Steelcase Harder Working Spaces


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Steelcase Harder Working Spaces

  1. 1. The magazine of workplace research, insight, and trends Issue 59 June 2010 Harder Working Spaces The workplace just got smarter. Q&A with Roger Martin 14 Trends360 17 Sustainability Spotlight 19 Finding the Holy Grail in NeoCon 2010 Special Edition 20 business today: innovation Atoms & Bits 56
  2. 2. ABOUT THIS ISSUE: The workplace has never had to work so hard. On the cover, our mind map (a brainstorming technique used by our colleagues at IDEO to support design thinking) illustrates how the workplace has to maximize use of real estate, attract and engage workers, communicate company brand and culture, and foster collaboration and innovation. To help make this idea a reality, we offer insights from designers, architects, and Steelcase research- ers on how to plan these harder working spaces, and show companies that have pulled it off. Next, noted business author Roger Martin discusses design thinking and how it can help foster innovation. In our special NeoCon 2010 section, we feature the Steelcase family of showrooms and new products that can help create harder working spaces. Working harder just got easier.
  3. 3. j u n e 2010 FEATuRE NEOCON 2010 SpECiAl SECTiON 2 Harder Working Spaces 20 Come See us People are working harder A guide to all the good stuff than ever. So should their NeoCon 2010 happening in the Steelcase space. See how leading family of brands this year. companies are reducing real estate, building brand, fostering collaboration, 21 Don’t Miss This and engaging employees. From inspiring speakers to great parties, there’s a lot to see and do while you’re in Chicago. DEpARTMENTS 14 Q&A 22 Steelcase Showroom Map Roger Martin, one of the most 36 Turnstone Showroom Map insightful business thinkers and writers around, answers 37 Details Showroom Map questions about innovation 38 Nurture Showroom Map and how companies can get better at it. 39 Coalesse Showroom Map 17 Trends360 40 New at NeoCon Insightful signposts we’re The showrooms are packed seeing about business, with insightful new products work, and the workplace. and thoughtful enhancements from Steelcase companies. A quick look starts here. 19 Sustainability Spotlight David Berger has a brilliant idea for bringing light to off-the-grid parts of the world. 56 Atoms & Bits Things to check out in person or online. Threesixty is published bimonthly by Steelcase Inc. All rights reserved. Copyright 2010. 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? Contact us at Harder Working Spaces ° 1
  4. 4. j u n e 2010 Workers at Accenture’s Houston offices use media:scape to collaborate using extensive digital information. 2 Harder Working Spaces °
  5. 5. j u n e 2010 Harder Working Spaces The workplace just got smarter. is it possible to compress real estate and shrink individual footprints while at the same time helping people to collaborate and create more effectively? Yes. As companies work their way out of the Several leading companies show how it recession, they often feel a tug-of-war can be done. Consulting giant Accenture between two seemingly contradictory goals: developed a work environment strategy the need to stay lean and efficient yet, at called Workplace 2.0 that it piloted in its the same time, become more flexible and newly relocated Houston office. “When creative. Businesses are more efficient now, most organizations pull a workplace strategy having cut their biggest expenses – real together, it really has a real estate focus. estate and people. Companies need We aligned our overall business strategy, our every part of the operation, especially the human capital, real estate, and technology workplace, to work harder than ever. not strategies very closely and pulled all of those just individual workspaces, but the entire together into a comprehensive strategy,” says office. every. Square. Foot. “We don’t have Dan johnson, Accenture’s global director, a client who isn’t asking for their real estate workplace. The results are impressive in and workplace solutions to work harder, to terms of real estate compression alone: do more,” says Lauri Lampson, principal with Their office went from three floors and Houston-based planning Design Research 66,000 square feet down to one floor of (pDR), expressing the experiences of 25,000 square feet, while still supporting designers and architects everywhere. more than 800 people. In a world of 24/7 competition, project A leader in alternative work strategies such teams stretch from Midtown to Mumbai, and as hotelling, Accenture prides itself on its business moves at race pace. Companies are efficient use of real estate. But what sets looking to create harder working spaces that: the company apart is how it considers the workplace holistically. Instead of simply • maximize real estate utilization using smaller workstation footprints and • foster and support collaboration similar approaches to increase density, • help attract and engage talent the workplace is both smaller and harder working, using a combination of business • reinforce the culture and build the brand strategies in ways that work best for the of the organization. organization. The company also insists Can space really work that hard? Is it its workplace meet high standards for possible to compress real estate and shrink what it terms “The Four e’s” of “efficiency, individual footprints while helping people effectiveness, engagement, and environ- collaborate and create more effectively? ment,” with collaboration as a baseline. To inspire workers and help them feel more Like a lot of companies, Accenture found connected to company culture and brand? that many workstations were empty for How can you simultaneously combine lean, long periods of time because workers were innovative, and effective? collaborating in team spaces, project rooms, Harder Working Spaces ° 3
  6. 6. j u n e 2010 or offsite. “The briefcase, the PC, and the coat had one of the best views in town,” says Bill Mearse, Houston location managing director. The company realized that its staff was working differently, so its workplace had to reflect and support those new ways of working. The integrated work strategies and the Four e’s strategy address these changes. Mobile telecom leader Vodafone also applied an integrated strategy for the company’s new netherlands headquarters in Amsterdam. The company was not only moving its office from another city, but also consolidating staff from three different sites at the new Vodafone’s new netherlands headquarters (top photos) in Amsterdam and Accenture’s location. “We needed to make a big step new Houston offices (bottom photos) share much in common: unassigned workspaces, forward in our workspace to break out from benching applications, and plenty of room for collaborative work in both open and traditional offices to something fresh, new, closed spaces. Both companies reduced real estate substantially with these new even heretical,” says jens Schulte-Bockum, workplace strategies. CeO of Vodafone netherlands. To support mobile and collaborative knowledge work, every Vodafone staffer – from leadership tion; the former use calls for some small and to demonstrate the company brand, to the newest worker – operates from the privacy screens and space for portable tools, Vodafone’s workplace has a very open layout same workspaces. Much like