Workify Thesis Book_Senior Year Interior Design_2020

THESIS 2020 | SENIOR YEAR | INTERIOR DESIGN | AAKANKSHA MISTRY | ISDI PARSONS

WORKIFY Workspace Design Leveraged for Mobiuso Technologies

DISCLAIMER The thesis/ capstone project is the final year graduate study undertaken at the ISDI - School of Design & Innovation. No part of this document may be reproduced or disseminated in any form or by any means (electronic, mechanical, photocopying, recording or otherwise) without the prior written consent of the ISDI - School of Design and Innovation and the author.

WORKIFY A thesis submitted in a partial fulfillment of the requirements for the completion of the course in Interior Design, ISDI - School of Design and Innovation.

To the Department of Interior Design May 2020

It is certified that the work contained in the thesis titled Workify

by Aakanksha Mistry has been carried out under our supervision and that this work has not been submitted elsewhere for a degree.

Mrs. Meenal Sutaria

Ms. Supriya Thakkar

Program Director: Interior Design ISDI - School of Design and Innovation

Thesis Mentor ISDI - School of Design and Innovation

Table of Contents 04 | OFFICES OF TOMORROW

01 | INTRODUCTION Abstract

03

Problem Statement

06

Key Concepts & Changing 39 Demographics Privacy: A Crisis

46

02 | OVERVIEW OF WORKSPACES

05 | WORKSPACE DESIGN & WELL-BEING

Workspace & its Evolution 09

How does design affect users?

Types of Workspaces

18

Workplace Culture

26

03 | RESEARCH METHODOLOGY Case Studies & Analysis

51

06 | SITE SELECTION & ANALYSIS 29

Criteria of Selection

58

Macro Site Analysis

61

Micro Site Analysis

64

07 | DESIGN APPROACH Design Approach

68

Who is the Client?

70

Program Requirement

74

Design Brief

76

08 | DESIGN PROCESS Design Concept

79

Zoning & Circulation

84

MoodBoard & Inspiration

88

09 | DESIGN PROPOSAL Floor Plan & Sectional Elevations

94

Service Plans

98

Design Details 3D Renders

104 110

10 | CONCLUSION

124

11 | ACKNOWLEDGEMENTS 126

12 | BIBLIOGRAPHY

128

1

ABSTRACT Thesis Topic

Problem Statement

01

“Great design is a multi-layered relationship between human life and its environment.”

– Naoto Fukasawa, Industrial Designer

02

Thesis Topic Keywords: People-centric design, engagement, holistic, user control, collaborative Winston Churchill said “We shape our buildings, thereafter they shape us” which clearly captures the two-way relationship and the connection between people and the spaces that they live or work in. 54% of waking hours which is almost 9.5-11 hours in a day are spent at work1, which is why it should be a driving force for designers to consider the well-being while designing a workplace.

Today, there is an emerging opportunity to use workplace design to promote a holistic state of well-being for people at work.

Companies like Google, WeWork, Facebook, Amazon etc have already been putting efforts in order to create work environments that are more collaborative and informal, so as to create a more connected workspace that allows better social interaction and worklife balance. However, this is a relatively new concept for India and hence there is still so much more room to grow in terms of “Offices of Tomorrow.” Without question, the need to reboot the corporate workplace is overdue. While the processes and activities teams do today have dramatically changed, their spaces have not. This project addresses the topic of the creative and collaborative nature of work environment and ask the question “what is a workplace?” and how it can relate and connect to human life, society, health and happiness.

It is about designing the “Offices of Tomorrow” for the IT company Mobiuso Technologies in Mumbai which houses fifty employees and needs a shift from traditional “space-centric” design to a more “people-centric” design approach. The workspace that they are currently using is not efficiently designed which causes productivity and employee satisfaction issues.

03

So, what is the future of Office Design? After analysing its history and current trends, it seems to be that the future of work environments has one priority: people. Employees who once operated in different universes must come together in interdependent, fluid teams. The spaces that best support this kind of work are designed specifically for teams, while embracing the needs of all those individuals who make them up— “me within we.” Companies are now realising that integrating a sense of community will remain important to the future workplace, especially as advancements in technology encourage people to work from home or anywhere, they please.

Different people should feel comfortable in the place they work in, and should not be forced to conform to the same standard.

Prioritising people will certainly change the physical design of workspaces. Companies can influence employee behaviour through awareness implementation of corporate culture, and the design of their work environment. When these capabilities are maximized, they can have a positive effect on people’s health and well-being. If companies can incorporate a sense of playfulness in the workplace, in order to protect employees’ wellbeing this will help with camaraderie and efficiency in the workplace.

[1]Marcus Fairs | 1 November 2016, “Workplace Design ‘Can Help Workers Feel Happier’ Says Report by Haworth,” Dezeen, https://www.dezeen.com/2016/11/01/haworth-white-paper-report-happiness-workplace-design/ 04

ABSTRACT Thesis Topic Problem Statement

05

Problem Statement

“The world now requires rapid responses focusing on creativity, innovation and design, rather than solely on delivery. To achieve this, work will increasingly be projectbased rather than segmented by department, and will need to take place across teams and silos” reports AM Cham’s EU Future of Skills report.2 The demand for workspaces has never been greater. As people are spending more time working in offices, these offices are getting more collaborative. The demand for more casual yet private collaborative spaces are increasing and is putting a strain on meeting rooms. The problem is that offices need access to spaces that support collaboration “on demand.” They require spaces to support diverse activities and not only for social interactions and office gatherings.

Since employees perform a range of different tasks and activities throughout the day, no one space can support all the requirements.

However, any well designed space, should promote productivity in some form. But they also need to create a sense of psychological comfort, where employees feel relaxed.

A Space matters because people matter. A space where people come together needs to provide choice and control over how and when one works. Spaces need to reflect who the individuals and teams are of the organizations and their diverse needs.

[2] “Office Remix,” Steelcase, March 4, 2020, https://www.steelcase.com/asia-en/research/articles/topics/open-planworkplace/office-remix/ 06

2

OVERVIEW OF WORKSPACES Workspace & its Evolution Types of Workspaces Workplace Culture

07

“In order to look at the design of offices with any degree of sense, first we need to know what offices are for, what is done in them, why do they exist? The answers to such basic questions are amazingly difficult to find.”

– John Pile, Author, History of Interior Design

08

Workspace & Its Evolution Most people today spend more time at an office than ever before, seeing more of their bosses and colleagues than they do their families. The office today has become a second home, its structure and design can have real consequences on productivity, efficiency and well-being. But the question arises what is an office or a workspace and how its evolved to be what it is today?

An office typically means a room, set of rooms, or building used as a place for commercial, professional, or bureaucratic work or a position of authority or service, typically one of a public nature.

If we look at the history of an office and its evolution, we will see how it evolves in design as our working processes, culture, economic growth and technology change. Overtime, the emphasis on an employee’s productivity has changed, it has shifted to considering well-being as well. The result of this change has led to dramatic changes in the form, purpose and design of workspaces.

