HDVC is uniquelypositioned to facilitate collaboration betweenemployees and help create the essential social andcultural bonds they need. After all, collaborationis about more than shared space—it’s aboutconnections. The increasing use of video isfacilitating better working relationships acrosstime zones, latitudes and culture differences.While video may help to decrease the amount oftravel necessary for employees, its even greaterbenefit is in how it aids in building relationshipsbetween them.“Companies say ‘we’re investing in video so wecan make decisions faster’, says Steelcase’sScott Sadler (who, mentions as an aside that he’salready been on video four times that day). Asappealing as video is, it has presented particularchallenges, creating reticence for some. Concernsabout making the technology work or even worryinghow they look on screen may be enough to distractpeople or even deter some from videoconferencingat all. These obstacles had to be overcome.Product InnovationWe’ve entered an era of global enterprise. In away, that’s nothing new—we’ve moved a dazzlingarray of things—from spices to textiles to oil—from one country to the next for centuries. Thatperiod of moving commodities expanded when thedigitization of information facilitated internationaleconomic integration. Now we’re entering a newphase of global enterprise that has venturedbeyond the moving of stuff and of capital. Today,it’s the social enterprise that’s becoming global.“People in China collaborate with colleaguesin the United States, in France. To be effective,companies now need to build not just theirbusiness but cross-cultural bonds,”explains Lathrop. “As a result, newissues emerge: how to deal with timezones, culture, language, innuendoand intent? Work is largely social,and new organizational patterns arestarting to form. It’s not about movingmoney or data, it’s about forming newsocial structures and relationships so a companycan behave as one integrated enterprise.”The media:scape family of solutions exemplifiesSteelcase’s response to the need to be a globallyintegrated enterprise. “We believe that videoconferencing will become one of the dominantforms of communication within the workplace,”says Lathrop. “It’s already happening.”“It’s about formingnew social structuresand relationshipsso a company can behaveas one enterprise.”| Issue 66 | 360.steelcase.com68 | Issue 66 | 69
  • 35. “Our beds are empty two-thirds of the time. Ourliving rooms are empty seven-eighths of thetime.
Our office buildings are empty one-half ofthe time. It’s time we gave this some thought.”—R. Buckminster FullerThough Fuller’s quote is decades old, his concernscouldn’t be more of the moment. There’s been anincreasing awareness of how much more efficientlyspace can be used. Indeed, in business today,real estate optimization is key to performance:companies are shrinking square footage anddensifying their spaces, allowing them to spendless money on real estate and optimize the spacethey already have, often using proprietarytechnology like Steelcase’s RoomWizard,which allows them to track how much timecollaboration spaces are being used.Steelcase’s user-centered design approachrevealed that workers are more mobile thanever and many no longer need to own theirown desk or private office. Researchers were alsosurprised to learn that some of those workers mightspend up to 30 minutes a day searching for spaceto collaborate. RoomWizard solved that problemwith an integrated system that works with a varietyof calendar software in real time. When workersfind an open space, they can reserve it and canget to work right away. The success of this room-scheduling technology was immediately apparent.Now, the simple-to-use touchscreen interface thathelped revolutionize meeting space managementis available for individual workspaces with theintroduction of TagWizard. Inspired by thesuccess of RoomWizard and by the reality thatmore workers are mobile and fewer are tied to adesk—in fact, almost 35% of the global workforceis mobile. TagWizard is a first-of-its kind device thatallows anyone to log into a corporate reservationapplication and reserve a spot. Mobile workerscan “tag” a space on demand.Behind the scenes, TagWizard collects informationabout facilities, providing facility managers withcomplete information on real estate utilization andwellbeing factors such as temperature and lightinglevels. Not only is the space smarter, healthier andmore efficient so are the employees working in it.°For more information about TagWizard, see theProduct Guide, pg. 146.“The success ofthis room-schedulingtechnologywas immediatelyapparent.”TAGWIZARD™| Issue 66 | 360.steelcase.com70 | Issue 66 | 71
  • 36. Behind every successful innovation is anotherinnovation just waiting to happen, whether it’s animprovement to what already exists or the inventionof something entirely new. Either way, innovationis all about solving problems and offering newchoices—second nature to designers.“Designers never really stop designing,” says BruceSmith, Steelcase director of global design. “We areguilty of constantly thinking how an experiencecan be better, because we know that even greatones can be improved. We’re always assessingthe rightness’ of what we see, always looking foropportunities to improve it. And that’s the value thatdesign brings to life.”RETHINKINGTHINK®
  • 37. This ingrained habit of design thinking led theSteelcase team to start asking, “Could Think be evenbetter?” soon after this distinctive Steelcase seatingproduct, designed in collaboration with Oliver Loew,was launched in 2004.Think was quickly lauded as an exciting, breakthroughinnovation. It became Steelcase’s most globallysuccessful product and, as the first Cradle-to-Cradlecertified product on the planet, itcreated a higher sustainabilitystandard across industries.But, as designers who don’tstop designing, the SteelcaseDesign Studio team continuedto think about ways to improveupon its success, engaging theengineering and marketing teamsearly on in a collaborative approach that’s typical forthe Steelcase product development process.“Time passes, and our sense of what is relevant,meaningful and appropriate shifts,” Smith explains.“A lot has changed since 2004. Workers are moremobile, Think is now being used in a range of settings,and customer expectations for office furniture continueto rise. Meanwhile, we’ve learned about new materials,new molding technologies, new performancecapabilities. We’ve gained eight more years ofexperience, and we’ve become more innovative as acompany. All of this creates tremendous opportunities.”Because design thinking begins and ends withunderstanding users, feedback from the hundredsof thousands of Think users throughout the worldprovided valuable insights. They delivered stories backto the design team about what they loved as well aswhat they thought could be tweaked, thereby definingand framing the improvement opportunities ahead.Then, about two years ago the team began in earnestto generate ideas, analyze possibilities and move intorapid prototyping to test concepts of a new designfor Think, working again in collaboration with Loew.Steelcase recently unveiled the result of this extensiveredesign effort: a new, improved Think. In many ways,it still has the familiar Think look, but the only partsexempt from the redesign were the casters. The 2004Think has been completely repackaged as a higher-performing, sleeker and smarter chair.“it’s more refinedand elegant.We’ve taken all thatinnovation, allthat intelligence,and made itsomething better.”Probably the most visibly noticeable change is theback. Instead of 20 independent flexors, the newThink has 15 uniquely shaped flexors that are linkedtogether, part of its new Integrated Liveback®Systemdesigned to conform to users like never before. Theentire back is just three parts—a frame, linked flexorsand a dual-energy lumbar—that work together in avery intelligent system of ergonomic support.“We’ve coordinated the relationships to bring sup-port where needed and freedom when needed,”says Smith. “It’s a unique solution that expresses itscapability with character.”Another noteworthy performance improvement is anadvanced weight-activated mechanism that meansbetter support for reclining, and the seat cushion hasbeen redesigned with adaptive bolstering for bettercomfort.Many other improvements are smaller, but no lesssignificant. For example, stainless steel accents addsophistication, and adjustments are more integratedand easier than ever to use. The back and seat edgesare more comfortable, the backrest is slightly tallerand more tapered, and the arm design is more robust.The new Think has even fewer parts for faster disas-sembly and easier recycling. Even more importantfor sustainability, its improved durability, versatilityand timeless appeal point to a longer life in a vari-ety of office settings, from individual workstationsto group settings such as conferencing areas andtraining rooms.“I think of the 2004 Think as a teenager, full of greatcapability and promise in its own right,” Smith says.“Now the teenager is a grownup, more refined andelegant. We’ve taken all that innovation, all thatintelligence, and made it something even better.”Seeing its relaunch as a rite of passage, the Steelcaseteam seems almost ready to stop redesigning Think—at least for now.°| Issue 66 | 360.steelcase.com74 | Issue 66 | 75
  • 38. Making EveryMoment MeaningfulHealthcareThe healthcare industry is in radical transition.Rising costs and unacceptably poor outcomesare causing healthcare leaders to shift from anillness-based system to a wellness-driven model.New technologies, new processes and higherexpectations of both patients and practitioners ischallenging healthcare norms to adapt and improve.The need for radical innovation has never beenmore critical.A study of the journey of patients, conductedby a team of Nurture researchers, uncovered asignificant opportunity for improving the healthcareexperience. They observed how much time peoplespent waiting: waiting for direction, waiting forconsultation, waiting for results. They saw peoplewaiting and wasting the currency of our era: time.
  • 39. | Issue 66 | 360.steelcase.com78 | Issue 66 | 79The researchers saw this waiting happen repeatedlyin spaces that offered little more than rows ofarmchairs squeezed into tight and dehumanizingformations.They saw patients and their families awaiting criticalinformation, anxious because they were in locationsthat were out of the sightline of the caregiver.They saw people unable to perform focused activitiesor access medical information, and little or noemphasis on privacy, making technology accessibileor providing comfort. And they saw no opportunityfor people to connect with family members andcaregivers in a private and respectful manner.More often than not, patients and loved ones wereplaced in a holding pattern while they waited. Inessence, time stood still. No thought or insight wasgiven to how people might potentially spend theirvaluable time. The result was, and continues to be,a frustrating experience for the patient, and a lostopportunity for the provider.“The fault lies in the fact that these transitional spaces,commonly called waiting areas, are geared towardsa bygone era,” explains Rob Heitmeier, generalmanager, Nurture. “Smart phones, tablets and otheremerging platforms allow people to do more things,from more places than ever before, and this hasshifted user behavior significantly. Our expectationis that we can be productive and engaged fromanywhere.”Because of these rapidly evolving technologies, ourdaily experiences are no longer tethered by time andspace. Yet countless healthcare organizations seemunaware of how space, technology and informationcan converge to create new user opportunities. Theyare unaware of how the very space they occupy canenable people to get the most out of every minutethey spend there. They are unaware that their spacecan make every moment meaningful.One Patient’s JourneyKey MomentsArrive at the ERand immediatelyenter triageTransitions MomentsKey MomentsER staff confirmsa broken armand requests X-raysPrep and surgeryFirst post-surgerycheckup confirms agood result…so farPhysical therapyappointments to ensurefull range of movementFinal checkup bringsgood news: patient canplay soccer next yearTimeIntensityHighLow16-year-old breaksher arm playing soccer.Ambulance rideto emergency.There are transitionary momentsbetween key touch points in a patient’sjourney. Steelcase research identifiedopportunities where space could createa better experience through a moremeaningful use of time.
