Uploaded byMelanie Kahl
CEFPI Midwest: Steve Turckes/Joe Connell
This document discusses the design of a new workspace for IDEO, an innovation and design firm. It outlines key values that should be reflected in the design such as fostering a studio culture, balancing private and public spaces, and encouraging spontaneity and collaboration. Activities that define IDEO's culture are analyzed and translated into spatial implications. The design process is discussed in terms of flexibility, adaptability and allowing unintended ideas and accidents to occur naturally. The goal is to create a space that supports IDEO's culture of creativity and innovation over the long term without being too prescriptive.
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Similar to CEFPI Midwest: Steve Turckes/Joe Connell
CEFPI Midwest: Steve Turckes/Joe Connell
- 1. Designing for the Innova0on Genera0on Lessons from the Planning and Design of Crea4ve Learning and Work Environments Steven Turckes, AIA, REFP, LEED AP Joseph Connell, AISC, LEED AP Principal Principal Perkins+Will Perkins+Will
- 2. AGENDA INTRODUCTION WHO, WHAT, WHY OF INNOVATION? TRENDS + SPACES: WORK TRENDS + SPACES: LEARNING FACILITY IMPLICATIONS LOOKING FORWARD WITH YOU
- 3. WHO, WHAT, WHYOF INNOVATION? 3
- 4.
- 5. Content Skills
- 6. Data miners, interpreters,actors. Discipline spanners. Emotional experts. Global citizens. Box breakers. Creative thinkers who accelerate innovation.
- 8. What is Innovation? MerriamWebster Main Entry: in•no•va•tion Pronunciation: "i-n&-'vA-sh&n Function: noun 1 : the introduction of something new OBJECT 2 : a new idea, method or device
- 9. What is Innovation? CurtisCarlson & William Wilmot (authors: Innovation: The Five Disciplines for Creating What Customers Want) “Is the process of creating and delivering new customer PROCESS value in the marketplace”
- 10. What is Innovation? JohnKao (author: Innovation Nation) “Capability at some organizational level that allows the achievement of CULTURE some desired future state”
- 12.
- 14.
- 15. Survey of 1,500CEO’s: “identify creativity as the number one leadership competency of the successful enterprise of the future” Source: IBM, Global CEO Study, 2010.
- 16. “84% of respondentssaid their company considers innovation an important or extremely important lever in its ability to reap the benefits of an economic recovery.” 7th annual global survey of senior executives on their innovation practices Boston Consulting Group w/ Business Week
- 17. Boston Consulting Groupw/ Business Week 50 most innovative companies Taiwan Top Five Switzerland 1. Apple Spain 2. Google Italy 3. Microsoft Finland 4. IBM Canada 5. Toyota Brazil India South Korea But...6 of 7 new Germany companies on United Kingdom China the list hail from # companies outside the U.S. Japan United States (think BIC) 0 8 15 23 30
- 18. Innovation for DevelopmentReport 2010-2011 Innovation Capacity Index (ranking 2009-2010) Innovation Capacity Index (ranking 2010-2011)
- 19. “Building capacity tocreate and innovate in our students is central to guaranteeing the nation’s competitiveness.” Reinvesting in Arts Education: Winning America’s Future Through Creative Schools President’s Committee on the Arts and the Humanities (PCAH), 2011
- 20. Of 65 countriestaking PISA 2009 the U.S. ranked: 17th in Reading 23rd in Science 31st in Math Source: IBM, Global CEO Study, 2010.