Accenture’s while the latter needs more work surface, with no assigned workspaces combined with office, Vodafone’s workplace is colorful, space for more people and no screens at a wide variety of meeting and project spaces. welcoming, and energetic, and uses less all. Real estate savings realized through real estate than their previous offices. benching should be leveraged for the benefit of all workers – for cafés, lounge areas, Benching is a go-to strategy for gaining team rooms, and other shared spaces. more efficiency in real estate footprints, and, while it’s been used in europe for Accenture and Vodafone made sure their many years, it’s a growing phenomenon in benching workspaces were augmented north America. Benching is an application by shared spaces, a move that pays real approach for supporting workers with parallel dividends. “There’s a lot more informal work surfaces along a spine. Typically there communication going on in the office,” says are no space-defining panels and little or no Vodafone’s Bockum. “People are closer to dedicated storage and privacy. It’s definitely one another, it’s easier to have a quick chat Smaller and smarter. an efficient approach: Research conducted about issues. People are communicating Accenture’s Houston office didn’t by Steelcase WorkSpace Futures in europe more than in previous environments and just get smaller, it got smarter, and north America shows space savings I think that adds to productivity. Mission- more open, and more collaborative of 22-26% in benching applications verses critical information is passed between people to better support its 800 workers. individual workstations, and an initial cost more easily and people have the feeling FROM: TO: savings of 10-15%. But there’s a risk as well: that there’s more information sharing going • 3 floors • 1 floor cramming more desks into less space to on, that they’re on the inside rather than • 66,000 sq. ft. • 25,000 sq. ft. save money can affect the performance of struggling to keep up with what’s going on.” • private offices • unassigned the workplace and staff. Benching should be The flow of information and ideas is critical & dedicated workspaces & tailored to the work being done. For example, workstations collaboration to collaboration, the de facto protocol for project team members might use a bench for spaces knowledge work today. It’s also the standard individual work or as a place for collabora- embraced in the new offices of the Housing, 4 Harder Working Spaces °
  7. 7. j u n e 2010 A benching workspace at the new Accenture Houston office. Workers move from bench areas for focused work to a variety of group work spaces, cafés, and lounge areas. Harder Working Spaces ° 5
  8. 8. j u n e 2010 The Coca-Cola Supply workplace encourages and supports information sharing, teamwork, and collaboration in a variety of workspaces. Dining, and Hospitality (HDH) department working in the field and are not in the office display and flexible storage. Storage doubles at the university of California, San Diego, every day, 40% of the workspaces are unas- as guest seating and work surface, and opened earlier this year. Workers from 11 signed. The essential nature of the space even offers embedded technology that helps different locations were brought together is open and collegial. O’Sullivan planned people share information on monitors with in a workplace designed to break down different types of collaboration spaces - large another person or a group. Forget struggling internal silos and improve communication and small, open and enclosed - and all offer to see a computer screen tucked back on and information sharing. Down came the plenty of technology support for displaying the credenza. panels, in came impromptu meeting and and sharing information. One space, dubbed The notion of “private” itself is being team spaces along with technology for easier the data-presence room, features four large redefined. An enclosed office remains sharing of information – all to encourage the monitors in a group and media:scape ® a private refuge, but it also must support ongoing conversations vital to collaboration. technology that allows four people to display the increasingly collaborative nature of work, what’s on their laptops in real time, side “It’s been just three months and information even for those who occupy private spaces. by side. flows faster now, and that’s a huge benefit. The office must be able to make a quick We’ve brought people together and given Alongside shared workspaces and collabora- transition from supporting focused individual them an environment they can work in more tive work areas stands a traditional office work to group collaboration. Designers are effectively. We had no idea it could work icon: the private office. At Coca-Cola Supply, planning these new private offices in work this well, but it seems so apparent now. Accenture, uC San Diego, and countless zones: one for conversation by the entry, It’s amazing the way you can construct a other companies, private offices endure – another zone for collaboration farther inside, community with a building and furniture,” with good reason. They offer the highest level and one for concentrated work farthest from says Mark P. Cunningham, executive of privacy, they’re ideal for concentrative the door. The collaboration zone should director of HDH. work, and they’re part of the organizational include a work surface for use by one person culture of many companies. In the past, or a small group, mobile seating, the means GREATER ExpECTATiONS organizations often allocated private offices to display work in progress, and technology Building a new organizational culture was based on hierarchy. now many organizations support that is simple and ubiquitous. the main goal for a space designed for the are making those decisions based on job Hotelling works in the open plan, so why not newly formed supply chain logistics team, function and worker needs. The private office in the private office? At some companies, Coca-Cola Supply, an LLC of Coca-Cola isn’t going away; it’s being re-imagined an employee may be assigned a private office Enterprises, and the Coca-Cola Company and redesigned to support the type of that is made available to others when that in Atlanta. Deirdre O’Sullivan, designer and work being done, which often requires person is away for some time. The private principal at idea|span, says the combined quick shifts between focused individual office worker simply isolates confidential group “wanted to let go of the entrenched work and collaboration. materials in a file or other storage, and just ways of doing things and figure out how Footprints for all spaces are getting smaller, that easily the office becomes available as they could work together better,” and they so every private office surface needs to a meeting room, huddle space. In some used their workplace to help define the new perform at higher levels. Walls support visual companies, two people share a private era. Since many of the workers typically are 6 Harder Working Spaces °