  • 40. | Issue 66 | 360.steelcase.com80 | Issue 66 | 81So how do you make every moment count?The key lies in understanding user behavior—thepatterns of behavior from which insight-inspireddesign can emerge. The patterns the Nurture teamuncovered led them to think about the transitionalspaces in a healthcare facility in a new and morethoughtful way.The team observed that whether it’s for five minutes orfive hours, people of all sizes and physical conditionsnaturally seek comfort. It was also clear that peoplewant choice and control over where and how theyspend their time.From a spatial perspective, this can be solved byproviding multiple settings within a given space:offering areas for consulting with a physician, areasfor watching instructional videos, areas for perchingwhile awaiting key information, and areas for relaxingor even sleeping.They observed very practical concerns, such as theneed for a place for personal belongings in clearview and within easy reach. As well, everyone waslooking for ways to connect—to other people and totechnology. Another important observation—spaceswere not flexible enough to accommodate familygatherings.It was also clear that privacy was a major concernfor people—spaces that provided enough privacy toshare information comfortably and stress-free, butnot so that individuals felt isolated.According to the Centers for Medicare MedicaidServices (CMS), “Patients and their families areessential partners in the effort to improve thequality and safety of care. Their participation asactive members of their own healthcare team isan essential component of making care safer andreducing admissions.”“We’re finding that connections with other people,information and technology also plays a role,” saysHeitmeier. “And the process of getting better is nolonger soley confined to clinical spaces.”It was with all of these dynamics in mind—comfort,posture, sightlines, privacy and connection with bothtechnology and people—that the Nurture researchteam embraced the challenge of how to designfor spaces that make the transitional moments ofpatients ones that engage them and do not wastetheir time.These insights served as building blocks for Regard™,a solution that gives people greater control overtheir transitional experiences. Spaces equippedwith Regard provide patients, loved ones andpractitioners with the ability to engage privatelyand comfortably and it allows for easier check-ins.Integrated education based media settings promoteself-learning.“It’s exciting to think about common spaces in waysthat go beyond aesthetics,” says Alan Rheault,director of industrial design for Nurture. Ultimatelywe’re looking to solve for a broad array of experiencesthat have the potential to happen within these areas.”With Regard, the transitions people experience canbe restorative, calming or productive. Gone arethe rows of armchairs that discourage privacy andcommunication. In their place are areas that allowpeople to connect, relax and absorb information.For those wanting to connect electronically, outletsare situated beside both seats and surfaces, andessential in all of these scenarios is the idea ofchoice—that the user dictates the experience ratherthan the space.While research and insights behind it resulted froma deep understanding of healthcare environmentsand conditions, the solutions Regard offers areequally applicable to education and corporateenvironments. Any organization eager to reclaimdormant real estate such as hallways, libraries andthird spaces into connective hubs where groups cangather and collaborate can apply Regard to turn thesetransitional spaces into meaningful places.“For us, it goes back to giving people the respect theydeserve, whether it be in healthcare, education orbusiness,” says Rheault. “There will always be thosemoments of transition and we recognized the needto find ways to make those moments more fulfilling.”It’s time to make every moment count.°“The process ofgetting better is nolonger confinedto clinical spaces.”To create more meaningful useof time, healthcare spaces shouldsupport the need for privacy,comfort and emotional wellbeing.Rob Heitmeier, Gen­eral Manager, Nurture
  • 41. Regard™for healthcare.Regard is the result of user based research that revealed theopportunity to enhance the experience of both patients andproviders by turning transitional spaces into meaningful places.Comfort. Choice. Connection.Supports eyes to informationProvides intimacyProvides physical andemotional comfortSupports user desire forseparation between strangersSupports productive waitingSupports
  • 42. R e p o r t s Fr o mThe NomadicFringeMobile computing technologies haveenabled knowledge workers to work any-where at anytime. And millions of us aredoing it. But it isn’t always easy. Nomadicworkers often put up with discomfortand inconvenience. That’s why Coalesse,a Steelcase company, decided to studymobile workers and better understand theissues they experience every day.
  • 43. “We are looking for behaviorpatterns that suggest newplatform typologies for productdevelopment—to turn realneeds into need­ed solutions.”Inspiration. Every day.In 2010, to find out how work nomads were handlingwork at home and peek behind the curtain, Coalessedid something unusual: it followed people into theirhomes. Emily Ulrich, Coalesse’s senior researcherat that time, conducted observational research inthe homes, offices, and other places the New YorkCity and San Francisco Bay area study participantsworked.What Ulrich confirmed and reported in a Coalessereport titled “Untethered” [see 360 Magazine,Issue 62] was that mobile technologies haveindeed untethered work from desks and offices.Time-pressed knowledge workers are workinganywhere they choose. And because availability andresponsiveness are so important in business, a back-and-forth toggling between life and work happensconstantly for many people.Home AloneNaturally, toggling comes with stresses. The peopleUlrich studied are experiencing this radical changein a lonely way, unsupported ergonomically oremotionally, working long hours on mobile devicesat dining tables, on couches, and, in more than a fewcases, in bed late at night. According to InternationalData Corporation (IDC) there are now 1.2 billionmobile workers worldwide. In the United States,says IDC, almost 120 million workers are mobile,representing 75.5% of the total workforce. (Japanis next with almost 50 million mobile workers; 74.5%of its workforce).Since 2010, things have only become more intensefor mobile workers as technology has continuedto advance and designing spaces that supportmobile workers has become more complex. Mostpeople are connected throughout the day to multipleclouds through smartphones, tablets, and laptops.And because networking and social media optionshave expanded so dramatically, so too has the timecommitment to manage them.Shujan Bertrand, a researcher and designer atCoalesse, knew she was onto something whendozens of micro-blogging entries began flooding infrom bedrooms, kitchens, cars, offices, hotels, airportlounges, co-working cafés, coffee shops, subwaytrains, sidewalks and waiting rooms. The participantsin her study wanted to tell her what it’s really like tobe a nomadic worker.“Social breakfast in the cafe. Some like it public,others private. Headphones included. Food +people + content = the right creative equation.”“Very typical ‘office’ day. Sitting at ‘my’ spot at ournon-assigned bench in San Francisco. Preppingfor my Asia trip—heading to Tokyo on Friday.Network is spotty… May head to Starbucks ifthis doesn’t improve!”“Needed to step away to get some work done…need for a change of scenery... gloomy day andour space isn’t the most inspiring.”As part of an innovative, on-the-ground researchcampaign, Bertrand asked Silicon Valley’s creativeknowledge workers to track their workdays using theTumblr micro-blogging app. The blog entries wereprivate, candid and loaded with insights. For a week,the participants issued a stream of consciousness.Some were calling on clients. Some were on businesstrips. Others were at home trying to juggle kids andwork. Everyone was looking closely at how they dealwith the day-to-day balancing act of distributed work.The Question is: WHY?“We all know that technology is rapidly changingthe way many people live and work,” says Bertrand.“Coalesse wants to support these mobile workerswith inspiring product experiences. We believe theonly way to accomplish this is to capture insightsabout their needs.”| Issue 66 | 360.steelcase.com86 | Issue 66 | 87
  • 44. “Not having aparticular workingspace is moretime consuming…”Pinning Down the NomadsThe hard part of nomadic research is, of course,pinning down the nomads. Observing people inoffices is fairly straightforward. Watching movingtargets is not.Therein lies the necessity for a micro-bloggingmethodology. The Tumblr smartphone app is aneasy way to blog in short bursts from your phoneand upload pictures or video clips in seconds. Havingcreative people watch themselves, photographtheir surroundings, and comment candidly on theirsituations offers fascinating gems of insight.Among Bertrand’s bloggers were: a senior managerin workplace transformation with Accenture, aproduct design consultant, a graphic designer, anassociate partner at IDEO, a global client liaisonat Steelcase, a product marketer, an independentfurniture designer, a senior design director at acommunications agency, a sales consultant and anillustrator. They were a mix of global travellers, localcommuters, and home-based workers. Bertranddescribes them as “creative knowledge workers.”More senior. More distributed. More on-demand.The goal was to track their work habits as they movedthroughout their days. Bertrand wanted to find out,“Where and how work was being done in first, second,and third places? Tracking pain and pleasure pointsthroughout days, nights, weekends, and duringtravel. How do individuals transition betweenpersonal, collaborative and social work? What dothey need and desire to work anywhere, anytime?What behaviors create new questions and insights?”Mobile Isn’t MainstreamYet two stark contradictions remain. Mobile work out-side the office is still not a mainstream consideration.And research is scarce on connecting the habits andneeds of mobile workers with the technology trendsthat are driving changes in the workplace.According to Primo Orpilla, a principal of Studio O+A,a San Francisco-based alternative officing’ firm thathas designed spaces for Facebook and Evernoteamong many others, “There’s a real need to graspthe needs of the ‘other workplace’—the transitoryspaces, the hallways, the break areas, the landscapeoutside the building, the coffee shop down the street.People can work anywhere these days so there aremany opportunities to capture that work or to createthat interesting space. But not enough people arethinking about it.”Coalesse has been giving it a lot of thought. BobArko, the company’s creative director, says there isa vacuum to fill. “Architects and designers are nottypically commissioned to do this kind of researchand they rely on the major manufacturers for a morecomprehensive perspective on workplace trends.At Coalesse, we are extending our own researchfocus beyond the traditional work environment andattempting to understand work behaviors in thecontext of people’s broader lives, including mostrecently the increasingly nomadic nature of work.”Crossing OverFor Coalesse exploring nomadic work habits is likecrossing a boundary. In fact, the term “crossover” hasbecome a foundational concept. It suggests productsand solutions that are location-agnostic, serving themultiple needs of nomadic workers wherever theychoose to be.Exploring those needs, says Bertrand, is how youseed great design. “We are looking for behaviorpatterns that suggest new platform typologies forproduct development—to turn real needs into neededsolutions.”Bertrand began her research with interviews, talkingextensively about nomadic work with Google, Oracle,Facebook, Square, Accenture, IDEO, Studio O+A,Worktech, International Contemporary Furniture Fair(ICFF) and the Institute of Design at Stanford, as wellas co-working pioneers The Hub, The Grind, WeWorkand NextSpace.“Working on thedinner tablecan be quitechallenging andneeds constantshifting.”“YesterdayI workedin four differentspaces.”“Second bed inhotel serves as worksurface, workin process suitcase,and dresser top”Messages from the EdgeInsights from the volunteers tumbled in for a week:| Issue 66 | 360.steelcase.com88 | Issue 66 | 89
