Design for a Radically Changing World

CONTENTS DESIGN FOR A RADICALLY CHANGING WORLD™

2

4

56

introduction

Chapter four

A New Chapter in Design

climate change

14

76

Chapter one

Chapter five

the Crisis Multiplier

Social and racial justice

24

98

Chapter two

Chapter six

design transformation

global and local

36

118

Chapter three

Chapter seven

reclaiming the Human experience

health and wellness

136

228

Chapter eight

CONCLUSION

the future of work

the future of design

162

234

Chapter nine

afterword

the future of lifestyle

Design Leadership at Gensler

184 Chapter ten

the future of mobility

204 Chapter eleven

the future of Cities

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4

INTRODUCTION A New Chapter in Design

It was a sunny spring day when we landed in Tokyo. Just a week prior, we had been in San Francisco for a variety of leadership meetings. Throughout the two decades of our partnership as co-CEOs who live 3,000 miles apart, in Los Angeles and Washington, D.C., we have learned to make the most of the times when we are together in person. This was one such opportunity. After the first leg of our two-week whirlwind trip, we flew to Japan to meet with Gensler leaders in Asia. As we rolled through the city streets in a taxi, tired from the intensity of the past week, we started talking about our expectations and excitement about the next few days. Looking back, it was that conversation that began our journey toward writing this book.

Many people say they do their best thinking away from their regular daily activities, and that was probably the catalyst for us as well. Being in that cab, on that day, and in that place, put us in a zone where we both could see the impact our firm was having across cities all over the world more clearly than ever. We experienced a shared “eureka” moment about Gensler’s purpose and the purpose of design, and we had to try to capture it in writing.

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DESIGNING FOR IMPACT Too often, the idea of design is limited to aesthetics. Design, however, is about impact.

It creates the buildings and spaces in which we live, which shape us in profound ways. They are the backdrop against which we play out the stories of our lives. Everything in life happens in a place, and the design of each place can make those experiences beautiful and positive, or degrading and negative.

It’s impossible to separate the most meaningful moments of life from the spaces in which those moments occur. And today, more people are living in cities than anywhere else on the planet. Cities are complex, and the impacts of any single issue can affect tens of millions of

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people. We urgently need to redesign our cities, rethink how people connect, and address mobility problems, climate change, infrastructure, and housing.

To meet this moment, we believe we are witnessing and experiencing the beginning of a new chapter in design, one that reflects humanity’s broader worldview. Design is more than a luxury; design is for everyone. Design is not just for times of stability and abundance.

On the contrary, it is a valuable resource during challenging times. Great design results in creative, long-term solutions that can be scaled for a global impact while still resonating at a local level.

As a discipline, design is also a problem solver. We believe that it can play a critical role in

INTRODUCTION A New Chapter in Design

tackling complex challenges, from social injustice to climate change, war, and health crises. With systems thinking and people-first compassion, design can make sense of complex and intangible inputs to form outcomes with enduring impact.

This is the role of design. We knew that day in Tokyo that it was time to share this emerging future reality.

That pivotal taxi ride happened in March 2019.

We could never have known then that one year later, the COVID-19 pandemic would bring life as we knew it to a halt. As the effects of COVID devastated our cities, all of our prior realizations about their vulnerability came true. From publictransit deficiencies, to housing affordability and homelessness challenges, to workplace concerns and the need for better live-work and mixed-use spaces, many of the issues that Gensler had already been examining for more than a decade were suddenly and acutely putting cities at risk.

We knew that design had to rise to the challenge, helping to revitalize our urban areas, improve human health, and elevate how people live, work, and play.

But COVID was only one of the crises that would arise over the next two years. The pandemic was a wake-up call for climate change, as our collective attention on health and wellness gave way to a new focus on the health of our planet. In addition, we saw the world grappling with social justice inequities, geopolitical conflict, supply chain disruption, and dramatic economic volatility, all of which changed the context and complexity of finding solutions.

As we were conceiving this book, each successive crisis represented a chance for us to write a slightly different version of our story, but none felt like the right version. Then, as the world’s crises continued to multiply, we had our second “eureka” moment. We

recognized a paradigm shift in the way we understand and approach crises. Our world today is characterized not by an occasional single crisis and recovery, but rather by multiple overlapping crises—a phenomenon that we now call the crisis multiplier.

