worklife: the age of social work

The Changing Nature of Work | presentation outline

Worklife: the age of social work

Presented by Cia Mooney, IDSAIDC Victoria April 4 2014

“When I can work from anywhere, why should I come to the office?”

The Changing Nature of Work | presentation

Cia Mooney, IDSA | Victoria April 2014

What is the changing nature of work?

We are digitally connected in ways that have profoundly changed the way we work freeing us to choose when, where and how we work.

To create a compelling workplace that fuels both humans and organizations, design will increasingly integrate the attributes of simplicity, sustainability and well-being into our spaces, products and furniture. Technology will become more seamless and pervasive.Social work, while becoming the new normal, will respect our differences and provide for a diversity of behaviors. Learning is becoming lifelong.

A Creative Era

Today, we live in an era of heightened creativity, connectivity and transparency.The lines between where we work and how we work are blurring, yet there are fundamental principles that influence and inspire design for the activity we call “work”.

• Simplicity• Sustainability• Well-being

Simplicity Simplicity is the condition of being easy to understand. In design, simplicity is achieved through a rigorous act of refinement resulting in a clarity of intent. Restraint does not mean soulless.

Reference: Oxford Dictionary

Sustainability is the conscious and enduring act of meeting the needs of the present without compromising future generations.

Reference: United Nations, Brundtland Commission

Sustainability

Well-being Well-being is the satisfaction of an individual’s values, goals and needs in the context of the culture in which they live.

Reference: World Health Organization

farmfarm factoryfactory infoinfo creativecreative

What other influences are changing the nature of work?

An integrated worklife

The shift from “work-life balance” to an “integrated worklife”.

Integration means that the boundaries between home, family, friends, play and work are more seamless. Social media and technology connect us as never before.

People are the key dynamic factor in the workplace bringing new attitudes, behaviors and needs to how they organize worklife.

Today, work is dispersed.

• As of 2008, 1 in 5 Canadians works from home.

• > 50 million Americans will work from home at least 1 day a week in the next 5 years.

• 70 % of all US employees work from alternate locations (not just home) on a regular basis.

• A growth in new administrative roles will emerge to manage virtual and physical assets with off-site teams, like booking a desk or setting virtual meetings.

Oh, and by 2025, 5 billion of us will be connected to one another by digital devices!

source: Statistics Canada, Forbes and Forrester Research

A Cisco Systems study "shows that virtual teams can take up to four times as long to build trust than face-to-face teams.”

How can design help?

http://www.iftf.org/future-now/article-detail/face-to-face-in-the-virtual-workplace/#sthash.ZIK25nIh.dpuf

How do wemanage fromafar?

• A study of 32 Fortune 500 global companies with 1.5

million workers found that more than 25% of workers do

not work in a traditional workspace, yet 73% of these

companies still assign a workspace to these employees.

• 44% of the time employees are away from their desk.

How mobile isthe workforcetoday?

http://www.teknion.com/ebooks/PhoneBoothes-Mailboxes.pdf

“We threw out 900,000 pieces of paper.”CBRE’s head of workplace strategy on their newoffices where each person has one file drawerand no assigned office.

The mobile and untethered worker means employees are free to roam, carry their work on their devices or in the cloud and find a desk in any workspace neighborhood.

• The “Engagement Workplace”1 – a portal by the corporation servicing and uniting the workforce. Leveraging social tools.

• Placing limits on the physical nature of personal archives and paper files, yet supporting personalization of workspace through video bios, employee wall and accessories. • Supporting casual collaboration and collisions

• The rise of the phone booth

• Fixed hotel -- monitor and keyboards that anyone can use.

• BYOD – bring your own device to work.

1 Forrester Research

CBRE Los AngelesGensler

Conspicuous culture

As branding continues to express corporate mandates, the physical assets of the company become beacons to attract and retain the best.

The global movement towardssustainability is leading to a search for authenticity, not just in the material goods of our world, but in the culture of business.

Buildings. Interior Spaces. Furniture. Vibe. Services. Experiences.

Google culture with hyper color and form. (Ireland)

Nike culture and conspicuous sustainability. (London HQ)

Nikeby UK Rosie Lee

The immersive office will read, sense and respond to the needs of users, the building and the enterprise.

Wireless and ubiquitous connectivitywill link us to interior spaces as never before -- 360º virtual meetings,sensorial spaces and a sense of “being there” will increase the realistic feel of our interactions. Yet, humans are analogue and face-to-face is still the preferred dialogue.

Smart Spaces

- Cia Mooney, IDSA | Victoria April 2014

Work is accessible anywhere and at any time. Data is growing.

