Collaborative Workspace Hub, Master Thesis

MASTER OF ARCHITECTURE THESIS PROJECT DIA 2021

2

| COLLABORATIVE WORKSPACE HUB

MASTER OF ARCHITECTURE THESIS PROJECT DIA 2021

TOPIC : COLLABORATIVE WORKSPACE HUB WORKSPACE THAT IS WORK-SPACE WITH HOME-LIKE COMFORT, WHERE ONE IS FLEXIBLE AND ENJOYS THEIR WORKLIFE WITH A MUCH BETTER AMBIENCE AND REDUCE STRESS.

BY SHARAVANI SUNILKUMAR MADABHAVI

THESIS ADVISORS PROFESSOR VESTA NELE ZAREH PROFESSOR DAVID DAVALOS SANCHEZ

Dessau International Architecture Graduate School (DIA) Master of Arts (MA) Anhalt University of Applied Sciences • Dessau-Roßlau COLLABORATIVE WORKSPACE HUB |

3

1 | MANIFESTO

2 | RESEARCH

3 | SITE ANALYSIS

4 | CONCEPT

5 | DESIGN

6 | REFERENCES

4

| COLLABORATIVE WORKSPACE HUB

CONTENTS COLLABORATIVE WORKSPACE HUB |

5

Manifesto

6

| COLLABORATIVE WORKSPACE HUB

MANIFESTO Collaborative Workspace Hub

A major differentiator is flexibility The aim is for togetherness where people activities and values are weaved together and supports each other. The social network will be open and flexible for new collaborations to happen between different entrepreneurs industries, researchers and inventors.

There’s truly a special energy when you’ve got a room filled with motivated people who are all working towards building their dreams.

Abstract As young people continue to realize that they don’t necessarily have to fall in line and follow a more traditional path in their careers, it’s likely we’ll see an increase in the amount of freelancers and entrepreneurs who will make the leap.

This will be led by technology, awareness, and opportunity. Coworking will be the new norm for people who entering the workforce today. It’s unlikely that coworking will replace office buildings in general, or that everyone will one day become a freelancer.

Large organizations will still continue to thrive, and new ones will be built from the ground up, but they may focus less on having centralized locations and more on offering perks like remote working, when it’s possible.

The market of co-working spaces in India has been drastically changed and a new trend of opting co-working spaces is prevailing all through the corporate sector.

Now big-small, finance- fashion, etc., each type of organization, regardless of their size and nature of work, are opting co-working spaces in Bangalore to setup their office and operate from a flexible work environment. Bangalore has an ample amount of scope for almost every industry. This city is home to numerous startups and small businesses.

The intention is to combine people at different ages and background with a common interest for sustainability and create a comfortable home-like environment in the workspaces to enhance work efficiency, flexibility and productivity. The aim of this thesis is to achieve a working environment for that can encourage its users to interact, socialialize, promote a healthy work environment which promotes health primarily. In the middle of a global climate crisis, promoting sustainable spaces is more important than ever before. But eco-friendly workspaces don’t just benefit the environment, they benefit the people in them.

ABSTRACT

Imagine a place where you can enjoy work and socialize without feeling alone.

A place that opens up the opportunity for spontaneous conversations with like minded people about anything you can imagine without feeling out of context.

This place is a coworking HUB, that consists of shared spaces for recovering, learning earning and socializing. The definition of coworking is when people assemble in a neutral space to work independently on different projects, or in groups on the same projects.

COLLABORATIVE WORKSPACE HUB |

7

2.1 | Introduction to topic 2.2 | Issue 2.3 | Research on offices Research on co-working spaces Reseach on Sustainability Research on Green Offices and effects Scope and aim 2.4 | Case Study’s and analysis

8

| COLLABORATIVE WORKSPACE HUB

RESEARCH COLLABORATIVE WORKSPACE HUB |

9

2.1 | INTRODUCTION TO TOPIC Collaborative Workspace Hub A collaborative workspace is unlike a traditional office, a coworking space which consist of members who work for a range of different companies, ventures, and projects.

Because there is little direct competition or internal politics, they don’t feel they have to put on a work persona to fit in. Working amidst people doing different kinds of work can also make one’s own work identity stronger.

Working in a culture where it is the norm to help each other out, and there are many opportunities to do so; the variety of workers in the space means that coworkers have unique skill sets that they can provide to other community members. Coworking spaces are normally accessible 24/7. People can decide whether to put in a long day when they have a deadline or want to show progress, or can decide to take a long break in the middle of the day to go to the gym. They can choose whether they want to work in a quiet space so they can focus, or in a more collaborative space with shared tables where interaction is encouraged. They can even decide to work from home, without repercussion, if they need to meet a repairperson or deal with a family member need.

And while coworkers value this autonomy, we also learned that they equally value some form of structure in their professional lives. Too much autonomy can actually cripple productivity because people lack routines. Coworkers reported that having a community to work in helps them create structures and discipline that motivates them.

Thus, paradoxically, some limited form of structure enables an optimal degree of control for independent workers.

They feel part of a community.

Connections with others are a big reason why people pay to work in a communal space, as opposed to working from home for free or renting a nondescript office.

People who use coworking spaces see their work as meaningful.

WeWork, which recorded a valuation of $5 billion last December, emphasizes how it “seek[s] to create a place you join as an individual, ‘me’, but where you become part of a greater ‘we.’” Importantly, however, socializing isn’t compulsory or forced. Members can choose when and how to interact with others. They are more likely to enjoy discussions over coffee in the café because they went to the café for that purpose – and when they want to be left alone elsewhere in the building, they are.

And while researching I found that some people interact with fellow coworkers much less than others, they still felt a strong sense of identity with the community. We believe this comes from coworkers knowing there is the potential for interactions when they desire or need them.

Q. How can co-working spaces today spread with existing companies and employees already having an office?

How is it helpful for those individuals ?

First, they’re being used as an alternative place for people to work.

During pandemic almost all offices have asked their employees to work from home. The COVID-19 pandemic disrupted labor markets globally during 2020. The short-term consequences were sudden and often severe: Millions of people were furloughed or lost jobs, and others rapidly adjusted to working from home as offices closed.

10 | COLLABORATIVE WORKSPACE HUB

One of the biggest coworking companies, WeWork, is seeing a growing number of large companies using their spaces. In fact, over the last year, WeWork’s clients with more than 1,000 employees have doubled. Just some of the big names with WeWork memberships include Salesforce, Starbucks, Microsoft, Facebook, and Bank of America.

A recent report even noted that 25 percent of the annual WeWork revenue is from these companies with more than 1,000 employees.

Most large corporations that let their employees use coworking spaces offer the choice of working in a coworking environment or in a normal office. This way, employees can have more flexibility and choose whichever location is more convenient for them. In the case of companies collaborating with WeWork and other coworking businesses with multiple locations, employees can choose the location in the city that is by other activities for the day, such as errands they need to run after work. Overall, employees tend to appreciate the shorter commute that comes from coworking spaces.

Many big corporations are moving away from traditional office spaces and embracing coworking spaces.

Ease of Access to Innovators Improved Productivity Cost Effectiveness Flexibility and Convenience for Employees

COLLABORATIVE WORKSPACE HUB | 11

2.2 | ISSUE Problem #1: Lack Of Focus People working from home need not always be happy with the fact that home is comfortable or no commute to a dedicated workspace. They sometimes are not happy with small distractions at home. Most of them need a separate zone for working and not mix their home lifestyle with worklife. Their is always lack of motivation at home.

It can be difficult to transition into “work mode” if you’re in the same exact spot where you just binged Game Of Thrones the night before. And working from a cafe isn’t much of an improvement. With all that noise, and all the distractions, it can be hard to bunker down and get tasks done.

Problem #2: Health issues In the digital world we live in. Screens aren’t just part of our work life–they are how we interact with most people during the course of the workday. This isn’t a natural experience for us and it’s now how we were designed to operate, which means we must take care or we’ll inevitably run into issues with our health.

A recent study reveals green offices produce a 26 percent boost in cognition. They also saw significant improvements in information usage, strategy and crisis response.

The holistic approach of eco-efficient workspaces prioritizes the health of all employees and the environment.

As a result, employees in green buildings scored 61 percent higher on cognitive function tests than employees in conventional offices. Natural light, better ventilation, non-toxic cleaning products and plants all improve the air quality of a workspace. Companies that introduce these sustainable practices reported a significant decrease in sick days taken by employees. They also saw reduced staff turnover.

Problem #3: Mental health issues The evidence of positive effects from nature includes studies on specific psychological conditions such as depression, anxiety and mood disorder. Access to nature has also been found to improve sleep and reduce stress, increase happiness and reduce negative emotions, promote positive social interactions and even help generate a sense of meaning to life. Being in green environments boosts various aspects of thinking, including attention, memory and creativity, in people both with and without depression. “The evidence is very solid,” says psychologist Marc Berman at the University of Chicago.

When it comes to pinning down the link between well-being and access to nature, there are big confounding factors. To begin with, what is psychological well-being? The World Health Organization defines mental health as “a state of well-being in which an individual realizes his or her own abilities, can cope with the normal stresses of life, can work productively and is able to make a contribution to his or her community”.

Then there is the question of what “access to nature” means. Some studies measure passive access, or how much green space is available in someone’s local area. Others look at active access, which is the actual exposure a person gets to green space.

12 | COLLABORATIVE WORKSPACE HUB

Problem #4: Circultion, movement & connectivity In most of the conventional offices, we see various types of issues, some are based on connectivity and movement.

Even though some offices have good open plan offices but they still lack in some facilities which an employee would want or some activity or any break out zones. Offices like Google that have incorporated it within their plan are great inspiration and something to be learnt from.

Offices should be made not only to make more outcome from people but also made for people and their needs also making sure about their interests and health aspects. Some work fields cause too much stress and people get really nervous, for such a situation making a stress free zone, adding green plants and relaxation areas can boost their progress and can be calmer to deal with it.

Nature has its own magic with health. Even a small intervention with nature can solve issues, reduce health issues., boost moral and create happier behaviour among people working together.

COLLABORATIVE WORKSPACE HUB | 13

2.3.1 | TIMELINE OF OFFICE

1970-80

1980-90

1990-2000

The 70s were when offices were in their cubicle layout mode, having just shifted out of the cramped, side-by-side working style in the office.

The 80s saw the office space ‘settlement’ happen.

Every document had to be typed out on typewriter and fax machines were all the rage from the mid to late 80’s.

This decade was the perfectly sandwiched between the simple times and the yet-to-come complicated technology.

The era where the corner office was the coveted space as it usually offered bigger, broader windows and became a status symbol.

14 | COLLABORATIVE WORKSPACE HUB

Computers had now begun to be used extensively. “Offices used to be made up of cubicles and c-suites. employees were more often encouraged to work independently and stay on focus at all times.

2000-10 In this decade, the office culture had just started feeling the winds of change.

This was the generation that chose to enter and shake up the office culture by simply asking for what for more, thus, shaping up the office evolution in a way.

2010-15 In this decade, the office culture had just started feeling the winds of change. This was the generation that chose to enter and shake up the office culture by simply asking for what for more, thus, shaping up the office evolution in a way.

TODAY Today everything is minimalised. Everything is available with just a click on your laptop, all you need is internet. Your workspace is your luxury.

Now you may need to either sit in a space and work without disturbance or you need to collaborate with other for tasks.

COLLABORATIVE WORKSPACE HUB | 15

2.3.2 | HISTORY

Figure - THE OLD INDIA OFFICE, LONDON - from ‘Cassell’s Illustrated Universal History’ - 1882 East India House, the London head-quarters of the East India Company.

16 | COLLABORATIVE WORKSPACE HUB

Historical background Taylorism 1904 The very initial commercial offices showed up in the industrial time of the United States in the 19th century. Frederick Taylor, an American mechani cal engineer who expected to improve industrial effectiveness, is viewed as among the first ones to design office space in 1904. He trusted that by incorporating institutionalization strategies, best executes of working conditions and participa tion, work would turn out to be quicker. Taylor’s thought was to exchange command and control from workers to managers and break the work into an essential task, that would change work into a repeatable, but as skill reducing task. He thronged workers along in an in all respects completely open setting while managers looked on from individual workplaces, which looked much like a factory floor.

Figure The Larkins Building’s first floor

Open Plan office Centraal Beheer in the Netherlands offers an archetypal office that balanced the conflict in the office landscape. The office provided ease of communication with open spaces, yet defined spaces in such a manner that differentiate between individual personalized zones and small groups.

