The Future of Workplace & It’s Role In Our Lives...The Future of Workplace & It’s Role In Our Lives - Technological advancements - Proliferation of data - Evolving patterns of

DUNCAN SWINHOE - MANAGING PRINCIPAL, GENSLER (EUROPE)

The Future of Workplace& It’s Role In Our Lives

- Technological advancements- Proliferation of data- Evolving patterns of work

Production of our physical working environments (offices)

INTRODUCTION

We are living in “exponential times”...

INTRODUCTION

We are challenged with...

Arctic ice is down 13.3% per decade.

ARCTIC ICE

Global temperatureis up 1.7˚F since 1880.

TEMPERATURE

CO₂ in the air is at its highest in650,000 years.

CO2

The pace of per-decade sea-level rise has doubled since 1990.

SEA LEVELS

INTRODUCTION

Thinking ahead with the right mindset...

2080+

Completion

Ensure our buildings are effective, sustainable, adaptable and make positive contributions to our society and the fabric of our cities well into the future.

Operational

2018 2025

INTRODUCTION

The world of work is undergoing tectonic shifts.

jobs could be displaced by automation by 2030.

of all jobs will be in occupations that have not yet been invented.McKinsey Global Institute

McKinsey Global Institute

INTRODUCTION

“The fourth industrialrevolution.”

Activities that are structured, repeatable or predictable are fast being

by smart algorithms.Mark Carney, Governor of the Bank of England

INTRODUCTION

New skill set at the forefront of the talent market.

Creativity

StructuredActivity

RepeatableActivity

PredictableActivity

Lateral Thinking

Manual Dexterity

Emotional & Social Intelligence

Curiosity

Judgement

INTRODUCTION

Efficiency is no longer the driving metric in the workplace.

Efficiency

Creativity Productivity Innovation

INTRODUCTION

We have an overriding responsibility to future generations.

The UK construction and property industry account for 30% of UK carbon emissions.

By 2030 we must be reduce the emissions by 45%.

INTRODUCTION

Providers will need to reconsider what the new value proposition is.

Workplaces must: - Be economically and commercially viable.

- Respond to shortening leases, shared / co-working spaces & on-demand services.

FOCUS ON PEOPLE,

EXPERIENCE

& WELLBEING

DRIVE FOR

CREATIVITY &

PRODUCTIVITY

TECHNOLOGY AS

AN ENABLER

LONG TERM / TRUE

SUSTAINABILITY

ECONOMIC VALUE

& RETURN ON

INVESTMENT

5 important Drivers for Change.

INTRODUCTION

Focus on People, Experience & Wellbeing

ETSY HQ, BROOKLYN

1

FOCUS ON PEOPLE, EXPERIENCE & WELLBEING

Cities Places Offices Created for people

However, the fundamental needs and desires of people are often lost.


Today’s workers are the most important asset for any business.

MICROSOFT IRELAND


Work is not where you go,it’s what you do.

Workers frequently toggle between modes within one experience, or can experience the same place in a completely different way if they are in different modes.

The modes of experience:


Today’s workforce is increasingly motivated by more than just monetary reward.

LINKEDIN HQ, SILICON VALLEY


in more functional workplaces and effectively manage those functions.

the organization by giving people choices when, where, and how to work.

beyond the desk by including a variety of group workspaces.

employees with the mission, purposes, and meanings behind their work.

INVEST EMPOWERDIVERSIFY CONNECT


Workplaces should connect with a more diverse workforce.

BANFIELD PET HOSPITAL


FOCUS

Working alone to complete individual tasks

LEARNING

Training, mentoring, skills development

IN PERSON COLLABORATION

Working with others face-to-face

SOCIAL

Building social capital with colleagues

VIRTUAL COLLABORATION

Working with others via technology


INDIVIDUAL

Balance + Choice

GROUP

Collaboration + Technology

Experience + Social Connection

COMMUNITY


Higher-performing businesses actively seek to engage their employees.

KIC INNO SPACE


People “flourish” in workplaces that promote healthy physical and mental wellbeing.

P&G GYM

Drive for Productivity & Creativity

ADOBE, LONDON

2

DRIVE FOR PRODUCTIVITY & CREATIVITY

2016-2018U.S., U.K., ASIA, LATAM, MIDDLE EAST & GERMANY WORKPLACE SURVEYS

2005U.K. WORKPLACE SURVEY

2006U.S. WORKPLACE SURVEY

2008U.S. & U.K. WORKPLACE SURVEYS

U.S. WORKPLACE SURVEY 2016KEY FINDINGS | EXTENDED REPORT

I

ASIA WORKPLACE SURVEY 2016

U.K. WORKPLACE SURVEY 2016

Rio de Janeiro

São Paulo

Santiago

Medellín

México DF

San José

Bogotá

Lima

BuenosAires

LATIN AMERICA WORKPLACE SURVEY 2017GENSLER’S

WORKPLACE RESEARCH

2006U.S. Workplace Survey

2005U.K. Workplace Survey

HISTORY OF GENSLER WORKPLACE RESEARCH

Employees see a clear link between the physical work environment and personal productivity. They also report the work environment as very important to job satisfaction.

The link is confirmed between the physical work environment and productivity in the minds of workers. Management-level respondents note workplace has a positive effect on the bottom line and company competitiveness.

KEY FINDINGS: KEY FINDINGS:

Gensler’s 2013 survey is the latest iteration of ongoing research on the workplace, which began in 2005 with Gensler’s first workplace survey. A subsequent survey in 2006 established the connections between workplace design, employee productivity, and business competitiveness. In 2008, our research established a framework for understanding knowledge work through the lens of the four “work modes,” focus, collaborate, learn, and socialize. We discovered that the effectiveness and support of all four work modes connect to employee engagement and company performance.