  • 45. Noticing the CommonplaceMany of the bloggers found the methodical process ofpausing, observing and describing their surroundingsor habits put them in tune with compromises anddiscomforts they normally overlooked.“Following the chronology of it,” says one nomadicsales professional who participated in the study, “youreally start to be aware of the technology limitations.One obvious opportunity is to create ‘the right productto support the hardware interface.’”Abby Levine, a senior manager in the AccentureReal Estate Solutions Practice, travels relentlessly(more than 200,000 miles a year). “The world doesn’tgenerally accommodate mobile working, even atplaces that say they do, like Starbucks. Give mea place where I can get online, where I don’t haveto scramble around trying to figure out where I canplug in,” she says.Another participant, a home-based designer andartist who regularly visits clients’ offices, noticedthat the vibe of different office environments affectshow she feels about working there. “I began noticinghow important it is for me to feel inspired. It affectsthe quality of my workday. At home I can createthat inspiration, and you find it in the more creativeoffice environments, but other spaces can feel almostdepressing, physically and socially.”After the digital dust settled, Bertrand distilled herinterviews and blogging streams into a map ofpatterns. She produced a comprehensive reporttitled, “Nomadic Work Landscape Design Research”that spans 111 pages in a detailed slide deck.Did anything surprise her?“It was validating and extended Emily’s ‘live/work’research of two years ago. By combining what weknow about today’s nomadic work behaviors andemerging technology trends we will begin to identifyhow we can create new work experiences. We seethe opportunity to innovate in the gaps between howdifficult conditions are for nomadic workers and howmuch easier it could be.”“The imperative,” says Bertrand, “is to create newexperiences and bring inspiration into people’s lives.It starts by making their lives easier. The slightestgesture in hosting goes a long way for a nomad.”Three formal product-development approacheshave emerged from the Coalesse research: InspiringDestinations, Optimizing Mobility and Cultivatingthe Senses.| Issue 66 | 360.steelcase.com90 | Issue 66 | 91
  • 46. 1The bottom-line question when it comes to accom-modating nomads, says Bertrand, is, “How do wehost what you might call ‘high-quality, touch-downexperiences’? How do you create that sense of, ‘Wow.This is a place I’m going to come back to.’”Coalesse has uncovered a number of important con-siderations. They include the creation of dynamic,configurable spaces, “self-assembly” options andchoices that provide a variety of work experienceslike open and social spaces for extroverted peopleand collaborative work, or closed and private spacesfor more introverted people and private work. In fact,because of the intensity of digital work and the desirefor greater personal interaction and more effectivevirtual interaction between work teams these days,organizations are creating a “vibe” and fostering in-spiring cultures that turn into great work experiences.For example, for heads-down private work, it mightbe an alcove or or a lounge chair with a canopy. Forcollaboration, perhaps a setting of cushioned chairsand low tables with nearby power receptacles.This year, Coalesse introduced a new product line—Lagunitas—that exemplifies the high-quality, touch-down experience. A configurable sectional seriesfrom Milan-based designer Toan Nguyen, it canbe customized for collaborative work, socializing orpersonal work. Lagunitas evokes a “third-place” vibein the style of a coffee shop booth or café seatingwith built-in power.Lagunitas is a space defininglounge and table collectionthat can create a ‘third place’anywhere.Inspiring Destinations;ImprovingTouch-Down| Issue 66 | 360.steelcase.com92 | Issue 66 | 93
  • 47. 2OptimizingMobility:Hosting Tools TooFree Stand is a portableand foldable worksurfacefor mobile devices.3Bertrand says workspaces and work experiences fornomads are better when they please the senses. Arecurrent observation that runs through her researchis discomfort brought on by relentless compromisesin physical posture due to screens and informationoverload.Her suggestions include: a “pallete of digital postures,”the right lighting and acoustic qualities for videocommunication, utilization of outdoor spaces, andgenerally what Bertrand refers to as a “sensorialorchestration of products that inspire and motivatecreativity and innovation.”Comfortable productivity is expressed in the recentlyintroduced Massaud Work Lounge for Coalesse bydesigner Jean-Marie Massaud. A wide, embracingswivel lounge inspired by a first-class airline seat, itis paired with an ottoman that opens for storage. Thedistinctive work-related features of the Work Loungeare a pivoting tablet arm that integrates with the chairand a privacy canopy.Cultivating the Senses:Physical EmotionalComfort“Optimizing mobility,” says Bertrand, “is the platformwhere we really start to see interaction betweenproduct and human behaviors… ‘Temporality’ isimportant. People want to feel like they temporarilyown a space.” It might be as simple as a dock or standto put your digital tool near a conveniently placedpower outlet (access to power and data seem to bethe top concerns of nomadic workers). It might bea product that has “curated touch-down qualities”.“For example,” says Bertrand,“there are not many officechairs or side tables or lounge settings that say,‘Thisis where your tools can temporarily be supportedwith digital docking postures. This is where your bagcan be safe.’”Her strategies for optimizing mobility include offeringways to quickly personalize a space; temporarystorage; shared collaboration tools like whiteboardsand Post-It-friendly walls; and accommodatingpostures, both of mobile workers (relaxed or perchedover a keyboard) and of their tools (varying heightsand angles). Overall, the strategy is to offer optionsby having the right selection of products available forproductive mobility, wherever people choose to work.Anticipation, Bertrand believes, should be the frameof mind for designing inviting spaces for nomads.Start by admitting that mobile workers are showingup and deserve accommodation. Then imagine theirtransitions and requirements. Make it easier and lesstime-consuming for them to touch down, work andleave. Augment the flow.An example from Coalesse, introduced last year, isFree Stand, a portable and foldable laptop or tabletstand that offers a quick, easy place to work. Whatmakes Free Stand distinct from similar products isits ability to collapse in seconds, so work at homecan disappear when it’s time to relax.Massaud Work Lounge withheight adjustable pivoting tabletand storage ottoman.| Issue 66 | 360.steelcase.com94 | Issue 66 | 95
  • 48. Creating at the IntersectionArko calls Bertrand’s research report a “lens” tofresh insights and opportunities. His team hasbegun an exercise they are informally calling “DigitalPostures,” examining the most evident intersectionsof Bertrand’s three themes—where multiple nomadicneeds cross over—in the hope of devising life-easingsolutions.But where does this research and these insightsabout mobility fit in the larger world of workplacefurniture and space design?Arko says it’s a slow dawning. “A fairly conventionalvision of the office workplace still dominates for manyorganizations,” he says. “Our job is to look at thechanging behaviors and inspire new approachesthat can serve these evolving needs.”Adapting to the FutureOrpilla points to the hospitality industry where mobileworkers are a major customer segment. He says thereare now hotel lobbies with free Wi-Fi and comfortableworkstations close to food and drink. “Hotels arebeginning to understand that part of their businessneeds to be addressed.”“Our corporate projects tend to resemble hospitalitywith the lobby vibe or the restaurant vibe or the coffeevibe. These days, some people work in those spacesmore than they work at their desk,” says Orpilla.Historically, Orpilla has seldom worked outside ofSilicon Valley. “Now, we’re getting inquiries fromthe Midwest,” says Orpilla. “People see these reallycool incubators that produce these rock star techtypes who after a couple of years strike it rich. We’vecreated some of those incubators for the best andthe brightest. There’s starting to be interest acrossthe country in how to duplicate that.”Bertrand has no doubt about the opportunities thatlay ahead. “If you look in Silicon Valley, you see howpeople are creating and playing with new technology,how it supports them at work and at home, how itenables people to be free to work where and whenthey want. It’s hard not to see that as the future.”°| Issue 66 | 360.steelcase.com96
  • 49. That’s one of many examples of how technology isreshaping education around the world. From therapid proliferation of massive open online courses, orMOOCs, to the widespread use of mobile devices thatsupport a variety of “blended learning” models (partonline, part bricks-and-mortar based), technology iscreating new challenges and many new opportunitiesfor educational institutions of all types, from earlyeducation to universities.“ . As educators begin to rethink the learningexperience, we believe it will be important to alsoreshape educational spaces to support this evolution,”says Andrew Kim, a Steelcase WorkSpace Futuresresearcher and a member of the Steelcase EducationSolutions team that has been investigating the spatialimplications of learning and technology. So far, thestudy has involved observing and interviewingstudents and teachers at 20 schools.Among the fastest-growing and irreversible trendsat all levels of education: increasing use of laptops,When a Stanford University professoroffered a free online course in artificialintelligence in 2011, he had no ideathat the experiment would attract160,000 students from 190 countriesand generate a wave of publicity.tablets and other mobile devices. Many primaryschools now provide every student with a laptop ortablet. At colleges and universities, many undergradsnow own tablets as well as laptops. Always interestedin the advantages of portability, a growing numberare also now asking for content delivered to theirsmart phones.As recently as a few years ago, mobile deviceswere used almost exclusively as only a souped-up substitute for conventional tools like handouts,transparencies for overhead projectors, books, paperand pens. Today, however, these technologies arebeginning to transform how instruction and learningactually take place.Teachers are using technology to replace old modelsof standardized, rote learning and creating morepersonalized, self-directed experiences for theirstudents. There’s more multi-device synchronizationwith software that supports multiuser collaborationand more support for virtual conversations, bothwithin and beyond a classroom. And more studentsand teachers are creating their own digital content,including animations and videos.HOWTECHNOLOGYISCHANGINGEDUCATION| Issue 66 | 360.steelcase.com98 | Issue 66 | 99