It was one of the significant offices designed concerning burolandschaft ideology and became famous for its user-friendly design which allowed people to arrange furniture in their way and personalize their environment in their proximity

Figure- Central Beheer offices, an insurance com pany in Apeldoorn, Netherlands by Herman Hertzberger, 1972.

COLLABORATIVE WORKSPACE HUB | 17

Herman Miller Action office 1969 The thought came to Robert Propst, a former designer at the Herman Miller Research group in the States. He took the “office landscape” thought and tried to comprehend what an office space that balances concentration, collaboration and productivity could look like by. Propst’s proposed The Action Office - a modular group of furniture and office dividers that furnished every individual with numerous workspaces. Huge multi-height desk, with storage space inside. The objective was to advance movement and action in the workspace to keep the flow of communication and information. While 120 degree walled in areas guaranteed workers had enough privacy for concentration work.

Figure Action Office II by Herman Miller Photo credit: KISI

Casual office 2002 While the cubicle went about as a small meeting room, giving us the space we required for the huge tools of the time. The proceeded with scaling down of the PC and the development of the business laptop in the late 1990s implied we never again expected to close ourselves. The easygoing office is spearheaded by Silicon Valley programming firms in the eighties, which supports exceptionally customized workspaces suited to extended periods of time spent programming.

Figure- ChiatDay offices. Clive Wilkinson Architects.

Los Angeles, 1997

Clearly casual office environments where designed to enable creative thinking which made offices to be an inspiring place to share knowledge.

2.3.2 | ACTIVITIES IN OFFICE Giuliano (1985) defines an office as a place where people think, read, write, and communicate; where ideas are generated and plans are made; where money is collected and spent; where organizations and other business are managed. If technology is changing the way we perform such activities, the office needs to change in the nature and organization of office work.

These task in the office can be various and different. Right from the task of meeting to the undertaking of photocopying can be considered as a piece of work at any office. Thus in all offices, there is a system in place for ‘work’ and its related ‘task’ to do data input, data processing, and data output. The working of this system changes as indicated by the kind of offices typologies. Its three viewpoints can group office typology. By the field of work the firm is included in, size of the firm and nature of the organization the firm is.

Location flexibility is the approach to offer flexibility to employees is to work from home or work remotely from their customary spots of employment the workplace (by andW large from their homes), on a part-time or full-time premise

18 | COLLABORATIVE WORKSPACE HUB

Another choice is providing with a scope of spaces in the workplace separated from a conventional workstation, for example, work-relax and another alternative workspace.

Employee’s flexibility allows the workers to choose when and where to work in the workplace. A protocol by the organization of no assigned desk allows the employees to address themselves based on the kind of work they want to do on the desk and another alternative workspace in the workplace..

Example - Weiden + Kennedy According to Franklin Becker, director of the International Workplace Studies Programme at Cornell University, “About 70 percent of the time people in jobs like management consultancy, sales, and customer service are not at their desks. which is a constant statistic for the western countries.”

In context to India, Franklin becker’s stats are reflected not only in management consulting and customer service center office but also in other organizational fields. Work in many other fields like creative media and advertising shows a similar result. Weiden + Kennedy, a creative media agency in Delhi shows both organizations perspective and employee’s flexibility. The office reflects the idea of giving the flexibility of giving a range of workspaces.

Figuare - W+K workstation is occupied by other employees, thus the idea of sharing workspaces shows both perspective.

Figuare - The scenario shows the usage of library and lounge space.

Thus, conclusively it can be understood that the sum of these three concepts, connectivity (X), mobility (Y) and flexibility (Z) can lead to where X+Y+Z = system approach to the collaborative workplace.

Absence of any of the three will not be as productivity as it should be.

Figure above - shows the level of location flex ibility in Weidend+Kennedy Dehli office.

The scenario shows the usage of library and lounge space.

COLLABORATIVE WORKSPACE HUB | 19

2.3.2 | INNOVATIVE WAYS OF WORKING TODAY In the 21st century, society and organizations are looking for means on which the development of technology affects the business, work environments, and human behavior. As today's environment is full of uncertainty, one-way technological innovation is changing the rules. By the increasing capacity to generate more information than people can absorb, faster more interdependencies than anyone can manage, and accelerated change faster than anyone's ability to keep pace.

Today’s technology is allowing "mobility and flexibility", which is driving the importance of comfort workspaces, both in and out of the office environment. Change in organization space planning which allows the employees to work remotely with various collaborative space in the office with technological tools is to enhance the office to increase mobility which leads nurture the control, communication, and productivity.

In the workplace, a new “anytime, anywhere” work culture is emerging. Continuing advances in information technology, the proliferation of a global workforce, and increased desire for work-life balance. With implications for organizational cost savings and increased employee flexibility and productivity, there are a series of new ways of working strategy adopted by organizations such as teleworking, hot-desking and emergence of third place.

Breaking from traditional methods of working on the same workstation 9-5, the ontology of technology is allowing the organization to adopt new ways of working. Where the level of productivity doesn’t limit itself to ease of work but also productivity ease of working environment to the employees. Organizations need to provide employees with the ability to quickly move from tasks that require concentration to collaborative modes of work; therefore, their environment needs to be dynamic.

New ways of working balances individual space with formal meeting rooms, and non traditional spaces. The concept of teleworking, hot-desking and other alternative workspaces gives the employee the flexibility to work from anywhere without hampering the work.

20 | COLLABORATIVE WORKSPACE HUB

KEY WORDS anytime anywhere

mobility and flexibility

cafe work desks zen space work lounge collab areas

hot desks

common spaces intermediate breakout spaces work lounge/play arena

phone booths

Private spaces

COLLABORATIVE WORKSPACE HUB | 21

Remote working The term remote working, as it is referred to in the western nations, working from home, as it is referred to in Europe, home-working, or telecommuters are largely terms that are utilized pass on the possibility that work is something you do, not somewhere you go (Baruch, 2001). Because of its different marks and definitions, a shortage of clearness exists identifying with a few work issues, together with partner endless supply of remote workers in the present workforce.

The area of work might be the representative's home, a remote office, or some other spot outside of the customary office space (e.g., while out and about or from a customer site). This is a developing idea of better approaches for working in western nations. The other point of view on teleworking declares that the main problem is whether quality work completes on schedule, paying little respect to where it is done or on the off chance that it is finished amid the standard eight hour workday. The process of IOT in the application of technology is allowing means of cloud computing where the employees can get on organization server from any device and remotely work without any hindrance on the work quality.

Hot Desk Concept The concept of hot-desking means that employees effectively share desks- a shift from the assigned desk to non assigned desk. The employee does not have assigned workstation, so while landing into the office, they can pick them where they sit and work- change in the physical condition. This prompts association with various divisions and individuals, meeting new individuals and renew ing their methodology and dispositions to work.

Figure - Rotterdam, Hofplein Office space rental agency in Rotterdam, Netherlands

This idea is as much a social change it is a physical one. As employees can change what their everyday condition appears as though, it manages significantly greater flexibility with re gards to their social and home lives. With hot desking, individuals are never again fastened to their work area- hence increase interaction. Hot desking enables organizations to permanently eliminate such squandered space, as only one out of every odd representative should be fur nished with a conventional work area consis tently. This eliminates gear costs as well as can enable organizations to scale down their tasks into a space that is progressively moderate, while as yet keeping up a productive workforce.

Mumbai office, where 50 Sterlite employee share desk in an open plan. The office has been designed with 28 workstations with fixed desktop and rest as an alternative workspace to give the flexibility. Employees get their device and can select worksta tion to work. The concept is adopted by an energy consulting firm where ontology of technology is changing boundaries of typical consulting organi zational behaviors. Areas of an office are not just limited to individual team and department; 22 | COLLABORATIVE WORKSPACE HUB

Figure - Steelcase, Microsoft office

Work Lounge One of the emerging space in the office to in crease collaboration is a design that transforms under-used break-out spaces into a functional all-day, multifunctional area as "Work Lounge."

Figure - Space Matrix and Airbnb Environments Team have collaborated to create an innovative design for the offices of Airbnb located in Gurgaon, India.

Work Lounges encourage both scheduled and spontaneous meetings to take place in a casu al, informal atmosphere.

These group-oriented spaces and common areas draw employees in and facilitate spontaneous interactions, brain storming and knowledge sharing. Work Loung es can be a great use of real estate since multi ple meetings can occur nearby without creating several enclosed meeting rooms in a row. The workplace support work on a broader variety of spaces to move non-focus activities away from the desk.

Employees who have a variety of areas to work in apart from the traditionally assigned work stations in their office locations, are more engaged and have a stronger connection to their organization according to Gensler workplace 2019 research.

The lounge setting concept allows collaboration in informal space with different series of seating types. These lounge spaces can be booked, checked on the server for meetings within the organization as well as used as an alternative workspace for employees to shift from workstations to lounge seating the other times.

Figure - Alternative workspace seating. Airbnb located in Gurgaon, India.

Work Cafe Allow any employee, as a person or as a gaggle, to figure and meet at anyplace. Access to process and controls, the application of technology is making this possible even during tea breaks. Similar to the concept of work lounge, organizations are shifting fixed work time schedules and allowing employees to take several breaks based on their needs without hampering the work. In contrast to a common corporate cafeteria, WorkCafé gives a blend of working and feasting conditions. Notwithstanding inventive, solid nourishment and refreshment choices, it offers workers an assortment of workplaces that suit singular work, just as little and extensive shared work where individuals can take part in a wide scope of activities.

This notion of work cafe is often found in co working spaces; however, with the idea of new ways of working, organizations are rethinking their traditional cafeteria.

The Airbnb office has efficiently achieved this with open community spaces & informal seating in the proximity allowing employees to collaborate over a cup of tea.

Figure - Cafe seating. Airbnb located in Gurgaon, India.

Figure - KettleSpace – Distilled NY in New York City COLLABORATIVE WORKSPACE HUB | 23

THESIS DISCLOSURE Introduction As the world of work changes from an industrial economy to a knowledge-based one, the design of the office environment is struggling to adapt. The standard twentieth century office facility derived its template from the factory floor, from Fordism and Taylorism and from the close observation of process tasks and manual labour (Myerson and Ross, 2006). But time-and-motion studies within a supervised hierarchy are becoming far less relevant for much of the work we do today. Known as “knowledge work”, this type of work depends less on following a repeating formula or script, and more on applying theoretical knowledge and learning in an unpredictable culture of collaboration, exploration, autonomy and initiative. This is a more creative way of working and, as such, it requires a more flexible design approach to facilities.

Findings and outcomes The graphic tool used during the interviews captured how users perceived their pattern of work to be. The resulting drawings could be plotted along a scale of mobility from low to high representing a complete spectrum of knowledge worker.

These were interrogated during an expert workshop to which six experts in the fields of anthropology, design, and the workplace attended. Four key points, equi-distant along the scale, were selected from the scale as a measure of the mobility of the knowledge worker at that point.

Four key types of knowledge worker emerged from the research; 1. Anchor 2. Connector 3. Gatherer 4. Navigator

24 | COLLABORATIVE WORKSPACE HUB

THE ANCHOR The iconic desk-bound office worker who is reliably at their desk day-by-day with movements limited to the workstation and other functional spaces like cafes or meeting room. The go-to person to get information and play a vital role in the transfer of knowlege. Anchors have clearly defined times for social activity, formal collaboration, informal collaboration, and solo activity. Anchor feels the importance of ownership and the everyday ritual of being in the same space. They are why ergonomic desks and chairs are manufactured. However, they struggle to with their more focused tasks in a noisy, open-plan office.

THE CONNECTOR As the “needle and thread” within their organization, they spend half of their time in different areas of the building like meeting rooms, cafe, or colleagues desks. They focused on internal interaction with people from various departments of the company. As a greater appreciation of communication and collaboration at work, Connector are much benefited. They have a need to work more flexibly and visually since they have to exchange information with many people around the company.

THE GATHERER Mainly dealing with relationships away from the office, the Gatherer usually works at client’s offices or other sites of neutral third space location like cafes or members clubs. Travelling mainly regional to bring back information, business, and important relationships. Technology has allow the Gatherer to work in this mode through the use of mobile and wireless devices. Eventhough on the move, they make use of the office as an area to distill, process, and review information individually or with colleagues. So Gatherers are ones to need a combination of spaces for concentration or collaborations. Since they are on the move, they are also not given their own desk, but instead they work on a hot-desk or shared-desk, which is effective in space use and cost efficient.

THE NAVIGATOR Rarely in the office, the Navigator includes the contractor (employed on a project basis), the nomad salesman, and the consultant who only need a space to sit down and use their laptop. The office is only a node within the Navigator’s network, who are often key figures in the company with many responsibility and ambassadorial or international roles of high values.

