WorkplaceOne: The New Norm

by Steve Delfino,

Teknion Corporation

Foreword by

Carl Gustav Magnusson

WorkplaceOne

Published by Teknion
contents
Foreword: The Knowledge of Design by Carl Gustav Magnusson iii
WorkplaceOne: The New Norm 1.01
Investigating the Process of Change 2.01

Trends in the Workplace

The Nine Trends That Matter 3.01

New Workplace Equation

Changes in Thinking: The New Workplace Equation 4.01
Different Thinking: Different Planning 5.01

Planning with WorkplaceOne

WorkplaceOne: A Mixed Plan, a Healthy Environment 6.01
Toward the Future 7.01
 iii

foreword Carl Gustav Magnusson, Industrial Designer connection in open spaces where ample sunlight inspires a feeling of optimism and
expectation of achievement. Layered on this quality of light and space is furniture designed
to equal the aesthetics and performance of finely engineered cars and other objects that
Furniture seldom leads change, but does represent the level of quality to which we aspire.

facilitate it. At last, after half a century, we realize the momentous changes that our contemporary
problems demand. Furniture is ready to address this accelerating challenge.
If one begins with Peter Drucker in the 1920s, one sees his drive reflected in endless rows
and flanks of single pedestal desks in strict military order, each equipped with a typewriter
or adding machine. At the head of these columns, there is perhaps one manager position
occupying the classic 30" by 60" double pedestal desk.

This regimented image of business is reflected in the 1927 film “Metropolis” with its styl-
ized industrial sets and again in the 1980s with “Brazil,” a brilliant film satire of bureau-
cracy. In the private office, the big, heavy desk and credenza symbolized authority, but
also isolated its “owner” from social interaction and communication. In the steno-pool or
a warren of semi-private cubicles, the desk indicated that its user had a “place,” a degree
of job security, but whether cluttered or clean, the desk did not indicate real productivity.
Motivation issued from directives.

During the 1950s, the Quickborner team of German architects, headed by Eberhard and
Wolfgang Schnelle, developed the “Burolandschaft” or “office landscape” concept. This
radical office layout facilitated a new way of working, grouping workers by project in an
open, non-hierarchical environment that helped to increase communication between people.
As it turned out, mobilizing small cohesive groups of workers proved more effective than
handing down orders to the rank and file.

More recently, we have become aware that teams need a closer proximity, not only a
proximity measured in feet and inches, but rather a psychological and social closeness that
generates a sense of being a team with common goals. Today, we maximize interpersonal
Steve Delfino 1.01

“ I cannot say whether things will get better

WorkplaceOne: if we change; what I can say is they must

change if they are to get better.”

the
— Georg Christoph Lichtenberg, 18th c. German scientist

It is said that if you want to get the same results, keep doing things the same way. By infer-
ence, if you want new or better results, something has to change. There has to be a shift in

new norm
one’s thinking, a change in approach, a revision of well-worn strategies.

Such is the case for business leaders who recognize that the well-designed workplace can be a
strategic asset, but also that traditional office design creates barriers to interaction and innovation.
It does not capture the potential of present day knowledge workers who build organizational
value by sharing ideas and information. Today, the workplace must create a framework for
collaboration in order to allow an organization to realize its full potential for innovation.

Our purpose is to take a closer look at how the workplace has evolved and the trends currently
affecting its process, structure and function. We also propose a new approach to planning —
WorkplaceOne — designed to address new ways of working as individuals, as teams and as
members of multi-generational corporate cultures. This approach describes no one solution,
but rather a range of solutions that speak to complexity, diversity and the evolving needs of
people at work.

First, we will take a look at the process of change and some of the more salient trends in
work and workplace design. As I point out, many of these trends are driven by the advent
and acceptance of advanced technologies, but also by new social and economic realities that
require us to revise our concepts of work and to design spaces, tools and strategies to meet the
challenges these new concepts present.
 2.01

Although we live in an era of change — and the acceleration of change through technology

investigating
— innovation seldom occurs overnight. More often, new patterns appear as part of an
evolutionary process. The transformation of the workplace is no exception. It did not occur
as an immediate and radical response to any one new technology or product, but rather
from a convergence of several trends. It took time. Two other examples stand out: the
digital “revolution” and the development of the automotive industry.

the process While the first automatic digital computers built by IBM date back to 1944, these expensive
electromechanical machines were not suited to business applications. In the 1950s, faster,
more versatile and comparatively cheap machines like the IBM 650 were introduced
and quickly became the workhorses of industry. However, it wasn’t until the 1970s that

of change
microcomputers — much smaller, much less expensive — made it possible for individuals
and small businesses to own a computer. Following the launch of the IBM PC in 1981 and
Apple II for home use, computer technology made one quantum leap after another: the
graphical user interface, public email, Web browsers and the first laptop in 1998 followed
by gadgets like PDAs and cell phones offering unimaginable wizardry. The innovations that
created our global village and its myriad digital communities span at least half a century.

In the same way, the automobile, invented over a hundred years ago, has evolved slowly and
steadily, while completely reshaping the urban and rural landscape. A network of freeways,
gas stations, motels and McDonald’s, as well as suburbs and exurban shopping malls all exist
either as infrastructure or because people can drive at relatively high speeds over long distances.

Small innovations sparked big changes: the automatic transmission attracted more drivers
and suburbs flourished; car radios made music and news part of the driving experience; air-
conditioning allowed drivers to travel in comfort in any weather and seat belts addressed
consumers’ safety concerns. Mini-vans and SUVs — formerly known as trucks — gained
popularity and acquired some of the trappings of the office and the home as people spent
more time behind the wheel. CD and DVD players, iPod adapters and GPS units all made
driving more fun. These innovations solved problems and met needs, but at the same time
created new needs. Discovery follows discovery.
Investigating the Process of Change 2.03

In the same manner, the office environment has steadily evolved over the last few decades
— driven by new technologies, but also by broader and more complex trends: economic and
cultural shifts and emerging values such as a concern for how our man-made environment
affects the natural environment. Today’s office looks and functions very differently than
it did twenty years ago, the result of numerous changes and innovations — one alone
cannot be credited.
Each of these factors has an effect on how people think about work and on what sort of
spaces and tools are best suited to their work. Cookie-cutter plans will not suffice. Rather,
there is a need for a range of planning strategies and versatile, well-designed products that
address issues like cost, sustainability and innovation. The “alternative” office has always
been an inaccurate term. Today’s fluid, multi-form office is not a departure from the norm ­— it
is the norm as it has evolved in response to new attitudes, behaviors and needs.