  • 50. Much of the information that only teachers possessedin the past is now available to students online, chal-lenging the old model of teachers presenting contentand students absorbing it. As a result, educators arenow leveraging technology to create a different rolefor themselves in their classrooms. Instead of usingclass time to spoon-feed information, technology ishelping them use their time with students to advanceproblem-solving, communication and collaboration—exactly the type of higher-order skills that leadingeducation specialists say should be the goals ofeducation for today’s world.“More and more, classrooms are becoming placeswhere knowledge is created versus consumed bystudents,” says Kim. “As students start to have morecontrol over what they use to help them learn, youneed to have spaces that support more creative orgenerative activities. This means more mobility insideand outside of classrooms, as well as new kindsof learning spaces that support varying individualactivities and rates of learning. Providing a paletteof place, posture and presence—i.e., virtual as wellas face-to-face interactions—is as important ineducational spaces as it is in workplaces, for manyof the same reasons. In fact, schools are beginningto leapfrog corporations in the use of mobile devicesand many are facing the related challenges head on.”As the tsunami of technology trends washes overeducation, some things have managed to stay thesame. For example, students and teachers haven’tabandoned analog materials—and aren’t expectedto anytime soon. They continue to use whiteboards,paper and notebooks to capture and visualizethought processes, and will continue to need spacesdesigned to support the parallel use of analog anddigital tools.Cell PhoneDesktopSmartphoneLaptop+83%+554.5%-48%2004 2006 2008 2010 2012TabletE-ReaderPDAPercentageofStudents“What’s interesting isthat as learning isbecoming more virtual,the virtual activitiesare actually becomingmore physical. Onemight say virtual andphysical are meetingin the middle.”Andrew Kim,Steelcase WorkSpace Futures0%20406080Longitudinal Trendsin UndergraduateTechnology Ownership2004 - 2012Source:Educause Center for Applied Research| Issue 66 | 360.steelcase.com100 | Issue 66 | 101
  • 51. Within all levels of education, learning is now occurringboth remotely and onsite through blended learningprograms that combine online and face-to-faceinteraction. Just one of many examples is the flippedclassroom model in which students access contentonline outside the classroom as their homework andthen apply this new knowledge in the classroomby engaging in active learning practices, such asdiscussion or group work.Blended learning can cut costs, which makes itpopular in today’s challenging economy. There arealso early signals from several studies that suggestgiving students more control over how they accessinformation can be more effective than all face-to-face or all virtual learning.“What’s interesting is that as learning is becomingmore virtual, the virtual activities are actuallybecoming more physical. You might say the virtualand the physical are meeting in the middle,” saysKim. “In many instances, you have different subjectshappening all in one room, and multiple teachersacting as tutors and motivators to give directedsupport. It’s shoulder-to-shoulder, even closer thanface-to-face.”BlendingWorlds“The best places foreducation willbring people, technologyand space togetherin innovative ways.”| Issue 66 | 360.steelcase.com102 | Issue 66 | 103
  • 52. online learning ishere to stayTechnology inclusion in lesson deliveryis becoming the normBecause blended learning changes the role of theeducator to become more of a facilitator and coach,there’s a growing use of para-educators who workalongside teachers to manage online learning andhelp with classroom activities. There are also spatialimplications. Classrooms designed for a teacher atthe front of the room may now need to concurrentlysupport self-directed work at computers as wellas collaborative projects. In the United States, forexample, even some kindergarten classes now havea separate zone for individual online work within theclassroom. Other schools are dramatically reducingthe amount of space allotted for classrooms, insteadcreating large open areas for self-directed learning.Colleges and universities, while embracing variousforms of online learning, are also looking for waysto build student-teacher engagement and monitorperformance. With MOOCs, in particular, approachesare still experimental. Despite online discussionforums, many students still seek face time with theirprofessors and each other. The MOOC platforms aremeeting this need by making it easier for studentsto meet through online social networking portals,grouped by geographical proximity.Teachers have always been very aware that schoolsengender social learning as well as cognitive learning,and so the search for adding physicality to cyberschooling continues. For example, one MOOCprofessor announces “office hours” at a coffee shopin his destination city whenever he travels for studentswho want to meet in person. Some communitycolleges are now creating blended courses usingMOOC content, with the MOOC providing the onlineexperience and the community college picking up theoffline experience of professors interacting in personwith students.Even as learning becomes more virtual, the impor-tance of teachers and bricks-and-mortar placesare expected to remain valuable components in theeducational equation, says Kim. “As we continue ourresearch, it’s clear that the best places for educationwill bring people, technology and space together ininnovative ways. If you think of classrooms as placeswhere knowledge gets created instead of consumed,they have similarities to innovation studios whereflexibility is built in and it’s easy to switch betweenindividual work and collaboration. More than ever,we’re seeing the need for classrooms to become highlyflexible spaces that support the new behaviors oflearning that are the direct result of new technologies.”As rapid development occurs in previouslyunderdeveloped nations and new technologies impactthe way that knowledge is transferred and embodied,education is becoming even more valuable and valuedthroughout the world, and the quest continuesto refine both its processes and the places whereit occurs.°secondary school teachers inFrance believe that in thepast two years they have beenusing more technology inthe classroom than ever before.79%education and learning appli-cations have been built for theiPad and 1.5 million iPads arecurrently in use in educationalinstitutions and schools.20k160kstudents enrolled in a massivelyopen online course (MOOC)offered by Stanford in 2011.Source: Inside Higher Ed, 2012of students in the U.S. havetaken online classes.65%| Issue 66 | 360.steelcase.com104 | Issue 66 | 105
  • 53. It’s really not a new idea. As long ago as 1916, leadingeducational reformer John Dewey referred to inter-action as the defining component of education thatoccurs when students transform information intoknowledge with personal application and value.Fast-forward to today’s world: Award-winning andwidely-quoted educator and author A. W. (Tony)Bates says that interactivity should be the primarycriteria for selecting media for educational delivery.Professor Terry Anderson, the keynote speaker atthe 2012 Next Generation Learning Conference,contends that deep and meaningful learning canbe developed if at least one form of interaction is atvery high levels: student–teacher, student-student,student-content. Steelcase believes you need to addstudent-environment to this model.Clearly the critical role of interaction in supportiing andeven defining education has long been recognized.At Steelcase Education Solutions we use the term“active learning”, and we’re continuing the journeyof discovery by studying this engagement factor froma variety of perspectives.Interaction/engagement/active learning is becomingembedded into pedagogy as a critical teaching andlearning strategy. Active educators are working hardto generate active learning all over the world.But there is a problem. Often, the classroom envi-ronment is a barrier. When pedagogy moves from apassive-learning format, “sit and get,” to an activeone, the design of the space in a row-by-columnseating arrangement, packed as tightly as possible,doesn’t support the need or the intent. It takes moresquare feet or meters per-person to move. To movefrom a transmission of knowledge model to includeimmersive interactivity and engagement, space mat-ters more than ever before.Beyond the need to interact with their teachers andeach other, today’s learners need to interact withtools, especially those that Professor Andersondescribes as “net centric.” The research we’redoing at Steelcase is delving deeply into the spatialSteelcaseEducationSolutions’EngagementModelStudenttocontents­­—ctoinstructors—itoEnvironments—etostudents—simplications of active learning and these new tools.And a paradigm shift is emerging. We believe it is thefirst wave of educational change.Within Steelcase Education Solutions, we view learningas an ecosystem where space, technology and peda-gogy converge. In the convergence is active learning.Technology and space are tools that should be spe-cifically developed to support the pedagogy and userbehaviors of active learning.Each institution is different. The march for changeis different. With that said, it is appropriate—indeed,we believe vital—for each institution to put a stakein the ground and say, “Here is where we are on thisjourney of change, and in five years here is where wewant to be in terms of active learning.” Armed with avision for the near future, constituents from informa-tion technology, facilities and academic professionaldevelopment can come together, develop a road map,and chart incremental change with tangible tasksand assigned ownership for completion. The slow-moving tortoise will not win this race.We truly learn by doing. Engagement is about learn-ing, not just a transfer of knowledge. Going forward,it’s important to look at the picture holistically, designfor behaviors and be ready for change.°About the authorWhether as a designer, instructoror administrator, I’ve spent yearsresearching educational environ-ments and have seen the insidesof more classrooms than I cancount. My passion, and my job,is helping people understand thebehaviors that come from differ-ent environments, and creatingclassrooms that truly supportnew ways of teaching andlearning. Email your ideas andquestions to or on twitter to Steelcase Education Solutions, we set out to do far more than simply update the classroom.Our goal was to rethink. Reinvent. Re-envision learning spaces. So we spent some time inthem—hundreds of them. Listening. Observing. Talking to the people who know them best.We immersed ourselves in the way information is presented, absorbed and processed.How seats are arranged and technology is implemented. How communication and collaborationwork. All so we can make learning more engaging, more empowering, more inspiring.For today, and years of spaces.Learning spaces reimagined.| Issue 66 | 360.steelcase.com106A New Learning CurveIdeas on planning and designing learningspaces from Lennie Scott-Webber,Ph.D., Director of Education Environmentsfor Steelcase Education SolutionsLearning By Doing
  • 54. A campaignthat’s dedicatedto changingthe world byeducating girls.