COLLABORATIVE WORKSPACE HUB | 25

WHAT KNOWLEDGE WORKERS NEED -The need for more choice and control in the services available at the office.

-The need for spaces and tools that can be adjust and adapt to individual preference and the required task -Difficulties with concentration and a lack of appro priate settings to aid individual work

Conclusion Within the limitations of this small study, the development of these four typologies opens up new possibilities for the way we address the challenge of designing for knowledge workers. The generic use of the term “knowledge worker” has resulted in a generic approach to the way knowledge workers are provided for.

More practical research needs to be done to understand the different rhythms and themes within knowledge work.

The titles Anchor, Connector, Gatherer and Navigator allow a better understanding of the many different ways of working, within a more creative context.

METHOD OF APPROACH WORK

HOME

LIESURE

According to urban sociologist Ray Oldenburg, people need three types of places to live happily and fullfilled, First places (home) and second places (work), third places allow people to put aside their concerns and simply enjoy the company and conversation around them. Oldenburg explains that beer gardens, main streets, pubs, cafés, coffeehouses, post offices, and other third places are the heart of a community’s social vitality.

“Life without community has produced, for many, a life style consisting mainly of a home-to-work-and-backagain shuttle. Social well-being and psychological health depend upon community.

When it comes to commercial offices, the trend is rapidly moving in the direction of coworking spaces. There are an estimated 35,000 flexible work areas in the world today and the global market value of these spaces is estimated at an approximate $26 billion.

“When employees find it too difficult to work and concentrate at home, they decide they decide they’d like to work in a separate space.” Wolschina said. “Ofcourse the local coffee shop isn’t always the best option. Sometimes people need more space to spread out their materials and concentrate. Since commercial rental spaces are expensive, splitting the cost of an office space is no-brainer.”

Co-working can really work for anyone who needs an office and isnt required to work in a specific location, adds Wolschina. “It seems to be especially helpfull for sales people who travel a lot but need a part-time ‘home base’.

They can make appointments with clients and go on the road to visit them but still return to a coworking office to do their paperwork, make phone calls, or just have a space to work when they’re not on the road. ”The overall trend is about USERSHIP over OWNERSHIP,” he adds. The connecting link is all about desired flexibility. People are willing to pay a premium in order to gain that benefit.”

26 | COLLABORATIVE WORKSPACE HUB

In a community building, the third place is the social surroundings separate from the two usual social environments of home and the workplace. Examples of third places would be environments such as cafes, clubs, public libraries, or parks.

In his influential book The Great Good Place, Ray Oldenburg (1989, 1991) argues the third places are important for civil society, democracy, civic engagement, and establishing feelings of a sense of place.

The need of these three places are important for a human lifestyles. We have been experiencing a complete official experience in an office, but if we consider these three aspects together the result is new hybrid building type that consists work like atmosphere, home like comfort and leisure. This type is termed as co-working or co-living HUB. The idea of achieving all three types of spaces in the same building can be achieved as part of development program or expansion of the co-working Hub in the future.

Social aspects This project aims to promote authentic social interaction, co-working, co-creation, sharing, a sustainable lifestyle, value of sharing and local participation and mainly collaboration.

COLLABORATIVE WORKSPACE HUB | 27

HUB AND SPOKE Hub and spoke spaces feature a singular entryway into common spaces and hallways that spoke out to different individual offices.

People have the ability to choose to collaborate or to enscance themselves in the offices. The more public/central spaces and hallways in the hub and spoke approach needs to be navigated and therefore, encourages conversation and social interaction.

A famous sample where this design concept is applied is the M.I.T.’s building 20.

Reasons to introduce a hub-and-spoke workplace strategy A survey conducted by Gensler in 2020 showed that only 12.0% wanted to work remotely full-time, while iQ Offices and JLL surveys reported 93% and 94% wanting a traditional office augmented with flexible working options.

All surveys are pointing to the facts that people are interested in a more flexible working strategy compared to pre-covid setups, so in order to attract and retain talent, introducing flexible working is crucial. The barrier of entry is, at this point, incredibly low, so for both short-term and long-term investments, a hub and spoke model can be an effective way to save money without going fully remote.

POSSIBLE DEVELOPMENT Hub and spoke concept can be developed in order to enhance social interaction. This will be through different connections with the central space, with different spaces linked with each other.

Applying one of these connections with the central space, in an architectural design can lead to different aproaches in terms of the transition between public and private spaces, and will eventually result in different qualities of space.

WORKING MODES IN OFFICE Francis Duffy, the founder of the renowned architecture firm DEGW, who spend his career helping organization on profound office planning and use office space more effectively over time. In the 1990s, space planning in offices used to be mainly based on hierarchy and organizational structure, with less concern for work processes. Duffy realized that a more efficient approach needs to be planed based on jobs carried out. The research led him to derive two key variables "interaction and autonomy" that regulate the nature of work in any organization. Combination of these variables in various ways outlined four basic work modes as Hives, Cells, Dens, and Clubs. In the book "The new office" Duffy mentions the four ways of the process the data in the office. They are Individual, Group, Concentrated and Transnational processing.

28 | COLLABORATIVE WORKSPACE HUB

Frank Duffy has identified four generic models of workplace organisation the hive, the cell, the den and the club, appropriate to different types of office based work: HIVE This has been the typical office environment in large public and private sector organisations. Work patterns are relatively inflexible, staff have routine and repetitive administrative tasks and little autonomy. Each member of staff has their own standard workspace in a largely open plan layout. Often strongly hierarchical through space allocation and location.

CELL A private space (enclosed office or individual screened workstation) where individuals carry out isolated knowledge work. Typically, staff will operate fairly independently with little need for supervision or interaction with colleagues.

DEN

An environment in which project and group work predominates, accommodating individual and shared work and meeting spaces. Team members with need for interaction and pooling of skills.

CLUB An environment to accommodate constantly changing work processes, with complex and intermittent work patterns.

COLLABORATIVE WORKSPACE HUB | 29

SURVEY QUESTIONS ON COWORKING Hema Ravichandar, strategic human resources (HR) advisor said that while it’s “too hasty" to say that companies may abandon IT parks, they will have to look at ‘nearness centres’ that are dispersed across the city, which will provide smaller office hubs for its employees.

30 | COLLABORATIVE WORKSPACE HUB

COLLABORATIVE WORKSPACE HUB | 31

32 | COLLABORATIVE WORKSPACE HUB

2.4 | CASE STUDIES 2.4.1 | WEIDEN + KENNEDY, New York 2.4.2 | Communique, India 2.4.3 | Coworkrs, Brooklyn, New York 2.5 | ANALYSIS AND INFERECES

COLLABORATIVE WORKSPACE HUB | 33

34 | COLLABORATIVE WORKSPACE HUB

Wieden + Kennedy

Architects Location Area Project Year

| | | |

central coin stair

Sam Dufaux from WORKac Tribeca, New York, New York 50,000 sqft 2014

COLLABORATIVE WORKSPACE HUB | 35

Figure - Outdoor park as work space.A double-height space on the 6th and 7th floors is combined with the removal of the existing windows and a new interior storefront to create an outdoor park and visible from the street.

Figure - view of over the counter meeting space with a lounge and picnic table meeting room

Figure - Discussion areas

Figure - on the 7th floor, inside the office, a large, multi-purpose gym offers additional space for interaction and recreation.

36 | COLLABORATIVE WORKSPACE HUB

PROGRAMS

+

MODULES

A 50,000 SF office with an urban density motto: "a minimal compression of individual work spaces that opens up a for a gr of diverse collective spaces". This office takes on another of moving away from the office as playground to bring back work to the heart of creative work". Team reviews standing at 10ft long "over-the-counter steel tables Informal discussions in lounges with comfortable furnitures over wood floors. # Kitchen gathering for working lunches with wood floors # Meeting rooms from intimate "Phonebooths" to 10 people "Picnic Table to larger "Wide-n-Long conference rooms.

Apart from workstations, the office has both open and enclosed lounge spaces along with meeting rooms and other breakout zones. Clusters of these different meeting rooms and lounge spaces are planned for groups of 20 to 25 people in open offices layout for constant communication and idea sharing.

PEOPLE AND FUNCTION OF THE OFFICE Office is divided into three floors, 150 Varick street, New York based design firm was commissioned to design the office for an advertising agency Wieden+Kennedy.

Renowned advertising agency Wieden+Kennedy has developed a global reputation for innovative work.

The design for Wieden+Kennedy New York moves away from the office-as-playground to put work back at the heart of creative work. After a foray into the history of the workplace, research revealed that while advertising agencies have always been at the forefront of cutting-edge office design, no single workplace trend has replaced those that came before. Rather, the ways that people work have continued to evolve, layer and multiply.

A series of larger collective ‘moments’ are distributed vertically to serve as the connective tissue for the agency. these spaces open up views across the office through circular oculi that create the largest possible openings in the floor slab while minimizing structural impact. connecting the 6th and 7th floors, a circular shaped, walnut-clad ‘coin stair’ features bleacher seating that can accommodate office-wide meetings or informal discussions below a spider-shaped structure that transfers load from a removed column.

More traditional meetings can be held in conference rooms that range in scale from smaller, intimate ‘phonebooths,’ to ‘picnic-table’ meeting rooms that accommodate up to 10 people to larger, formal ‘widen-long’ conference rooms. glass walls create a sense of lightness and transparency to the space.

Clusters of these different meeting spaces are organized around groups of 20-25 people in open offices, featuring polished concrete floors.

COLLABORATIVE WORKSPACE HUB | 37

PEOPLE

AND

FUNCTION

OF

THE

OFFICE

The office with ,645 sqm hold onto urban density as its core idea - an insignificant reduction of individual workspaces that open up spaces for a slope of different collaborative spaces. The office is divided into 3 floor (6th floor, 7th floor and 8th floor) in a commercial building of Hudson Square, New York, which demonstrates the dimension of even flexibility with the range of workspaces. This workspace has a scope of workspace for individual work as concentrate solo corners and workstations. The collaborative work can be led from unscheduled meetings in meeting rooms to interact on lounge spaces.

The chart below shows the number of people working on individual basis and number of people who prefer working in informal spaces.

WORKac planned the most extensive variation in collaborative spaces to hold meetings and social events of different size, and privacy levels.

The activity mapping below also shows what an employee likes to work with, for example use of standing/landing spots to keep their laptops.

The proportion of spaces is changing where the ratio of individual working and group working is coming to roughly even.

The case study reflects the shift in physical system of office - consequence of technology development where the ratio of Wieden+Kennedy “I” vs “We” comes to 56:44.

The office shows higher percentage of ‘I’ working ratio, but with range of various I working spaces in the workplace.

Figure - Statistics showing types of spaces provided in this office Individual spaces for deep focus Collaboration spaces

Group tasks/ Cafetaria/ Play areas

38 | COLLABORATIVE WORKSPACE HUB

6th Floor Plan

7th Floor Plan

Legends Workdesk Solo-booth/ Phonebooth Discussion worktables Lounge/ Breakout space Reception/ waiting areas Private/ Excecutive rooms Meeting Rooms/ Conference

8th Floor Plan

Recreational areas/ Play/ Cafetaria

COLLABORATIVE WORKSPACE HUB | 39

I - INDIVIDUAL Hot-desking The concept of non-assigned workstations, this office has hospitality oriented, loft-like spaces.

WE - INDIVIDUAL

Picnic rooms and conference rooms The increase in meetings can adhere in conference rooms that extend in scale from small phone booths to picnic tables getting rooms that hold up to 10 individuals to bigWorkstation ger. The glass dividers in these rooms makes a feeling of These working tables are placed on the first level of transparency to space. Bunches of these diverse ‘collabthe office where employee book their spot for focus. orative’ spaces are sorted out around in the group of 20The office have two types of such workstations with 25 individuals in open office activity based working plan. equipments fixed to the work station. Employee use laptop to dock into the workstation computers. Assis- Work lounge tants mostly use these workstations to do their work. Impromptu meetings and discussion in lounge space with comfortable furniture that supports Counter discussions and Library work equipments. The lounge is raised to various Groups can hold fast updates on work by standing up at dimensions in order to create a feeling of privacy.

10 foot long “Over-the-counter” darkened steel tables.

40 | COLLABORATIVE WORKSPACE HUB

38% Third Place

“I” Working “We” Working “I” WORKING A TOTAL OF 56% “WE” WORKING AT A TOTAL OF 44% “I” vs “We” ratio is 56:44 The case study reflects the shift in spaces in the office - consequence of flexibilibity in today working styles where the ratio of “I” vs “We” comes to 56:44 which represents the individual working and collaborative and social spaces as almost equally important. If given a more collaborative spaces and more such informal working spaces, people are excepted to use them.

