dialogue

Talking about… Four world cities’ work styles Work and the Transformative headquarters Metropolis Considering work’s future 25. CRE’s new global perspective A Gensler publication Whatever its location, work today There’s EVEN more dialogue online at reflects the urbanity of the city. 25 dialogue.gensler.com/v/25 To make it easy to keep up, There’s an expectation for vitality, we’ve created a landing page that takes you to the latest amenity, and spontaneity that updates as soon as they appear. gives an edge to the companies and metropolises that offer them.

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Features Departments 2 26 22 Work and the Metropolis Re-Worked Roundtable How four world cities put an individual Two Gensler research initiatives open A global perspective is a necessity stamp on work and the workplace. a window on work’s potential futures. today for CRE leaders East and West.

14 30 Headquarters Transformed Research The headquarters persists, not least as Gensler’s 2013 US Workplace Survey a vehicle for sometimes massive change. shows the outsize impact of focus.

32 News + Views SFO’s T3/E, Detroit’s towers of power, and London’s Ferrari street theater. ON THE COVER: The atrium of SKS Partners’ 888 Brannan Street office building in San Francisco. opposite: Level39 at London’s Canary Wharf (graphics by Graffiti Life). above, from left: 888 Brannan; the head- quarters of the National Bank of Abu Dhabi; Gensler New York’s future-of-work proposal; and SFO Terminal 3’s renewed Boarding Area E, also in San Francisco. Level39 at London’s Canary Wharf. Work + The Four world cities, separated by oceans and continents, have much in common, yet are uniquely themselves. Each has patterns of movement, development, and physical setting that shape how and where work happens, and convey a spirit that, however direct or subtle in its expression, is like no other metropolis. Here’s an update on how Gensler sees them.

By allison arieff

dialogue 25 I Talking About Work 3 clockwise, from top left: Societe Generale, Weitz & Luxenberg, and Calvin Klein Jeans—all in Manhattan.

There is a growth ring around New York City. Manhattan spills over economically to Brooklyn, Queens, and New Jersey, with new development and redevelopment to match. Success at the core is transforming the whole area. Says Vecchione, “The city is so connected, and new life is gravitating toward those adjacencies.” These shifts also reflect where the workforce lives: in Brooklyn, for example, prompting compa- nies to relocate from Midtown—oriented toward the suburbs—to Lower Manhattan. Manhattan remains a world financial cen- ter, attracting international banks from cit- ies like Paris and Tokyo. “They bring their culture with them,” says Gensler’s Laurent Lisimachio. While they celebrate these ties to home, the needs of global banking “require modern, collaborative work set- tings,” he adds. “Like the American banks, they have to break down silos to deal with new complexity and regulation.”

New York City is also seeing the growth of sectors that historically have not been york active in real estate. “Fashion and beauty Less about downtown and companies are rethinking their approach,” Lisimachio says. In Manhattan’s garment midtown, New York is more district, filled with older buildings, change about opening up new areas is afoot. Many of these companies had their offices in several buildings; now they for business (and pleasure) understand the benefits of consolidating. that are closer to where the Not just a cost-saving measure, “It’s an opportunity to revive the connection its workforce lives. people feel to the company and its brand— to jump-start the organization,” he notes.

Companies are locating in New York City to incubate new companies as well as to “New York City used to have distinct transform existing ones. They’re attracted divisions around neighborhoods—not so to the talent that a global economic center much physical but psychological,” explains like New York pulls in. While some opt for Gensler’s Tom Vecchione. “Over the last the newer towers, others “want to be in 10 years, those walls have come down.” the right part of the city to express who There are shifts and transformations hap- they are and the business they’re in,” says pening everywhere. Economic divisions Vecchione. Times Square is an example, are shifting and districts are opening up. “a thick, dense, important place that’s con- “Companies now engage with the city, nected now to Hell’s Kitchen’s coolness.” making it their campus,” he adds. Vibrant Companies curate their brands for the neighborhoods are preferred because if benefit of customers and employees, he they’re rich in amenities, the workspace adds. “A larger part of the city is in play can forgo them—a substantial savings. now as they decide where to locate next.”

4 dialogue 25 I Talking About Work 5 While the big tech companies in Silicon The tight market means that tech ten- Valley continue to prefer large campuses, ants are going into 1970s-era buildings San Francisco—where many tech workers downtown, but older buildings in the city’s live—has a growing pull, especially among SoMa district “attract young companies consumer- and app-focused companies looking for authenticity,” says Gensler’s and startups. Space is at a premium in the Collin Burry. SKS Partners’ 888 Brannan city, but locating there makes a statement. is a prime example. “It has lots of texture, “Ever since Oracle, a Silicon Valley head- because SKS’s Dan Kingsley wanted it to quarters has expressed a company’s brand,” express the original materials—concrete, says Gensler’s Randy Howder. “In San timber, and columns.” The centerpiece Francisco, you can either build vertically is its active, community-drawing atrium. or remake what exists. Older buildings “Having an event-and-education space is san appeal because they communicate a kind part of 888 Brannan’s drawing power,” says of scrappiness and upstartness.” Gensler’s Dominique Price. “It’s a popular place to host lectures, investor meetings, A new headquarters in Silicon Valley takes and special occasions.” Features like these francisco three years to develop; in the city, it can helped 888 Brannan land Airbnb, whose Silicon Valley is tech’s historic epicenter. While take three times as long. Salesforce.com headquarters Gensler also designed. abandoned a ground-up headquarters in new campuses are being built there, tech is Mission Bay in favor of an urban campus in Tech’s growth is spawning new centers in a dominant workplace tenant in San Francisco, six different downtown highrises. That has the city (Dogpatch, Hunters Point) and its own challenges, Howder notes: while beyond. Oakland is urban, Howder says, Oakland, and other Bay Area cities as well. new towers are going up, the vacancy rate but Palo Alto is a walkable town—a transit- is low. Salesforce.com is consolidating served, “middle density,” neither city top and bottom: Salesforce.com into a smaller footprint because it believes and 888 Brannan Street, San nor suburb—that a growing number of tech its workforce wants to be in San Francisco. Francisco. (Tenant Airbnb’s companies see as an attractive option. headquarters overlooks the 888 Brannan Street atrium.) opposite: Facebook headquar- ters, Menlo Park.

6 dialogue 25 I Talking About Work 7 The atrium of 888 Brannan Street is an event space and amenity for every tenant.

