Issue 63              Even the alternatives              Sustainability Spotlight     Small is beautiful                  ...
Mobile worke                                                                                                              ...
Contents                                                                                                    12            ...
perspectives                     perspectives                     Meet some of the people who contributed information     ...
pers                                                                                                                      ...
Reshaping The Collaborative Experience       media:scape boosts collaboration and helps       teams excel. Scan the code t...
MADRID: READY FOR ANINTERCONNECTED WORLD  un ensayo fotográfico   WorkLife Madrid was recently renovated to demonstrate ho...
WorkLife Madrid gives guests          insight into how to create          an interconnected workplace          that suppor...
An interconnected workplace provides a palette of place –                                              a diverse range of ...
trends360                   trends 360                   Taking measure of an interconnected world.                       ...
Global reach                          Together the following 20                                                           ...
89% of w                                                                          orkers sa                               ...
WHY CEOS AREPAYING ATTENTIONExecutives everywhere are being asked to deliver higher performancefrom every company asset. Y...
Like all executives around the world, Steelcase president Jim Keane is always                                    looking f...
Choice and control is the new statussymbol – workers want freedom tochoose where and how they work.                       ...
“	 his is the kind of office a company needs                                  T                                  if you wa...
Can choose to work at home but                                          chooses to work here – it’s the best              ...
90% of employees say a great view                                                is important – working in that great     ...
Ô  inancial analyst Lauren Renner (far right) doesn’t have  F  a dedicated workstation. Instead she and her colleagues  ch...
“	 es, there are more people in  Y  the same space, but they have  more and better places to  work. That helps productivit...
34.9%                                                                                            34.9 % of the global work...
80%                                                                           80% of companies want people                ...
84% of workers say they stayconnected to the organization viateam meetings.                                               ...
A “PALETTE OF PL ACE”                            In addition to “palette of place,” there’s anA “PALETTE OF POSTURE”      ...
THE INTERCONNECTED      WORKPLACE                                CHALLENGE                 How to leverage the complexitie...
Steelcase Global Headquarters3rd Floor                                                                                    ...
Nomadic Camp          A space shared by mobile workers                                             Nomadic Camp           ...
Creating an                                                                              Interconnected                   ...
ace and      Having the right worksp                                 to      tools is far more valuable                   ...
Research shows workers switch                                                                        between a variet y of...
k or                                    sed wor                           own focu        oes both!                   Head...
This space supports so many different activities                                    that it’s become a crossroads for a gl...
This space gives                                                                    Work early. Stay late.                ...
Stimulates and supports                                                                                                   ...
rk, rela x.                   socialize, net woEat, work, meet,                                                     360.st...
08:07                                    It’s All In a                                    Day’s Work                      ...
Dropping into the WorkCafé,                                                                                               ...
16   accidental encounters                                                                                               1...
“ e look at spreadsheets all day long and     W     media:scape has really helped with that.     Two of us put spreadsheet...
40 | Issue 63 | 360.steelcase.com
This Collaboration Zone has everything Lauren needs to workthrough the budget process with the Brand Communicationsteam: d...
16:22                                    The Finance group closes the company books during the first two                  ...
Steelcase 360   The Next Office
Steelcase 360   The Next Office
Steelcase 360   The Next Office
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Steelcase 360 The Next Office

  1. 1. Issue 63 Even the alternatives Sustainability Spotlight Small is beautiful have alternativesExploring workplace Business and environmental A new study reveals whatresearch, insights Not just third places: now there goals sync up beautifully every company can learn at Vertical Screen. from the little guys.and trends are ‘fourth’ places, coworking spaces and more.360.steelcase.com WHY CEOS ARE PAYING ATTENTION
  2. 2. Mobile worke rs spend 60% of the ir time at the office. e to th come ols r ke r s e to of wo to th 4 0% r a c c e s s e e d. fo yn office olog y the hn & te c72% ofoffice wor ke rs s is ay thinte ra the be st e ct wit place h coll to e agu e s. about this issue On the priority list for senior executives everywhere: maximize assets, cut costs, compete in the new economy, boost innovation, build the brand. Meanwhile, topping the list of most-overlooked yet waiting-to-be-leveraged assets: the office. The solution is Steelcase’s concept for the “next” office: an Interconnected Workplace. It does more in less space, whether it’s a building, a campus or offices separated by thousands of miles. This isn’t just a new look, it’s rethinking the office for the new economy, today and tomorrow.