Aside from working individual creative work on the desk or leading client meetings, the workplace keeps running on high autonomy and interaction, along these ines the development of the third place. 15% of the lounge space spread crosswise over three stories permit unscheduled impromptu discussions and meetings.

COLLABORATIVE WORKSPACE HUB | 41

42 | COLLABORATIVE WORKSPACE HUB

Entrance

Office for Communique

Architects Location Area Project Year

| | | |

groupDCA Gurugram, Haryana, India 7558 sqft 2018

COLLABORATIVE WORKSPACE HUB | 43

44 | COLLABORATIVE WORKSPACE HUB

ABOUT The Communique Marketing Solutions Office, Gurugram, India, creates a modern and egalitarian workspace in an effort to foster creativity, collaboration, and conversation. Its spatial planning emerges as a direct result of this intent: where, an openplan office format is chosen that is symbolic of transparency.

The office is housed in a three-storeyed building that crafts a distinctive identity for itself within its immediate urban context. The architectural vocabulary is unmistakably brutalist: the facades are an expanse of exposed concrete punctuated by the measured use of corten steel.

The highlight of the volume is a mezzanine conference room that floats above an amphitheater-style, multipurpose event area. The third floor is conceived as a large unified space; the Wellness Centre stands centrally in the floor-plate, opening to wide terraces on both sides. This provides an uninterrupted space that can host a multitude of communal events such as yoga and prayer meetings, and parties.

It provides a workspace that augments the well-being of its users in addition to their professional productivity, by creating architecture that celebrates transparency, free thought, and collaboration –architecture that is inherently socialist at its heart.

The larger design strategy – biophilia – endeavors to enhance human engagement with nature in order to craft working spaces that promote happiness, good health, and well-being. Large windows, lined with planters, are designed along the northern and southern edges of the floor-plates; they open to beautiful views of the surrounding greens, while their careful placement and sizing ensures adequate daylight ingress. In addition, vertical green walls run along the entire two-floor length of the volume along its eastern and western edges. This strategy ties in with the attempt to optimize the building’s thermal performance as well. All of the windows are double-glazed, while glass wool is used as an insulating material on the western façade.

The interior spaces are a celebration of brutal materiality. The wall and ceiling surfaces –concrete, brick, and corten steel – are left exposed in their natural, unfinished states. The furniture is carved out of birch plywood, while the flooring is largely done in locally procured, multi-hued limestone. The air-conditioning ducts take on a sculpturesque quality; left unconcealed, they seem to float in mid-air, adding to the raw and industrial look of the space. These material choices help bring down maintenance costs significantly, while simultaneously enhancing user experience of the spaces.

COLLABORATIVE WORKSPACE HUB | 45

Third floor is conceived as a large unified space

Mezzanine conference room that floats above an amphitheater-style Short porch leads the visitors to the entrance foyer, amphitheater-style, multipurpose event area.

Communal as yoga

events such and prayer

Workspaces Mezzanine conference room that floats above an amphitheater-style, multipurpose

46 | COLLABORATIVE WORKSPACE HUB

First Floor Plan

Second Floor Plan

Legends

Third Floor Plan

Workdesk Solo-booth/ Phonebooth Discussion worktables Lounge/ Breakout space Reception/ waiting areas Private/ Excecutive rooms Meeting Rooms/ Conference Recreational areas/ Play/ Cafetaria Cut-out

COLLABORATIVE WORKSPACE HUB | 47

I - INDIVIDUAL

WE - INDIVIDUAL

Hot-desking There are desks placed in the first floor, second floor and the third floor.

Conference rooms Mezzanine conference room that floats above an amphitheater-style, multipurpose event area.

Communal space on third floor communal events such and prayer meetings, Work lounge Informal meeting session space

48 | COLLABORATIVE WORKSPACE HUB

and

as

yoga parties.

33

67% Third Place

“I” Working “We” Working

33

“I” WORKING A TOTAL OF 33% “WE” WORKING AT A TOTAL OF 67% “I” vs “We” ratio is 33:67 The case study reflects the shift in spaces in the office consequence of flexibilibity in today working styles where the ratio of “I” vs “We” comes to 33:67 which represents the collaborative and social spaces are more than individual working and a third place has more importance here.

Employees are using this collabrative space with much more enthusiasm and willing to keep working in such spaces.

COLLABORATIVE WORKSPACE HUB | 49

50 | COLLABORATIVE WORKSPACE HUB

Origami fold -main staircase - unifying element

Coworkrs

Architects Location Area Project Year

| | | |

Lesser Architects Brooklyn, New York, United States 47000 sqft 2016

COLLABORATIVE WORKSPACE HUB | 51

Downtown East has the greatest share of the city’s coworking space (16.5%), with Brooklyn a close second (15.7%). The five submarkets with the greatest share of coworking represent Midtown, Midtown South, Downtown, and Brooklyn, showing how broadly coworking has spread across the city.

On the bottom floor, a large skylight brings natural light and a sense of openness to the basement level office and lounge spaces.

Brooklyn is the creative heart of New York City and a hotbed for its startup scene. Encompassing 47,000 square feet (4,330 square metres), the Coworkrs facility is located in Gowanus, an industrial neighbourhood where new artist studios, restaurants and condo buildings have all emerged in recent years. The programme includes communal work zones and enclosed offices, along with a lobby, kitchen and dining areas, conference rooms, a lounge, and a rooftop terrace. There are more than 500 desks in total.

To create visual continuity, the firm used brightly coloured angular forms throughout the building, most notably to enclose stairways that connect each floor.

“The bold metal feature folds into varying functional purposes, creating communal spaces within its dynamic form,” said the firm.

On one floor, the backside of the stairs – a space not often utilised – merges with a large communal table.

Enclosed offices are located on the perimeter of each floor, with communal areas situated in the centre.

The firm retained original concrete and wood flooring to help preserve the space's industrial character.

LEESER Architecture was enlisted to transform an underutilized industrial building into a three level collaborative work share facility for COWORKRS. The design includes a reception area, shared and private offices, communal work spaces, kitchen and dining areas, conference rooms, lounge/breakout spaces and a rooftop terrace.

52 | COLLABORATIVE WORKSPACE HUB

Legends Workdesk Solo-booth/ Phonebooth Discussion worktables Lounge/ Breakout space Private/ Excecutive rooms Meeting Rooms/ Conference Cafetaria Not in use COLLABORATIVE WORKSPACE HUB | 53

I - INDIVIDUAL

WE - INDIVIDUAL

Hot-desking There are open offices in every intermediate spaces.

With a long desk for quick working and collab.

Conference rooms Mezzanine conference room that floats above an amphitheater-style, multipurpose event area.

Telebooths At few corners of the floor plate there are 2-3 telebooths to work individually.

Cafetaria Under the stairs portion is used as a kitchen with interesting interior features and long desk for a breakout zone for employees Work lounge There are interesting pocket spaces and spaces under the stairs well utilized as work lounge with confortable sofas.

54 | COLLABORATIVE WORKSPACE HUB

37% Third Place

“I” Working “We” Working “I” WORKING A TOTAL OF 63% “WE” WORKING AT A TOTAL OF 37% “I” vs “We” ratio is 33:67 The case study reflects the shift in spaces in the office - consequence of flexibilibity in today working styles where the ratio of “I” vs “We” comes to 63:37 which represents the collaborative and social spaces are lesser than individual working and a third place could have more scope here.

COLLABORATIVE WORKSPACE HUB | 55

ANALYSIS CASE STUDIES Interesting aspects from Case Studies Case study 01: Wieden + Kennedy

Case study 02: Office for Communique

Case study 03: Coworkrs

1. Interesting central staircase meeting space

1. Mezzanine conference room floating between floors

2. Introducing open collab areas in intermediate zones in floor plans

2. Communal space where employees can do yoga and activities together

1. Central staircase attraction which connects playfully to all levels

3. Discussion tables

3. Conference area with wooden long seats also acting as a break out space / informal meeting areas / area to collaborate.

56 | COLLABORATIVE WORKSPACE HUB

2. Concept of 2,4,6, person private rooms for coworking 3. Left over spaces used for collab areas / relax zones/ play areas / Cafetaria purpose.

Case study 01: Wieden + Kennedy Ratio of I vs WE 44:56

Case study 02: Office for Communique Ratio of I vs WE 67:33

Case study 03: Coworkrs Ratio of I vs WE 63:37

0

5

10

15

20

COLLABORATIVE WORKSPACE HUB | 57

58 | COLLABORATIVE WORKSPACE HUB

THESIS THESIS THESIS THESIS THESIS THESIS THESIS THESIS THESIS THESIS THESIS THESIS THESIS THESIS THESIS THESIS THESIS THESIS THESIS THESIS THESIS THESIS THESIS THESIS THESIS THESIS THESIS THESIS THESIS THESIS THESIS THESIS THESIS THESIS THESIS THESIS THESIS THESIS THESIS THESIS THESIS THESIS THESIS THESIS THESIS THESIS THESIS THESIS THESIS THESIS THESIS THESIS THESIS THESIS THESIS THESIS THESIS THESIS THESIS THESIS THESIS THESIS

COLLABORATIVE WORKSPACE HUB |

1

PORTFOLIO PORTFOLIO PORTFOLIO PORTFOLIO PORTFOLIO PORTFOLIO PORTFOLIO PORTFOLIO PORTFOLIO PORTFOLIO PORTFOLIO PORTFOLIO PORTFOLIO PORTFOLIO PORTFOLIO PORTFOLIO PORTFOLIO PORTFOLIO PORTFOLIO PORTFOLIO PORTFOLIO PORTFOLIO PORTFOLIO PORTFOLIO PORTFOLIO PORTFOLIO PORTFOLIO PORTFOLIO PORTFOLIO PORTFOLIO PORTFOLIO PORTFOLIO PORTFOLIO PORTFOLIO PORTFOLIO PORTFOLIO PORTFOLIO PORTFOLIO PORTFOLIO PORTFOLIO PORTFOLIO PORTFOLIO PORTFOLIO PORTFOLIO PORTFOLIO PORTFOLIO PORTFOLIO PORTFOLIO PORTFOLIO PORTFOLIO PORTFOLIO PORTFOLIO PORTFOLIO PORTFOLIO PORTFOLIO PORTFOLIO PORTFOLIO PORTFOLIO PORTFOLIO PORTFOLIO PORTFOLIO PORTFOLIO

THESIS THESIS THESIS THESIS THESIS THESIS THESIS THESIS THESIS THESIS THESIS THESIS THESIS THESIS THESIS THESIS THESIS THESIS THESIS THESIS THESIS THESIS THESIS THESIS THESIS THESIS THESIS THESIS THESIS THESIS THESIS THESIS THESIS THESIS THESIS THESIS THESIS THESIS THESIS THESIS THESIS THESIS THESIS THESIS THESIS THESIS THESIS THESIS THESIS THESIS THESIS THESIS THESIS THESIS THESIS THESIS THESIS THESIS THESIS THESIS THESIS THESIS

PORTFOLIO PORTFOLIO PORTFOLIO PORTFOLIO PORTFOLIO PORTFOLIO PORTFOLIO PORTFOLIO PORTFOLIO PORTFOLIO PORTFOLIO PORTFOLIO PORTFOLIO PORTFOLIO PORTFOLIO PORTFOLIO PORTFOLIO PORTFOLIO PORTFOLIO PORTFOLIO PORTFOLIO PORTFOLIO PORTFOLIO PORTFOLIO PORTFOLIO PORTFOLIO PORTFOLIO PORTFOLIO PORTFOLIO PORTFOLIO PORTFOLIO PORTFOLIO PORTFOLIO PORTFOLIO PORTFOLIO PORTFOLIO PORTFOLIO PORTFOLIO PORTFOLIO PORTFOLIO PORTFOLIO PORTFOLIO PORTFOLIO PORTFOLIO PORTFOLIO PORTFOLIO PORTFOLIO PORTFOLIO PORTFOLIO PORTFOLIO PORTFOLIO PORTFOLIO PORTFOLIO PORTFOLIO PORTFOLIO PORTFOLIO PORTFOLIO PORTFOLIO PORTFOLIO PORTFOLIO PORTFOLIO PORTFOLIO