- 22. “...put a manon the moon and return him safely by the end of the decade” John F. Kennedy
- 23. "This is ourgeneration's Sputnik moment...we need to out-innovate, out-educate and out-build the rest of the world." Barack Obama 23
- 24. “When you stepinto an intersection of fields, disciplines, or cultures, you can combine existing concepts in to a large number of extraordinary new ones”
- 25. “Disciplinary science isdead . . . most major advancements involve multiple disciplines” Alan Leshner, CEO American Association for the Advancement of Science
- 26. INDIVIDUAL NETWORK MARKET 1 2 MARKET/INDIVIDUAL MARKET/NETWORK NON-‐MARKET/INDIVIDUAL NON-‐MARKET/NETWORK NON-‐ MARKET 3 4 Source: Johnson, Steven. Where Good Ideas Come From: The Natural History of Innovation. New York: Riverhead Books, 2010.
- 27. Quadrant 1 Quadrant 4 Archimedes Drawing en4tled "Café Manoury”, Paris
- 28. INDIVIDUAL NETWORK MARKET 1 2 MARKET/INDIVIDUAL MARKET/NETWORK NON-‐MARKET/INDIVIDUAL NON-‐MARKET/NETWORK NON-‐ MARKET 3 4 Source: Johnson, Steven. Where Good Ideas Come From: The Natural History of Innova;on. New York: Riverhead Books, 2010.
- 29. DESIGN DESIGN ENGINEER ENGINEER MAKE SELL MAKE “Innovation has nothing to do with how many R&D dollars you have... It's not about money. It's about the people you have, how SELL you're led, and how much you get it.” Steve Jobs
- 30. Evolution to creativity From A Whole New Mind, Daniel Pink technology, globalization Increasing affluence, Conceptual Age creators and empathizers Information Age knowledge worker Industrial Age factory worker Agriculture Age farmer 18th Century 19th Century 20th Century 21st Century Abundance, Asia, Automation
- 31. INNOVATION CULTURE OBJECT PROCESS SPACE BOTH IS A REFLECTION OF INNOVATION AND A FACILITATOR OF IT.
- 32. WHO, WHAT, WHY+ SPACES: WORK TRENDS OF INNOVATION? 32
- 33. Trends in Workplace Integration Recruitment & Technology Sustainability Brand Retention Collaboration & Hospitality Work/Life Balance Employee Spatial Efficiencies & Socialization Stakeholding Economies
- 34. TRENDS IN THEWORKPLACE Integration Trend 1: Integration of business suppor partners with core business: Real Estate Operations, Information Technology Services & HR Integration provides opportunities for performance improvements and cost saves
- 35. TRENDS IN THEWORKPLACE Technology Trend 3: Investment in Technology that supports collaboration. Social media and networks add value. How do you integrate it? Perkins+Will New York Office
- 36. TRENDS IN THEWORKPLACE Brand Integration
- 37. TRENDS IN THEWORKPLACE Collaboration & Socialization Trend 6: Investment in Collaboration & Socialization Social networks Social networks benefit billability benefit on-boarding
- 38. Impromptu Meetings: Effective communicationis categorized in three ways: 1. for coordination 2. for information sharing 3. for inspiration “For inspiration it is usually spontaneous and occurs between people drawn from different disciplines. What encourages this? Being close and being visible.” (T. Allen, 2004)
- 39. Collaborative work: Communication reachedits lowest point after the first 75 to 90 feet; it drops off dramatically after about 90 feet. (T. Allen, MIT Sloan, 1970, 1992, 2004) Researchers and engineers from different departments located on the same floor were six times more likely to work together on projects than researchers who were on different floors, or in different buildings. (T. Allen; F. Becker, Quinn, Rappaport & Sims, Cornell IWSP, 1994) Develop a “field of action.” (G-N. Fischer, 1997)
- 40. WHO, WHAT, WHYOF INNOVATION? SPACES: WORK 40
- 41. WHO IS IDEO? Foundedin 1991, IDEO* is an innovation and design firm that uses a human-centered, design-based approach to help organizations in the business, government, education, and social sectors innovate and grow in three ways: IDENTIFY new ways to serve and support people by uncovering their latent needs, behaviors, and desires. VISUALIZE new directions for companies and brands and design the offerings - products, services, spaces, media, and software - that bring innovation strategy to life. ENABLE organizations to change their cultures and build the capabilities required to sustain innovation. * Pronounced "eye-‐dee-‐oh"
- 42. PRODUCT DESIGN PRODUCT INNOVATION INTERACTIVE SERVICE DESIGN
- 43.
