the future of work - 2020 uli fall meetingfuture of design s ure l02 l03 roof to better interface...

THE FUTURE OF WORK

Creating a Great Experience to Optimize Performance

73,000,000

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

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

I

ASIA WORKPLACE SURVEY 2016

U.K. WORKPLACE SURVEY 2016

Rio de Janeiro

São Paulo

Santiago

Medellín

México DF

San José

Bogotá

Lima

BuenosAires

LATIN AMERICA WORKPLACE SURVEY 2017

2005U.K. WORKPLACE SURVEY

GENSLER’S WORKPLACE

RESEARCH

2006U.S. Workplace Survey

2005U.K. Workplace Survey

HISTORY OF GENSLER WORKPLACE RESEARCH

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

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

KEY FINDINGS: KEY FINDINGS:

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

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

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

2006U.S. WORKPLACE SURVEY

GENSLER’S WORKPLACE

RESEARCH


2005U.K. Workplace Survey

HISTORY OF GENSLER WORKPLACE RESEARCH

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

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

KEY FINDINGS: KEY FINDINGS:

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

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

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

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


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

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

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

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

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

KEY FINDINGS: KEY FINDINGS: KEY FINDINGS:

22squared, Atlanta, GA

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





















EFFICIENCY

Typewriter Desktop Laptop Cloud

EFFECTIVENESS ?

Busi

ness

Perf

orm

ance

Empl

oyee

Enga

gem

ent

Wor

kpla

ceEf

fect

iven

ess

PEOPLE NEED AN EFFECTIVE PLACE TO WORK

BALANCE AND CHOICE DRIVE THE MOST EFFECTIVE WORKPLACES

Busi

ness

Perf

orm

ance

Empl

oyee

Enga

gem

ent

Wor

kpla

ceEf

fect

iven

ess

Expe

rien

ce

BUT TO EXCEL, PEOPLE WANT A GREAT EXPERIENCE

People-Centric

Experience

Engagement

EQ

A PLACE YOU HAVE TO GO

A PLACE YOU WANT TO BE

Tech-Focused

Efficiency

Effectiveness

People Want To

FOCUS + COLLABORATE

Marriott Headquarters, Maryland

45%

45%

People Want

Current CurrentIdeal IdealOPEN PRIVATE

DEGREES OF OPENNESS

7%

28%

20% 6%

23%

16%

11%

26%

28%

8%

20%

7%

TOTALLY OPENNo walls—everyone in the organization sits together.

DEGREES OF OPENNESS

MOSTLY OPENWith on-demand private space;

offices only when required by role.

SOMEWHAT OPENFew in private offices; desks with

low/medium panels for privacy.

SHARED OFFICESMostly shared offices/team rooms that sit 3-6 people.

MOSTLY PRIVATEIndividual offices for most; therest have medium/high panels.

TOTALLY PRIVATEAn enclosed, individual work environment for everyone.

People Want

WORK-FOCUSED AMENITIES

Capital One, Virginia

Amenities that Deliver the Highest

EFFECTIVENESS & EXPERIENCEINNOVATION HUB

MAKER SPACE

QUIET/TECH-FREE ZONE

FOCUS ROOMS

OUTDOOR WORKSPACES

WORK CAFE

CAFETERIA

BREAK ROOM/LOUNGES

VALU

E

EFFECTIVENESS (WPI) EXPERIENCE (EXI)+11

+11

+10

+9

+9

+8

+4

+1

+16

+14

+14

+13

+13

+12

+6

+2

HAVE IT

DON’T HAVE IT

People Want

COWORKING

HanaHaus, California

14%OF EMPLOYEES AT LARGE COMPANIES USE COWORKING SPACES REGULARLY

Time Spent

COWORKING

LESS THAN 4 HOURS

4 -8 HOURS

8-12 HOURS

12-16 HOURS

40%

30%

20%

10%

0%

24% 23%

6%3%

2%0.8% 1.6%

0.3% 0.3%

39%

16-20 HOURS

24-28HOURS

28-32HOURS

20-24HOURS

32-36HOURS

36 HOURS+

PERCENT OF AVERAGE WORK WEEK: Percent of average week spent in coworking spaces by percent of respondents.

