The Networked Urban Workspace | M. Arch Thesis | 2016

The Networked Urban Workspace

Kevin Ignasius Tandiono Master of Architecture | Adaptation Singapore University of Technology and Design, 2016

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Thesis Supervisor: Christine Yogiaman Assistant Professor, Singapore University of Technology and Design

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The Networked Urban Workspace

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Abstract

The formal architectural definition of workspaces has not been around for a long time. Despite its modern development, however, workspaces have undergone rapid changes, constantly evolving while keeping up with the technological development and different ways of working.

Work in knowledge economy Today, the typical office, in decor and atmosphere, more closely resembles an informal gathering space than the regimented rows of desks of ten years ago. This is because as the knowledge economy develops further, work is becoming more plural, more social and less confined within office buildings with open floor-by-floor plans. Knowledge work, almost by definition, will focus more and more on communicating, sharing and developing ideas which stretch beyond the same department, office floor, or even the same office building. Workers today are beginning to make their own decisions about when and where to work.

Blurring of boundaries between different definitions of spaces The proportion of internal office space that is given over to collective activities (meeting spaces, social hubs and various types of gathering points) is evidently growing as well. There might also be an even greater rise in the use of semi-public venues like coffee shops for meetings. It seems as though that these neutral grounds (or “third spaces”) are getting more prominence in the working scene, which indicates a blurring between the physical boundaries of the workplace (or “second space”) to the third space, joining the same phenomenon that has already happened between home (or “first space”) and workplace.

Aim of thesis As the knowledge economy continues to drive work in many sectors further beyond the physical constraint of cellular, individualistic spaces to a more temporal, non-territorial working environment, this thesis therefore aims to explore a new possibility of future workspaces, where boundaries of workspaces and office buildings dissolve even further, allowing workspaces to become more fragmented and spill out beyond the scale of individual buildings in the increasingly fluid and allencompassing world of work.

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Contents

Introduction Evolution of Work

Personal Workspace

Organisational Types

Dynamic Workspaces, Beyond Offices Future Work Personas From New Towns to Urban Workspace

Site Selection

Analysis The Networked Urban Workspace

Design Concepts

The Tower Centres

The Micro(work)pods

Image Credits Bibiliography and References

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Introduction

“Generation Y, people born since 1979, will be better adapted to the new workstyles by virtue of an early grounding in flexibility. Many are from diverse family structures, more of them are ethnically diverse, they’re good social networkers and IT literate, used to change, and will work anywhere.”

(Working beyond walls, OGC, DEGW, 2008)

in 2004. Indeed, it seems that the impetus for Despite having similar meanings and usage this change in office design is ever-present, in a common setting, the term “workplace”, especially with the Generation Y phasing out “office”, and “workspace” bear slightly different the previous generations of workforce, the definitions. For the purpose of this thesis, the emergence of Knowledge Economy, as well as term “workplace” is defined as a place that the accelerated integration of technology into people go to work to, while “workspaces” can be the hands of individuals in the workforce. defined as the type of space people use to do their work, both in macro and micro scale, and A statistical data published by this includes “office” which usually comes in a PricewaterhouseCoopers (PwC) in 2011 states tower building form. that the Generation Y, or the millennials, will form half of the global workforce in as early The demographic change that affects the as 2020 (PwC, 2011). This major change has workplace is but one factor that has caused a shifted many aspects of offices already, from shift in the working culture and subsequently the infrastructure to office culture and in response, need for workspace design to change. Working companies and workspace design have to jump Beyond Walls, co-authored by the United on the bandwagon and go with the change to Kingdom’s Office of Government Commerce and allow for a smooth transition and hence serve DEGW in 2008, is a publication that discusses the new generations of workforce better. Just the need and ways for offices and workspaces recently, a survey conducted has shown that to evolve once again just 4 years after their 92% of the companies (which were included in previous publication, Working Without Walls the study) want a hierarchy restructure (Deloitte,

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2016) and undoubtedly, the revision in the design of offices and workspaces would have to follow suit soon after as well.