  9. 9. j u n e 2010 knowledge workers’ biggest beef: not having a workplace that helps attract and retain good talent. Steelcase Workplace Satisfaction Survey office full-time, often by workers who are being adopted by their older Gen X and project leader – build and share knowledge regularly work together, such as financial Boomer colleagues, creating a whole new set that in turn drives creativity and innovation, auditors and legal associates. of requirements for any company that wants using these four modes: to compete for talent.” • Focusing – every worker needs some time Rethinking the workplace takes planning, vision, and a commitment from leadership Creating a space that attracts all generations that’s uninterrupted to concentrate and and staff. At Coca-Cola Supply, “the and helps to engage them in their work is attend to specific tasks such as thinking, president formed a leadership steering no longer optional. The vast majority of studying, contemplating, strategizing, committee of corporate real estate, team workers say having an office that helps processing, and other “heads-down” work. leaders from both organizations, and other attract and retain knowledge workers is • Collaborating – Fundamentally, workers to help define this new workplace,” important, according to the Steelcase collaboration is about working with says O’Sullivan. This multigenerational team Workplace Satisfaction Survey, an ongoing one or more people to achieve a goal, participated in a day-long education process global survey of attitudes on work issues that such as collectively creating content about new trends in the workplace and has engaged nearly 23,000 respondents at or brainstorming. Ideally, all perspectives realized the opportunity they had to embrace 133 companies. It’s the single biggest issue are equally respected, brought together new ideas for increasing collaboration. not being met – and it’s been that way every to leverage the group’s shared mind. Stepping away from the paradigm of each year since the survey began in 2004. person owning their own space, the team • Learning – Learning is about building recognized that by allowing some workers knowledge. Whether in a classroom to shift to a free address system, it would or a conversation with peers, learning open up space that could be reallocated for happens best by building on each collaboration areas. other’s knowledge. When thinking is made visible and shared with others, Figuring out how to attract and engage learning is accelerated. the multigenerational workforce is a sticky problem for many organizations. experts • Socializing – Knowledge becomes often suggest the needs of different genera- ingrained in the organization through tions are diametrically opposed, but in fact socialization. As people socialize and work their diverse needs are more aligned than with others in formal and informal ways, dissimilar, according to primary research learning and trust are nurtured. And those conducted by Steelcase. A nine-month are necessary ingredients for innovation. study of u.S. companies shows that Gen Y’s Across the four work modes, workers create new behaviors and work styles are driving and use two types of knowledge: explicit ENGAGiNG WORkERS eight dramatic shifts in knowledge work and and tacit. explicit knowledge is the formal, To better engage all workers regardless of the workplace. Moreover, these workplace systematic information typically found generation, high-performing spaces effec- shifts are being embraced rapidly by in documents, procedures, and manuals. tively support the four modes of knowledge workers of all generations. “Gen Y workers In contrast, tacit knowledge is deeply work (as described by nonaka and Takeuchi are transforming the rules of engagement personal, harder to formalize, and learned in the seminal book, The Knowledge Creating between employers and employees,” says by experience. It’s communicated indirectly Company) common to all knowledge workers: Sudhakar Lahade, senior design researcher through metaphor, analogy, mentoring, and focused work, collaboration, learning, and with Steelcase’s WorkSpace Futures group, working side by side. It’s how knowledge socializing. All knowledge workers – whether which conducted the research. “Younger gets shared, ideas are explored and tested, consultant or scientist, product manager or knowledge workers’ attitudes and behaviors and the value of experience is passed from Harder Working Spaces ° 7
  10. 10. j u n e 2010 No cubes, no silos, no worries. new offices for the Housing, Dining and Hospitality department at the university of California, San Diego were meant to improve communication and nurture collaboration, so the number of private offices was cut in half, workstations were placed adjacent to group meeting spots, and technology tools were added to help people share information. In an organization where “it was considered better to have a broom closet than an open workspace,” the new space has changed everything, says Mark P. Cunningham, the department’s executive director. “The interaction now is amazing, at all levels. We have no issues with noise or privacy, yet people are talking and sharing more. The office has become a destination.” worker to worker. Both explicit and tacit where workers build on each other’s ideas knowledge are essential to the process and together create something new. “That’s of building knowledge and fueling really what a lot of companies are looking creativity and innovation, a process to achieve,” says Mark Adams, principal, of that requires collaboration. Phoenix-based architecture and design firm, SmithGroup. “It’s all about helping people But not just any kind of collaboration. The work together more effectively by creating simple coordination of tasks (“here’s some visual connectivity, interaction, and a sense info for you...”) or communication (“wanted of community.” to let you know...”) is important to running it’s all about visual connectivity, interaction, and a sense of community. a company. But genuine collaboration, the Organizations whose offices exemplify kind that leads to breakthrough ideas, comes their culture and brand, attract and engage from people working together specifically workers, provide a highly collaborative to gain new insights. As Accenture’s johnson atmosphere, and do it all in less space are says, “We wanted to make sure that (coming getting their spaces to work harder than to the office) was a very engaging experi- ever. They also tend to be among today’s ence, and people learned something by leaders in business. “They let people be as being here that they wouldn’t by not being absolutely productive and as strong as they here. It made the office a destination. can be, providing them a support backbone People are actually coming into the office that allows them to do their job better than now more for face-to-face collaboration and anywhere else, and allows them to be interaction with people, and much less for creative, collaborative thinkers. When you individual work.” really, truly look at the ones that do these Organizations can mistake low-intensity interactions, things and have this philosophy, they tend to such as coordination of tasks (“tossing it over to you”) In the past, most work was individually be off-the-charts successful,” says Adams. or communication (“keeping you up to speed”) for true focused, but today the reverse has become collaboration, which is about people working together true: 82% of white-collar workers feel they for a common purpose and gaining new insights. need to partner with others throughout their day to get work done. Knowledge work has become fundamentally a social activity, 8 Harder Working Spaces °