  3. 3. Contents 12 The next office Executives are asked to deliver higher performance from every company asset. Yet they often overlook an asset that’s both highly leverageable and pivotal to the organization’s success: the office.48 60Small is beautiful Sustainability SpotlightA new study reveals T ony D’Orazio created a LEEDwhat every company Platinum certified gem of a workplacecan learn from the that’s good for the environment andlittle guys. his business, too. 6 adrid gets M D 42 istant colleagues E 64 ven the 79 whole new A interconnected – right here! alternatives have learning curve alternatives A new WorkLife How a distributed This new column space demonstrates team uses new Not just third explores ideas how to create an technology to spaces: now there on planning and interconnected keep everyone are ‘fourth’ places, designing 21st workplace. in the room. coworking spaces century learning and more. spaces.Departments4 Perspectives 10 Trends 360 44 Lessons Learned 82 Design Apps 86 Atoms Bits Join the conversation 360 on the ipad Connect with Steelcase Steelcase 360 for iPad on the via social media and let iTunes App Store: itunes.apple.com us know what you’re Download Steelcase 360 and enjoy thinking. Or email us it on your iPad today.Exploring workplace at 360magazine@research, insights steelcase.comand trends360.steelcase.com 360 Magazine is published by Steelcase Inc. All rights reserved. Copyright 2012. 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? 360.steelcase.com | Issue 63 | 3
  4. 4. perspectives perspectives Meet some of the people who contributed information and ideas to this issue. Jim Keane Keane has observed firsthand how business has grown increasingly invest in the kinds of spaces that help them do that. It is possible interconnected, mobile, global and complex. He’s president of the to leverage real estate and better utilize it by providing workers Steelcase Group, which includes Steelcase, Turnstone, PolyVision and with choice and control – these are the new status symbols for Details brands. knowledge workers.” “We know business today is more challenging and business leaders are Based on these insights Steelcase prototyped two new always looking for ways to gain a competitive advantage. Yet we often environments (pg. 12) at their Global Headquarters building that overlook how real estate can be used as a lever to help organizations give workers more of what they need: stronger connections with innovate and drive growth. Space shapes behavior, so if you want people their colleagues, better ways to collaborate, and shared access to share information, collaborate better and innovate more, you have to to technology and tools. Cherie Johnson Barbara Goodspeed The editor of a major design publication had just toured the new WorkCafé at Steelcase’s Global Headquarters. “You know what this is? The culmination of what Steelcase has been talking about for the last few years: the blurring of professional and personal lives. New products. New ways of working. Technology integration. Living your brand. Now I understand what you’re talking about.” Music to the ears of Johnson and Goodspeed, designers who reclaimed a corporate cafeteria to create the multifunctional dining/ meeting/working/socializing WorkCafé. Goodspeed is a senior interior designer. Johnson is design manager in the company’s North American industrial design studio. 4 | Issue 63 | 360.steelcase.com
  5. 5. pers pectivesJoey Shimoda Susan Chang, Shimoda Design Group“I don’t think any corporation in the U.S. has an entry like this,”says Joey Shimoda of the dramatic entrance into the new WorkCafé(pg. 1). His architecture firm, Shimoda Design Group, has worked formany innovative companies: Rolex, Harwood International, Mikimoto,Malin and Goetz, MTV Networks. He credits his associate partner,Susan Chang, for hatching the idea of “blowing out the space to thesecond floor for a big entrance and to tie it in with the rest of the building.”The Los Angeles-based architect says the WorkCafé architecturalconcepts “came from thinking about how our personal and professionallives have meshed. This environment blends spaces for both.”Shimoda has also designed Steelcase WorkLife spaces in Chicago,Illinois, and Santa Monica, California. Melanie Redman The senior design researcher with Steelcase’s WorkSpace Futures Explorations group co-led the in-depth study of small companies (pg. 48) with Sudhakar Lahade (pictured right). She also has conducted extensive research in the healthcare industry for Nurture, the Steelcase healthcare brand, work which led to an innovative line of infusion treatment furniture. She’s also Sudhakar Lahade studied workplace issues ranging from collaboration to Gen Y For more than 15 years, Lahade has worked to discover the hidden workers in Asia. needs of users in North America, Asia and Europe as a design researcher for Steelcase. Now manager of growth initiatives for the company, he has been studying the emergence of coworking spaces around the world (pg. 64). “As businesses become more global and the world more interconnected, “one size fits all” workplaces won’t do. “Understanding the differences between cultures is more important than ever.” 360.steelcase.com | Issue 63 | 5
  6. 6. Reshaping The Collaborative Experience media:scape boosts collaboration and helps teams excel. Scan the code to learn more, or visit steelcase.com/mediascape.media:scape™ with HD Videoconferencing
  7. 7. MADRID: READY FOR ANINTERCONNECTED WORLD un ensayo fotográfico WorkLife Madrid was recently renovated to demonstrate how the workplace can help organizations thrive in our accelerated, interconnected world. The space reflects new insights, ideas and solutions that address the diverse ways people are working today and demonstrates how the workplace needs to be designed to support them. The Madrid WorkLife space opened on October 20 and joins 30 other locations around the world. The opening night event was attended by nearly 800 guests, including Esperanza Aguirre, the president of Madrid (shown top right, third from left). 360.steelcase.com | Issue 63 | 7