To understand how various working culture has influenced the development of office buildings and workspace design, a series of historical precedents illustrating how modern office building types has evolved until the present day were studied.

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Evolution of Workspaces

The concept of workspaces has existed since the ancient times, in the form of monasteries, temples, or government buildings, among others. This idea simply meant to provide a sheltered space for people to perform their duties such as recording matters in writing from the weather and changing seasons. The modern office as we know it, on the other hand, was only developed much later, during the Modern period.

For the purpose of this thesis, some of the major office type building that have evolved in time will be discussed below.

The first known office recorded was called the Taylorist office, which appeared in the 20th century as an extension of the Fordist factory production model. Focusing on the idea of efficiency and hierarchical working model, this office type was designed with high degree of space optimisation and surveillance in mind, where the supervisors and the higher-ups were separated from the other workers yet were still able to monitor them in their mechanised workspaces. As such, the typical Taylorist offices exhibited qualities such as the repetitive arrangements of desks in an open area.

Buildings were also narrow to allow natural

ventilation and daylighting across floor spans due to the limited climate control and lighting technology at that time.

Larkin Administration Building Frank Lloyd Wright, 1904 Bottom-left: Interior Perspective Bottom: Floor Plan

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As a reaction to the seemingly dehumanising design of Taylorist office, a modified version of open plan office was developed in the 1960s post-war Germany by the Schnelle brothers.

The idea was to completely break the workspace hierarchy and leave the floor plan with maximum flexibility, promoting communication between all the workers in the office. Termed “Bürolandschaft” that meant “Office Landscape” in German, this office type featured an open plan that has a scattered furniture arrangement with the building cores and services placed in the middle of the floor space to provide a uniform distribution. The downside of this office configuration, however, was that the completely lack of walls and partitions resulted in a lack of privacy for individual work that some offices or industries required. This disruption to individual, concentrated work also came in the form of unregulated noise levels throughout the office floor space.

no physical boundaries between individuals, the cubicle office configuration was then developed in the late 1970s. Riding on the wave of economic efficiency once again as well as advancement in engineering and manufacturing technology, this office type revolved around the modularisation of furniture and workspaces (often square or rectangular in shape). Building and construction technologies were also more developed and therefore column-free floor spans could be achieved, enabling workspace cubicles to be fitted and arranged as compact as possible within each office floor. Despite having the opportunity to exhibit a flexible arrangement on plan, this office type was actually much more individualistic in its approach, shielding each individual workstations and often ending up like mazes in its circulation.

Most recently in the 2000s, rapid advancement in technology has revolutionised both the built environment and working culture. With the The office landscape type did not serve well establishment of Internet and its capabilities to for all working culture, especially those that go wireless, office workers are no longer tied to emphasised high-concentration work that work only on their respective workstations. In required individual privacy. In response to the fact, a study done in 2008 based on an office highly-flexible open plan that offered virtually usage of eight-hours per day and five-day

Osram Office Walter Henn, 1963 Top: Interior Perspective Bottom: Floor Plan

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work week showed that in the UK, a typical occupancy of office workspaces only totalled up to 60 percent (Duffy, 2008), and this number is expected to decrease even further. The rise of new type of industries that we know as the Knowledge Economy, made up of start-ups and creative industries that are able to function in smaller workspaces with non-corporate, informal working styles also means that there needed to be a change in the office building type once again. The workers that belong to this type spend most of their time in the office (or online) collaborating with one another, exchanging ideas or discussing in groups both in formal and informal settings. Rigid cubicle office arrangements would not be able to support this working culture. Similarly, the office landscape plan, though offering maximum flexibility, would not exactly be the suitable choice either due its unregulated and monotonous nature. This results in a new office building type that has both an open-plan configuration that delineates spaces for different usages – for individual workspaces, collaborative workspaces, and social spaces – in the same floor. Statistically, the proportion given to collective and social spaces over the total office floor area has

gradually stepped up from 10 percent in the 1970s to 40% in the 2000s, excluding the use of semi-public spaces beyond the office buildings (Duffy, 2008).