The team of leaders who have held the reins at Gensler over the past 25 years have experienced many crises. Our view has always been that we find strength by embracing positive change for the future. Doing so has meant having unwavering openness to organizational transformation and sometimes making short-term personal and meaningful sacrifices. These transformations have led to opening new locations, offering new types of services, leveraging new design innovations and technologies, and pursuing different opportunities, while always focusing on deepening our client relationships.

The pandemic was a wake-up call for climate change, as our collective attention on health and wellness gave way to a new focus on the health of our planet.

The rapid transformations brought about by the crisis multiplier have required more risk and more client focus than ever before. Despite these challenges, from 2020 to 2023 our firm not only exceeded financial milestones but also, and more important, impacted millions of lives through our projects and built our brand into a global go-to design resource. The experience of leading through adversity and designing in times of radical change is the story of this book.

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WHERe We sTARTED

As a young girl in Chicago, where architecture is part of the city’s heartbeat, Diane knew early on what she wanted to be when she grew up.

Building things with bricks—of both the LEGO and the real variety—and constructing elaborate Barbie houses with her sister were daily diversions for the young designer. Diane’s mother, a trained artist, created a home life that was grounded in creativity, art, and music. At eight years old, Diane discovered Architectural Record magazine among the issues of Whole Earth Catalog, National Geographic, and books on art, impressionism, and furniture design that filled her family’s household. “I want to do that,” she thought, looking through the beautiful buildings in the magazine pages. Her interest in architecture only grew from there. As she once joked at a Gensler fireside chat with her colleagues, “I would take my Arch Record magazine and my licorice candy stash to our basement shelter when a tornado was coming.”

Although most of her high school friends planned to go to colleges in the Midwest, Diane’s French horn teacher, Helen Kotas Hirsch, urged her to step outside her comfort zone and attend MIT instead. Mrs. Hirsch, as the first woman to be the lead brass instrumentalist for any symphony in the world, knew what it meant to break through barriers. She encouraged Diane to be bold and to strive for the best.

Diane attended MIT as one of only 80 women, and one of 25 Black students, in her class of 1,000. After completing her undergraduate degree in architecture at MIT, she received her MBA from UCLA. Returning to her hometown of Chicago, Diane began her architecture career at Skidmore, Owings & Merrill before moving on to A. Epstein and Sons.

Interested in understanding the “owner” side of things, Diane also spent a few years in real estate development at the firm Olympia & York, the developer of the World Financial Center in New York and Canary Wharf in London. Diane’s multidisciplinary career journey allowed her to explore both the inside and the outside of building design, as well as real estate and business management.

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INTRODUCTION A New Chapter in Design

Diane eventually put down her roots at Gensler as leader of the Washington, D.C., office.

All of her prior experiences came together perfectly in the role of managing director of a design and architecture practice—joining Gensler was the most meaningful turning point of Diane’s career. From its signature leadership in workplace design to its entrepreneurial culture, the firm offered her the opportunity to be part of a bigger mission and purpose. Through her focus on strategy, design, brand, and master planning, Diane grew the office and region while becoming an influential leader in the firm. When Art Gensler asked Diane to be co-CEO in 2005, she became the first Black architect to lead a large global architecture firm and, according to the online magazine Dezeen, one of only a very small group of women in leadership of the most influential design firms in the world.

Andy loved sketching and building models from sugar cubes and balsa wood from the earliest days of his childhood. The grandson of Jewish immigrants from Russia, he spent his youth working at Cohen’s Dairy, a cheese store opened by his grandfather in the early 1900s. Running the business was a family affair; Andy’s father, Jerry Cohen, also worked there as a child and later, after returning from World War II and serving at D-Day, took over the store from his parents. In keeping with tradition, Jerry brought five-year-old Andy into the fold, expecting that someday his young son might run the shop, as he had.

Those formative years in the store on the Lower East Side of Manhattan instilled in Andy a deep appreciation for the diversity of people’s individual personalities and needs. Customers and employees came from many different cultures, language backgrounds, and ethnicities; interacting with them equipped Andy with the values and interpersonal skills that would serve him for years to come. At the same time, Andy’s interest in design and the built environment continued to grow, and by high school, he knew he wanted to be an architect and designer, with

the ability to make a difference in the world. He applied and was accepted to Pratt Institute in Brooklyn, New York, to be close to his family and continue to work at the store.

As Andy learned and grew at Pratt, on track to become the first college-educated male in his family, his father was diagnosed with terminal lung cancer. The two of them had a serious discussion about Andy’s future— whether he should leave school to run the dairy store or continue along his path toward design and architecture. Ultimately, Jerry told him something that changed Andy’s life forever: “Son, you love design,” he said. “Go follow your passions, follow your dreams, because if you do what you love, you will always be totally fulfilled and successful in your life.”

