Gensler San Diego. Photography by Ryan Gobuty

Open plan offices have their fair share of supporters and detractors. In a recent Harvard study, researchers are calling their efficacy into question. The report measured the impact the open workspace has on communication and collaboration. Several media outlets have seized on this, grandly describing this work as “the first study to empirically measure both face-to-face and electronic interaction before and after the adoption of open office architecture” and wondered if this marks the end of the open office.

We think not.

The study reminds us that nuance matters, especially in design. No two employees or companies are exactly alike. It’s a good idea to remind ourselves of these individualities before jumping to any conclusions.

Gensler first entered this discussion a decade ago. Our 2016 U.S. Workplace Survey compared the effectiveness of a wide spectrum of space types: individual offices; shared offices; high-, medium-, and low-panel open spaces; and bench seating.

The results were striking. The degree of open or enclosed didn’t matter in high-performing work environments. If the space was designed to function well, all individual space types were rated as equally effective. An open plan can be just as effective as a private one. What matters is that design aligns with employees’ needs.

Image © Gensler

A company must invest in the individual and their experience to design an engaging workplace. How can we make that happen? These three key elements contribute to a meaningful workplace:

• Design: The design must be flexible because employees need choices. In fact, our Workplace Survey found that innovative companies offer their employees twice the amount of choices when and where to work than the less innovative counterparts. The ability to toggle back and forth between areas for collaboration and solo work makes an enormous difference.

• Noise Management: Offices that manage noise help employees feel like they are not being overheard by their peers. People stay engaged when quiet spaces are included in a layout. Bustle and energy can be great, but everyone needs a little solitude sometimes.

• Access: This may seem obvious, but the most productive employees need quick access to people and resources. From food to supplies, it’s important to include resources that are easily found so that people feel connected and well-supplied for success. Access to teams, decision-makers, and subject matter expertise is paramount to moving work quickly forward in business today.

Yet, communication is a constantly changing challenge. People are more connected to their devices than ever before. This issue follows us to work as well. Thoughtful design provides the right balance between collaborative and solo spaces so employees don’t feel overwhelmed or self-conscious.

Several lessons from our 2016 U.S. Workplace Survey bolster this perspective. First, most innovative companies tend to foster collaboration in places other than primary workspaces. Of those, 70 percent featured in-person collaboration in conference rooms, as opposed to only 60 percent of the least innovative set.

Likewise, 44 percent of the most innovative companies collaborated in open meeting areas, compared to only 26 percent of the least innovative. Again, innovators toggle back and forth between collaboration and solo work and make effective use of all kinds of spaces and places.

Lastly, only 17 percent of non-innovators report having choice in when and where to work. This is a pitfall for both open office plans and private offices: if an employee feels like they have no control, performance will suffer regardless of layout.

We live in an age of metrics. It makes sense to measure the success of a workplace by how much its employees communicate, but this metric alone is not enough. The workplace depends on many factors. When you have a well-designed space that works for both focus and collaboration, these pieces tend to fall far more easily into place. The open office is not dead, but a high-performing workspace is more than just an open plan.

Still curious how one size does not fit all in today’s workplaces? In our 31st issue of Dialogue we explore the companies leveraging design to engage employees and embody their missions.

Janet Pogue McLaurin is a Principal in Gensler’s Washington, D.C. office. She co-leads the firm’s Workplace Sector and is a frequent writer and speaker on the critical issues affecting the design of high performing work environments. Contact her at janet_pogue@gensler.com.

Image © Eric Laignel (at left) and Image © Garrett Rowland (at right)

Gray and beige are two colors I see most often in many of today’s workplaces. I’m not the only one, either. A client at an advertising firm recently described their office as “kind of greige.” Yuck. It’s no surprise these bland workspaces are often empty or distinguished by staff struggling to find the right spaces to meet and concentrate.

Environments are always “on” and saying something. Gray and beige may seem neutral, but they are uninspiring and a missed opportunity to express culture and reinforce how a space could be used. And color is just one small design choice of many that affect work performance.

Achieving the right kind of workplace is challenging, but the following ideas can change your office from a mundane “greige” environment into something that inspires creativity and innovation.

1. Define a vision that aligns with your objectives and desired culture.

   To be credible and resonate with leaders, managers and staff, the vision of your workplace experience needs to align with your business goals and organizational values.

   A great example of this is when Citi’s human resources decided to collocate several disparate groups in New York City. HR’s vision, led by their managing director and COO, Susan Catalano, and highlighted in Harvard Business Review, was to break down silos by removing physical barriers, encouraging staff to move around the workplace, and facilitating more interaction.

2. Identify champions who will lead.

   The success of initiatives in organizations are explicitly tied to their leaders and how genuinely and visibly they support these causes.

