WORK+DC2013

A STUDY OF THE FUTURE OF WORK

IN WASHINGTON, DC

DAVID CORDELL

LAURIE LIEBERMAN

JON PENNDORF

HALEY RUSSELL

Typist pool of over two dozen women working in the office of the Veterans Administration. Washington, DC, September 1944. Photographed by Thomas D. Macavoy. Source: LIFE Image Archive.

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TABLE OF CONTENTS

Executive Summary 2Background 2Trends to Themes 2Methodology 2Results 2Conclusions 2Postscript 2Sources 2Authors 2

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EXECUTIVESUMMARY

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The average person spends almost all of their time in indoor environments and a third of that at work. This clear definition of time is becoming gradually ambiguous as the days of punching time cards for a 9-5 job move behind us. The lines between work and home are blurring in an interconnected and always-connected world.Perkins+Will and Steelcase are both organizations that value research and its ability to inform design and process – whether it’s how we design a building, a chair, or why humans do the things they do in the spaces we create. Armed with the previous research of our companies – and that of many others – a small group of four were curious about the future of work.We wanted to create a vehicle to explore the future of work – not the future 100 years from now, but the future in our lifetime that could inform and contribute to decisions our clients are making about work places today. There are many organizations that track trends related to workplace design – Perkins+Will and Steelcase are some of them – but no one had looked at these trends through a regional lens. Our team wanted to begin to identify the themes around work that were important to the people right here in our own backyard – Washington, DC. With that, work+dc was born with the ultimate goal of becoming a reproducible workshop that could begin to look at work in other places such as work+la, work+seattle, work+chicago, and countless others.From two half-day workshops with representation of thought leaders from an array of businesses with a local presence we learned that the future of work will be very different from today. These six primary themes emerged as being the most prevalent:

EXECUTIVE SUMMARY

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PEOPLE. The importance of people in the future workplace was the most common theme discussed throughout the workshops. The participants predicted that “mobility” will continue to gain importance and working from locations outside the traditional office will become commonplace for most everyone. Technology will be used to interact, connect, and mentor in an increasingly mobile work place. In such a connected world, we also learned that the importance of face-to-face interactions will not diminish – but will almost become more important – to foster the personal connections between colleagues, to contribute to the culture of the companies for which they work, and to partake in social activities for team-building and to preserve one’s “humanness.”TECHNOLOGY. Technology already impacts how we get work done today, but currently focuses on the hardware devices themselves, access to information, and how information is shared. In the future, the participants believe that technology will become embedded into our daily routines and that it will complement behaviors transparently. Access to technology will be achieved through embedded interfaces – perhaps buildings, vehicles, or clothing that can share, store, and direct information from anywhere. With access to too much information, however, the participants also realized that in an increasingly-technological world there will be a need to “filter” this information so that you can turn it on when needed and turn it off when not.TRANSPORTATION. Even though transportation occurs outside of the physical work place, the participants realized the future of commuting will have a profound impact on how, where, and when we work. Choices in transportation modes and access to them will force the workplace to become more f lexible and dispersed, and may impact factors such as workplace size and locations. In a city like Washington, DC where the boundaries are fixed, more workers and more people living near their work will put a strain on the existing infrastructure, which is already maximized for capacity. How will DC and other major urban areas deal with increased residents and commuters, and how does that effect workplace planning? Employers will increasingly consider ways for staff to minimize their time spent in transit and maximize time spent doing work, which translates to smaller leased spaces or increased telecommuting. This may mean the design and planning of decentralized workplace environments – having a small headquarters office and then multiple small touch-down environments – instead of large company headquarters.

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ECONOMY. An economic system is inherent in any advanced society and assumptions were made during the predictions created by the participants. Many participants thought the world economy would be a factor in the future work, but few knew exactly what that would look like. Some participants believed that the North American Free Trade Agreement (NAFTA) would become the North American Union in order to foster more collaboration and co-creation between the United States, Canada, and Mexico while others focused on good health as a consistent thread to connect to a vibrant economy. Volatility of competing economies, emergence of new markets, structure of governments and politics was not a focus of discussion during the workshop. PLACE. With current workplace trends shifting toward increasing mobility, work-life balance, and the “third place,” it’s understandable that “place” was a topic of conversation among workshop participants. It was predicted that localized multi-company business center would continue to grow in popularity but the idea of a personalized virtual environment (with its own set of security measures) might also emerge. Work time and personal time will continue to blur, but the workplace of the future will need to adapt to support this. In a traditional work place setting, it is predicted that the environment will focus on supporting learning and socialization – rather than individual assigned workplaces – with a range of f lexible work environments. There is also a balance between the efficiencies of sharing space and a person’s innate desire to personalize their surroundings. This ability to showcase a person’s personal brand will still be important in the future of work but also brings to light another question – how will the brand of a company be exhibited if the company doesn’t have a physical “place”?SUSTAINABILITY. Sustainability was knitted into ideas generated by all groups throughout the workshops, yet only one group identified it as a specific theme. We learned that sustainability will be even more of “the norm” than today and no longer a buzzword. Most participants instead saw sustainability woven into each of the other themes – from community gardens on green roofs to environmentally-friendly transportation such as bicycles, car sharing programs, and mass transit. It was also predicted that sustainable construction costs will be equalized to “standard” construction in as little as ten years, making sustainable design just part of good design. While sustainable design and materials may become commonplace, more interactivity with a sustainable environment will become the norm in the next generation – from individual controls to real-time monitoring and adaptable spaces that track benefits.