Typical Cubicle Office

Google Campus Dublin Camenzind Evolution, 2011

Top: Interior Perspective

Top: Floor Plan

From the information and precedents mentioned above, it is clear that office building type has evolved extensively in a relatively short period as there always seems to be a new and changing culture in the way people work and occupy workspaces. If the current trend of focusing an office design around its collective spaces continues as well, it is only a matter of time before the total amount of individual workspaces in an office floor area is overtaken by the collective spaces, questioning the idea of whether an office building can still be suitably called an office, despite the building consisting only a mere fraction of its total floor area clearly defined as workspaces.

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Similar to the movement of anti-cubicles when it was shifting back towards an open configuration again, this time, beyond just open plan, people are beginning to work beyond offices and dedicated workspaces, increasingly equipped with more powerful technology. In fact, the phenomenon has already begun, with the developments of the concept of small office/ home office, a residential-workspace hybrid which merges homes and workspaces in one place to cater to the demand from those who wish to work from home, for example.

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Organisational Types

From the office building types explained previously, different organisational types were identified. These different organisations were influenced by and also reflected the working culture at that period in which the office type existed. These organisational types, in turn shaped the way the spaces were arranged, affecting the arrangement of the workspaces and the circulation within.

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The Taylorist Office strongly reflected the first step away from the Fordist working culture.

Symbolising the culture of efficiency and production, the workspaces are arranged in a linear grid, allowing for easy surveillance by supervisors from the periphery of the building.

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The Office Landscape attempted a major shift away from the Taylorist office, and so it adopted a non-rigid approach to their spatial planning, with the circulation spaces taking whatever that remains occupied by the clusters of workspaces.

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The Cubicles, though seemingly retaining the idea of clusters from the Office Landscape, reflected the need to once again emphasise on the individual productivity at work. The spatial organisation once again went back to the grid arrangement, albeit with more circulatory spaces, making this office type resemble a maze.`

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The newer generation of office buildings, with their open-plan configurations often place an importance in communal and shared facilities. Hence, to facilitate such planning and arrangement, this office type arranged their clusters of spaces around a circulation path, which in turn transform the circulation spaces to be the most crucial in the building.

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Personal Workspace

The personal workspace, usually consists of the desk that people occupy and use during their work, has also evolved over time just like the office buildings. While seemingly starting just enough for a person’s worth of work, the size of a desk has grown bigger until the cubicle era, where concentrated, focused work seemed to be the main factor driving the office. Following the breakaway from the cube farms, the size of a personal workspace has then decreased, due to the increase in communal activities and therefore shared spaces, resulting in the desk once again being reduced to the bare essential minimum for a solo work.

1.5 sqm

Taylorist Office

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3 sqm

6 sqm

Office Landscape

Cubicles

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2 sqm

1.5 sqm

Casual Office

Co-working Space

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Dynamic Workspaces, Beyond Offices

Image retrieved from: http://netergyone.com/~workplaycom/wp-content/ uploads/2014/12/51c8de7fb3fc4b9dc7000197_ google-campus-dublin-camenzind-evolution-henry-jlyonsarchitects_docks_7_floor_2-1000x666.jpg

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Before today, cubicle offices with modular furniture was suitable in serving the office culture when work was based on the idea of individual specialisation and productivity, reflecting the efficient mechanism of post-war and corporate culture. In the Knowledge Economy, however, work is more about exchanging ideas in rapid manner, and everyone might be increasingly doing multiple things without being tasked into one type of work at one time.