THESIS THESIS THESIS THESIS THESIS THESIS THESIS THESIS THESIS THESIS THESIS THESIS THESIS THESIS THESIS THESIS THESIS THESIS THESIS THESIS THESIS THESIS THESIS THESIS THESIS THESIS THESIS THESIS THESIS THESIS THESIS THESIS THESIS THESIS THESIS THESIS THESIS THESIS THESIS THESIS THESIS THESIS THESIS THESIS THESIS THESIS THESIS THESIS THESIS THESIS THESIS THESIS THESIS THESIS THESIS THESIS THESIS THESIS THESIS THESIS THESIS THESIS

PORTFOLIO PORTFOLIO PORTFOLIO PORTFOLIO PORTFOLIO PORTFOLIO PORTFOLIO PORTFOLIO PORTFOLIO PORTFOLIO PORTFOLIO PORTFOLIO PORTFOLIO PORTFOLIO PORTFOLIO PORTFOLIO PORTFOLIO PORTFOLIO PORTFOLIO PORTFOLIO PORTFOLIO PORTFOLIO PORTFOLIO PORTFOLIO PORTFOLIO PORTFOLIO PORTFOLIO PORTFOLIO PORTFOLIO PORTFOLIO PORTFOLIO PORTFOLIO PORTFOLIO PORTFOLIO PORTFOLIO PORTFOLIO PORTFOLIO PORTFOLIO PORTFOLIO PORTFOLIO PORTFOLIO PORTFOLIO PORTFOLIO PORTFOLIO PORTFOLIO PORTFOLIO PORTFOLIO PORTFOLIO PORTFOLIO PORTFOLIO PORTFOLIO PORTFOLIO PORTFOLIO PORTFOLIO PORTFOLIO PORTFOLIO PORTFOLIO PORTFOLIO PORTFOLIO PORTFOLIO PORTFOLIO PORTFOLIO

THESIS THESIS THESIS THESIS THESIS THESIS THESIS THESIS THESIS THESIS THESIS THESIS THESIS THESIS THESIS THESIS THESIS THESIS THESIS THESIS THESIS THESIS THESIS THESIS THESIS THESIS THESIS THESIS THESIS THESIS THESIS THESIS THESIS THESIS THESIS THESIS THESIS THESIS THESIS THESIS THESIS THESIS THESIS THESIS THESIS THESIS THESIS THESIS THESIS THESIS THESIS THESIS THESIS THESIS THESIS THESIS THESIS THESIS THESIS THESIS THESIS THESIS

PORTFOLIO PORTFOLIO PORTFOLIO PORTFOLIO PORTFOLIO PORTFOLIO PORTFOLIO PORTFOLIO PORTFOLIO PORTFOLIO PORTFOLIO PORTFOLIO PORTFOLIO PORTFOLIO PORTFOLIO PORTFOLIO PORTFOLIO PORTFOLIO PORTFOLIO PORTFOLIO PORTFOLIO PORTFOLIO PORTFOLIO PORTFOLIO PORTFOLIO PORTFOLIO PORTFOLIO PORTFOLIO PORTFOLIO PORTFOLIO PORTFOLIO PORTFOLIO PORTFOLIO PORTFOLIO PORTFOLIO PORTFOLIO PORTFOLIO PORTFOLIO PORTFOLIO PORTFOLIO PORTFOLIO PORTFOLIO PORTFOLIO PORTFOLIO PORTFOLIO PORTFOLIO PORTFOLIO PORTFOLIO PORTFOLIO PORTFOLIO PORTFOLIO PORTFOLIO PORTFOLIO PORTFOLIO PORTFOLIO PORTFOLIO PORTFOLIO PORTFOLIO PORTFOLIO PORTFOLIO PORTFOLIO PORTFOLIO

THESIS THESIS THESIS THESIS THESIS THESIS THESIS THESIS THESIS THESIS THESIS THESIS THESIS THESIS THESIS THESIS THESIS THESIS THESIS THESIS THESIS THESIS THESIS THESIS THESIS THESIS THESIS THESIS THESIS THESIS THESIS THESIS THESIS THESIS THESIS THESIS THESIS THESIS THESIS THESIS THESIS THESIS THESIS THESIS THESIS THESIS THESIS THESIS THESIS THESIS THESIS THESIS THESIS THESIS THESIS THESIS THESIS THESIS THESIS THESIS THESIS THESIS

PORTFOLIO PORTFOLIO PORTFOLIO PORTFOLIO PORTFOLIO PORTFOLIO PORTFOLIO PORTFOLIO PORTFOLIO PORTFOLIO PORTFOLIO PORTFOLIO PORTFOLIO PORTFOLIO PORTFOLIO PORTFOLIO PORTFOLIO PORTFOLIO PORTFOLIO PORTFOLIO PORTFOLIO PORTFOLIO PORTFOLIO PORTFOLIO PORTFOLIO PORTFOLIO PORTFOLIO PORTFOLIO PORTFOLIO PORTFOLIO PORTFOLIO PORTFOLIO PORTFOLIO PORTFOLIO PORTFOLIO PORTFOLIO PORTFOLIO PORTFOLIO PORTFOLIO PORTFOLIO PORTFOLIO PORTFOLIO PORTFOLIO PORTFOLIO PORTFOLIO PORTFOLIO PORTFOLIO PORTFOLIO PORTFOLIO PORTFOLIO PORTFOLIO PORTFOLIO PORTFOLIO PORTFOLIO PORTFOLIO PORTFOLIO PORTFOLIO PORTFOLIO PORTFOLIO PORTFOLIO PORTFOLIO PORTFOLIO

THESIS THESIS THESIS THESIS THESIS THESIS THESIS THESIS THESIS THESIS THESIS THESIS THESIS THESIS THESIS THESIS THESIS THESIS THESIS THESIS THESIS THESIS THESIS THESIS THESIS THESIS THESIS THESIS THESIS THESIS THESIS THESIS THESIS THESIS THESIS THESIS THESIS THESIS THESIS THESIS THESIS THESIS THESIS THESIS THESIS THESIS THESIS THESIS THESIS THESIS THESIS THESIS THESIS THESIS THESIS THESIS THESIS THESIS THESIS THESIS THESIS THESIS

PORTFOLIO PORTFOLIO PORTFOLIO PORTFOLIO PORTFOLIO PORTFOLIO PORTFOLIO PORTFOLIO PORTFOLIO PORTFOLIO PORTFOLIO PORTFOLIO PORTFOLIO PORTFOLIO PORTFOLIO PORTFOLIO PORTFOLIO PORTFOLIO PORTFOLIO PORTFOLIO PORTFOLIO PORTFOLIO PORTFOLIO PORTFOLIO PORTFOLIO PORTFOLIO PORTFOLIO PORTFOLIO PORTFOLIO PORTFOLIO PORTFOLIO PORTFOLIO PORTFOLIO PORTFOLIO PORTFOLIO PORTFOLIO PORTFOLIO PORTFOLIO PORTFOLIO PORTFOLIO PORTFOLIO PORTFOLIO PORTFOLIO PORTFOLIO PORTFOLIO PORTFOLIO PORTFOLIO PORTFOLIO PORTFOLIO PORTFOLIO PORTFOLIO PORTFOLIO PORTFOLIO PORTFOLIO PORTFOLIO PORTFOLIO PORTFOLIO PORTFOLIO PORTFOLIO PORTFOLIO PORTFOLIO PORTFOLIO

THESIS THESIS THESIS THESIS THESIS THESIS THESIS THESIS THESIS THESIS THESIS THESIS THESIS THESIS THESIS THESIS THESIS THESIS THESIS THESIS THESIS THESIS THESIS THESIS THESIS THESIS THESIS THESIS THESIS THESIS THESIS THESIS THESIS THESIS THESIS THESIS THESIS THESIS THESIS THESIS THESIS THESIS THESIS THESIS THESIS THESIS THESIS THESIS THESIS THESIS THESIS THESIS THESIS THESIS THESIS THESIS THESIS THESIS THESIS THESIS THESIS THESIS

PORTFOLIO PORTFOLIO PORTFOLIO PORTFOLIO PORTFOLIO PORTFOLIO PORTFOLIO PORTFOLIO PORTFOLIO PORTFOLIO PORTFOLIO PORTFOLIO PORTFOLIO PORTFOLIO PORTFOLIO PORTFOLIO PORTFOLIO PORTFOLIO PORTFOLIO PORTFOLIO PORTFOLIO PORTFOLIO PORTFOLIO PORTFOLIO PORTFOLIO PORTFOLIO PORTFOLIO PORTFOLIO PORTFOLIO PORTFOLIO PORTFOLIO PORTFOLIO PORTFOLIO PORTFOLIO PORTFOLIO PORTFOLIO PORTFOLIO PORTFOLIO PORTFOLIO PORTFOLIO PORTFOLIO PORTFOLIO PORTFOLIO PORTFOLIO PORTFOLIO PORTFOLIO PORTFOLIO PORTFOLIO PORTFOLIO PORTFOLIO PORTFOLIO PORTFOLIO PORTFOLIO PORTFOLIO PORTFOLIO PORTFOLIO PORTFOLIO PORTFOLIO PORTFOLIO PORTFOLIO PORTFOLIO PORTFOLIO

THESIS THESIS THESIS THESIS THESIS THESIS THESIS THESIS THESIS THESIS THESIS THESIS THESIS THESIS THESIS THESIS THESIS THESIS THESIS THESIS THESIS THESIS THESIS THESIS THESIS THESIS THESIS THESIS THESIS THESIS THESIS THESIS THESIS THESIS THESIS THESIS THESIS THESIS THESIS THESIS THESIS THESIS THESIS THESIS THESIS THESIS THESIS THESIS THESIS THESIS THESIS THESIS THESIS THESIS THESIS THESIS THESIS THESIS THESIS THESIS THESIS THESIS

PORTFOLIO PORTFOLIO PORTFOLIO PORTFOLIO PORTFOLIO PORTFOLIO PORTFOLIO PORTFOLIO PORTFOLIO PORTFOLIO PORTFOLIO PORTFOLIO PORTFOLIO PORTFOLIO PORTFOLIO PORTFOLIO PORTFOLIO PORTFOLIO PORTFOLIO PORTFOLIO PORTFOLIO PORTFOLIO PORTFOLIO PORTFOLIO PORTFOLIO PORTFOLIO PORTFOLIO PORTFOLIO PORTFOLIO PORTFOLIO PORTFOLIO PORTFOLIO PORTFOLIO PORTFOLIO PORTFOLIO PORTFOLIO PORTFOLIO PORTFOLIO PORTFOLIO PORTFOLIO PORTFOLIO PORTFOLIO PORTFOLIO PORTFOLIO PORTFOLIO PORTFOLIO PORTFOLIO PORTFOLIO PORTFOLIO PORTFOLIO PORTFOLIO PORTFOLIO PORTFOLIO PORTFOLIO PORTFOLIO PORTFOLIO PORTFOLIO PORTFOLIO PORTFOLIO PORTFOLIO PORTFOLIO PORTFOLIO

THESIS THESIS THESIS THESIS THESIS THESIS THESIS THESIS THESIS THESIS THESIS THESIS THESIS THESIS THESIS THESIS THESIS THESIS THESIS THESIS THESIS THESIS THESIS THESIS THESIS THESIS THESIS THESIS THESIS THESIS THESIS THESIS THESIS THESIS THESIS THESIS THESIS THESIS THESIS THESIS THESIS THESIS THESIS THESIS THESIS THESIS THESIS THESIS THESIS THESIS THESIS THESIS THESIS THESIS THESIS THESIS THESIS THESIS THESIS THESIS THESIS THESIS

PORTFOLIO PORTFOLIO PORTFOLIO PORTFOLIO PORTFOLIO PORTFOLIO PORTFOLIO PORTFOLIO PORTFOLIO PORTFOLIO PORTFOLIO PORTFOLIO PORTFOLIO PORTFOLIO PORTFOLIO PORTFOLIO PORTFOLIO PORTFOLIO PORTFOLIO PORTFOLIO PORTFOLIO PORTFOLIO PORTFOLIO PORTFOLIO PORTFOLIO PORTFOLIO PORTFOLIO PORTFOLIO PORTFOLIO PORTFOLIO PORTFOLIO PORTFOLIO PORTFOLIO PORTFOLIO PORTFOLIO PORTFOLIO PORTFOLIO PORTFOLIO PORTFOLIO PORTFOLIO PORTFOLIO PORTFOLIO PORTFOLIO PORTFOLIO PORTFOLIO PORTFOLIO PORTFOLIO PORTFOLIO PORTFOLIO PORTFOLIO PORTFOLIO PORTFOLIO PORTFOLIO PORTFOLIO PORTFOLIO PORTFOLIO PORTFOLIO PORTFOLIO PORTFOLIO PORTFOLIO PORTFOLIO PORTFOLIO

3.1 | Site Information 3.2 | Local context 3.3 | Site Analysis 3.4 | Case Study’s and analysis

2

| COLLABORATIVE WORKSPACE HUB

SITECONTEXT COLLABORATIVE WORKSPACE HUB |

3

BRIEF BACKGROUND

CITY TOTAL AREA 710 Sq Km

CITY POPULTAION 5,840,155 people

Bangalore, capital city of the Indian state of Karnataka and is known as the Silicon Valley of India as it is the leading exporter of IT related products and services. The government of Karnataka approved a resolution to change the name of Bangalore to Bengaluru. The Map given below is the Bangalore City Map showing the road and rail network in Bangalore City. The Map shows the National Highways and other major road network in Bangalore Urban Area.