What factors affect workplace design today and will continue to do so in the future?
> a multi-generational workforce, each with a different concept of self and work
> new workstyles that have emerged as a result of new technologies
> collaboration as the dominant work mode
> economic imperatives and the need to minimize real estate costs
> sustainable business practices and “green” design
> trends in style, taste and lifestyle
trends in the workplace
 3.01

An interest in workplace design is not limited

the to architects, designers and facilities managers.

Corporate leaders and workers themselves are

nine trends aware of the workplace as an environment that

can enhance or inhibit productivity. Many com-

that
panies recognize that business performance is a

corollary of good workplace design. With this in

mind, it makes sense to take a closer look at the

matter key trends informing the 21st-century workplace.

the nine trends that matter 3.03

0
Four generations. Who are these people?
trend
The office of 1960 had no computers, no fax, photocopier or teleconferencing equipment.
It was characterized by a strictly ordered plan that placed private offices at the perimeter
and a warren of cubicles at the center. People looked different, too. Men wore shirts and
ties; women skirts and stockings. A hierarchy was securely in place from executives at the
top through middle managers to secretaries and clerks.

Today’s workplace houses four generations of diverse workers — men and women of different
ethnicities who represent cultures from around the world. A successful workplace — one
that is able recruit, retain, manage and motivate people — must embrace diversity and take
into account the different needs and expectations of people who do not see work (or life)
in the same way.

We can define four distinct generations of workers as:

> Traditional (1928 – 1945)
> Boomers (1946 – 1964)
> Generation X (1965 – 1980)
> Millenials or Generation Y (1981 – 1991)

In general, Traditional workers joined the workforce before the social upheavals of the
1960s. Boomers arrived in the ’70s when the proliferation of digital media was still nascent,
while GenX and the Millenials came of age in a Web-based world. At work, these tech-
savvy young workers exhibit high expectations of self, comfort working in teams and a
fluid sense of space. Everyone “owns” all the space. Work can take place anywhere. It’s an
attitude that appears to be analogous to growing up in a networked world where you can
connect with others at any time and any distance; or access any information you need via
your iPhone or BlackBerry.
the nine trends that matter 3.05

A study by the Carroll Thatcher Planning Group, a workplace strategy and design group, fig 1 Traditional

identifies the different attitudes and expectations of these four generations in terms of:
Boomer

1. Desire for color variety

Gen Xer
2. Need for ergonomics
Millenial
3. Want corner office with window
4. Noise tolerance Desire for Need for Want corner Noise Expect Expect
color variety ergonomics office with tolerance professional supplementary
5. Expect professional attire window attire amenities

6. Expect supplementary amenities

To address these vast differences in preference and need, office planning must provide for
variety and choice. A regimented, cookie-cutter approach cannot encompass such a wide
range of what is deemed acceptable in terms of sensory stimulation (color and noise) or
desirable in terms of amenities and behavior (views and professional dress). Success lies in
finding a balance between uniformity — a degree of structure is necessary — and giving
workers the ability to make choices. The challenge is to design appropriate variation.

LOW HIGH
the nine trends that matter 3.07

02
Working outside the box
trend
People increasingly work in places other than their workstation or office. A case study
prepared by Hewlett-Packard and a major office furniture manufacturer, using a technology
developed by HP and tested at the HP facility in Melbourne, Australia, indicates that
employees were utilizing their dedicated space only 38% of the time. Such under-utilization
of space in the office is comparable to the cost of downtime at a manufacturing facility.
“Picture a manufacturing head going to the board and saying ‘I’ve got a great idea. Let’s build a
manufacturing plant that targets 40% utilization.’ He would be laughed out of the boardroom,
yet we are doing this right now in FM.” [2]

In today’s top-performing companies, workers spend more time collaborating and learning
— gathering in meeting rooms, training rooms and team spaces, as well as lounges and
cafés. Yet, many companies have not taken into consideration that dedicated workstations
are being used less and less. The result is less than optimal use of an important physical
resource — space.

The Hewlett-Packard study used motion sensors called “motes” to capture occupancy “at
the seat.” Researchers could then identify what seat is being sat on and when, in order
to accurately read how space was being utilized and if savings could be achieved. The
conclusion? HP workers were utilizing dedicated space only 38% of the time, a number
that led HP to reconfigure the facility and to use offices and meeting rooms differently.
Now utilization averages 50% and at times reaches 90%. The company has reduced its real
estate cost per employee by 55%. [3]

The new reality is that people move around at work and are more productive when they
do. Information gets passed along in brief, casual exchanges just as much as during formal
meetings. The challenge for those charged with creating the office plan is to balance the
need for dedicated spaces that support focused work with the need for immediate access to
shared spaces for collaboration.
the nine trends that matter 3.09

03
Shrinking workstations. Is this my space?
trend
Since the early 1980s, the size of a typical workstation has decreased by 35%–40%. In
1980, a technical employee enjoyed a dedicated workspace of 81-square-feet; today, that
person can expect a workstation of 48-square-feet or smaller. The trend is even less favor-
able to managers, or even executives, who have seen their own space reduced on average to
45%. A manager can now expect an office measuring perhaps 10' x 10' or 8' x 10', which
may or may not offer the privacy of four full-height walls and a door. [4]

The migration of people from private, closed-door offices to workstations providing

standing-height privacy took more than a decade. But in only a few short years, we have
seen a shift from 66" height to 42" height workstations. This rapid shrinking of horizontal
and vertical dimensions — and higher employee density — is the result of a “perfect storm”
of factors:

> With the goal of creating healthy places to work, LEED guidelines for commercial interiors
require 42" panel heights to allow window views and maximize daylight for all workers.
Developed by the U.S. Green Building Council (USGBC), LEED (Leadership in Energy
& Environmental Design) is the recognized standard for measuring building sustainability.
> Emphasis is on team-based work and collaboration.
> The need to reduce costs dictates less individual space — shared space is more cost-efficient
on any given floor plate.
> No one “owns” any given space. Work happens everywhere.
> Workers move within “the office of the moment” at intervals.