  11. 11. j u n e 2010 NExT GENERATiON WORkSpACES “Innovation cannot be isolated from col- sharing between and among employees,” FOR iNNOVATiON laboration,” notes Steelcase’s Lahade, who as one writer dubbed it, to help keep Google Space that’s harder working supports a recently led a team studying innovation and acting like a creative start-up organization. company that wants to be lean, effective, space. “While all collaborative work is not Mayo Clinic is another serial innovator. Their and, especially important today, more necessarily geared toward innovation, all SPARC Innovation Program, a first-of-its-kind innovative. Companies are seeing signs that innovations require some level of collabora- operation for designing and developing the economy is turning around. Business tion.” And effective collaboration requires health care innovations that opened in 2004, confidence is returning and the focus is the right space. leverages the organization’s deep expertise shifting to growth, which according to most Consider Google. The global search in health care, and makes the innovation experts depends on what Harvard Business engine giant has worked to build a culture process and facility an integral part of the Review calls the “secret sauce” of business of innovation at every level of the company. larger culture. In its first year alone, SPARC success: innovation. The ingredients include They operate as a marketplace for ideas, generated more new ideas than the program the right organizational culture, collaboration, heavily cross-pollinating internally through could handle, while the new approach and space. a tightly integrated culture where contribu- proved its ability to take a wealth of ideas, Author and innovation expert john Seely tions from everyone on staff are encouraged. conceptualize them, and demonstrate their Brown says all innovation requires an accom- It’s a natural approach for many companies value to patient care. modating company culture and workplace. to look to their internal staff, not just R&D, Innovation can't be mandated. A culture that “The cultures that constantly produce for innovations. An iBM study found that the reveres and pursues creative ideas must be innovation have visionary leadership, an most common source of innovative ideas carefully nurtured. In fact, the quantitative organizational commitment to breakthrough for companies is its employees, relied on by skills that most companies develop for thinking, and a place that supports the work 41% of CeOs with only 17% relying on R&D. analysis, production, processing, etc., are of innovation.” jan-Peter Kastelein, a partner at YNNO often anathema to a culture of innovation, There are two types of innovation: sustaining consultants in utrecht, the netherlands, according to Roger Martin, author and dean and disruptive. The former is an improvement worked with Google on their new R&D center of the university of Toronto Rotman School to an existing thing – say, release 2.0 of a in Zurich. He notes that “Google workers of Management. “Most companies are utterly software program. Disruptive innovation is have to be innovative every day, whether ill-equipped to innovate. Leaders have to a true breakthrough, often creating a new it’s through new solutions, new ways of be willing to accept an argument that product category or market – think iPod. doing things, or innovative products. The says, ‘We can’t be certain, because this is Sustaining innovation satisfies customer space enables people to be innovative.” something new. But here are the reasons needs, sells for higher margins, and may To generate novel solutions for information we think it might work.’ Many executives offer a competitive edge. Disruptive in- retrieval, user interfaces, and new search would say ‘That doesn’t seem like a strong novation ensures competitive advantage, features, this Google space, like the offices of case. It looks different, it feels different, often for a longer period of time, and builds Accenture and Vodafone, includes wide open it doesn’t make me as confident. Why can’t momentum inside the organization and in workspaces, communal cafes, and plenty you prove this? Come back when you have the marketplace. Companies need both of ways to share information. At its core, the proof.’ Another year or two goes by, some kinds of innovation. space reflects an organizational attitude of competitor does it and you’re behind the “obsessive communication and information- leader. You’re not an innovator.” To innovate, collaborate. The Mayo Clinic workspace reflects key principles of innovation: space for collaboration and displaying work in progress, and furniture that groups can move around and reconfigure to the needs of the project. Harder Working Spaces ° 9
  12. 12. j u n e 2010 No one’s ever built a start-up business over a telephone line. Ryan Armbruster, unitedHealth Group HElp iNNOVATiON FlOuRiSH care company. Technology can support ability to innovate,” says Lahade. After all, Space is a key element that nurtures collaboration – cell phones and video- rethinking how space can help innovation the process of innovation. Martin says conferencing help separated co-workers flourish is one of the best ways to make “Innovation-oriented organizations are communicate – but there’s no substitute space work harder than ever. inherently going to be more project-based: for rubbing shoulders. “The analogy we use A full report on Steelcase’s innovation research is: no one’s ever built a start-up business will run in the December issue of Threesixty Magazine. most creative things in life are projects. Teams have to be able to work together over a telephone line,” says Armbruster. “It’s White papers on innovation and benching are available now at and collaborate, so spaces that are usually a bunch of people getting together, reconfigurable and more about the team working nonstop, right? It’s intense collabo- than about long-term stability reinforce ration, because you have to talk and work a culture of innovation.” things out and solve problems on the fly.” YnnO’s Kastelein says “Place is incredibly Teams collaborate differently and for different important, especially for collaboration, purposes. Furniture, tools, technology, knowledge sharing and learning. People and space will vary by innovation model, have to have awareness of what colleagues company culture or other factors. “Collabora- are doing, they have to have access to tion has been a big topic for the last 10 or 15 each other, and that’s why you’re seeing years, but people are realizing the different more open planning in europe, for example, types of collaboration we need to support. and people have to engage with others More emphasis on more informal, casual in conversation. Space can help you with spaces for informal get-togethers and cross all of those.” fertilization, and less about planned, formal meetings,” says Lauri Lampson of PDR. “Space provides places for people to get together, interact, and that’s so important “As organizations struggle to remain relevant when it comes to innovating around big and meaningful, we are rethinking how space challenges,” says Ryan Armbruster, can support, inspire, and enable innovation former director of the Mayo Clinic SPARC business practices. We’re continuing to work program, and vice president of innovation on how the design and use of innovation for unitedHealth Group, a managed health spaces can reinforce the other organizational components that contribute to a company’s 10 Harder Working Spaces °
