The fracturing of time and place underlies every one of the great workplace issues of our time. Everything that springs from this – the where, when, how, what and why of work – is defined by the shattering of any fixed idea we may once have had of a time and a place to work. Because the challenge to these traditional ideas is now so inextricably linked in our minds with new technology, we might often  forget that people have been asking questions about how we can get the most out of each day for thousands of years. Tempus fugit after all, and as a consequence we’ve always known that how we spend our days is how we spend our lives. More →

Recently, the conversation around AI has been hotting up. This is not as a result of experts sharing new and innovative developments, but rather through grown adults exchanging insults and name-calling. LinkedIn is flooded with posts shouting about how the only people who don’t support and advocate for AI are running scared. Scared of progress. Scared of technology. Scared of the future. These posts read as childish and bullying and, whilst admittedly likely to be AI generated (or at the very least having had AI cast a glance or two over the content), they are positioning humans in a dichotomous way; for or against. You’re either with AI and therefore in the gang, or you are an ignorant luddite who is unwilling to get with the programme.

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For my book, The Smart Building Advantage, in which I tracked the evolution of the recent built environment, I trawled through more than a decade’s worth of data. I wasn’t short of material. I studied the Salesforce Tower in San Francisco, 22 Bishopsgate in London and NEOM in Saudi Arabia, amongst many extraordinary examples of how buildings and technology can work together. From these, I concluded that smart buildings are like chameleons in the way they’ve adapted to meet the shifting demands of the corporate zeitgeist. More →

A new study suggests that overconfidence can persist even in situations where people receive frequent and accurate feedback about their performance. The findings, published in The Journal of Occupational and Organizational Psychology, raise questions about how effectively feedback mechanisms improve self-awareness in professional settings. Researchers analysed data from 3,388 competitive chess players across 22 countries. Chess provides a clear test of confidence and self-assessment because performance is tracked continuously through the Elo rating system, which adjusts after every match. Players have access to detailed, objective feedback, allowing them to compare their results with others and track progress over time. More →

In a world where how we work keeps evolving, it’s worth stepping back to ask: What are you about as an organisation? Not your product. Not your structure. Your purpose. Your direction. Your why. What are you ultimately trying to achieve as an organisation and why? What’s the bigger outcome you’re working toward? How do you want your people, your customers, your industry to be different because you exist? These aren’t just philosophical questions. They’re practical ones because your answers shape everything including your strategy, your team structures and your culture.  It also shapes a seemingly straightforward question on your workplace strategy. More →