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SPACES THAT SUPPORT THE WAY PEOPLE WORK
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ZGF NEXT is a book series that presents emerging project and research explorations that are significantly influencing our design thinking.
WORK PL ACE
Flexibility, innovation, culture, brand, productivity, and sustainability are all business outcomes that are influenced by the physical environment. They are common aspects that govern the success of organizations in today’s fast-paced, relentlessly challenging business climate.
The physical environment has a direct effect on human behavior—as such, it is a powerful business tool that can be leveraged and tailored to an organization in specific ways to achieve specific outcomes. ZGF’s approach to workplace design is simple: find the nexus between people, business, and the physical environment in order to enhance performance. This book draws reference from our workplace knowledge bank, developed over time through our experience designing a range of environments. Whether the type of project is commercial or nonprofit, healthcare or higher education,
laboratory or aviation, our goal is the same: create the highest quality solution for each of our clients. This approach, based on best practice, allows us to draw upon a substantial knowledge base and diverse portfolio. It is in this ability to cross reference that we best respond to our clients’ particular cultures and business objectives with tailored solutions that become a catalyst for positive change.
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EVOLUTION OF THE WORKPLACE Technology has enabled us to conduct business across the globe. Multiple generations are now working in one space, and employers are witnessing staff expectations change over time. Society is influencing business outcomes; economic pressures, government controls, social mores, natural resources, and international politics all influence the way we connect, interact, and work. Synergies develop constantly to influence the way we behave and operate. These shifts manifest themselves in the physical office’s constant evolution as a place, a tool, and an experience.
TIME KNOWLEDGE INNOVATION Making the most of our experiences
NETWORKED ORGANIZATION Making the most of our global reach and technologies that connect us
CORPORATE SOCIAL RESPONSIBILITY Understanding the big picture and the importance of engaging for a greater good
HEALTH & WELL-BEING Making the connection between mind and body
The graphic to the right illustrates the evolution of the office over time—from a standard space that fits the most employees possible to a series of unique spaces that support individuals; express brand identity, culture, and image; and enable innovation and collaboration. We know that the future workplace and client goals will evolve, so we design with a flexibility that allows the organization to continue to transform.
REPRESENTATION Understanding the importance of expressing brand and image
POPULATION Valuing and creating spaces that support the individual
UTILIZATION Using space to its greatest advantage with highly efficient layouts in a hierarchical paradigm
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MICROSOFT Building 16
MICROSOFT Building 115
WASHINGTON STATE UNIVERSITY Global Animal Health Building
TWELVE | WEST Mixed-Use Building 3
UNIVERSITY OF OREGON John E. Jaqua Academic Center 4
DRIVERS
BUILDING BLOCKS
GUIDING PRINCIPLES
PROCESS
METRICS
OUTCOMES
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DRIVERS
Business-Motivated Solutions While every organization has unique needs and requirements, they all face common challenges related to the impact of technology, the expectations of a next-generation workforce, ever-increasing competition, and client goals that feel inversely proportional to project timelines and schedules. We understand how workplace design can influence a company’s ability to address these challenges. We design the workplace to promote communication and innovation, foster collaboration, increase efficiency, and heighten productivity while enhancing employee satisfaction. Our design process begins with a methodology that identifies synergies between drivers in three categories.
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PEOPLE
People form the backbone of any company—giving people the tools to do their job is a fundamental principle behind the act of workplace design. ORGANIZATIONAL STRUCTURE
The optimized working environment needs to support a continuity of processes with a design based on a sound understanding of organizational structure, existing standards, and operating procedures.
PHYSICAL SPACE
Space influences behavior—business outcomes are enhanced when the workplace is tailored to the organization’s mission and culture, and when it contains the right mix of spaces that support the way people work best.
PEOPLE People work in different ways, use various technologies, and have preferred ways of interacting with one another. People need the opportunity to learn from each other and to develop creative and innovative solutions. By assessing the project goals, we can understand what the issues are and control their impact on the design of the workspace.
ENABLE KNOWLEDGE TRANSFER
PROMOTE COLLABORATION
FOSTER COMMUNICATION
PROMOTE HEALTH + WELL-BEING
PROMOTE MENTORING + SUCCESSION PLANNING
ATTRACT + RETAIN TALENT
ACKNOWLEDGE DEMOGRAPHIC DIVERSITY
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ORGANIZATIONAL STRUCTURE Work process and work style must integrate with technology and culture, so we work with our clients to identify the organizational structures, policies, and procedures that are in place. This allows us to pinpoint what elements are currently ideal and what opportunities exist for enhanced outcomes and supportive design solutions.
DRIVE INNOVATION
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DEMONSTRATE VALUES + CULTURE
ALIGN WORKING GROUPS
INCREASE ORGANIZATIONAL FLEXIBILITY
ACCOMMODATE FUTURE CHANGE
OPTIMIZE PRODUCTIVITY + EFFICIENCY
INTEGRATE NEW TECHNOLOGIES
PHYSICAL SPACE The physical space can be an active part of the client’s story, displaying the brand and demonstrating the organization’s values. We help clients define what aspects of their mission and goals they want to convey to staff and visitors, and then we look for opportunities to define how these elements can be manifested into the workplace design.
PROJECT IMAGE
REFLECT BRAND
FOSTER A SENSE OF COMMUNITY
INTEGRATE INFRASTRUCTURE
REDUCE COST
DEMONSTRATE ENVIRONMENTAL RESPONSIBILITY
REDUCE OVERALL FOOTPRINT
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UNIVERSITY OF OREGON John E. Jaqua Academic Center 10
GUIDING PRINCIPLES
Decisions set in context Our design methodology engages client leadership in discussions about their positioning, business development practices, culture, behavior, demographics, and knowledge management, as well as other topics unique to the firm. This process enables us to filter through responses and crystallize them into ideas that relate back to stated business goals. These are ratified by the client and become guiding principles that influence and inform our development of workplace strategies. We also engage targeted groups of staff and key stakeholders in an effort to solicit ideas and inspiration
from within the organization. We test how well the current workplace measures up to the guiding principles and where staff perceive opportunities for innovation and improvement. This process allows us to connect to all levels of the organization while we integrate their priorities into every aspect of workplace development.