Jerry passed away during Andy’s junior year of college, after a long, hard battle with cancer. Andy and his mother, Bea, closed the family store after 75 years and three generations, knowing they were honoring Jerry’s final wishes.

Andy graduated from Pratt and interviewed at a small, start-up design firm in Los Angeles called Gensler and Associates. He knew he had found a professional home that would support him, encourage his passions, and allow him to spread his creative wings.

Andy thrived in Gensler’s entrepreneurial culture. In 1985, at age 30, he became the youngest principal in the firm’s history. His career flourished as he was mentored by Ed Friedrichs and Art Gensler, who impressed upon him the importance of deep relationships with clients, world-class design, and the firm’s unique “one-firm firm” culture. In 1993, he was promoted to lead the Los Angeles office. Andy worked closely with Gensler’s leadership to craft an initial vision of the firm, defining Gensler’s mission and purpose to make a difference in the world.

Andy led the design of some of the most highly lauded workplace and architecture projects at the time. He also launched several of the firm’s core practice areas, including aviation, hospitality, entertainment, urban planning, and mixed use. As of 2024, Andy has been at Gensler—the place where he spent his entire architecture career—for 43 years.

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A NEW GENERATION OF LEADERSHIP In 2005, Art Gensler asked us to follow in his footsteps as co-CEOs of the firm. Our shared drive and vision, along with our complementary experiences and skills, exemplified Gensler’s unique potential. Now in our 19th year as co-CEOs, we continue to be energized by the amazing talent, accomplishments, and determined optimism of the global Gensler team.

At the time, there could not—and should not—have been a single leader to fill the shoes of our founder, Art Gensler. There is, and always will be, only one Art. The concept of a dynamic partnership taking the reins was the right strategic move for the firm’s next chapter, and Gensler’s leadership and governance transition was seamless.

A spirit of collaboration and an entrepreneurial culture have always been central to the firm’s mission and vision. We call this unique culture our one-firm firm philosophy.

Most of our offices, practice areas, and studios at the time were already led by two or more people. Through experience, we have found that a collaborative co-leadership model allows people to build on and bolster each other’s key skills. It also fits perfectly into Gensler’s flat, nonhierarchical structure—one in which every person is called on to be a leader, to take ownership and responsibility, and to embody a

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founder’s mentality, staying laser focused on our firm’s core principles and mission, even as we grow and expand through our “constellation of stars” philosophy.

We believe in leveraging people’s “aces and spaces,” meaning we pair leaders with reciprocal strengths while also celebrating our unique and different skills. By assembling a diverse group of people with different perspectives, experiences, and areas of expertise, we amplify our firm’s innovation and strategic thinking. When people’s unique passions coalesce, creative sparks fly.

The equation of collaborative leadership that has defined Gensler’s growth and success is 1 + 1 = 5.

A spirit of collaboration and an entrepreneurial culture have always been central to the firm’s mission and vision.

Through collaborative leadership, we can achieve more than we have ever thought possible.

Together, we are tenacious and hold a profound belief in the transformative power of design. This is the ethos that underpins every decision we and Gensler’s leadership team have made. Our purpose as a firm and as leaders in the design industry has never been more evident: Creating a Better World Through the Power of Design.

inTRodUction A NEw ChapTEr IN DESIgN

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Gensler Growth Over time The firm’s geographic distribution over time, scaled by gross revenue

north america northwest

north america north central

OaklanD

Chicago

Boston

PortlanD

Detroit

Morristown

San Francisco

La Crosse

New York

San Jose

Minneapolis

Toronto

latin america

north america northeast

north america south central

bangkok

san josÉ, Costa Rica

mumbai Singapore Sydney Tokyo

Berlin

north america southeast

Birmingham

Austin

Atlanta

LonDon

Dallas

Baltimore

Munich

Denver

Houston

Charlotte

Paris

Las Vegas

nashville

Los Angeles

San Antonio

north america southwest

greater China Beijing Hong Kong Shanghai

Miami PhilaDelphia

middle east

Raleigh

Newport Beach San Diego

firmwide

Abu Dhabi

tampa Washington, D.C.