4

| COLLABORATIVE WORKSPACE HUB

BANGALORE

COLLABORATIVE WORKSPACE HUB |

5

SITE LOCATION South East Bangalore Doddanakundi next to whitefield lake, Bangalore, Karnataka

AIRPORT (KIA) 40 km RAILWAY STATION 2.68 km BUS STOP 100 m METRO STATION 5.46 km

Revised Master Plan - 2031 for Bangalore Local Planning Area is provisionally approved by the Government vide G.O. No. Na Ae Ee: 516:BEM Aa Se Bangalore dated 22-11-2017

Planning District - 2 Indiranagar - Kagadasapura - A1

District 2 includes following areas Benniganahalli, C.V.Raman Nagar, Hosathippasandra, Maruthiseva Nagar, Sarvagna Nagar, Hoysala Nagar, Vignana Nagar, Jeevanbhima Naga, Jogupalya, Dommalur

Why this Location ?

The ‘Silicon Valley of India and india’s most Technological advanced city. Technology are often viewed as important sources of innovation, productivity, growth and employment, contributing to a country’s competitiveness by introducing new products or services. The emergence of a unique entrepreneurial ecosystem, which supports and promotes technology start-ups, is an essential factor for a city to harbour technology start-ups which makes an best scope of using the advantage for selection.

It is one of the technological hub of the modern Bangalore and due to the unplanned city planning and huge corporate buildings (mainly skyscrapers) making an huge impact in micro and macro level of the area. This is causing huge loss in the greens and its natural habitat.

And the recent study shows banagalore is going to expand more rapidly in the future because of more of the IT Sector is coming up in place and any how there is a development of workspace which are coming up, A new typology can bring up the change is micro and macro level of the city.

6

| COLLABORATIVE WORKSPACE HUB

SURROUNDING THE SITE NORTH

30m Bangalore’s outter ring road extention part Bagmane Techpark.

SOUTH

Treatmented water chanel which joins the Doddanekundi Lake.

EAST Techpark and Whitefield Phase 1 Industrial Area.

WEST

Small Commercial complex with Residential complex.

Investment Scope in Whitefield The advent of IT industries after the 1990s turned Whitefield into a major suburb from being a quaint little settlement of Bangalore. As a major part of Greater Bangalore City, Whitefield is the thriving hotspot for several multinational IT companies. Good connectivity and proximity to workplaces, convenient accessibility and a less polluted zone make the area the Strong Investment Scope in Whitefield Bangalore.

Several top builders like the Prestige Group, Godrej Properties, Goyal & Co, Shriram Properties, Puravankara, Mahindra Lifespaces, Kolte Patil Developers and Brigade Group are investing in Bangalore. Big, spacious and world-class modern apartments have been established largely in this area.

Robust Infrastructure Facilities Establishment of software industries brought in the development of infrastructure, too. Whitefield has a good number of educational institutions, hospitals, shopping malls, and restaurants. The commercial developments include numerous IT Parks, office buildings, private business spaces and other various commercial complexes.

Inorbit Mall, Forum Value Mall, Park Square Mall, IONA Entertainment and Phoenix Mall are all located within 5 km distance of Whitefield.

The Sathya Sai Baba Temple is a major landmark in this area.

Some of the reputed educational institutions in this area include The Bangalore School- 350 m Whitefield Global School- 2.1 km Vydehi School of Excellence- 3.5 km The Deens Academy- 1.4 km Highly known for its IT Parks, Whitefield has several prominent IT companies. Accenture, Wipro, iGate Global Solutions, IBM, Intel, Oracle, Bhoruka Tech Park and many companies reside here. And thus it makes Whitefield one of the ideal place for commercial transactions.

COLLABORATIVE WORKSPACE HUB |

7

LOCATION OF THE SITE

District: Mahadevapura, Whitefield, Bangalore Population 135,597 Time zone UTC+5:30 (IST)

Location in Bangalore, India Coordinates: 12.99°N 77.70°E

Mahadevapura is a suburb and one of the zones of BBMP in Bangalore Urban district in the Indian state of Karnataka. It was a city municipal council. It is well connected with Outer Ring Road, Whitefield Road and Krishnarajapuram Railway Station is the nearest station to board trains. It is a developing area, which has a high growth potential in terms of residential development. Leading schools, shopping malls, showrooms have come up in the area. Most old residents have either rented out their apartments or sold their flats to developers. For those looking for a long-term investment, Mahadevpura and surrounding areas would be the best places. Mahadevapura has become a major information technology hub in recent years.

It houses several IT companies such as Accenture, Dell EMC, Ericsson, Hewlett-Packard Enterprise, Mphasis, Samsung, Sapient Corporation, eClinicalWorks and Wells Fargo.

It also has a few of the major Big 4 Deloitte, EY offices. It is also in close proximity to ITPL and other IT hubs such as Whitefield, Marathahalli and Bellandur.

Scope for Growth in Future The Bangalore Metro Rail Project and the Peripheral Ring Road will ease your travel to the workplace. The KR Puram and Marathahalli stretches help you travel to any part of the city easily.

OpenStreetMapData LEGENDS 1. Mahadevapura Lake 2. Commercial and Residential complex 3. Bagmane Tech Park 4. Convention Center 5. Treated Water Channel 6. High Rise Apartment 7. Railway Line 8. Doddanekundi Lake 8

| COLLABORATIVE WORKSPACE HUB

LEGENDS Site Built Spaces includes Commercial, Industrial and Residential complex Waterbody - neary Lakes

Existing Built spaces - Map

LEGENDS Industrial Green (Parks and open spaces) Waterbody (Lakes) Treated Water Channel Residential with Mixed use commerical Site

Local Planning Area Draft for 2031 year

Greater Connectivity Benefits Whitefield offers an excellent connectivity through road and rail networks. BMTC offers a wide range of bus services providing an extensive bus connectivity to different parts of the city.

1.

2.

3.

4.

5.

The two 4-lane roads- The Whitefield Road through Mahadevapura and the Varthur Road through Marathahalli form the arteri al roads of the city connecting Whitefield to the center of the city.

With the functioning of the Traffic and Transit Management Centre (TTMC), the traffic congestion in this area will be reduced.

The Whitefield Railway Station, lying on the Bangalore- Chennai Route. Situated barely 3 km from the north of Whitefield Bus Stop.

The existing two-line Krishnarajapuram-Whitefield division is scheduled to be converted to a quadruple line creating a new junction with the upcoming Whitefield-Kolar railway line.

The proposed Namma Metro Project- Phase 2 will further boost the connectivity benefits in Whitefield.

COLLABORATIVE WORKSPACE HUB |

9

10 | COLLABORATIVE WORKSPACE HUB

LEGENDS Site Residence / Apartment / Hostel Commercial buildings / Offices / IT Hubs Lakes Untouched lands / Green / City Parks

THE CLIMATE OF BANGALORE IS CLASSIFIED AS MODRATE THROUGHT THE YEAR AVG TEMPERATURE

: 27.5DEG [ DURING SUMMER]

: 21.5DEG [ DURING WINTER]

AVERAGE WIND

: 6.4M/S

HUMIDITY : 62% RAINFALL

: 859 MM (AVG ANNUAL)

WARMES MONTHS

: MARCH TO MAY

COOLEST MONTHS

: DEC TO JAN

MAXIMUS RAINFALL

: JULY TO SEPT

AVG TEMP

: 22.6 C

Bangalore recieves both Northeast and Southwest rains.

CLIMATIC ANALYSIS Bangalore city Altitude - 890 m above sea level in the S-E part of Karnataka, India. With Moderate type of climateTemperature 14°C(Winter) and 36” C(Summer) Rainfall 970mm annually Groundwater Silty-Sandy layers of alluvial sediments Soil- Red Laterite/red, fine loamy to clayey soils Vegetation - Big to medium Canopy trees(girth<40m) Large deciduous canopy and mostly coconut trees The city of Bangalore experiences a very favourable weather throughout the year. Bangalore in the winter months, between September and March, temperature roves in between 28 to 32 degrees Celsius. In summers from March to May you can see maximum temperature rise up to 38 degrees Celsius.

COLLABORATIVE WORKSPACE HUB | 11

01 07 06 05 04 03

12 | COLLABORATIVE WORKSPACE HUB

MAHADEVAPURA DISTRICT

02

08

COLLABORATIVE WORKSPACE HUB | 13

WHITEFILED, BANGALORE Area 17.05 km² Population (2020) 186768 Population Density 10952 people per km² Male Population 97704 Female Population 89064

Age group in this district

Nearest airport & distance Kempegowda International Airport, 19.41 km Nearest Railway Station & Distance Whitefield, 2.82 km

01

Site Area 26,000 sqm

05

Bagmane world technology center

02

Mahadevapura Lake

06

Soul Space Arena Shopping mall

03

Doddanekundi Lake

07

Bagmane Corporate office

04

Bagmane Goldstone Samsung

08

Residential area along with mixed use spaces

14 | COLLABORATIVE WORKSPACE HUB

VIEW OF THE SITE

SITE

Primary road

- Very busy route

Secondary road

- Route that leads to the site, partially busy - used only to enter sites on respective side

Pedestrian road

- Busy in the day time and after office time

COLLABORATIVE WORKSPACE HUB | 15

LAKE AND GREEN AREAS Two important lakes near to the site, also known to attract people from the district. People come together usually on weekends as a relax time spending with family and friends.

Green areas around the Site are few in numbers and not maintained with best care. There is potential to make parks with existing or new parks and improve the environment.

Observation and comments: I want to include some parklike activity in the site area and create a community which can enjoy this space.

UNIVERSITIES AND SCHOOLS

0 16 | COLLABORATIVE WORKSPACE HUB

200

400

ACCESS TO SITE BY VARIOUS MEANS OF TRAVEL

VEHICULAR BUS STOPS

COWORKING AND OFFICES

0

200

400 COLLABORATIVE WORKSPACE HUB | 17

STRENGTH

SWOT ANALYSIS

The site is connected by three major roads and can be easily approached as its centrally located.

OPPORTUNITY

A big boost on economic basis as its a There is several IT hubs nearby, hence can be commercial and IT hub of the district. beneficial for the coworking office statistics.

Southwest side of the site has a lot of Can act as an impact on the image of the city open space which helps for vicinity. as this project would bring a new typology.

The West side passing to

carries a lot of the southwest

wind Can use this site as an opportunity to create a side. common workspace and create a community

WEAKNESS

Can use this opportunity also to improve the environment by creating parks and green spaces The neighbourhood spaces are still un- which allows not only nature but also people to planned and under construction. enjoy greenery. Additionally, vegetation and permeable pavements can reduce noise pollution There is no green space on the land for recreational spaces or parks. THREAT The natural vegetation around is site is not tak- There could be bad odour from the nearen good care of and left without maintainance. by drain from time to time when not treated.

On the North side of the site is the main Outer ring road, which will create a lot of noise pollution.

Large buildings around without any greenspace will create increase in temperature in summers.

LOCAL CONTEXT

On the Northeast, southeast and east side are highrise buildings. Planning a large structure again will create dark spaces and also block air and sunlight.

WHAT PEOPLE NEED 01 | Felicia Niveditha, 25 Works in design office, has to travel everyday “ Sometimes i have lot of Work from the office, but i dont feel like working there, i need someplace closer to home” Currently works from home, and retired, and looking to connect socially 02 | SunilKumar, 60 “I am retired from office now, and i still work as a freelancer, but need a space other than home for work.”

Working as an engineer, and needs a calmer office environment to get work done 03 | Rohan, 32 “I work in a stressful environment, i need an alternate space just for myself and work’” Working in Interior Firm, and has work even after office hours 04 | Nikitha Kumar, 38 “I love my office, but there eventually closes at 6pm, i still have lot of work to get done but no space.”