   Citi is also in the midst of fully renovating their global headquarters in TriBeCa. Citigroup’s CEO, Mike Corbat is leading by example with a workplace model for him and the executive team that has the same principles as the rest of the organization. As described in the Wall Street Journal, the open office planning without any doors is supported by a range of spaces for meetings away from the desk. Equally important is that the executive team championed this significant change by being the first group to move into new space.

3. Collect data on how work is performed and supported.

   Quantitative data on work patterns and space utilization can help form a clear picture of how space is used today and where there may be opportunities for significant improvement.

   Concurrent with the release of findings from our 2016 U.S. Workplace Survey, Gensler is now investing in collecting pre- and post-occupancy survey data on every project. We recognize the value of this data to influence design, inform decision making and improve performance, particularly with global clients to inform and drive change from project to project.

4. Engage your staff to co-develop solutions.

   Providing opportunities for staff to contribute through activities like online surveys and focus groups gives them a voice in the process, creates ownership and often introduces ideas that may not have otherwise been considered.

   Like many technology companies, Facebook’s headquarters is a tool for ongoing staff engagement. Taking a cue from the notion that software is always in development, many areas of the new office were left as a work in progress. For example, paint was left out for staff to create their own artwork on unfinished walls, allowing them to really make their mark and own the creation of the office.

5. Create a complete experience by aligning key partners.

   The value of the workplace is increasingly about connection, culture and community, and this can’t be delivered by real estate alone. Design plays a huge role in creating environments where IT, HR, Learning and Development, Brand and Corporate Communications can align to create a holistic experience.

   Honeywell recently moved into a new headquarters that their CEO described as “state of the art.” An integrated approach to space, tools and services is enabling an improved user experience for employees, partners and visitors. The service model was developed in parallel to the design of the physical space and tested in a ‘learning lab’ where staff experienced the new workplace and solutions like the IT Genius Bar were piloted.

6. Invest in supporting change.

   Leaders and staff need to be supported and prepared for a new environment, tools and expectations around work. It’s important to openly communicate and provide training to assist in transitioning to a new way of working. Equally important is working with staff to build enthusiasm and ownership for the new work environment.

   L’Oreal recently moved their New York Headquarters to Hudson Yards, a new development on the west side of the city. To support this significant shift in location and to a new workplace, a comprehensive communications program was structured around five major campaigns: the Site, Design, Clean Up, Move and Welcome. Together, they reinforced an overall message about how the move is connecting L’Oreal staff to their work, their brands, the consumers and each other to achieve extraordinary results.

7. Test, measure and evolve your strategy.

   Pilot projects are a powerful and practical way to test a new way of working. They enable users to fully experience the strategy in practice and provide the opportunity to test aspects of the workplace solution and complementary initiatives.

   GlaxoSmithKline (GSK) continually focuses on the evolution of their workplace, with seminal projects including a new work environment in 2007 to support the reorganization of their Consumer Healthcare group in new hubs around the world. Success and consistent learnings from a variety of other projects around the world enabled their SMART Working program to be quickly and easily ratified by their executives a few years later leading to larger implementations, such as their U.S. Headquarters at the Navy Yard site in Philadelphia.

The work environment can be an exciting enabler of success. Whatever the right workplace is for your organization, these ideas can help you consider all the aspects that contribute to a great experience and let your organization’s true colors show.

Michael Chappell is a studio director for Gensler New York’s Consulting practice. His experience spans both sides of the Atlantic leading the development of both global strategies and local solutions for Fortune 500 organizations across a wide range of sectors. He is particularly interested in how work is changing and challenging our assumptions about the office and in turn how organizations can best support their teams and people to be effective. You can contact him at Michael_Chappell@gensler.com.

Integrated Workplace Management is less about a single software system and more about integrating relevant tools and datasets at the right time to support a holistic life cycle of data-informed workplace strategies. Graphic © Gensler.

Space has the ability to transform a company’s culture and provide an engaging employee experience vital to success in today’s competitive market. Delivering this experience can be enhanced with a multitude of technology and data sources, all promising the answer to workplace success. However, without a reliable inventory of space and occupancy data, organizations struggle to get a handle on their workplace strategy.

“There are many exciting innovations available today to achieve a deeper level of understanding about the workplace. When we look at the evolution of these technologies, we see data dependencies in place that must be considered to maximize value,” says Gensler Space and Occupancy Co-Director Christi Van Maanen. “New opportunities for data integrations still depend on core datasets, such as space and HR data.”

Today, Integrated Workplace Management is less about a single software system and more about integrating relevant tools and datasets at the right time to support a holistic life cycle of data-informed workplace strategies. With the pace of innovative technologies emerging each day, it’s challenging to know where to start or what to fold into the workplace technology stack.

“Real estate teams have a combination of missing and disorganized data,” says Gensler Workplace Sector Leader Gervais Tompkin. “Companies want data, but they’re struggling with a lack of time and resources to keep information managed.”