  8. 8. WorkLife Madrid gives guests insight into how to create an interconnected workplace that supports the ways people work today. The new 1,800m2 (19,000ft2) facility media:scape ® Team Theater™ boosts the showcases a variety of solutions designed collaborative experience by creating dynamic to support the ways people work in an spaces that help local and distributed teams interconnected world. stay connected.8 | Issue 63 | 360.steelcase.com
  9. 9. An interconnected workplace provides a palette of place – a diverse range of settings, organized into interrelated zones; a palette of posture – a variety of options for people to sit, stand or move throughout their day; and choice and control over how and where they work.This classroom designed for active learning Benching solutions like FrameOne™ adaptis created using node™ seating within a to meet individual needs and workstyles.LearnLab™ environment design. 360.steelcase.com | Issue 63 | 9
  10. 10. trends360 trends 360 Taking measure of an interconnected world. 247,000,000,000 At last count Talk about virtual connections: Around the world, 247 billion emails are sent daily, according to Radicati Group. Data in the world is doubling every 18 months, and by 2013 most computing experiences in the world will go through a smart device, says USA Today. Phone etiquette goes retro? In the beginning, phones were sold only for business purposes. Phone companies tried to stop people from using telephones for social interactions for about 30 years because it was considered improper, according to Claude S. Fischer, author of two books on the history of the phone. Today, many people still consider phone calls rude and intrusive, even at work. Increasingly, business-related phone calls are scheduled in advance. 10 | Issue 63 | 360.steelcase.com
  11. 11. Global reach Together the following 20 trend s360For multinationals, global countries now house 70 percentintegration can’t happen rapidly of the world’s populationenough. Gross domestic growth and generate 80 percentis still expanding in China, India, of its income:Russia, Brazil and other emerging Mobile workforce growing ê eveloped: Australia, Canada, Dmarkets. The 1 billion customers France, Germany, Italy, Japan, More than one-third of the global workforce willof yesterday’s global businesses the Netherlands, Spain, be mobile by 2013. The U.S. and Japan havehave been joined by 4 billion the United Kingdom, by far the highest percentage of mobile workersmore, according to strategy- the United States (75 percent and 74 percent, respectively),business.com, and 75 percent followed by Western Europe (50 percent), Asia ê merging: Brazil, China, India, Eof them need the infrastructure, Pacific (37 percent), and the rest of the world Indonesia, Mexico, Russia,products and services that global at 15 percent. South Africa, South Korea,companies can provide. Thailand, Turkey Û 4 BILLION MORE CUSTOMERS Waiting for the bell to ring Do you remember as a child at school when you waited for the bell to ring to signal “time to go home” or “time to go play”? ers of workthe world Unfortunately, more than two-thirds of workers around the world have the same feeling, according to Gallup researchers in their around gaged recent book titled Wellbeing. These disengaged workers are are disen just waiting to leave, while workers who are highly engaged are happier throughout the work day and not ready to rush out the door. Not only are disengaged workers not as productive, they’re likely to cost an organization more because of the physical and mental health issues associated with stress. 360.steelcase.com | Issue 63 | 11
  12. 12. 89% of w orkers sa the workp y it’s impo lace to at rtant for tract + en gage tools t access to orkers wan ss 97% of w want acce logy; 98% ss to and techno want acce ; and 99% to people n. informatio12 | Issue 63 | 360.steelcase.com
  13. 13. WHY CEOS AREPAYING ATTENTIONExecutives everywhere are being asked to deliver higher performancefrom every company asset. Yet they often overlook an asset that’s bothhighly leverageable and pivotal to the organization’s success: the office. e it y as th creativ s rank skill. 60% o f C EO ership t lead portan most im 360.steelcase.com | Issue 63 | 13
  14. 14. Like all executives around the world, Steelcase president Jim Keane is always looking for ways to gain a competitive advantage, especially in today’s tough economic climate. And he knows first-hand what others may not recognize yet – the power of real estate to help organizations create, innovate and drive growth. This insight has been pivotal in Steelcase’s To meet the challenge of optimizing its own ability to face today’s business challenges: workplaces for competitive advantage and complexity, global competition for customers to leverage opportunities created by an and talent, cost pressures and the driving interconnected world, Steelcase recently need to innovate. With pressures like these, completed a series of strategic real estate the workplace is an opportunity waiting to projects. Each sets new standards for what be discovered by most businesses today. the workplace can be – and, more important, what it can accomplish: a better place for Keane says many executives admit that their people to work that enhances collaboration offices haven’t kept up with the sweeping and innovation, attracts and engages workers, changes in business. “They know that strengthens the organization’s brand and innovation requires a more agile organization culture – and optimizes the company’s real and a more collaborative workforce, and a estate investment. workplace that encourages both,” he says. Drawing insights from its extensive research When designed and equipped to meet the and behavioral prototypes – spaces where the challenges of the new, interconnected world, company tests new theories on itself in real the workplace can help shape the kinds work environments – Steelcase reinvented of employees that leaders want most: spaces at its global headquarters in Grand creative and highly engaged workers, who Rapids, Michigan, and at its European can collaborate with teammates anywhere hub in Strasbourg, France, to deliver more in the world, iterate work easily and make collaboration, greater employee satisfaction quicker decisions. and more agility for the future, while also reducing the amount of real estate needed to support its workforce.14 | Issue 63 | 360.steelcase.com