Wireless everywhere means we don’t really need a home base, just great tools and software.

Virtual and immersive technologies will soon let us scour vast data streams, touch them, move them, zoom in and out…at wall size.

Data visualization will increase the need for better screens, digital wallpaper, e-paper, etc.

Today's work is fluid and in the cloud.

Smart Spaces

University of Dayton

Smart Spaces

Virtual ReceptionistFox Architects Concept

Smart Spaces

Write-able colored wallsSmith Group Concept

- Cia Mooney, IDSA | Victoria April 2014

The rise of woman leaders.

84% of US Fortune 500 corporations now have a woman on their board. 1

Feminine values are ascendant.Emphasizes cooperation, long-term thinking, and flexibility. 2

Athenaat Work

1 Women change the dynamics of the workplace for the better.LinkedIn, James Caan2 The Athena Doctrine, John Gerzema ImIage: Marissa Mayer, CEO + President, Yahoo

A survey of 64,000 people in thirteen countries across a wide swath of cultural, political and economic diversity.

Global and local

Work is no longer confined to place and time. A global 24/7 clock is our timekeeper posing new challenges in human-to-human workstyles.

“Creative clusters” are increasing as geo-locations attractive to GenY and the start-up nation culture.

(Brooklyn, Portland, Seattle, Austin, San Francisco, Toronto)

2 - Cia Mooney, IDSA | Victoria April 2014

Work is aboutidea creation.

The new workplace is a media-rich environment that is more open, casual and social supporting idea creation.

Adaptable spaces for team collaboration, digital immersion, virtual interaction, reflective thought and personal rejuvenation.

Spaces are transitioning from fixed, opaque and hard to more flexible, porous and soft.

Lose the hierarchy.

Make work approachable and everywhere-made.

Make spaces and objects simple, friendly and smart.

Inject color, material richness, art and humor.

Ignite inspiration with refined details and clean execution. Surprise us.

Be honest about ingredients and super green.

Supportingidea creation.

F 015 Mobile OfficeMercedes

Work on WheelsIDEO

• Multiple zones for diverse work types

• Pervasive tech and wireless

• Virtual/immersive conferencing • Casual meetings at diverse heights

• Whiteboard-everywhere culture

• Communal work zones at different heights

• Hybrid zones for dispersed/project work

and spaces a team can own for awhile

• In-between spaces flex for social events

• Fewer owned private offices, but smaller,

quiet boxes…some transparent.

• Coworking and mobile workspaces

• Simpler spaces with best tools.• Smaller break areas/bars, not the big café.

• Get-away or i-spaces for focused work.

What ideaworkneeds

Building community is the vital focus of

organizational culture. From Liberating

Structures to an intense focus on

communication tools and messaging, the

new enterprise is built for social work.

One Shelley Street – Macquarie, SydneyClive Wilkinson

About GenerationsHuman behavior at work

social work open planheads-down

dwell meetencounters and commons

retreat

create

The changing natureof work is aboutcreation and co-creation.

co-creators32

co-creators

Who’s at worktoday? More generations are at work representing

greater diversity than ever before.

Organizations are flattening. Spaces are being crimped as real estate assets are scrutinized. Four generations are working, some longer than expected. Boomers will start to exit in the next 10 years, but many will have stay on with “encore” careers.

Gen Y70m+

Gen X45m+

Boomer76m

1945-1965

1966-1979

1980-2000

Veteran55m

1925-1944

Where is worktoday?

The third place.

“To comprehend the importance of the informal public life of our society is to become concerned for its future. The first and most

important function of third spaces is that of uniting people.”

The Great Good Place, Ray Oldenburg

Beyond the office.

airportlibrary

The 4th place. Coworking + the rise of independence.

Grind SpacesNew York City

MetaLabVictoria, BC

(1005 Langley Street)

Indy HallPhiladelphia

NeueHouseNew York City

CoworkingSofia, Bulgaira

MakerhausSeattle, WA

GenY: The Millenials, The Digital Natives,Echo Boomers

Gen Y70m+

Gen X45m+

Boomer76m

1945-1965

1966-1979

1980-2000

Veteran55m

1925-1944

Gen Y is the most ethnically diverse generation the US has ever known.

1 in 3 is non-Caucasian.

They have grown up in a media-rich and instant news world.• You Tube• Facebook• Twitter• Virginia Tech• Oklahoma City• Columbine• September 11th

• Iraq War

Emergent influence of the generation known as GenY or the Millenials, a tribe of 70+ million strong. They are “extreme collaborators”.