Space and occupancy continue to be foundational datasets for understanding inventory and measuring demand on space. Maintaining a central repository of floor plans as a sole source of truth throughout the real estate life cycle creates flexibility for layering a multitude of additional qualitative and quantitative datasets to inform and measure the effectiveness of workplace strategies. “Tie in the financial impact of these metrics and a case for change has been built,” says Gensler La Crosse Managing Director Joan Meyers in her blog post, “Using Data to Build a Case for Change.”

A floor plan from Gensler’s Wisp® tool depicts colorizers representing different data sources and findings. Graphic © Gensler.

There are five primary methods for capturing data to provide different perspectives of the workplace throughout the real estate life cycle:

1. Employee Survey

   An employee survey is key to understanding how a space supports or hinders work from the user’s perspective. Feedback can indicate where to dig deeper into understanding ineffectiveness of the space and help prioritize enhancements. Greater insights can be gleaned when the survey is conducted non-anonymously and is associated to the location where the employee spends most of their time within the space.

   Tip: Openly communicate the reason for the survey, hold competitions to encourage participation and share the results with staff to achieve buy in and support change management. These surveys are valuable for both pre-design and post-occupancy measurement of the design.

2. Observation Study

   Short-term, floor plan-based observation studies are the most effective method for collecting data about how spaces are used. By collecting types of activities employees are doing within each space, utilization data can be derived and a richer dataset is captured. Activity data will help validate whether the space supports activities as intended or shed light on changes needed to better support focused or collaborative work.

   Tip: Similar to employee surveys and sensors, employees can be sensitive to observation studies. Be transparent about the study to engage employees in the change management process. This dataset is insightful for pre-design and post-occupancy measure of the design.

3. Room Booking Systems

   While the primary purpose of a reservation system is to give employees better control over their space needs, the exhaust data can be mined for insights about which spaces are most used. The spaces can then be studied to determine the reasons for the high or low demand—location, size, technology or configuration.

   Tip: Many room booking systems utilize a representation of the floor plan as part of their navigation. To minimize duplicate efforts, integrate space management drawings so the reservation system stays current.

4. Sensors

   Whether seat, light, motion, or temperature—sensors can produce an ongoing measure of utilization. Sensors can also integrate with your room booking system to help automate data cleansing as the human factor of “no shows” can create distrust of reservation data. Refer to Capturing Utilization and Activity Data in the Workplace for benefits and precautions about this passive method for collecting utilization data.

   Tip: Bring disparate sources of utilization results into your space management system for analysis with associated attributes found in this central repository. Overlaying blended results on the floor plans as heat maps provides a unique visualization of the data.

5. Exhaust Data

   As people work and move throughout the workplace each day, they create constant streams of data that can enhance the story of what’s occurring in the space. Any system that captures or transmits data within the space may be relevant to fold into analysis. For example, WiFi triangulation data could be used at a preliminary level to show patterns in space utilization and may tell you what you need to know or help build a case for investment into a larger study. Additional datasets, such as project workflows, tenure and other human capital data can unearth meaningful correlations as well.

   Tip: When collecting various datasets, be mindful of privacy and integrity of the data. Gathering and analyzing various datasets may take additional time, but could lead to a more impactful strategy.

Before committing to workplace tracking technologies consider your strategy and questions such as these:

• Do you have an accurate base of space and occupancy data?
• What are your goals for collecting the data? Is it about design, employee experience, cost savings?
• How will you implement governance to capture and maintain accurate data?
• What behaviors do you want to support and reinforce in your organization?
• What new work modes will you accommodate?

“The most successful workplaces are methodical in their strategy,” says Anne Gibson, Gensler design director. “When it comes to data, we need to know how often and how many people are using a space, and—most importantly—how effective that space is in supporting what employees need to do.”

New workplace strategies benefit when there is a reliable foundation of core space and occupancy data to build on. Layering additional datasets creates a multi-dimensional view of what’s effective in the workplace and what isn’t. There is no one-size-fits-all approach to workplace technology. Aim for implementing a workplace technology stack that is nimble and can quickly respond to today’s ever-changing workplace.

Gensler supports clients throughout every phase in the real estate life cycle—from the design of a new space, to providing the tools needed to maintain ongoing workplace data. Learn more about our proprietary space and occupancy management platform, Wisp®, and the SaaS services that we provide at www.genslerwisp.com

Dera Arnold co-leads Gensler’s Space & Occupancy Management team in the development of its proprietary solutions, Wisp™ and Observe™, which help clients manage their real estate portfolios and create data-driven workplace decisions. She has a deep understanding of the technology needed to access impactful workplace data and synthesize it into actionable insights. Contact her at dera_arnold@gensler.com.

Julie Henline understands the relationship between quality information and solid decisions. Her work focuses on the link between human behavior and the effectiveness of the client organization in achieving its goals. She brings a multi-disciplinary perspective and analytical approach to projects through research, needs analysis, benchmarking, spatial data analytics and financial due diligence. Contact her at Julie_henline@gensler.com..