But how did we get here? All the roads lead to Rome.

Latin

Opus work

Latin

Officium Latin

Facere do

Old French

performance of a task

Office Middle English

Origin of the word “office”

Evolution of workspaces through histroy

[1] Hanna Mansson, “The History of the Office: Office Trends through the Centuries,” HubbleHQ, accessed April 3, 2020, https://hubblehq.com/blog/the-history-of-the-office [2] Hanna Mansson, “The History of the Office: Office Trends through the Centuries,” HubbleHQ, accessed April 3, 2020, 09 https://hubblehq.com/blog/the-history-of-the-office

18TH Century Ancient Romans had their very own business district, they left us with a legacy of offices. They had a vast empire to which order, control and organization was key. At the heart of most of the Roman towns lay a large square bounded by shops and government offices. However, it wasn’t until the 18th century that dedicated office buildings began to be created. The construction of the first two dedicated office buildings were seen in Britain.

“On Friday I was at the office from 10 in the morning to 11 at night – last night till 9.”

-Charles Lamb1

1. The Old Admiralty Office, London

With the British Empire expanding and engaging in an increasing level of trade with the rest of the world, the first office building was built in 1726 in London which is known as The Old Admiralty Office. It is now occupied by the Department for International Development. 1729 saw the opening of the country’s second purpose-built office building. The East India House , was the headquarters for thousands of staff that were employed to handle large amounts of paperwork owing to the trade in India and Asia. Author Charles Lamb who worked as a clerk at the East India Company has given us an idea of what office life was like there through his diaries.

“You don’t know how wearisome it is to breathe the air of four pent walls without relief day after day.”

-Charles Lamb2 2.East India House, London

10

20TH Century The open plan offices which grew in popularity throughout the early 20th century, followed the principles of ‘Taylorism’, It is a methodology created by mechanical engineer, Frank Taylor, who sought to maximise industrial efficiency.

There was much criticism for Taylor’s approach as it didn’t take human and social needs into consideration. Architect Frank Lloyd Wright introduced the open plan office space which is dominating the design of our offices even today.

The Larkin Administration Building – opened in New York in 1906, Frank Lloyd Wright envisaged an office like an open plan factory, with few walls.

The Johnson Wax company’s open-plan office, designed by Frank Lloyd Wright in 1939. This office was primarily designed to increase productivity, and as such placed over 200 sales staff on one floor. He included completely new elements such as bright lights, warm spaces, cork ceilings, which played a major role in absorbing office acoustics.

3. A “Taylorism” inspired office

4. Larkin Administration Building

4..1 The Johnson Wax company

11

1960s Bürolandschaft The workplace really started adopting the socially democratic layout that encouraged human interaction and engagement. This office design style became known as Bürolandschaft, a German concept which translates to ‘office landscape’, and after becoming popular in northern Europe, began to spread around the world. This style of design was less rigid and gave more importance to the needs of the workforce.

As a result, the workspace became more open with desks and allowed teams to group together.

5. Action Office

The Action Office The Action office began to emerge as the Bürolandschaft evolved. This included a variety of alternate work settings that increased freedom of movement and greater degree of privacy while working. It introduced the concept of flexible, semi-enclosed workspaces. It allowed office spaces to be personalised and frequently modified to suit the needs of the company and its employees.

6. Osram Headquaters, Germany

On an average, women earned 63% of what men were paid.

The ratio of women to men in the workforce was 30 : 70 respectively.

Men held high-ranking positions in the workplace while women most often worked as secretaries.3 [3] “History of Office Design: From the 1700’s to Today: K2 Space,” K2space, November 1, 2019, https://k2space.co.uk/ knowledge/history-of-office-design/ 12

The Influx of Female Workers The influx of female workers into what was traditionally a male dominated workplace in the 1960’s also led to subtle changes in design. The office required a greater level of privacy, and many female workers demanded a ‘modesty board’, which was simply a plywood section that covered the front of a desk, and mainly their legs. The Observer ran an article “Would you let your daughter work in an open plan office?” in 1968. Overtime, the Action Office concept evolved to a point where employees had a high, three-sided vertical division that defined their individual space.

7. The Observer Article

13

The Cubicle Farm In the 1980s, cheap and effective modular walls led to a sea of cubicles springing up in offices all over the globe. A focus on profitability instead of working conditions was the key factor behind the shift in office design. The history of office design at that point became ‘stack them highly; sell them cheap’. This method was one of the more depressive (if not the most) style of office design.

Almost two decades of staff were ‘trapped’ in giant fabric-wrapped walls. So, where next for the history of office design?

“I went to see the first installation of the system, a huge government project. The panels were all seventy inches tall, so unless you were six-foot-three you couldn’t look over the top. It was awful – one of the worst installations I’d ever seen.”

-Douglas Ball, Designer, Haworth4 Office Design and Technology

8. Cubicles

As technology developed, employees became more mobile. Laptops, mobile phones, Wi-Fi meant no need for cables, no need to be tied to one place, more flexible ways of working such as Agile and Activity Based Working (ABW) became increasingly popular. There is an endless world–or even universe–of opportunity for technological advancement and cultural development in the workplace. Today it has reached a point where it has become critical that technology can be used from any part of the workplace and where possible, it can integrate seamlessly with furniture

[4] Pagan Kennedy, “Who Made That Cubicle?,” The New York Times (The New York Times, June 22, 2012), https://www. nytimes.com/2012/06/24/magazine/who-made-that-cubicle.html 14

Office Design Today As history of office design continues to unfold, today it has reached a point where it has become critical that technology can be used from any part of the workspace. It should also integrate seamlessly with furniture and other devices such as screens and digital whiteboards. Hot desking, co-working and work from home are the buzzwords today. This has led to an increase in demand for part-time, flexible office space and creative collaboration. While trends tend to come and go, there has been a significant rise in biophilic office design and companies bringing a little of the outdoors into the work environment.

Company culture, employee well-being and technology will affect the way our workspaces change in future. An office is a fluid space which is greatly influenced by the requirements, values, ethnology and culture of changing times.

As technology advances, so does the design of the offices. The office as we know it was ‘invented’ to solve a problem: the need to host a large number of people and enable easy communication.

Today, such needs are becoming less relevant due to cloud services and conference calls.

Now, the focus is different, it is to create a space where people feel inspired, motivated so that an employee produces the best work possible.

Research into work-psychology, developments in technology and other cultural factors will always keep influencing office design and it will continue to evolve.

Technological growth will impact the workforce by rendering certain positions obsolete while creating new jobs, services, and efficiencies.5

9. Informal Offce Setting

15

Comparative Infographics

[5] “Office Remix,� Steelcase, March 4, 2020, https://www.steelcase.com/asia-en/research/articles/topics/open-planworkplace/office-remix/ 16

OVERVIEW OF WORKSPACES Workspace & its Evolution

Types of Workspaces Workplace Culture

17

Types of Workspaces Traditional Offices In traditional offices all the employees have their own workstations, often divided by screens and everything that an employee requires is close at hand. Typically, a workstation is a large pedestal desk with a PC and a monitor, with some amount of place for the employee to place their personal belongings. These offices also have a large meeting room or boardroom, which is suitable for full team meetings. Senior managers have their own designated offices or executive cabins.