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CHANGE MANAGEMENT AND COMMUNICATION Change in the workplace creates opportunities for positive impact, but the staff members need to understand the reasons behind the change and what is expected of them in order to ensure that the desired business outcomes are met. As designers, we look to define the gap between how people are working together now and the way they will need to work in the future. This helps us to understand what employees will require to be successful in a new work environment. Then, we establish a strategy to prepare the staff for this change and to equip them with the knowledge and skills to work in different ways. The following illustrates the steps we feel are important to change management and communication planning. This process stresses the importance of refining the message about business objectives relative to workplace into specific ideas that address the core elements of change. When people are included in such a process, they are more likely to be committed to—and satisfied with— new strategies.
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1
2
DETERMINE THE PROJECT DRIVERS
UNDERSTAND THE DEGREE OF CHANGE
Typical stakeholder question: Why is this happening?
Typical stakeholder question: How much are things going to change?
• • • •
Organizational Goals Business Drivers Clarity of Purpose Desired Behaviors
• • • • •
History Experience Status Quo Culture Shift Gap Analysis
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SELECT COMMUNICATION STRATEGY
INVOLVE PEOPLE IN PROCESS
Typical stakeholder question: How do we put it all together?
Typical stakeholder question: How do we secure buy-in?
• • • •
• • • • •
Methodology Leadership Communication Tools Change Agents Internal and External Delivery
Organizational Culture Engagement Feedback Decision Making Incentives FAQs
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4
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DEFINE THE MESSAGES
ASSESS USERS’ LIKELY REACTION
DETERMINE COMMUNICATION METHOD
Typical stakeholder question: Why is change important?
Typical stakeholder question: What does this mean to me?
Typical stakeholder question: Where do I go to learn more?
• Visible Leadership • Relate to Outcomes • Set Direction
• • • •
• • • • •
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SET APPROPRIATE EXPECTATIONS
DETERMINE NEW PROTOCOLS
DEFINE CONSULTANTS’ ROLES
Typical stakeholder question: Is this really going to work? • • • •
Two-Way Conversations Salient Information Critical Issues Conflict Resolution
Stress Points Cultural Blocks Resistance Level of Trust
Typical stakeholder question: How do I have to behave now? • • • •
Expectations Opportunities Engagement Backsliding
Accurate Information Emerging Technologies Cultural Relevance Timely Delivery Role Models
Typical stakeholder question: Who do we go to for help? • • • •
Messaging Content Delivery Collateral Graphics Training
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DICKINSON COLLEGE Stuart Hall and James Hall
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METRICS
Measuring Success “YOU CAN’T MANAGE WHAT YOU CAN’T MEASURE.” PETER DRUCKER, MANAGEMENT CONSULTANT
Likewise, you cannot improve what you have not measured. People’s perceptions of productivity and enhanced outcomes can be measured relative to specific goals. While design solutions are tailored to each organization’s unique set of circumstances, challenges, and opportunities, it is sometimes helpful for our clients to compare a new workplace paradigm against other
like-minded businesses. We have conducted a variety of surveys relative to performance, using benchmarking to provide a comparison of the range and type of spaces, ratios of people to space, and density of people in the overall working environment. ZGF has a robust catalog of benchmarked organizations that cover a wide range of business types, sizes, and locations, which can be useful in demonstrating where on the workplace continuum an institution falls as compared with the market.
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BALANCED METRICS We measure how space is used to show the current and desired states, defining the gap between where the organization is now and where it wants to be. We also measure each employee’s access to alternative seats— such as in a conference room or quiet room—the quantity of various spaces by type, and the ratio of those spaces to the number of staff. Additionally, we measure density in terms of space types and overall density. These measurements enable us to make a comprehensive, multidimensional comparison against similar organizations.
SEATS PER PERSON
+ 1 WORKSTATION
½
ALTERNATIVE WORK AREA OR MEETING SEAT
QUANTITY SPACE BY TYPE
BREAK / HUB
RATIO
TEAMING
WORKSTATIONS
PEOPLE TO SPACE
SMALL CONFERENCE
DENSITY SQUARE FOOT PER PERSON AND OVERALL SPACE REQUIREMENTS
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180 x 250 = 45,000 USF SFPP STAFF
BALANCED ZONING Not all of the current workplace strategies are applicable—or even appropriate—for every business. A successful workplace balances culture, work processes, work style preferences, collaboration methods, integrated technologies, support spaces, and other needs unique to that firm. This integrated approach ensures that the right mix of spaces will suit the end user and the particular task at hand.
INDIVIDUAL WORK
OWNED SPACES
Quiet Zones
Special Requirements
SHARED SPACES
GROUP WORK
Support Function
Collaboration Zones
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A MORE EFFICIENT WORKPLACE This bar graph demonstrates how a new approach to distribution of space might differ from the more traditional. Using a trade association as an example, the graph shows how reducing the number and size of private offices and consolidating redundant functions frees up space for collaboration (both formal and informal), alternative workspaces (quiet rooms, team rooms, touchdown areas, and staff hub space), and public spaces that were important to the client.
TRADE ASSOCIATION
EXISTING / TRADITIONAL APPROACH
NEW APPROACH
16%
23%
11% 14%
19%
8%
NEW
¼
18%
WORKSTATIONS
55%
PUBLIC + EVENTS SUPPORT
¾
COLLABORATION
WORKSTATIONS
ALTERNATIVE WORKSPACE DESK SPACE
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36%
¾
¼
PRIVATE OFFICES
PRIVATE OFFICES
PARADIGM SHIFT The chart shown to the right indicates the current state and future shift of the workplace. It measures increased efficiencies, and shows the redistribution of existing square footage to accommodate more people in the same amount of total space with additional amenities. The percentages describe how an improved workplace strategy provides space for 42% more people with only 12% more overall space. The shift includes a greater percentage of space dedicated to formal and informal meeting spaces, which are possible with improved circulation and a critical look at workstation sizing.