  13. 13. j u n e 2010 ideas for creating harder working spaces: iNTEGRATE STRATEGiES TO CREATE MAkE SpACES TECH-SAVVY REViTAlizE pRiVATE OFFiCES HARDER WORkiNG SpACE The busiest group spaces in any They usually house a company’s highest- Maximize real estate performance workplace are well equipped. Don’t paid workers; how effectively those by considering its relationship with plan a project team or working group workers are supported is an important and impact on work processes (col- space without tools for accessing, business issue. Maximize private office laboration), HR (attracting and retaining sharing, and showing information. real estate, provide flexible tech support, talent), technology (information sharing), and make the office collaboration-ready: and organizational brand and culture uSE SpACE TO NuRTuRE SOCiAl a zone for conversation by the door, CApiTAl AND TRuST (communication, socialization). collaboration farther inside, and concen- A workplace strategy must consider Formal and informal social interaction is trated work farthest from the door. all of these factors. key, so encourage ad-hoc conversations with casual places for thinking and brain- uSE SpACE TO FOSTER CHANGE MAkE EVERY SQuARE FOOT COuNT storming. Benching applications help Ryan Armbruster, vice president of “Every seat must be a good seat,” span boundaries that keep communica- innovation for UnitedHealth Group, says says Lauri Lampson of Planning Design tion and collaboration free and easy. And “space can help push the organization Research (PDR). “You don’t want any never underestimate the power of food into change. There’s a line that you ‘low-rent districts.’ Access to natural and beverage to attract people and get have to brush up against, where you’re light, separation from traffic, creating them talking. PDR’s Lampson recalls a changing enough that it’s making people neighborhoods, different spaces with scientist at an energy company explain- a little uncomfortable, yet not so uncom- different functions and features.” Every ing why galley-like mini-kitchens in the fortable that they completely disengage square foot of real estate must perform. corridor were so important. “She said, or work against what you’re trying to ‘That’s where we run into each other and accomplish.” Space where people can FOR MORE iNTERACTiON, THiNk DENSiTY where science talks happen. The best try new ideas, make a mess, and fail New research finds that people in work- ideas come out of those science talks.’” safely behind the scenes nurtures the stations along main circulation routes process of innovation and lets workers have almost 60% more face-to-face CREATE A DESTiNATiON know that risk taking is encouraged. communication with team members than Knowledge professionals can work those in low-visibility spots. (Harvard practically anywhere, but the right space YOu CAN’T ENCOuRAGE Business Review, March, 2010, citing makes the organization work. Genuine COllABORATiON ENOuGH work by James Stryker, Saint Mary’s collaboration relies on face-to-face It’s not only the way more knowledge College of California) High-density interaction. Insights and experience are work gets done, it’s the fuel for innova- workstation applications produced shared among colleagues in intimate, tion. Space saved by creating smaller 84% more team-member communica- supportive surroundings. Innovation individual workspaces can be used for tions than low-density layouts. It’s a needs places where people can share spaces everyone will use: impromptu huge upside to higher density. More knowledge and build on each other’s meeting areas, project rooms, huddle interactions lead to more collaboration, ideas. And company culture is nurtured rooms. Tools for information sharing, knowledge sharing, and idea generation in the office, not at the coffee shop. Build work surfaces where groups can spread – the horsepower that drives innovation. a workplace that’s a destination where out the work, and vertical surfaces for all of this important work can happen. making work visible are essential to collaboration. Hot coffee and cold drinks are drawing cards, and they support learning, socializing, and collaborating. Harder Working Spaces ° 11
  14. 14. j u n e 2010 Before After A harder working health care space The health care industry Sixty-three pairs of patients and doctors took Futures (WSF) observations in 2005 that part in the study. The pairs were assigned by traditional exam/consultation rooms allowed is highly regulated, chance to either a conventional consultation the provider primary access to information subject to strict laws, room (in the left photo) or to an experimental on the computer, while patients and family and circumscribed by one (right). The experimental space placed members struggled to see the information carefully developed the patient, care partner, and the clinician from seats at the side. Sometimes physi- side by side, facing the computer screen cians would give up their seats to allow the standards of practice. while seated at a semicircular desk. patient and family to better see the screen. Yet even health care This prompted nurture to redesign the In post-visit follow-up surveys, researchers space needs to work found that patient and clinician satisfaction space to better support the behaviors they harder. A recent study with the conventional room was very high. observed. The design included a half-round table that put the information in the center by Nurture, Steelcase’s In the experimental room, however, clinicians on a movable arm with an accompanying could share more information with patients health care division, and wireless keyboard and mouse. “It’s a more while both viewed the screen. Patients the Mayo Clinic sought felt they had more and better access to egalitarian setting for the consultation and to understand the extent information, including their own records, better supports new, best practices in clinical communication,” says WSF health care to which a consultation test results, images, and education materials. researcher Caroline Kelly. room designed to support “This study supports the notion that the present-day clinical space in which people meet can influence how they work together,” says Victor encounters could affect Montori, M.D., the lead Mayo researcher. the quality of the The consultation room design improved the consultation between quality of a patient visit, although Dr. Montori patients and clinicians. says more studies in other health care systems are needed to confirm the findings. This study grew out of Steelcase WorkSpace 12 Harder Working Spaces °
  15. 15. j u n e 2010 Photo by jeff Dykehouse with Roger Martin On innovation, and why companies struggle with it. Roger Martin leads a busy life. He’s dean of the Rotman School of Management at the University of Toronto, a professor at the school, and a successful author. His most recent book, The Design of Business: Why Design Thinking Is the Next Competitive Advantage (Harvard Business Press, 2009) is a best-seller among business books at Amazon. He serves on several corporate boards, consults with corporations, writes extensively on design, and is a regular writer for, The Washington Post’s On Leadership blog, and The Financial Times. Dubbed an “Innovation Guru” by Business Week, Martin has a multifaceted perspective on business and innovation. The following is an excerpt from a 90-minute conversation during a recent visit Martin made to Steelcase Global Headquarters in Grand Rapids, Mich. 14 Harder Working Spaces °