Employees and staff perform their daily activities at their desks, breaking away only to attend meetings and use the cafeteria during lunch. A traditional office is a very structural office and is heavily partitioned to establish a clear hierarchy.

The benefits of a traditional office: ■■ Everyone has their own workstation, that can be personalised ■■ There is a lot of personal storage space ■■ Teams sit together The drawback of a traditional office: ■■ If an employee is fired, there could be empty desks, causing the space to be underutilized ■■ Employees are made to work in one place, which may not be the most productive way ■■ There may not be enough meeting spaces.

10. Traditional Office

18

Open Plan Offices These are very similar to the traditional offices. Open plan office adopts an individual method of working, with every employee having their own desk. The difference with open plan is that there are barely any dividers. The teams are made to sit in close proximity to each other making communication easier. This makes informal meetings easier and hence eliminating the need for a dedicated large meeting room.

The benefits of an open plan office: ■■ A friendly atmosphere ■■ Team members are closer together, and when management sit in the main office, this can lessen the pressure of traditional corporate hierarchy ■■ Collaboration is encouraged which means, ideas and knowledge is shared freely The drawbacks of an open plan office: ■■ There can be distractions when another team is having a discussion ■■ May be difficult to hold private meetings and discussions ■■ When the office is under-occupied, the desks remain empty and hence wastage of space.

Hot Desking Hot desking is a practise of assigning desks to an individual as and when they need them. No-one in the office space has their own desk. Generally, there is a system for the employees to book their seats. Hot desking allows organizations to reduce the number of desks in their office enabling them to make significant space and real-estate savings. Employees are assigned personal storage caddy such as a hotbox. Whilst hot desking makes sense commercially, it can be demotivating for the employees as they don’t have the security of having their own space. For hot desking to be successful, the organization should have a reliable IT and behaviour management.

The benefits of hot desking: ■■ By allocating desks on a needs-basis, organizations can decrease the number of desks required, allowing them to save space and rental costs.

The drawbacks of hot desking: ■■ Staff may not be able to find a desk when they need one.

■■ If they forget to book a desk or arrive late, they may have to work in the cafeteria or find some other place to work.

■■ If teamwork is required and the team is not in the same place or close proximity, collaboration can be difficult.

19

11. Open Plan Office

12. Hot desking Office

20

Activity Based Offices Activity based working is the practise of assigning work on the basis of tasks or activities (hence the name) rather than people or teams. This method allows employees to choose where they carry out work, based on the task in hand.

Setting up activity-based working requires a detailed understanding of what tasks are actually performed day to day in the organization. Activity based working (ABW) boost staff productivity by providing environments which are ideal for the task assigned to them. The workspace should include a range of different meeting zones and working spaces to suit the different activities.

Teams would have a team station where they can all come together and collaborate. This method requires a robust IT and behavioural management. This can also provide employee job satisfaction and for the company, it acts as a space saving tool and can attract and retain talent.

The benefits of Activity Based Working: ■■ Employees are allowed to choose their work environment which could boost morale and job satisfaction ■■ If designed correctly, the office space can be fun and inspirational ■■ The spaces will be allocated according to specific uses hence there will be enough meeting spaces and quiet working zones, collaboration spaces and open plan desking ■■ Activity Based Working demonstrates a forwardthinking corporate culture which can help to attract and retain talented individuals ■■ Less maintenance and rebuilding of office space to accommodate increasing numbers of employees if the company decides to expand The drawbacks of Activity based working: ■■ Heavily relies on a strong IT and technology team ■■ Behaviour and employee expectations must be clearly outlined to avoid confusion and abuse of privilege ■■ Team members don’t have their own individual desk

13. Activity Based Working Office

21

Agile Offices Agile working allows employees to work when, where and how they choose. The results and success are measured by the output of work or by predefined performance indicators.

This empowers the employees and helps employees feel motivated and enhances job satisfaction.

The Agile Organisation defines it as: “Agile working is about bringing people, processes, connectivity and technology, time and place together to find the most appropriate and effective way of working to carry out a particular task. It is working within guidelines but without boundaries (of how you achieve it).”6

The benefits of agile working: ■■ Employees are empowered and motivated therefore results are delivered ■■ Teams are created to be more motivated, balanced, creative and efficient The drawbacks of agile working: ■■ Organisations must clearly state their boundaries, rules and objectives or employees can feel confused.

■■ Employees should know what their performance indicators are ■■ Employees may not always be present in the office at all times

14. Agile Office

15. Agile Office

[6] Habitaction, “Understanding the Different Ways of Working in an Office,” Habit Action (Habit Action, August 21, 2019), https://habitaction.com/understanding-the-different-ways-of-working-in-an-office/ 22

Agile Offices + Flexible offices

QUIETZONE

OPEN PLAN BREAKOUT

COMMON AREAS

16.

COLLABORATIVE DESK CLUMBS

HUDDLE ROOMS

TECHNOLOGY

REMOTE WORK

23

Flexible Offices Flexible working is often confused with agile working because of a few similarities. Flexible working mainly refers to the hours spent in the offices, even though it includes location and method of work too. The way of working tends to focus more on an individual’s needs than a team’s needs. For example, a parent may need to start work at 10 am so that they can drop their child off to school and may leave office at 3 pm but start working from home in the evening. The design of the office is not so relevant to flexible working, but there will be significant space saving if a large part of the workforce is empowered to work away from the office. The overall occupancy of the office decreases and hence the need for a desk per person will reduce. Flexible working can also incorporate an IT dependency when an employee needs to book a desk in case he/she chooses to work from the office for a few days.

The benefits of flexible working: ■■ Employees feel empowered when they are allowed to choose their working hours and location. This can increase job satisfaction ■■ Work-life balance becomes easier to manage ■■ Real-estate and space saving can be made.

The drawbacks of flexible working: ■■ Team collaboration gets challenging if employees are away from office ■■ Employees can abuse the system and hence boundaries need to be set ■■ Managers need to constantly be in touch with the employees to make sure work is been done

17. Flexible Office

24

OVERVIEW OF WORKSPACES Workspace & its Evolution Types of Workspaces

Workplace Culture

25

Workplace Culture What is it, Why it matters, How to define it Culture is the personality and character of an organization. It is what makes the organization unique, it is the sum of the values, traditions, beliefs, behaviour, interactions and attitudes. A positive workplace culture attracts and retains talent, drives engagement and satisfaction and affects performance. Workplace practices, policies, management leadership impacts and defines a workplace culture. Culture is as important as business strategies as it can strengthen an organization’s objectives. Organizations with stronger cultures outperform their competitors financially and are generally more successful.7 There is no shortcut to creating the best culture.