42%
MORE PEOPLE
12%
MORE TOTAL SPACE
48%
MORE WORKING AND MEETING SPACES
16%
LESS CIRCULATION
12%
LESS SPACE PER PERSON 275 SF > 240 SF
Current Future
Current Future
Current Future
Current Future
Current Future
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U.S. ENVIRONMENTAL PROTECTION AGENCY Region 8 Headquarters 20
BUILDING BLOCKS
Function Shapes Design We begin program development by understanding the project’s goals and how the organization functions, then identify the appropriate building blocks for the design. It is a time when we analyze and review existing standards and guidelines, the structure of the organization, the number of people by department, and the organization’s key adjacencies. By understanding the workflow and processes, the staff’s preferred work style, and their disposition to change, we can then determine the opportunities and benefits of working differently and define which
functions can be supported by the various workplace program elements. In this way, the design does not follow trends, rather, each component draws direct reference from the program function.
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ACTIVITY-BASED PROGRAM COMPONENTS We work together with the client to analyze the various program elements that make up a workplace. This includes looking at the entirety of the office, including activitybased work settings, as well as areas that an employee uses to work in various ways throughout the day. Many successful workplaces today are dependent on technologies and infrastructure that support mobility. An activity-based workplace is also linked to an integrated approach where business leaders, office policies, technology, and employees understand that various facilities are outfitted to accommodate unique tasks. Our experience shows that employees value a balance of collaborative areas and a mix of quiet and contemplative spaces in multiple settings.
1 INDIVIDUAL WORKSPACES
OFFICES
WORKSTATIONS
TOUCHDOWN SPACES
2 QUIET WORKSPACES
WELLNESS ROOMS
PHONE ROOMS
QUIET ROOMS
TEAM WORKROOMS
MEETING ROOMS
3 GROUP WORKSPACES
INFORMAL MEETING AREAS
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7:30AM
11:00AM
9:00AM
5:00PM
12:00PM
3:00PM
1:00PM
7:00PM
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POSITIONING
TECHNOLOGY
BRAND
VISION
RISK
BUSINESS OBJECTIVES
IMAGE
NETWORKING
ADVOCACY
NEXT GENERATION
PEOPLE WORK STYLE
CULTURE
SKILLS
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INDUSTRY ISSUES
PROCESS
Successful Design Solutions Depend on Balancing Organizational Culture and Business Goals with Management Styles, Employees, Operations, and Work Styles.
and design process, we work to achieve an understanding of the ways in which the physical working environment can support the organization to meet and/or exceed its business goals.
The core of any working strategy is a sound definition of organizational goals, a deep understanding of business drivers, and a comprehensive identification of desired outcomes. With these defined, the decision making process is streamlined and uncomplicated, and the resulting workplace is functional and intelligent—a highly effective business tool. Through the planning
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KEY STEPS
Each step of the planning and design process is important, but there are varying degrees to which each are explored on any given project. Circumstances, client goals, schedule, and project scope dictate the path. Although the process is well defined, the means are tailored to suit the degree of investigation and analysis as appropriate.
ENGAGEMENT During the engagement phase, we learn about the organization from an external perspective. We gather any background information that is available to help us understand the historic basis of previous work or existing standards. We review and quantify existing facilities, identify current and emerging technologies, and investigate the organization’s current staff numbers and growth projections.
IMMERSION In order to develop a project’s guiding principles, we gather information relative to the mission and goals of the organization. We engage with senior leadership to understand the broader outcomes and drivers relative to common themes, such as sustainability, culture, knowledge transfer, and high-performance skills. Concurrently, we hold workshops with key stakeholders and survey the broader group. We begin to document the various work styles, work patterns, and processes, as well as performance measures.
ANALYSIS We develop and ratify a set of guiding principles related to the strategic direction of the organization. A range of potential solutions is then explored based on guiding principles, functional goals, and overall space requirements. Planning elements are defined according to type, size, and ratio.
SYNTHESIS Building performance criteria, campus planning elements, and new technologies and systems that will be required are defined in accordance with the project’s guiding principles. We develop criteria for evaluating possible options. Key and secondary spatial relationships are illustrated. Spatial shortfalls or overages are identified and aligned against desired outcomes and/or according to project limitations.
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INTERVIEWS, WORKSHOPS, AND SURVEYS During the immersion phase, it is important to gather information from employees about their current experiences and their desired future workplace through multiple methods. One-on-one interviews allow us to gain deep insight and detailed information. Surveys allow for anonymous and unfiltered commentaries that also create a pre-occupancy status that can be compared with post‑occupancy surveys. Workshops stimulate face-toface group conversations and interaction among staff. The example to the right illustrates how the staff of an existing firm rated the current (C) state and future (F) workplace, according to various predetermined work style preferences.
FOCUSED
C C C C
C PRIVATE
C
C
C
C
C F C
C F
F
F C
PUBLIC
F F
F F
COLLABORATIVE
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J. CRAIG VENTER INSTITUTE LA JOLLA
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OUTCOMES
Solutions Should Enhance Business Outcomes
• CASE STUDY 3 PORT OF PORTLAND, HEADQUARTERS
Good design is often defined as innovative, functional, useful, and beautiful. A well determined workplace strategy ensures that good design can lead to good business. The following case studies describe how attention to business outcomes in the context of the physical working environment enabled measurable success for each enterprise.