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BACKGROUND

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HOW DO WE DEFINE WORK?

Work is a generic term. It can mean many things and possibly something unique to each individual who has ever been paid for a completed task. In fact, Miriam-Webster contains eleven unique definitions of the word, including “the labor, task, or duty that is one’s accustomed means of livelihood”, “the place where you do your job” and “a specific task, duty, function, or assignment often being a part or phase of some larger activity.” Work has been commonly described as “blue-collar” or “white-collar,” and can be extremely repetitive or change completely each day. The current workforce contains multiple generations, each with an idea of work and workplace shaped by their predecessors and the world economy and culture in which they were brought up. Millennials, Generation Y, Generation X, Baby-boomers, and the Silent Generation all find current roles in the modern-day workforce, and each group expects certain things of their workplace. In the mid-twentieth century, work was fairly predictable. Work was completed away from home, involved a regular commute between the two locations, and workers may only have mixed the two environments at an annual holiday party or company picnic. Work defined a task as well as a place, a chosen career path, and a means to provide for one’s household. For many workers, retirement was a clearly-defined end to one’s time in the work force. As technology and lifestyles changed, work evolved. Now, the concept of work may not be clearly defined in terms of hours in a day or tasks to be completed. Where, when, and how work gets done can be a diverse set of variables, sometimes even among colleagues in the same organization. For the purposes of this study, the focus is on professionals involved with information work. This information work does not focus on production – widgets per hour – but instead includes spaces that allow for creation of ideas, collaboration, advising, and discourse. Law firms, non-profit associations, professional service firms, and trade organizations are examples of workplaces that fall into this category.

BACKGROUND

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WHY JUST DC?

Washington DC offers a unique look into the evolving work environment due to the presence of the federal government. Decisions about leasing and building out space are often shaped by political climate. There is a diverse mix of workers – permanent and transient; contract and appointed; on assignment and tenured. The proximity to federal government brings many businesses to the city that wish to attempt inf luence on policy-making. Many large corporations locate satellite offices in Washington, DC to provide venues for lobbying and developing partnerships with like-minded organizations. The government itself is a major owner-operator in the District, but several government agencies lease space from private real estate companies as well. The federal government can certainly be seen as a driver in workplace evolution. As the General Services Administration and the Office of the President seek to make the government leaner and more sustainable, federal agencies find themselves with less physical space and more need to be creative in maintaining a productive environment. These are some of the impressions the federal government leaves on the business sector of the District. Further research could be conducted in other major cities around the country to validate the themes discovered in this research and to determine what regional variations may exist.

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TRENDSTOTHEMES

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EXTERNAL FACTORS THAT IMPACT THE FUTURE OF WORK

Designers often focus on the needs of specific users when designing a workplace, though there are external factors that also influence the design of the space and how it may evolve. Location is perhaps the easiest factor to identify, as leasing rates, construction costs, and worker compensation can vary widely across the country. The location and the associated costs in that place can impact the size, configuration, and layout of a workplace. The global economy, cultures and technology impact workplace themes. A shift is occurring whereby more growth is expected to come from emerging countries such as Brazil and India than advanced economies such as the United States and Europe. There are frequent reports in the news regarding the stability of foreign governments or concerns about their policies and/or credit ratings. While many situations may seem quite distant, individuals and business are more connected with one another than ever. This impacts the way organizations interact, engage others outside their business, innovate, and go to market. And as the world becomes more interconnected, with that comes more opportunities for people from many different places and backgrounds to work and socialize together. A global CEO study by IBM published in 2012 found that the three external forces that could have the greatest impact upon their organizations in the coming years are technology, people skills and market factors.

TRENDS TO THEMES

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TRENDS ARE FINITE [CHIA SEEDS], THEMES ARE CONSTANT [AVOCADOS]

Recently there was a debate on a radio talk show about whether or not avocadoes were a “trend.” The radio host felt that avocadoes were a “trendy” food in that they recently became popular. A caller noted that avocadoes have been quite popular in this country regionally for years, but that perhaps it was not long ago they became widely available. Given that avocadoes are also a core ingredient in many types of regional cooking, the caller went on to say they could not be a food trend because trends fade over time. A better example of a food trend may be chia seeds, which have gained popularity in recent years for their health benefits, but were not as widely available across the country and are not specific to a regional cuisine. Chia seeds may be popular now, but may fade quickly from the food spotlight, just as juice bars have, and frozen yogurt stores have waned and waxed. Workplace design is subject to trends. Cubicles, workstations, work spaces, private offices, benching, hoteling, and touchdown spaces have been, are, and may be elements of a workplace environment. Some continue as constants, while others ebb and f low. Trends can be identified on a regular basis, but grow in popularity quickly and can just as quickly be dropped from design solutions. Finishes are impacted by trends. Colors are often seen as trendy – hues that are popular today may not be months from now. Wood and stone finish materials also grow in popularity and then subside when another species or materials become available.Themes, in contrast to trends, are ideas or elements that transcend time and may be a focus for a generation or longer. A theme can be seen as a constant in design, and a core value to consider when planning a work space (or really any other space) that is meant to be occupied for a long period of time. Designing a space for a ten year – or longer – lease is almost impossible in today’s ever changing landscape of furniture and technology. However, by identifying themes that will hold true for a while a space can be maximized for its utility and performance.