Each culture is unique to the organization’s needs.

Culture is learned through interactions

There are a few proven methods on how workplace culture can be improved regardless of what industry the organization belongs to. Culture is learned8. People learn to perform certain behaviours through either the rewards or negative consequences that follow their behaviour. When a behaviour is rewarded, it is repeated and eventually becomes part of the culture. Employees learn culture by interacting with other employees.

Personalities and experiences of employees create the culture of an organization.

For example, if most of the people in an organization are very outgoing, the culture is likely to be open and sociable.

Culture is difficult to change

Culture = Behaviour Culture is negotiated

People shape culture

[7] Admin, “Workplace Culture: What It Is, Why It Matters, and How to Define It,” ERC100, February 1, 2019, https://www. yourerc.com/blog/post/Workplace-Culture-What-it-Is-Why-it-Matters-How-to-Define-It [8] Susan M. Heathfield, “What Is Culture? The Environment You Provide for People at Work,” The Balance Careers (March 6, 2020), https://www.thebalancecareers.com/culture-your-environment-for-people-at-work-1918809 26

3

RESEARCH METHODOLOGY

Case Studies and Analysis

27

“If we knew what it was we were doing, it would not be called research, would it?”

– Albert Einstein, Theoretical Physicist

28

Case Studies & Analysis Milestone Systems Bulgaria Office DESIGNER SKICA Studio

YEAR 2019

CLIENT Milestone Systems

LOCATION Sofia, Bulgaria

SIZE 26,910 sqft

INDUSTRY Hardware/ Software Development

18. Floor Plan & Zoning

To create a more progressive office environment, that has a large variety of spaces that can fulfil both the company demands for the work environment and the equally important quality of places to unwind, interact or contemplate. The two cores of each contemporary office are organized symmetrically in this central area – the cafeteria and the conference rooms. On the other hand, the three functionally different zones – cafeteria, lounge and conference can be easily merged into one big space to host company events. This is made possible by means of movable glass partition systems that fully disappear once folded aside. The office is organized in a way to provide flexible work spaces on the periphery of the floor with maximum amount of sunlight along with equally distributed coffee corners and meeting zones. Inset deeper in the central area of the plan are all the technical and service rooms housing IT equipment.1

19. Collaboration Area 29

A major focal point of the project was to provide a wide range of spaces to suit different scenarios of usage – shared, semi-shared and private.

The office is outfitted with eight meeting rooms for 12-15 people while three of them are able to transform into two separate or one big enough to host presentations for up to 50 people.

Three different types of “phone booths” give the opportunity of video conferences for 3-4 people or 1-2 persons` calls and discussions.

20. Phone Booth

21. Meeting Room

23. Breakout Space

22. Meeting Room

24. Reception Area

[1] “Office Tour: Milestone Systems Bulgaria Offices – Sofia,” Office Snapshots, November 13, 2019, https://officesnapshots.com/2019/11/13/milestone-systems-bulgaria-offices-sofia/ 30

Williams Lea Tag Office FIRM Bean Buro

YEAR 2019

CLIENT Williams Lea Tag

LOCATION Hong Kong

SIZE 7,200 sqft

INDUSTRY Consulting / Business Services

25. Conference Room

The design brief was to create a new workplace for the international creative company to house their 80 people workforce in Hong Kong which includes fixed and flexible desks, as well as a variety of collaboration spaces. Williams Lea Tag pursuit in fostering a spirited, sociable and collaborative work environment in a way that echoes the unique spatial experience of the adjacent Lockhart Road, where networks of neon signs, Scaffolds and shopfronts superimpose public and private realms. Drawing reference from the Wanchai district’s urban typologies and symbol, the design of Williams Lea Tag’s Hong Kong office is a work environment that feels as raw, diverse, and multifaceted as its context.2

26. Collaboration Area

31

27. Book stand

28. Collaboative Island

30. Pantry + Booth seating

29. Floor plan

31. Booth Seating

[2] “Office Tour: Williams Lea Tag Offices – Hong Kong,” Office Snapshots, October 29, 2019, https://officesnapshots. com/2019/10/29/williams-lea-tag-offices-hong-kong/ 32

Gensler Office FIRM Gensler

YEAR 2019

CLIENT Gensler

LOCATION London

SIZE 35,000 sqft

INDUSTRY Design

No.6 – Gensler: Acts like a workshop, feels like a home.

They required a modern workspace that would act as a creative platform, enabling each and every one within the space to feel empowered and a place that would allow them to evolve the way they work. The space needed to allow for growth and flexibility whilst supporting a synergistic mindset. At the same time, the design process needed to allow for user engagement and transparency.

Interior teams worked seamlessly to create a design scheme inspired by locality and contextual history. This can be seen predominantly through the building materials themselves – timber, brick and exposed steel. ‘Bringing the outside, inside’ was key. This fluid, industrial and experimental character reflects how we define ourselves in terms of constant change. The building has achieved a Design Stage assessment and interim BREEAM Excellent rating (is a sustainability assessment method in UK.)3

Entrance to the Building

32. Entrance to the Building

33. Collaboration Area

33

34. Hot Desks

36. Pantry + Informal Space

38. Discussion Room

35. Team Workspaces

37. Meeting Space

39. Pantry

[3] “Office Tour: Gensler Offices – London,” Office Snapshots, February 17, 2020, https://officesnapshots.com/2020/02/17/ gensler-offices-london/ 34

BrowserStack Office FIRM Space Matrix

YEAR 2019

CLIENT BrowserStack

LOCATION Mumbai

SIZE 17,300 sqft

INDUSTRY Hardware/ Software Development

40. Reception Area

Not all meetings are created equal, so why should all meeting rooms be designed the same? The design strategy for BrowserStack is collaboration therefore Space Matrix created six kinds of meeting spaces in one office. They thought that not all meetings are created equal – so why should all meeting rooms be designed the same? They incorporated six different kinds of meeting spaces into the workspace design: phone booths, meeting booths, step seating, brainstorm zones and informal/formal meeting zones. The workplace design strategy came out of the understanding that BrowserStack’s dynamic workforce needed a space that would give them the freedom to take on multiple roles and activities, without compromising on transparency and collaboration. As a tech-driven firm with a rapidly growing workforce, collaboration and teamwork is key to the company’s success.4

41. Informal Meeting Space

35

42. Meeting Room

44. Booth seating

46. Conference Room

43. Pantry + Cafe

45. Phone Booth

47. Booth Seating

[4] “Office Tour: BrowserStack Offices – Mumbai,” Office Snapshots, November 4, 2019, https://officesnapshots. com/2019/11/04/browserstack-offices-mumbai/ 36

4

OFFICES OF TOMORROW

Key Concepts and Changing Demographics

Privacy : A Crisis

37

“We are becoming more able to work where we ‘want’ to be and less tethered to where we ‘should’ be. Just as technology is going where people want to be, so too is work.”