Graphic © Gensler

Wellbeing in the workplace means more cake for everyone. Yes, you read that correctly! We don’t actually mean the sugary treat served at weddings and birthday parties. We are referring to the outdated beliefs that misrepresent wellbeing in the workplace as a zero-sum game: if employees get a slice of cake (in this case, wellbeing), organizations will get less. There is staggering evidence that shows the opposite is true: more wellbeing equals more cake for everyone.

The business case is clear. Investing in the wellbeing of your people improves the bottom line and boosts employee retention and attraction. There is a reason that workplace wellness is a $6 billion industry in the United States. Neuroeconomist, TED speaker and author Paul Zak and his research team found evidence that happy employees are not only more productive but are also more innovative and contribute more to an organization’s bottom line. Gallup reports that organizations with highly satisfied, engaged employees experience 37 percent lower absenteeism, 21 percent higher productivity, and 10 percent higher customer satisfaction. These are just two examples demonstrating that employees who feel well and cared for at work are more committed to their organizations and more engaged in their roles. They also build stronger relationships with clients, helping their organizations grow.

Unfortunately, the zero-sum mindset persists among many theorists and business leaders. We have learned that the most successful approach to addressing these misconceptions is to examine both the individual and organizational benefits with our clients. Having an honest discussion about the mutual benefits of workplace wellbeing requires a clear understanding of what it means for their culture and how it can impact individuals and the organization in mutually beneficial ways.

ME + WE = A Stronger US

• Aligns values: Employees who work with organizations with missions and values that aligns with their own are far happier and more successful.
• Autonomy + control: Space alone is not a solution for wellbeing in the workplace, but it can be an incredibly effective tool when individuals have some control over their work and environment. They feel that they have an influence and a voice.
• Personal pride: Successful companies celebrate their individuality, leadership and innovation. People who are comfortable being who they are allows for a level of comfort that can spark more creativity, unique decisions and innovative future thinking processes.
• Take risks: By taking risks and welcoming mistakes, we not only learn and grow but unleash inspiration and creativity that can lead to new and unexpected opportunities.
• Clear expectations + ownership: A dynamic psychological contract between individuals and organizations, which changes over time, is an important determinant of behavior in organizations.
• Passion projects: Engaging in projects or activities outside your job role can elevate your connection with others, inside and outside your organization.
• Intrinsic motivation: Work is not very exciting if you think of it as a daily grind. But, if you get out of bed and feel excited to go to work, you will enjoy a deeper sense of purpose and fulfillment.

Much of the current wellbeing research has been focused on individual wellbeing, but we believe it’s critical to help clients aspire for organizational wellbeing (WE) beyond financial health. The corresponding characteristics include:

• Purpose driven: Gone are the days when it was acceptable to promote profitability as the only goal of the business. Employees are drawn to organizations with a deeper sense of purpose. Work environments are a powerful canvas for expressing and celebrating an organizations purpose. Ironically, when the focus moves away from profitability, organizations do see greater financial results.
• Culture of trust + empowerment: Working anytime and anywhere is today’s norm. Balancing work and life tasks is important now more than ever, and organizations need to empower employees to do what works for them. Organizations should embrace this for the wellbeing of their employees and also to compete for top talent.
• Equality + inclusion: The Social Progress Imperative’s 2017 annual report, based on social and environmental indicators, listed the U.S. at number 18, giving it a classification as a second-tier nation. Some of the lowest scores fell under the “Tolerance and Inclusion” category (see full report here. Organizational leaders must do everything in their power to provide physically and psychologically safe workplaces for all employees and ensure that people from all backgrounds feel welcome and are treated equally.
• Innovation + creativity: Based on our 2013 and 2016 Workplace Research findings, we found that having companies ranked as innovative by their employees are 5x more likely to foster workplaces that prioritize individual and group work. Organizations need to stay innovative and creative to navigate a demanding and competitive business world and continuously adapt to constant change.
• Defined process + procedures: Organizations that have clear goals for the work ahead allows for employees to master processes. Defining roles and responsibilities clearly is a trademark of good business.
• Community influence + impact: Organizations do not exist in a vacuum. Participating in the greater community creates opportunities to interact with diverse groups of people, make connections and generate meaningful business relationships.
• Challenging + creative job functions: Organizations that allow for employees to stretch and grow expertise will retain those employees for longer periods of time. It is not enough for employees to master work. Opportunities for learning must be consistently presented and supported by a workplace which inspires creativity, encourages happy collisions and promotes knowledge sharing.

Two recently completed projects demonstrate how space can be used to support wellbeing:

The concept of IIDA’s Headquarters in Chicago was grounded on the intersection of the creative individual contribution and the togetherness made by shared experiences. Unifying the space in a single continuous gesture is a gallery layered with artifacts that connect people with the art of interior design. Not only has IIDA elevated the employee experience in their new space, but they welcome members of the community to use their facilities for events. Photo: Eric Laignel.