8 dialogue 25 I Talking About Work 9 above: Nokia West London Headquarters. opposite, from top: Level39 and the UK headquarters of a global london bank, both in Canary Wharf. In the last 30 years, London has become A city of multiple, transit-linked Financial-tech accelerator Level39 chose to More established companies also make up a truly global city where more than 200 locate on the 39th floor of Canary Wharf’s the city’s tech sector. Nokia rethought its languages are spoken. Not simply Europe’s clusters, London is diversifying One Canada Square Tower, a setting that London headquarters to give its people lots main financial center, it’s also a tech hub. its economy and leveraging its puts it at the heart of its financial-sector of incentives to stop working from home This is a city of clusters, each built up customer base. This simplifies beta testing yet still leverage a mobile work style. around transit links. Banks, lawyers, and mobile talent. of software and app-delivered products, It pairs a fluid range of settings with great professional services are in Canary Wharf. but it also puts the young companies it flexibility in how they’re used. The focus Tech City houses technology/media/tele- accelerates close to potential investors. is on collaboration, much like coworking comm (TMT) companies, from startups to (London is not yet a hotbed of venture space, but Nokia has scaled them up to the Microsoft and the BBC. Shoreditch is also capitalism.) Level39 also mirrors the rise of needs of a much larger organization. home to startups. Other businesses cluster coworking spaces. INSTANT VISIBILITY in Soho, Mid-Town, and the West End. As London has grown as an international left: Designed and built in a mere 90 days, TechHub In the next 10 years, metropolitan London “For many in London, the city is their business center, it has finally embraced tall London’s coworking space could add two million more people. workplace,” Tidd says. “This is why office buildings. “Getting permission and financ- appeals to nascent com- buildings are adding coworking space.” The ing to build them is a slow process, often panies and makes them visible to investors. above: With banking deregulation in the 1980s, Gensler-designed TechHub London speaks spanning economic cycles,” Swinhoe notes. Boris Johnson, London’s the Docklands opened up. Canary Wharf to this. Designed and built in just 90 days, “The latest crop are multi-tenant ‘icons’ Mayor, at the opening. employs some 130,000 people, 10,000 it appeals to up-and-coming young tech like the Shard, Gherkin, and Walkie Talkie. more than the docks supported in their companies looking to rub elbows with It will be interesting to see how the next heyday. A similar transformation is hap- their peers and potential backers. Nexmo, crop of towers responds to the new wave pening now in Tech City around Shoreditch which raised $18 million in funding, is an of technology-enabled businesses.” in central and east London. “The older example, notes Gensler’s Duncan Swinhoe. buildings drew new creatives and startups, “TechHub is at the epicenter of the city’s especially digital tech,” says Gensler’s rapidly growing tech cluster, which already Philip Tidd. “Affordable housing was also contributes close to 30 percent of job a draw, but Shoreditch is now too pricey.” growth in metropolitan London.”

10 dialogue 25 I Talking About Work 11 Entry lobby serving the Shanghai Tower’s office floors. opposite, from top: China Merchants Bank’s Shanghai Credit Card Center campus; Shanghai Trust’s offices in the Puxi district’s Xintiandi neighborhood.

Hongqiao is an example of an emerging center. As Gensler’s Amber Sun notes, “Competition for tenants is growing. A shanghai walkable, high-amenity area with housing and entertainment in the mix is popular.” This huge metropolis, linked by mass Hongqiao has such good transit access to transit like London, is steadily upping Shanghai’s domestic airport that one dev- eloper has arranged to let people check its game as Chinese companies see in for their flights at its new development the workplace as the best way to cul- there before heading for the airport. Such features as sustainability and wellness are tivate culture and speed innovation. also desired by office tenants, Sun adds.

Chinese companies in Shanghai now see Shanghai is divided by the Huangpu River Policy decides where development goes. the office as a means of building brand and into two main districts, Puxi and Pudong. While Shanghai is adding new business culture, fostering innovation, and attract- The latter is the newest part of an ever- districts to meet economic and population ing talent, says Gensler’s Cathy Gu. “Many expanding metropolis: the international growth, “It’s still a challenge to find global- of them are global firms, or plan to be, so financial center of China, competing with standard office space and infrastructure,” their workplace benchmarks are increas- Hong Kong and Singapore. “It was rice Price notes. “Local businesses, previously ingly sophisticated and international.” fields 20 years ago,” says Gensler’s Robert okay with a lower standard, are starting to Price. “It sprouted up out of nowhere.” move up.” Rapid expansion of mass transit The government has offered tax incentives makes for a well-connected city, one of the Allison Arieff is editorial director for global banking companies to locate here. few in China with train-accessible airports. at SPUR in San Francisco and a con- Other sectors, domestic or foreign, find To mitigate congestion, there are 15 metro tributing New York Times columnist. quarters elsewhere in this sprawling city. lines, up from half a dozen 10 years ago.

12 13 Transformed The design of headquarters is an invitation to consider the organization’s future. This is where (and when) the reinvention happens.

By Vernon mays

One global tech company’s executive briefing center is the front door of its Silicon Valley headquarters.

14 dialogue 25 I Talking About Work 15 New centralized campuses—vertical and horizontal—are coming online to break down silos in companies and spark innovation.

tencent HQ Shenzhen, China

Bayer healthcare east coast us HQ Whippany, NJ above: The lobby of Tencent’s above: Broad, attractive stair- new global headquarters cases promote wellness and conveys the company’s brand help Bayer HealthCare shape as a leader in technology. “When you plan and design a headquarters today, you’re says Gensler’s Sven Govaars. “While it’s changing dramati- war is huge, says Gensler’s Dean Strombom. The pressure the creative process, balancing small-group collaboration a common culture at its East optimizing for the essence of the organization—really cally, the headquarters concept is still extremely viable.” to one-up the competition extends to corporate campuses. space and places for intense focus work. Coast US Headquarters. communicating its purpose through the physical space,” At the Devon Energy Center in Oklahoma City, for exam- says Gensler’s Mandy Graham. It’s a building type that’s Change for the better ple, visitors and employees alike enter through a soaring, Nearby, visual-computing pioneer NVIDIA is working to often transformational, because it drives realignment and Informed by its research on the value of human capital, six-story glass rotunda, overlooked by balconies where make the most of its talent, which is currently scattered repositioning—everything that anticipates the future. Gensler is working with Houston-based Southwestern employees gather and connect. These types of spaces across many buildings. The first phase of its new Gensler- Clients as diverse as Facebook, China Mobile, Goodyear, Energy Company to design a new headquarters that prior- make a big, and measurable, impression on recruits, says designed headquarters will consolidate staff onto two and Tencent are leveraging their headquarters to send a itizes factors such as light, air, acoustics, water, nutrition, Gensler’s Judy Pesek. large floors (250,000 square feet each) that eliminate powerful message: To be effective, those who plan, make, and access to daylight. This new generation of work barriers to collaboration. “Taking a cue from chip design— market, and deliver an organization’s products or services environments is designed to support the idea of campus- Two faces of tech where the connections for information flow are considered have to act as one seamless, synergistic team. as-workspace. “It’s just a building until people know how In Silicon Valley, tech companies are investing in new head- first—NVIDIA’s design focuses on the flow of people,” to use it,” adds Govaars. “So change management— quarters that fuel the speed, innovation, and productivity says Gensler’s Hao Ko. The triangular footprint helps mini- Rapid growth, consolidation, and intense competition for familiarizing them with their new, activity-based workplace— that’s crucial to their industry. The common thread: all mize the distance between departments, and the vertical young talent are giving rise to a new generation of head- is a big part of the project.” Putting people first and place are adapting to the changing nature of work. Facebook’s connections between floors feature overscaled landings quarters in the energy industry. In cities where the sector next from a change perspective makes for a workplace headquarters in Menlo Park continues to be one of the and enlarged stair treads where impromptu meetings can clusters, from Houston to Oklahoma City to Calgary, new that supports high productivity and well-being. When archetypes of the new tech campus, with a dynamic open happen and ideas can benefit from people’s interaction. centralized campuses—vertical and horizontal—are com- people start to move in, a communications plan will help layout that employees are encouraged to change and ing online to break down silos in organizations and spark them make the most of the new choices they have. personalize. A town-like grouping of ’80s-era buildings that A model of mobility innovation. “Companies are thinking again about how to Gensler converted into a contemporary workplace, the Recognition of just how disconnected knowledge workers position themselves and create a central place where they Technology’s role in the energy industry has changed campus exudes an urban feel that appeals to a new gen- are from their desks is producing a new standard for work- can host clients, train employees, and build a culture,” dramatically over the past decade, and the resulting talent eration of workers. Inside, the casual environment feeds place design at the US General Services Administration