LESS THAN

1 DAY/WEEK WORKING FROM COWORKING SPACE

Nestlé USA, Virginia

People Want

PURPOSE

THE FUTURE OF WORK TODAY

SPACE BEHAVIORS CONNECT CULTURE

SPACE Innovation Hub, Japan

BEHAVIORS Hudson River Trading, New York

CONNECT MathWorks Lakeside, Massachusetts

CULTURE Radio Flyer, Illinois

Great work experiences lead to

BETTER BUSINESS PERFORMANCE

21%41%

10%Gallup’s “State of the American Workplace”

Busines

sPe

rfor

man

ce

Empl

oyee

Engage

men

t

INSIDE-OUT APPROACHFrom the Workplace to the Building

THE GOLD STANDARD FOR OFFICE BUILDINGS HAS SHIFTED

Cloud

ESTEEMECONOMICS EFFECTIVENESS EXPERIENCE

ECONOMICS

ESTEEMECONOMICS

ESTEEMECONOMICS EFFECTIVENESS

Cloud

ESTEEMECONOMICS EFFECTIVENESS EXPERIENCE

Up to 60k SF floor plates

150-250 SF/person

9-12’ ceiling height

Interconnecting Stairs

Offset core

Ample building amenities

Community-based locations

PAST PRESENT 20–25k SF floor plates

250–350 SF/person

8-9’ foot ceiling height

Stacked office floors w/ no interconnection

Center core

Dispersed tenant provided amenities

CBD or suburban

RESILENCE

COMMUNITY AMENITIES RESILENCE RENEWAL

COMMUNITY Marriott Headquarters & Hotel, Maryland

Walk Score

98

P

Walk Score

98

P

Walk Score

98

P

METRO WALK4 min.

9 min.

1 min.

BETHESDA ROW

WOODMONTTRIANGLE

BETHESDA CIRCULATOR

P

METRO WALK4 min.

9 min.

1 min.

BETHESDA ROW

WOODMONTTRIANGLE

BETHESDA CIRCULATOR

P

METRO WALK4 min.

9 min.

1 min.

BETHESDA ROW

WOODMONTTRIANGLE

BETHESDA CIRCULATOR

P

COMMUNITY

UrbanAccess

CommunityAmenities

Marriott Headquarters & Hotel, Maryland

Marriott Headquarters & Hotel, MarylandCOMMUNITY

AMENITIES Terrell Place, Washington, DC

BEFORE

AMENITIES Terrell Place, Washington, DC

RESILENCE Johnson Controls Asia, China

RENEWAL One Westside, CaliforniaOne Westside, California

Existing Exterior Enclosure

The existing enclosed shopping center is internally focused. Large floor plates, interconnecting bridges, and exposed circulation enhance connectivity but the building turns its back on the surrounding context.

One Westside | Los Angeles, CA| 3 Gensler Design Excellence Awards 2019

Shaping the Future of Design

CENTRALLY CARVED EXTERIOR TERRACES

REMOVAL OF EXTERIOR ENCLOSURE

L02

L03

ROOF

To better interface with the city, the existing opaque building facade is removed and replaced with floor to ceiling window wall, exterior circulation, and balconies.

BEFORE








L02

L03

ROOF








L02

L03

ROOF


BEFORE

CREATING A GREAT EXPERIENCE

TO OPTIMIZE PERFORMANCE

JANET POGUE MCLAURINGlobal Workplace Sector Leader, Gensler

STACEYCOHENSenior Director of Corporate Facilities, Services & Real Estate, Marriott

JEFFBARBERFirmwide Design Experience Leader, Gensler

DAWN STRIFFHead of Workplace Solutions, Nestlé USA

DAWN STRIFFHead of Workplace Solutions, Nestlé USA

STACEY COHENSenior Director of Corporate Facilities, Services & Real Estate, Marriott

THE FUTURE OF WORK

Creating a Great Experience to Optimize Performance

THANK YOU!

the future of work - 2020 uli fall meetingfuture of design s ure l02 l03 roof to better interface...

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