  • 55. HaitiMore than 66 million. That’s the estimated num-ber of girls in today’s world who don’t go to school.And yet, there’s overwhelming evidence that edu-cating a girl can break cycles of poverty in just onegeneration and create a wide ripple of positive change,says a group of award-winning journalists at theDocumentary Group and Vulcan Productions. Lastyear, in partnership with Intel, they launched 10x10,a global campaign to educate and empower girls.Removing barriers to girls’ education—such as earlyand forced marriage, domestic slavery, sex trafficking,gender violence and discrimination, lack of access tohealthcare, school fees—means not only a better lifefor girls, but a safer, healthier, more prosperous andmore sustainable world for all, says Holly Gordon, theexecutive director and executive producer of 10x10.Gordon’s earlier career included 12 years at ABCNews as a producer and booker for the major newsbroadcasts “World News Tonight with Peter Jennings,”“Good Morning America,” “20/20” and “Primetime” aswell as a stint with New York’s Tribeca Film Festival.“It’s not about educating girls because they’re betterthan boys,” she explains, “it’s just about what happenswhen you educate a girl. And it just so happens thatgirls are behind in almost every developing countryin the world today.”More than anything, facts drove her involvementin 10x10, Gordon says. “Once I heard the data anddecided to dig into the research behind the premisethat educating girls can change the world, it seemedlike a ‘duh’ moment: Why aren’t we doing this on ascale because the outcome is so significant?“When you educate a girl, she becomes a motherwho’s more likely to immunize her children, to avoidcontracting HIV/AIDS, to marry later, to have fewerchildren, to have children later so she doesn’t fall intothe challenges of young delivery…. When a girl staysin school for four more years, her income grows by20%. And she’s more likely than a man to reinvesther income in her family…so down the line you seegrowth in GDP. Educating girls is good for economicprosperity. And then on the civil society and stabilityside of it, research has found in countries wherewomen have an equal voice in public society, thesocieties are more stable…So that’s a ramificationfor world peace.”Rather than relying on conventional methods to tell thestory, the 10x10 team devised an innovative strategycentered on social media, the Web and, as its center-piece, a feature film. To meet the challenges of finding acritical-mass audience, they decided to self-distributethe film through a unique method of on-demandcrowdsourcing, putting the power to screen theirmovie in the hands of anyone who wanted to bringit to their community. As Gordon describes it, “it’sa really interesting experiment around journalism forsocial change.”“As a journalist, the old recipe for success was toget your story on the front page of The New YorkTimes and everything will change after that,” shesays. “That’s no longer true. The New York Times isa great place to be, but you’re not going to changethe world with just one story on the front page of onenewspaper. You need ubiquity, and in the old daysyou wanted exclusivity. So how could we use theprocess of making this film to create a ubiquitousconversation about the value of girls?” | Issue 66 | 111
  • 56. More than66 million.That isthe estimatednumber ofgirls whodo not go toschool.| Issue 66 | 360.steelcase.com112
  • 57. Showing at a theater near you?The film “Girl Rising” premiered in March 2013. Directedby Academy Award nominee Richard E. Robbins, ittells the stories of nine unforgettable girls born intounforgiving circumstances. Like Sokha, an orphanwho rises from a life in the garbage dump in PhnomPenh, Cambodia to become a star student and anaccomplished dancer. Like Suma, who writes songsthat helped her endure forced servitude in Nepaland today crusades to free others. Like Ruksana, anIndian “pavement-dweller” whose father sacrifices hisown basic needs for his daughter’s dreams.Each girl is paired with a renowned writer from hernative country, and celebrated actresses such asAnne Hathaway and Meryl Streep narrate their stories.Using a website,, anyone can take actionto bring “Girl Rising” to a screening venue nearby.Simply register, request a theater location, date andtime, and then use the toolkit 10x10 has created toinvite people you know. Once enough people havereserved tickets, the screening is confirmed.Knowing that just changing minds with “Girl Rising”wasn’t enough, 10x10 created the Fund for Girls’Education. Donations are directed to nonprofit part-ners: A New Day Cambodia, CARE, Partners in Health,Plan International USA, Room to Read, United NationsFoundation/Girl Up, and World Vision, all leadingorganizations with proven track records of providinglife-saving services to girls.To date, there has been a groundswell of interest andsupport for “Girl Rising” with about 1,800 requests forscreenings and 70,000 tickets sold. Regal Cinemassigned up for an exclusive, weeklong run in its 169 the-aters nationwide this past April. It will play to its largestpotential audience ever when CNN Films broadcastsit on June 16. Looking ahead, 10x10 is now planningfor distribution beyond the United States.“I gave at the office.”Businesses have been an important audiencefor 10x10, through financial support and open-ing up workplace channels for promoting the film.Advertisements for “Girl Rising” and the opportu-nity to donate to the fund are shown on employees’computers at approximately 60 leading corporations.“I think businesses have a huge role to play in so-cial change and in positive outcomes in the world…”says Gordon. “Especially in the developing world,businesses have a really important place in terms ofleverage and clout because they create revenue andemployment, and those things pay for infrastructure….Businesses fuel society and because of that they haveinfluence and connectivity that sometimes a nonprof-it organization alone doesn’t have. And, in the caseof a company like Steelcase, they have internationalreach. So it’s yet another way to reach across bor-ders and to share understanding.”Going for the widest possible distribution is all in sup-port of the cause that Gordon says is “the highestreturning investment you can make in the developingworld today.” Educating girls creates a more sustain-able world in terms of health, economic and socialstability, she emphasizes. What’s more, educatedwomen are also good for the environment. For ex-ample, they’re more likely to use clean-burning fuelsand produce less waste.“The first action that anyone can take after they readthis article is to see the film, to meet the girls to get abetter understanding of the impact that girls’ educa-tion has on society,” she urges. “And then to choosewhat to do with that information.”°Learn more about 10x10 and “Girl Rising,” including how toschedule a screening, at| Issue 66 | 360.steelcase.com114 | Issue 66 | 115See the MovieUsing the website, anyone cantake action to bring “Girl Rising” to ascreening venue nearby. Simply register,request a theater location, date andtime, and then use the toolkit 10x10 hascreated to invite people you know.Once enough people have reserved tickets,the screening will be confirmed.
  • 58. In countrieswhere womenhave an equalvoice in publicsociety, thesocieties aremore | Issue 66 | 117
  • 59. In an increasingly interconnected world, there’s growing awarenessthat protecting natural resources and enhancing people’s lives iscore to the future of the human race as well as a company’s abilityto survive and thrive in a changing, challenging world.“Steelcase was founded on the belief that business is a humanenterprise—and, as a part of that, a company devoted to sustainablebusiness practices,” says Jim Hackett, CEO. “There are manyopportunities that offer a time for a company to reflect, rechargeand refocus. We took the opportunity of our 100th anniversary todo just that—to reflect on our sustainability accomplishments anddream big about the future.”Earlier this year, Steelcase released its most comprehensivecorporate sustainability report ever. Steelcase is one of only 40%of the companies globally that voluntarily reports its environmentaland social impacts every year. Titled, “+Promise,” Steelcase’sreport documents the company’s global environmental and socialpractices throughout the world in the context of promises made tocustomers, partners, communities, employees and the environment.It also documents the new promises the company is making andhow it will fulfill these through enhanced governance practices.This year’s online report includes a Global Reporting Initiative (GRI)Index, which reports on more than 120 key performance indicatorsin 10 categories that range from product responsibility to laborpractices and human rights.Browsing the report, readers can learn about Steelcase’ssustainability efforts through stories about Steelcase peopleworldwide who are transforming the future. Just one examplefrom Europe: Rather than waiting for a new international standardto be released, Steelcase partnered with the leading environmentallife cycle assessment company Quantis and other corporateleaders to build a global water footprinting methodology, usingthe company’s products as a case study. Why participate? Becausewater conservation is more important than ever, and the toolsfor managing and measuring water need to significantly improve.By evaluating the future integration of water criteria into life cycleassessments, Steelcase can create new guidelines for upcomingproduct development projects.“We also plan to expand our sustainability practice and reportingcapabilities to capture metrics for additional areas and refine existingmetrics for global accuracy,” says Angela Nahikian, director ofGlobal Environmental Sustainability. “We are taking an intentionalstep forward, working to elevate sustainability as a lens forinnovation on a global scale.”Beyond Steelcase’s operational performance reflected in the storiesin the report, the company acknowledges that helping customersachieve their sustainability goals is one of the greatest opportunitiesfor delivering large-scale value and impact.By sharing research-based insights and offering innovative productsand solutions, Steelcase can help organizations get the most out oftheir real estate while also supporting their employee’s performanceand wellbeing. The results are worth the effort: an efficient realestate footprint means less unnecessary construction, less energyused and fewer greenhouse gas emissions. Most important, itempowers workers to do their best work.“We believe we can harness the power of our actions and assets tomake enduring positive change. Our commitment to sustainablepractices ensures we contribute to the social, economic andenvironmental conditions that allow people to reach their fullpotential,” says Hackett. “Our sustainability initiatives not onlybenefit the communities where we live and work, they also advancethe fitness of our company. They are a motivating force in drivinginnovation and transformation.”°Explore the report at Made, Promises Kept,New Promises:Corporate Sustainability Report TracksProgress, Shares VisionSteelcase joins Microsoft,Coca-Cola, Chevron,General Mills and others in2013 Business RoundtableSustainability ReportThis spring Steelcase was included inBusiness Roundtable’s 2013 sustain-ability report, “Create, Grow, Sustain:How Companies Are Doing Well byDoing Good.” Released in April, thereport features narratives from 147CEOs at world-leading companieswho discuss how their companies areimproving the quality of life for millionsof people around the world throughtheir sustainability efforts. In additionto Steelcase, invited participantsinclude Microsoft, Coca-Cola, Chevron,General Mills, Johnson Controls, SAP,Xerox and other well-known andrespected organizations across adiversity of industries.“Providing workplace environmentsto the world’s leading organizations,Steelcase is uniquely positioned forlarge-scale impact,” Steelcase CEOJim Hackett states in the report. “Weare proud of what we’ve accomplishedwithin our company, but our greatestpotential for impact is helping custom-ers achieve their sustainable businessobjectives. The work we do with ourcustomers and insights gained fromresearch drive innovation and improveperformance.”EnvironmentalImpactReductionsBetween Calendar Year 2006and 2011of electricitypurchased fromrenewableenergy credits inoffices in Parisand Strasbourg,France25% of electricity use in the U.S.OtherNoteworthyMetrics54%reductionwaterconsumption53%reductionvocemissions37%reductiongreenhouse Gasemissions23%reductionwaste +materialsrecycled5,361Hoursemployeevolunteer servicedonated globally$4.7MilliondonatedBy Steelcase and The Steelcase Foundationto support communitiesLooking forward, the companyplans to reduce its global environmentalfootprint by another 25% by 2020.100%| Issue 66 | 360.steelcase.com118 | Issue 66 | 119Sustainability Spotlight
  • 60. NeoCon, 2013.
