rethinking 3rd space

project based approach to the planning and engagement of innovation places

If it costs £10M to develop a 200pmh racing car . . . . . . . . . . . .

another £3M to go 220mph . . . . . . . . . . . . . . . . . . .

£2M more to reach 225 . . . . . . . . . . . . .

£1.5M gets you 227 . . . . .

you quickly arrive at a diminishing return on investment - at the limits

The point is that at the margins, the limits of gain, every little extra comes with enormous pressure on individual components and increased risk of failure of the whole machine.

Yet, it is at the limit, on the boundaries that we discover extreme innovation.

the life blood of growing enterprise

In amateur off-road racing, one of the most highly stressed components is intentionally designed to fail. I doesn’t mean it’s made badly. It is simply sacrificial.

A 500bhp race engine can cost a team upwards of £3000.

Hi-performance transmission and drive-train, another £3000.

If either were to fail . . . race over. Probably the whole season ends right there.

the machine stops halt

So how is this preventable and why would we even try?

The racing season is typically 12 rounds or events.

If you complete 12 events it’s likely you have managed the machine.

Maybe even scored enough points to secure the championship.

continual improvement

More likely, you have survived 8 or 9 rounds. Won some and still gained enough points.

In this scenario, it’s probable you have taken the machine to the limit, exploring its potential, developed and refined driving techniques and components. Continually improving.

But along the way you have preserved the expensive engine and transmission. Maintaining output.

can this be applied to workspace?

you betcha!

Between the power-plant and the transmission resides the clutch.

A collection of discs in a variety of hi-performance materials which, collectively, transform the power source into a compelling output driving the wheels

producing motion

The multi-plate clutch as a design metaphor

If all the driving force is connected to the wheels by a single component and it fails . . . game over.

If the energy is distributed across multiple components, the risk of overall failure is substantially reduced.

Rather than creating fully resolved 3rd space, consider a range of components . . . seating, work surfaces, technology and other tools.

Mix them up, keep it fresh, add sparkle, make curious and customisable!

So how can this be applied to workspace?

Deploy a variety of work tools amongst the neighbourhood much as for the urban landscape.

Vary the work settings to maintain agility.

Disrupt and r e d i s t r i

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u

t

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The role of the concierge

Observe and recalibrate to address underperforming zones.

Coach. Suggest alternative arrangements and different tools.

Feedback effectiveness. Measure outcomes. Reset.

gt

Rinse and repeat

But let that be the only habit.

Don’t become complacent. Prevent innovation inertia.

If it’s not broken, find out when it might break.

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Re-shape your workspace, create something new that works and gets everyone working together

profitably

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