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office more frequently. When it comes to hybrid workers, 78 percent of them would be willing to come into the office more often if they were provided with the right experiences, and 22 percent even expressed a willingness to return full-time. Spaces that facilitate rest, quiet individual work and creative collaboration have the most significant impact on the overall workplace experience.
What key exhibitions, events or other sources help to keep you inspired?
Te purpose of trade shows has evolved, much like the purpose of offices. Tey now focus on bringing people together and fostering a sense of community. Given the current environmental concerns, many are questioning whether trade shows are a sustainable use of resources. One global trade show that stands out is Salone del Mobile in Milan, which transcends mere commercial endeavors. It is renowned as a gathering place for the global ‘design tribe’, where inspiration flows and connections are made. Additionally, we are witnessing the emergence of local trade fairs. An excellent example is the Workspace Design Show in London, which, despite being only two years old, has achieved remarkable success by addressing the specific needs of the workplace sector.
Living in London, I find tremendous inspiration in the city’s rich cultural history and vibrant art scene. I frequently attend art exhibitions, ballet performances, symphonies and theatre productions. Tese experiences serve as some of my greatest sources of inspiration. As an experientialist, I believe that immersing oneself in the real world keeps the creative juices flowing. It’s essential to look up from our mobile phones and pay attention to the world around us. By doing so, we can encounter incredible moments and experiences, rather than daydreaming about someone else’s perfect beach vacation showcased on Instagram. Tis is how I sustain my inspiration. In many ways, the less we confine ourselves to our industry’s bubble and the more we explore outside influences, the better equipped we are to create original designs.
Can you remember Niels Torp’s vision of a new office landscape 30 years ago at BA’s Waterside? Was this the most radical thinking on offices to date? Te British Airways project was intriguing because it embraced activity-based planning (ABW), which was considered highly progressive at the time. It sparked discussions about the ‘demise of the office’ when offices were predominantly static, hierarchical and lacking inclusivity. Te project proposed the concept of a central spine, akin to a runway, where a variety of activities, amenities and communal spaces were located. Branching off from this spine were neighbourhood buildings, or ‘wings’, housing traditional offices, meeting rooms and workstations. When combined, it formed a comprehensive ecosystem for work.
Over the past few decades, many design and strategy firms worldwide have built upon this thinking. Silicon Valley, in particular, wholeheartedly embraced it, and when I relocated to San Francisco in 1995, it was the prevailing trend. At the time, this approach was radical and remained relevant for companies that recognised the impact space had on their talent’s effectiveness. Previously, individuals were not catered to adequately, as there was a tendency to adopt a one-size-fits-all approach for ease of space management. ABW initiated a shift toward truly user-centric space design. It is no longer solely about meeting the needs of the majority, but about providing the right experience for every individual using the space – a concept that aligns with the current buzzword, ‘inclusive’. Tis paradigm shift is currently underway, aiming to
entice people back to the office by offering something distinct from what they have at home and creating meaningful experiences for everyone. As an industry, we must pool our collective expertise to guide our clients through this transition. Are we truly listening to our clients, end users and each other? Are we genuinely contributing to building a collective community?
Activity-based planning or agile work models that incorporate social and meeting spaces with a range of amenities are essential for fostering a sense of belonging. Tis need is more pronounced than ever, especially as a significant portion of people’s work time is spent remotely. When they do come into the office, establishing strong connections among colleagues becomes crucial. It is akin to finding one’s tribe and feeling a part of an organisation that shares one’s values. Te organisation must visibly embody those values throughout the space to forge a strong connection with its members. In today’s era, we often find ourselves in echo chambers where AI and social media algorithms cater to our specific interests, shielding us from challenging ideas outside our norm. Simultaneously, co-creation is on the rise, and we are designing alongside our clients and end users. To gain a deeper understanding of their needs, we must look beyond ourselves and establish closer relationships with the people we design for.
Which office design, or other project, has inspired or influenced your own creative thinking? For me, this is a challenging question because I find inspiration every day from the new projects and the incredibly talented designers I have the privilege of working with. However, looking back to my early days as a young student and designer living in California, I was particularly inspired by the rise of Deconstructivism, Postmodernism and Memphis. Many of the influential figures leading these movements were based in Los Angeles, where I attended university.
As someone who grew up as a Canadian punk rocker in the 70s and 80s, I was drawn to the rule-breaking and mind-opening approach of these individuals and the new design and architectural movements they spearheaded. I couldn’t get enough of admiring the remarkable projects around me and attending lectures by renowned figures like Frank Gehry or Morphosis. Tey were truly pushing boundaries and thinking differently.
Later in my career, during my time in San Francisco, I witnessed fascinating shifts in design and workplace models following each recession. Tese transformations were driven by what were then considered ‘unicorns’ – companies like Facebook, Airbnb and Google. A new generation of entrepreneurs were charting new paths for business and driving innovation in workplace design. Tese tech companies had high expectations and were willing to invest in creating exceptional spaces. Tey saw space as a value-add rather than just an operational expense. Teir goal was to attract the best talent and enable their organisations to thrive. Living through these changes in the Bay Area was an incredible source of inspiration, and witnessing our industry rise to the occasion was truly remarkable.
In the face of today’s uncertainty, we must recognise that it presents opportunities for tomorrow. As an industry, are we leading the way? Are we true partners on the journey with our clients? Are we helping them navigate the new realities of the current business climate? Most importantly, are we actively listening and embracing change? I believe that together, we can accomplish these goals and shape a better future.
gensler.com
BEN TYNEGATE
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