16 dialogue 25 I Talking About Work 17 To increase collaboration, NVIDIA’s headquarters is designed around circulation patterns that encourage chance meetings and make it easy to connect with others.

nvidia HQ Santa Clara, CA

(GSA), the landlord of the federal government. Gensler’s left: Helping global leaders in a 100 percent open-office environment. As the interior A headquarters implies change at a scale analysis of GSA’s headquarters in Washington, DC, discov- establish immediate rapport architect for Bayer’s two headquarters buildings, Gensler is one goal of a headquarters. that is to be reckoned with—providing real ered that, at times, fewer than 30 percent of the assigned focused on creating an environment that promotes well- employees were even in the building. Instead, they were ness. The floor layouts encourage walking, and exit stairs momentum across an organization. Global tech company executive offsite with clients, in meetings, teleworking, traveling, Briefing center Silicon Valley, CA are activated with graphics and upgraded finishes to make or working flextime. In response, GSA embarked on stair-climbing more inviting. Bayer wanted to demonstrate an aggressive mobility and workplace strategy program. its leadership in healthcare, says Gensler’s Brenda Nyce- Taylor. So, additional amenities include outdoor dining “The strategy is to demonstrate mobility for the entire areas, a juice bar, a medical and mother’s suite, a fitness federal government,” says Gensler’s Janet Pogue. While building, and walking trails. the headquarters modernization is only half-completed, the number of employees assigned to the building has Engaging with the brand nearly doubled—up from 2,300 to 4,400. For its new headquarters, one young company that deliv- ers on-demand streaming video challenged Gensler to Another industry that’s on the rise is life sciences, with communicate its brand in a way that would attract top tal- Gensler’s work in the sector ranging from a host of offices ent. Because it values play as an important part of work, globally for Amgen to the master planning of Novartis’s the headquarters workspace is peppered with game hubs North American Headquarters campus in East Hanover, that subdivide the individual team areas. Every employee New Jersey. In nearby Whippany, Germany-based Bayer has an ergonomic, sit-to-standing desk, further evidence HealthCare recently completed its new East Coast US of the company’s people-first attitude. “Measures like this Headquarters, which consolidates several large divisions reinforce the idea of engaging people and recognizing

18 dialogue 25 I Talking About Work 19 devon energy Center Oklahoma City, OK

A catalyst for organizational change, Devon Energy’s HQ consolidates staff from five buildings, creating new opportunities for synergy.

CBRE’s headquarters staff are transforming its cul- ture in a new free-address workplace with no assigned offices or workstations.

CBRE global Hq Los Angeles

that addressing the human capital aspect of a headquarters Al Maryah Island. The 33-story building—consisting of The result is an elegant penthouse with no assigned offices is one of the most important things you can do,” says two slender towers with a façade of vertical fins—conveys or workstations, offering the choice of more than 15 types Gensler’s Greg Nelson. A similar understanding of people’s an elegance and permanence that make an intentional of workspaces. The reimagined atrium is now a technology- value is informing the new headquarters in Shenzhen, statement. “Whenever you build a headquarters, you’re rich hub for coworking, client meetings, and socializing. China, for Tencent, a fast-growing tech company that some not necessarily doing it just to fill space,” Johnson says. “It has hugely elevated the energy level in CBRE’s head- liken to “the Google of China.” In addition to managing “You’re doing it to move an organization forward. They are quarters,” says Posada. “And it’s improving their business its burgeoning workforce, the young company has made a placing themselves in an international arena—pushing in that they now lead by example.” big leap in appreciating the iconic power of the buildings their organization 15 years into the future.” where it has chosen to place its people, says Gensler’s That modeling of leadership is a key role that company head- Tim Etherington. “They have a strong desire to be seen as Leading by example quarters continue to play, adds Gensler’s Amanda Ramos. operating on a global platform.” Gensler is planning and That future has arrived at CBRE, whose new Los Angeles “The opportunity of a headquarters is to be transforma- designing Tencent’s headquarters workplace with com- headquarters is configured as a 100 percent free-address tional,” she notes. “Small investments in real estate imply munity and communication driving the conversation. office. CBRE set out to change the way it thought about incremental change. But a headquarters implies change Brand is another big driver, with technology taking center the workplace. The goal was to provide a fundamentally at a scale that is something to be reckoned with across an stage in the building’s five-story lobby. More important, better, more productive experience for its professionals. organization. It can provide real momentum.” says Etherington, the headquarters exemplifies Tencent’s This meant more robust technology, easier access to each stance as a strong innovator and market leader. other, and a great place to come to work. Getting there took a collaborative effort among the CBRE leadership team, Gensler’s Chris Johnson draws a parallel to the National guidance from CBRE’s workplace strategies team, and Vernon Mays is a senior editor at Gensler and Bank of Abu Dhabi, whose Gensler-designed headquarters the acumen of a Gensler design team led by Carlos Posada a contributing editor at Architect magazine. will become an anchor of the new financial district on and Lindsay Mailson.

