Plans to convert offices may undermine innovation and growth

Old Street roundabout regenerationWhatever they might think, Governments don’t have a natural propensity for joined up thinking. Nor do they have a natural affinity with small businesses, especially those that emerge in non-traditional sectors. Governments may like to claim they can display both of these noble values, but experience tells us different. One thing they are prone to, however, is a frequent ability to fall victim to unfortunate juxtapositions of complex events that throw their inherent weaknesses into sharp relief.

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A train that symbolises the clash of old and new ways of work

Today we’ll all be hearing a lot more about the plans for HS2, the Government’s flagship construction project and all-round Keynesian boot in the pants for the UK economy. Most of what will pass for debate will involve some light class warfare about the route through Tory constituencies, seasoned with a dash of NIMBYism, some chest beating from Labour who started the whole thing but can’t be seen to support it fully and various other bits of pointless to-ing and fro-ing. But what is most remarkable about the scheme as far as Insight is concerned, is how its business case completely and deliberately ignores the way we work. More →

Yes, very nice, but who do you think is going to clean it?

Abu Dhabi Mosque smallIf you want to, you can see the difference between design and facilities management as the difference between sex and parenthood. One is an act of creation, the other of care. So while an architect or designer might look at the honeycomb structures and shiny surfaces of the interior of the 40,000 capacity Sheikh Zayed Mosque in Abu Dhabi with admiration, the person who is actually responsible for looking after it might well be more likely to think ‘well, that’s just great’.

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Cloud computing set to transform business models

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As an issue explored in our own briefing on the technologies that will do most to transform the workplace during 2013, we know the Cloud is set to be adopted (and understood) by more and more organisations and individuals in the coming year. Doubtless it will follow the usual process of technological adoption as people begin to understand its unintended consequences as well as its uses but it pays to know what some of its implications will be for office designers and managers as shown by this programme from Deloitte.

What does 2013 hold for the facilities sector in the UK?

FMJ MJE_0000Insight publisher Mark Eltringham offers some thoughts about what the coming year holds in the latest issue of Facilities Management Journal including the ongoing existential crisis of facilities management, why the commercial property sector needs to catch up with occupiers and designers as well as a plea for everybody to set ambitious goals and make realistic claims about their environmental impact.

It’s essential to design flexibility into an office

The design of offices and the furniture that fills them matters because of what it tells us about how we work, how organisations function and even what is happening in the economy. If you want to know what’s going on, take a look at the places we work and the things with which we surround ourselves and how they change over time.

Because the way we work changes so quickly, buildings need to have flexibility built into them so that they meet our needs today but anticipate what we will need tomorrow. In his book How Buildings Learn, Stewart Brand outlines the process whereby buildings evolve over time to meet the changing needs of their occupants. He describes each building as consisting of six layers, each of which functions on a different timescale. These range from the site itself which has a life cycle measured in centuries, through to the building (decades), interior fit out (years), technology (months), to stuff (days). The effectiveness of a workplace design will depend on how well it resolves the tensions that exist between these layers of the building.

In terms of our workplaces, the ability to respond to change is perhaps the most important facet of an effective design. Creating this level of responsiveness is described in the Facilities Design and Management Handbook by its author Eric Teichholz as ‘the basic driver of the facilities management workload.’

While the nature of work has already changed in many ways, the pace of change has increased even more dramatically over recent years. So the challenge for designers and facilities managers is how best to manage change, keep costs down and provide a flexible home for the organisation. Successful management of change is a good thing, an agent of growth and commercial success. Change handled badly can hamstring an organisation.

The standard answer to the challenge is to build flexibility into the building. At the property management level, this may mean a change in contractual terms, notably in the length of leases, and the provision of lease breaks.

Varying levels of flexibility must also be apparent through the rest of the building in terms of its design and management. If we take an idealised view of the modern office as a flexible, social space for a peripatetic, democratised and technologically literate workforce, the solution lies in an increased use of desk sharing, drop in zones, break out space and other forms of multi-functional workspaces. In many offices, individual workspace is already being rapidly replaced by other types of space, quiet rooms and collaborative areas.

Flexibility must be hardwired into the building at a macro-level. Not only must floorplates be capable of accepting a wide range of work styles and planning models, servicing must be appropriate and anticipate change. That doesn’t mean just in terms of technology and telecoms but also basic human needs such as having enough toilets to deal with changing occupational densities. It also means having a HVAC specification that can deal with the changing needs associated with different numbers of people and different types of equipment.

Elements of the interior that were once considered static are also having to offer far larger degrees of flexibility including, furniture, lighting, storage and partitions. This issue of flexibility has become more important within interior design. Interior elements should now define space, portray corporate identity, comply with legislation and act as an aid in wayfinding. They must do all this and be able to adapt as the organisation changes.

We may not always know exactly what the future holds, but we can work today to be ready for it.