• CASE STUDY 4 CONFIDENTIAL TRADE ASSOCIATION, OFFICES
• CASE STUDY 1 TRANSIT AGENCY, OFFICES
• CASE STUDY 5 CLIF BAR, HEADQUARTERS • CASE STUDY 6 HUMAN LONGEVITY, INC., HEADQUARTERS • CASE STUDY 7 SEATTLE CHILDREN’S FACULTY PHYSICIAN WORKPLACE REDESIGN
• CASE STUDY 2 CONFIDENTIAL AEROSPACE CLIENT, OFFICES
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CASE STUDY 1 TRANSIT AGENCY, OFFICES 225,000 SF
Master plan, standards, and design guidelines streamline communication / operations While experiencing enormous growth, this transit agency realized that the ad-hoc development of its current facilities were creating an inefficient space that could not support the number of employees needed for their expansion. CHALLENGES The agency understood that their physical environment had not kept pace with technological advances and that the resulting planning had lost sight of key adjacencies and interdepartmental connections. With this in mind, the executive leadership set out to establish a best-practice approach to workplace planning that aligned with the organization’s mission and goals. At the beginning of the process, departments were distributed across multiple floors and, in some cases, at opposite corners of the same floors. Communication within groups was inefficient and departments were fragmented, in large part due to the haphazard expansion over time. The environment contained a high percentage of private offices and long corridors that resulted in a measure of confusion and overcrowding. Departments sequestered meeting rooms for their own use, taking them off the roster for shared services. The overall environment was highly cellular with a hierarchy of space in which only a few people received the benefit of daylight and external views.
ENABLE KNOWLEDGE TRANSFER
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ACCOMMODATE FUTURE CHANGE
DEMONSTRATE VALUES + CULTURE
ALIGN WORKING GROUPS
REDUCE OVERALL FOOTPRINT
STRATEGIES
GUIDING PRINCIPLES
REPUTATION
FUNDAMENTALS
PURPOSE
Expressing identity
Acknowledging core function as an organization
Operating with intent to achieve goals
• • • • • • • • •
Professional Credible Compliant Functional Competent Practical Clean Dependable Cost-Effective
• • • • • • •
Industrial Service-Oriented Transit Point A to Point B Streamlined Process-Oriented Organized
• • • • • • •
Cutting-Edge Innovative Forward-Thinking Empowering Explicit Working Smarter Investing
CONSULTATION
CONNECTIONS
PROACTIVE
Integrating to support people, as well as customers
Improving outcomes through increased interface, idea exchange, knowledge, and experience sharing
Responsive to a range of complex issues
• • • •
Inclusive Restore Influence Engage Outcomes
• • • •
Communicative Collaborative Sharing Easily Accessible
• • • •
Dynamic Agile Nimble Evolving
ZGF worked with the agency’s executive leadership to develop guiding principles, which formed the basis of a strategy to identify workplace components tangibly linked to business directives. The adopted strategies included the provision of fewer offices, rationalized workstation sizes, the introduction of touchdown spaces to accommodate consultants, increased formal and informal meeting spaces, and quiet and wellness rooms. ZGF helped to evolve existing standards in light of new guiding principles, and then formed new guidelines for design, furniture, and finishes—all to ensure that the workplace will support employees, customers, and visitors. The guidelines balance the organization’s vision with the functional requirements for future facilities. They also streamline the decision-making process and define a basis of design consistency while providing some latitude for local preferences. Ultimately, available space is maximized and flexibility in layouts is achieved to allow for quick response in reconfiguration, while minimizing disruption and associated costs.
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The new planning strategy distributes space in a consistent, logical way. Shared spaces are located in the same place on each floor and are available for use by all building occupants. The standards established that the space around the building core, adjacent to the elevators and connecting stairs, should include shared meeting / conference spaces. Support functions are located adjacent to these areas. The perimeter is dedicated to open plan areas and lower height workstations to bring light and views to the greatest number of occupants. Private offices and departmental-specific workrooms are placed inboard.
TYPICAL FLOOR ZONING
BUILDING
Building Core
SUPPORT
Wellness, Break, Copy/Print, File / Storage Rooms
LEGEND
BUILDING CORE
Formal & Informal Meeting, Touchdown, Quiet / Phone Rooms SHARED SUPPORT WELLNESS, BREAK, COPY / PRINT, FILE / STORAGE ROOMS Offices MEETING, TOUCHDOWN, QUIET / PHONE ROOMS & INFORMAL OFFICESHARED FORMALPrivate
PRIVATE OFFICE Staff & Percentage of Contractors in Various Size Workstations WORKSTATIONS WORKSTATIONS OF VARIOUS SIZE FOR STAFF & CONTRACTORS
DAYLIGHT
DAYLIGHT
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RESULTS The new plan is highly efficient, offering a well-lit space with improved lines of sight that allow for a higher degree of connectivity among staff. The design promotes increased collaboration and staff interaction. Departmental adjacencies are greatly improved across the organization, with connectivity of groups occurring both horizontally and vertically along main circulation paths and centered on the open collaboration zones. Additional outcomes include the ability to increase staff by over 30% without leasing additional space. This results in an overall potential savings of 70,000 USF per annum in one location alone.
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CASE STUDY 2 CONFIDENTIAL AEROSPACE CLIENT, OFFICES 650,000 SF
Defining a high-performance 21st century workplace This Fortune 100 Company is known as a worldwide leader in innovation. The design of the new office building—one of the first on campus in over 30 years—expresses the company’s mission and identity of technical excellence, and demonstrates a commitment to staff and future recruits to provide a high quality, high-performance workplace environment. CHALLENGES With increased pressure due to growth and aging infrastructure, along with an employee generational transition and its accompanying potential for loss of institutional knowledge, the existing workplace did not represent a high performing, innovative environment that supported a sense of community and where knowledge could be easily shared. The existing workplace also put the organization at a disadvantage when competing for new talent. STRATEGIES In planning and designing the new five-story 650,000 SF office building, the primary objective was to create a world class, collaborative office of the future that reflects the client’s spirit of technical excellence, optimizes and aligns human performance with business objectives, provides a dynamic workplace environment to attract and retain talent, and is an exemplary high-performance, sustainable building.