– Nicolai Czumaj-Bront, A Haworth Designer

38

Key concepts & changing demographics of the Indian workspace Developing a conception of and design strategy for the Indian workplace.

10 key factors to address in the near future:

HIERARCHY Even today the Indian Culture remains hierarchical and this has its influence in workspaces.

The workspace must respect this hierarchical separation, the management generally expects a level of distinction (for examples separate elevators) between positions. A higher quality of service and design is expected for higher positioned employees.

GENDER Currently only 23% of the urban workforce is women.

Though women are still a minority, cultural needs require attention to separate with genders. Modesty panels at workstations, nursing rooms, security for women in the workplace needs to be considered.

1

DEMOGRAPHICS Unlike many nations in the West, India’s demographic skew young: 65% are under 35, and the youth population has a median age of 29 years old.

Only 6.4% of India’s population is older than 65.2

39

RELIGION

WORK STYLES

WORK HOURS

Sensitive accommodation of religious and cultural differences is paramount.

Prayer rooms that can cater to a variety of faiths should be accommodated in the workplace.

The Indian workforce is adapting technology quickly and is highly dependent of mobiles and virtual communications, as teams have become more global. Growing focus on talent retention, necessary investments in learning and training activities should be provided.

Most Indian companies require employees to work for at least 9.5 to 12 hours for 6 days a week. This is due to a common mindset that more working hours means higher productivity for the company, but in reality, it only means faster employee exhaustion.

[1] “Women in the Workforce - India: Quick Take,” Catalyst, accessed April 10, 2020, https://www.catalyst.org/research/ women-in-the-workforce-india/ [2] “India Demographics,” Worldometer, accessed April 10, 2020, https://www.worldometers.info/demographics/india-demographics/ 40

HOSPITALITY Infrastructure must be provided for food and beverage preparation and accommodations for staff focused on food service and clean-up. Food service is extremely important for both internal and external meetings.

FOOD A large portion of the Indian population is vegetarian, and hence a separation of vegetarian and non-vegetarian food is extremely important.

If meals are served in the workplace this difference must be considered and a dedicated separated handwashing area is necessary.

LOCATION Lack of availablity of real estate and the fact that it is getting expensive in the cities, has driven many offices to be located far from infrastructure. Offices are now choosing to be located on the outskirts of metropolitan cities to reduce fixed costs. Fast paced and continuing urbanization may require new approaches.

41

TRANSPORT Infrastructure and location challenges make commutes very long and tiring. Arrival and departure amenities are required to enhance employee experience (for example dedicated bus fleets).

SUSTAINABILITY Corporates are paying more attention towards creating sustainable offices. Daylight penetration, heavy (often round-the-clock) space utilization requires extra attention to durability and housekeeping. Using recycled water in washrooms are small steps towards sustainability.

Icons: “The Indian Workplace”,Gensler, “PDF” (Washington DC, 2016) 42

“India has gone through more changes in the past 20 years than most countries witness over a century.”

– Amit K. Nandkeolyar, Indian School of Business1

43

What Next?

India is a vast, varied and a diverse country. A one-size-fits-all workspace does not do justice to the multicultural, multilingual and multigenerational workforce. What works in the South of the country may not necessarily work in the North. Workspaces in India now need to be more personalized for the company and its organizational culture. With the gradual shift to knowledgebased work, keeping employees engaged and motivated is the key.

Employee engagement and satisfaction is affected by many factors and a workplace that speaks to one’s culture is essential. Employees view their workspace as a symbol of whether or not they are valued by their employers. Workplaces must respond to India’s uniqueness and reflect solutions that come from within, celebrating cultural differences and identity.

[1] Gensler, The Evolution of the Indian Workplace “PDF,” 2016, p.3 44

OFFICES OF TOMORROW Key concepts and changing Demographics

Privacy : A Crisis

45

Privacy : A Crisis In all the workspaces all over the world, people are facing new problems that require sharing information and for all the right reasons, collaboration has become the big engine for progress and innovation. Workspaces make collaboration easy today through various ways but too much interaction and not enough privacy has reached a crisis point, that is taking a toll on employee creativity, productivity, engagement and wellbeing. Collaboration means giving team members time and access but it also requires giving each individual the time and place to focus and recharge. Not many workspaces today respect privacy and do not consider it is as a necessity.

48. Breach of Privacy

In the workspaces around the world, people are facing new problems that require sharing information and for all the right reasons, collaboration has become the big engine for progress and innovation. Workspaces make collaboration easy today through various ways but too much interaction and not enough privacy has reached a crisis point, which is taking a toll on employee creativity, productivity, engagement and wellbeing.

49. Employee Working

46

Privacy in a Physical Setting According to Steelcase research, people instinctively evaluate four mechanisms that overlap and determine if a space can provide the type of privacy they seek: ■■ Acoustical privacy: Undisturbed by noise and/or able to create noise of your own without disturbing others.

■■ Visual privacy: Not being seen by others and/or freeing yourself from sight-induced distractions.

■■ Territorial privacy: Claiming a space and controlling it as your own (olfactory privacy is a subset).

■■ Informational privacy: Keeping content (analog and/or digital) and/or a conversation confidential.

50. Acoustic privacy but no Visual privacy

No one type of work environment can provide the right balance between collaboration and privacy.

But when workers can choose from a variety of spaces —an ecosystem of interrelated zones and settings that support physical, cognitive and emotional needs that they can draw inspiration from others as well as be restored by privacy.

51. Semi-private Seating

47

“The need for privacy sometimes—at work as well as in public—is as basic to human nature as is the need to be with others,”

Donna Flynn, director of Steelcase’s WorkSpace Futures research group.1

Shared workspaces and Private workspaces for employees [1] “The Privacy Crisis - Multi Tasking & Employee Privacy,” Steelcase, November 6, 2019, https://www.steelcase.com/research/articles/topics/privacy/privacy-crisis/ 48

5

WORKPLACE DESIGN & WELL-BEING How does design affect users and to what extent?

49

“Good Health is Good Business.”

– Paul Dreschler, Chairman, Bibby Line Group

50

How does Design Influence Users Positively?

In the last 20 years workspace design has witnessed many changes. The early 2000s saw the death of cubicle farms and the rise of open floorplan offices. 1By 2015, workspace design was hit with a wave of ping pong tables, foosball tables in every office. According to a research

by Haworth, ping-pong tables, slides and even pay rises can’t increase employee satisfaction and productivity if the office is not designed efficiently. While these trends come and go, one thing that does not change is the impact of the office environment on employee wellbeing, employee productivity and satisfaction.

52. Collaborative space

A well-designed office space can lead to a more productive and less stressful atmosphere.

Employees need to feel comfortable, happy and motivated in their physical work settings in order to produce their best work. Employees spend at least a third of their lives in a office, it is essential for companies to create environments that empower people with the perfect place to work, think and collaborate naturally. When companies can provide environments that support user-control, natural elements, daylight, and changing postures they tap into both physical and psychological health of the employees which enhances creativity, innovation and retention.