2U’s new headquarters was designed to be functional and inspiring. 2U is serious about their mission and their exuberant culture is reflected throughout the space. Two full floors are dedicated to first-class amenities with a spa-like fitness center, café, servery with multiple food options, dining and a large conferencing center. A coffee bar on the ground floor greets employees upon arrival with a monumental stair that connects the two amenity levels. Further reinforcing their inclusive culture, the fitness center and other restrooms feature gender-neutral facilities. Image by Connie Zhou.

By using space as a thread that aligns the building blocks of workplace wellbeing together, you not only create a place that supports your values and supports individuals and the organization, but also gives you a maximum return on your investment.

Icing on the Cake

Gensler’s Working Wellbeing model looks at both the Me and We of wellbeing. The dimensions are interdependent and reinforce each other to develop happier, healthier humans and organizations. Imagine a person in your organization lives a life with a holistic view of wellbeing. This person sits on a team and can influence his or her peers to consider wellbeing in their own life. A team focusing on wellbeing can affect other teams to shift focus and those teams can shift organizations to consider wellbeing. This ripple effect can influence both people and organizations to be a happier and healthier.

A strong US can lead to results that benefit the individuals of an organization and the organization itself. A strong US has the power to transform organizations by increasing engagement, expanding innovation, creating a resilient culture and winning the talent competition. Now let’s eat cake!

This post is the fourth in a series by Gensler’s Consulting practice in Washington, D.C. Read the first three documents, The Engaged Employee, Change by Design and Wellbeing in the Workplace Has Superpowers.

Lisa Fjeld is a Marketing Specialist in the Washington, D.C. office with a focus on workplace and consulting opportunities. She has been working closely with Gregory and Gensler’s Wellbeing team to develop the WorkWell model and market Gensler’s wellbeing services. Contact her at Lisa_Fjeld@gensler.com.

Gregory Plavcan, an associate in Gensler’s Washington, D.C. office, has been instrumental in leading the development of the firm’s WorkWell Model, as well as a key contributor to Gensler’s internal Wellbeing initiatives. He balances this commitment to wellbeing with his role directing the DC office’s Sustainability Consulting group. He works closely with offices throughout the firm, with a focus on the Southeast region, to integrate sustainable design practices on a variety of project types including government, financial, law and professional services. Contact him at Gregory_plavcan@gensler.com.

Image © Gensler

This fall, the Building Owners and Managers Association International (BOMA) will release the latest version of its Office Standard, which provides a uniform basis for measuring rentable area in both existing and new office buildings. The 2017 version will adopt the best practices learned from the 2010 Standard and seeks to accommodate design and amenity trends, which have evolved since the previous standard was released. The updates will impact the way that building measurements are calculated and may change the rentable area of a building that was measured with either BOMA 1996 or 2010 Office.

“Misunderstood and misinterpreted building measurement data can result in serious implications when negotiating the sale, purchase, or lease of a building,” says BOMA practitioner, Mitch Luehring, “With 2017, BOMA has curated a more tightly defined Office Standard that reigns in many of the arbitrary ‘modified BOMA’ interpretations out in the marketplace.”

In addition to potential change to the rentable area, BOMA 2017 Office allows more transparency into building transactions by creating an equitable way to proportionally divide space, allowing a better comparison of buildings.

“In the past, there has not been a consistent method for building owners to account for tenant amenities, such as rooftop terraces and balconies. BOMA is now catching up to the market, and the new standard will provide greater clarity for all parties into how rentable numbers are calculated,” said Gensler’s Eric Evenstad.

To highlight the major differences between BOMA 2010 Office and BOMA 2017 Office, we measured a building with both standards using Method A. In this case, BOMA 2017 resulted in a 3% larger rentable area than BOMA 2010. Below, we’ve indicated some of the impactful changes that affected the numbers. Please note that in addition to the changes noted, there are multiple nuances that affect the measurements including special conditions, space classifications, tenant ancillary areas, advanced calculations and more.

The building stack depicted here is for illustration purposes only. Download a PDF of the comparison here. Image © Gensler

While the example above shows a three percent increase in rentable, each situation is different. The impact on the rentable area of other office buildings may be larger or smaller. After the new Office Standard releases in September, measuring with 2010 or even 1996 will still be an option. Understanding the nuances of each standard becomes important for determining which standard will be most advantageous for a situation.

Gensler’s Area Measurements Team supports tenants, landlords, owners, managers and real estate investors — all of whom rely on accurate measurements for their real estate transactions.  As representatives for both building owners and occupiers, Gensler remains a third party to transactions and stays focused on measurement accuracy and adherence to the BOMA standard.

“Gensler’s goal is to help clients understand the impact of their area measurements so that they make informed decisions,” said Evenstad. “Attention to detail and alignment with the standard is critical because of the financial impact the numbers have. Every project we touch is part of an ongoing relationship that’s rooted in collaboration and trust.”