ATTRACT + RETAIN TALENT
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PROMOTE MENTORING + SUCCESSION PLANNING
DRIVE INNOVATION
OPTIMIZE PRODUCTIVITY + EFFICIENCY
INCREASE ORGANIZATIONAL FLEXIBILITY
Using a Lean, cross-functional approach to programming, ZGF engaged a broad stakeholder group made up of executives, engineers, and staff to collectively design the ideal workplace environment. This process included analyzing business operations, work patterns, and perceptions; comparing space use across departments and job functions; and diving deep into the mission, values, and performance goals of the organization. The Lean programming process was also driven by a desire to minimize waste, lower costs, and increase flexibility, productivity, and innovation. Existing standards were refreshed and new program components were added as the organization’s Lean approach to manufacturing was applied to the design of its office space. RESULTS The result is a design that evolved from the ground up and the inside out. The new building is highly transparent, intuitive, and focused on the flexibility and visibility of services, consistent with current workplace drivers toward cost reduction and the desire to stimulate innovation. The design provides a highly flexible workplace well-suited to the evolving needs of a large program and multigenerational organization. The use of modular, open plan workstations responds directly to the client’s issue of heavy churn, providing a systems solution to accommodate teams of various sizes and users with maximum flexibility for reconfiguration and personal adaptation. An open plan also reduces the presence of closed offices, which can significantly impact the ease and cost of future reconfiguration.
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With a focus on activity-based work, the open plan offices are supported by a thoughtful mix of open / collaborative, and quiet / contemplative spaces, as well as a range of other places to support the way the organization works collectively and individually. Consistent with a Lean approach and to enhance wayfinding in the building, major program components, such as team rooms, manager pods, and file storage, reside in the same location on each floor. This provides quick and easy spatial orientation to improve the flow of movement and eliminate search time. Additional flexible and Lean strategies include attaching light sources to individual workstations to eliminate the need for overhead lighting, which can significantly impact the cost and ease of workplace reconfiguration. ZGF also developed a headcount calculator tool that quickly converts the number of people in any given business unit and their associated space allocations into ratios that enable the client to quickly see the actual and evolving structure of groups. These tools are being used throughout the organization and in multiple locations in support of the new workplace environment. The project will pursue LEED-Silver certification at a minimum. The use of phase change materials will reduce energy consumption, and an integrated design strategy that leverages natural elements (daylight, views, plants, water, etc.) will promote biophilia in an effort to increase occupant productivity, health, and well-being.
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Shared Meeting— Break Areas
Alternative Workplace— Quiet-Phone Rooms
The hubs contain shared meeting and conference areas, as well as common break areas. These hubs act as points of interaction and connection between the groups and will be centers of collaboration.
These focal points allow for group pin-up space, open meeting tables, or private focus rooms. These spaces can be designed to be flexible for multiple uses and have the potential to take on a “landmark” quality with unique colors or motifs.
Shared Resource— Support Spaces Distributed for convenience, departmental support spaces minimize access times and help scale the workspace into comfortable sizes. These spaces are primarily utilitarian but are designed with transparency to permit daylight to penetrate into adjacent work areas.
Individual Workplace— Open Plan The character of the work group areas is modern, functional, and performance driven, yet open and flexible. These spaces offer optimal lighting, long-span structures for flexible planning, and functional ergonomic furnishings.
Informal Meeting To foster increased collaboration and knowledge sharing, informal meeting areas are placed along circulation paths where people in transit can hold impromptu meetings and have chance interactions. 37
CASE STUDY 3 PORT OF PORTLAND, HEADQUARTERS 205,000 SF
Increasing collaboration and fostering a team environment The new Port of Portland headquarters aligns three business groups from multiple locations throughout the city under one roof. This resulted in a workplace that supports integration, cross pollinates processes and ideas, and consolidates redundant functions. CHALLENGES Three divisions—Marine, Aviation, and Administration—were moved into one location, and the new workplace needed to respond to a reorganization of the Port along functional, rather than departmental lines. Although it was broadly accepted that strategic gains would be realized through collocation, the differences in existing cultures, operations, and identity were acknowledged by the Port leadership and employees. These differences are part of the success of each division and needed to remain intact through the relocation. The senior leadership desired an open environment, which meant a significant change from the status quo. In addition, the Marine and Aviation divisions’ work styles were considerably different. As is often the case, many of the employees had concerns about noise and distractions, and what effect these would have on productivity. Moreover, the site selected for the project at the Portland International Airport—adjacent to the terminal building, above a parking structure, and overlooking the runway—added to concerns of distraction and accessibility.
ENABLE KNOWLEDGE TRANSFER
38
ALIGN WORKING GROUPS
REFLECT BRAND
DEMONSTRATE ENVIRONMENTAL RESPONSIBILITY
STRATEGIES ZGF worked closely with the Port to develop new standards for the office space. The design approach needed to connect people and departments. The entire work environment was designed to facilitate interaction and collaboration while supporting the existing, disparate work styles. As a result, the solutions enable information sharing and improve operational efficiencies. The research process reached out to Port managers and staff for input into their current and future environment. To ensure that the overall experience of the customers, as well as the employees, was a focus of the new facility, information was gathered through personal interviews, focus groups, observations, and phone conversations. Connections to both the shipping industry and air travel were also important to reinforce the Port’s mission and its role in the region, and were reflected in the design details. With large groups of people coming from other locations, it was important to create a “one Port� sense of community for the organization by including spaces to gather, either for impromptu meetings or Port-wide events. Environmental sustainability was also an important consideration and was tangibly demonstrated throughout the project. Likewise, the health and well-being of the employees was vital and a priority, reflected in the integration of individual controls and connections to the outdoors.
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RESULTS The resulting design accommodates a shift from a primarily closed office environment to a predominantly open-plan office—97% is open office with 3% private offices for those whose job functions demand privacy. Workstations were organized into neighborhoods to break up large areas and create smaller communities and teams. Panel heights are lower throughout, which allows for light penetration, while a storage spine was provided to create a sense of privacy between groups. To supplement the open workstations with areas for heads-down work and hands-on collaboration, formal and informal meeting areas and “collaboratives” were also provided. These are places where people can work together in a more private setting for a short period of time. Most of the collaboratives are for the Port, while some are designated for use by executive groups.