53. Employee Working

51

A focus on well-being represents a shift from a “space-centric” to a “people-centric” approach in office design. Traditional space centric design offers workspaces based on specific work processes and functional requirements that are designed directly for the best interests of the company. People-centric design puts people at the center of the design process, with outcomes related to quality of life (such as reduced stress).

Of course, the assumption is that as quality of life improves, traditional business issues, such as engagement and performance, are also positively affected.

54. Biophilia being leveraged

55. Playful office spaces

Office design is a valuable business investment as addressing workspace design can directly help the company to attract and retain employees.

Motivated employees would also mean less absenteeism, reduced stress levels and better employee health, and all of it results in cost savings for the employer. It also means employee engagement and collaboration which improves the morale and creates a supportive environment.

While initially companies are likely to incur an additional cost but employee well-being can offer a strong return on this investment. According to a recent Harvard Business Review case study, Johnson & Johnson’s leaders estimated that their wellness programs had cumulatively saved the company $250 million on healthcare costs over the past decade.

[1] Alan Kohll, “How Your Office Space Impacts Employee Well-Being,” Forbes (Forbes Magazine, January 25, 2019), https://www.forbes.com/sites/alankohll/2019/01/24/how-your-office-space-impacts-employee-wellbeing/#6ad1bbde64f3 52

It’s a business strategy aimed at increasing employee productivity, enhancing engagement, and improving overall health and happiness in the workplace.2

53

Like any good business strategy, it’s ongoing, targeted, and essential to what defines your organization and its success.3

Well-being of an employee depends on both the individual well-being and organizational well-being [2] “Working Wellbeing”,Gensler, “PDF” (Washington DC, n.d.), p.4 [3] “Working Wellbeing”,Gensler, “PDF” (Washington DC, n.d.), p.4 54

6

SITE SELECTION & ANALYSIS Criteria of Selection Macro Site Analysis

Micro Site Analysis

55

“Everything we design is a response to the specific climate and culture of a particular place.”

– Norman Foster, Architect

56

Criteria of Selection Proposed Site: Times Square Building, 6th Floor, Marol, Andheri East, Mumbai.

No. of Floors: 10 floors ( 3 B + 1 G + 9 Floors) Total Area: 3000 SQ. FT. One of the IT hubs in Mumbai. A stylish and contemporary Business Lounge having a business class IT space experience.

56. Exterior View of Times Square Building

57. Exterior View of Times Square Building

58. Location of the Site

57

Location Advantage of Time Square Building

1 km International Airport

1 km Domestic Airport

Chakala Junction

Sakinaka Junction

300m Marol Metro Station

5km Andheri Station

ATM available in the premises

Dining Options

Parking

Secure

These are a few advantages of having a workspace in Times Square Building. Most of the employees working at the comapny use public transports to reach the office, therefore being at close proximity of these public transports will be beneficial. Also, their client meetings are woth clients who are often not based in Mumbai, so they could have easy access to the office location.

“Flaticon, the Largest Database of Free Vector Icons.� Flaticon. Accessed May 17, 2020. https://www.flaticon.com/.

58

SITE SELECTION & ANALYSIS Criteria of Selection

Macro Site Analysis Micro Site Analysis

59

Macro Site Analysis

60

Site images

59. Entrance to the site

60. Entrance to the site

61. Lobby Area

62. 3D of the 6th floor

61

Competitors in Same Building

The above images are of a few software technology companies that have their offices in this building. Having these companies can be both an opportunity and a threat to the company.

62

SITE SELECTION & ANALYSIS Criteria of Selection Macro Site Analysis Micro Site Analysis

63

Micro Site Analysis

6th floor plate

The selected site is 2923 SQ.FT. The entrance to the office is a North-South entrance. There is ample amount of direct sunlight entering the office space as there are no high-rise buildings on the north side to block the light. On the same floor there are two other offices, both the offices are into IT Development.

64

7

DESIGN BRIEF Design Approach Who is the Client?

Programs Required Design Brief

65

“Good art inspires; Good design motivates.�

-Otl Aicher, Graphic Designer

66

Design Approach Keywords: Focus, Collaborate, Socialize, Learn

Workspaces today need an ecosystem of spaces designed to evolve and adapt over time. They need to optimize real estate while fostering higher levels of employee engagement. The needs of people using the space should be considered with a holistic perspective of space and technology which can help achieve more while having an experiential workspace.

There are four key drivers and disruptors that are fuelling the changes happening within organizations and the way it works.

Culture, employee engagement, technology and the shift to creative work are the main driving forces. These factors make it a more agile workspace. 1The result of which is more engaged and effective workforce that can allow the organization to adapt and respond to changing business conditions. Agile is a set of values and principles used to improve speed, flexibility and customer focus. Agile teams structure their work into a sequence of activities that guide them to execute quickly, monitor progress and re-adjust workflow. Their practice includes daily stand-up meetings, pair-based work. These teams constantly shift between modes of work, working alone and together as the task demands.

67

The two design principles that can be used to achieve the agile working method are designing for wellbeing and understanding the ecosystem of spaces. Designing workplaces to support the holistic wellbeing of employees and spaces that can amplify employee engagement and satisfaction. A workplace ecosystem that will support employee wellbeing by providing individuals and groups with a range of options to work within the workplace while optimizing real estate.

No one space can support the changing ways in which people need to work today. That’s why an ecosystem of spaces that integrate people, place and technology to support the individual and the organization. People can fluidly shift from one type or work to another based on what they need to get done. It’s time to blur the edges of what was traditionally considered the workplace by changing the way one work.

[1] “Agile: Working in New Ways,” Steelcase, March 25, 2020, https://www.steelcase.com/research/articles/topics/agile/ agile-working-new-ways/ 68

DESIGN BRIEF Design Approach

Who is the Client?

Programs Required Design Brief

69

Who is the Client?

Company Profile

Mobiuso Technologies ■

Industry: IT Computer Software Development

■

Market research

■

Founded in 2011

■

UI/UX design

■

Offices in Mumbai, Ahmedabad, Boston

■

Testing

■

45 employees in the Mumbai office

■

Digital marketing

■

Business development1

What do they do?

■

They built outstanding applications for mobile, web and cloud.

■

All the work is based on “agile” principles. From strategy to concept, to discovery, design and development, to testing and ongoing support – A bespoke project process.2

[1] “Expertise: Mobiuso: There Is Only One Side,” Mobiuso, accessed April 10, 2020, http://www.mobiuso.com/ [2] “Home: Mobiuso: There Is Only One Side,” Mobiuso, accessed April 10, 2020, http://www.mobiuso.com/ 70

Company Hierarchy

71

Stakeholder Mapping

72

DESIGN BRIEF Design Approach Who is the Client?

Program Requirement Design Brief

73

Program Requirement

Workstation

Private Offices

Phone booth

Collaboration + Breakout space

Hotdesk

Meeting rooms

Booth seating

File cabinet + Storage

Reception

Video conference room

Server + Electric room

Supply closet

Pantry + Cafe

Washrooms

“Flaticon, the Largest Database of Free Vector Icons.” Flaticon. Accessed May 17, 2020. https://www.flaticon.com/.