With representatives on three of BOMA’s floor area measurement committees, Gensler is well-versed in the coming measurement changes and the impacts they may have during all phases of the real estate lifecycle, including new construction and repositioning.

“Working with accurate building measurements throughout the design process can improve building efficiency by repeatedly comparing how design changes are impacting the usable-to-rentable area ratio. It becomes critical to maintain this when approaching groundbreaking to ensure that the actual rentable area still matches the target rentable area of the new building,” says BOMA practitioner Garett Naff.

Image © Gensler

With the new standard slated to release in the fall of 2017, we will be following the rollout and monitoring the overall impact that it has on buildings of all shapes and sizes.

If you’re wondering which standard will be the most advantageous to your situation, contact us for a consultation or to conduct a BOMA study.

Mitch Luehring chairs the BOMA Office Standard revision taskforce and is on the BOMA International Floor Measurement Standards Committee. He advises on the interpretation of the current standards. Contact him at (608)796-4347 or mitchell_luehring@gensler.com.

Garett Naff chairs the BOMA International Floor Measurement Standards Interpretations Committee and has published numerous articles on the nuances of BOMA. Contact him at (608) 796-4337 or garett_naff@gensler.com.

Eric Evenstad leads Gensler’s Building Area Measurements team. He manages the development of Gensler’s BOMA Engines, which automates manual processes with built-in control and accuracy. Contact him at (608) 796-4378 or eric_evenstad@gensler.com.

West Elm Workspace with Inscape - Conduit System. Image © West Elm.

Each year, thousands of architects, designers and executives descend upon NeoCon for a first look at new products and prototypes, and to check out the latest commercial interiors trends for a preview of where the industry is headed.

This past week, Gensler’s Product Design practice debuted several new products at NeoCon 2017, which took place June 12-14 at The Merchandise Mart in Chicago. In total, Gensler collaborated on 11 new products that launched in Chicago ranging from textiles to lounge seating and sit/stand desks. We are excited to announce that a number of products were recognized with Contract magazine’s Best of NeoCon awards and Interior Design’s 2017 HiP Awards.

As the workplace continues to shift to reflect the diversity of ways people work and the lines between live, work and play increasingly blur, these products address end users’ changing needs—from acoustic comfort to on-demand privacy and modular systems that give workers more control over their space.

The Conduit System, design in collaboration with West Elm Workspace with Inscape, harnesses Gensler’s series of global workplace surveys, including the 2016 U.S. Workplace Survey and West Elm Workspace’s own research and market expertise to meet the needs of the changing workplace ecology.

Gensler’s Workplace Surveys found that individual control of one’s workspace—no matter how open—is a key contributor to employee satisfaction, performance and innovation. Concurrently, West Elm Workspace’s research identified the need to address the total well-being of today’s office employee, creating environments and product solutions that benefit the worker’s physical, emotional and psychological well-being.

The design team focused on three key takeaways from the 2016 U.S. Workplace Survey to inform technical design questions that were raised throughout the development cycle:

1. Quieting the noise: Mitigating audio/visual noise in the open office

   Conduit embraces spaces that create zones for collaborative, as well as concentrated, heads down work. A reference back to the classic library carrel, Conduit has introduced both integrated and freestanding carrels in a variety of sizes to allow for maximum planning flexibility. The individual sized carrels offer individuals respite from many of the issues experienced in the open office, while the double wide carrels allow two individuals to quietly collaborate among their peers.

2. Access to power and data

   The wholly integrated Power Wall helps create workspaces untethered from fixed power alternatives, while a robust electrical connection under the work surface minimizes the number of cords running to the wall from the desk. Conduit also has a table top mounted power solution that allows for easy, quick connect for the user’s personal devices.

3. Customization/flexibility/personalization

   One of Conduit’s greatest strengths is in the simplicity of design. By decreasing the number of parts and maximizing how it can be configured, Conduit allows businesses to design branching systems with versatile work zones, while allowing them to reconfigure the same product suite into traditional benching layouts with ease. The top of the rail uses a universal mount system that allows the Conduit to grow and change over time with the addition of accessories such as privacy panels, shelves, lighting and coat racks, while the side of the Top Rail accepts tables and carrels, as well as organization and storage accessories. With the addition of height adjustable work surfaces, the system can satisfy any range of planning needs.

With a subtle nod to the Post-Modern revival, Conduit uses a unique combination of mixed materials to offer choice in a variety of styles and design aesthetics—from brass detailing to a spectrum of fabrics, textiles and work surfaces in laminate and veneer.

Conduit System was named an Interior Design HiP Honoree in Workplace: Systems and won a Gold in Furniture Systems and Silver in Furniture Benching in Contract’s Best of NeoCon Awards.

The need for adaptive furniture is another trend emerging at NeoCon 2017. Gensler debuted HALO from Halcon, a conference furniture that brings innovation and elegance to corporate meeting spaces. Conference tables are encircled by the HALO edge, providing connectivity and unique protection with revolutionary impact-resistance. Any chair striking the table edge is defended from damage by HALO’s perimeter profile. Table surfaces are equally protected, remaining pure in material and form with power and data cleanly integrated into the HALO edge.