- 44. SITE CRITERIA CRITERIA EMERGEDDURING SEARCH • Engage Chicago Design Community Expansive definition design community • Proximity to public transportation • Accommodate Prototype Shop • What building has IDEO-ness: – Inspirational? – Opinionated? – Landmark/Icon (precious)? – Contrarian (non-precious)? © 2 0 1 1 P E R K I N S + W I L L / I D E O
- 45. TRANSPORTATION AND WALKTIMES © 2 0 1 1 P E R K I N S + W I L L / I D E O
- 46. CRITERIA REFINED Added “MustHaves”: – Private rooftop – Cooking with gas – Support bike culture – Advance sustainability objectives © 2 0 1 1 P E R K I N S + W I L L / I D E O
- 47. 626 W. JacksonBlvd. © 2 0 1 1 P E R K I N S + W I L L / I D E O
- 48. PART 2: CAPTURING THE IDEO CULTURE STORYTELLING IS AN IMPORTANT ASPECT OF THE IDEO METHOD. IDEO SPACES ARE OFTEN USED AS A STORYTELLING TOOL FOR OUR CLIENTS TO UNDERSTAND OUR CREATIVITY-DRIVEN CULTURE: OPENNESS, FREE-THINKING FUN, INCIDENTAL MESSINESS, ARE ALL PART OF THE STORY. WE WANT TO CURATE THIS STORY WELL. © 2 0 1 1 P E R K I N S + W I L L / I D E O
- 49. KEY VALUES Studio Culture Balanceof Public and Private Space Openness, Transparency Effective Project Spaces Avoid 1% Thinking / Suburban Mentality Encourage the Spontaneous / Stimulate the Interstitial Simplify the Operational Distinctively Chicago, Extension of IDEO Robust Programming and Services A Place We Can Take Pride In © 2 0 1 1 P E R K I N S + W I L L / I D E O
- 50. © 2 0 1 1 P E R K I N S + W I L L / I D E O
- 51. ACTIVITIES FRAMEWORK focused writing opportunities meeting technical design-desk work resource meeting prototyping all studio monthly lunch analytical thinking critique private public solitude collaborative research lunches brainstorm design-desk work Monday morning meetings sketching free thinking playful © 2 0 1 1 P E R K I N S + W I L L / I D E O
- 52. DESIGN DRIVERS ENGINEERING = SHOP DESIGN = PROJECT SPACE RESEARCH = FIELD WORK KIT STRATEGY = WHITE BOARD / FOAMCORE COLLECTIVE INTELLIGENCE = OPEN STUDIO © 2 0 1 1 P E R K I N S + W I L L / I D E O
- 53. TRADEOFFS… © 2 0 1 1 P E R K I N S + W I L L / I D E O
- 54. PART 3: DESIGNING FOR THE IDEO CULTURE THE NEW SPACE SHOULD ENCOURAGE THE LIFE OF THE STUDIO TO FLOURISH. THE SPACE DESIGN ITSELF SHOULD NOT BE SEEN AS A PRECIOUS ARTIFACT, OVERLY DESIGNED, TOO GIMMICKY, TOO STYLISH, AND HYPERCONGRUENT TO THE CURRENT PROGRAMMING PLAN. © 2 0 1 1 P E R K I N S + W I L L / I D E O
- 55. build on theideas of others collective intelligence studio culture stimulate the interstitial simplify incubator distinctively Chicago innovation social IDEO family openness transparency a setting for creative life – human centered design © 2 0 1 1 P E R K I N S + W I L L / I D E O
- 56. PROJECT ROOMS open “back porch” collaborative circulation FLEXIBLE ADAPTABLE focus, acoustic privacy, confidentiality large, collaborative team client presentation © 2 0 1 1 P E R K I N S + W I L L / I D E O