They seek:

• Transparent organizations. Make work is visible. See the big picture. More likely to question the authority of leaders in the workplace.

• They seek philanthropic organizations. Those who “do good” attract GenY. Sensitive to visualsin motivating their senses (interiors).

• They seek continuous learning and mentoring with rewards. They relied on professors and parents for advice. Closer to Boomers. for brands -- “Help us belong and help us feel significant. Where am I in this story?” Graham Browne, Mobile Youth

We will be our own boss.

• This is the entrepreneurial generation. Many will have started businesses in college. Believe money does not buy happiness.

The reason Johnny matters is that heexemplifies the “virtual mediator” – one whoserecommendations and advice are followedby others. He may be a businessman witha t-shirt company, but he also recommendspostural changes during the work day. Hispoint of view is respected by his followersand this is one way GenY adopts its beliefsystem. Organizations seeking ways tointeract with GenY can look to the generation’s thought leaders for inspiration.

http://www.johnnycupcakes.com

Millennial workers are less likely to see their long-term future as being tied to their current employer.1 Most will have multiple jobs and stay for 2-5 years on average with employer.

Comfortable “over-sharing” information, GenY managers and their teammates benefitfrom training regarding corporate privacy and confidentiality.

1 Research Brief from the 2009 NBES, Ethics Resource Center

Access to food/beverage, power and wireless top the “wants” for GenY. The expectation for pervasive and best-of-class technology will effect employment choices.

A common global behavior – the frequent use of active and passive technology. Passive is just being “live” with another, but not actively interfacing, ex. leaving video chat on while doing other work.

Reference: Forrester Research

GenX: “Boomerang” Generation, “Friends”Generation

Gen X is the first generation exposed to the break-up of institutions – government, family and job expectations. Squeezed by economic downturn in ‘80s.

Work-life balance is important.

They grew up as independently-minded and adaptable children due to --• High parental divorce rate• First latch-key children• Witnessed Watergate • MTV and rise of music video • Better at saving• Marrying later – late 20s/early 30s• Accepting of social diversity• Tech-savvy

Reference: Value Options, Wikipedia, Am. Bar Assoc. Gen Y70m+

Gen X45m+

Boomer76m

1946-1964

1965-1980

1981-2000

Veteran55m

1925-1944

content to add

With independent mindset, GenX can be skeptical, cautious and pragmatic. They arebetter educated than their parents with moredegrees achieved (40% have a BA or higher).Many are employed in professions that require continuing education.

• More GenX stay married than their Boomer parents.• 83% state that marriage and a happy family life are very important. Divorce is on the decline since 1996 (US Census Bureau).• 29% volunteer in community• 79% of GenX women work

Reference: University of Mich. Longitudinal Study, Social Marketing Org.

Gen X at work is comfortable with boss hierarchy more than GenY and content in a more structured environment than GenY.

GenX is seen as strong managers and problem-solvers, but weaker in “displaying executive presence”.

GenX ranks workplace flexibility (flex time) as an important perk.

Reference: The Intelligence Group, Business Insider

Baby Boomers: Boomers, Generation Jones

Gen Y70m+

Gen X45m+

Boomer76m

1945-1965

1966-1979

1980-2000

Veteran55m

1925-1944

Born after WWII, the baby boom and suburban growth coincided.

Resistant in their youth to over-reach by government and prone to acts of civil disobedience.

• Rejected tradition• Protested Vietnam War• Woodstock• Witnessed Watergate • Mickey Mouse Club• Womens’ Liberation Movement• High divorce rate• Less adaptable as get older• Money-makers, wealth-makers• An “idealized” generation

Boomers

Reference: http://www.history.com

By 2020, 25% of US employees will be at least 55 years old.

Beginning to exit their jobs and move on to other careers (encore careers) over the next 10 years. Many are delayingretirement due to lost savings or lack of savings. This may result in job-sharing, more flex work or part-time work for Boomers.

Boomers are strong executives and team-builders.

Reference: Wikipedia, Value Options

The Introvertand The Extrovert

The open plan spaces so dominant in the workplace today are under attack by users who find it hard to concentrate. We need different places at work, not one solution.

How does this effect design thinking?

The Quiet Zone

“Introversion is a preference for spaces that are not over-stimulating. Nearly 30% of the workforce is made up of introverts.” 1

Introverts require a slower pace and more methodical approach to work, as contemplation and concentration are strengths to promote.

Introverts are Knowledge Workers and enormously creative (Steve Wozniak, for one), but they value solitude for deep thought. Flex time for work at home or off-site is a benefit.

• Gensler survey of 2000 Knowledge workers:

77% of survey respondents prefer quiet when they need to focus; 69% are dissatisfied with noise levels at their primary workspace.