Simply put, the challenge is to maintain a feeling of spaciousness and a sense of personal space
while making use of every square inch of real estate. Planning also has to take into account the
need to provide sufficient worksurface and storage to accommodate computers and peripherals,
along with files, supplies, books and other office clutter in a condensed space.
the nine trends that matter 3.11

04
A workstation with a view
trend
How important is sunlight to mental and physical health? It seems an obvious truth that
workers are biological creatures (human beings, not machines) composed of cells that
respond positively to sunlight. In fact, the California Energy Commission has issued a
report on the relationship between windows and office worker performance that concludes
that basic design choices — more natural light, more windows and better ventilation — can
dramatically affect worker alertness, productivity and performance.

One of the more powerful conclusions of the study was that people do their best work
when they can gaze out of a window and see trees and grass. The condition most
significantly associated with better worker performance was having “an attractive view,”
gauged primarily by the size of the view — bigger is better — and secondarily, by higher
vegetation content.[5]

A second study commissioned by the California Energy Commission drew a strong correla-
tion between retail sales and daylight. Heschong Mahone Group, Inc., an architectural
consulting group, using statistical regression models at 73 stores in California, found that
an increase in the annual hours of useful daylight per store was strongly associated with
higher sales.[6]

A similar study undertaken in educational settings was consistent with the retail research
conducted by Heschong Mahone. Researchers found that students who took their lessons
in classrooms with more natural light scored as much as 25% higher on standardized tests
than students in the same school district who did not have the benefit of abundant daylight.
the nine trends that matter 3.13

LEED for Commercial Interiors guidelines also stress access to daylight and views.
Windows and skylights create a connection to nature and can also be part of energy-
efficient design strategies. Lower-height and elevated furniture, glass architectural walls
and the use of lighter colors and surface treatments that reflect light all make the most
of available natural light, while reaping the benefits of lower energy costs and enhanced
employee productivity.

Not so long ago, only those lucky enough to inhabit a private office along the building
perimeter enjoyed daylight views. Today, designers make sure that everyone owns daylight
views. While workers have, in many cases, given up a great deal — office size, workstation
storage, acoustic privacy — the mandate of daylight for all is an important gain. Natural
light is a dynamic element of the built environment that impacts employee mood, health
and behavior.
the nine trends that matter 3.15

05
Collaboration happens anywhere
trend
IBM recently produced a white paper entitled, “The New Collaboration: Enabling Innovation,
Changing The Workplace.” According to the IBM document, “People increasingly work in
places other than their offices — and on teams that draw expertise from virtually anywhere
in the world. They access applications, data and subject matter experts live and across
networks — and others tap into the same information. They employ whatever end-user
device is right for the job to improve productivity — while enhancing the work experience
for themselves and their employees. Today, collaboration is the name of the game.”[7]

In the knowledge economy, sharing experience, information and expertise is critical for
individual and organizational success. That’s why high-performance organizations increas-
ingly emphasize collaboration and look for ways to design opportunities for interaction —
great ideas don’t necessarily occur when seated at a desk or table.

New kinds of workspaces are appearing — and it’s not just about a cool office with a coffee
bar and a pool table. The trend is towards more collaborative spaces designed to help
people share information more easily. Finding the right balance of variable planning —
containing costs through shared space while addressing the occasional need for privacy — is
a challenge. Generally speaking, organizations are opting to dedicate more square feet to
public spaces vs. dedicated workstations and private offices. “Quiet rooms” offer a place
where employees can use their phone or laptop without being disturbed.

A major global architecture, design and consulting firm recently published its 2008
Workplace Survey for the U.S. Among its salient points, the survey noted that success in
a knowledge economy requires a workplace defined by varied and dynamic interactions.
Productivity is no longer characterized by long hours of solitary research, analysis, writing
and creating with the occasional break to confer with colleagues. In today’s most successful
companies, more time is spent collaborating, learning and socializing.
the nine trends that matter 3.17

This behavior seems to come naturally to younger workers — the next generation of
business leaders. “These people may already have been global collaborators at school or
at home. They embrace tech­nology more readily than many of their predecessors. And
they are generally more mobile, contributing to a rapid growth in the numbers of people
working outside conventional office settings.” However, collaboration is a less familiar work
mode for many Boomers and Traditionals bred to see creativity as a solo act and individual
achievement as essential to their place in the organizational hierarchy.[8]

It’s not always easy to balance the desire for privacy with the need to collaborate. Interaction
has to be “designed in” not only as discrete areas for large and small meetings, but by
creating an entire environment conducive to communication, creativity and innovation.
As an example, if one has to book a conference room in order to meet with fellow team
members, the opportunity for collaboration may be lost. Companies require design that
invites contact and participation throughout.
the nine trends that matter 3.19

06
Corporate nomads
trend
As collaboration evolves and becomes a more familiar work mode, it also becomes more
fluid, less tied to place. Workers on the move can collaborate using the telephone, email
and instant messaging, as well as shared bookmarks and wikis that act as a virtual office.
People can shift smoothly from sharing information on their cell phones to participating
in a web-based conference — and thus, work from virtually any point with an occasional
visit to the “home office.”