74

DESIGN BRIEF Design Approach Who is the Client?

Program Requirement

Design Brief

75

Design Brief

To design an efficient workspace for Mobiuso Technologies on the 6th floor of Times Square Building, Marol, Mumbai. The work environment should provide places that offer varying ways to achieve privacy, in both open and enclosed spaces, which is essential for focus.

The workplace should support the need for focus and rejuvenation through workspaces where individuals and teams can think clearly, concentrate easily, solve problems and generate new ideas. It should encourage regular movement throughout the day and offer options for people to work in sitting, standing or lounge postures.

The space should enable quality interactions with teams that are both local and across continents and different time zones and therefore supporting both digital and analogue communication.

Spaces will be created such that the social nature of work and that nurture a sense of belonging and foster connections between people and the organization. It will also have spaces that can blend design and materiality without compromising performance can inspire new ways of thinking and fuelling creativity.

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8

DESIGN PROCESS

Design Concept Circulation & Zoning

Moodboard & Inspiration

77

“Design is not just what it looks like and feels like. Design is how it works.”

-Steve Jobs, Co-founder of Apple, Inc. ”

78

Design Concept Innovation Centre Innovation drives advancement. Innovation is the “secret sauce” of business success. Today, the drive for innovation is more intense than ever before.

Global and local competition, customer satisfaction now make innovation a business tool which is impossible to ignore. Companies need to continuously reinvent themselves to stay competitive.

An Innovation Centre is a cross-functional plan that creates a safe haven for new ideas. It is a place that fosters a culture of innovation through the creation and sharing of ideas. It promotes collaboration for individual and groups across time zones and continents.

An Innovation Center is a solution for organizations that support collaborators with the range of settings to support the switch between individual and group work. It is a space that communicates a culture of innovation to the employees that work in the space.

Key Elements of an Innovation Centre ■■ Safe haven for new ideas in a protected ‘incubator’ environment where teams are free to test and develop ideas and innovation.

■■ Culture of innovation and collaboration is a space that encourages curiosity, experimentation. It inspires new thinking and communicates key aspects of brand and culture.

■■ Local and global connectedness where co-located and distributed teams have distinct needs. Thoughtful integration of teams across distances requires planning, insight and commitment to minimize disparities.

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WorkCafé The business tasks today are more varied and more challenging.

Employees are increasingly becoming mobile and disturbed. They often leave the office for a coffee shop or any other place, which separates them from co-workers, organizational resources and culture.

A WorkCafé is a dynamic space that connects people with colleagues, their work and the organization. It transforms a traditional corporate office space into a semi-formal workspace giving it a hint of a cafeteria feel destinations for connection, collaboration, focus and innovation. A nurturing environment that is indicative of an organization’s culture and brand, a WorkCafé is both a retreat and a place to engage.

Key Elements of a WorkCafé ■■ Leverage design attributes that set a welcoming atmosphere and vibrant ambiance, reflecting the organization and culture.

■■ Integration of technology to allow any employee, as an individual or as a group, to work and meet at any place. Access to power, presentation devices, and Wi-Fi is key for success.

■■ Hosting is ultimately about making employees feel connected to the organization, their work and to each other.

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Innovation Centre + WorkCafĂŠ Space Integration

81

Summary of the key elements required in an Innovation centre + WorkCafĂŠ

82

DESIGN PROCESS Design Concept

Zoning & Circulation Moodboard & Inspiration

83

Zoning Program Zoning

Zoning proposed for the Innovation centre + WorkCafĂŠ

84

Ecosystem of Zones

A flexible and agile workspace is the one that can adapt and evolve over time. An innovation center and a workcafĂŠ is such that, it needs to allow the users to choose their work space based on the task assigned. Therefore, there are five spatial zones that can be designed to accommodate both the employee needs and the organizational needs.

85

Ecosystem of Zones ■■ Social zone: A social zone is created to build social networking for the organization and increase opportunities for chance encounters.

■■ Meeting zone: Spaces that can provide and promote interaction and collaboration for both planned and spontaneous meetings.

■■ Resource zone: Spaces that offer work amenities and personal amenities.

■■ Resident zone: A resident zone is a space for employees who have assigned spaces and teams to work with.

■■ Migrant zone: A space for mobile workers who can use the spaces for collaborative work or individual work. It can also be used by employees who are working between two or more projects or tasks.

86

Circulation Circulation Through Zones

CEO & VP Path Employee Path

DESIGN PROCESS Design Concept

Zoning & Circulation Moodboard & Inspiration

87

Moodboard & Inspiration Moodboard Color Palette

88

Inspiration

63.

64.

65.

66.

67.

68.

69.

89

70.

71.

72.

73.

74.

90

9

DESIGN PROPOSAL

Floor Plan & Sectional Elevations

Service Plans

Design Details 3D Renders

91

“Recognizing the need is the primary condition for design.�

-Charles Eames, Industrial Designer

92

Floor Plan F'

E

A

A'

B'

B

C'

C'

F

1

2

3

4

5

6

7

8

9

10 11 12

D

D' 13 14 15

26 25 24 23 22 21 20 19 18 17 16

E'

ENTRY Scale 1:150

The zoning has been planned in such a way that the central space has been used as the collaborative space, where most of the discussions and interaction takes place, just how it is in a courtyard space. Courtyards were often the primary meeting places for specific purposes including gardening, cooking, working, playing etc1.

In the layout, the space distribution is based on a horizontal axis that divides the space into three. The front part is reserved for the entrance area and the conference room; while the second part is considered as working and socializing areas; and the third part is used for private rooms and hotdesking. Also, semi-private areas were created in the meeting rooms by using glass.

93

Rendered Top View of the Plan

[1]Brodie Norris, “How to Design a Courtyard That Actually Works,” Lunchbox Architect, accessed April 30, 2020, https:// www.lunchboxarchitect.com/blog/design-a-courtyard-that-works/ 94

Sectional Elevations

SECTION AA'

SECTION BB'

SECTION CC'

Scale 1:150

95

SECTION DD'

SECTION EE'

SECTION FF'

Scale 1:150

96

DESIGN PROPOSAL Floor Plan Service Plans Design Details 3D Renders

97

Service Plans Civil Layout and Details

BRICK WALLS (4" THK. + 12MM PLASTER ON BOTH SIDES) FINISHED GYPSUM PARTITION WALL (3" THK.) 12MM THK TOUGHENED GLASS PARTITION WITH GYPSUM AFTER 8' HT. DECORATIVE PARTITION 2MM THK.

SOIL PIPE 5" THK.

WASTE WATER PIPE 3" THK.

FRESH WATER PIPE 1" THK.