  • 61. Every big company was a small company once.What does it take for some small companies togrow and excel over time? turnstone, the Steelcasebrand inspired by entrepreneurs, has discoveredunique ways that successful small companiesoperate. These insights are worth sharing withleaders of any company, big or small.“Small companies have different DNA than bigcompanies,” says Kevin Kuske, general manager,turnstone. “Understanding these differences canhelp other small companies succeed and eventeach large companies a few things, too.”Goodsmiths, a small company in Des Moines,Iowa is a very good example. They built an onlinemarketplace where arts and crafts makers sell theirwares in virtual stores to customers across NorthAmerica.Afterlittlemorethanayear,Goodsmiths.comhas 5,000 stores for makers and traffic and salesare booming.It isn’t just the steep growth curve that setsGoodsmiths apart, it’s how they achieved it. “Whenyou have to compete with bigger companies withfar greater resources, more brand recognitionand greater awareness with both customersand potential employees, you have to think andwork differently. Goodsmiths knows this. The waythey’re heavily involved and invested in their localcommunity, how they let their unique personalityas a company shine through and how they’repassionate about their craft, these are key to theirsuccess,” says Kuske.The little guys make a big difference in the overalleconomy. Small businesses (fewer than 100employees) represent more than 99% of employersand provide 60% to 80% of net new jobs annually.In the United States they produce as much as 13to 14 times more patents than big firms, accordingto The U.S. Small BusinessAssociation says small businesses collectivelyproduce over $6 trillion in gross domestic producteach year, which on its own would be the thirdhighest of any country in the world.The story is similar in Europe, too. Small andmedium size enterprises (SMEs, 90 or feweremployees) outside the financial sector accountfor 99% of businesses and two out of every threejobs, according to Eurostat, the statistical office ofthe E.U. In addition, 85% of net new jobs in the E.U.between 2002 and 2010 were created by SMEs.Regular road trips by turnstone employees andthe in-depth studies conducted by the SteelcaseWorkSpace Futures research and design groupshow there are seven key ways great small firmsoperate differently than large companies (see pg.122). Two of these differentiating ideas—embracingtheir local communities and taking their uniquepersonalities public—are explored here.SmallCompanies,Big Ideas| Issue 66 | 360.steelcase.com122 | Issue 66 | 123
  • 62. Community mattersAn Internet company with online stores thatrepresent makers all over the U.S. and Canada,Goodsmiths’ team of 11 employees is also activelyengaged in the local community. They’re locatedin Valley Junction, a historic section of Des Moinesthat boasts the largest collection of independentbusinesses in the city, including art galleries andhandcrafted goods stores, the types of businessesthat use “It gives us a connection,a base in a part of town that’s all about handmade,creative goods, just like the shops on our site,” saysRiane Menardi, whose job title is community builder.“Grounding your company in the community giveseveryone a sense of belonging. It’s part of the visionof successful small companies to be part of a largerpurpose, and it connects the company with thepool of talent, customers and resources locally,”notes Kuske.Goodsmiths regularly hosts or participates incommunity events such as book launch parties,networking events with other startup businesses,and partner events with professional organizationssuch as AIGA. “We often bring people into our office,whether were hosting an event ourselves or justhanging out at our place afterwards. Developerswho work remotely stop by to work in our officefor an afternoon. Its really open to anyone in thecommunity,” says Menardi. Their workplace clearlyrepresents the Goodsmiths brand and culture to allvisitors now, thanks to a $20,000 office makeovers,one of five such winners in turnstone’s Culture@Work in the Heartland contest.Goodsmith’s new workplace clearly representsits brand and culture to all visitors now,thanks to a $20,000 office makeover, one offive such winners in turnstone’sCulture@Work in the Heartland contest.“Grounding your companyin the communitygives everyone a senseof belonging.”Riane Menardi, community builder, GoodsmithsWhat makes successfulsmall companies so special?Research by turnstone and the SteelcaseWorkSpace Futures group identifiedcharacteristics of small companies thathelp them excel despite more limitedresources and having to compete in thesame pool for talent and customersas their larger brethren. Small companieswith outsized success were found toshare seven common characteristics:Their personality comes throughThey have the freedom to be themselvesThere is passion for their craftA sense of community makes them partof something biggerAs a team, they have fun togetherThey have a choice of how and wherethey want to workThey take time to connect| Issue 66 | 360.steelcase.com124 | Issue 66 | 125
  • 63. Show your personalitySmall companies look to express themselvesand often encourage their people to do the same.CarbonSix, another Culture@Work in the Heartlandmakeover recipient, is a small market researchfirm in Chicago recently spun off from a largercompany, Leo J. Shapiro Associates. With adozen employees plus a few interns, CarbonSixuses their new space to help define the personalityof the newly independent firm, and separate it fromtheir parent company located just one floor away.“We’re not a typical research firm in some ways,and that’s part of what makes us successful,” saysCarbonSix President, Margaret Mueller, Ph.D.“We have several Ph.D.s and masters degrees onstaff, but everyone has a personality and style inaddition to their education. That’s uncommon in ourbusiness because it can be difficult to find superbright, analytical Ph.D.s who are also engaging andgregarious, have high energy and fit in well. We arein the client services business and there is a lot ofpersonality that goes into it.”The firm encourages employees to pursue outsideinterests and calls out their exploits in staff bioson their website. Mueller, for example, had a “one-day snowboarding career that ended in a brokenwrist,” while director Ankit Makim was “possibly theonly New York Yankees fan studying InternationalFinance in Vienna.” It’s revealing and fun, but howdoes it help CarbonSix?By building the firm’s unique identify, according toMueller. “We have a really eclectic group and that’simportant. We want interesting people here whosee the world through different lenses and bringdifferent perspectives to client problems. Somepeople are very systematic and methodical, oth-ers are a little more abstract at the way they lookat things. All of that helps our client’s learnings.”The research company positions itself as anexplorer, says Mueller. “Our clients are lookingfor people who are constantly curious, alwaysexploring the world, not feeling satisfied with theanswer. There’s got to be something else—that’swhat we do. We like people who ask, ‘What’s goingon here? What’s the problem?’ We recruit for thisexplorer personality and we continue to promoteit both inside and outside work.“For example, when one of my colleagues and I wentto Philadelphia, we had just an hour-and-a-half offree time. We did the power tour of Philadelphia:Ben Franklin’s grave, the Liberty Bell and a Phillycheese steak. It was fantastic. What’s the point offlying off to Philadelphia to do research withoutexploring?”CarbonSix’s distinct culture and personality alsohelp the firm attract the best candidates, too.“People have left other firms to come to CarbonSixbecause of how we work. This isn’t a big firm wherethe partners hold all the client relationships. We’re asmall company and we have our junior people workdirectly with our clients as much as possible. Thequicker the client sees them as the trusted personto lead the work, the more they develop and themore we can keep growing,” says Mueller.“A big part of our positioningand brand identity is thisexplorer identity, and that’svery much what our clientsare looking for.”Margaret Mueller, president, CarbonSix“You really want your space to reflect who you are.You want clients to walk into the space and think,‘Hey, this is really cool. I’m working with smart,interesting people.’ Everyone wants to feel goodabout the firm they hired, and your office canreinforce that feeling.” says CarbonSix PresidentMargaret Mueller.Space reveals the real companyBoth CarbonSix and Goodsmiths use theirworkplace to reinforce the special characteristicsof their companies. Handmade window treatmentsfit the Goodsmiths office’s floor-to-ceiling windowsand goods created by employees are displayed onthe walls and shelves. The drywall in CarbonSix’soffice is being removed to expose the retro brickwalls underneath, inspired in part by winning theturnstone office makeover and also, no doubt, bytheir explorer personality. Both firms built officesthat emphasize open communication and frequentcollaboration.Space reinforces what makes each firm unique.“You really want your space to reflect who youare,” says Mueller. “You want clients to walk intothe space and think, ‘Hey, this is really cool. I’mworking with smart, interesting people.’ Everyonewants to feel good about the firm they hired, andyour office can reinforce that feeling.”Embracing the community and communicatingtheir personality are just two of the ways smallcompanies work differently than larger companies.When you’re competing for the same talent andcustomers as the big guys but your resourcesare much more limited, you find unique ways, asGoodsmiths and CarbonSix have, to succeed.Good advice no matter what the current size ofyour company may be.For more insights from turnstone’s research ofsmall companies, see “Small Companies AreJust Like Big Companies...Only Different” in “360Magazine” Issue 63.°| Issue 66 | 360.steelcase.com126 | Issue 66 | 127