Recent surveys indicate that 29% of companies are considering a mobile work strategy or
more flexible work options in order to reduce costs, increase productivity and help reduce
employee stress. Such strategies also offer an opportunity to reduce a company’s environ-
mental footprint. It is estimated that if only 40% of companies implemented a mobile work
strategy, in 10 years, the U.S. could save 1.2 billion tons of CO2 and 21 Manhattan’s worth
of carbon emissions per year.[9]

Mobility programs offer significant environmental benefits, and can also slash real estate
costs and translate into improved productivity, work/life balance and quality of life. Sales
reps, consultants and others who occasionally or frequently work off-site rely on networks
rather than buildings for support and the result is often happier workers.

How does the mobility of today’s knowledge worker, and in particular the telecommuting
worker, shape the design of the work environment? Fluctuations in the population of the
office can be addressed with “touchdown” spaces and business centers for those who spend
a significant amount of time off-site, but also require an on-site workspace when visiting
the office for several hours or days. No matter how often people communicate electroni-
cally, workers occasionally need to “land” for face-to-face conversations that build trust,
connection and collective identity.
the nine trends that matter 3.21

07
Space is defined by workstyle, not status
trend
Once a symbol of achievement and rank, the private office is no longer an important goal
for younger workers. In fact, being alone behind a closed door may be experienced not as a
perk, but as punishment. The iPod generation was schooled in “packs,” and a walk through
any high school or college reveals that the days of study carrels are over. Students gather
around a big table. The atmosphere is collaborative as students tap each other for informa-
tion, popping on headphones when they need to focus on an individual task.

Younger workers — who are used to multiple stimuli — don’t need a clearly defined space
in order to do their work. They typically feel that formal meeting places are less important
and are less distracted by noise and activity. They enjoy having quick and easy access to
colleagues, and can work in a café or lounge as well as a conference room.

In addition to the different attitudes and expectations of younger workers, new management
styles have set the stage for planning that does not privilege the private office. Executives
today seek to be more accessible, encouraging open exchange with employees. The enclosed
private office is more likely to be dedicated to those who need acoustical privacy due to the
nature of their job — human resources professionals, financial planners and others engaged
in confidential work.

In a conversation, designer Carl Gustav Magnusson noted that “In the 1960s, IBM copy
machine and typewriter service men had to wear suits to elevate the value perception of service.
But in the ’90s? Dress-down Friday has made the enclosed office paneled in mahogany look
silly.” Formal (and constrictive) dress and a formal executive office are simply not as relevant
in the modern workplace.

This trend away from the private office as a signal of the organizational hierarchy and indi-
vidual status presents a challenge in that it reflects a systemic change in attitudes and behaviors
mirrored in process and structure. Again, balance and choice — appropriate variability — are
desirable features of a workplace where sharing, connecting and building on ideas are more
characteristic than top-down directives.
the nine trends that matter 3.23

08
Sustainable design: niche or normal
trend
A decade ago, customers questioned if a furniture product was stackable, demountable and
reconfigurable. Today, those features are expected. The big question, and a proper concern, is
a manufacturer’s approach to sustainable development. Customers ask questions about how
companies are reducing their environmental footprint through facilities and processes, as well
as design and packaging and transportation. They want products that can help create healthy
work environments and minimize environmental impact.

In the near future, if a company cannot document how its operations and products affect
the environment — and the steps being taken to reduce that impact — it will not be able to
maintain market position or make it through the RFP process. Government agencies, as well
as the architecture and design community, are focusing on greening the office environment.
Designers and facilities managers are choosing to specify “green” products and to work with
suppliers who have significant environmental initiatives in place. Green has made the shift
from a “peripheral movement” to mainstream.

Again, there are generational differences. Millenials and GenX workers do not view sustainable
practices as optional, but rather as one of the basic tenets of doing business. They expect the
workplace to reflect aesthetic and environmental values; to function well, look great and be
healthy, too. Today, green design is a key factor in recruiting talented employees, particularly
Millenials and GenX-ers who embrace sustainable thinking and make it a part of their lifestyle
outside the office as well.

In many cities, stringent building codes that affect both new construction and renovation
have been signed into law. The new codes focus on conserving water and energy, recycling,
reduction of carbon emissions and the use of green paints, finishes, carpets and furniture. The
number of LEED Gold and Platinum projects is growing as more and more companies are
investing in healthy workplaces that can thrive for years to come.

The sustainable office requires thoughtful planning and a rich exchange of knowledge and
expertise among architects, engineers, designers and product manufacturers, but the payoff is
not only greater building efficiency, but also enhanced human productivity and organizational
performance. Sustainable choices include furniture that makes efficient use of space and
materials and meets guidelines for natural light, unobstructed views and healthy airflow.
the nine trends that matter 3.25

09
Design & The Bottom Line
trend
Determining the real cost — and value — of the workplace is a complex matter. As an
example, while sustainable strategies may require a larger initial investment, features like
energy-efficient systems also reduce costs over the long term. At the same time, smaller
workstations and greater employee density may reduce real estate costs, but the impact on
recruiting talent and employee productivity may off-set those savings. The competition for
capable workers is intense and crowded cubes are no way to attract the best and brightest.
It’s not just about getting the most people in the least space. Among the key trends:

> Workstation sizes are stabilizing — there is greater focus on recruiting and retaining
employees
> Companies are using technology to drive costs down and using external resources to
manage infrastructure
> New planning strategies are being employed to lower costs, increase productivity and
heighten employee satisfaction

Intelligent workplace design can help companies lower costs directly by specifying products
with a long life cycle, as well as those that reduce inventory and allow for flexibility in the
face of ongoing change. Indirectly, a good workplace reduces costs by promoting effective-
ness, vitality, health and motivation at work.
new workplace equation
 4.01

The trends described reflect changes in thinking

changes in about work and the workplace and imply the need
to identify design solutions that do not prolong

thinking:
outdated work practices or conflict with new
realities. Representing these changes in thinking
in a concise way, the Workplace Equation distills

the new the complexities of process and structure and

leads into a discussion of the planning styles that

workplace
we believe address today’s needs.