1

2

3

4

5

6

7

8

9

10 11 12

13 14 15

26 25 24 23 22 21 20 19 18 17 16

CIVIL & PLUMBING

Scale 1:150

98

Reflected Ceiling Plan

PRIVATE OFFICE 1

GYPSUM FALSE CEILING 21" THK. @ 11' FROM FFL GYPSUM FALSE CEILING 21" THK. @9' FROM FFL GYPSUM FALSE CEILING 21" THK. @10'6" FROM FFL

1

2

3

4

5

6

7

8

9

10 11 12

13 14 15

26 25 24 23 22 21 20 19 18 17 16

ENTRY

FALSE CEILING

Scale 1:150

99

Electrical Plan

SB 16

SB 25

SB 26

SB 19

SD

WIRING

SB 15

SB 17

SB 18

DOME LIGHTS

SB 14

SB 21 SB 20

SD

SB 24

SD

SB 23

RECESSED LED LIGHTS

SD

SB 22

T5 LIGHTS L= 4'

SB 13

LED PROFILE LIGHTS

SD

SB 12

SD

WALL MOUNTED LIGHT 3" DIA SPOTLIGHT

SB 27 SB 28

2" DIA SPOTLIGHT

SB 11

SD

LED

SD

SB 42

SB 33

SD

SB 29

SB 36

SB 35

SD

SWITCH BOARD

SB 10

SB 39

SD

SB 9

SB 32

SB 30

SB 40

SB 41

SMOKE DETECTOR

SD SD

SB 34

SD

SD

SB 8

SD

SB 7

SD

SB 6

SB 38

SB 37

DUCT WITH SERV. SLAB

SB 31 SB 3

1

2

3

4

5

6

7

8

9

10 11 12

13 14 15

26 25 24 23 22 21 20 19 18 17 16

ELECTRICAL PANEL

SERVICE CHAJJA

SB 1

SD

SB 5

SD

SB 4

SD

SB 2 DUCT

ELECTRIC DUCT

ENTRY

ELECTRICAL PLAN

Scale 1:150

100

HVAC Plan

RETURN DUCT

SUPPLY DUCT

1

2

3

4

5

6

7

8

9

10 11 12

13 14 15

26 25 24 23 22 21 20 19 18 17 16

HVAC

Scale 1:150

101

Flooring Plan

WASHROOM KAJARIA TILES (Duratech 4027 G vitrified tiles) CAFETERIA KAJARIA TILES (White marble hexagon) PERGO WOODEN FLOORING (Plum Oak) PERGO WOODEN FLOORING (Sunrise Oak) WELSPUN DARK GREY CARPET

WELSPUN BLUE GREEN CARPET

WELSPUN LINEAR GREY CARPET

1

2

3

4

5

6

7

8

9

10 11 12

13 14 15

26 25 24 23 22 21 20 19 18 17 16

FLOORING PLAN

Scale 1:150

102

DESIGN PROPOSAL Floor Plan Service Plans Design Details 3D Renders

103

Design Details Material Palette

Wood finishes for furniture and floor

Blue Velvet

Marble finish tiles

Brick Wall

Yellow Velvet

Carpet tiles

“Sketchup Free Seamless Textures.” Sketchuptexture. Accessed May 17, 2020. https://www.sketchuptextureclub.com/ search-textures.

104

Video Conference Room

Scale 1:150

The Video Conference room is equipped with flexible tables, where in the users are allowed to rearrange the tables as per their needs. The room is designed to seat 12 people. This room is used by the VPs, tech leads and senior software engineers during the afternoon for a video conference with the office teams in Ahmedabad and Boston.

After the call is over, the space can be transformed into smaller team meeting rooms.

The room then can be used for a round table discussion or a focused workspace area.

105

Collaboration Zone

Scale 1:150

The collaboration is designed to promote team building activities and teamwork. The collaboration zone can be used for spontaneous and quick discussions or it can used as a space for training or events. The separators are flexible acoustic panels that would prevent sound or noise transmission.

106

Design Elements

75. Acoustic Hangings

77. Acoustic Screens

78. Suspended Lights

76. Acoustic Lights

78. Acoustic Ceiling Panels

79. Suspended Lights

107

80. Collabrative Seating

82. Pouf + Table

81. Meeting Room Seating

83. Steelcase Roam Screen

108

9

DESIGN PROPOSAL

Floor Plan

Service Plans

Design Details 3D Renders

109

3D Renders

Workstations

110

Breakout Zone

111

HotDesk

112

Private Office

113

Collaborative Workstations

114

Collaboration Zone

115

Collaboration Zone

116

Collaboration Zone

117

Collaborative Workstations

118

Video Conference Room

119

Discussion Room and Meeting room

120

Reception

121

Cafeteria

122

10

CONCLUSION

123

Conclusion The need to reboot workplaces is now overdue. While the processes and activities teams do today have dramatically changed, their spaces have not. Today work is more matrixed and work gets done through networks and lateral relationships. Employees who once operated in different universes must come together in interdependent and fluid teams. The spaces that best support this kind of work are designed specifically for teams, while embracing the needs of all those individuals who make them up— “me within we.”

Organizations are trying hard to create spaces where people want to work and where people can get work done. No organization wants to invest in a space that looks great but isn’t being used. There is no one size fits all approach, but thinking holistically about the relationship between posture, privacy, proximity and personality will go a long way toward creating spaces where people feel a sense of safety and can also be productive.

It is important to think about how spaces will support all the five work modes—focus, socialize, collaborate, learn and rejuvenate.

Since people perform different tasks throughout the day, no one space can support them all but the spaces can at least adapt or support the activities. The design intention should be to help teams and individuals work more productively no matter what they are doing. The spaces should provide proper tools and enough privacy for them to effectively collaborate and get work done. There should also be spaces that let the people get away and rejuvenate. But most importantly every space needs to help people be more productive.

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ACKNOWLEDGEMENTS

125

Acknowledgements The success and final outcome of this project required a lot of guidance and assistance from many people, and I am extremely privileged to have got this all along the process of my thesis project.

All that I have done is only due to such supervision and assistance.

I owe my sincere gratitude to Ms. Supriya Thakkar, my thesis mentor, who took keen interest in my project and guided me all along, till the completion of my project by providing the necessary support. I would like to thank Mrs. Divya Vijaychandran for her encouragement and more over for her timely counselling and guidance. I am grateful to Mrs. Amrita Ravimohan for providing her help and support throughout the process of my research and writing of this thesis book. I am also thankful and fortunate enough to get constant encouragement, support and direction from all faculty members of the Interior Design Department at ISDI. I respect and thank Ms. Shefali Patil, for providing me an opportunity to do the project on Mobiuso Technologies and giving me all the support, information and access needed, which let me complete the project in due manner. I am truly thankful to her for taking the time although she had busy schedule managing the corporate affairs.

Lastly, I would like to express my special thanks of gratitude to my parents, family and friends who provided the necessary assistance, love and help whenever needed.

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BIBLIOGRAPHY

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by Haworth.” Dezeen, December 20, 2016. https://www.dezeen.com/2016/11/01/haworth-white-paper-reporthappiness-workplace-design/.

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