What are your thoughts currently on office design and what do clients now require from architects and designers since Covid?
Tere has been a significant shift that has not only impacted physical spaces but also the way businesses operate. In some ways, it has been an exciting time for the industry as it has ushered in a new era of design thinking and innovation. However, it is also quite concerning because the reality is that some clients no longer require as much space as before, leading to a seemingly contracting or stalled market. Te transition from full-time office work to hybrid models has brought about a pivotal change in workplace design, with companies exploring new approaches. We are still grappling with questions about the actual space requirements and the procedures needed to ensure that we remain connected and productive. Given that a significant portion of people’s work week is now virtual, how do we effectively manage and lead in this hybrid world? Which tasks can be carried out digitally, and which are better suited for in-person interactions, such as design charettes? How do managers need to adapt their leadership style to respond to this new reality, beyond simply monitoring the number of days employees spend in the office? Ultimately, what does this mean for physical space in our world? Currently, and in the past few years, projects have been primarily driven by efficiency, budget and schedule, often neglecting the need for creativity and adaptability in today’s reality. We must shift towards a more strategic exploration of the purpose of the office today and in the future, in addition to considering quantitative factors. Innovation cannot solely stem from monitoring budgets and schedules. We should be asking ourselves why people go to the office and what they need when they are there. Additionally, how can we consider a person’s entire life, encompassing both work and personal time, to design an ecosystem that
Q&A Collin Burry
Principal, Genserl
enables them to perform at their best? In the past, there were clear boundaries between work and personal life, but now those lines have become blurred, if not completely disappeared. As society shifts towards the concept of ‘bringing your whole self to work’, how can the physical space, as well as best business practices, procedures and employment laws, facilitate that?
Recognising that the hybrid model is here to stay is crucial, and our clients understand that being great designers alone is no longer sufficient. Understanding the strategic component is paramount – we must act as partners, assisting them in finding the right solutions while considering the new world in which we live and work.
How proactive are clients on thinking ahead for projects for next year or beyond?
Some clients approached us early in the pandemic with a clear vision of the future in the post-pandemic world, and we developed innovative work models and standards for them. However they were the exception rather than the norm, as many clients chose to wait and observe how things would unfold. We are still in the process of formulating a strategy to optimise their portfolios and right-size the spaces for hybrid work.
Above More homely and comfortable environments are designed to welcome employees back to the ofice for at least part of their working week
Tis situation reminds me of the retail industry, where the rise of online shopping and the impact of the pandemic led to a significant decline in bricks-and-mortar stores. At that time, everyone mourned the loss of retail stores. However, fast forward to today, and retail has become the most thriving sector in real estate and architecture/design. In the workplace sector, we find ourselves at a similar turning point as retail did 5–10 years ago. With a shift in our approach and collective leadership in the coming years, the office sector will regain its prominence. Regardless, it will undoubtedly be vastly different from what it has been.
BEN TYNEGATE
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