Issue 65 Leadership Moment Sustainability Spotlight Q&A with Pankaj with LexJet CEO Ghemawat Exploring workplace Sustainability workshops cultivate Arthur Lambert research, insights out-of-the box thinking about Is your business a truly the future. and trends A new space, revitalized global enterprise? Probably employees and record sales. not as much as you think. 360.steelcase.com

Culture Code Leveraging the workplace to meet today’s global challenges FrameOne with media:scape

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Global integration is a strategic business goal in today’s interconnected and interdependent economy. The workplace is an underutilized asset that organizations can leverage to accelerate the complex process of integration. Leading organizations that understand the role culture plays within the physical work environment can use space as a competitive advantage. In response to this challenge, the Steelcase WorkSpace Futures team recently completed a study of 11 countries to better understand culture codes in the workplace. Their insights can help organizations incorporate important values, employee behaviors and larger cultural contexts into work environments that work around the world.

2 | Issue 65 | 360.steelcase.com 360.steelcase.com | Issue 65 | 3 Contents

24 CULTURE CODE IPAD Ad The Steelcase WorkSpace Futures team recently completed a cultural study of 11 countries to better understand cultural codes in the workplace. Their insights inform how to reflect and incorporate important values, employee behaviors and larger cultural contexts into work environments around the world. 35 102

An Exploration of Same but Different Eleven Countries By comparing work environments in 11 countries, Insights into the the study identified distinctions and similarities. relationship between The opportunities and challenges in these different workplace behaviors cultures demonstrate how a thoughtfully-designed and the work environ- workplace can foster trust, improve collaboration ment for each of the 11 and ultimately help an organization go global faster countries and what it and more effectively. tells us about them.

18 Q&A with 136 Leadership 140 m eet the Experts 148 A German pankaj Ghemawat Moment with Celebration of Three of the country’s Arthur Lambert New Ideas Is your business a truly leading authorities share global enterprise? Lexjet CEO shares how their thoughts on designing As part of Steelcase’s Probably not as much as their new space has active learning spaces year-long, worldwide you think, says economist revitalized employees, and improving education centennial celebration, and author. But it's time helped to boost sales environments. event brings together to think that way. to record levels diverse thinkers to look and cultivated a great ahead to future business customer service innovations. experience.

Departments 6 Perspectives 16 Trends 124 Lessons 146 Design 152 Atoms 126 Insights 360 Learned Apps & Bits Applied

Join the conversation 360 on the ipad Connect with Steelcase Search “Steelcase 360 via social media and let Magazine” on the newstand. FIND THE “STEELCASE 360” us know what you’re Compatible with iPad. Eles eum as apiet velecae. Nemolor thinking. Or email us Requires iOS 3.2 or later. rovitis recatibusAPP FOR vellaccum FREE conse ON ITUNES at 360magazine@ Exploring workplace acercipsusa peribeatem volorporibus research, insights steelcase.com

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360 Magazine is published by Steelcase Inc. All rights reserved. Copyright 2012. Cover and design by Plural, in collaboration with Steelcase. Material in this publication may not be reproduced in any form unless you really want to help people love how they work—just ask us first, okay? Search “Steelcase 360 Magazine” on the newstand. Compatible with iPad. Requires iOS 3.2 or later. 360.steelcase.com | Issue 65 | 5 perspe c tives

perspe c tives perspectives Meet some of the people who contributed information and ideas to this issue.

Ilona Maier Strasbourg, France “Evidence points to an increasing shift in preferences and behaviors as an economy grows and its society changes. Several distinct approaches exist side by side. Understanding the disparities of a society in The Culture Code Team motion is more important than making generalizations.” “More businesses than ever are global and that means people have the opportunity to work with others from all over the world. There is a fascinating dimension to that, but it can also be frustrating because you have to embrace new ways of CATHERINE GALL thinking,” says Catherine Gall, research director, Steelcase WorkSpace Futures. Paris, France This was the driving force behind Culture Code, a research study Gall and the “Global organizations today are heading in the internationally-distributed Workspace Futures team recently completed that examined same direction, we're just at different points on 11 countries to better understand culture codes in the workplace and how companies the journey.” can leverage these insights to provide effective work environments in a global business world (pg. 24).

Izabel BarroS Rio de Janeiro, Brazil Annemieke Garskamp Yasmine Abbas Melanie Redman “I am particularly interested in the challenges Amsterdam, Netherlands Paris, France Grand Rapids, USA associated with multicultural innovation, knowledge capital, new ways of working and “I’m focused on creating dynamic workspaces “As neo-nomads, we’re mobile—physically, “As companies embrace the idea of being truly change management.” by linking the design of the physical space to mentally and digitally…When you move global, connecting people—both within the ambition of the organization.” from one culture to another, you adapt and and outside the organization—will become the make cultural adjustments. The more you most important function of the workplace.” move, the more you adjust.”

Sudhakar Lahade Wenli Wang Grand Rapids, USA Shanghai, China “The world is definitely more interconnected, “User-centered research and the insights it but that doesn’t mean ‘one size fits all.’ generates are fundamental for formulating Understanding the differences of cultures is design principles that lead to new applications more important than ever.” and new products for different markets.”

Beatriz Arantes Paris, France “I’m a Brazilian global nomad based in Paris, and have split my life between eight different countries.”

6 | Issue 65 | 360.steelcase.com 360.steelcase.com | Issue 65 | 7 what if a chair could improve student success?

