1. BY
RAMONA
SOLOMON
Lecture
Week
1
An
Introduc7on
to
Commercial
-­‐
Ins7tu7onal
Interiors

2.
What
is
Commercial
Design?
Overview
of
Design
Process
Research
&
Analysis
Analysis
of
Design
Brief

3. Commercial
interior
design
is
the
process
of
crea7ng
and
overseeing
the
construc7on
or
renova7on
of
a
commercial
space.
Involving
much
more
than
simply
decora7ng
the
interior
of
the
space,
commercial
design
will
address
such
issues
as
the
choice
of
building
materials,
the
layout
and
placement
of
interior
walls,
plumbing
and
power
systems,
and
even
coordina7ng
communica7ons
with
construc7on
professionals,
owners,
and
service
providers.
This
level
of
interior
design
requires
the
interior
designer
to
have
a
solid
working
knowledge
of
architecture,
as
well
as
a
sense
for
crea7ng
func7onal
and
aOrac7ve
sePngs
within
the
space.
To
begin
this
subject,
you
will
be
introduced
to
commercial
design
by
looking
at
what
it
is
and
how
commercial
design
differs
from
residen7al
design.
Commercial
design
projects
can
be
complex
as
you
must
apply
certain
legisla7ve
and
organisa7onal
requirements
and
it
usually
involves
a
number
of
key
stakeholders
therefore
it
is
important
that
you
understand
the
commercial
design
process.
What
is
commercial
design?

4. Areas
of
specialisa7on:
•
retail
spaces
•
commercial
offices
•
service
providers
•
educa7on
•
childcare
•
healthcare
•
aged
care
•
spor7ng
facili7es
•
hospitality
spaces
Commercial
interiors
can
range
in
scale
from
a
SME
(small
to
medium
enterprises)
through
to
a
vast
organisa7on,
such
as
an
airline
or
insurance
company
that
employs
thousands
of
people
working
from
numerous
loca7ons.
Commercial
interior
design
requires
a
thorough
understanding
of
an
organisa7on’s
workplace
culture,
branding,
work
prac7ces,
evolu7on
and
contact
with
the
public.

5.
At
the
end
of
this
subject,
you
will
be
able
to:
•
Apply
design
principles
related
to
space
planning.
•
Recognise
key
elements
to
plan
and
organise
the
design
process
in
order
to
produce
adequate
interiors
for
commercial
or
ins7tu7onal
projects.
•
Apply
human
dimensions
and
ergonomics
factors
to
develop
efficient
space
planning.
•
Develop
and
design
concepts
related
to
commercial
and
ins7tu7onal
interiors.
•
Select
and
specify
the
colours,
materials
andfixtures
required
for
the
project.
•
Carry
out
the
sequence
of
work
related
to
the
project
management.
•
Present
all
drawings
and
documenta7on
for
the
interior
project.

6. The
design
process
for
commercial
design
The
ini7al
research
supports
a
thorough
inves7ga7on
of
the
organisa7on
itself
to
establish
its
current
posi7on
and
planned
future
posi7on
in
terms
of
spa7al
design.
This
can
include
research
of
structure,
culture,
func7on,
heritage,
services
staff,
vision,
market
posi7on
and
scale.
Some
interior
design
commissions
are
purely
func7onal;
for
example
an
expansion
or
contrac7on
of
staffing
levels
requiring
a
new
site.
Some
however,
are
transforma7ve,
involving
a
rebranding,
new
ownership
or
a
significant
change
to
work
prac7ce.