20 dialogue 25 I Talking About Work 21 ROUNDTABLE: GLOBAL REAL ESTATE STRATEGIES How do large companies manage their real estate assets to support an international workforce? Three CRE leaders in Real Estate’s the US, UK, and China discuss the challenge of keeping the Global Viewpoint workplace aligned and effective on a global basis.

Ford R. fish mark mccord-Amasis Polo Chen Ford R. How does Salesforce.com align its work- we’ll have substantially more as time goes “Bring Your Dog to Work” program, spaces Senior VP for Real Estate Head of Strategy & Workplace Director of Construction place with its strategic goals? on. The challenge is that San Francisco, for relaxation or meditation, and even Fish next to London, is the hottest real estate basic medical services. We’ve gone from Salesforce.com GlaxoSmithKline Tencent Salesforce.com Ford Fish: We’re very fast growing and market in the world. There’s a huge demand 25 percent communal space in our high- San Francisco Philadelphia/London Shenzhen innovative, and we have a large social con- for talent here and an equal demand for rise buildings to more than 50 percent. Ford Fish is Senior Vice President at sciousness, so our workplace needs to real estate. We had planned to build a new Salesforce.com, a leader in enterprise cloud computing. He is responsible for reflect that. It also has to be very flexible, campus near AT&T Park, but then we Are your hub offices around the world global real estate and workplace services because with so much change and growth, decided to stay in the heart of downtown. treated differently from your offices in supporting more than 13,000 employees we don’t know exactly what tomorrow Now we are in a series of buildings that San Francisco? in 28 countries. Fish brings to the job 40 years’ experience in corporate real will bring. Our workplace needs to be very we’ve grown into, and we have been very estate and construction management. collaborative, so we do a lot of work to strategic about leasing buildings that will FF: The hub offices are not substantially get people out of their cubicles and social- serve us for the next five to seven years. different in terms of physical appearance. izing. Sustainability is important as well.

How do you organize and manage such a large global footprint?

FF: First and foremost, by being close to our With our global offices, employees and understanding their needs so we can get ahead of things. We come at we don’t have rigid it from two perspectives—at the high level, by working with the top executives who design standards. That’s run the business, and also by listening to everyone else through our internal social intentional—otherwise network, Chatter. We also use our people in the field to gather that information. My team includes a representative from we can’t change or evolve. our finance group and a person from human resources. They provide real-time advice on where the company is going, so I know what the trends are and where Recognizing that rents are rising very Increasingly, we plan for unassigned seat- Salesforce.com will be adding people. quickly, we made some big plays over the ing and a lot of collaboration space. We past two years that have set us up well for also build attractive customer briefing Why has Salesforce.com committed to the future. Now we have a vertical, urban centers in the major cities. They are outfit- downtown office locations? campus with all the city’s amenities right ted with the latest technology so we can outside our door. help our customers understand who we FF: Locating downtown is customer-driven, are as a company and what we offer them. but increasingly it’s about access to talent Are there advantages to locating a tech too. Our customers tend to be in major company in a highrise building? We intentionally don’t have rigid design cities, so we locate our salespeople where standards for our global offices, because they are. The talent side of it is that tech FF: There are incredible advantages. We’re otherwise we can’t change or evolve. All workers want to be in a major city, not in committed to the idea of a highrise cam- of our spaces share a look and feel in terms the suburbs. They want to live and work pus in San Francisco, and we’re doing the of colors and branding, but we encourage where they can have all the cultural and same thing in London and Tokyo. It makes people to try new things on every project. social benefits of the city, and they don’t a lot of sense for us, but you have to pro- Outside the US, we also want to be sensi- want a long commute. vide ways for people to encounter each tive to cultural norms. In Asia, for example, other. Since they’re on different floors, you there is a little more hierarchy to the seat- What special real estate challenges does must have good vertical circulation and ing and to the way people work, so we San Francisco present? common areas that encourage them to want to respect that. connect and share. More and more, we are FF: This is our home, so we are extraordi- adding workplace features beyond what narily committed to San Francisco. We the city has to offer—doing things to make have over 5,000 employees here now, and life a little easier for our people, like a