  15. 15. Choice and control is the new statussymbol – workers want freedom tochoose where and how they work. Qualit y of work the sec environ ond mo ment is determ st impo ining jo rtant fa b satisf ctor action. Ó ew work environment, Steelcase Global N Headquarters, WorkCafé, Collaboration Zone 360.steelcase.com | Issue 63 | 15
  16. 16. “ his is the kind of office a company needs T if you want it to be a competitive asset.” Dave Sylvester Steelcase CFO 43% 09% Leaders spend 43% of their time meeting with small groups, only 9% with groups of 12 or more. The average worker visits 40 websites a day.Ó New WorkCafé space at Steelcase’s Global Headquarters At the global headquarters campus, a wing “We’re always looking ahead to see what that formerly housed just one department is the next evolution of space needs to be and now home to three – Finance, Procurement we always start by testing our concepts and and Quality. Another redo project, the ideas on ourselves,” says Keane. “These new WorkCafé, creates an on-site third place by spatial concepts will work for any industry reclaiming traditional cafeteria space and and location, and will contribute measurably integrating areas designed for collaborative to a company’s business results.” and individual work, creating the best of both NEW ECONOMY, NEW DEMANDS, NEW OFFICE worlds: a coffee shop vibe with the functionality of a well-planned office. Business today is more challenging, tasks more varied. People move constantly from In Strasbourg, a redesigned environment now focused individual work to one-on-one supports 340 mobile, nomadic and resident meetings, project sessions to impromptu users in a varied range of worksettings collaborations, a series of planned and designed to encourage communication unplanned interactions throughout the day, and collaboration. and 5 o’clock is no longer day’s end for most workers with colleagues spread across time16 | Issue 63 | 360.steelcase.com
  17. 17. Can choose to work at home but chooses to work here – it’s the best place to connect with people.zones and countries. A recent IBM study needed to tackle most business problems, yet anywhere, and alternative work strategiesof human resource executives found that workers search in vain for meeting rooms and can help support work-life balance.80 percent of organizations want workers dedicated project space. Yet few workers are rushing to set up shopto collaborate more. Given the increasingly “Space influences behavior, so if you want off-site. Nearly half of the companies reporteddistributed and mobile workforce, however, people to share information, collaborate that 10 percent or less of their employeesthey aren’t quite sure how to do it: 78 percent better and innovate more, you have to invest regularly work remotely. In that same study,of executives want their organizations to be in the kinds of spaces that help them do that,” 72 percent of workers say the office is the bestbetter at it. says Keane. place to interact with colleagues. It’s also theMeanwhile, offices in every organization stand place to access tools and technology. Organizations have tried to offer choices.empty for hours each day simply because A recent study of businesses throughout Besides the need to choose how andbusiness has changed while offices have North America and Europe by Steelcase and where you work, people need a sense ofstagnated. Running a successful business CoreNet Global shows that 86 percent of participation in the collective enterprise,requires teamwork and frequent collaboration, companies offer alternative work strategies as well as a connection to the organization’sbut rare is the office that can ably host even a such as home offices, hotelling and mobile culture. The best place to meet all of thesetwo-person meeting. Technology and tools are work. The rationale is that technology needs is the office.often hard to access and operate. Teams are is mobile, information can be accessed 360.steelcase.com | Issue 63 | 17
  18. 18. 90% of employees say a great view is important – working in that great view is even better.Ó Outdoor Terrace, WorkCafé NEW WAYS OF WORKING mobile, full-time workers doing business But not just any office. Rather, an entirely in a world that itself is global and mobile, new approach to it, like the office Lauren and more unpredictable than ever. Having Renner uses. the right workspace and tools at hand is far more valuable to them than having an A full-time employee in the Finance department assigned desk. at Steelcase, Renner doesn’t have an assigned desk or workspace. She commands few These Finance workers are like any other of the traditional trappings associated with knowledge workers, switching between work being a financial analyst for a global company. modes throughout the day, moving from No office with a nameplate outside the door, focused work to collaboration with coworkers, no shelf of family photos and memorabilia, spending time in meetings, learning, not even her own file cabinet. networking, communicating. Instead, each day she chooses one of many “People are always surprised when they shared desks in the open, daylight-filled visit our workspace,” says Dave Sylvester, Finance department, and selects the most Steelcase’s chief financial officer. “They ask, appropriate individual and group spaces ‘Where are the enclosed offices? Why isn’t during the day as her work changes. She and everyone in heads-down work? This is so... her colleagues, about 75 total, are typical of open. People are working in groups, moving today’s knowledge workers: highly connected, around. Is this really Finance?’”18 | Issue 63 | 360.steelcase.com