How does all of the above impact planning for the

workplace? The old approach to planning decisions

equation was fairly simple. Using algebraic terms to stand

for the factors involved in a proper planning deci-

sion, the Old Equation looks like this:

 changes in thinking: the new workplace equation 4.03
old equation

X x (Y1+Y2) = Z
 changes in thinking: the new workplace equation 4.05
old equation

X = Number of employees (including expected 3 year growth) Old Equation Negatives

> Large footprint for every employee
Y = Space required for each employee Y1 (private office),
> Assumes minimal collaboration or that it takes place in predetermined locations
Y2 (open plan cubicles)
(meeting rooms)
Z = Square feet requirements > Assumes that isolation and privacy lead to productivity
> Assumes that employees are at their desks most of the time and present in the
office every day
> Does not reflect the needs/expectations of younger workers.

Old Equation Positives

> Easy to spec
> Low inventory costs
 Open-Plan Office Workers
Workstations are identical in
form and features regardless
of user requirements. The
rigid uniformity of the open
plan, along with panel heights
that obstruct sight lines,
do not encourage employee
interaction.
old equation
Private Office
Daylight and views
are owned by those
privileged to occupy
a private office along
the building perimeter.
Cafeteria
Often an uninspiring and
ineffective space, cafeterias
convey the feeling that
the room is reserved for
one function only — eating
lunch between the hours
of 11:30 and 1:30. Not con-
ducive to spontaneous social
interaction, the cafeteria is
normally unused for most of
the day.
Reception
An isolated “holding
space” for visitors, occu-
pied for short, 15-minute
intervals, the traditional
reception area represents
poor use of real estate
and a lost opportunity
to involve guests in the
corporate culture.
Meeting Rooms
Space allotted for
collaboration is confined
to the building core,
excluding the possibility
of daylight, views and
ease of access.
 changes in thinking: the new workplace equation 4.09
new equation

Ax (B1+B2+B3+B4)+S= Z
 changes in thinking: the new workplace equation 4.11
new equation

A =  umber of employees (including expected 3 year growth)

N The new workplace planning equation takes into account multiple factors that contribute
to the healthy, mixed planning environments required today.
B = Space required for each employee
B1 = (private offices based on work requirements)
New Equation Negatives
B2 = (dedicated workstations) > A more complicated footprint
B3 = (shared space/meeting space) > Varied levels of occupancy
B4 = (space for mobile workers) > Technology is required to manage an “active office” with mobile workers

S = (LEED requirements)
New Equation Positives
Z = Square feet requirements
> Requires less furniture
> Requires less enclosure, lower-height panels and screens
> Requires less personal storage
> Promotes collaboration and improves productivity
> More flexible and adaptable to user needs and organizational change
> Healthier environment — improved access to natural light and air circulation
> More inspiring setting
 Collaborative
Designed to encourage
the flow of information,
collaborative spaces take
diverse form at various
sites throughout the office,
encouraging people to
move around, meet and
pool their knowledge.
new equation
Resident
Workstations in a team
configuration allow
people in adjacent
workstations to easily
exchange information.
The work area is set
up to allow a large group
to work together or
several smaller groups
to meet.
Personal Amenities
Spaces set aside for
rejuvenation, meditation
or rest, along with
cafés, lounges and
on-site spas, contribute
to employee health and
productivity.
Learning/Sharing Heavy Computing
Multiple spaces for Heavy computing requires
learning including training ergonomic seating,
rooms, classrooms and worksurfaces and accessories
boardrooms, as well as that promote healthy working
project rooms where team postures and aid in
members can brainstorm organizing and personalizing
on an informal basis. the workspace. Poor
design can contribute to
musculoskeletal stress
and work-related injuries.

29-1/4"
Private Office Touchdown/Shared Address Lounge
Designed for those who Touchdown spaces A casual, multi-purpose Enclave Quiet Zone
require privacy in order scattered through the space where people gather While collaboration is a key Within the Quiet Zone,
to work with minimal workplace allow non- throughout the day, the Lounge factor in the new equation, conversation is kept to
distraction, today’s resident workers to deal may include a concierge desk, acoustical privacy may also a minimum and cell phones
private office seals out with paperwork or connect café, business center, meeting be desired. Enclaves are full- are prohibited. Individual
noise, but maintains to digital networks when space and an inviting area height enclosures designed workspaces can be individual-
a sense of transparency visiting the office for of comfortable seating to for private conversations ized with different furniture
and accessibility. meetings or training. encourage social networking. among two or three people. styles and finishes.
 5.01

Clearly, virtually everything about the workplace has changed. It has evolved as a series of

different
communication, information and social networks, rather than remaining a structure that
reinforces hierarchy. Today, the workplace is dynamic, diverse and fluid. And like modern
life, more complex. Architects, designers and facilities managers require more knowledge
and must balance complex, and often competing, needs. Workplace design, however, can
make all the difference in worker productivity and organizational performance.

thinking: How, then, does all of the above translate into planning that supports emerging work
practices and organizational goals? WorkplaceOne, a concept developed jointly by Teknion
and Kasian Architecture, proposes ten key Planning Styles that answer the needs of evolving
organizations and allow individuals and work teams to get work done today as it is defined

different
today. WorkplaceOne offers an opportunity — previously untapped — for an organization to
realize its full capacity for collaboration, creativity and innovation.

planning
planning with WorkplaceOne
 6.01

“ Always design a thing by considering it in

WorkplaceOne: its next larger context — a chair in a room, a

room in a house, a house in an environment,

a mixed plan, an environment in a city plan.”