In addition, there is an increase in blurring between boundaries of spaces. An obvious example would be the case where working is increasingly done at home due to higher usage of Internet and mobile workstations to complete individual, concentrated tasks. As much as 3.1 million UK citizens worked mainly from home in 2005, a gain from 2.3 million citizens in 1997 (Office of National Statistics UK, 2005). With the rising fraction of office floor spaces being given to non-workspaces, office buildings are also beginning to transform more into spaces that resemble more of social hubs than offices, so it may be plausible that someday workers will end up using the office buildings just to meet their co-workers and enjoy their companies instead

of coming to work on their individual tasks at hand.

In fact, the increase in the usage of technology such as the Internet and mobile workstations with Wi-Fi connections has begun to push various types of work to go beyond the physical world into the virtual realm.

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In Working Beyond Walls, it was proposed that there would be some changes in the fixed infrastructure used in the workplace, as we progressed towards the future involving higher frequency of working virtually. This point is further reinforced by the observation made in Diverse Worksettings diagram above that within offices and beyond, many of the existing workspaces and collective spaces are currently equipped with similar types of technology such as a cable Internet connection and Wi-Fi, showing how connected these spaces can be despite their physical distances and boundaries.

Past

Future

Location Specific

Network of locations

Owning space or longterm lease

Short-term lease; pay as you go

Highly territorial space

Shared/hired space

Strong physical branding

Varied internal & temporary branding

Formal structured interaction

Flexibility, connections, implementation speed

Physical space & mobile tech

Operating across virtual & physical space

Fixed Infrastructure in a Changing World (Working Beyond Walls, 2008)

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Within Office

Beyond Office

Dedicated office

Home

Dedicated desk

Train

Hot desk

Car

Hot office

Cafe/restaurant

Team table

Hotel room

Touchdown desk

Hotel lobby

Touchdown bench

Airport lounge

Browsery

Service centre

Quiet room/booth

Business club

Quiet space/area

Library

Project space

Customer/client premises

Small meeting room Large meeting room Conference room Informal break out space Restaurant Hub/resource area Business

Diverse Worksettings (Working Beyond Walls, 2008)

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As the trend of working away from desks and dedicated workspaces continues to climb, we would find that the office building type has to evolve once again. Coupled with the fact that there is an upcoming trend of office employees working and conducting meetings in places such as coffee shops and other commercial places, it may not be a surprising notion that in the future, office buildings would become obsolete as a type, as workspaces become more fragmented and get distributed everywhere else. These fragmented workspaces are no

longer restricted into just single floor spaces, spilling out of individual office buildings and getting distributed into fragmented amounts, embedded into various spaces such as homes and third spaces. In fact, DEWG has attempted to chart the relationship between the change in the mindset of the workforce and the notion of having distributed workplace. In conjunction with this correlation, a hub-and-spoke office model for distributed working environment was also proposed as an example of future workplace strategy.

Progress of Cultural & Mindset Change

ANY PLACE

ANY SPACE

OUR SPACE

MY SPACE

MY OFFICE Progress towards The Distributed Workplace

Relationship Between Mindset and Progress in Distributed Working (Office of Government Commerce UK, DEWG, 2008)

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local office

home

regional office centre

shared local centre

more static, formalized workstyles

open head office/ operational centre

cafe/ plane/ train/hotel lobby

car

Private Priviledged Public

more mobile, flexible workstyles airport lounge/ club

hotel room

Any combination of work locations or even a single location might potentially be used as the focus for a workplace strategy

Hub and Spoke Office Model for Distributed Working (Office of Government Commerce UK, DEWG, 2008)

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This trend of future projection generates two different, but not necessarily separate new conditions.

in and around other different spaces, eventually resulting in the dissolving of physical boundaries of different programmatic spaces.

Firstly, since traditional office buildings would no longer have the occupancy level they used to have, these buildings would have to be adapted for different uses or they risk undergoing permanent demolition.

Both of these conditions will inevitably lead to a certain direction in which various scenarios of future workspaces can co-exist within other spaces.