  16. 16. j u n e 2010 Why do so many companies fail at being innovators? They’ve gotten really good at what I call reliability functions: production processing, cost cutting, efficiency, etc., which is the business of exploiting the ideas of the past. Innovation is about exploring new ideas that haven’t been proven and can’t yet be measured. Some companies are dreaming in Technicolor that they’re going to be turned on a dime just because they want innovation. To succeed at innovation, you have to be willing to accept an idea even though you really can’t be certain it will work. So, how do you become change. We are going to be more the CFO and not feel that more innovative? collaborative, more creative.” they are hearing incomprehen- Company culture is critical. When you go into that space sible bafflegab – for example If someone tries something now, it’s a beehive of activity. financial ratios they don’t brand new and it doesn’t work, People are wandering around, understand. They come to learn and the next day her career’s they can work together, stop by a language system that enables lying on the floor with a bullet one another’s offices. There’s a them to communicate with hole in it, word gets around lot of stuff happening. That all business people. fast that risk taking should be represents the transformation of P&G, and you’ve seen the You’re an advocate for more avoided. Management has to results they’ve posted over the broad-based education. make sure that things like that don’t happen. What did she bet past decade. I just don’t think that we’re on that turned out to not be the being sensible about the level What other things do of specialization that people case? As long as she’s learning, innovative companies do? are seeking these days. There that behavior should be encour- aged and rewarded. They have a lot of ideas, and is a dogma out there that the they don’t converge on one very most important thing to do is to How can space help? quickly. They look for real get good at one thing. “Don’t be Corporations could take on variety up front. Everybody’s a jack of all trades and master some of the personalities of asked to contribute. That’s of none,” and all that. I despair design shops. If you go into something that I see all at how specialized so many IDEO or Frog Design or Design innovative companies do. The of our students are. Instead, Continuum, they’ve got movable front end of the funnel is a really you should, for example, take walls and reconfigurable work- wide one and they’re willing to history as an undergrad and spaces – places that are flexible consider very disparate ideas, design at a master’s level, so and support experimentation. versus us business types who try you can pull from those two Collaboration is another thing. to converge on what’s the best bodies of knowledge. It makes Project teams have to be able to idea quickly so we can push it sense to have a certain level of feel like they can work together the farthest and fastest. Real specialization, but you have to and collaborate. Another need innovators just don’t do that. have cross-cutting knowledge is transparency. When A. G. and skills. Why are you getting Lafley became CEO of Procter designers coming to & Gamble, he had the executive business school? space ripped back to the girders. He converted half of it into One of the reasons is to learn the a corporate learning center, vocabulary. Many non-financial and the rest is open plan for business people want to learn the executives. He was sending marketing and finance terminol- a big signal: “We are going to ogy, so that they can go to talk to Harder Working Spaces ° 15
  17. 17. j u n e 2010 THE NExT COMpETiTiVE ADVANTAGE: DESiGN THiNkiNG Martin says businesses can’t succeed solely on the basis of either analysis (quantitative thinking) or intuition (qualita- tive thinking). Both are needed in a dynamic balance he calls design thinking. It’s a form of thought that, once mastered, gives businesses a “nearly inexhaustible, long-term advantage.” Roger Martin will discuss concepts from his latest book, The Design of Business: Why Design Thinking Is the Next Competitive Advantage, at neoCon on Monday, june 14, 3-4 PM, in the Holiday Inn Mart Plaza Sauganash Ballroom, 14th Floor. Sponsored in part by Steelcase, the program is free for neoCon attendees. “If someone tries something new and it doesn’t work, and the next day her career’s lying on the floor with a bullet hole in From The Design of Business: Why Design Thinking is the Next Competitive Advantage it, word gets around fast that risk taking should be avoided.” Design thinking enables the organization to move along the knowledge funnel. What’s your next so forth. The theory was that to change the entire doctrine Mysteries are business book about? shareholder maximization by which you are supposed to challenges: A scientist might I’m doing two books. One is should be the clear goal of assure Wall Street that: “Yes, explore how to cure a disease; kind of an antidote to books companies. And to make sure shareholders, you are absolutely a salesman might wonder on execution that say business that’s the case, companies number one. You’re all we care what food products people on strategy doesn’t really matter, gave senior management stock- about, that’s what we live for.” the go want to buy. A heuristic that performance is all about based compensation, options, But really, how motivational is is a rule of thumb that helps execution. I think those books and the like to align their that? Who goes to work in the narrow the inquiry down to are wrong. They have an implicit interests with shareholders. morning to increase shareholder I argue that you cannot value? But would you go to work manageable size. The disease premise that, if you’ve got a good maximize shareholder value to try and make a better-suited may have certain genetic strategy, then you just have to perpetually, because shareholder environment so people could be properties, for example. focus on execution. But they don’t ask the question: What if value is about expectations more comfortable, more healthy, Or the salesman notes that you don’t have a good strategy, of the future, and you cannot more productive, to help grow customers like quick service will execution get you anywhere? keep on beating expectations. this economy? and easy access. It’s a way You could execute the wrong of thinking about the mystery What’s the alternative? thing. So this book is about how that helps simplify it and Procter & Gamble got turned I mapped out the 30 years allows more focus on the around through strategy. before 1976, before we had this issue. As an organization puts theory. How did shareholders a heuristic into operation, And the other? do versus 30 years after? The it converts it from a rule of How capitalism is being answer is shareholders did better when we weren’t trying thumb to a fixed formula, made ineffective by a crazy to maximize shareholder value. or algorithm. Thus, a rule of over-emphasis on maximizing My position is you should seek thumb that customers want shareholder value. About 30 years ago there was a movement to earn the shareholders a fair a quick, convenient, simple to get managers to focus on return, and you do that by meal might be converted to shareholder value, with little putting customers number one, a fixed formula for the fast regard for other stakeholders employees number two, and food restaurant with a 24/7 such as customers, employees, the communities in which you drive-through. suppliers, society at large, and work number three. We need 16 Harder Working Spaces °