— Eliel Saarinen, architect

a healthy
The global transformation wrought by technology is mirrored in a workplace now redefined
as a space in which people generate and exchange ideas and information. The new office
doesn’t look like the highly structured and clearly hierarchical workplace of an earlier era.
And work itself looks different — performed by four generations of workers who move
nimbly among spaces, technologies and workstyles: focused work at the computer alter-

environment
nates with frequent intervals of collaboration; learning occurs both as formal training and
unofficial mentoring; socializing nurtures relationships and strengthens a collective identity.
WorkplaceOne: a mixed plan, a healthy environment 6.03

Old New

Designed to satisfy the cognitive, social, spiritual and physical needs of people at work, fig 4 Planning based on uniform repetition Planning based on diverse arrangement

WorkplaceOne creates places for informal social interaction and personal rejuvenation, as Supports linear, departmental flows Supports cross-functional teamwork flows

well as the rigors of learning and intensive collaboration. As a physical environment, it is Static, unengaging environment Interactive, experiential environment

mutable, able to adapt to changing conditions and to lodge a mobile workforce that can Advocated individual ownership, settlement Encourages mobility and choice
vary up to 50% at any given time. As an experiential environment, it is an engaging and Promotes complacency Fosters mentoring and knowledge transfer
motivating place for high-performance teams.
Largely supports individual-based work Supports indivdiual and collaborative work

WorkplaceOne is a concept that represents evolving corporate strategies — such as global

structuring and sustainability — and profound changes in office planning and design. It
is not tied to any one planning program or furniture system, but offers diverse solutions
to support a broad spectrum of work practices and experiences. WorkplaceOne proposes
a multiplicity of spaces to support creative thinking, spontaneous interaction and the free
flow of information among individuals and teams. It creates a context for innovation.
6.04
resident worker WorkplaceOne: a mixed plan, a healthy environment
The backbone of an organization, Resident Workers are core team members, process
owners and mentors who typically spend at least 50% of their time in the office, albeit not
necessarily at their assigned workstation. While work at the computer remains a constant,
Resident Workers also switch gears for spur-of-the-moment and scheduled meetings,
spending less time at their workstations than formerly — and requiring less space.
To optimize Resident Workers’ productivity, workstation layouts need to be non-regimented,
arranged to make each location a unique setting, while enabling immediate access to team
huddle areas and storage. The new workstation — more compact, more open — is conducive
to interaction, yet provides sufficient privacy for focused individual work.
6.05 resident worker
Intent Workstations are set up in team configurations so that two or three people from adjacent
workstations can easily exchange information.
When change occurs, team members can relocate within the office space ­— alleviating the
need to reconfigure furniture and minimizing disruption. Each area is designed so that one
large group can work together or several smaller groups can meet within the work area.
Panels remain low to conform to LEED guidelines. Lower panels also help to reduce noise
level by providing a visual cue to respect nearby occupants.
Characteristics > Technology: monitors or computers; printers usually in centralized locations
> Collaboration: small team-based meetings take place in work pods. More intensive meetings
relocate to dedicated meeting spaces.
> Space Division: varies by department. Low-height panels or dividers are used for interactive
departments. Full-height panels or architectural wall systems can create enclosure for
workers who require a high degree of privacy or security.
> Storage: personal effects and current files. All other materials are stored in central files or
backed up to digital archives.
6.06
resident worker WorkplaceOne: a mixed plan, a healthy environment
6.08
private office & leadership team
WorkplaceOne: a mixed plan, a healthy environment
The private office is designed for those who require an enclosed space in order to work with Intent
minimal interruption or distraction. Unlike the traditional executive suite, today’s private
office seals out noise, but maintains a sense of transparency and approachable leadership,
inviting “front stoop” conversations as well as more formal engagement. Architectural wall
systems that provide glass walls may be used to create accessibility, as well as to admit day-
light and maintain access to views.
Characteristics
Back doors lead to a shared “backyard” visible to residents of the executive enclave and
available for spontaneous collaboration or scheduled meetings. Furnishing the office with a
flexible furniture system or worktable can reduce the communication of status and hierar-
chy. Wall-mounted furniture, storage and accessories may be applied to conserve floor space
and enhance functionality.
6.09 private office & leadership team
The private office is configured for managers who require dedicated personal space for
task-oriented work. A shared inner sanctum, accessed via a backdoor, provides a space for
project-based work or conferences among the executive team. Moveable partitions allow
the shared space to be opened up for larger meetings. This inner sanctum acts primarily as
a private boardroom for upper management.
> Technology: moderate computing, laptop docking, PDA, wireless, web camera.
> Collaboration: small meetings take place in the private office. Larger group meetings
move to the inner sanctum.
> Space Division/Privacy: internal swing door offers acoustical separation.
> Storage: personal and current files. All other files are stored in a central file or backed up
to digital archives.
6.10
private office & leadership team WorkplaceOne: a mixed plan, a healthy environment
6.12
touchdown / shared address WorkplaceOne: a mixed plan, a healthy environment
Responding to the needs of a nomadic workforce, touchdown spaces permit non-resident
workers to connect to digital networks when visiting the office for meetings, training or to
consult with team members. Rather than dedicating a single large area to transient workers,
touchdown spaces are more effective scattered throughout the floorplate, interspersed with
resident workstations and collaborative spaces. Workers can then elect to sit close by the
team members with whom they most often confer.
Worktables provide a barrier-free workspace for people engaged in diverse activities and
allow users to roll up along the bench based on the number of arrivals. Mobile storage can
be provided for frequent users.
6.13 touchdown / shared address
Intent A shared-address, bookable space that adapts to user needs. The workbench allows quick
access to the outside digital world along with sufficient workspace to make notes and sort
through paper files.
Characteristics > Technology: plug-in ports for moderate computing.
> Collaboration: the touchdown space is not designed for collaboration. It provides indi-
vidual stations for personal computing or phone calls.
> Space Division/Privacy: desk size defines the boundaries.
> Storage: frequent users may be supplied with a mobile storage cart stabled close by.
6.14
touchdown / shared address WorkplaceOne: a mixed plan, a healthy environment
6.16
collaborative settings WorkplaceOne: a mixed plan, a healthy environment 6.17 collaborative settings