- 57. IDEO DESIGN PROCESS focused 7th Floor 8th Floor freethinking © 2 0 1 1 P E R K I N S + W I L L / I D E O
- 58. © 2 0 1 1 P E R K I N S + W I L L / I D E O
- 59. PART 4: BUILDING FOR THE IDEO CULTURE WE WANT UNINTENTED IDEAS AND ACCIDENTS TO TAKE PLACE. © 2 0 1 1 P E R K I N S + W I L L / I D E O
- 60. © 2 0 1 1 P E R K I N S + W I L L / I D E O
- 61. © 2 0 1 1 P E R K I N S + W I L L / I D E O
- 62. © 2 0 1 1 P E R K I N S + W I L L / I D E O
- 63. © 2 0 1 1 P E R K I N S + W I L L / I D E O
- 64. © 2 0 1 1 P E R K I N S + W I L L / I D E O
- 65. © 2 0 1 1 P E R K I N S + W I L L / I D E O
- 67. © 2 0 1 1 P E R K I N S + W I L L / I D E O
- 68. PART 5: CELEBRATING THE IDEO CULTURE IT SHOULD NOT BE TOO PRESCRIPTIVE, ALLOWS STUDIO LIFE TO BREATHE, GROW, AND EVOLVE. © 2 0 1 1 P E R K I N S + W I L L / I D E O
- 69. © 2 0 1 1 P E R K I N S + W I L L / I D E O
- 70. © 2 0 1 1 P E R K I N S + W I L L / I D E O
- 71. © 2 0 1 1 P E R K I N S + W I L L / I D E O
- 72. © 2 0 1 1 P E R K I N S + W I L L / I D E O
- 73. © 2 0 1 1 P E R K I N S + W I L L / I D E O
- 74. © 2 0 1 1 P E R K I N S + W I L L / I D E O
- 75. © 2 0 1 1 P E R K I N S + W I L L / I D E O
- 76. TRENDS + SPACES:LEARNING
- 78. INNOVATION CULTURE OBJECT PROCESS SPACE BOTH IS A REFLECTION OF INNOVATION AND A FACILITATOR OF IT.
- 79. BLUE VALLEY SCHOOLS CENTERFOR ADVANCED PROFESSIONAL STUDIES 2011 Design Citation National School Boards Association 2011 Gold Award for Living, Working, and Learning Environments Center for Advanced Professional Studies
- 80. PROCESS 2009/2010: CONSTRUCTION 2007: Pre-engineering in all Feasibility Study High Schools while designing balance of Presented the idea of a CAPS strands “Center Based Program” Full immersion into (CBP) business classrooms 2011 2006: Full 2008: Charge to implementation Search for Exec. Superintendent + Director starts (Donna Research Evolution and Deeds starts April 1) sharing “provide unique Programming student learning NSBA Citation workshops commence opportunities that currently do not exist in Edison Award the school district”
- 81. PROCESS Johnson Community College Survey
- 83.
- 84. PROCESS Bioscience Business Engineering Human Services
- 87.
- 88. “ Every decision we made had to answer the question...Does this look like a high school? Would you see this in a high school? If so, then we made a different decision. ” – Donna Deeds, Executive Director
- 89. Building Diagram STRAND Flexible Teaching Spaces Learning Facilitators Innovation Area Atrium/Core/Café Innovation Area Learning Flexible Teaching Spaces Facilitators STRAND
- 90. BVCAPS | Program • State of the Art Strands STEM • Interstitial Innovation Areas for collaboration and exhibition • Ubiquitous Professional Learning Community • A Visual Identity • Sustainability that teaches
- 92.
- 101.
- 103. CAPS Student ProducedVideo – What is Innovation
- 105.
- 106. chance favors “ the connected mind.” Source: Johnson, Steven. Ted Talk.