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A CULTURE OF RESEARCH

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Both Perkins+Will and Steelcase are passionate about engaging in research and applying learnings to enhance the experiences and environments they create for their clients. Collaborating on this study was a natural path given the commitment each organization has to gaining insights about work, workplaces and human behavior.

PERKINS+WILL RESEARCH

Perkins+Will has a rich history of supporting, conducting, and disseminating research as a part of the firm’s design culture. The research sanctioned by the firm enriches the design solutions by basing strategies in real data, making design decisions relevant and timely for end users.There are multiple opportunities for an individual at Perkins+Will to engage in meaningful research related to the built environment. These opportunities range from short half-year micro-grants to peer-reviewed writing and partnerships with universities and nonprofit groups.The semi-annual Innovation Incubator is a micro-grant program open to all Perkins+Will employees. Participants can submit on any research topic of interest, and if accepted receives a stipend of paid in-office time to complete the research. A small fund is also available for limited reimbursable expenses related to the study. Participants commit to producing a white paper at the end of the six-month period as well as a presentation of the research to their home offices.Each year Perkins+Will publishes the Perkins+Will Research Journal. This collection of peer-reviewed white papers and in-depth studies comes from employees committed to a high level of objective study as it relates to the built environment. Currently working toward its tenth issue, the Journal covers a wide range of topics, from material transparency to advanced building information modeling.In 2012 Perkins+Will formed the non-profit AREA Research group to conduct studies related to the built environment for the benefit of the public interest. From the AREA website, “Our vision is to engage in scientific research that results in a higher quality of the built environment, and by extension, the lives of its inhabitants. Our mission is to provide a platform that bridges traditional research disciplines and design through collaborative research efforts and acquisition of research funding.” AREA concentrates efforts in five focus groups: Health, Technology, Energy, Sustainability, and Cities. Each group is curated by one of more subject experts that assist in securing partners or funding for studies.

A CULTURE OF RESEARCH

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WORKPLACE TRENDS [THE NEAR]

Each year the Interiors practice group at Perkins+Will conducts a firm-wide survey of market sector leaders, design directors, innovators, and thought leaders to identify trends in workplace design. These best practices serve to inform where design is heading in the coming year and suggests where it might be headed in the not-too-distant future.In 2012, the Workplace Trends identified by Perkins+Will were: Diverse Workstyles, Mobility, Spatial Efficiency, Work/Life Blending, Sustainability, Brand, Collaboration, Recruit and Retain, Hospitality, and Transition Planning. Details on each of these trends can be found here.

STEELCASE RESEARCH

Steelcase helps organizations create great experiences wherever work happens and insights are core to everything they do. The majority of research is led by their WorkSpace Futures group. Using a combination of qualitative and quantitative methodologies, WorkSpace Futures researchers develop insights around user behavior, based on data collected through real-time observations and interviews, applied research, and experimental prototyping. These insights are incorporated into the development of innovative architecture, furniture, and technology products designed to provide people around the world with a better work experience.Much of Steelcase’s research is made available to the public via digital and print versions of their 360 periodical (http://360.steelcase.com/). Recent publications have focused on topics such as mapping the patterns of work cultures (Issue 65 Culture Code), amplifying an organization’s innovation quotient (Issue 66 The New IQ), and the power of real estate to help organizations create, innovate and grow (Issue 63, The Next Office).

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Steelcase’s study of the Interconnected Workplace resulted in thousands of conversations worldwide highlighting how to understand and connect five key business issues to applications of space: - Real estate optimization - Build brand and culture - Enhance collaboration - Attract, develop and engage workers - Well beingSteelcase has invested more than $115.0 million in research, design and development activities over the past three years. This commitment to research and development has resulted in the award of more U.S. design and utility patents than any other manufacturer in the industry.

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METHODOLOGY

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In 2012, Steelcase turned one hundred. To celebrate its 100 year anniversary, Steelcase created the theme “100 dreams, 100 minds, 100 years.” Research and sustainability are central to Steelcase’s core, and as part of the 100 dreams, 100 minds project, the company embarked upon a study throughout the Americas around the future of sustainability. This study consisted of workshops where local thought leaders were invited to participate, David Cordell of Perkins+Will being one of those invitees.

AN IDEA BEGINS

It was after the Washington, DC envisioning workshop that Laurie Lieberman of Steelcase, who helped facilitate the workshop, and David discussed their shared enthusiasm about the program and were inspired to create a similar experience for others while uncovering insights that could be experimented with and put to practice today. Along with Jon Penndorf and Haley Russell, also of Perkins+Will, the group wanted to research the future of work by tapping into the minds of thought leaders in their own backyard, Washington, DC. The expected learnings would yield some insights particular to the local market versus a broader geographical approach. The team was interested in knowing what these individuals were thinking about the future and sought to create a great experience for them in the process.