Secondly, the urban form of the city would have to transform and adapt itself in order to accommodate the change in the ways people approach and go to work should workspaces, in their relatively fragmented sizes, get distributed Others Residential Offices

Opposite Page, Top: What if Singapore office typology become obsolete?

Below: Mixed distributions of workspaces and residentials on the same buildings

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?

?

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Future Work Personas

With the current technology continuously pushing the boundary of working beyond office buildings, there is a need to begin utilising a more urban infrastructure to suit the new working culture. In contrast with the supply-driven, top-down approach that most office buildings undertake, the new workspaces would have to react quickly to the change in demand and focus on the temporality of working in one place at one time. If office buildings turn obsolete in the future, the new generation of work would happen in every other place, ranging from home to leisure hubs and transportation nodes.

Coupled with the rapid pressure for hierarchy restructuring at work, it is possible that the typical organisational hierarchy commonly found today would break apart some day. As such, a new set of working personas is proposed, based on the commonly-found “third spaces� commonly visited by people, aside from their respective homes and workplaces.

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Typical Organisational Hierarchy CEO

Programme-Based Work Personas Foodies

Directors Working Parents

Managers

Health Enthusiast Supervisors

Assistants/ Operatives

Shop Owners/ Establishments

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The new working personas are derived from the preferences or their working needs, which in turn would be able to give an idea on the places they are more likely to be found doing work at.

incorporating physical exercises in the majority of their daily life. They can be seen exercising or going to gym and sports facilities frequently.

Foodies These are the people who can work in places where food and beverages are served, where usually ambient music and background noise are also present. They are likely to be found in places like cafes, restaurants, or food courts.

Shop Owners/Establishments These are the more entrepreneurial work persona that usually has a physical business frontage and so needs a location that is more prominent and centralised. They do work individually in different places from time to time, but they would have meetings with their clients in a more convenient location.

Working Parents As the name implies, this persona consists of people who already have a family on their own, and so juggling their time between work and taking care of their children on their own can become quite a challenge. Other than at work, they can be spotted taking their children to schools, childcare, or tuition centres.

Health Enthusiast This persona has a lifestyle preference that revolves around keeping themselves fit by

Due to the difference in their working preference and style, the personas’ respective spatial preference for their work can ranges quite significantly as well. These criteria include crowd condition, spatial brightness, and internal circulation, among others.

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Crowd condition Views/openness Spatial brightness Internal circulation Noise level Collaborativity Workspace mobility

Foodies spatial preference

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Crowd condition Views/openness Spatial brightness Internal circulation Noise level Collaborativity Workspace mobility

Working Parents spatial preference

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Crowd condition Views/openness Spatial brightness Internal circulation Noise level Collaborativity Workspace mobility

Health Enthusiast spatial preference

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Crowd condition Views/openness Spatial brightness Internal circulation Noise level Collaborativity Workspace mobility

Shop Owners/Establishments spatial preference

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From New Towns to Urban Workspace Site Selection

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Toa Payoh was the first satellite town built by the Housing Development Board (HDB) in Singapore and the second one built after Queenstown. It was designed during critical housing period, and so the design in mind was meant to be larger than Queenstown from the start. In addition, there was also a vision for it to be self-sufficient town on its own, incorporating programmatic areas such as schools, transportation hub, entertainment centres, hospital, religious centres as well as employment areas within the ring-city configuration

MRT access towards CBD area

Bearing the original vision Toa Payoh had in the 1960s when it was designed, we still find that most people travel out of Toa Payoh, due to its accessiblity to most places, CBD included.This makes Toa Payoh a suitable testing ground for the idea of the new urban workspaces within its own perimemeter.

Toa Payoh CBD Area

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Analysis

A series of site analysis were conducted based on the personas identified earlier.

Firstly, mapping of the programmatic areas relevant to the personas are condudcted.