Phoenix

Dubai riyaDh

GENSLER FOUNDED

oil shock recession

1965

1973

1970 $1.0M

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bangalore

Mexico City

Europe

Seattle Vancouver

asia pacific

BogotÁ

1975 $3.4M

Savings & Loan Crisis

energy crisis recession

1990

1980

1980 $18.0M

1985 $39.7M

1990 $76.1M

INTRODUCTION A New Chapter in Design

$2 Billion in revenue 2024

covid-19 2020

$1.5b

$1b

great recession 2008–2009

9/11 & dot-com bubble

$500M

2001

1995 $89.1M

2000 $276.9M

2005 $330.8M

2010 $461.6M

2015 $1.074B

2020 $1.549B

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The design industry has an enormous opportunity to address the crises we face— but only if we’re willing to use our innate creativity and problem-solving abilities to think bigger. Global challenges demand bold new solutions, increasing both the rate of innovation and the speed to market of new ideas. We must transform the design industry to meet this moment. Design processes—and outcomes— must continuously evolve to create the bold, innovative solutions that our cities, and communities, need to thrive.

chapter tWO DESIGN tRANSFORMAtION

Humans have existed on Earth for more than six million years, yet many drivers of design have changed very little. Human nature and biology have remained relatively constant. Our physical and social needs have played a large part in the design of human habitations for millennia, dictating everything from the size of doors and height of ceilings to the configuration of private and common spaces. The need for shelter from the elements, access to clean water, and protection from external threats is universal.

These design considerations have passed from generation to generation, as evidenced by the excavations of ancient places. The first known building codes, which go all the way back to ancient Babylon, focused on structural soundness, carrying penalties as severe as capital punishment for builders who failed to comply. These codes and norms have evolved over time, often slowly, and often in direct response to past crises. Historically, as cooking facilities moved indoors and fireplaces grew prevalent in cold climates, fire became a major threat to building safety. In fact, many cities, including London, Paris, New York, and Chicago, suffered catastrophic blazes before fire prevention and suppression became a reliable part of building design.

Similarly, earthquake safety is a concern in many cities, and enhanced structural regulations now save millions of lives.

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Interactive plaza at AT&T Discovery District, Dallas

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chapter three reclaiming the human experience

Today, with most of our pandemic-era precautions rolled back and in-person interactions returning to their normal rhythms, we are all exploring what aspects of hybrid life still suit us. This presents an interesting challenge for designers, whose work traditionally deals with the physical realm. We find ourselves in a moment of unprecedented change, but one thing is certain: today, people place a higher premium than ever before on experience.

Our charge as designers, then, is to create places and spaces of all kinds that welcome, engage, immerse, and delight all the people who use them.

today, people place a higher premium than ever before on experience.

We are keenly attuned to the transformative ways in which physical spaces shape experience.

We also realize that we have more choices than ever before about how we live, work, collaborate, and connect with our communities.

We want to harness that power of choice by spending our time in environments that make us more productive, more social, and more inspired. To create compelling places, designers must anticipate people’s needs, tap into their emotions, and engage their senses. Doing so requires holistic, people-centered design that evokes strong emotions, promotes health and safety, and builds connections between people and communities.

Humans are hardwired for connection.

The sudden isolation we all faced during the pandemic underscored this biological need, as well as the grave consequences that ensue when we are deprived of in-person interactions with others. In 2022, the World Health Organization reported on the ways in which the pandemic is affecting mental health. “Plenty of us became more anxious; but for some, COVID-19 has

sparked or amplified much more serious mental health problems. A great number of people have reported psychological distress and symptoms of depression, anxiety, or post-traumatic stress.

And there have been worrying signs of more widespread suicidal thoughts and behaviors.”

Similarly, the Pakistan Journal of Medical Sciences reported on the vital need for social connection among humans. “Whilst internetbased media and applications such as Zoom, Skype, WhatsApp, and FaceTime may allow for social interactions to continue, they do not replace the need for in-person human contact.”

And a 2022 New York Times piece speaks to the “epidemic of loneliness” that has plagued Americans even before the pandemic. According to the Times, United States Surgeon General Vivek Murthy placed the blame for this so-called epidemic on the “accelerated pace of life and the spread of technology into all of our social interactions.” With this acceleration, he said, “efficiency and convenience have ‘edged out’ the time-consuming messiness of real relationships.

The result is a public health crisis on the scale of the opioid epidemic or obesity.”

RECLAIMING CONNECTED LIVING The remedy for all these problems is, of course, to bring people together again in community with one another. Humans innately embrace safety in numbers; even if we are not doing things directly with other people, knowing that they are sharing space with us feels comforting. Our deep desire to live a connected life is the driving force behind our recovery from the pandemic and a reminder of the true impact of the built environment.