7. It’s
hard
to
imagine
having
a
bad
day
at
the
office
at
these
awesome
workplaces
…
Google,
Sydney
More
like
an
adventure
playground
than
a
place
to
go
to
work,
Google
is
con7nuing
to
do
its
bit
for
every
nerd’s
occupa7onal
fantasies
–
even
managing
to
squeeze
two
re7red
monorail
cars
into
its
Pyrmont
building
last
year
for
use
as
office
space.
Never
the
sort
to
do
anything
yawn-­‐worthy,
Google’s
fun-­‐chasers
have
also
added
a
host
of
other
imagina7ve
features,
installing
an
ocean-­‐
inspired
chill
out
room,
hammocks
and
a
company-­‐themed
electric
drum
kit
to
bash
out
those
coding
dilemmas.
Sydney
Googlers
can
also
hop
on
a
tyre
swing,
borrow
a
kayak
or
whiz
around
in
one
of
the
office’s
two
electric
cars.
With
so
much
entertainment
on
offer
–
there’s
also
a
photography
club,
a
Toastmasters
chapter,
pinball,
table
tennis
and
bootcamps
–
there’s
probably
no
need
leave
the
Google
wonderland
at
all.

11.
Is
the
process
of
defining
the
needs
of
those
who
will
use
the
space,
in
advance
of
crea7ng
the
design.
Without
adequate
programming
a
strong
design
concept
may
not
meet
the
func7on
requirements
of
the
organisa7on.
This
phase
can
be
broken
down
into
three
central
types
of
ac7vi7es:
gathering,
analysis
and
documenta7on
of
the
client’s
needs
and
goals
in
a
wriOen
document.
This
becomes
the
basis
for
evalua7ng
design
solu7ons
and
the
subsequent
phases.
Programming
is
cri7cal
to
the
design
process
because
it
is
here
that
the
clients
problems
and
goals
are
clearly
iden7fied.

12. This
is
the
brainstorming
phase
of
the
design
process,
where
many
op7ons
are
considered
and
evaluated.
The
goal
is
to
gain
client
approval
for
a
single
design
concept
that
will
be
further
developed
as
the
project
progresses,
and
to
agree
on
a
direc7on
for
the
character
and
aesthe7c
intent
of
the
project.
Design
can
add
value
to
commercial
organisa7ons
via
concepts
that
support
a
more
produc7ve
work
prac7ces,
building
long-­‐term
rela7onships
with
clients,
collaborators
and
the
general
public,
suppor7ng
the
branding
of
the
organisa7on
and,
importantly,
developing
a
strong
internal
culture,
including
stronger
staff
engagement.
Effec7ve
commercial
design
concepts
oaen
originate
from
the
experience
that
the
organisa7on
wants
to
deliver
to
its
staff,
its
clients
and
the
public.

13. This
is
the
most
design-­‐intensive
phase
of
the
project,
in
which
all
the
design
elements
are
developed,
including
floor
plan
layout,
furnishings,
fixtures,
colour,
finishes,
ligh7ng,
electrical
etc.
the
goal
is
to
define
and
gain
approval
of
all
design
recommenda7ons.

14. Prepara7on
of
working
drawings
and
specifica7ons
that
define
the
approved
recommenda7ons
forinterior
construc7on,
materials,
finishes,
furnishings,
fixtures
and
equipment.
At
the
end
of
this
phase,
the
designer
must
communicate
the
design
intent
in
an
illustrated
and
wriOen
format
for
construc7on
purposed.

15. Administra7on
of
contract
documents.
Ac7ng
as
the
client’s
agent,
the
designer
must
approve
the
drawings
and
regularly
visit
the
site
during
construc7on
to
ensure
that
the
project
is
is
being
built
according
to
the
documents.

16. It
is
essen7al
when
reflec7ng
on
a
complex
commercial
project
that
each
sec7on
of
the
project
and
the
project
as
a
whole
are
evaluated
in
terms
of
desirability,
feasibility
and
viability.
Areas
of
evalua7on:
•
quality
of
the
concept
•
applica7on
of
the
concept
•
ability
to
meet
the
client/brief’s
objec7ves
•
ability
to
extend
or
enhance
the
client/brief’s
objec7ves
•
originality

