Forces from technology to globalization to a new generation of workers are leading fundamental changes to where, how, and whentoday’s knowledge workers perform their jobs. The confluence of these forces is resulting in new performance drivers for today’sworkplace and a series of new and exciting questions about whatthe workplace is—and more importantly—what it should be.
Gensler's 2013 survey represents the most recent iterationo ongoing research on the connection between workplacedesign and perormance.
Our last survey took place in 2008, just prior to the worst economic downturn since the GreatDepression with a U.S. unemployment rate of 5.7. We stoodat the cusp of a technological revolution of communication andinformationsharing. Twitter had just launched and Facebookhad less than 100 million users. The iPhone hadn’t celebratedits first birthday and the Millennials now entering officesacross the U.S. were celebrating their Sweet Sixteens.It goes without saying, the world in 2013 is a different place.Technological innovation has revolutionized how we create,share and communicate. Today's world is connected like neverbefore, but new connections mean new distractions and for manya compromised ability to focus. Globalization and urbanizationcontinue to shift the business landscape. Seventyfive percent of the world's population is expected to live in cities by 2050 andover fourfifths of Americans live in cities today. Urban areas areincreasingly understood as drivers of economic growth, culture andinnovation, resulting in new demands and constraints on space.Seen in 2013, workplace performance exists not only in conjunctionwith business success but with the character, form and success of our cities. We increasingly see the workplace not as the sole locationfor work, but as the vital connection among myriad locations inwhich work happens.
From desks and meeting rooms to co-workspaces, airports and hotels, today's knowledge work happensnot just at the scale o people and oices, but at the scale o buildings, cities and ultimately the globe.
It is in this context thatwe continue to explore questions of focus, balance and choice intoday's, and tomorrow's, highperformance work environments.
U.S. WORKERS ARESTRUGGLING TOWORK EFFECTIVELY.
A CONFLUENCE OF FACTORS—FROMECONOMIC CHALLENGES TO LONGERWORKDAYS—ARE COMPROMISINGTHE ABILITY TO GET WORK DONE.
EFFECTIVEWORKPLACESBALANCE FOCUS ANDCOLLABORATION.
WORKPLACES DESIGNED TO ENABLECOLLABORATION WITHOUTSACRIFICING EMPLOYEES' ABILITY TOFOCUS ARE MORE SUCCESSFUL.
CHOICE DRIVESPERFORMANCE ANDINNOVATION.
EMPLOYERS WHO PROVIDE A SPECTRUMOF CHOICES FOR WHEN AND WHERE TOWORK ARE SEEN AS MORE INNOVATIVE ANDHAVE HIGHER-PERFORMING EMPLOYEES.
GENSLER'S WORKPLACE RESEARCH TIMELINE
WorkplacePerformanceIndex developedWPI growth andrefinement: newmodules added,8 languages,11 industries,trademarkedWorkplacePerformanceIndex hits
respondentsNew U.S.WorkplaceSurveyU.S. + U.K.WorkplaceSurveyU.S. WorkplaceSurveyU.K. WorkplaceSurvey