The benefits of living in community, to both our physical and our mental well-being, are remarkable. Dozens of studies have shown that people who have satisfying relationships with family, friends, and their community are happier, have fewer health problems, and live longer.

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The Lighthouse, south san francisco, calif. | Alexandria Real Estate Equities, Inc. | ILFI Zero Energy Ready, Mass timber

first united bank, fredericksburg, texas Net Zero Energy, first full mass timber project in Texas

under armour global headquarters, baltimore Net Zero Energy, Mass timber

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chapter four climate change

nvidia headquarters, santa clara, calif.

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Gensler

VOICES How Can We Inspire a Pipeline of Diverse Talent?

JEAN ANDERSON Global Design Synergy Community Co-Leader Our industry must reflect the diversity of the communities in which we work. The pipeline of diverse talent coming out of colleges and universities is laudable, but it is not nearly enough. We must take immediate action to introduce more young people to our profession.

The most effective way to increase the pipeline of diverse talent is to engage with students much earlier in their academic careers, specifically in middle school and high school.

These bright, young, creative minds deserve committed mentors from the design industry who can unlock opportunities that allow them to engage with design professionals from different cultures and backgrounds.

The consistent engagement of mentorship early in a young person’s life, plus complete demographic transparency in the form of ESG or demographics reports, is critical for expanding the pipeline of diverse talent. It may take many years to realize the benefits of these actions, so the best time to get started is right now.

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What Is Design’s Role in Social Justice?

JESSICA GARCÍA Co-Managing Director, Costa Rica It is essential for architects, designers, and policymakers to consider the needs of all users, particularly women, in their work to create equitable and inclusive places. Architecture and design have the power to shape human experiences by promoting inclusivity. The design of public spaces, office and retail buildings, and transportation systems has a tremendous effect on the level of accessibility and safety for all users, many of which are small details that go unseen by most. Public spaces with safety and accessibility as a design priority, such as public park restrooms that feature ample lighting, open space, and proper ventilation, improve mobility and freedom.

Similarly, well-designed work environments that feature a variety of ergonomic furniture for different body types, ample spacing between workstations to improve mobility throughout the office, and equitable facilities can help reduce bias and promote a level playing field for all employees.

chapter fIVE SOCIAL AND RACIAL JUStICE

Leadership for Design Equity JASON PUGH Global Director of Diversity, Equity, and Inclusion Gensler celebrates diversity of thought, diversity of backgrounds, diversity of lived experiences.

Diversity is deeply rooted in our core values and remains a key differentiator of our design excellence. Working closely with Diane and Andy, we recognize the power of collaborating with people from all walks of life, as well as the importance of bringing diverse voices to the table to effectively advocate for meaningful, lasting change.

In the summer of 2020, the U.S. experienced a tidal shift and racial awakening following the murder of George Floyd. Gensler responded with concrete actions, all of which focus on creating opportunities for the Black community, indigenous groups, people of color, and other marginalized and underserved individuals across the world.

Having proudly served as the 2021–2022 National President of the National Organization of Minority Architects (NOMA), I’ve worked hard to engage many other firms and organizations to advance DEI-focused programs and

initiatives across the building industry. Most of our partners are truly committed to NOMA’s mission and understand the challenges and opportunities that lie ahead. Yet there are others, unfortunately, who are simply trying to check a box and are not ready to roll up their sleeves and commit to doing the hard work.

Having sat at both ends of the table, I’m proud of the leadership Gensler is providing in this space, as well as our public commitments to increasing the recruitment, retention, and advancement of underrepresented professionals in the design industry.

Collectively, these initiatives build upon our inclusive people-first philosophy and enable us to take a nuanced approach to impact.

As a global firm, we intentionally stress the importance of being local first. This means connecting with our communities, developing a deep understanding of each neighborhood’s unique challenges, and addressing those challenges through the power of design in ways that better serve the human experience.

From partnering with our clients in designing equitable spaces to creating opportunities in our industry for diverse talent, we are making measurable progress on all fronts and continue to take action to create purposeful, inclusive, and resilient spaces for all.

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changi airport terminal 2, singapore

centro de convenciones de costa rica, San José, costa rica

microsoft ireland, dublin

GCHQ – Government Communications Headquarters, england

jw marriott hotel, shanghai

114

chapter six global and local

coex mall, seoul, south korea | Renovation and transformation of Asia’s largest underground retail center

115

burj alshaya four seasons, Kuwait City

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