05 | Arnab Sengupta, 45 Architect Manager, has deadlines to meet, hopes to find a place nearby home “I live in a very developed part of the city, although after 10pm, its hard to find a space like co-working.”

Student, In bangalore mostly colleges are closed by evening, there is no facility for all night workers 06 | Zuber, 23 “I am a student, and my college is far from where i live, and i wish i had a place to focus and work on my project.”

18 | COLLABORATIVE WORKSPACE HUB

SITE AREA 26,000 SQM

COLLABORATIVE WORKSPACE HUB | 19

ell l sm Fou Possible entry to site Possible Service entry Service road access

Noisiest part of the site, Outer Ring road Service road / Road that leads to the site 20 | COLLABORATIVE WORKSPACE HUB

Heavy Wind flowing this direction as a result of open spaces on southwest side of the site High rise structures planned and proposed towards East, Southest and Northeast side. Any large structure planned again will vcreate dark shadows and blocks the view and light and air flow

W

E

S Possible building form according to site condition, wind and sunpath COLLABORATIVE WORKSPACE HUB | 21

Building heights near and around site

80-100 m 65-80 m 45-60 m 25-40 m 3-25 m upcoming

22 | COLLABORATIVE WORKSPACE HUB

Orientation play

COLLABORATIVE WORKSPACE HUB | 23

SITE

SECTION AT AA’ 40M

PROPOSED IT BUILDING BY BAGMANE

180M

DRAIN LINE

O

SITE

SECTION AT BB’

10

25

50

8M

DRAIN LINE

9M

STREET

PROPOSED IT BUILDING BY BAGMANE 0

35M

RESIDENTIAL + COMMERCIAL

125M

100

HISTORY OF THE SITE Going back to 16th century ,the ruled by tippu sultan. was area of east part of bangalore was apparently directed in a dream to set up a settlement in this region then the later the site was used as farm land then at present the site has context of both historical influence as well as the modren influence.

24 | COLLABORATIVE WORKSPACE HUB

50M

OUTER RING ROAD

IT PARK

A’ B

B’

A

KEY PLAN COLLABORATIVE WORKSPACE HUB | 25

PLACING VARIOUS OFFICE DESIGNS ABOUT Place : Santa Monica, Califonia Client : IBM Completion : 2000 Area : 4,800 sqm Staff : 200

ABOUT Place : London, UK Client : Valtech Completion : 2000 Area : 24000 sqm Staff : 350

ABOUT Place : Los Angeles, USA Client : Ogilvy & Mather Completion : 2000 Area : 2,800 sqm Employee : 140

26 | COLLABORATIVE WORKSPACE HUB

ABOUT Place : Haryana, India Architects : GroupDCA Completion : 2018 Area : 7558 sqm (Refer Case Study Office for Communique)

ABOUT Place : San Francisco, USA Client : Realnames corporation

Completion Area Staff

: 2000 : 2500 sqm : 550

ABOUT Place : Irvine, California, USA Client : Foote,

Cone & Belding Southern California Completion : August 2001 Area : 9310 qm Employee : 300

COLLABORATIVE WORKSPACE HUB | 27

TYPOLOGIES USED IN DESIGN

PRIVATE OFFICES Meeting room, Conference rooms, Private offices, open office desks, executive rooms, collab rooms.

FLEXIBLE WORKSPACES Hot desks, meeting rooms, informal desks space, over the counter, executive rooms, relax areas, collab areas, phone booths, creativity space, informal meeting areas, cafe, guests spaces, event rooms, auditorium, traininng centers.

28 | COLLABORATIVE WORKSPACE HUB

RECREATIONAL SPACES Quick hot desks spaces, meeting rooms hourly, conference rooms, collab areas, cafe, library, creativity space, phone booths, over the counter, informal workdesks.

MULTIFUNCTIONAL AREAS Training rooms, event space, gym, quiet rooms, event space, seminar rooms.

COLLABORATIVE WORKSPACE HUB | 29

MODULES - FITOUTS PRODUCED BY AN AUTODESK STUDENT VERSION

About : PRODUCED BY AN AUTODESK STUDENT VERSION

PRODUCED BY AN AUTODESK STUDENT VERSION

2 blocks with simple rectangle as shape.

Can be improved with better orientation and interesting elements.

PRODUCED BY AN AUTODESK STUDENT VERSION

PRODUCED BY AN AUTODESK STUDENT VERSION

About : PRODUCED BY AN AUTODESK STUDENT VERSION

PRODUCED BY AN AUTODESK STUDENT VERSION

4 blocks with simple geometry.

A missing element of playfulness.

PRODUCED BY AN AUTODESK STUDENT VERSION PRODUCED BY AN AUTODESK STUDENT VERSION

About : PRODUCED BY AN AUTODESK STUDENT VERSION

PRODUCED BY AN AUTODESK STUDENT VERSION

A huge block with a hollow courtyard space in building.

The building lacks opennes

PRODUCED BY AN AUTODESK STUDENT VERSION PRODUCED BY AN AUTODESK STUDENT VERSION

About : PRODUCED BY AN AUTODESK STUDENT VERSION

PRODUCED BY AN AUTODESK STUDENT VERSION

A huge block with a hollow courtyard space in building.

The building kind of encloses and does not invite creativity and opennes.

PRODUCED BY AN AUTODESK STUDENT VERSION PRODUCED BY AN AUTODESK STUDENT VERSION

About : PRODUCED BY AN AUTODESK STUDENT VERSION

PRODUCED BY AN AUTODESK STUDENT VERSION

Building with certain characteristics is not creating any element that invites one throughout the site and guide them through and through.

PRODUCED BY AN AUTODESK STUDENT VERSION

30 | COLLABORATIVE WORKSPACE HUB

PRODUCED BY AN AUTODESK STUDENT VERSION

About : PRODUCED BY AN AUTODESK STUDENT VERSION

PRODUCED BY AN AUTODESK STUDENT VERSION

2 blocks with simple rectangle as shape and cutout for some entrance niche.

PRODUCED BY AN AUTODESK STUDENT VERSION PRODUCED BY AN AUTODESK STUDENT VERSION

About : PRODUCED BY AN AUTODESK STUDENT VERSION

PRODUCED BY AN AUTODESK STUDENT VERSION

Buildings are connected by a bridge to create a connectivity.

PRODUCED BY AN AUTODESK STUDENT VERSION PRODUCED BY AN AUTODESK STUDENT VERSION

About : PRODUCED BY AN AUTODESK STUDENT VERSION

PRODUCED BY AN AUTODESK STUDENT VERSION

Building with certain characteristics is not creating any element that invites one throughout the site and guide them through and through.

PRODUCED BY AN AUTODESK STUDENT VERSION PRODUCED BY AN AUTODESK STUDENT VERSION

About : PRODUCED BY AN AUTODESK STUDENT VERSION

PRODUCED BY AN AUTODESK STUDENT VERSION

Building with certain characteristics is not creating any element that invites one throughout the site and guide them through and through.

PRODUCED BY AN AUTODESK STUDENT VERSION PRODUCED BY AN AUTODESK STUDENT VERSION

About : PRODUCED BY AN AUTODESK STUDENT VERSION

PRODUCED BY AN AUTODESK STUDENT VERSION

2 pairs of horizontal rectangles are planned on either sides of the site.

It looks monotonous and also closes the view of the site. It blocks the connectivity of visuals of blocks with each other. That is why planning a long continous building is not a good option.

PRODUCED BY AN AUTODESK STUDENT VERSION

COLLABORATIVE WORKSPACE HUB | 31

PRODUCED BY AN AUTODESK STUDENT VERSION

About : PRODUCED BY AN AUTODESK STUDENT VERSION

PRODUCED BY AN AUTODESK STUDENT VERSION

Less areas utilized

PRODUCED BY AN AUTODESK STUDENT VERSION

PRODUCED BY AN AUTODESK STUDENT VERSION

PRODUCED BY AN AUTODESK STUDENT VERSION

PRODUCED BY AN AUTODESK STUDENT VERSION

About : Multiple level, best suits for apartments not for office campus

PRODUCED BY AN AUTODESK STUDENT VERSION

PRODUCED BY AN AUTODESK STUDENT VERSION

About : PRODUCED BY AN AUTODESK STUDENT VERSION

PRODUCED BY AN AUTODESK STUDENT VERSION

Better connectivity

PRODUCED BY AN AUTODESK STUDENT VERSION

PRODUCED BY AN AUTODESK STUDENT VERSION

PRODUCED BY AN AUTODESK STUDENT VERSION

PRODUCED BY AN AUTODESK STUDENT VERSION

Better connectivity

PRODUCED BY AN AUTODESK STUDENT VERSION

About :

PRODUCED BY AN AUTODESK STUDENT VERSION

PRODUCED BY AN AUTODESK STUDENT VERSION

PRODUCED BY AN AUTODESK STUDENT VERSION

Better connectivity.

PRODUCED BY AN AUTODESK STUDENT VERSION

32 | COLLABORATIVE WORKSPACE HUB

About :

Better connectivity Fits better with local context Maximum area utilized.

Creates a central space for interaction and transitional space Green spaces can be planned strategically for parks Better visual connection between blocks

COLLABORATIVE WORKSPACE HUB | 33

ZONING

VEHICULAR PATH

The Co-Working offices are the main hotspot of the site, which is why it is placed in the first half of the site which makes it easier for public access and private offices are placed secluded where the public access is minimized and has its privacy.

The Co-Working offices are the attraction point of this site, which is where public will accumulate for casual workspaces, collaboration multifunctional spaces and events purposes.

The orientation is based on following the local context and studying the site and neighbouring office buildings.

This orientation helps with certain vistas and wind circulation and sun light.

This way there is a great visual connectivity throughout the site, and public spaces are more inviting when there is good connection of the site leading from entrance and bringing them across the site. The buildings are arranged in certain way for better circulation.

34 | COLLABORATIVE WORKSPACE HUB

DESIGN CONCEPT

ROADS

PEDESTRIAN ENTRY POINTS OF BUILDING

GREEN SPACES WIND PATH / LAKE VIEW

COLLABORATIVE WORKSPACE HUB | 35

AT GROUND FLOOR The ground floor is a more casual Co-working office where there are also leisure work zones and eateries & Café with casual workspaces.

As it is at the ground floor and also is the first mode of contact it has a welcoming area with coworking options. Café areas are essential and outdoor quick meeting and conference areas can be planned in this floor.

B01 This building consists of coworking office space and many other amenities and a gathering space for public and gives them a chance for collaboration and many more interesting spaces planned

B02 Points of entry into the building

This building consists of event space, auditorium space and multifunctional spaces on the entry level and also has regular coworking spaces on the above floors

Concept for buildings

B01 This block has the urban Playground like space by lifting the above volume up and it becomes a public space for coworking and socializing.

The block creating an interesting playground like space. Connecting and allowing them to explore this coworking experience by entering the central plaza and exploring the landscape.

B02 The entrance is welcomed with a wide welcoming stairs into the building where there is a public event space / auditorium and multifunctional hall.

And this space is directly approachable for outside as well as the people from the blocks.

All the above floors are regular coworking offices.

Then there is a connecting bridge with leads to the B01 directly into the playground level for better connectivity purpose and adds aesthetic value.

36 | COLLABORATIVE WORKSPACE HUB

DROP OFF ENTRANCE PORCH MEETING PLACE

PASSAGE LEADING INSIDE THE CAMPUS AND ALSO ALTERNATE ENTRANCE INTO THE RESPECTIVE BUILDING TRANSITIONAL

OPEN PLAZA SPACE

PARK & INTERACTION AREA

RECCREATIONAL SPACE AMIDST PUBLIC PARK (FOR PRIVATE OFFICE)

KEY PLAN

COLLABORATIVE WORKSPACE HUB | 37

MASTERPLAN

1

4

4

3

5

2 6

7 8 9

10 13

12

11

12

14

LEGENDS

15

16 17

38 | COLLABORATIVE WORKSPACE HUB

0

5

10

25

PRODUCED BY AN AUTODESK STUDENT VERSION

26,000 SQM

50

PRODUCED BY AN AUTODESK STUDENT VERSION

SITE AREA

PRODUCED BY AN AUTODESK STUDENT VERSION

PRODUCED BY AN AUTODESK STUDENT VERSION

1. Entry 2. Vehicular Drop off 3. Parking Entry & Exit 4. Exit road 5. Landscape 6. Way to the Central plaza 7. Building Entrance 8. Building Entrance 9. Steps leading to plaza 10. Outdoor Seating 11. Central plaza/Event space 12. Landscape / Transition space 13. Seatings / Meeting space 14. Way to Private office entry 15. Private Space 16. Green Buffer 17. Drain

CIRCULATION

LEGENDS Vehicular People arriving for Museums/Exhibitions.