22 dialogue 25 I Talking About Work 23 ROUNDTABLE: GLOBAL REAL ESTATE STRATEGIES

What is Tencent’s real estate strategy How does Tencent manage its real estate How many people do you have in MARK Smart Working succeeds because we roll POLO for its headquarters and other locations assets around the world? each region? mCCORD-amasis CHEN in China? GlaxoSmithKline it out along with a change management Tencent PC: When it comes to our overseas offices, PC: This has been one of the main chal- Polo Chen: We focus on how to embody we mainly lease the space. Tencent has a lenges in our real estate strategy, because With 25 years in pharmaceuticals, Polo Chen is Director of Construction at Tencent’s culture and tradition, our cul- short history of building and construction, we don’t as yet have a lot of people Mark McCord-Amasis brings a strong R&D program. We’ve delivered over a million Tencent, a holding company based in Shenzhen, background to his role in real estate at China, whose subsidiaries provide mass tural DNA. We’ve always prided ourselves and cannot support projects outside of abroad—100 people in the US office and GSK, a global healthcare company with com- square feet of this space across Europe, media, entertainment, Internet, and mobile as a people-centric company, and we’re China at the moment. Also, our presence fewer in Seoul. It’s why we don’t have any mercial operations in 150 countries. Based phone services. As the producer of popular known in the industry as an organization overseas has only started to grow rapidly building projects overseas. It’s not the in Philadelphia, he is Head of Strategy, digital products such as WeChat and QQ, Planning & Workplace, with added over- Latin America, Asia, and North America. Tencent has grown in six years from 4,000 that values its employees’ well-being. in the past couple of years. When products most economical option right now. Com- sight of scientific services worldwide. to 20,000 employees. We promote a free, open, and equal work such as WeChat started gaining popularity panies like Google, Amazon, and Facebook environment, and our facilities need to abroad, we experienced a sudden growth are similar to us in value and scale, but express this and help make it happen. spurt. So now our construction projects, as have very different strategies when it comes well as supporting activities like adminis- to real estate and team management. How do you organize and manage your framework. Some things are non-negotiable, teleconferences or private conversations. How does this play out architecturally? tration, finance, and human resources, are global real estate assets? such as no assigned or allocated offices, We increased the number of two- to four- expanding to meet the demand. As the company matures, how is your regardless of grade, and desk space is person meeting rooms, and still provide PC: One example is office layout. A lot of real estate strategy changing? Mark McCord-Amasis: We have just gone shared at a minimum ratio of 10 people to medium-size and larger-size rooms. We Asian companies express company hierar- What is the focus of your growth through a structural change at GSK, creating 8 desks. However, the number of meeting provide “soft seating”—places where you chy in their work settings. They equate overseas? PC: We’re definitely building more. Most a “real estate tower” designed to manage rooms, quiet rooms, areas dedicated to can grab a quick coffee and have an infor- seniority with better workspace, so direc- offices in China are rented, but a lot of the company’s real estate assets like a land- soft seating and amenities, and environ- mal conversation. And there are touch-down tors and managers have larger offices. PC: In some regions, such as the US and uncertainty comes with that. Can you find lord, in essence—truly managing the full mental graphics are adapted to fit the local spaces for folks from other locations. At Tencent, only senior managers have pri- Southeast Asia, we promote established the space you need? Can you get a long- life cycle of the assets. culture. This ensures you will know you’re vate offices, and the area is relatively products like WeChat. There are 600 mil- term lease? As we grow, it might be easy to at GSK whether you’re in Bangladesh or Smart Working succeeds at GSK because small. Directors and team leaders have the lion WeChat users around the world, 100 move 100 people, but moving 1,000 would We’re structured as three regions: Moscow or Costa Rica. we roll it out along with a comprehensive same desk space as everyone else in the million of which live outside China. We also really impact our business. In the future, the Americas, Europe–Middle East–Africa, change management program. We help company. Also, we carefully selected the promote our games globally, along with we’ll need to construct our own buildings and Asia Pacific. Each region has asset How did the Smart Working model people understand their behaviors will need desk dividers, reducing their height to our IT business in Southeast Asia. Another to ensure our employees have a comfort- managers, risk managers, and project come about? to change for the new spaces to be effec- encourage communication. Prime window aspect of our global business is overseas able workplace that reflects our values. delivery and master planning managers. tive. We provide the framework, but the exposure and south-facing areas are mainly investments and content introduction. In MM: The idea came from studies run by etiquette and behaviors are delivered by used as communal space for staff, rather Korea, Japan, and the US, our investment Is there growth in these regions? our real estate team, which looked at the the people using the space. We’ve delivered than for meeting rooms or private offices. team collaborates with a lot of high- Vernon Mays, who conducted the vast amounts of real estate we had. They over a million square feet of this space performing local companies, helping them interviews, is a senior editor at MM: Yes, from a pharmaceutical industry found that large amounts of footprint were across Europe, Latin America, Asia, and What are Tencent’s core values? How are introduce their products in the Chinese Gensler and a contributing editor perspective, there is a lot of growth in poorly utilized—well below 50 percent North America. they reflected in your workplace design? market. We also have technical R&D func- at Architect magazine. emerging markets. As our commercial utilization. Some of these assets were in tions in the US. market share increases, we’re expanding the most expensive markets in the world. As you’ve remade your North American PC: Tencent employees must have integrity, our footprint in the Asia Pacific and Latin It begged the question, are we leveraging Pharmaceuticals headquarters, would a strong moral code, passion, innovation, American regions. In mature markets, these assets appropriately? We found that you say the mission of a headquarters and curiosity for new experiences. We growth is either relatively slow or in decline. the majority of the managers and direc- has changed? focus on collaboration and teamwork; it’s If anything, we are managing our assets tors were actually using their offices less not about being a hero. As for the design, downward in order to drive improved effi- than 40 percent of the time. And when MM: I’m not sure if the mission has some qualities are easier than others to One challenge is that we ciency and effective utilization. they weren’t using them, the doors were changed, but the function has. It’s become express and support: collaboration, open- locked and the lights were out. more of a workplace approach than a ques- ness, integrity, and innovation, for example. don’t have a lot of people As you expand internationally, how do tion of location. It’s about who you’re The senior managers’ offices all have inte- you adapt to local cultures? Where did that discovery lead you? trying to attract and retain in terms of key rior glass walls so people can connect abroad. We’ve only started talent. What does the space do for your better. Some tech companies give every MM: We try to strike a balance. We don’t MM: We don’t provide assigned seating image? These questions extend beyond employee a big cubicle, but that’s not to grow rapidly overseas necessarily want to create a different look or individual offices. It’s a sharing concept the headquarters. We want all of our conducive to teamwork. It overvalues indi- and feel everywhere across the globe. We focused on choice. We create “neighbor- employees to feel they can contribute and vidual space and overlooks collaboration. in the past couple of years. try to standardize as much as is possible— hoods” within the space, so that people who be supported. That feeling of being con- To spur innovation, our WeChat office in the same GSK look and feel everywhere. need to be near each other are in close nected, inspired, and valued should Guangzhou has open discussion areas, We have a standard workplace model called proximity. We also provide a wide range of permeate throughout the portfolio, not with all kinds of informal settings to pro- Smart Working, and as we roll it out, we space types so that you’re not sitting in just one location. mote creativity. incorporate cultural differences within that one spot all day. There are quiet rooms for

24 dialogue 25 I Talking About Work 25 CLOUD

connectivity

socialize

Biometric bracelet to track occupants’ biometric info Mobile device tracks building’s information outdoor space The occupants of the building provide info for the building to respond to

meeting space

collaboration In a 2008 Dialogue interview, management guru Charles Gensler’s Lisa Bottom and Janet Pogue led a parallel future- face-to-face interactions that real places make possible. Handy predicted that mobile technology and urban densi- minded effort focused on Metropolis magazine’s “Workplace This points to a growing need for adjacency to break down fication would hasten a “work anywhere, anytime” model of the Future” competition. They saw it as a catalyst to ask, work-team silos. Education also foresees a greater blurring and weaken our attachment to dedicated workplaces and How will we work in 2020? More than 20 Gensler teams of boundaries. New hybrid, real/virtual models of higher workstations. His foresights suggest how work settings explored this question in their competition entries. Three education will influence the city by fueling the growth and behaviors reflect larger social, economic, and techno- teams—from Dallas, Newport Beach, and New York—were of intermediary cultural hotspots that feed the desire for logical changes. He based them on a lifetime of experience, finalists, but the weekly conference calls over the course of personal connection in the physical sphere. but two recent Gensler research initiatives, both focused 10 weeks “allowed us to talk in depth and build a common on the future of work, crowdsource from a global cohort vocabulary for looking ahead,” Pogue says. “The ideas, feed- The new appreciation for the tactile will fuel burgeoning of 4,000 Gensler practitioners. back, and visuals got better and better,” Bottom adds. Like maker-industries that cater to local urban markets. “Work in the City,” this crowdsourced research approach Gensler planners and education specialists believe that “Work in the City” is part of a Gensler research program, identified emerging themes for the future of work. Here are the growth of such niches will undo 20th-century urban “Reimagining Cities,” started in 2011. In 2013, Gensler’s highlights from both studies. development, which created single-use districts, in favor Shawn Gehle, who led the effort, asked the firm’s practice of older patterns that generate a richer, denser mix. areas to develop 2,000-word position papers consider- It’s (inter)personal focus ing the future of work in the city to 2025. Collected, they Virtual interactions have strengthened the desire for physi- The hospitality sector is positioned to offer a “home away became the basis for a series of regional forecasts. Finally, cal space. They put an even higher premium on meaningful from home” environment where travelers and locals alike each of the firm’s 46 offices developed a speculative scenario in-person encounters, as retailers realize—intensifying can work, relax, eat, gather, and collaborate. At work, for its own city. “You need a model this comprehensive the customer experience to set their stores apart. Lab and the creative types will opt for ambience; in 2025, look for to make global research locally relevant,” Gehle says. research settings similarly benefit from serendipitous, hospitality-like amenities and comforts to attract them.