  19. 19. Ô inancial analyst Lauren Renner (far right) doesn’t have F a dedicated workstation. Instead she and her colleagues choose where and how they work by selecting the most appropriate individual or group spaces throughout the day as their work changes. y tion b llabora , e nt c o ght spac e s Au g m th e ri prov iding gy. chnolo and te tools,With three departments housed in the newspace, cross-functional collaboration iseasier than ever. Another big plus: The threedepartments now occupy a bit more than halfthe amount of real estate each used previously.Floor space per person decreased from 191 to154 square feet. Desk-sharing ratios went fromone desk for every person to one desk for 1.4to 1.9 people, depending on the group. Post-occupancy surveys will address the qualitativefactors after a settling in period, but recentanecdotal evidence and worker feedback hasbeen overwhelmingly positive. Ó Photos - top: media:scape TEAM theater meeting space, WorkCafé; “Everyone now has more choices in group and bottom: Library, 3rd Floor, Global Headquartersindividual workspaces, more tools, even moreaccess to natural light, important elementsthat people need to be productive,” saysNancy Hickey, senior vice president and chiefadministrative officer. 360.steelcase.com | Issue 63 | 19
  20. 20. “ es, there are more people in Y the same space, but they have more and better places to work. That helps productivity and wellbeing and that’s good for business.” Nancy Hickey Steelcase Chief Administrative Officer CREATING THE BEST PL ACE how and where they work,” says “No matter what we consider our office or Julie Barnhart-Hoffman, design principal home base, work keeps us moving. People with WorkSpace Futures, the Steelcase can determine where and how they work best. research and design group, and principal The best place at 10 a.m. might not be the designer of this new work environment. same at 2 p.m. because you do different kinds “They have a palette of place – individual and of work,” says Hickey. group workspaces in the department, across the entire floor, the building and the “Using a strategy we call ‘Best Place”, we Steelcase campus. People and work are created a great range of flexible workspaces to mobile. A one-size workspace doesn’t fit meet changing needs. You have the freedom anyone anymore.” to move, to collaborate, to put your head down and focus. Freedom to seek the best The new approach fits Renner just fine. “I work experience at work, however you choose to in different places around the department, but define ‘best.’” I usually set up shop in the nomadic camp (an area of bench-style workspaces) because “‘Best place’ for Lauren and her colleagues people are so accessible here,” she says. “It’s means a range of settings so they can choose nice to be able to bounce ideas off of other20 | Issue 63 | 360.steelcase.com
  21. 21. 34.9% 34.9 % of the global workforce will be mobile in 2012 Ó lobal Headquarters, 3rd Floor, Cafe Gpeople. You might work on a spreadsheet all The factors that are easiest to measure – “It’s not just about compression. Yes, thereday and can’t find something, and someone such as square footage, net usable space are more people in the same space, but theyelse will find it right away.” (For a typical day per person, desk sharing ratios, the cost of have more and better places to work, andat work for Lauren, see “It’s all in a day’s work” technology, etc. – aren’t always the things that many more choices. They can work moreon pg. 36.) add the most value to the organization. More productively, communicate more easily, important are issues such as encouraging collaborate at a moment’s notice, and adjustFINANCIAL CONSIDERATIONS mentoring to share knowledge and reinforce their environment to their work. That’s good forThe planning for “best place,” of course, began organizational culture, supporting a range of business now and in the future,” says Hickey.with the financials. “It started for us as it does workstyles for healthier, more engaged and Sylvester believes this new type of workplacefor most organizations, as a real estate issue. more satisfied employees, improvements in should become the norm. “This is the kindWe had two buildings and we needed to bring social networks for better cross fertilization of workplace companies everywhere shouldpeople together into one so they could work between departments, and other qualitative be creating if they want to make real estateand collaborate better. The question became: factors. These factors lead to the outcomes a competitive asset for the company.”How do we put more people into one building CEOs seek today: new product and servicebut at the same time give them more of the innovations, talent attraction and retention,spaces they need and better tools to work better customer support, etc.with?” says Hickey. 360.steelcase.com | Issue 63 | 21
  22. 22. 80% 80% of companies want people to collaborate more.Ó The nomadic camp, a series of bench-style workspaces open to everyone.
  23. 23. 84% of workers say they stayconnected to the organization viateam meetings. Doesn’t need a dedicated space anymore, but does need to be able to easily connect with other people. QUESTION ASSUMPTIONS Collaboration shouldn’t just happen in “Some people need a dedicated space for their meetings, It should happen effortlessly in work, but most people don’t. Those people informal interactions in lounge areas, team who need a dedicated space have them, but spaces, project rooms, and throughout the they also can get up and move around, change day as people communicate easily in this postures, or meet with others in a different open office. Private spaces for focus or space,” says Hickey. private conversations are equally important, of course, and it’s important to provide space Any next workplace should be inherently where small collaborations can break off from adaptable. Gone are the days when cookie- larger groups. cutter solutions could work – each organization needs its own blend of spaces, and it’s important to balance owned and shared spaces.