HALO for Halcon. Image: Halcon.

Modern sideboard storage and bench options complement HALO tables and can be configured to meet any need. Modules accommodate refrigeration, cutlery, waste bins, glassware and more. Mix-and-match components create a solution tailored to unique meeting spaces.

Halcon – Halo Conference Furniture won Contract’s Best of Competition and Gold in the Conference Room Furniture category.

Another trend at NeoCon: the focus on wellness, and the influence of hospitality spaces continues to expand. As activity and wellness are being integrated into creative spaces for live, work and play, everyday spaces are increasingly being designed to encourage collaboration, connectivity and even competition.

To bring that essence of movement and performance materials into a textile collection for furniture, Gensler partnered with Carnegie to introduce PFRM, an energetic upholstery collection that draws its inspiration from the strength, durability and boldness of modern athletic apparel. The eight-pattern collection aims to deliver function, comfort and durability through high-performance material technology. PFRM translates the spirit of sport activities and clothing to an upholstery collection that feels fresh, youthful and athletic. The designs are offered in a range of colors varying from energetic brights to soothing monochromes, with a tactile nature. The collection incorporates cutting edge fiber, knit and lamination technologies. PRFM won Contract’s Innovation Award in the Textile: Upholstery category.

PRFM Fabric with Carnegie. Image: Carnegie.

If you have further questions about these products or Gensler's Product Design services, please contact Daniel Stromborg.

Daniel Stromborg joined Gensler in 2014 as the Southwest Region's director of Product Design. He is now a global practice area leader, having applied his insights and industry experience to inspire design teams to translate Gensler’s voice and vision into tangible products for workplace and lifestyle environments. He previously led design teams on projects with Knoll, Herman Miller, OXO, Boeing, Elizabeth Arden, RealD and Crate & Barrel. Daniel has been honored with several industry and peer awards, including “Best of NeoCon.” He studied Interior Architecture at The School of the Art Institute of Chicago and Environmental Design at The Art Center of Design in Pasadena. Contact him at Daniel_Stromborg@gensler.com.

Fueled by aspirations to be associated with the digital revolution, many banks, insurance companies and even law firms are strategically identifying their offerings as technology-driven, embracing tech as a core part of their identity. Meanwhile, many tech companies are moving away from this label, acknowledging that technology is simply a medium—not the message—for what they do, and technology alone isn’t a marketplace differentiator.

It’s a larger trend that’s surfacing across multiple industries around the globe. Financial institutions are distancing themselves from simply being known as aiding in transactions and providing monetary services. These organizations are emphasizing that they are now in the business of technology, founded on the belief that they are creating data and metrics that have inherently changed their business model. On the other hand, many companies in the San Francisco Bay Area and beyond are pivoting away from being known as a “tech” company in hopes that consumers view their offering with greater purpose through products and services that truly enhance our lives. For either industry, though, it seems that introducing these new labels will create confusion in the marketplace.

As Jeff Bezos once said, “Your brand is what people say about you when you’re not in the room,” and from the outside looking in I would argue that consumers see finance as finance and tech as tech.

Since these companies are self-selecting a label other than what most would describe them by, it creates a gap in understanding and ability for consumers to speak as true advocates of the products and services that these companies deliver on. There is a misalignment between how these organizations view themselves internally versus how their consumer base would articulate what they do. Organizations rely on their mission and value proposition to communicate their business focus, so why are these organizations making this shift and how can they help consumers understand what they are really selling?

Technology companies understand that tech is a platform and a means to an end, while other industries are attempting to reap the benefits by classifying themselves as a “tech” company. By redefining who they are and what they stand for, especially in an industry like finance, it gives companies access to a new pool of talent, different approaches to thinking and problem solving, as well as investment money that may not have been otherwise available.

Various financial institutions are creating shared community spaces like cafes and lab spaces to shape the future of what their brand will become and help people understand who they are now. These places give consumers and employees a safe place to experience the brand first hand. These new venues enable aspiring millennials to find career opportunities in what may have once been considered an unconventional organization. By redefining what they do and putting it into practice with a physical manifestation, traditionally non-tech companies can gain advantages in the marketplace around talent, funding and more.

On the other hand, a prominent business social networking platform, for instance, wants to be known for being more than just a cool app because it’s what their tool does that really matters. They are in the business of bettering people’s lives by connecting a global workforce through a powerful network. They see their workspace as a vessel to articulate culturally relevant messages about who they are and what they stand for to their workforce. Technology in and of itself is just a means to an end, and companies are creating meaningful services that are often categorized too easily under one umbrella. It’s when these companies understand that “tech” is only just a label that they can then begin to differentiate themselves and drive long term interest and brand loyalty. The key for technology companies is to help consumers understand why a product or service is going to enhance our lives.