  18. 18. j u n e 2010 R&D VS. RECESSiON, AND THE WiNNER iS… It’s here that Swiffer was born, along Capital investment: down. Payroll: down. with other breakthrough products that Marketing: down. Research and develop- make up P&G’s billion-dollar brands. ment spending: up. According to findings At GlaxoSmithKline, “Innovation Hubs” of an annual survey conducted by Booz co-locate work teams around brands in & Co. released in early May, 70% of a flexible, non-hierarchical workplace. companies planned to hold or increase It’s proven so successful that eight GSK their R&D outlays in 2009. “Innovation Hubs have been constructed since 2005 SMART COMpANiES ARE iNVESTiNG in the U.S., the U.K., and Germany. is a fundamental strategy for these AGAiN iN THEiR REAl ESTATE companies to hold onto their markets Good news on the real estate horizon: and gain an edge on their competitors,” Organizations are using their real estate says Barry Jaruzelski, a Booz partner. to rebrand, reinvent and reposition themselves, according to a recent study by Jones Lang LaSalle. “It appears that the global economy and real estate market fundamentals are past their worst,” says the study. Whew. In 2010, Jones Lang LaSalle expects to see a 30 – 40% increase in commercial real estate investment globally, with North DOllARS TO DEuTSCHE MARkS – THE u.S. OuTSpENDS ON R&D and South America at a faster 50 – 60%. Asia Pacific will expand by 30 – 50% and Overall, the U.S. spends more on Europe at 20 – 30%. Where’s the real research and development than estate money flowing fastest? In the U.S, DESiGN THiNkiNG, ESpECiAllY NOW any other country, according to a it’s the federal government, health care, The essence of design thinking — new report from the National Science energy, and clean technology. trying to experience a product or Foundation. And private industry service from the perspective of the has been spending more on it than user — has reached movement status the government since 1982. within business today. CROWDSOuRCiNG TRANSFORMS Tim Brown, CEO of IDEO and author of iNNOVATiON Change by Design, says the imperative Big corporate R&D labs used to hold for design thinking is even greater in a innovation close to their massive chests. sluggish economy. “The opportunity to Today a more open model — a.k.a. capture more market share is greater “crowdsourcing” — is taking hold because many of your competitors have in large companies. Crowdsourcing MEETiNGS WiTHOuT MEETiNG taken their eye off the ball,” he says. leverages the work of people outside With airplane ticket prices sky high, It’s all about creating an optimistic, the organization — at universities and more companies are opting instead for experimental culture throughout the start-ups, with business partners and online meetings, webinars, and video- whole organization. government labs. By opening itself to the conferences, according to Workplace outside world, the corporation becomes Management. As the costs and hassles lEFT BRAiN, MEET THE RiGHT BRAiN the coordinator and integrator. IBM, for of travel escalate, the ease and speed Bringing together interdisciplinary teams example, is now a major underwriter of of technology just keeps getting better, in one space is like putting seedlings research at universities. At the same so why not? As just one recent indicator, in a hothouse: You’ll get results faster. time, as a connoisseur of innovation it 42% of 610 respondents to a survey For example, Procter & Gamble built consistently collects more patents than from Business Traveler magazine gave an “Innovation Gym” as a resource for any other company. a thumbs-up to videoconferencing longer-term thinking by people from instead of packing a bag. different parts of the organization. Harder Working Spaces ° 17
  19. 19. j u n e 2010 David Berger is intent on lighting up the world. but to embrace it and enthusias- jars, tin cans, old plastic tically address it,” says Berger. bottles – even gourds. “It is our work as designers Developed in cooperation that will affect the lives of with team members from people today, and future genera- Wa Polytechnic in Ghana and tions. Given that responsibility, universite nationale du Rwanda, we have no choice but to the project has already attracted design smart.” interest from 26 countries and SociaLite replaces kerosene- been featured by media outlets if a breeder in remote Africa The goal? To light up the world based lighting that’s known including Discovery Channel, can’t find his goats that for the 1.8 billion poor people to pollute and cause respira- The Washington Times, Voice have wandered off at night, living in off-the-grid parts of tory problems. In addition, the of America, Business Week, is it a design problem? the world. SociaLite venture is designed and The New Times of Rwanda. David Berger, a 2009 Their innovation, SociaLite, to inspire local entrepreneurship Berger won one of three Greener Cooper union graduate is an inexpensive and durable by providing simple kits and by Design Steelcase Scholarship turned social entrepreneur, self-assembled solar-powered training so that enterprising awards offered in partnership says it absolutely is. lantern. It provides interior villagers can easily assemble, with net Impact. lighting and can also be used sell, maintain, and repair the Millions of people around the SociaLite kits are sold just above as a portable lantern. The lanterns for neighbors. world stand to benefit from cost to ensure that the venture initial target market is Ghana, well-designed solutions to The design consists of a can be sustained. A website Rwanda, and other parts of basic, fundamental problems, solar panel connected to an is launching soon. More info is sub-Saharan Africa, eventually he contends, and smart design integrated circuit and a car immediately available at the blog remote areas of Asia and South is integral to the effort. Berger is battery, which becomes a http://solarlightingmicroenter- America, too. now part of a small group that’s shared, central charging station, including turning a 2006 freshman-year “While the sheer scale of that can power up to 80 lanterns. how to make tax-deductable engineering project into a responsibility may be over- The housings are recycled local donations. sustainable business venture. whelming, we have no choice materials, including ceramic Harder Working Spaces ° 19
  20. 20. Welcome to NeoCon 2010 COME SEE uS Make sure to visit the Steelcase showrooms while you’re at neoCon. When: june 14-16, 9–5 p.m. Where: Steelcase, Suite 300 Turnstone, Suite 3-100 nurture, Suite 3-101 Details, Suite 3-107 Coalesse, Suite 1032 Designtex, Suite 1032A