  24. 24. A “PALETTE OF PL ACE” In addition to “palette of place,” there’s anA “PALETTE OF POSTURE” steelcase global important corollary design strategy: “palette headquarters:Workstyles, mobility and job requirements of posture.” Steelcase research shows an interconnecteddiffer, so an interconnected workplace should that workers will switch between a variety workpl aceinclude assigned workspaces for people of physical postures during their work – ifconsidered residents, a “nomadic camp” the space allows them to do so. Changingshared by mobile workers, and a variety of postures is physically energizing and mentallyplaces for individual and group work that stimulating, and it supports different workanyone can use. A “palette of place” design modes. Workplace designs that allow peoplestrategy assures a range of settings organized to vary postures help keep them refreshed andinto interrelated zones. engaged, and support overall wellbeing. (continued on page 29)24 | Issue 63 | 360.steelcase.com
  25. 25. THE INTERCONNECTED WORKPLACE CHALLENGE How to leverage the complexities of competing in an interconnected world. UNDERSTANDPEOPLE NEED PEOPLE NEED PEOPLE NEEDTECHNOLOGY PEOPLE SPACES THAT BRING TECHNOLOGY AND PEOPLE TOGETHER OFFER CHOICE AND CONTROL over how and where people work CREATE PALETTE OF PLACE PALETTE OF POSTUREa range of settings organized a range of solutions that into interrelated zones encourage people to sit, stand or move throughout the day This framework provides a methodology for creating and assessing a workplace designed for an interconnected world. It recognizes that people need to do both individual “I” work and group “We” work. And it also breaks the paradigm that all individual spaces should be assigned or “owned” or that all group spaces should be shared. The range of spaces in an interconnected workplace need to support focused work, collaboration, socializing and learning. 360.steelcase.com | Issue 63 | 27
  26. 26. Steelcase Global Headquarters3rd Floor Collaboration Zone Resident Neighborhood The Library Spaces where you can work alone, and concentrate. Collaboration Zone Collaboration Zone Resident Neighborhood   Space metrics Mobility/utilization metrics Pre Project Post Project Pre Project Post Project Net usable square feet 51,681 26,925 Desk-Sharing ratio by function: Net usable SF per person 191 154 Finance 1 to 1 1 to 1.36 Net usable SF by function: Procurement 1 to 1.77 1 to 1.80 Finance 26,975 11,550 Quality 1 to 1 1 to 1.89 Procurement 21,340 12,782 Quality 3,366 2,618 Net usable SF per person by function: Finance* 184 154 Procurement* 198 154 Quality* 198 154 Note: * The Finance pre-project space was intended for 146 occupants, the figures above reflect that. 75 people occupied the space at the time of the move. ** he Procurement pre-project space was intended for 108 occupants, the figures above reflect that. 83 people occupied the space at the time of the move. T
  27. 27. Nomadic Camp A space shared by mobile workers Nomadic Camp The Community Cafe Hive A space designed for everyone to use when they want to see and be seen, but also get work done. workcafÉ INFORMATION Lounge BAR Collaboration Zone Kitchen Base Camp Connect Booths DenCollaboration Living RoomZoneDining AreaTerrace
  28. 28. Creating an Interconnected Workplace The workplace can be a competitive advantage when it’s designed to leverage opportunities created by an interconnected world. To accomplish this goal the workplace must address the five key workplace issues affecting organizations around the world. Looking through the lens off these workplace issues, here are some design principles to consider: 01 02 03 04 05 Optimize Enhance Attract, Develop, Build Brand and Wellbeing@Work Real Estate Collaboration Engage People Activate Culture ê rovide a range of P C ê reate spaces P ê rovide choice C ê reate spaces D ê esign spaces to settings that supports designed to support and control over that communicate encourage a variety a variety of workstyles different types where and how your brand to both of postures – sitting, and the four modes of collaboration: people work. internal and external standing, perching, of work: collaborate, informative, evaluative audiences. lounging, walking. ê reate “third places” C focus, learn and and generative. on campus for ê pace shapes S ê reate zones that C socialize. S ê upport both people to gather, behavior – create amp up or down the ê Organize into physical and virtual or get away. authentic spaces amount of sensory interrelated zones collaboration. that foster the stimulation – from F ê oster learning and with specific intent desired culture to bustling activity to C ê reate spaces to mentoring in close and vibe. build your brand. quiet concentration. promote unplanned proximity to workers. D ê esign settings for interactions: D ê esign spaces that C ê reate settings multiple functions. collaboration is reflect your values that encourage iterative and rolling. and demonstrate the socialization and C ê onsider alternative value of the people collaboration, workplace strategies. A ê llow for who deliver your and help people transparency which brand promise. feel a part of the builds trust – the organization. heart of collaboration. For more information on how to create an interconnected workplace contact us at 360magazine@steelcase.com.28 | Issue 63 | 360.steelcase.com
  29. 29. ace and Having the right worksp to tools is far more valuable having knowledge workers than an assigned desk. 91% of employ to have ees sa as y it’s im recharg pace where th portan t e and re ey c a n say the energiz y don’t e – but have th 49% e m. 91% 49%Ó he new Steelcase space in Strasbourg supports 340 mobile, nomadic and resident users in a varied range of T worksettings designed to encourage communication and collaboration. Previously 80% of the real estate was private, enclosed workspaces; now just 30% is enclosed.(continued from page 24)In the Strasbourg group’s previous office, 80 “Research shows that if people have to walkpercent of the real estate was dedicated to more than 21 meters/65 feet to see someone,private, enclosed workspaces; now just 30 they’ll send an email instead. If they’re close,percent is enclosed. The floorplan co-locates they’ll walk to see each other and communi-spaces for different types of users, which cate in person. Shortening the physicalmakes it easy for people to find space to work distances between people is one factor thatnear colleagues with whom they regularly helps us improve our productivity. In fact,collaborate, whether they’re a resident, nomad we’re handling twice as many projects now,or mobile worker. with the same number of people,” says Georges Roux, architect and sales consultant in the Strasbourg office. 360.steelcase.com | Issue 63 | 29
