The nascent years of new ways of working in the late 80s and early 90s coincided with a widely held but soon to be discarded belief that the Japanese had cracked management practices. So it was perhaps inevitable that the principles of a process called just in time manufacturing – most famously applied in the factories of Toyota – should migrate to new forms of office design and the rapidly developing practice of flexible working.

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The Greek word anagnorisis describes the sense of having just caught up with a truth that was always waiting for you. It’s a common literary and artistic device found in the plots of everything from Oedipus Rex to Macbeth, Star Wars and Fight Club, but it’s also a word that conveys a useful, complex idea that does not have an adequate English version. The mot juste, if you like. And it’s a useful idea when it comes to framing the current conversation we are having about offices and work more generally. More →

It has become something of a preoccupation of mine to consider why so many of the conversations we hold about workplace design are largely about the rediscovery of old ideas. It may be because there are constants about how people interact with their surroundings and each other and the truisms underlying those interactions. Although these are often reframed by the amount of data we now have to support them, some things never change. More →