May 25, 2021
The power of nudge: How behavioural science and AI can improve workplace wellbeing
When the global pandemic struck last year, many companies were forced to close offices and enable employees to work remotely – bringing forward their digital transformation roadmap by a good few year. A year on, and while it seems that the Covid-19 restrictions are reducing, there is unlikely to be a complete shift back to the office. Instead, most companies are now planning to adopt a hybrid work model; with employees working a mix of in-office or remotely. More →
Organisations and businesses have a lot to contend with as they begin to reopen their offices. From social distancing, working from home policies, office layouts, hand gel stations and more. But there also remains one key issue when it comes to welcoming employees back to the office. And that’s how they will get to work in the first place. That’s because the daily commute is going to look a lot different than it did pre-COVID. Firstly, while many employers and workers see the benefit of meeting in person, the hybrid world we now live in will see workers commuting to the office far less frequently. And, if they do travel to the office, there is an element of hesitancy about how they will get there; a recent study revealed 
The focus on creating a more sustainable workplace is increasing. Many designers, specifiers, manufacturers, suppliers and, of course, users are pledging their allegiance to the cause. Some are driven by a genuine recognition of the climate crisis whilst others are appreciating that commercially, it’s an essential direction. ‘Zero to landfill’ has been given ‘green bragging rights’ for some time. In reality, due to the significantly lower cost of incineration versus recycling, most material isn’t reclaimed, it is burnt. Whilst ‘energy from waste’ might alleviate some guilt, it is still contributing to pollution. 
The European Commission recently announced its proposal for the regulation of artificial intelligence, looking to 
We’re all biased. We all recognise the sharp bump of our critical thinking skills kicking into life when confronted with ideas and information that go against our beliefs. We know how they doze in the comforting embrace of affirming data. So, it’s been entertaining this week to observe the reaction to 
At 6.31 a.m. on Tuesday, December 8, 2020, the UK became the first country in the world to administer the COVID-19 vaccine. Just over five months earlier, I had been deployed to the NHS England and NHS Improvement COVID-19 vaccination programme to help drive the highly complex design and planning needed to bring the nation to this point. My role involved leading the set up and embedding of the Estates, Equipment, Consumables and Logistics workstream. The purpose of this was to establish and combine the new and existing infrastructure required in England to manage the distribution, regulation and administration of multiple vaccines so that all systems would be ready to vaccinate on the ‘go-live’ date. 
As 2020 came to a close, there was a palpable sense of hope that 2021 would bring with it a fresh slate with the horrors of COVID behind us. Alas, that has not happened and it seems we have more of the same, certainly for the next few months and with that the speculation about the ‘future of the office’ will no doubt continue. 
Is the workplace industry stuck in the past, in a 20th century model of how and where work is done? The separation of work and the rest of life during the Industrial Age has shaped the structures of modern life: the houses we live in, the offices, factories and shops we work in, and the transport networks that shuffle us from one location to another for different activities. It has also shaped the planning system, the institutional and financial structures of how places are designed and built, and perhaps most of all the mindsets of just about everyone involved in creating places to work and live. 
Businesses are managing a new work dynamic that’s made up of three parts, or three ‘types’ of employee. Some are keen to go back to the office, some want to stay working from home, and some want an entirely flexible arrangement so they can fit work around important personal commitments. 
Every week a new survey is published or a statement from a CEO hits the press related to corporate occupier’s desire to adopt a form of hybrid working for the long-term post Covid 19. And as a result, the desire to occupy less space in their central office hub. Landlords are asking- What do we do now to attract and keep great occupiers, and fill our buildings? I have an idea that is of its time. A time when the world has started to cooperate, collaborate, and work towards a common purpose. When work, life, values, and priorities are shifting. Employers are seeking to look after their people in a holistic way in and out of the office. 
May 27, 2021
For a workplace culture to flourish, sometimes you have to let go
by Cathy Hayward • Comment, Flexible working, Wellbeing, Workplace design