  30. 30. Research shows workers switch between a variet y of physical postures during their work – if the space lets them. 95% of employees say they need spaces for focused work – 40% say they don’t have them.30 | Issue 63 | 360.steelcase.com
  31. 31. k or sed wor own focu oes both! Heads d space d k? This teamworIf people have to walk morethan about 65 FEET/21 METERSto see someone, they’ll sendan email instead. SINGLE-USE SPACES NO MORE To optimize real estate, in Strasbourg a key feature of the new workplace is Le Kitchen. “Our cafeteria space is a place for doing business,” says Roux. Overall, the Strasbourg floorplan dedicates 10 percent of the space to Le Kitchen, coffee corners and other spaces that purposely combine dining and working. “These spaces become a crossroads, places where people socialize and communicate and do business,” says Roux. 360.steelcase.com | Issue 63 | 31
  32. 32. This space supports so many different activities that it’s become a crossroads for a global, interconnected company. PEOPLE NOW COME TO THE WORKCAFÉ FROM ACROSS THE STEELCASE CAMPUS AND OTHER LOCATIONS WORLDWIDE TO EAT, WORK, MEET, SOCIALIZE, NETWORK, RELAX. In Grand Rapids, Steelcase’s former who are having a similar experience, it’s more headquarters cafeteria had drawbacks typical satisfying and it’s healthier, too,” she says. of many corporate dining areas. It was busy in This understanding led to design strategies the morning for coffee, during lunch and again for WorkCafé, an on-site third place that for afternoon breaks. Outside of those times it combines dining and working. Food and was a ghost town. Furniture was designed for beverages are available throughout the day. dining, not working, and its basement location Focused and collaborative areas for both put it out of the main traffic flow. individual and group work are blended with Researchers examined how people were using areas for dining. Social and respite areas their lunch and break times. “Free time, in support socializing, working, networking and North America is now used for exercise, taking relaxing. Informative learning spaces help meetings instead of breaks, eating lunch at workers connect with colleagues and learn the desk while you make phone calls, search about the global company. on the web or catch up on work. People want The space is welcoming, inspiring and more freedom to schedule their time and well-equipped (including Wi-Fi, power outlets, choose when and how they work,” says Cherie media:scapes, etc.) Johnson, a Steelcase design manager. People now come from across the Steelcase Workdays are longer, schedules are erratic. campus and other locations worldwide to “When your client or team is in another time the WorkCafé to eat, work, meet, socialize, zone, you need to work early or late, outside of network, relax. “The space has become an traditional business hours. When you can get attractor because you meet more people face food easily and work alongside your colleagues to face,” says Johnson.32 | Issue 63 | 360.steelcase.com
  33. 33. This space gives Work early. Stay late. to schedule mobile workers freedom n and how to work. time and choose whe A definite advantage. ore. fit anym ace doesn’t e worksp One -siz Ó orkCafé, Global Headquarters WThis space supports so many different John Shull, vice president of procurement, CHANGE THE WORKPL ACE, ACTIVATE THE CULTUREactivities that it’s become a busy intersection spends much of his day moving betweenfor Steelcase employees who are working in an meetings and projects around the Grand An organization’s culture is often thought toincreasingly global, interconnected company. Rapids campus. He has an office on the be hard to define, a qualitative measure with executive floor of global headquarters, but a tenuous connection to business results.MANAGEMENT LEADS THE WAY Today’s most progressive organizations know most days carries a backpack with a laptop,“Leadership has to have faith that even though smartphone, and materials he needs for the the opposite is true: employee engagement inmobile workers aren’t always immediately day’s events as he picks the best place suited the culture is fundamental to success.visible in the space, they have to trust that to what he plans to do, often in an open area. Engagement is driven by many factors,they’re making the best choices to get the “Many times people will come up and we’ll including effective management andwork done,” says Barnhart-Hoffman. “They discuss a problem or cover something that will challenging work. Today more than ever, it’salso have to model the behavior they want.” save us a series of emails or even the need to also driven by the autonomy to choose theSteelcase leaders and staff were fully engaged have a meeting,” says Shull. spaces, technology and tools to get workin planning the new work environments, and The Procurement department that Shull done. A corner office used to be the mostmany brought their own work experiences to leads worked in a prototype space in coveted workplace status symbol; today, thethe planning process. Steelcase’s RD center for three years before freedom to choose where to work best is fast moving into their new space at headquarters, becoming what workers want most, regardlessFor example, Sylvester, the CFO, worked in testing the fit between new work behaviors of rank.Europe before moving back to Grand Rapidsand had direct reports in the U.S., Europe and different workspaces. An interconnected workplace can enhanceand Asia. “I was in Strasbourg, France, engagement by supporting mobile workstylesso I worked a lot via email and phone and got with a range of individual and groupvery comfortable with a distributed team.” workspaces. It can provide the means for 360.steelcase.com | Issue 63 | 33