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The building includes places where the entire organization can meet together as one. Located in the centralized, open atrium, a large gathering space provides visual connections between the floors, and serves as a method to assist wayfinding and enhance communication. In addition to the more formal collaboration areas, the project features centralized coffee and break areas, which are used for impromptu meetings or as alternate individual workspace where one can work on a laptop or catch up on reading. Visual representations of the mission of the Port were devised to connect a diverse workforce with a common purpose. The brand is expressed holistically with elements that tell the Port of Portland story through artwork and architecture, as well as graphics and multimedia. The Port’s daily activities are broadcast on monitors throughout the headquarters. The Port of Portland’s commitment to sustainable practices is showcased throughout, from the main lobby—which houses the building’s Living Machine as an educational tool for visitors to learn about the on-site wastewater treatment and reuse system—to the roof garden and patio amenities for staff.
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CASE STUDY 4 CONFIDENTIAL TRADE ASSOCIATION, OFFICES 15,000 SF
Redefining workplace to support staff and members. This trade association was interested in redefining their working environment to better serve their membership and staff given new technological advances and a desire to connect more as an organization. CHALLENGES With a lease approaching maturity, the client wanted to take advantage of market influences to re-negotiate or relocate. Anticipating substantial growth, they had a keen interest in understanding the amount of space required to house their staff in the near- and long-term, particularly in light of new technologies and business practices associated with serving their membership. They had a well developed culture and wanted to retain its essence while redefining its expression through the physical environment. Additionally, the organization’s staff numbers varied throughout the year. They had a robust intern program, which employed several people for months at a time, and also anticipated a high degree of growth in full-time employees. The final solution needed to provide flexibility to respond to these fluctuations in ways that did not leave pockets of unused space or, conversely, inadequate workspace. The existing space was highly partitioned, with a severe lack of natural light in interior spaces. Circulation paths were convoluted with very little meeting space outside of the workstations. Although somewhat large, workstations were not designed to enable collaboration at the desk.
PROMOTE COLLABORATION
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ACCOMMODATE FUTURE CHANGE
INTEGRATE NEW TECHNOLOGIES
ALIGN WORKING GROUPS
FOSTER A SENSE OF COMMUNITY
Before Before BEFORE
STRATEGIES
CIRCULATION CIRCULATION
30% 30%
39% 39%
26% 26%
DESK DESK SPACE SPACE
The workplace strategy developed, rationalized, and defined the number and size of private offices. It also identified where redundant support spaces could be eliminated or consolidated. The program defined more flexible and multipurpose spaces, and proposed a significant staff hub to serve as an extended meet-and-greet space for clients and membership.
5% 5%
SUPPORT ++ SUPPORT EVENT SPACES SPACES EVENT
ZGF completed an analysis that identified where the association wanted to take its business. Project goals were established and a menu of spaces, based on guiding principles, was determined.
ALTERNATIVE ALTERNATIVE WORKSPACES WORKSPACES
AFTER
After After
CIRCULATION CIRCULATION
26% 26%
20% 20% SUPPORT ++ SUPPORT EVENT SPACES SPACES EVENT
27% 27%
DESK DESK SPACE SPACE
27% 27% ALTERNATIVE ALTERNATIVE WORKSPACES WORKSPACES
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RESULTS
CURRENT SPACE
The final design parameters shifted the amount of open to closed space only slightly, but greater gains in efficiency were made through more effective layouts and circulation. A 10% allocation of space is dedicated to support areas, such as filing and storage, allowing for a more effective production space. The planning process called for a decreased allocation of private offices, and provided alternative workspaces to accommodate private phone calls and confidential meetings. The event and public-facing space is the same size, but is now designed to serve multiple purposes and organized in a more hospitable way. Perhaps the biggest shift in this workplace is the integration of alternative work settings and collaboration spaces. A combination of small and large formal and informal meeting areas, team workrooms, production spaces, webinar, and studio space are provided. These now account for 27% of the new overall workplace, as compared with 5% in the existing.
LEGEND DESK SPACE—PRIVATE
SUPPORT
DESK SPACE—WORKSTATIONS
PUBLIC AND EVENTS
ALTERNATIVE WORKSPACE
CORE
COLLABORATION SPACE
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Coffee Bar
Interactive Hub Quiet Rooms
TEST FIT / FUTURE SPACE
Webinar Studio
Luggage Storage
Touchdown / Intern Desks
Idea Labs
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CLIF BAR Headquarters 46
CASE STUDY 5 CLIF BAR, HEADQUARTERS 75,000 SF
Transforming a former warehouse facility to reflect a unique brand For Clif Bar & Company, a leading maker of organic sports nutrition food and healthy snacks, its new workplace is a haven for outdoor enthusiasts that connects the staff to their outdoors culture and products through a biophilic design. CHALLENGES Having selected the site—a 1934 warehouse—the first challenge was to take advantage of the high, light-filled volumes to provide abundant daylight and openness while reversing years of neglect. Clif Bar’s five aspirations for its business model and culture formed the project’s guiding principles that led the workplace strategy and informed each decision. In line with the owner’s aspirations and ZGF’s own ethos, the workplace needed to be a high-performance showcase that “sustains the planet,” but within a budget. This challenge was balanced with sound business and fiscal decisions alongside sound construction methods. Clif Bar had two unique issues when it came to its headcount: an anticipated rapid growth in full-time employees, and a quarterly meeting of field staff that boosts the number of people four times a year. Solutions required a high level of flexibility. The overall efficiency of the space could not be sacrificed to accommodate these conditions—ensuring no unused or redundant space and no cramped conditions.
