May 12, 2021
Workplace and property firms must wake up to the new era of networked businesses
While millions of words have been dedicated to the expected changes in post-Covid workstyles – how will people work, where will they work, how will they be supported – very little has been said about their employers: companies and corporations. Yet the anticipated changes to work and the workplace raise questions about the role of the company. Is it one just half of a transaction between employer and employee? Or is it something more? Indeed, what is the role of the company in the modern economy? Is the nature of the company likely to change? The answers could have a greater impact on workstyles than the pandemic. More →
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. 
Hybrid working runs the risk of becoming a blanket term, interpreted on a very surface level, when it has the potential to offer a much greater opportunity for businesses to open up and re-examine the culture and experience of their staff, alongside where they want to take their business in the future, as well as fast-tracking mental health and wellbeing to play a central role in workplace strategy. 
New office developments and major refurbishments in the UK will be able to formally register under the Design for Performance framework. The framework claims to help developers ensure that projects deliver against their design intent and overcome the well-evidenced performance gap between design and operation. This is achieved by requiring project teams to target an operational 
Every day, after a leisurely breakfast in bed and the opening of his post, Roald Dahl would wander down his garden to the grubby little hut crammed with personal paraphernalia he had created there. There he would sharpen the six yellow pencils that were always by his side while he worked, settle into an armchair, put his feet up on an old suitcase filled with logs, place an American yellow legal pad of paper onto a makeshift board on his lap and work for two hours. 
An idea that has never really gone away, but which seems to be enjoying a new lease of life is the tabula rasa. The conception of people as a blank slate is something a that has crept back into mainstream political and social thought for a variety of reasons. Arguably, it is also behind many of the most misleading notions about work and workplace design, perhaps most importantly that a change to some single element or characteristic of a working environment will lead to a specific outcome in the behaviour of people. 
May 11, 2021
Organisations are finally getting their heads around what the office is really good at
by Gill Parker • Comment, Workplace design