  34. 34. Stimulates and supports the ways people work now. Space preferences vary by style, not age. “ nnovation requires a I more agile organization, a more collaborative workforce and a workplace that encourages both.” Jim Keane Steelcase Presidentconnection and collaboration, such as don’t have line of sight of your staff, howgroup workspaces, content-development to set objectives and measure results insteadtools and technology. People are more of seat time.”engaged when their space supports the A culture change management grouppredominant work mode in business today – with cross-functional representation createdproject work – through team project spaces, a playbook with information and directioncontent displays, etc. for managers.For most companies, successful changes “The playbook is one tool for helping to changein worker mobility, collaboration, and the culture of the organization and ease thealternative work strategies require a shift in transition to the new behaviors,” notes Hickey.the culture of the organization. Accordingto the Steelcase/CoreNet Global survey 48 TEST, MEASURE, ADJUSTpercent of companies believe culture change Before redesigning and renovating Steelcase’smanagement is very important to successful new spaces, Steelcase designers builtadoption of a new work environment. prototype spaces. Worker feedback helpedSteelcase began the culture change refine the spaces, and post-occupancymanagement process two years before they evaluations and ongoing observationalopened new workspaces. “Using employee research will not only help to further refinesurveys, we identified organizational practices these spaces, but also will inform other spacesthat needed to change and then got to be renovated in the future.management alignment around them. No workspace is ever completely finished,For example, we saw a need to make decisions says designer Barnhart-Hoffman. “At the Pixarfaster and made it a priority. We worked animation studio, they say they never reallywith leadership to encourage employees to finish a film, they just release it. I think that’s themake more decisions at lower levels of the way we have to look at work environments. Notorganization, identified the resources people just because you want it to be as good as itneeded, and worked with managers on the can be, but business changes so quickly now.discipline required to support new approaches You can’t relax. You have to give users moreto decision making,” says Hickey. options, more control over their space, and beSince more workers would be mobile in the ready to change any space, even the spacesnew workplace, “we focused on helping peoplelearn how to manage employees when you you love the most.” °34 | Issue 63 | 360.steelcase.com
  35. 35. rk, rela x. socialize, net woEat, work, meet, 360.steelcase.com | Issue 63 | 35
  36. 36. 08:07 It’s All In a Day’s Work Lauren Renner represents much of what’s Renner’s workplace is especially new. Her refreshing and new about business today. “office” is a series of workspaces at the Steelcase global headquarters, a work At 26, she’s a part of Gen Y, the young environment of individual and group spaces people who are seemingly comfortable with flexible furniture and tools that support with all technology, eager to learn from a range of workstyles, and a palette of place everyone, ready and willing to collaborate and posture that are essential elements of an with colleagues. interconnected workplace. A financial analyst at Steelcase, her career Her typical day starts with a visit to the exemplifies how much business has changed. WorkCafé, an on-site third place for dining Little more than a generation ago, women and working and where she often has an mostly held clerical positions. Today they hold impromptu meeting with a colleague about over half – 51.5 percent – of management, a current project. Sometimes she grabs a professional and related occupations space to catch up on email, make some calls, according to Catalyst, a nonprofit foundation write a report. The WorkCafé is purposely that advocates for women in business. designed to support this blend of individual and collaborative work common among mobile workers like Renner. (continued on page 43)36 | Issue 63 | 360.steelcase.com
  37. 37. Dropping into the WorkCafé, 08:16financial analyst Lauren Rennercollects breakfast at the coffeebar. She often meets colleaguesshe works with on differentprojects, and they take anearby workspace to discussa current issue. Knowledge work today means frequent collaboration. Renner’s supervisor, Tim Fennema (shown with Lauren above), schedules twice-weekly team updates so everyone stays in touch. Even so, managers must adjust to not having “line of sight” to their direct reports. “You have to trust that, as long as the work gets done, it doesn’t matter if I can see my team at work,” says Fennema.
  38. 38. 16 accidental encounters 114 emails 07 voicemails 04 projects 05 work spaces 0210:09 coffee, cream, no sugar A height-adjustable desk is one option for Renner, who has no assigned workspace. A favorite home base for the day: one of the bench-style workstations in the department’s nomadic camp, spaces available to any worker.
  39. 39. “ e look at spreadsheets all day long and W media:scape has really helped with that. Two of us put spreadsheets on the screens, you pull in others and everyone contributes.13:12 It’s great.” 14:15
  40. 40. 40 | Issue 63 | 360.steelcase.com
  41. 41. This Collaboration Zone has everything Lauren needs to workthrough the budget process with the Brand Communicationsteam: display and projection surfaces, data and power access 15:17and easily reconfigured tables and chairs. 360.steelcase.com | Issue 63 | 41
  42. 42. 16:22 The Finance group closes the company books during the first two weeks of each month. “You need to be visible to others when you’re closing the books because it can get pretty stressful,” says Renner. “We work closely together so we can help each other out, get another perspective on an issue.”42 | Issue 63 | 360.steelcase.com

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