Crculation People arriving for Private office drop off Walking People who wants to Work in Cafe lounges.

People arriving for Events

COLLABORATIVE WORKSPACE HUB | 39

BUILDING 01 + 02

2 6 1

1

10 3 1

4

0

5

10

7

25

PRODUCED BY AN AUTODESK STUDENT VERSION

KEY PLAN 40 | COLLABORATIVE WORKSPACE HUB

50

PRODUCED BY AN AUTODESK STUDENT VERSION

PRODUCED BY AN AUTODESK STUDENT VERSION

PRODUCED BY AN AUTODESK STUDENT VERSION

5

4

LEGENDS FOR BUILDING 01 (at First Floor) 1. Entry Points 2. Service Entry 3. Bridge Connecting two buildings 4. Steps leading to Central Plaza 5. Steps Seating casual 6. Central passage between 7. Outdoor seating

LEGENDS FOR BUILDING 02 (at First Floor) 8. Entry Points 9. Service Entry 10. Way to Building 01

8

9

NOTE For my thesis, I will be working on Building 01 from the site.

Building 02 - has similar Spaces as Building 01 COLLABORATIVE WORKSPACE HUB | 41

ISOMETRIC VIEW

02

01

42 | COLLABORATIVE WORKSPACE HUB

COLLABORATIVE WORKSPACE HUB | 43

ENTRY STEPS TO BUILDING 02

Central Passage View 44 | COLLABORATIVE WORKSPACE HUB

PEDESTRIAN BRIDGE CONNECTING BOTH B U I L D I N G S

P E D E S T R I A N BRIDGE AT LEVEL 1 CONNECTING BOTH B U I L D I N G S

STAIRCASE TO PUBLIC COLLABORATION SPACE, PLAYGROUND FOR CREATIVE WORKERS

COLLABORATIVE WORKSPACE HUB | 45

46 | COLLABORATIVE WORKSPACE HUB

C O N C E P T Visual Connectivity The concept is Interconnection between spaces. As coworking office itself is a creative office space where one connects with other and that is how this space becomes more lively.

Similarly, the buildings are also interconnected to each other. The Private offices are connected to the co-working spaces by a central transitional space where there are event spaces and public parks and recreational spaces.

Meanwhile also connected to each other via bridges.

The Coworking office buildings are connected at the first floor level where there is a open coworking playground and many multifunctional areas.

Also the staircase creates a playfulness and takes a person through different levels.

The Bridges connecting the blocks at the first floor play an important role as it not only connects them but also an interesting element where entire site can be viewed and feel connected. The entire site needs to be interconnected to each other in a way.

COLLABORATIVE WORKSPACE HUB | 47

CENTRAL PLAZA In a busy city like Bangalore, having a public space and interaction space amidst green spaces and open to air is fewer and less likely to to open for public interventions and are mostly private belonging to private companies.

Having an Office for Coworking and Collaboration with a central plaza invites lots of opportunities of events and adds importance to the site, as this space is meant for people to gather and collaborate with each other and relax when their is stress from work, such a place gives peace.

A public plaza is a community amenity that serves a variety of users including building tenants, visitors, and members of the public. This space type may function as pedestrian site arrival points, homes for public art, settings for recreation and relaxation, and inconspicuous security features for high profile buildings. Plazas are a beneficial feature of any lively streetscape.

People from Private offices and people from Flexible office spaces can interact at this central plaza and socialize with each other. Nowadays people dont get to interact with other professional as every one is busy with their own schedules, but here you can meet so many new professionals and dieefernt age groups to socialize and destress from your regular stress.

Also in Bangalore, there so many worshops and open air events happening, this could be a platform fro them to conduct and people can participate and involve in todays generation.

48 | COLLABORATIVE WORKSPACE HUB

TRANSITIONAL

COLLABORATIVE WORKSPACE HUB | 49

SECTIONAL ELEVATION 01

PRODUCED BY AN AUTODESK STUDENT VERSION

PRODUCED BY AN AUTODESK STUDENT VERSION

0

5

10

25

PRODUCED BY AN AUTODESK STUDENT VERSION

50 | COLLABORATIVE WORKSPACE HUB

50

PRODUCED BY AN AUTODESK STUDENT VERSION

KEY PLAN

COLLABORATIVE WORKSPACE HUB | 51

SECTIONAL ELEVATION 02

52 | COLLABORATIVE WORKSPACE HUB

5

10

25

50

PRODUCED BY AN AUTODESK STUDENT VERSION

0

PRODUCED BY AN AUTODESK STUDENT VERSION

PRODUCED BY AN AUTODESK STUDENT VERSION

PRODUCED BY AN AUTODESK STUDENT VERSION

KEY PLAN

COLLABORATIVE WORKSPACE HUB | 53

Ground floor Program

Legends Workstation Solo-booth/ Phonebooth Casual spaces Lounge/ Breakout space / Collab Private/ Excecutive rooms / Office Meeting Rooms/ Conference Cafetaria 54 | COLLABORATIVE WORKSPACE HUB

Floor Plan

12 7

8

9

9

6

11

3

2

4

6 12 7

1

7

5 6 9 -3 lvl

10

6

LEGENDS 1. Entry 2. Lobby lounge 3. Reception desk 4. Meeting room 5. Conference rooms 6. Workstations 7. Phonebooths cubicles 8. Restaurant & cafe 9. Lounge space / visitor area 10. Outdoor Seating 11. Way to First Floor 12. Elevator COLLABORATIVE WORKSPACE HUB | 55

First floor Program

Legends Workstation Solo-booth/ Phonebooth Casual spaces Lounge/ Breakout space / Collab Private/ Excecutive rooms / Office Meeting Rooms/ Conference Cafetaria

Spaces in this floor

56 | COLLABORATIVE WORKSPACE HUB

Floor Plan

5 6

5 7

8

9

2

10

1 4 5

11

6 3

LEGENDS 1. Entry 2. Cafetaria 3. Casual workspace at cafe 4. Play area 5. Lounge 6. Workstations 7. Poof chairs 8. Discussion tables 9. Lift lobby 10. Security 11. Pedestrian Bridge COLLABORATIVE WORKSPACE HUB | 57

Second floor Program

Legends Workstation Solo-booth/ Phonebooth Flexible workspaces Lounge/ Breakout space / Collab Private/ Excecutive rooms / Office Meeting Rooms/ Conference Cafetaria

58 | COLLABORATIVE WORKSPACE HUB

Floor Plan

2 8

12 10

9

4 11 1

8 6 5

7

2

2 4

3 12

2

LEGENDS 1. Central collab lounge 2. Cafetaria 3. Breakout WorkSpace 4. Meeting rooms 5. Flexible Workspace 6. Storage Lockers 7. Print area 8. Clove seats 9. Phonebooths 10. Offices 11. Focus Individual cell 12. Collab / discussion area COLLABORATIVE WORKSPACE HUB | 59

Third floor Program

Legends Workstation Solo-booth/ Phonebooth Casual spaces Lounge/ Breakout space / Collab Private/ Excecutive rooms / Office Meeting Rooms/ Conference Cafetaria

60 | COLLABORATIVE WORKSPACE HUB

Floor Plan

10

11

10

9

12

12

4

6 7 2

13

2

1

3 6 10

7

12 4

10

LEGENDS 1. Bridge Connecting B02 2. Seatings 3. Restaurant / Cafe 4. Meeting rooms 5. Flexible Workspace 6. Storage Lockers 7. Print area 8. Clove seats 9. Phonebooths 10. Workstations 11. Focus Individual cell 12. Collab / doscussion 13. Spiral stairs connecting fourth floor central library lounge COLLABORATIVE WORKSPACE HUB | 61

Fourth floor Program

Legends Workstation Solo-booth/ Phonebooth Flexible workspaces Lounge/ Breakout space / Collab Private/ Excecutive rooms / Office Meeting Rooms/ Conference Cafetaria

62 | COLLABORATIVE WORKSPACE HUB

Floor Plan

6

7

7

8 8

8

3

4

5

1 3

2 7

3 3 3

9 11

9

10

LEGENDS 1. Central Library space 2. Sofas 3. Discussion table 4. Collaboration breakouts 5. Pantry counter 6. Break room 7. Meeting rooms 8. Workstations 9. Flexible spaces 10. Focus area / Collab 11. Green Balcony facing plaza

COLLABORATIVE WORKSPACE HUB | 63

Terrace Plan for Building 01 Floor Plan

PRODUCED BY AN AUTODESK STUDENT VERSION

10 PERSON

OPEN TERRACE

SERVICE ENTRY

PRODUCED BY AN AUTODESK STUDENT VERSION

PRODUCED BY AN AUTODESK STUDENT VERSION

MEN WASHROOM

WOMEN WASHROOM PWD

BUILDING SERVICES LIKE CHILLER PLANT & OHT.

BUILDING 01 Footprint area

2300 sqm

PRODUCED BY AN AUTODESK STUDENT VERSION

All floors

0

10

64 | COLLABORATIVE WORKSPACE HUB

8047 sqm

Parking for Building 01 Floor Plan RAMP EXIT

RAMP ENTRY

3.5 M WIDE EXIT RAMP

LIFT LOBBY

MOTHER CARE

MEN WASHROOM

WOMEN WASHROOM PWD

4.5 M WIDE DRIVEWAY

4.5 M WIDE DRIVEWAY

CHANGING ROOM

4.5 M WIDE DRIVEWAY

10 PERSON

4.5 M WIDE DRIVEWAY

4.5 M WIDE DRIVEWAY

PRODUCED BY AN AUTODESK STUDENT VERSION

3.5 M WIDE ENTRY RAMP

4.5 M WIDE DRIVEWAY

4.5 M WIDE DRIVEWAY

SERVICES

PARKING COUNT 1. Entry 2. Exit No. of Parking available Cars 150 NOS (Stack Parking included) Bikes

-

50 NOS

PRODUCED BY AN AUTODESK STUDENT VERSION COLLABORATIVE WORKSPACE HUB | 65

66 | COLLABORATIVE WORKSPACE HUB

VIEW FROM CENTRAL PLAZA

COLLABORATIVE WORKSPACE HUB | 67

68 | COLLABORATIVE WORKSPACE HUB

ENTRANCE PASSAGE

COLLABORATIVE WORKSPACE HUB | 69

70 | COLLABORATIVE WORKSPACE HUB

AERIAL VIEW

COLLABORATIVE WORKSPACE HUB | 71

72 | COLLABORATIVE WORKSPACE HUB

COLLABORATIVE WORKSPACE HUB | 73

74 | COLLABORATIVE WORKSPACE HUB

REFERENCES

(n.d.). https://www.alamy.com/stock-photo-the-old-india-office-london-from-cassells-illustrated-universal-history-122200280.html (n.d.). https://www.ahh.nl/index.php/en/projects2/12-utiliteitsbouw/85-centraal-beheer-offices-apeldoorn (n.d.). https://melanieaolivera.files.wordpress.com/2018/01/olivera_module9_centraalbeheer.pdf (n.d.). https://pinupmagazine.org/articles/the-story-of-action-office-2-and-cubicle-inventor-robert-propst-herman-miller (n.d.). https://www.wsj.com/articles/SB10001424052702304885404579549800874319342 (n.d.). https://www.spacesworks.com/hot-desking/ (n.d.). https://www.canvas8.com/content/2017/06/29/workplace-design.html (n.d.). https://metropolismag.com/projects/googleplex-google-hq-clive-wilkinson/ (n.d.). http://fredvanamstel.com/blog/the-flexibilization-of-workspaces (n.d.). http://innovation-arts.com/inspiring-work-environment-design/ (n.d.). https://ebrary.net/85942/economics/approach_usuk_context (n.d.). https://www.researchgate.net/profile/Steve-Sawyer-2 (n.d.). https://www.zu.de/daily-wAssets/pdf/Masterarbeit_Stumpf_Daily.pdf Dropdesk. (n.d.). What Is Coworking? Everything You Need To Know About Coworking Spaces. https://dropdesk.com/what-is-coworking mint & Nandwani, N. (2020, 12 28). https://www.livemint.com/opinion/online-views/opinion-co-working-spaces-reinventing-indian-office-market-in-pandemic-times-11609143926133.html. https://www.livemint.com/opinion/online-views/opinion-co-working-spaces-reinventing-indian-office-market-in-pandemic-times-11609143926133.html

THANK YOU

COLLABORATIVE WORKSPACE HUB | 75