Based on the programmes highlighted, the probability of the respective personas settling in these residential areas are calculated. For the calculation done in each persona, the darker colours indicate the higher probability that they will prefer to settle down in those neighbourhoods. This is due to the proximity as well as the number of preferred programmatic destination that they will be able to reach from home.

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Residentials

Eateries

School & childcares

Sports facilities

Rental offices & warehouses

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Probability of a Foodie to settle here

Probability of a Working Parent to settle here

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Probability of a Health Enthusiast to settle here

Probability of an Establishent to settle here

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The results from the analysis is further utilised to a figure ground plan to obtain areas that are potentially usable for the new intervention.

These overlapping dark areas are the results of the probability calculation from all the personas, charting the possible taken by these residential buildings to the programmatic destination of the personas. This figure ground is also drawn to intentionally exclude road and most areas of existing building.

The figure grown plan is distilled one more time, by identifying the darkest area (due to more overlap of possible paths taken by the personas).

These darkest areas are then the potential site areas for the new urban intervention.

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The Networked Urban Workspace Design Concepts

In the urban setting, work is now proposed to go beyond a building and therefore, the city becomes the whole building. The design concepts proposed aim to tackle the new issue of urban workspace in two different scales. This is because of the different aspects happening in workplaces, such as the combination of both individual and collective work, and work with different durations or programmatic places. In addition, the scale of the urban workspace also means that the solution must tackle both in micro (building scale) and macro (district/city scale).

The potential sites identified in the analysis earlier also culminates in the in-between areas between the buildings as the majority of the potentially usable areas for the intervention.

At such urban scale, it seems that the plug-ins strategies are more suited to guide the concepts of the new intervention.

Marking the areas of the darkest overlaps in the figure ground diagram, a concept diagram of the new urban workspace was proposed. The overall concept consists of the data centres, which also functions as the spaces to house the shared

facilities and the plug-in workspaces, which are modules attached to existing buildings (that house the suitable programmatic spaces for the different personas). These smaller pods should be connected to the data centres wirelessly for their network infrastructure. Ideally, a data centre should able to serve a significant number of plug-in modules.

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Network centres & shared facilities Plug-in workspaces

Overlapping figure ground areas Network connections

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The Tower Centres

This is the concept for the data centres that are also meant to contain different types of shared and communal spaces. Aiming to function as a building with a small footprint, the main component of the tower is its core, which packs the services for the building and the server rooms.

Adopting the plug-in strategy, the hexagonal core centre can be attached with different types of shared spaces. These spaces serve to accommodate different types of meetings, ranging from casual to conference

Tower Enclosure

Outdoor Lounge

Conference Room

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Services and Circulation

Server Rooms

Lounge

Workgroup Room

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In the park

64.8m

The flexible, modular strategy is also intended to provide different spatial configurations, which can vary depending on the location of the tower, as well as the height, in response to its immediate surrounding contexts.

15 storeys

43.3m

10 storeys

21.8m

5 storeys

Near 12- storeys HDB area

5-storeys commercial

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To test out the location for the tower centre in a more specific manner, an area at Toa Payoh Central was chosen due to its programmatic variety and the pedestrian traffic.

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Shown below is the ground plan for the tower centre in the location, showing the possible paths taken by the different personas to the building, while the opposite page shows a typical plan, showing the different types of spaces available.

Location Plan

Ground Plan

0

10m

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A Conference Room

Lounge

Outdoor Lounge Lounge

A’

Typical Plan

0

10m

Workgroup Room

Data Core

Services

Circulation

Section through core AA’

0

10m

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This section shows the different cores inside the tower centre, cut at the part marked in the typical plan previously

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The Micro(work)pods

Functioning at a smaller scale than the tower, these modular pods aim to occupy a space adjacent to, or even a small portion of an existing building. However, the same plug-in and flexibility strategy is adopted. With different options of enclosure to choose from depending on preference and needs to fit within the skeletal frame of the pods.