  21. 21. Don’t Miss This There’s so much to see and do at NeoCon it’s tough to fit it all in. Make sure to save some time for these events you won’t want to miss: THE DESiGN OF BuSiNESS: WHY DESiGN ECOCRADlE™ SuSTAiNABlE pACkAGiNG CREATiNG 21ST CENTuRY liBRARiES THiNkiNG iS THE NExT COMpETiTiVE BY ECOVATiVEDESiGN llC Come see the most recent Steelcase ADVANTAGE Eben Bayer is co-founder and CEO of research on education libraries identifying Roger Martin is everywhere these days: Ecovative Design, a Green Island, N.Y., a shift from information-centered libraries Harvard Business Review, Fast Company, biomaterials company; and co-inventor of to social-centered ones. This new research Business Week and Threesixty Magazine. MycoBond, a patent-pending technology will be shared by Elise Valoe, a human- Renowned author and dean of the Rotman that uses a growing organism to transform centered design researcher for Steelcase, School of Management at the University agricultural waste products into strong and Tod Stevens, principal designer for of Toronto, Martin will speak at NeoCon composite materials. These materials can SHW Group. In this session, learn about about his new book exploring questions be home composted and require a 10th the key issues driving how libraries are like: If so many companies want to of the energy to create compared to being designed and what activities must innovate, why are we so poor at it? Why is environmentally-damaging synthetics, be supported in the 21st century. They will breakthrough innovation so inconsistently like foam. Eben will be in the Steelcase also share their experiences on developing achieved and hard to replicate? How can showroom for informal conversations about and using human-centered design methods we get better at bringing innovation into this innovative approach to packaging and to develop solutions. the heart of our organizations? In some exciting new projects he is working answering the questions, Roger suggests When: Monday, June 14, 4–5 p.m. on with Steelcase. how to move knowledge forward, connect Where: Check Registration or NeoCon When: Monday, June 14, 2–3 p.m. Directory for room location theory to business reality, and prescribes Where: Steelcase Showroom, Suite 300 a solution to the innovation dilemma: design thinking. When: Monday, June 14, 3–4 p.m. Where: Holiday Inn Mart Plaza, Sauganash Ballroom, 14th Floor You can also meet Roger and talk with HARDER WORkiNG COCkTAilS DASH BEFORE YOu DiNE him about design thinking, innovation, shareholder value and other topics before After a long day at NeoCon you deserve Before hitting the Chicago dining scene, his presentation: a Harder Working Cocktail! Join us in the stop by and relax with a dash cocktail. showroom for beverages and conversation We’re celebrating the introduction of When: Monday, June 14, 1–2 p.m. with friends. dash™, the sleek new LED task light by Where: Steelcase Showroom, Suite 300 Details co-developed with London-based When: Monday, June 14, 4–5 p.m. Foster + Partners. Where: Steelcase Showroom, Suite 300 When: Tuesday, June 15, 4–5 p.m. Where: Steelcase Showroom, Suite 300 ENJOY THE CAMpFiRE When it’s time wind down after a busy day, join us for a beverage around the Campfire. When: Monday, June 14, 4–6 p.m. Where: Turnstone Showroom, Suite 3-100
  22. 22. n eO C O n 2010 STeelCaSe 20 21 Welcome to our showroom This year at neoCon the Steelcase showroom is all about spaces that work harder by working smarter. This map and the application drawings on the following pages are designed to inspire ideas for spaces supporting a broad range of work – whether it’s for “heads-down” concentration or boisterous collaboration sessions, our aim is to help you explore ways your space can work harder. 22 Harder Working Spaces °
  23. 23. STeelCaSe n eO C O n 2010 19 18 17 16 15 14 13 12 8 9 10 11 4 7 6 5 1 2 3 Harder Working Spaces ° 23
  24. 24. n eO C O n 2010 STeelCaSe NeoCon 2010: a Harder Working Space There’s a new reality today: Organizations are working harder than ever. They need to balance demands to be both lean and creative. To innovate. Be agile. That means workplaces have to work harder too. Spaces have to be smart about the way real estate is used. They need to foster collaboration. Attract the best and brightest talent and help keep those employees engaged. And help build the organization’s brand and culture. Organizations know they must support the different ways people really work. Research shows four individual and collective states of work* help employees realize their full innovative and creative potential: Focusing Concentrating and attending to a specific task; thinking, close study, contemplation, reflection, analysis, and other “heads-down” work best performed without interruption. Collaborating Working with one or more people to achieve a goal, listening, discussing, presenting information and ideas, brainstorming, etc. Ideally, it’s a democratic process, with all perspectives shared equally to maximize the group’s collective experience and knowledge. learning Building knowledge through education or experience. Learning happens best by doing, building on what’s already known. When people make their thinking visible to each another, learning is accelerated and becomes an integrated part of an organization’s culture. Socializing Talking, interacting, networking, mentoring, celebrating, sharing connections that lead to common bonds and building trust. More work is accomplished through these informal social networks than through organizational hierarchies and form a true competitive advantage because of their ability to produce new ideas and innovation. Harder working spaces are also sustainable, promoting environmental health and the health and productivity of the people who work and live in it. That’s why all of the products you’ll see on the following pages has been designed, produced, and delivered with lifecycle thinking, materials chemistry, and recyclability in mind. Welcome to the Steelcase NeoCon 2010 showroom! * The Knowledge-Creating Company, by Ikujiro nonaka and Hirotaka Takeuchi. 24 Harder Working Spaces °
  25. 25. STeelCaSe n eO C O n 2010 it’s about: nomads products featured 1 • frameone Highly-mobile nomads need a place to set up camp for a few hours, • soto II worktools focus, catch-up on work and with colleagues. They need quick and easy access to technology, so they can plug in fast and get solution supports to work. Screens provide moderate visual privacy, but still allow focusing workers to see and be seen so they can network and learn from collaborating learning others. Simple storage elements help people on the move pack and socializing unpack quickly. lOW HiGH it’s about: functional groups products featured 2 • frameone every day they work together, shifting between individual work • amia and collaboration. They need visual access to each other, their • soto II worktools information and even remote teammates. This space fosters spontaneous interactions among the team, promotes side-by- solution supports side collaboration. Convenient storage areas allow easy access focusing collaborating to materials, provide piling surfaces and become casual seating learning for collaboration. socializing lOW HiGH Harder Working Spaces ° 25
  26. 26. n eO C O n 2010 STeelCaSe it’s about: casual collaboration products featured 3 • media:scape lounge and This spot helps small groups touch base, provide updates or share hd videoconferencing ideas. It’s open and relaxed, but equipped with technology that • i2i • montage gives everyone equal access to information. Collaborative seating • ee6 lets people move and change positions so it’s easier to stay engaged • post and beam with duo and connected with the team. Café tables allow people to prepare before joining the meeting, or make notes afterward. Workers of all solution supports generations will migrate to this spot for casual collaboration. focusing collaborating learning socializing lOW HiGH 26 Harder Working Spaces °