learning

Two recent Gensler research initiatives [NET]WORKED Gensler New York’s Metropolis competition have harnessed the crowdsourced power of proposal looks at how personal tech and new workplace products could let Manhattan’s multiple cultural, geographic, and practice-area Class B and C office buildings—nearly half of its total stock—meet future workplace perfor- perspectives on the future workplace. mance standards. The century-old Woolworth Building is the prototype for a transformation that’s part social networking and part new furniture and spatial solutions. The fluid and mobility connected mix of people and uses that results By yukiko bowman reflects the city’s dynamism.

26 dialogue 25 I Talking About Work 27 THE ANYPLACE THE CONNECTOR The Gensler Dallas Metropolis proposal asks Gensler Newport Beach’s Metropolis proposal REPORT FROM how office districts can use new kinds of asks how the office buildings of that region THE FUTURE infill strategies—macro to micro, community can be reworked to increase horizontal and to personal—to promote wellness and add vertical connectivity and introduce new uses OR NECT density, amenity, and sustainability. The ele- like outdoor space. The sustainable strategy ON E C An important aspect of ments address work, culture, and recreation. also extends these older buildings’ useful life. TH Gensler’s “Work in the City” initiative is how the trends it discusses Focus Rooms & Microflat Digital Library Café Multifunction Work Environment could play out in the metropolitan regions served by our offices and practices.

Highlights from four different global cities illustrate the range of Esplanade & Garden potential implications. While face-to-face encounters and facilitated collaboration developing common agreements about appropriate behav- to support the holistic social goal of wellness. Because The new math: 1+1=3 are attributes of shared work settings, the ability to move ior in shared work settings—including airplanes if they let today’s young, mobile workforce views the city primarily That these important Gensler research initiatives both seamlessly into focused work modes is critical. Several of people use their phones,” Bottom says. as a lifestyle choice rather than an employment imperative, add up to more than the sum of their parts reflects a strat- the Metropolis proposals addressed this need with furniture- a city’s livability and wellness offerings will be critical to egy of leveraging the collective insights of Gensler as a scaled modules that can be deployed almost anywhere. A greater focus on health and wellness as cornerstones of its ability to attract talent and support a robust economy. diverse, globally connected, locally grounded community new york The foldable nano-office and the focus desk and pod a productive workforce will lead to a greater integration of designers. The “Work in the City” initiative “speaks to Established business centers in the city combine interactive smart surfaces with customizable ergo- of movement and rest with work. Facilitated by wearable Making the most a commitment to our clients’ futures,” Shawn Gehle says. will interact with a variety of micro- nomics to create instant personalized retreats. When devices, several of the Metropolis competition entries Software will facilitate softspace, Gensler’s researchers Meeting it requires “continually prompting conversations locations including live/work, in all five boroughs. This reflects a rebalancing of grouped together, they can grow into pop-up coworking envisioned incorporating walking and other exercise into believe. As urban densification heightens the need for about where our practices and offices are headed, both the city away from Manhattan and the spaces that are untethered by place-specific or infrastruc- hybrid work styles aimed at rousing people from stasis. space efficiency, technology will reinvigorate larger work- in terms of markets and geographies,” he notes. desire for individually tailored workspace. tural constraints. “Choice is the future,” says Bottom. Even traders could be freed from their desks to interact places and also support a diversity of smaller work settings Auditorium “It empowers people to work in the most effective way for spontaneously with others without losing access to data. across the city. Older buildings will be challenged to keep “The brainpower in a highly collaborative organization of them at any given time.” As wearable devices become more intuitive, invisible, and pace with fast-changing technology and work habits, lead- our size is amazing,” says Lisa Bottom. Taking a collec- constantly present, they could spur a return to the more ing one team to imagine the iconic Woolworth Building tive, global approach has two benefits, Gehle adds. It lets san francisco Both in the workplace and the city at large, Gensler fore- physically active work styles of the past. in Manhattan recast as a vertical neighborhood that remixes every Gensler office develop a local point of view about Tech will continue to drive the economy sees new spatial typologies to support tech-free and/or uses and amenities as a series of rapidly reconfigurable the future of work, directly applicable to its clients and and attract a remarkably diverse work- silent zones. Designing cues for toned-down behaviors An emphasis on health can scale up to the city too, becom- modules of different scales. The city’s ground level also has markets, informed by global research, data, and analysis. force. The challenges are to connect the region by transit, not just by tech buses, will be the challenge, and some forward-thinking work- ing an important factor in urban planning decisions. Cities more potential; two teams envisioned public open spaces Yet research findings have real nuance, highlighting both and to increase the amount of affordable places are already on board. “People can work anywhere will address health and wellness for their residents, both that, with Wi-Fi and work surfaces added, could serve the global commonalities and the crucial local differences. housing. Both will take time to fix. and anytime, so the next big wave in work will involve at work and outside of work. These realms are converging urbanites as hybrid park-offices.

Yukiko Bowman writes and blogs about design from San Francisco. london Young companies and their workers are gravitating to “third place” work set- tings: coworking spaces, tech hubs, and accelerators. Established companies will take cues from these settings to speed innovation and attract and keep talent.

shanghai THE OFFICE 2.020 Transit-connected, tall and super-tall Gensler Atlanta put its Metropolis proposal in mixed-use centers will proliferate, the form of a graphic novel that speculates but the city will weave culture in with on how the workplace of 2020 will be impacted work (museums will be a growing use). by wearable technology, interactive media It will also balance new growth with surfaces, and other developments that will an aggressive effort to tame pollution. free people from their workstations.