PROMOTE HEALTH + WELL-BEING
DEMONSTRATE VALUES + CULTURE
DEMONSTRATE ENVIRONMENTAL RESPONSIBILITY
ATTRACT + RETAIN TALENT
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STRATEGIES ZGF worked closely with the client to develop an appropriate image and workplace solution that responded to their culture and business objectives. The final result captured the company’s brand and culture in very tangible ways throughout the workplace. Spaces needed to serve as many uses as possible—and provide an efficient layout that would function at minimum and maximum capacities. The workstations also required built-in flexibility that would enable reconfiguration to accommodate fluctuations in staff numbers over time. While emphasizing the large central volume of the warehouse structure, the ultimate solution needed to include intimate spaces. The program took a campus planning approach to amenities that supports a work / life balance. A variety of elements dispersed throughout the office help staff create and maintain healthy eating habits, keep active, manage stress—both personal and work related—reduce commuting, and increase productivity.
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Overall Building
RESULTS
100%
Thermal Comfort
90%
Acoustic Quality
80% 70% 60% 50% 40% 30% 20% 10%
Office Layout
Air Quality
0%
Office Furnishings
Cleanliness
Lighting CBE Benchmark Average Clif Bar
ZGF developed a variety of functional spaces that appeal to different generations and work styles. The modular spaces included a generally open-office working environment with strategically located private offices. These pair with an array of open and closed meeting spaces that offer a place for quiet or interactive work. Guest seating and nearby breakout areas speed communication and connect people quickly and easily. The workplace links a balanced lifestyle with productivity and the owner’s culture. Amenities include a gym with full-time trainers, on-site childcare, a theater, massage rooms, a hair salon, laundry facilities, and a company café with a rotating menu of organic foods. The flexible approach—and expression of culture—are manifested in the meeting rooms that serve monthly company-wide events. Transient staff work here when on site, while local community and charity events use the space throughout the year. Reclaimed materials are showcased throughout, including repurposed sports equipment that the ZGF team rebuilt into art installations suspended from the ceiling. Measured outcomes include a voluntary turnover rate of less than 3% in 2012. The staff expansion—anticipated within 5–10 years—occurred within 18 months of move-in. The project received the Center for the Built Environment’s (CBE) Livable Building Award after post-occupancy surveys showed that the space outperformed benchmarks for thermal comfort, acoustic and air quality, office layout, furnishings, and lighting.
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CASE STUDY 6 HUMAN LONGEVITY, INC., HEADQUARTERS 25,000 SF
Supporting changing needs and growth through innovation Human Longevity Inc.’s (HLI) new space will embody the organization’s culture and reflect its business model, exemplifying collaboration, innovation, and results. The team of scientists, informatics experts, and business leaders is generating genomic data to glean new insights into human health and longevity. Since HLI’s research is focused on meaningfully extending human life, the firm has a vested interest in creating and fostering a healthy environment for its staff. CHALLENGES HLI, co-founded by J. Craig Venter, PhD, is a genomics and cell therapy-based diagnostic and therapeutic company. Using advances in genomic sequencing, informatics, computing and enhanced understanding of the human microbiome, proteomics, and cell therapy technologies, HLI is building the world’s most comprehensive database on human genotypes and phenotypes to tackle the diseases associated with aging-related human biological decline. HLI is also leading the development of cell-based therapeutics to address age-related decline in endogenous stem cell function, concentrating on cancer, diabetes and obesity, heart and liver diseases, and dementia. HLI has leased 25,000 SF of space in an existing building in La Jolla, California for its new headquarters. The space required careful planning to overcome a number of challenges associated with older construction, including restricted ceiling heights and limited natural light. HLI is anticipating rapid growth over the next year, increasing from a staff of 20 to approximately 100 employees. The new design will achieve several goals for the client, including retaining and attracting top research talent, and offering flexible and creative work environments.
PROMOTE COLLABORATION
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FOSTER COMMUNICATION
DRIVE INNOVATION
INCREASE ORGANIZATIONAL FLEXIBILITY
REFLECT BRAND
STRATEGIES Transparent
Collaborative
•
•
• • •
Keep the programmatic core centered, with open workstations and offices on the perimeter Maximize exposure to windows and views to increase daylight Create a dynamic form with a sculpted ceiling and walls Minimize private office space in order to reduce barriers and increase interaction and engagement
• •
Include multiple types of collaboration space, ranging from heads-down, focused areas to spaces for small informal meetings or large formal gatherings Reduce workstation size to permit larger common areas Facilitate transparency by including glass enclosed spaces for private discussions and work sessions
Flexible
Connected
Sustainable
•
•
•
• •
Integrate ambient and task lighting within workstations to retain flexibility and keep the ceilings clear of infrastructure Provide sit-to-stand workstations to accommodate diverse work styles and promote a healthy working environment Enable reconfigurability of systems and furniture to support changing work needs and growth
Use advanced connectivity and technology to facilitate mobility of employees throughout the office
• •
Specify healthy materials for sustainability and occupant comfort Incorporate a living green wall to integrate biophilia ideology Utilize color to stimulate energy and interest
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RESULTS The space has been planned to emphasize connectivity and to change the way people view an office environment. The design can accommodate 150 employees in an open plan, with only a few private offices, and a variety of collaboration spaces. Unique garden and study spaces will provide ample options for occupants to collaborate in a natural and comfortable setting. The core elements, including shared conference rooms and wellness support spaces, will serve as the central “tree� of the office. The dynamic form of the core will activate the space, while encouraging collective brainstorming and problem solving.
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CASE STUDY 7 SEATTLE CHILDREN’S, FACULTY PHYSICIAN WORKPLACE REDESIGN 16,274 SF
Improving physician workspace in concert with enhanced patient-centered care Working closely with Seattle Children’s staff and faculty, ZGF developed workplace design strategies to enhance physician collaboration while optimizing operational efficiency and space utilization. Transforming closed, private office space into a highly collaborative open plan environment proved to be an innovative way to organize this workspace. CHALLENGES Facing industry-wide expectations that faculty physician workspace should be housed in closed private environments, the shift to create open and collaborative workspace in an academic medical center was largely unprecedented. This first-of-its-kind workspace required buy-in from an intergenerational physician, staff, and leadership group that had previously been dispersed across the Seattle Children’s campus. In addition to addressing stakeholder perceptions, it was essential that the design solution respond to physicians’ needs for privacy and quiet workspace.