METHODOLOGY

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LEARNING FROM OURSELVES FIRST

After months of collaboration, work+dc was conceived. The central question: What will be going on in the world of work a generation from now?The format: interactive workshops – the first (workshop A) to be with an internal audience and the second (workshop B) to be externally focused with invited guests. Introductory exercises would be conducted before the participants were divided into groups to explore themes today, in the near, and about a generation from now. At the end of the workshop each group would present their story of what the future of work would be. Goals of the study were to: - Identify current and future themes around work, - Generate ideas for applications that could be put into practice today, - Create meaningful and valuable experiences for participants, - Create a vehicle that can be replicated in other markets to build on initial learnings and understand potential geographical differencesPrior to asking clients and contacts to volunteer a half day of their time to contribute to the study, a beta test was implemented. Workshop A was facilitated at the Steelcase Washington DC showroom in May of 2013 with senior representatives of the Washington, DC office of Perkins+Will.Focused discussions around technology and people quickly emerged as the participants explored tensions and possibilities associated with balancing these themes in the future. Those in workshop A imagined that future workers would be less hierarchical, work would be conducted more freely anywhere, anytime, lines between socializing and working will blur more than today, and elements of co-working would be more common.As for technology, the expectation would be that there are less devices, platforms will be consistent, and connectivity and access is more seamless and f luid. Aspects of the technology available would enable people to be more organized organically and people can create based on their preferred styles. Valuable insights relative to their vision of the future of work were uncovered, and aspects of these themes were mirrored by the next group of participants in Workshop B that summer.

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TELL ME A STORY

At the end of July 2013 the team hosted representatives from cross sections of industry and the federal government at the Perkins+Will DC office, all who generously contributed invaluable perspectives around their vision of the future and what work will be. During the course of the half-day session, the thought leaders were taken on a journey that began by going back in time to revisit what was prominent in the world just ten years ago. This was an amusing and relevant reminder of how much can change so quickly in our lives and the influences around us.The workshop facilitators introduced the participants to a young girl from Russia named Daria. She participated in Steelcase’s 100 dreams project by drawing a picture and writing a narrative about what she imagined the future to be – a world where people take care of it and understand that peace comes from within. As the day progressed, thoughts and themes were built around what work is today, what might it be in the near term, and what it will look like one generation ahead. Six key themes were identified based on the workshop responses: People, Technology, Transportation, Economy, Place, and Sustainability.By working in groups and sharing and exploring and dreaming, participants were challenged to tell a story of what Daria’s life would be like living in Washington, DC in the year 2033.

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THETHEMES

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The importance of “People” in the future workplace was the most common theme discussed by all five groups across the two workshops. How people would connect personally to their work and social communities and the role their surroundings played in supporting these connections was a critical component to the vision each group depicted of the future. The majority of participants agreed that the future would see increased emphasis on mobility and working from locations outside the traditional office. Reasons for this ranged from a trend towards consultants rather than salaried employees to the increased cost of real estate prompting organizations to encourage working off-site in order to reduce office foot prints. These alternate work locations included home offices, local public business centers and community hubs like coffee shops and libraries. Workshop participants agreed that face to face time between employees would continue to be vital to successful business relationships. The challenge then becomes how to connect employees with each other when they don’t come into the office regularly together. Technology, another theme identified by every group, was seen as a critical inf luence on connections. The increasingly ubiquitous nature of technology was seen as a tool by some groups that would be used to foster workplace interactions. Other groups identified technology as a roadblock to interpersonal connections, promoting isolated work styles. Several groups predicted the traditional workplace evolving into social centers, promoting personal connections and team building between employees. Historically, the workforce has spent a majority of the time at workplaces, and local communities have held special events to foster connections between neighbors. When everyone works from home, interactions with neighbors and community members occur daily. It is now the office that needs to organize special events to foster connections between people. Office events become the new “Block Party”. Groups saw the shift away from traditional workplace attendance as a potential roadblock to accountability and mentoring. How do senior personnel mentor younger employees effectively when most interactions occur remotely? Similarly, how do employers manage their employees to insure staff is working at maximum productivity from remote locations? Technology was again identified by all groups as a catalyst for these changes. The affinity Generation X and Generation Y workers have for technology will continue, requiring employers to develop new methods for mentoring that rely on digital connections rather than traditional direct observation and one on one contact.