  • 64. | Issue 66 | 360.steelcase.com130Leadership MomentIt would be hard to find a company more at easeworking across borders than Artexis Group. Thecompany manages events, exhibit halls and tradeshows across diverse industries and locations: foodin Columbia, maintenance in Germany, lab equipmentin Switzerland, autos in Poland, industrial tech inSingapore, etc. More than 2.5 million people visitedan Artexis event last year.Global strategy, local implementationArtexis constantly bridges global and localperspectives. “Commercial activities (selling booths,attracting visitors, etc.) are accomplished at the locallevel, while marketing, research and developmentstrategy are worked out at the international level.Group managers are natives of the different regionswhere we work. By sharing local experiences throughour central offices and disseminating our ideas, valuesand methodology, we assure the consistency of theorganization. This makes internal communicationessential, so we’ve developed a range of waysto facilitate cross-border collaboration, from asophisticated intranet platform to regular formal andinformal meetings in our offices, which are designedto foster open and frequent communication.”The culture of Artexis Group, says Everard, “is builton our values—efficiency, creativity, commitment,results-driven, team spirit, environmental awareness,integrity and having fun—and our culture becomesa coherent factor. The challenge is more often inimplementing business processes. We try to be ascoherent as possible by sharing common practicesbut it’s wrong to force them on to a local opera-tion when they conflict with local practices, whetherthey’re social, cultural or intellectual. Selling prac-tices, for example, are different in Latin, Germanor Scandinavian countries, so the solution is to beuncompromising when it comes to values and openminded about implementation.Open attitudes and offices“Our business and our creativity rely on continuallyquestioning and confronting our point of view, andour office environment reflects that approach. Ournew Brussels office is located close to the airport andwith direct access to major roads. It’s an environmentthat welcomes colleagues coming in daily from otherlocations. Areas for networking and chatting, such ashallways, canteens and kitchens, are broad, centraland pleasant. We have a lot of meeting spaces, withopen areas and hotelling workspaces for those whotravel between the group headquarters and our threeoffices in Ghent, Antwerp and Namur. Flexibility isimportant, so our office furniture can be easilyrearranged to create different workspaces whenwe need them.”Having employees of different generations on staffpresents no challenges, says Everard. “I don’tbelieve they work intrinsically in different ways.This may be because of our emphasis on internalcommunication. Our people are all individuals andthey work together smoothly because they considereach other’s differences, and they communicateconstantly. The open nature of our work environmenthelps, too. My own office is fundamentally the sameas my colleagues’. I have a glass door and it’s openmost of time.Nothing can replace ‘being there’“Most employers probably underestimate the value ofan office as an attractor. We’re a ‘people company’and our double-digit growth rate depends onattracting, developing and retaining talented andmotivated people. The exhibition and trade showindustry is often associated with cold exhibition halls,logistics, etc. People don’t expect an office like ourswith a high level of design, comfort and innovation, soour new work environment has become a resourcefor attracting talent to our company.“Our offices are like our events and exhibitions busi-ness. Much of the communication is accomplishedvirtually, but it’s not quite the same as being there.That’s why people attend trade shows and events,and why our offices are open, transparent and builtfor constant interaction and communication.”°ERIC EVERARDChairman and founder, Artexis GroupEvent organizer and exhibition hall manager ArtexisGroup, the parent company of Artexis Belgium,Artexis Nordic and easyFairs, operates in 15 countriesfrom its base in Belgium. Everard was recently namedManager of the Year for 2012 by business magazineTrends-Tendances.artexisgroup.com360 spoke with Artexis Chairman and FounderEric Everard who shared with us how hisBelgium-based multinational company uses itscorporate headquarters to successfully managebusiness internationally.
  • 65. ©2013 Steelcase Inc. All rights reserved. Trademarks used herein are the property of Steelcase Inc. or of their respective owners.| Issue 66 | 360.steelcase.com132 | Issue 66 | 133Steelcase employees Sylvain Girardeau (Ukraine,Belarus and Baltic countries) and DonchoPenchev (Kazakhstan) recently participated inthe 4L Trophy, a humanitarian rally with Renault 4cars. Their objective: drive across the Moroccandesert to provide children withw school supplies.Thousands of participants deliver close to 80 tonsof school furniture in Morocco after driving 6,000km from departure sites in Bordeaux and Paris.The two-man team crossed France, Spain andMorocco in a 27-year-old 4L Renault car, drivingmore than 6,500 km in 10 days!From France toMorocco:a humanitarian raceAtoms + BitsThe Steelcase Culture Code research has found itsway into the May issue of Harvard Business Review.The article, “Vision Statement: How Culture Shapesthe Office” explores why organizations shouldconsider the larger cultural contexts in their workenvironments to help them work better globally.“More businesses than ever are global and thatmeans people have the opportunity to work withothers from all over the world,” says Catherine Gall,research director, Steelcase WorkSpace Futures.“We’ve been hosting events in cities like New York,Shanghai, London, Paris, Köln and Madrid, to helpour customers and designers better understandhow to leverage what we’ve learned about cultureand the workplace to provide effective workenvironments in a global business world.”To learn more about Culture Code or how you canattend a seminar, contact your local Steelcasesales office.Culture Codehits the standsin HBREveryone is talking about the findings of the recentSteelcase Global Posture Study, which discoverednine new postures that are a result of new technol-ogies and new workplace behaviors.Media around the world, including The Wall StreetJournal, The Economist, Bloomberg BusinessWeek, The Atlantic, Gizmodo , Mashable, El Pais,Huffington Post France, Spiegel, Die Karriere Bibel,Forbes China, GQ China and Online Nigeria, haverun stories on how these new postures are not prop-erly supported by current office chairs and when notadequately addressed, these postures can causepain, discomfort and long-term injuries for workers.The new Steelcase Gesture chair and, inspired bystudying the movement of the human body andcreated to address these postures and the wayspeople work today.GlobalPosture Studygoes viralDesign4Next, a new Steelcase competition,challenges students to rethink the office for thenew economy, today and tomorrow and designthe “NEXT” office. All entries must be received byNovember 25th and semifinalists will be announcedDecember 16th. Five semi-finalists will be invited toSteelcase University in early 2014 where the winnerwill be announced. The Grand Prize Winner willreceive $1,000. The winning school will also receivea $1,000 contribution to their design program orcharity of choice. The Fall 2013 competition is opento junior and senior students at North AmericanCIDA accredited schools. For more informationon contest details or registration: all designstudentsFortune Magazine has recognized Steelcase one of its 2013 “Most Admired Companies” inthe Home Equipment, Furnishings industry sector.This year, Steelcase is ranked in the fourth position,and is joined by notable brands such as Whirlpooland Tupperware brands, among others.In the Fortune survey of executives that ultimatelydetermine the “Most Admired Companies”rankings, Steelcase’s highest scores came in thesocial responsibility, people management, globalcompetitiveness and quality of managementcategories. Social responsibility has been akey focus for Steelcase. The company recentlyreleased its 2012 Corporate Social ResponsibilityReport, titled +Promise, which details its effortsto incorporate responsible business practices from2006 through 2011.One of 2013’s“Most AdmiredCompanies”DESIGN4NEXTVision StatementHow Cultureshapes theofficeOrganizational culture differs fromcountry to country, but how does thataffect the way offices are arranged?Researchers at Steelcase, the officefurniture company, have identifiedsix dimensions of workplace culturethat shape an office’s social dynamics.By evaluating the trade-offs inherentin each, firms can design spacesthat help employees operate moreeffectively. Here are highlights fromSteelcase’s five-year, 11-country study.HBR Reprint F1305ZIn Russia, teamwork is empha-sized within groups, but depart-ments are highly segregated indistinct spaces. Employees havelittle access to executives.In italy, most firms have assertive,competitive corporate cultures. Visiblesymbols of hierarchy, such as privateoffices, are important. Collaborationspaces tend to be no-frills.In the u.s., being fast, flexible,and innovative is important.Spaces should allow for quicktoggling between individualand group work.In the u.s., eliminating thecubicle in favor of flexible workenvironments lets employeeschoose the space that best suitstheir current task.The BRitish are at ease withunstructured, unpredictablesituations and prefer work spacesthat promote sharing, mobility,and creative thinking.Christine Congdon is the director of globalresearch communications and Catherine Gallis director of workspace futures at Christine Congdon and Catherine GallChina MoRoCCoindiaFRanCeIn low-context GeRMany, communica-tion is expected to be honest and straight-forward. How a message is delivered isless important. Here, office spaces shouldbe outfitted with whiteboards and otherinformation-sharing tools.autoCRatiCmInImalCOmmunICaTIOn andCOllaBORaTIOnaCROSS lEVElS OFpOwERindividualistSElF-RElIanCE andauTOnOmy aREHIgHly ValuEdMasCulineaCHIEVEmEnTand COmpETITIOndOmInaTETHE CulTuREtoleRant oFunCeRtaintyCHallEngESaRE TaCklEd aSTHEy COmEshoRt teRMFOCuS IS On FaSTRETuRnS andOn mInImIZIngInVESTmEnTSlow Contexta dIRECT and ExplICITappROaCH IS kEyTO COOpERaTIOnBETwEEn IndIVIdualSCOpyRIgHT © 2013 HaRVaRd BuSInESS SCHOOl puBlISHIng CORpORaTIOn. all RIgHTS RESERVEd.2 Harvard Business Review may 2013idea watCHIn high-context China, tools suchas video conferencing allow par-ticipants in virtual meetings to seevisual cues such as where peopleare seated and their body language,building deeper understanding.spain italy u.s.netheRlandsGeRManyIn GReat BRitain, leaders’work spaces are accessible,inviting interaction amongemployees at all levels andexpediting decision making.In China, where supervisorsexert more control and guidance,alternative spaces are a newconcept. Employees are com-fortable with densely arrangedworkstations.dutCh organizations generallyfeature more fluid spaces thatencourage equality and reflecta focus on well-being.In spain, workers tend to be carefulabout sharing information and makebig changes only after deliberation.accordingly, the design of spacesshould reflect their