Brands must rely on consumers, employees and influencers to broadcast their message about what they do and the experiences they create. Organizations need to look at all channels to convey that message, including virtual and physical experiences where people can understand the brand first hand. It is an interactive, experiential process that takes time to develop and nurture. While the label “tech” has become mainstream, and many companies are trying to jump on the bandwagon to tap into the benefits, we can already see other organizations trying to distance themselves from the very same identity.

Jennifer Gebhardt is a regional Brand Design practice area leader and works with her clients to understand their culture and values. She communicates those ideals to both brand and workplace design teams, assuring brand is an essential piece of every project. Contact her at Jennifer_Gebhardt @gensler.com.

Kaye Scholer © Garrett Rowland, courtesy of Gensler

This article first appeared in NJALA’s April newsletter

Most law firms in New Jersey have been slow to adopt modern office trends. I’m not talking about slick, glossy interiors that look like they belong in a magazine. I’m referring to spaces that have outdated planning metrics and are not adaptable as technology continually evolves. The fact is most of these firms lease more space than they need!

The legal industry and most other industries are reshaping their workplaces. The most innovative of the bunch are taking less space and collaborating more. Traditional Partner office that can easily fit a small car in them are going away! Those “me” spaces are so much better appropriated for “we” spaces. Spaces in which you can see each other, and, ‘gasp’, even talk to each other! The younger talent is looking for the more dynamic and flexible workspaces.

More progressive law firms have already adopted a single size office with glass fronts for all partners and associates. This universal office averages in sizes between 120 square feet (10’ W x12’ D) and 150 square feet (10’ wide x 15’ deep). While the footprint has been reduced, the function has not.

Efficient furniture can still provide ample storage and meeting areas. Paper will continue to decrease from the landscape of the lawyer’s office. Scanning and digitizing of most paperwork has created drastic reductions of storage. Tablets with touch screen technology allow for easy document review. Moving forward, this technology will continue to improve allowing for more content to be viewed and manipulated, continuing to decrease the need for paper.

Kaye Scholer © Garrett Rowland, courtesy of Gensler

The square footage previously taken up by the offices can now be used for more collaborative and communal spaces. Although private offices are very effective for quiet concentrated focus work, too much time in the office may inhibit creativity and innovation. Having the choice to work with others in a wider variety of spaces, including conference rooms, open areas and lounges, provides more opportunity for workplace performance.

The most progressive law firms have already started adopting open plan concepts. These early adopters, mostly in the UK, have some or all lawyers working at desks in the open. These open plan spaces only work when there is still a choice provided in where you can work. Private booths and enclosed rooms for focused quiet work are still needed.

While these office changes have helped bring focus on teamwork there has been a growing emphasis on quality of life concerns. This is leading to next shift on the horizon for legal workplace design – working remotely.

Morgan Lewis + Bockius LLP announced that starting May 1, 2017 they will be implementing a formal remote-working program for associates in the firm’s US and UK offices. Firm chair Jami McKeon said, ‘Our clients have long recognized the value and effectiveness of remote working programs, and we know these programs work well. It is well established that they provide significant benefits for the individuals without any reduction in the quality or level of service.”

Confidential Law Firm © Garrett Rowland, courtesy of Gensler

According to a 2016 Society for Human Resources Management Survey, sixty percent of companies allow their employees to telecommute. A recent Gallup poll found that remote working in the legal industry increased by 2 percent from 2012 to 2016.

Leveraging technology makes this telecommuting shift possible. Enforcing specific procedures and policies makes the work-life balance achievable. The workplace needs to follow and be even more creative and have spaces that prioritizes both individual and group work.

Whether your firm is ready to embrace single size interior offices using more wireless technology or take advantage of open floor plans, the industry has begun to switch gears. The talent war demands change.

One design solution does not fit all firms but it is clear that the private office stands poised for a re-definition. A balanced workplace supports focus work while embracing a chemistry of collaboration, learning and socializing behaviors that could unlock the next level of legal workplace performance.

The U.S. Workplace Survey 2016 is the most recent installment in Gensler’s 10-year Workplace Survey research effort., providing critical insight into how workplace design drives creativity and innovation, and impacts employee experience. The report outlines the state of the legal industry within the context of our latest research findings.

In today’s competitive legal environment, having an effective workplace strategy is an imperative to effectively manage costs without sacrificing employee performance and innovation. Contact Jennifer, a Gensler industry expert to learn more about how Gensler can help clients drive business performance through workplace design.

Jennifer Ellis-Rosa is a senior associate and senior interior designer in Gensler’s Morristown office. Her extensive professional services experience includes projects for various clients in the legal industry such as Connell Foley LLP, Greenberg Traurig, LLP, Day Pitney LLP, and Proskauer Rose LLP. She is an active member of the New Jersey Association of Legal Administrators (NJALA). Contact her at jennifer_ellis-rosa@gensler.com.