1 // PEOPLE

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The perception of value between employers and their employees was a major theme. What skills and characteristics will define the most desirable workers and what kinds of benefits will employees expect from their employer? In 2012 a non-profit organization called Net Impact released a study showing that 58% of students would take a position for as much as 15% less money if it was for a company that shared their values1. As began to be observed with “generation X” several years ago, employees entering the workforce are more motivated by social impact than by money. Today new employees in the workforce are scrutinizing the social responsibility commitments of their potential future employers. This will increase in the future. Employees will expect employers to have Corporate Social Responsibility plans addressing the values of that organization, related to everything from business practices to human rights, workplace quality and occupant health and wellness. Conversely, one group saw an employee’s value being based solely on innovation and talent rather than years of experience, particularly in the tech industry. How will this impact workplace connections and the importance of mentoring? In 2011 the Corporate Leadership Council issued a report indicating that, as managers are asked to oversee ever increasing numbers of people, the value of peer mentoring will grow2. If this trend continues to develop, will technology hinder mentoring, or will more technologically facile generations simply peer mentor each other through virtual connections?As organizations shift to a consultant based workforce, what is the impact on employer provided health insurance? One group hypothesized that we would see an increase in government mandated preventative health regulations for individuals in an effort to combat the growing cost of care. This in turn might prompt employers to require proof of compliance with these regulations in order to stay insured by the company, while other groups predicted a move towards universal health insurance, eliminating the need for employers to provide coverage for their employees. Regardless of where each team saw the roll of health care heading, most agreed that the focus on human well-being, healthier built environments and healthier food sourcing would continue to increase until it was integrated into the definition of the urban environment. From these comments we see that the relationships that connect people, the definition of an individual’s value and importance human health will be three major themes related to people in years to come.

people would turn down a job offer with pay raise to stay working with people they liked and respected.2 out of 32 out of 3

OnePoll. 2012. “New research reveals job satisfaction is determined by our work colleagues.” Retrieved from http://www.jobsite.co.uk/insider/research-job-satisfaction-work-colleagues-10961/

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Digital and virtual technology is more ubiquitous than ever, yet the need for human contact has not diminished. Means of protecting and preserving one’s “humanness” is prevalent. In today’s world of disruptive technologies, devices are abundant, often with an inclination to replace one shortly after its acquisition. Issues with technology today are around the devices themselves, access to information, and how that information is shared. Workshop participants believe that in a not so distant future, devices such as Google glass have advanced, yet it is the way technology supports people that is threaded to complement behaviors transparently. The hype around devices themselves will not be the focus seen today. Access to technology is achieved through embedded interfaces – buildings and transportation vehicles have technology (that anyone can access) incorporated into their structures as if they are one. For example, someone could contact a distant co-worker appearing as a holograph from multiple surfaces in which they come in contact throughout the course of a day.In one of the scenarios, the home of a subject authenticated her identity the moment she awoke, in part for security reasons. This dwelling collected biometrics inclusive of activities in which she engaged that confirmed she is fulfilling her daily quota for health tasks. Not solely a vehicle for monitoring, the system supports the occupant by advising of the to-do’s for that day, communicating reminders, and of course turning on lights and making coffee. In the future there is a balance between virtual and face-to-face interaction and more convenient options about where and when those engagements occur. While the central question for the workshop was around the future of work, much continued to be connected to the ways people live their lives. Part of the key to making this work f luidly is having visual access to information on demand via just about any surface (i.e. a mirror).Today, one week’s worth of the NY Times is the equivalent of the amount of news people had access to in Shakespeare’s day3. Too much information at people’s fingertips can be taxing on their mental health. In the future scenarios, information was easily accessible but there was not information overload due to the ways “noise” is removed from the equation. Accessibly occurred everywhere. In the home, in the office, on a rooftop garden. It is available while riding a bike, in public spaces, and in an airplane while in f light. And the technology is used to monitor, to collaborate, to live healthier, to learn, to protect privacy, to stay in touch, and to get work done.Much like how society has shifted behaviors from needing to remember to bring a reusable bag to the grocery store to habit, interface with technology will be seamless, f luid, easy and constant.

2 // TECHNOLOGY

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While transportation actually occurs outside of the physical workplace, the future of commuting will have a profound impact on how, where, and when we work. Choices in transportation modes and access to them will force the workplace to become more f lexible and dispersed, and may impact factors such as workplace size and locations.Since the workshops took place in Washington DC and with participants who mostly work in the DC metropolitan area, many of the issues that came up related to transportation were colored by the options currently available to the typical DC resident. While all three groups in Workshop B addressed commuting and transportation in some way, two groups identified it as a theme. For some workshop participants, the workplace and the living environment were closely intertwined, making commuting a minor issue. They saw workers living in an environment that provided for most if not all life’s needs within walking distance. That environment included opportunities to work that were not in a specific work place. One group saw an increase in commuting options coming for the workforce, though those currently in existence would be enhanced as opposed to creating new forms of public transportation. Some participants also noted there would be changes in commuting, but the current overcrowding of streets with cars could be alleviated with more public transit and with mass shifting of what constitutes work hours. Some groups included a discussion of a globalized economy and how that contributes to changes in workplace and transportation. Indeed the globalization of the workforce allows for greater use of technology to communicate with colleagues all over the world, but may also require more long-distance travel as a means of “commuting.”What does this all mean for the planning of an office? There must first be a recognition that the office is inhabited by people (see previous theme), and that the office is a part of a physical structure that is in turn a part of a complete city ecosystem. In a city like Washington DC where the boundaries are fixed, more workers and more people living near their work will put a strain on the existing infrastructure, which right now is already maximized for capacity. The city of Washington DC estimates 1,500 to 1,800 people per month will move into the District over the next ten years. On the conservative side that is 180,000 new residents by 2023, many of whom will need to commute to work, go to school, or run errands using the existing transportation network. The Metrorail system may be able to reach further into the suburbs of Maryland and Virginia, but the potential for new stations within the District is minimal. Roads cannot be widened further in the downtown business district, leaving rush hour in gridlock on some days currently; imagine what another 1,500 cars will do to the traffic situation. How will DC and other major urban areas deal with increased residents and commuters, and how does that effect workplace planning? Employers will increasingly consider ways for staff to minimize their time spent in transit and maximize time spent doing work, which translates to smaller leased spaces.