Open, informal settings located throughout the office, collaboration zones allow people to Intent Small teaming spaces across the office promote interaction among employees and create
land at various sites to share their knowledge, skills and experience. Recognizing that such a place for spontaneous creative thinking.
interaction is vital to innovation, companies are giving more space to settings that invite
interaction and provide an outlet for collective creativity. Furniture may comprise a wide Characteristics > Technology: wireless access.
variety of products inclusive of freestanding and mobile tables, tall worktables, soft seating > Collaboration: multiple locations for smaller gatherings.
enclosures, storage islands and café-style areas. > Space Division/Privacy: open concept.
> Storage: storage may be available in adjacent spaces or through the use of mobile
storage components
6.18
collaborative settings WorkplaceOne: a mixed plan, a healthy environment
6.20
shared learning centers WorkplaceOne: a mixed plan, a healthy environment
The global knowledge economy demands continuous learning and training in a variety of
formats — teacher-directed, discussions among team members, and research or interactive
learning conducted online. Multiple spaces for learning in the office include training
rooms, classrooms and boardrooms, as well as “project rooms” where people can brainstorm
and share information on an informal basis.
All spaces for learning and training are animated and outfitted with enabling technologies.
Walls become “active” through the use of whiteboards, tackboards, projection systems and
storage. Because these environments are used in different ways from project to project,
training rooms are equipped with furniture and accessories that are easily reconfigured as
required. Folding and stacking chairs solve the problem of limited storage. Training/learning
rooms also offer window views, as all work areas in WorkplaceOne have access to daylight.
6.21 shared learning centers
Intent Learning centers or training rooms are bookable spaces that can be configured in a number
of ways to support specific learning goals, the method of teaching or training, the number
of participants and other variables. Boardrooms, which may also serve a learning function,
are generally more stable in design. Project rooms are set up to allow for presentations and
brainstorming sessions.
Characteristics > Technology: Advanced technologies enable a live, face-to-face experience over a network
so that people can share information around the globe. Training rooms and boardrooms
are also equipped with multiple plug-ins for computers or laptops, projectors and
motorized screens
> Collaboration: a shared setting that will accommodate large or small groups.
> Space Division/Privacy: curtains, moveable partitions/screens or architectural wall sys-
tems provide visual and acoustical privacy.
> Storage: storage is provided for equipment and for tables and chairs when not in use.
6.22
shared learning centers WorkplaceOne: a mixed plan, a healthy environment
6.24
personal amenities WorkplaceOne: a mixed plan, a healthy environment
In the 21st-century workplace, no one “owns” anything — everyone owns everything.
Workers at every level own views and access to natural light, as well as cafés, lounges and
more recently, amenities such as a room set aside for meditation or a spa designed for
rejuvenation. Such amenities address physical, spiritual and emotional needs and can make
a real difference in how a person feels about his or her workplace.
Shared spaces that vary in size and service provisions contribute to employee health and
performance. A meditation room can provide simple cushions and mats or comfortable
furniture with a residential look and feel. Lounge settings offer a retreat for reflection or
a place to nap. A spa or gym available to all staff can be equipped with massage chairs,
hydrotherapy beds and furniture akin to that found in health clubs and airport lounges.
6.25 personal amenities
Intent The meditation room is a non-dedicated, non-denominational quiet space where one can
meditate, pray and have a rest. The spa is a bookable facility that offers employees a time
out from the demands of work and an opportunity to relax and re-energize.
Characteristics > Technology: potential use of technologies currently being used in health clubs, shopping
malls and airport lounges that are designed to aid in relaxation.
> Collaboration: not applicable; quiet zone.
> Space Division/Privacy: variable depending upon space and service provisions
> Storage: shelving, lockers or cubbies for personal belongings.
6.26
personal amenities WorkplaceOne: a mixed plan, a healthy environment
6.28
lounge WorkplaceOne: a mixed plan, a healthy environment
A hub of lively activity, the Lounge is a multi-use space that may be comprised of a
reception or concierge desk, café, business center and seating that draws inspiration from
hospitality settings. Unlike traditional cafeterias or employee lounges often in use for only
an hour or two each day, the Lounge is a casual and inviting space utilized throughout the
workday (there’s no place for under-utilized space in the WorkplaceOne environment). The
Lounge is also an important site for communicating the corporate brand to employees and
inviting visitors to experience and participate in the office culture.
6.29 lounge
Intent The Lounge is designed to be a center used at all times of day by employees and guests
alike. In addition to various seating configurations that invite conversation, the Lounge
may provide meeting rooms, a business center and/or a kitchen/café.
Characteristics > Technology: wireless access. Additional technology may be provided in an adjacent
business center.
> Collaboration: multiple available locations for intimate groups or large team gatherings.
> Space Division/Privacy: open concept and acoustic sound partitions.
> Storage: storage is provided for guests’ belongings. The servery is furnished with shelves
and cabinets.
6.30
lounge WorkplaceOne: a mixed plan, a healthy environment
6.32
enclaves WorkplaceOne: a mixed plan, a healthy environment 6.33 enclaves

While open spaces for collaboration and social engagement are key features of WorkplaceOne,
enclosure is essential when acoustical privacy is desired. A full-height enclosure that will
accommodate two or three people, each Enclave can be furnished with tables, lounge chairs
or task seating to support a different workstyle — focused individual work, conference calls
and sensitive or confidential conversations.
Intent Private, free-address rooms are used for a variety of purposes including sensitive
conversations between two or three people.
Characteristics > Technology: wireless access.
> Collaboration: multiple enclosures for smaller gatherings.
> Space Division/Privacy: full-height walls; high sound attenuation.
> Storage: limited storage may be provided with credenzas or wall-mounted cabinets.
6.34
enclaves WorkplaceOne: a mixed plan, a healthy environment
6.36
quiet zone WorkplaceOne: a mixed plan, a healthy environment 6.37 quiet zone