Gensler’s 2013 U.S. Workplace Survey continues this thread by taking the pulse of the American workplace as it relates to employee effectiveness, business performance, and opportunities to create a culture of innovation. Parallel questions allow for direct comparison with data collected through Gensler’s 2008 survey. This puts our findings in the context of fundamental work and life shifts over that time period and points to solutions to realign today’s workplace with today’s world.

2 Gensler 2013 U.S. Workplace Survey / Key Findings

GENSLER’S WORKPLACE

RESEARCH


2005U.K. Workplace Survey

HISTORY OF GENSLER WORKPLACE RESEARCH

Employees see a clear link between the physical work environment and personal productivity. They also report the work environment as very important to job satisfaction.

The link is confirmed between the physical work environment and productivity in the minds of workers. Management-level respondents note workplace has a positive effect on the bottom line and company competitiveness.

KEY FINDINGS: KEY FINDINGS:

Gensler’s 2013 survey is the latest iteration of ongoing research on the workplace, which began in 2005 with Gensler’s first workplace survey. A subsequent survey in 2006 established the connections between workplace design, employee productivity, and business competitiveness. In 2008, our research established a framework for understanding knowledge work through the lens of the four “work modes,” focus, collaborate, learn, and socialize. We discovered that the effectiveness and support of all four work modes connect to employee engagement and company performance.

Gensler’s 2013 U.S. Workplace Survey continues this thread by taking the pulse of the American workplace as it relates to employee effectiveness, business performance, and opportunities to create a culture of innovation. Parallel questions allow for direct comparison with data collected through Gensler’s 2008 survey. This puts our findings in the context of fundamental work and life shifts over that time period and points to solutions to realign today’s workplace with today’s world.

2 Gensler 2013 U.S. Workplace Survey / Key Findings


2012What we’ve learned about focus in the workplace.

2008U.S. + U.K. Workplace Surveys

Four work modes—focus, collaborate, learn, and socialize—emerge as the framework through which to understand time at the office. Employees at top-performing companies value work modes more highly and have spaces that more effectively support each one.

Analysis of Gensler’s Workplace Performance Index (WPI) database uncovers that the effectiveness of space for focus is a key driver of the effectiveness of other work modes and workplace performance as a whole.

Focus, balance, and choice in the workplace emerge as key drivers of satisfaction, performance, and innovation.

KEY FINDINGS: KEY FINDINGS: KEY FINDINGS:

22squared, Atlanta, GA

3Gensler 2013 U.S. Workplace Survey / Key Findings



















2013U.S. WORKPLACE SURVEY


US

69 67

UK

70

ASIA

69

LATAM

70

MIDDLE EAST

65

GERMANY

WORKPLACE PERFORMANCEAn aggregate score of 30+ variables measuring workplace effectiveness and functionality

The physical environment should support evolving ways of working.

HYUNDAI CARD, STUDIO BLACK


Facilitating communication and more chance of serendipitous interaction.

NVIDIA, CORPORATE CAMPUS


A place for tools, resources, collaboration and learning.

ETSY HQ, BROOKLYN


Technology as an Enabler

DELOS LIVING WELL BUILDING INSTITUTE

3

Enabling a new shift in workplace to a more user-centric approach.

VERIZON GLOBAL HQ

TECHNOLOGY AS AN ENABLER

The workplace should be responsive to the individuals’ needs.

CONFIDENTIAL TECHNOLOGY CLIENT


Closing the performance gap between design & operation.

MOTOROLA MOBILITY HEADQUARTERS


Providing business critical and future-proofed connectivity.

UBM, LONDON


A humane workplace, which can balance function with human/social needs.

PLANTRONICS EBS


Long term / true sustainability

THE TOWER AT PNC PLAZA

4

“Long life, loose fit, low energy.”

LONG TERM / TRUE SUSTAINABILITY

IMPACT DESIGN by

2018

RESILIENCE STRATEGIES SHAPING THE FUTURE OF CITIES


ZHUHAI HUACE PLAZA

Focusing on materials with a lower carbon impact, and re-using or recycling materials whenever possible, is imperative.

MATERIALSThe most direct way designers can affect performance is through design itself.

FORM

Intelligent spaces leverage real-time data to dynamically optimize both performance and experience.

INTELLIGENCEDesign strategies that mitigate water risks are required for a long-term perspective.

WATER

Re-use buildings, spaces, and materials that already exist—adapting them to meet new needs instead of building new.

ADAPTATIONNot just on minimizing energy usage, but on offsetting energy needs with renewable sources.

ENERGY

Short-life modern vs. longevity of Victorian and Edwardian buildings.


GENSLER, BIRMINGHAM

Design for performance, not compliance.


JOHNSON CONTROLS HQ, SHANGHAI

Greater joint responsibility between providers& users.


ETSY HQ, BROOKLYN

Economic Value &Return on Investment

ONE SOHO SQUARE PENTHOUSE TERRACE

5

ECONOMIC VALUE & RETURN ON INVESTMENT

Responding and adapting to changing market conditions.

YOUR SPACE


MICROSOFT, LONDON

Not just an office. A studio, laboratory or makerspace.

Value is driven through product, service and customer experience.


GUSTO, SAN FRANCISCO


Producing positive outcomes for communities and society at large.

ONE FAIRCHILD

Thank you.

Documents

The Future of Workplace & It’s Role In Our Lives...The Future of Workplace & It’s Role In Our Lives - Technological advancements - Proliferation of data - Evolving patterns of