3 // TRANSPORTATION

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This may mean the design and planning of decentralized workplace environments – having a small headquarters office and then multiple small touch-down environments – instead of large company headquarters. Telecommuting is gaining in popularity, and options for more real-time distance interface are on the horizon. Full-screen (and life-size) wall monitors and holographic conferencing may be a reality in the workplace in a matter of years, changing the need and size of conference space. Small teaming rooms may replace large conference rooms as a more efficient use of space. Some employers currently offer staggered work hours, allowing staff to arrive and depart earlier or later than typically done to avoid traffic issues. More employers offering this may either provide for lessening of traffic congestion or lengthening of rush hour traffic. This further highlights the question of how relevant individually-assigned spaces in an office will be in years to come.Work spaces will need to accommodate alternate forms of transportation, whether within the space or by finding locations in existing buildings that can provide for worker needs. Bicycle storage, Segway storage, showers and lockers must be factored into the workplace to provide for the needs of those who do not drive. Several cities are encouraging the use of alternate transportation by creating bicycle lanes and increasing mass transit options, but some have recognized that de-emphasizing the car as primary mode of transit is what will catalyze a large-scale change in commuting patterns. The City of Seattle, for example, has adopted a zoning code provision allowing new development in parts of the central business district to eliminate a parking requirement. Since land is at a premium downtown, this effectively eliminates the need for costly excavation for underground parking levels and can significantly impact a base building construction budget. A generation from now the coveted parking spot may no longer be an employee perk, replaced instead with standardized bicycle storage and showers, or dedicated ride share programs.Other cities have taken a different approach, treating the modern day car like an annoyance. London currently charges a toll to passenger cars entering portions of the downtown area, essentially fining commuters who choose to not use public transit. While this might feel harsh to those paying the toll, the elimination of gridlock and reduction of smog in the city center show the program may have lasting effects. If commuting is reduced because workers can work at home or in decentralized hubs, what becomes of all the existing building stock in downtown areas? Will these buildings be converted to live-work-play structures, or will new ideas for existing structures arise?

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An economic system is inherent in any advanced society. Assumptions were made during the creation of the scenarios, that there would be functioning economies and a few subset components were addressed.In one scenario, NAFTA is now the North American Union. North American workers maintain the citizenship of their home country and are free to work anywhere, anytime in Canada, the United States and Mexico. This is expected to foster more collaboration and co-creation between people and groups within these geographies.Participants from Workshop A predicted workplace with less organizational hierarchy which impacts the way people create, produce and achieve results. Goals are value driven. Participants found that women are graduating at higher rates than men and moving into stronger leadership roles. From a cultural perspective, diversity is the norm, which connects with the composition of the future economy.In all scenarios, the workers were white collar knowledge employees or consultants, and it was assumed they have advanced education. The workforce was predominantly young to middle aged, healthy, and active members of their communities.While well-being is a theme explored in a previous section, the topic of good health was a consistent thread and one that connects to a vibrant economy. Living healthy in the future for workers is a natural part of life. People wanted to be in communities that foster well-being and have gardens for pleasure as well as food sources. Biking is the norm. The infrastructure of DC, it was predicted, could not be radically changed by the time Daria enters the workforce but the way downtown roads are used could be. Some streets, for example, will be dedicated to bicyclists only.Volatility of competing economies, emergence of new markets, structure of governments and politics was not a focus of discussion during the workshop.

4 // ECONOMY

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With current workplace trends shifting towards increasing mobility, work-life balance and the “third place” is not surprising that many of the groups identified “Place” as an important theme for defining high performance workplace in the future. As noted previously, workplace design is already blurring the lines between work and home environments. A 2013 Workplace Trend report issued by Sodexo identified expanded common areas that offer home-like features as a major workplace trend4. Most groups agreed that the average employee will have at least two to three distinctly different physical places where they will perform work. The two most commonly identified places were home and the actual office, but other options included localized multi-company business centers, schools, and transit hubs and even personalized virtual environments. The seamless integration of technology, already identified as an overarching theme, will be critical to the success of each environment, allowing individuals to stay connected to their work community while participating in personal activities, and stay connected to their family and neighbors while at the office. In fact, this constant connectivity is already occurring in many employees. Some of the challenges associated with multiple physical work places will be accountability and mentoring, discussed previously. Many organizations already enforce core business hours where all employees are expected to be physically present in the office to facilitate these interactions, but how will space support these activities? The office environment will have to adapt to support more learning and team building activities. Conversely, traditional “work” activities, the heart of an organization’s productivity, will occur primarily outside of the office, in employee’s homes and remote business centers.