1 Quiet by Susan Cain

One Shelley StreetClive Wilkinson + WoodsBagot

Microsoftby Studio O+A

Examples of Product and SpacesReflecting the changing nature of work

Simplicity

Gramercy ParkJohn Pawson

OfficeJohn Pawson

Quiet material richness.

Law OfficeNelson Resende , Portugal

Scoular Law OfficeJohn Gutierrez, Aukland

Scoular Law OfficeJohn Guttierez, Aukland

NykreditCopenhagen

Burges Salmon Law OfficeSheppard Robson Bristol UK

73 confidentiality,acoustic privacy

in a mono-material

Burges Salmon Law OfficeSheppard Robson Bristol UK

74 confidentiality +acoustic privacy

+ADDfiftythree, NYC

Space within a spaceRoom within a room

Encourage creativity and independent thinking.

+ADDfiftythree, NYC

BPGM Law Officefgmf arquitetos

Work4TankVOA concept

event space

Office Amsterdami29

mono-material

Office Amsterdami29

Social space Amsterdami29

color blocking

PinterestAll of the Above + First Office, San Francisco

Transparency andvisibility.

PinterestAll of the Above and First Office, San Francisco

AirbnbGensler, San Francisco

TonicWatson, Seattle area

TonicWatson

airbnbSan Francisco HQ with Tonic benching

Room11 Hobart, Tasmania

Sustainability

CiscoO+A San Francisco

sustainability examples continued.

AdobeLEED CI Platinum, San Jose

AdobeLEED CI Platinum, San JoseMicrosoft Vienna

Innocad

Microsoft ViennaInnocad

sustainability examples continued.

AdrollBoor Bridges, San Francisco

Bullitt CenterLiving Building Challenge, Seattle

A Living Building.The Greenest Building in the World.

The Bullitt Center — instead of pursuing just net zero energy, net zero water, net zero carbon, composting toilets, toxic-free materials, 80+ percent day lighting using high-performance windows — chose all-of-the-above for a six-story urban infill project in a dense neighborhood in Seattle.

Well-being The drive towards well-being is altering the way workplace products are being designed.

There is a new appreciation for the health of the human body and mind, especially in a sedentary and screen-centric world.

Agile, living, adaptable, harmonious, organic, bio-anything, wearable…all are words used to describe consumer goods and workplace products.

Design OfficeSpain

Selgas Cano Design OfficeMadrid, Spain

Cia Mooney, IDSA | Victoria April 2014 Stand and meet.

Brooklyn BouldersSommerville, MA

HDRUnilever NJ

Height and monitor adjustable Sedus, Germany

Height and monitor adjustable CBRE offices, LA

Height adjustable Watson

Connecting brand, space and people.

Coca Cola is about “delivering happiness”.

Coca-Cola Toronto HQby figure3

image by Steve Tsai

airbnbSan Francisco, CA

“Giving employees the freedom to roam the workplace as if it were home.”

Gensler, Interior Design FairLiving green wall.

Gensler, Interior Design Fair

Hubs connected with views out.

Gensler, Interior Design FairHubs connected with views out.

tbw/chiat/daySan Francisco, CA

Clive Wilkinson Architects

Transparency and Privacy

The rise of the “idea” as the work product and an accelerated drive for innovation means a conflicting role for transparency and privacy.

well-being examples continued.

VCU brandcenterRichmond, Virginia

Clive Wilkinson Architects

WorkbayVitra

picture to come

GoogleJump Studios. Madrid, Spain

Work BoxVitra

PublicHerman Miller

WorkbayVitra

Idea-led Innovation Spaces

Stanford Universityd-School

MITMedia Lab

FinalThoughtsBuild a whiteboard culturewhere ideas and people can thrive.

(by TYN Architects, Norway)

• institute of the future - online

• LinkedIn e-office

• LinkedIn Work Republic (eng/french)

• The Shift, The Future or Work is Already Here, Lynda Grafton

• Hot Spots, Lynda Grafton

• http://www.coworkingcanada.ca

• google groups on workplace

• Quiet, The Power of Introverts, Susan Cain

• The Athena Doctrine, John Gerzema & Michael D’Antonio

Reference

Please feel free to contact me at -- hello@ciamooney.com

www.ciamooney.com•twitter @ciamooney•pinterest.com/ciamooney•linkedin.com/in/ciamooney

Please note that all images contained herein are the property of the architectural firms, designers and manufacturers noted. No reproduction of the imagery is granted without the direct permission of the respective owners.

The EndThank you.

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