17. It’s
hard
to
imagine
having
a
bad
day
at
the
office
at
these
awesome
workplaces
…
iSelect,
Melbourne
Comparison
website
iSelect
is
known
for
its
quirky
ads,
but
the
company’s
quest
for
individuality
extends
to
its
offices
in
Bay
Road,
Cheltenham.
Coffee-­‐loving
call
centre
staff
can
shoot
down
a
slide
that
leads
outside
the
building
and
back
inside
to
the
ground
floor
cafe,
via
a
soa
landing
in
a
ball
pit.
Mee7ngs
are
a
carnival-­‐like
affair,
with
aOendees
able
to
sit
atop
a
bright
orange
pony
or
dog.
It’s
all
part
of
the
young
company’s
ethos
to
be
able
to
be
yourself
at
work.
Each
level
of
iSelect’s
offices,
designed
by
V
Arc,
has
a
faux
running
track
around
its
perimeter.
But
if
the
pace
gets
too
much,
there
are
plenty
of
spaces
to
take
a
load
off.
There’s
a
sleep
pod
where
employees
can
recharge
for
15
minutes,
hammocks,
free
massage
chairs
and
an
outside
BBQ
area
where
staff
can
sizzle
all
the
sausages
they
want.

18. Research
and
analysis
Research
and
analysis
is
essen7al
in
all
phases
of
the
design
process
for
complex
commercial
designs.
Ini7al
research
should
inform
the
designer
about
the
client’s
industry
and
approaches
to
design
within
that
industry.
This
ini7al
research
supports
a
thorough
inves7ga7on
of
the
organisa7on
itself
to
establish
its
current
posi7on
and
planned
future
posi7on
in
terms
of
spa7al
design.
The
following
is
a
list
of
the
organisa7on
requirements
that
should
be
addressed
to
formulate
a
design
program.
Organisa7onal
•
organisa7on
history/heritage
•
organisa7on
func7on
•
market
posi7on
•
culture
•
work
philosophy
e.g.
ac7vity-­‐based
work,
crea7ve,
ra7onalist
Departmental
•
department
func7ons
•
departmental
adjacencies
•
special
requirements
(for
example,
archiving)

19. Research
informaAon
to
inform
the
design
process
CompeAAve
review
As
part
of
the
research
process,
it
is
good
prac7ce
to
undertake
a
thorough
review
of
direct
compe7tors.
A
review
enables
you
to
develop
an
understanding
of
what
is
working
well
in
the
marketplace
and
what
is
not
succeeding,
helping
guide
your
design
approach.
A
good
example
is
the
Bank
of
Melbourne
and
NAB
lead
to
‘open
plan’
bank
chambers
in
response
to
changing
security
systems
and
reduced
transac7ons,
with
Wespac
and
CBA
following
their
lead
soon
aaer.
This
highlights
also
that
changes
oaen
start
with
the
smaller
players,
who
are
more
able
to
adapt
quickly
to
changes
in
design
trends.
Best-­‐in-­‐class
comparaAve
review
It
is
also
important
to
look
at
the
best-­‐in-­‐class
design
across
a
broad
range
of
business
types,
not
exclusively
the
organisa7on’s
industry,
to
understand
new
trends
in
spa7al
design,
work
ac7vity,
as
well
as
colours
and
textures.
Anthropometric
and
ergonomic
data
All
commercial
spaces
have
guidelines
regarding
anthropometric
and
ergonomic
requirements.
Rather
than
being
seen
as
restric7ons
these
can
inspire
new
ways
of
designing
for
human
scale
ac7vity
and
comfort.

20. It’s
hard
to
imagine
having
a
bad
day
at
the
office
at
these
awesome
workplaces
…
Atlassian,
Sydney
Forget
Google
just
for
a
moment
–
and
check
out
the
Sydney
offices
of
soaware
success
story
Atlassian,
founded
by
Aussie
rich-­‐listers
ScoO
Farquhar
and
Mike
Cannon-­‐Brookes.
No,
it’s
not
a
brewery,
but
there
is
beer
on
tap.
There’s
also
a
fully-­‐
stocked
kitchen
with
free
breakfast,
snacks,
espresso
and
energy
drinks
to
keep
those
sharp
minds
at
their
peak.
If
you’re
lucky
enough
to
work
in
the
company’s
Mar7n
Place
offices,
you
can
let
out
your
frustra7ons
out
with
a
nerf
gun
shoot-­‐out
across
your
desktop,
or
hold
a
mee7ng
over
the
pool
table.
Long
days
at
the
technology
coalface
are
made
more
comfortable
in
Aeron
chairs
(an
Aeron
chair
features
in
the
Museum
of
Modern
Art’s
permanent
collec7on).
There’s
also
Xbox,
lunch7me
sports
and
poker
nights.
If
that
all
gets
too
same-­‐same,
you
could
always
relocate
to
the
company’s
remodelled
warehouse
in
San
Francisco,
or
its
offices
in
Amsterdam,
located
in
a
converted
home
on
a
canal.