5 // PLACE

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People inherently desire a sense of ownership over their surroundings. It makes us comfortable which leads to greater productivity and allows people to celebrate their individuality within a larger organization. The ability to brand or claim a space, even when working from multiple environments throughout the day, will be important. Place will increasingly impact security as it relates to technology. Organizations dealing with proprietary information and government security will be responsible for ensuring an established standard of security for environments outside their physical office. One group hypothesized that we will see an increase in bio-security measures in homes, perhaps including blood tests, retinal scans and finger printing, in order to authenticate an individual’s identity before accessing secure files or servers. From these ideas a conclusion can be drawn that there will continue to be a blurring of lines between work time and personal time and that both home place and workplace will need to adapt to support this. People in their homes will have to invest in integrated technology and provide separate spaces for focused heads down work, free from traditional domestic distractions. These spaces will also be required to guarantee technological security and perhaps a means for monitoring productivity. In the corporate office setting we will see a shift towards environments that support learning and socialization and that offer a variety of f lexible work environments. Technology will not only support connections to work and personal communities throughout the day, but might also offer a platform for individual branding as a person works from various locations.

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Sustainability was woven into ideas generated by all groups throughout the workshops, yet only one group identified it as a specific theme. Sustainable topics also touched some of the other themes previously noted. Why was it not discussed specifically in depth? Many participants agreed that in 20 years sustainability will be the norm and won’t be a buzzword. It will be expected by the general public and become mandated for the built environment. Some participants suggested that the living environment will include food production on roofs, cared for by residents. This takes the environmental benefits of a green roof and combines them with interactive living and hyper-local food production. Other attendees noted sustainability will be equalized for cost of construction in as little as ten years from now, making it just part of good design. Participants also discussed environmentally-friendly means of transportation such as bicycles and dedicated bicycle lanes, car sharing programs, and mass transit.Many of these sustainability themes can already be charted, as it indeed becomes not just the norm but mandated by law. Tenants are increasingly aware of the green certification level of the buildings they occupy and can pursue certification for their space alone. Many jurisdictions now require some level of green building certification for projects that meet specific criteria (public funding, size, use, etc.). The public is slowly coming to expect high performance design as recognition of programs like LEED increases. Features such as improved indoor air quality and access to daylight have been proven several times over to result in increased worker productivity, reduced absenteeism, and reduced health insurance claims. In these areas environmentally-friendly design is already becoming the norm, and perhaps in as few as five years it won’t be considered an additional feature or “bonus” perk for a workplace. Some jurisdictions (including Washington DC and New York City) have enacted mandatory energy benchmarking for all buildings over a certain size to make public how well (or not) a structure is performing. This information is being made public in consolidated and specific formats, providing the public new access to the performance of their work spaces. Potential tenants now have new comparable criteria for evaluating the lease of a new workplace.While sustainable design and materials may become the norm, more interactivity with a sustainable environment will become the norm in the next generation. The current wave of occupancy and light sensors will give way to more accurate ways of controlling lighting, mechanical systems, and privacy. Individual controls will be available by personal electronic device and remotely to more workers, allowing for better occupant comfort and real-time monitoring of use patterns to better predict energy costs. Workspaces will be able to adapt to the worker, and employers will be able to track the benefits of that level of f lexibility.

6 // SUSTAINABILITY

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The absence of certain current trends in the group scenarios is just as informative as the trends predicted to transcend into themes. While the idea of sustainability relating to occupant health was present to some degree in all five scenarios, sustainability as it relates to energy and water reduction was conspicuously absent from every scenario, suggesting that net zero or regenerative environments may be status quo. Similarly the role of manufacturing and production in the workplace of the future was largely absent from the scenarios, perhaps indicating that the current trend for outsourcing production to other countries will continue to prevail. Branding was addressed by one group as it related to individuals “branding” their personal work environment, but larger scale corporate branding and brand loyalty were not addressed. One possible reason for this is, in a consultant based workforce, the importance of brand is less important to employees than to the consumer, and that employees will focus on alignment of values with their employers than the strength of the brand. Factors like social equity, law enforcement, space exploration and global politics were, for the most part, excluded from the scenarios.

THE LOST THEMES

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CONCLUSIONS

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The themes that came out of the workshops: People, Technology, Transportation, Economics, Place and Sustainability are not new. They are all forces impacting the world of work today. Therefore it is not surprising that the workshop participants identified them as the themes that will impact the world of work in the future. It is by studying the way these themes impact each other that we can begin to see a clear vision for the future. The most likely future lies in the scenarios where all six themes are present. From the workshop scenarios we know that the value of human interactions will be critical to the success of business. People are the core of any information or professional service organization and their value will not change. The most innovative and successful organizations will be the ones that leverage technology successfully to allow their employees to work productively and still balance other jobs, in the case of a consultant based workforce, or personal life, in the event of localized community food sourcing and child care. Commuter patterns and methods will change in urban settings in response to economic and ecological pressure and increased mobility in the workforce with the goal of reducing transit time, or making that time more productive so that individuals can focus on critical work and personal relationships. The focus of workplace will shift from supporting primarily focused individual tasks to collaborative or interactive tasks that strengthen interpersonal relationships and facilitate mentoring. Although not identified specifically by any group as a theme, the research team can hypothesize that resiliency and f lexibility will play critical rolls in defining successful environments in the future, and to do this effectively, all six themes must be addressed. Spaces will need to adapt to new work styles as technology continues to drive how work and where work is executed. Organizations like the International Interior Design Association5 and OfficeTeam6 have predicted that sensory recognition software, personalized computing and smart devices would be embedded in the workplace by 2020. Spaces will be the backbone for an evolving technological interface, potentially requiring shorter renovation cycles than the current standard five and ten year leases cycles. The location of urban offices will continue to be driven by access to alternative transportation. Sustainable systems will be common practice and continue to become more sophisticated until, like technology, they are embedded into all buildings, providing greater f lexibility and controllability.