intended use.In China, spaces embody acompany’s history, values, andrituals. Executive offices areimportant symbols of tradition,order, and long-term stability.ConsultativeEmplOyEESpaRTICIpaTE IndECISIOn makIng andTakE InITIaTIVEColleCtivistgROup COHESIOn andCOOpERaTIOn TakEpRIORITyFeMinineCOOpERaTIOn andHaRmOny aREHIgHly ValuEdseCuRityoRientedFOCuS IS OndETaIlEd pROCESSESand STRuCTuRElonG teRMEmpHaSIS IS OnInVESTmEnT andCOmpany lOngEVITyhiGh ContextIndIRECTCOmmunICaTIOn andunSpOkEn SIgnalSaRE ESSEnTIalIn BuIldIngundERSTandIngIn China, india, Russia, and MoRoCCo,firms share a high tolerance for density andare extremely hierarchical. many employ-ers optimize their office layouts by reducingworkers’ space and giving managers andexecutives plenty of room.In FRanCe, spain, and italy, where spaceallocation is more egalitarian, firms tend tooptimize by reducing the size of both privateoffices and open work spaces. Firms thereare beginning to explore alternative loca-tions, such as coworking facilities and satel-lite offices, to address overcrowding.In the u.s., uK, GeRMany, and the neth-eRlands, spaces reflect a progressive viewof work, with all levels of employees sharingspaces. at the same time, workers don’t liketo feel crowded, which has led to the liberaluse of “hotel” spaces and telecommuting.Patterns for optimizingReal estatedesigning workspaces to suit thelocal culture fosters trust and pro-ductivity—and builds competitiveadvantage.nOCOwORkIngSpaCEExECuTIVESExECuTIVESmanagERSmanagERS wORkERSEmplOyEESSOmECOwORkIngSpaCEalTERnaTIVEwORkSpaCESExECuTIVESmanagERSEmplOyEESCOwORkIngOFF-SITEFOR aRTIClE REpRInTS Call 800-988-0886 OR 617-783-7500, OR VISIT HBR.oRGmay 2013 Harvard Business Review 3
  • 66. buildinganinterconnectedworkplaceproductguidegesture™SEATINGTechnology is the single greatest force drivingthe changes in the way we work, live and behave.The new, multiple devices we deploy throughoutour work day allow us to flow between tasksfluidly and frequently.Gesture is the first chair designed to support ourinteractions with today’s technologies. Inspiredby the movement of the human body. Createdfor the way we work today.AVAILABLENorth america FALL 2013EuropE, Middle east africa EARLY 2014asia pacific EARLY 2014SEATINGproduct Guide
  • 67. ARCHITECTUREproduct GuideARCHITECTUREproduct GuideWe didnt start with a chair design.We started by looking at themovements of the body. Like thehuman body, Gesture is designedas a system of interfaces.Want to learn more about GESTURE?Visit Guideproduct GuideThe Core InterfaceOur body is a system in which our “seats” backsand legs are synchronized in movement. Likethe human body, Gesture’s back and seat areconnected and move as a synchronized systemthat creates a tailored fit, moving with each userto provide continuous and persistent core support.The Limb InterfaceGesture’s arm moves like the human arm, whichhelps people to get closer to their work andsupports their arms and shoulders, no matter thedevice they are using, and no matter the size ofthe individual. Gesture’s arms are mounted behindthe hip to support a wider range of postures andpeople, and also so that the chair takes up a smallerfootprint overall than traditional chairs.The Seat InterfaceGesture’s seat uses Adaptive Bolstering (airchannels in the foam) that responds differently tolarge and small users to provide consistent comfortfor everyone.The contoured seat distributes weight to make itcomfortable longer. It is flexible at the perimeterto allow a range of postures without pinching orcutting off circulation. The seat depth control isresponsive, and makes it easy to “fine tune” sopeople are less likely to perch on the edge of theirchairs.
  • 68. ARCHITECTUREproduct GuideARCHITECTUREproduct GuideSEATINGproduct Guideproduct Guidethink®SEATINGWhen Think was launched in 2004, it was em-braced around the world as a breakthroughinnovation. Now this multi-function chair hasbeen completely redesigned from the casters upwith new materials, new technologies and newperformance capabilities, including a new intelli-gent Integrated Liveback System that conformsto users like never before. With even fewer partsfor even simpler disassembly and recycling, itstill has the familiar Think look completely re-packaged as a higher-performing, sleeker andsmarter chair.AvailableNorth america EARLY 2014europe, middle east africa EARLY 2014asia pacific EARLY 2014Want to learn more about THINK?Visit
  • 69. ARCHITECTUREproduct GuideARCHITECTUREproduct Guideproduct Guideproduct GuideV.I.A.Architectural WallsV.I.A. not only defines space, but redefines therole vertical real estate plays in an interconnectedworkplace. V.I.A augments human interactionby providing true acoustical privacy and hostingtechnology. It provides a sense of permanencewith the speed and design flexibility of a relo-catable wall, allowing the creation of a range ofapplications.A collaboration between Claudio Bellini and theSteelcase Design Studio, the visuals and designof V.I.A. offer an elegant and timeless design.AVAILABLENorth america FALL 2013
  • 70. acoustic PerformanceV.I.A. creates a new benchmark around trueacoustical privacy. Focused workspaces can beadjacent to dynamic collaborative team spaceswithout noise disturbance issues. V.I.A. is engi-neered with a unique acoustical intelligence; allframes, skins and every junction is manufacturedwith full acoustical seals.PLATFORM FOR THE FUTUREV.I.A. not only allows you to realize your designvision today, but its embedded intelligence pro-vides a platform for the future. With V.I.A. it’s easyto make small changes or large changes, providinga sense of permanence with flexibility for evolvingbusiness needs and emerging technologies.DESIGN FREEDOMV.I.A. provides consistent and predictable visualdetailing giving architects the freedom to expresstheir vision using a broad range of materials and walltypologies to create different spaces without havingto compromise on vision or worry about the details.This includes both dimensional consistency whetherin the horizontal or vertical orientation, planarityamongst surfaces, and mitered edge detailing.V.I.A. is developed with EnvisionIT, the designflexibility from Steelcase that enables parametricproducts to easily be planned and ordered byselecting desired attributes, simplifying the entireprocess from specification through installation.EnvisionIt removes the many boundaries to creativitytypically imposed by “fixed” sizes and provides youwith the ability to express your own vision.PRECISION ENGINEEREDPrecision engineering drives the consistent visualdetailing of V.I.A. The intelligent precision frame andmechanical skin attachment brackets are designedto properly align skins—this happens to minimizeinstallation time and reduces dependency on theinstaller’s skill level.Want to learn more ABOUT V.I.A.?Visit Guide
  • 71. MEDIA:SCAPE®TEAMSTUDIO™media:scape®TeamStudio™amplifies the condi-tions for innovation by augmenting the quality andquantity of interactions in the places where teamscome together to work. Local and distributedteams can engage using analog and digital toolsin a seamless, easy and equal way. The result is adestination that fosters trust, facilitates collabo-ration and speeds innovation.TeamStudio is a comprehensive applicationfor active project teams, that considers socialdynamics for both the near side and the far sidevideo participants, working equally as well whenthe camera is on or off. It’s perfect for hosting alarge team brainstorming session, and can just aseasily support small breakout sessionsAVAILABLENorth america FALL 2013EuropE, Middle east africa EARLY 2014asia pacific EARLY 2014Want to learn more about MEDIA:SCAPE TEAMSTUDIO?Visit Guide
  • 72. TECHNOLOGYproduct GuideMEDIA:SCAPE®kiosk™media:scape kiosk is optimized for the ways col-laboration happens today. Embedded media:scapetechnology lets participants easily share their infor-mation with others. Integrated lighting and audiocontrols help participants “see-and-be-seen”while also “hearing-and-being-heard.” Cameraangles capture the participants while minimizingthe surrounding area. The result is an improveduser experience that increases focus and the levelof engagement, in a highly efficient footprint thatoptimizes real estate.AVAILABLENorth america FALL 2013EuropE, Middle east africa EARLY 2014asia pacific EARLY 2014Want to learn more about media:scape KIOSK?Visit®VIRTUAL PUCK™media:scape Virtual PUCK is the perfect wirelesscompanion for any media:scape solution.The new APP unlike traditional wireless sharingtechnology does not require complicated IPaddresses or a dedicated platform.Simply open the app, connect to media:scapevirtually, and wirelessly share your content via anymedia:scape display. Available for both Mac andPC laptops with additional devices coming soon.AVAILABLENorth america Fall 2013EuropE, Middle east africa EARLY 2014asia pacific EARLY 2014Want to learn more about VIRTUAL PUCK:Visit
  • 73. Tagwizard™space reservation systemTagWizard is a free-address scheduling systemthat makes space easy to find, reserve, and mea-sure. Mobile workers can “tag” a space on demand,from their computer or mobile device.Unlike other scheduling systems, TagWizard allowsinstant check-in with the swipe of a badge or thetouch of a finger; it collects information about uti-lization and wellbeing factors using an optionalanalytics package; and it provides IT managersthe tools they need to efficiently deploy, manage,support and update the system.AVAILABLENorth america FALL 2013EuropE, Middle east africaasia pacific EARLY 2014Want to learn more about TAGWIZARD?Visit
  • 74. SURFACESproduct GuideGlobal PalettesteelcasesurfacesGlobal Palette, from Steelcase, makes it simplerfor design professionals to deliver aestheticconsistency around the world—even if their clients’furniture selection varies from region to region.Born from global surveys and color trend mapping,this selection of textiles, paints, laminates andmelamines has been designed to complement oneanother—delivering choices without the complexity.AVAILABLENorth america NOWEuropE, Middle east africa NOWasia pacific NOWWANT TO LEARN MORE ABOUT GLOBAL PALETTE?Visit deliberate range of textures, patterns, colors andprice options make up the Global Palette of textiles.Each color and pattern were specifically chosen basedon global acceptance and relevance to mul- tiple re-gions around the globe.PaintsPaint is the foundation of materials choice within theGlobal Palette. To ensure a balanced and completeoffering, color family, value, range, neutrality and glob-al trends were considered. The result is an offeringwith a broad range of creative choice that is beauti-ful, efficient, intuitive and easy-to-order.
  • 75.