21. Planning
a
brief
analysis….
Client
informaAon:
The
brief
should
provide
a
clear
summary
of
the
organisa7on
and
its
key
rela7onships.
This
may
include,
for
example
its
func7ons,
scale
of
the
business,
market
posi7on,
principle
form
of
interac7on
and
its
loca7on(s).
Site
informaAon:
Commercial
organisa7ons
may
have
more
than
one
site
or
the
organisa7on
may
range
over
many
floors
of
a
single
building.
They
may
own
their
space
outright
or
have
a
tenancy
agreement.
The
designer
will
need
access
to
the
leasing
agreement
to
confirm
the
scope
of
project.

22. Planning
a
brief
analysis….
Scope
of
the
brief:
The
scope
is
determined
by
a
combina7on
of
the
client’s
goals,
budget
and
the
program.
It
will
s7pulate
inclusions
and
exclusions
from
the
design
program.
Scope
of
budget:
The
first
budget
is
an
es7mate
based
on
the
ini7al
schema7c
design.
On
large
commercial
projects,
budgets
are
prepared
for
each
discrete
element
of
the
design.
Once
the
preliminary
cos7ng
is
approved
a
more
rigorous
budget
is
prepared.
Constraints
that
need
to
be
researched
and
sApulated
within
the
brief:
• Budget
or
part
of
the
budget
• Certain
spaces
within
or
adjacent
to
the
tenancy
• Environmental
constraints
• Heritage
restric7ons
• Timing
constraints

23.
When
crea7ng
a
new
office
environment
it
is
essen7al
for
offices
to
have
a
tailored
design
solu7on
that
reflects
their
organisa7onal
culture,
improves
overall
produc7vity
and
maximises
staff
sa7sfac7on.
The
design
process
should
look
to:
• Make
efficient,
crea7ve
use
of
space
• Reflect
&
reinforce
the
organisa7onal
culture
through
the
surrounding
environment
• Facilitate
&
support
specific
work
methodology
• Integrate
innova7ve,
cuPng
edge
solu7ons,
suitable
to
the
organisa7on
workplace
strategy
It
is
important
to
consider
workspaces
that
support
various
work
modes,
from
encouraging
employee
collabora7on,
interac7on
and
social
cohesiveness,
to
crea7ng
quiet
spaces
for
focus
work
where
required.

24. It’s
hard
to
imagine
having
a
bad
day
at
the
office
at
these
awesome
workplaces
…
Commonwealth
Bank,
Sydney
Banking
and
cuPng-­‐edge
excitement
aren’t
two
concepts
that
naturally
go
hand-­‐in-­‐hand,
but
the
Commonwealth
Bank’s
Darling
Quarter
offices
in
the
heart
of
Sydney
are
sePng
out
to
change
all
that.
The
staff
at
Darling
Quarter
are
now
housed
in
one
of
the
country’s
most
eco-­‐friendly
–
and
colourful
–
buildings.
Ditching
the
concept
of
a
permanent
desk,
staff
work
in
a
‘home
zone’
of
70
to
100
people,
but
can
also
choose
to
work
in
many
other
parts
of
the
innova7ve
building,
such
as
the
mobile
phone-­‐
free
library,
cafes
and
mee7ng
rooms.
Forget
the
corner
office:
no
one
has
one
here,
and
all
staff
are
judged
on
their
output,
rather
than
being
clock-­‐watched.
Not
a
bad
way
to
work
indeed.