Defined by diversity, today’s workplace is home to four generations who require a variety
of settings within the open office, including spaces that offer privacy and quiet — often in
rare supply. Within the Quiet Zone, cell phones are prohibited and each station varies to
accommodate diverse needs and preferences. A variety of furniture styles include tall tables
with stools and low tables with banquette seating. Individual workspaces can be differenti-
ated with a variety of finishes, allowing workers to choose their experience.
Intent The Quiet Zone is meant to provide a work area where interruptions are kept to a minimum.
Cell phones are prohibited. A small business center caters to the needs of those working
on laptops.
Characteristics > Technology: wireless access and wireless printing.
> Collaboration: individual work.
> Space Division/Privacy: acoustic sound barriers.
> Storage: a business center addresses storage needs on a small scale.
6.38
quiet zone WorkplaceOne: a mixed plan, a healthy environment
6.40
heavy computing WorkplaceOne: a mixed plan, a healthy environment
For many workers, computing continues to be the primary component of their day, requiring
an environment that promotes efficiency, effectiveness and healthy work postures. Beyond
the ergonomic demand for highly adjustable seating and accessories that keep papers and
files within easy reach, planning for these spaces must also address workers’ desire to create
an individual setting and ambiance.
Workbenches create open, efficient workstations scaled to respect space limitations and
maximize resources. Lighting, screens and accessories, as well as mobile storage and tables
enhance functionality and offer choice and variety.
6.41 heavy computing
Intent Heavy computing requires ergonomic seating, worksurfaces and accessories that promote
healthy working postures and aid in organizing and personalizing the workspace. Poor
workstation design can contribute to musculoskeletal stress and work-related injuries.
Characteristics > Technology: heavy computing, often multiple screens.
> Collaboration: individual work.
> Space Division/Privacy: acoustic sound barriers.
> Storage: mobile storage addresses needs on a small scale.
6.42
heavy computing WorkplaceOne: a mixed plan, a healthy environment
6.44
personalized workstations WorkplaceOne: a mixed plan, a healthy environment
Office planning and personalized workstations contribute to a person’s control over their work Intent
environment, which plays an important part in worker satisfaction. By making it possible for
people to modify their work area — to change the position of the PC, add or move storage
and organize work tools as desired — accessories and mobile furniture make it possible to
keep work at hand, express individuality and, to an extent, choose one’s experience.
Characteristics
Mobile furniture can be moved and modified to reflect changes in workflow or focus and to
support individual tasks and group processes, while accessories offer options that further enhance
the user’s ability to design, manage and bring individual style to his or her own workspace.
6.45 personalized workstations
Workstations are designed to accommodate the distinct needs of users who not only have
unique ergonomic requirements and varied needs for organizing and storing work materials,
but also different ways of expressing their individuality. A comfortable, personalized workspace
translates into healthier, more productive employees who feel good about their work.
> Technology: moderate computing, laptop docking, PDAs, wireless
> Collaboration: individual work
> Space Division/Privacy: varies by department. Low-height glass screens maximize sense
of openness; full-height panels offer greater enclosure and visual privacy
> Seating: highly adjustable task seating promotes healthy working postures for people of
all sizes engaged in a variety of tasks
> Accessories: paper flow and organization tools expand the standard accessories offering,
taking into account the need to add functionality, make the most of small spaces and
allow workers to express who they are as people
> Storage: options include worksurface accessories for personal items, as well as credenzas
and mobile pedestals for current files
6.46
personalized workstations WorkplaceOne: a mixed plan, a healthy environment
 7.01

“ No task rightly done, is truly private. It is part

toward of the world’s work.”

— Woodrow Wilson, U.S. President

the In the ’50s, trend-spotters predicted jet-propelled workers commuting to skyscrapers housing
giant computers. No one foresaw that computers would get small enough to sit on a desk
or fit in the palm of one’s hand. No one envisioned a workplace that makes room for social-
izing — or to have a rest. Thus, our mandate as professionals in the contract furniture

future
industry is to offer flexible, adaptable solutions that serve the process of corporate evolution,
addressing not only technology-driven needs, but also human needs, aims and aesthetics
and the living relationship between men, women and their work.

Teknion’s integrated product portfolio is closely aligned with the concept of WorkplaceOne,
opening up the range of planning possibilities to make room for change as knowledge is
acquired, new technologies appear and ways are found to create healthier, greener work
environments. Teknion designs for a workplace that continues to be defined and redefined;
for a human-centered environment that engages, inspires and enhances the connections we
have with each other and the world. WorkplaceOne is where people, place and technology
converge. WorkplaceOne is a context for innovation.
Sources cited Teknion wishes to acknowledge
with gratitude:

Dean Matsumoto
1. Chart by Carroll Thatcher Planning Group, (www.thatcherplanning.com) and
Tim Au-Yeung
2. Mark Golan, Cisco Systems (http://newsroom.cisco.com/dlls/2006/ts_121506.html) Kasian Architecture

3. See (www.reuters.com)/article/pressRelease/idUS169229+10-Nov-2008+PRN20081110
Book design:
4. Figures are based on review of Teknion typicals since the mid-1980s
Vanderbyl Design
5. See (www.thespaceplace.net/articles/hobstetter200703.htm) San Francisco, California

6. Heschong Mahone Group, Inc. “Daylight and Retail Sales,” sponsored by the CEC PIER Program 2003
Book is set in Adobe Garamond
7. See, (www-935.ibm.com/services/us/cio/pdf/new-collaboration-white-paper.pdf ) and ITC Officina Sans

8. See, (www.gensler.com/uploads/documents/2008_US_Workplace_Survey_10_21_2008.pdf )

9. Based on 4.7 billion square feet of existing office space in the U.S. (Colliers 2007).

CoreNet San Francisco Summit: Mobility Strategy, Carbon Footprint & the Bottom Line. May 2008

Publisher:
Teknion

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350 Fellowship Road
Mt Laurel, New Jersey
08054 USA
Tel 877.teknion
Fax 856.552.5088
e-mail
info.us @ teknion.com

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Tel 416.661.3370
Fax 416.661.4586

www.teknion.com

©Teknion 2009
All rights reserved. No part of this
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without permission of the publisher.

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