CONCLUSIONS

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Access to data and information, or the control of incoming data will drive the development of workplace. The ability to access the right data at the right time, filtering out the irrelevant information, will become more critical as technology and connectivity continue to embed themselves into every facet of life. Individuals will access an increasing amount of personal data through smart environments, responsible for monitoring their personal biological and building systems and the relationship between the two. Access to information will change traditional organizational hierarchy as value of an employee’s ideas and knowledge competes with experience level, altering the structure of how employees are compensated economically and spatially. The importance of personal health and wellness will continue to impact society. The link between sustainable spaces and occupant health is already transforming the marketplace. The rising cost of healthcare will definitely catalyze changes to the nation’s current healthcare system, in turn forcing organizations to reevaluate providers to offset the cost. As corporations struggle to realize maximum return on capital spending, investment in healthier buildings and interior environments will become common practice as a means to support occupant health and reduce workplace related health issues. Investing in healthier buildings will be seen as an investment in people. Integrated building systems will utilize technology to monitor the relationship between environment and occupant health. The Institute for the Future already predicts that organizations will begin to incorporate corporate athletic programs and health coaches into their benefits7. Employees will determine the value of prospective employers in part by their ability to commute in a sustainable, economic and healthy manor. As lines between social and work environments continue to blur, buildings amenities will encompass increasingly holistic approaches to work life balance. Research from the Environmental Health Clinic at NYU already studies the relationship between health and external local environments8. Roof top communal gardens for localized food sourcing, smart environments that prompt healthier occupant behavior and participatory art and design projects are a few of the concepts future workers will expect from their buildings.

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At the conclusion of both workshops participants were asked to share what the one most important takeaway from the scenarios and conversation was for them personally or for their organization. The responses varied, but tended to fall into one of three categories. The first category incorporated comments that focused on the workshop itself. Roughly a quarter of the participants indicated that their biggest take away was the experience of the workshop and the excitement the generation of ideas and dialogue created. The second category of comments related to the need for f lexibility in workplace design. Several participants indicated that adaptable design solutions will need to address changing technology, evolving work styles and lease terms. The third category of comments addressed the relationship between people and technology. The majority of the responses from participants indicated that their primary takeaway was the importance of human interactions, and how critical it will be for technology to foster those interactions, not hinder them.

THE ONE TAKEAWAY

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POSTSCRIPT

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Being able to talk about dreams is important, inspiring, we need to do it more. We need to take time to talk about the important things and get away from daily distractions.A few days after Workshop B, one of the participants emailed the facilitation team to offer thanks for the invitation to participate. She also noted that while she was asked to “dream big” about the future of work in DC in a room full of other adults, her eight-year-old son was at a camp at the National Building Museum participating in a very similar exercise. The campers were asked to think about the city of the future and what that built environment might look like. His responses, in no particular order:1. The home would have a number of robotic elements to help with daily life.2. Roads would not exist.3. Vehicles would f ly.4. People would live in tall buildings with multiple access points.5. Computers could build houses by giving people a laundry list of components they wanted.6. Houses could easily contract and expand at will to accommodate families.7. Walls could be pushed down between units to allow for more sociability.8. Furniture would f loat - no more stubbed toes. You can rearrange at will.9. Art is magnetic. You can constantly change locations and viewpoints.10. Buildings would be outfitted with “giant umbrellas” to protect and work with the elements.11. Pills would be available with just the right nutrients to keep you healthy.12. Seeds would have accelerants for extra fast growing.13. Surfaces would be self-cleaning.14. Buildings would be built using layers of bricks and “f lexible” paint.

POSTSCRIPT

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SOURCES

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1. Net Impact. “Talent Report: What Workers Want in 2012”. Fig 3. 2012. Print2. Corporate Leadership Council. “The Power of Peers; Building Engagement Capital through Peer Interaction. 2011. Print3. “DID YOU KNOW?” Dr. Scott McLeod; originally created by Karl Fisch. 4. 2013 Workplace Trends Report, Sodexho, 2013.5. Bowles, Michelle, “The Workplace of the Future,” Perspective, Fall 2008.6. “Office of the Future: 2020,” OfficeTeam, 2008.7. Institute For The Future. “The Future of Work Map”. 2007. Print.8. Environmental Health Clinic and Lab. “X Clinic” http://www.nyu.edu/projects/xdesign/clinic/, Web. 1 June 2007

SOURCES