PROMOTE COLLABORATION
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ATTRACT + RETAIN TALENT
DEMONSTRATE VALUES + CULTURE
ALIGN WORKING GROUPS
FOSTER A SENSE OF COMMUNITY
KEY SPACE ATTRIBUTES
STRATEGIES
ZGF’s in-depth, collaborative process included surveying four hospital departments—Critical Care, Cardiology, Neonatology, and General Medicine—to best understand the most important characteristics that the new space should reflect. The six attributes below served as guiding principles throughout the design process.
Understanding Physician Needs
EFFICIENCY RECRUITMENT COLLABORATION FLEXIBILITY
Maximizing Flexibility
FOCUS PERSONAL CHOICE 0
1
2
3
4
5
6
7
8
9
10
HOW FACULTY PHYSICIANS WORK By observing and interviewing Seattle Children’s staff, the ZGF team gained a deeper understanding of the wide-ranging work modes physicians move between each day and how long they engage in each kind of mode. This information resulted in creating an optimal ratio of open and private workspaces.
9% 12% 41%
7%
WORK MODES CONVERSE (GROUP) CONTEMPLATE (SOLO) CREATE (GROUP AND SOLO) PROCESS AND RESPOND (SOLO) HUDDLE (GROUP)
From the onset of the project, the design team studied physicians’ work habits and preferences in order to enhance their ability to treat patients more effectively. Key observations included the desire for small desk clusters so that caregivers could engage in work with minimal distractions caused by nearby activity, while also providing access to their core team for communal work. The diversity of the physician teams also informed the need to offer a wide spectrum of workspace alternatives for these small communities.
31%
To fulfill the client’s goal of optimizing flexibility, the design ensures more fluidity for physician staff with highly flexible interior spaces that include demountable partitions and modular furniture. Since personnel and medical discussions often fluctuate between non-sensitive and confidential topics, the technology infrastructure allows physicians to easily bring phone conversations and video conferences from one room type to another without interruption. Design Overall space distribution in the form of small team “neighborhoods” and the new open workplace paradigm reinforces Seattle Children’s Lean culture and its emphasis on increased operational efficiencies and improved outcomes for patients. The design team applied cost-efficient solutions that bring richness and warmth to the interior to support physicians’ comfort and productivity. 55
RESULTS The physician workspace redesign reflects the leadership’s commitment to supporting healthy and productive work teams at Seattle Children’s, as well as providing improved patient care. Key faculty physicians chose individual workspaces located in the most active and high-traffic areas to ensure accessibility to colleagues and information exchange. The workspace is located near patient rooms, which reduces travel distances for faculty and staff and results in more time with patients. This successful prototype is now being used as a model to optimize other Seattle Children’s workplaces across the campus.
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STORAGE
HUB
LOBBY
“FRONT DOOR” FOCUS ROOMS OPEN SEATING PHONE ROOMS
CONFERENCE
STORAGE
CR
MEETING ROOMS
CR
CR
CR
CR
CR
CR
CR
CR
LOBBY
HUB
FOCUS ROOMS
ALTERNATIVE WORK AREA
OPEN OFFICE LOBBY ALTERNATIVE WORK AREA
CR
HUB PHONE CONFERENCE / MEETING / FOCUS MAIL / COPY AND STORAGE RESTROOMS / SHOWER
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MICROSOFT Building 44 58
CLIENTS • AMERICAN BUSINESS BANK
• NINTENDO OF AMERICA
• BANK OF AMERICA
• PEARL IZUMI
• BIDWELL & COMPANY
• PEITZMAN WEG & KEMPINSKY
• BORDERS PERRIN & NORRANDER
• PERKINS COIE LLP
• CONRAD N. HILTON FOUNDATION
• QATAR FOUNDATION INTERNATIONAL
• COPPER MOUNTAIN
• RAY QUINNEY & NEBEKER
• DUFFY KEKEL LLP
• REALNETWORKS
• GEFFEN MESHER & COMPANY
• SAFECO
• GERDING EDLEN DEVELOPMENT
• SCHWABE WILLIAMSON & WYATT
• HAWAIIAN AIRLINES
• SMITH BARNEY / CITICORP
• HINES
• STOEL RIVES LLP
• IBM
• TONKON TORP LLP
• J. CRAIG VENTER INSTITUTE
• U.S. DEPARTMENT OF STATE
• JONATHAN ROSE COMPANIES
• U.S. ENVIRONMENTAL PROTECTION AGENCY
• K & L / GATES • KIRTON & MCCONKIE • KPMG • KPTV • LITTLER • MICROSOFT CORPORATION • NIKE
• WAGGENER EDSTROM • WARNER BROS. • WASHINGTON METROPOLITAN AREA TRANSIT AUTHORITY • WEXFORD SCIENCE + TECHNOLOGY • WILMERHALE • WRIGHT RUNSTAD & COMPANY
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People, business aspirations, technology, and the physical environment are all essential components in the complex system of a workplace. It is in understanding how these components are linked together that we create a design unique to your culture, one that resonates with your business objectives and enhances your organization’s overall performance.
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PORTLAND 1223 SW Washington Street Suite 200 Portland, OR 97205 T 503 224 3860
WASHINGTON, DC 1800 K Street NW Suite 200 Washington, DC 20006 T 202 380 3120
SEATTLE 925 Fourth Avenue Suite 2400 Seattle, WA 98104 T 206 623 9414
NEW YORK 419 Park Avenue South 20th Floor New York, NY 10016 T 212 624 4754
LOS ANGELES 515 South Flower Street Suite 3700 Los Angeles, CA 90071 T 213 617 1901
www.zgf.com
VANCOUVER 838 West Hastings Street Suite 901 Vancouver, BC V6C 0A6 Canada T 604 272 1477 www.zgfcotter.com
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