The Micro(work)pods also aim to undertake a more bottom-up approach to urban workspaces, where the spaces are able to react and change quickly based on the demand of the users of the spaces. As such, these pods are proposed to be put in an existing space, ultimately owned/ rented by the owners of the spaces, but are usable by many, just like a bench in the park or a telephone booth.

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The fixed components of these pods consist of the frame and the desk. The enclosures, though not always necessary to be equipped in all 6 sides, have the most options to choose from

2.4m

4.4m

Steel Frame

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Recommended Clearance: 0-1.4m

Flooring

C 01 Gypsum

F 01 Concrete

C 02 Skylight

F 02 Tiles

C 03 Diffused Lamp

F 03 Wooden Panels

C 04 Fluorescent Lights

Ceiling

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W 01 Wall Panel

W 02 Louvers

W 03 Glass

Fixed Wall Panel

O 01 Sliding Glass Door

O 02 Sliding Wall Panel

O 03 Foldable Door

Movable Opening

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D 01 Standard Desk

Recommended Height: 0-1.2m

Desk Type

D 02 Corner Desk

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Micro(work)pods Sample Build A

C 01 Gypsum

O 01 Sliding Glass Door

O 03 Foldable Door

W 01 Wall Panel

W 03 Glass

0

2.5m

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C 04 Fluorescent Lights

Micro(work)pods Sample Build B

W 01 Wall Panel

O 02 Sliding Wall Panel

W 01 Wall WPanel 03 Glass

W 02 Louvers

0

2.5m

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Though able to exist on their own, these pods needed to be placed within an existing programs to fulfill the original design intention. As a result, a series of in-place visualisations of the pods were rendered.

Micro(work)pod in a library

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A view out of the pod

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A micro(work)pod in a cafe

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A pod in the bus interchange

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Conclusion An Experimental Typology of Urban Workspace in Singapore

With the gradual decline of office building usage, it would not be surprising that in the future, the new working culture would be able to utilise a workspace that is more urban-oriented and programme-based, making full use of the city as the boundaries between different spaces blur even further. The growth of sharing and knowledge economy, which still will rise for some time, could also help to promote the sharing and the non-permanent quality of workspaces.

This thesis acknowledges that it is by no means perfect. However, in its attempt, it hopes that it would be able to ride on the wind of change and provide a suitable experimental groundwork for the new urban workspace in Singapore.

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Image Credits

http://www.savewright.org/wright_chat/viewtopic. php?p=41810&sid=292fcc5a5165f100f191182d97bc4a0b http://66.media.tumblr.com/tumblr_ m4zzc5eGbQ1qgpvyjo1_1280.jpg http://www.bbc.com/news/magazine-21878739 http://www.wired.com/2014/04/how-offices-accidentallybecame-hellish-cubicle-farms/#slide-5 http://www.camenzindevolution.com/var/ezwebin_site/ storage/images/leisure/restaurant/dock-food-dock-food/ project-plans/floor-plan/19576-1-ger-DE/Floor-plan_ plan_full.png

Bibliography and References

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PwC, 2011. The Future of Work. A Journey to 2022.

PwC, 2011. Millennials at work. Reshaping the workplace.

Duffy, Frank. (2008). Work and the City. Black Dog Publishing.

Office of Government Commerce, DEGW, 2004.

Working without walls, Crown.

Wilkinson, S., Remøy, H. T., & Langston, C. (2014). Sustainable building adaptation: Innovations in decision-making. doi:10.1002/9781118477151.ch2 Office of Government Commerce, DEGW, 2008.

Working beyond walls, Crown.

Conway, Brian. (2010). Office Building, The Planning Site, LLC. WBDG. Retrieved from: https://www.wbdg.org/design/office.php Barton, Susan. (2009). Human Benefits of Green Spaces. Adapted from the lecture “The Healing Garden: Social Research” by Dr. Susan Barton, PLSC100: Plants and Human Culture.

November 18, 2008.

Singtel, 2015. A Guide to Implementing Home-Based Work.

© 2016