28 dialogue 25 I Talking About Work 29 The ability to focus effectively is the foundation of any The legal workplace has a higher-than-average proportion that while focus is the foundation of an effective work- successful workplace strategy. But what’s more important of private offices than other sectors (46 percent versus place, choice is a key driver of creativity and innovation to the ability to focus—the space in which a person works, 32 percent). Consulting and not-for-profit workplaces fall for today’s knowledge worker. or their level of control over that space and their work closer to average, while technology workplaces are below process? To dig deeper into this question, we took a look it (22 percent). Technology workplaces offer their employ- What makes for effective workplace choice? Providing the at our survey data, split into the 10 core industries from ees more choice than other industries—41 percent of tech right spaces, tools, and organizational policies is a key first which the 2013 survey drew its 2,000+ respondents. respondents reported choice in when and where to work step—respondents without choices often see organiza- versus 32 percent on average. Consulting and not-for-profit tional policy as a barrier, but other factors specific to the the power to The outsize impact of focus work on the performance, respondents fall closer to the average (37 percent and company and the individual employee are also in play. engagement, and satisfaction of today’s knowledge workers 35 percent, respectively), while legal respondents reported is a key finding of the survey, confirming and expanding the least workplace choice of any group in our sample No single factor drives a positive and productive employee on analyses of Gensler’s Workplace Performance Index® (23 percent). experience, and every industry has lessons to offer. This (WPI) database that pointed to the contributions that is one conclusion from our 2013 survey. Two others—that focus work makes to overall performance and effective- This reinforces one of our 2013 US Workplace Survey’s focused activity, no matter how undersupported, can ness. The analyses also suggested which workplace design broader findings: the level of choice in when and where happen in a variety of work settings; and that the level of ques tion and functionality factors are most important to the ability to work also showed an impact on the ability to focus, as choice impacts performance—suggest new directions in to focus. People who ranked the noise level in their work- well as the ability to perform in all other work modes. And workplace strategy and design. They also raise pertinent place as “excellent,” for example, were more than twice more than that, people with choices also reported higher new questions that future Gensler workplace surveys and Gensler’s 2013 US Workplace Survey documents as likely to report that it was ideal for focused work as those levels of job performance and satisfaction, and ranked research will help answer. who ranked noise levels as “poor.” their companies as more innovative than people who felt the state of US workplace performance. It’s also a they lacked choices in the workplace. unique lens with which to interrogate focus, a work Who focuses best at work? What can we learn from them? Tim Pittman is Gensler’s New York City–based When asked if their primary workspace is “ideal for focus- This also bears itself out through comparison of our selected research communications manager. mode that proves to be crucial to productivity. ing,” respondents from the consulting, not-for-profit, industries. Technology and consulting respondents have legal, and technology industries agreed most strongly. the highest innovation rankings among our respondents Comparative data from these industries, confirmed by (tied with those in the biotech industry). Not-for-profit Macaulay Campbell is a Gensler information By tim pittman Gensler’s experience with clients in each, confirms wide respondents fall in line with the average, while legal designer based in New York. variations in workplace design and configuration across respondents come in slightly below—directly correspond- these four sectors. ing with the levels of choice reported by each. This shows

ABILITY TO FOCUS WORKSPACE TYPE PRIVACY NOISE CHOICE INNOVATION! Who “My primary workspace is Primary space occupied: “My environment allows Quality of noise level Percent who report choice Aggregate response to question ideal for focusing effectively” for privacy when needed” in primary space: in when/where to work: series gauging creativity and focuses leadership support of innovation: best, DISAGREE AGREE MOSTLY OFFICES AGREE EXCELLENT MORE CHOICE MORE INNOVATIVE NO ASSIGNED PRIVATE and how? SPACE OFFICE 3   % % % When asked if their Consulting .   . . . % primary workspace is SHARED “ideal for focusing,” Not for profit . WORKSTATION OFFICE respondents from the  % consulting, not-for-profit, Legal .   . . . legal, and technology 6 industries have the Tech/telecom .  highest scores. Based   % Industry average . . . . on our comparative  data from these Energy . industries, we can search   % for insights into how Bio/pharma . . . . their spaces and  behavior best support Consumer products . this crucial activity.   % Financial services . . .   .

Lawyers are Government . Innovation is Not-for-profit likely to occupy workspaces that support personal and appears respondents are linked as much to Media/Entertainment . focus and privacy well, significantly more behavioral and experiential likely to occupy shared MOSTLY WORKSTATIONS DISAGREE POOR but choice appears to be low. LESS CHOICE LESS INNOVATIVE Could increased choice factors (such as choice) as offices than any to physical workspace other industry. jump-start innovation and performance? characteristics.

30 dialogue 25 I Talking About Work 31 S Total area: 65,000 sf / 6,039 sm New area: 18,000 sf / 1,672 sm keeping it fresh Gates: 10 (9 existing, 1 new) Boarding Area E, Terminal 3, San Francisco International Airport san francisco Added height: 10 ft / 3.05 m Electrical power outlets: 375 W IE V With the demands of air traffic, security, and moving masses of people through airport gates, passengers can become an + afterthought. That’s how Terminal 3 felt, with nine American Airlines gates hun- kered along its dark, cramped E pier. With the success of American’s airy new home at the Gensler-designed Terminal 2, SFO decided to give T3’s Boarding Area E a makeover. “It feels like a 5-star hotel,”

W S Mayor Ed Lee said on opening day. Adds Gensler’s Jeff Henry, “We designed it to address travelers’ needs at every step.”

Passengers can see clear through the concourse to a large picture window over- looking the airfield. Window walls,

NE skylights, and a raised ceiling—along with funky lounge seating, art, and local shopping—boost spirits and encourage relaxation. There are changing rooms and a private space for mothers to nurse their babies. A play area’s motion-activated spinning disks invite children to exhaust themselves before the flight. And for kids of all ages, the boarding area entrance is anchored by a splashy interactive screen, designed with Razorfish, that’s both info center and giant touchscreen toy. At the gates, the lights set color temperatures to the time of day, helping jet-lagged pas- sengers adjust. A fanless displacement- vent system regulates temperature—part of the design team’s LEED Gold strategy.

The local economy is also a theme: two shell spaces for pop-up stores offer Bay Area retailers up to a year of invaluable expo- sure. “The point is not only to give local businesses a chance,” says Gensler’s Melissa Mizell, “but also to keep things constantly fresh for the passengers.”

32 dialogue 25 I Talking About Work 33 RenCen developed: 1977 GM moves HQ to RenCen: 1996 towerS of power RenCen fully renovated: 2004 General Motors Renaissance Center Lighting detroit

“Renaissance Center is to Detroit’s skyline off by LED bands that ring the hotel tower what the World Trade Center was to New and cap the four 39-story office buildings York,” Gensler’s William Hartman says of around it. The façades are subtly updated GM’s headquarters, whose centerpiece is a with thin LED bands that wrap the stair- 73-story cylindrical Marriott hotel. “It is wells at each floor. LED projectors wash the most recognizable tower in the city.” the slots below the stairwells in blue light. The seven-building complex was meant to mark the rebirth of Detroit after the 1967 Every few minutes, the lighting scheme riots. Today, with Detroit on the road to changes—to yellow Chevrolet logos set off renewal and its biggest carmaker back in by purple bands, for instance, or to a civic the game, GM wanted to shift the conver- message. A pink ribbon might appear for sation toward the future. National Breast Cancer Awareness Month or, during baseball season, the orange Light can send a powerful message, so Tigers logo. If the Tigers win, the LEDs can Gensler, Hines, and brand agency Jack “chase” each other around the towers, like Morton set out to turn GM’s five towers a scoreboard going wild after a play. into a signpost for a revived Detroit. RenCen, as it’s known locally, was essen- “The new lighting makes RenCen a more tially a blank canvas, the old fluorescent integral part of the daily life of the city,” GM logos casting a dull blue glow. Hartman says. It heralds a new GM, whose comeback inspires Detroit. This being The new lighting scheme refreshes the Motor City, the LEDs’ strong visibility is hotel tower, replacing the previous logos a plus, too. “It can be seen from far, far with a trio of two-story, high-resolution away,” he adds. “GM’s rivals may regret LED screens. Most of the time, the new that they didn’t buy RenCen in the 1990s.” screens display a sharp blue GM logo, set

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editorial contributors editorial board

Editor Allison Arieff Robin Klehr Avia John Parman Yukiko Bowman Andy Cohen Macaulay Campbell Art Gensler Creative Director Julia Derieux David Gensler Mark Coleman Vernon Mays Diane Hoskins Issue Editor Tim Pittman Vernon Mays Vickie Yu-ping Wang Michael Welton Lead Designer Ngoc Ngo

Managing Editor Lainie Ransom

Photography Editor and Team Manager Tiffany Strike

Digital Designer Jonathan Skolnick

credits thanks

All images are credited to Gensler unless Christine Barber, New York Gensler is a leading architecture, design, otherwise noted. Lisa Bottom, San Francisco planning, and consulting firm, with offices in Andrew Bordwin: page 4 bottom Collin Burry, San Francisco the Americas, Asia, Australia, Europe, and the Theo Cohen: page 10 bottom Clifford Champion, Shanghai Middle East. Dialogue magazine focuses on Courtesy of GlaxoSmithKline: page 22 center Emma Chang, Beijing design’s ability to transform organizations and Courtesy of TechHub: page 11 bottom right Tim Etherington, Shanghai improve people’s lives. Courtesy of Tencent: page 22 right Jennifer Fink, San Francisco Bruce Damonte: pages 14–15; Shawn Gehle, Los Angeles Dialogue issues and added content can be page 19 bottom Sven Govaars, Houston found online at dialogue.gensler.com. Joe Fletcher Photography: cover; Mandy Graham, Chicago Individual articles also appear as features page 1 far left and far right; pages 8–9 Cathy Gu, Shanghai on www.gensler.com (now iPad compatible). Gensler/Reuben Derrick: page 11 bottom left; Bill Hartman, Detroit page 36 Jeff Henry, San Francisco Dialogue is produced twice a year by Gensler Gensler/Ryan Gobuty: page 20; pages 34–35 Randy Howder, San Francisco Publications. © 2014 Gensler. To comment Sensory immersion: The Gensler-led Gensler/Chris Leonard: page 5 Chris Johnson, London or request copies of the print edition, please team’s Ferrari Store installation gave Gensler/Adam Nakagoshi: page 22 left Yanita Karatcharova, Shanghai write us at [email protected]. street theater passersby a multisensory experience. Alan Karchmer: page 21 Hao Ko, San Francisco Ferrari Store, Regent Street london Because the competition banned external Eric Laignel: page 4 top Xiaomei Lee, Shanghai Dialogue is printed on FSC®-certified, 10 percent speakers, the team tapped technology Nacása & Partners Inc.: page 12 bottom Laurent Lisimachio, New York postconsumer-waste paper with ultralow- that used the glazing itself as the medium Will Pryce: page 11 top Melissa Mizell, San Francisco VOC (<3 percent) vegetable oil–based ink. for amplifying the soundtrack. Owen Raggett: page 12 top Greg Nelson, Los Angeles Savings to our natural resources include: Garrett Rowland: page 17 Brenda Nyce-Taylor, Morristown Jasper Sanidad: page 6; page 7 Judy Pesek, Dallas 8 million BTUs of net energy top and bottom Janet Pogue, Washington, DC 18 fully grown trees Philip Vile: ifc; pages 2–3; page 10 top Carlos Posada, Los Angeles 570 pounds of solid waste Dominique Price, San Francisco 1,571 pounds of greenhouse gases Tucked in a row of clothiers, the Ferrari Two oversize paper maquettes of a heart Joan Price, San Francisco 8,522 gallons of waste water Store has to conjure the experience of zip- and brain pulsed with light in time with Robert Price, Shanghai ping around in a sports car for window video screens showing blood vessels pump- Freck Qin, Shanghai Environmental impact estimates were made shoppers on foot. Customers browsing its ing and neurons firing. Passersby turned Amanda Ramos, New York using the Environmental Paper Network clothes and accessories can’t exactly go out their heads as sounds of thumping heart- Anna Robinson, London Paper Calculator Version 3.2. FSC® is not for a spin—no matter how road-ready the beats and crackling pulses reached their Dean Strombom, Houston responsible for any calculations on saving race car on display looks. For the 2013 ears, thanks to an installation trick that Amber Sun, Shanghai resources by choosing this paper. Regent Street Windows Project, Gensler turned the windows into makeshift speak- Duncan Swinhoe, London joined forces with artist George Singer ers. “The sound caught people’s attention,” Tony Thornton, San Francisco and event company Icon to transform the says Gensler’s Jon Tollit. “Once they real- Philip Tidd, London store’s four windows with an installation ized that something was going on in the Jon Tollit, London that captured the adrenaline rush of driving windows, they started to work together to Thomas Vecchione, New York one of Ferrari’s powerful sports cars. get a real engagement going.”

36 dialogue 25 I Talking About Work 37 Practice Areas Locations

Aviation & Transportation Mission Critical Abu Dhabi Detroit Morristown São Paulo Brand Design Mixed Use Atlanta Doha New York Seattle Commercial Office Building Developers Planning & Urban Design Austin Dubai Newport Beach Seoul Consulting Product Design Baltimore Hong Kong Philadelphia Shanghai Corporate Campuses Professional Services Firms Bangalore Houston Phoenix Singapore Education & Culture Retail Bangkok La Crosse Pittsburgh Sydney Entertainment Retail Centers Beijing Las Vegas Raleigh-Durham Tampa Financial Services Firms Science & Technology Boston London San Diego Tokyo Health & Wellness Sports & Recreation Charlotte Los Angeles San Francisco Toronto Hospitality Tall Buildings Chicago Mexico City San Jose Washington DC Media Workplace Dallas Miami San José Denver Minneapolis San Ramon www.gensler.com

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