We believe it can. So we designed the node™ chair with that goal in mind. steelcase.com/StudentSuccess

8:05 a.m. 8:27 a.m. 8:45 a.m. Lecture Small group project Large group discussion and interactive lecture

8 | Issue 65 | 360.steelcase.com The projects were judged by a jury made up of renowned 42 Spanish architects, including: projects Edgar González

Gerardo Ayala

Ramón Esteve 250 Luis Vidal Fermín Vázquez submissions 27 EL Concurso universities Students in Spain Explore Design Solutions

Students from architectural schools in Spain recently participated in a contest sponsored by Steelcase where they were asked to design new approaches to address the needs of an interconnected world. This is the second year “The contest was created to support where students have been asked to explore a design problem through this contest. the development of architecture and design students, giving them the opportunity to connect with professionals” — Alejandro Pocina, president, Steelcase Spain & Portugal

“We had a great response—42 projects were submitted from 27 universities,” says Pocina. Students could participate on their own or in groups up to four individuals. Criteria for judging included originality and sustainability, as well as how well the project supported the design of principles of an interconnected workplace: optimizing real estate; enhancing collaboration; attracting, developing and engaging people; building brand and culture; and supporting wellbeing at work.

10 | Issue 65 | 360.steelcase.com 360.steelcase.com | Issue 65 | 11 “Creating an oasis of work in any part of the globe was our inspiration.”

“The walls themselves can be transformed into floors or ceilings depending on the users needs.”

STEELCASE OFFICE BAG The students created a changeable and 1st Place Winners THE OTHER WORLD Inspired by Escher’s “Other World”, 2nd Place Winners customizable space, that is portable and María Lozano Correa environments are presented from different Paloma García de Soria Lucena approaching the immaterial. Basic tools are Sergio Del Barco points of view, toying with perspective María Carretero Fernández grouped into a single mobile element Pablo Magán Uceda and generating the idea that the floor, the Pilar Fernández Rueda (computer, wifi, light, chair) and contained Raúl Olivares Chaparro ceiling and the walls are all interchangeable. (Universidad de Sevilla) in a ‘backpack’ equipped with an inflatable (Universidad Alcalá De Henares) mechanism that allows easy setup. 12 | Issue 65 | 360.steelcase.com 360.steelcase.com | Issue 65 | 13 “Personal Working Units inflated with helium are able to fly over the stressful city roofs, or float over the water.”

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PERSONAL WORKING UNIT Students created a “Personal Working 3rd Place Winners Unit” (PWU). These PWUs facilitate a Tamara De Los Muros Sevilla comfortable and linked worldwide work Juan José Cobo Omella fabric where people can work on their Beatriz Rodríguez Martín own or join two or more PWUs in order to (Universidad Politécnica de Madrid) collaborate.

14 | Issue 65 | 360.steelcase.com 360.steelcase.com | Issue 65 | 15 TRENDS 360 trends360 trends360 Living On Video

Traffic is up

By 2016 By 2016 By 2016

70% 72% 55% of all data traffic will be mobile video, of the total video traffic is expected to of all consumer internet traffic will be up from 52%.1 be web-based video conferencing, up video traffic, up from 51%.2 2 1 Source: The Cisco® Visual Networking Index (VNI) from 61%. 2 Source: Cisco Visual Networking Index, Forecast + Global Mobile Data Traffic Forecast Update Methodology, 2011- 2016

Behaviors are changing 62% 4 billion 40 million of employees regularly collaborate with views per day on YouTube.4 concurrent Skype users in April 2012.5 people in different time zones and 4 Source: YouTube 5 Source: Skype data geographies. As collaboration increases, so does the need for video and digital tools to facilitate interaction.3 3 Source: Economist Intelligence Unit, 2009

Room for Improvement

While the use of videoconferencing has grown, people are increasingly uncom- 58% fortable with the experience. Interestingly, 72% people say they look tired, or washed their dissatisfaction is not only with people say they notice their physical 6 out due to the lighting conditions or the virtual experience, but also with the appearance on the screen. camera quality on their computer, when physical one. The places people experi- on a videoconference.6 Video has become ubiquitous in both our personal and professional ence video often add to the problems. lives. Driven by the convergence of technology— smaller, better, cheaper— and sociology —people are social by nature and often prefer Experiences Need to be Designed Future of Video Experience face-to-face interaction — video traffic is increasing exponentially. In our personal lives video helps us stay connected with family and What role can design play in delivering friends. In our business lives, video is becoming a critical tool to an improved video experience? How can to help us connect with teams and individuals. 66% 60% we create ‘destinations’ that augment of survey respondents say they would said that they need small, private spaces these human interactions? Learn more at: use video conferencing if it were as simple for one-on-one videoconferences, plus Everywhere we are living on video. and convenient as using the phone.6 spaces for large group videoconferences.6 6 Source: Harris Interactive Survey conducted on behalf of Steelcase

http://go.steelcase.com/J3xPtR 36% agreed that their workplace doesn’t provide privacy to have a one-on-one videoconference.6

16 | Issue 65 | 360.steelcase.com 360.steelcase.com | Issue 65 | 17 Q&A with PAnkaj GHEMAWAT

Pankaj Ghemawat was born in Jodhpur, India, educated at Harvard, teaches global strategy at IESE Business School in Barcelona, and consults with businesses around the world. In his new book, “World 3.0: Global Prosperity and How to Achieve It”, he argues that contrary to another best- selling book the world is not flat, that local culture, geography, and borders still drive individual and corporate behavior.

“You may not be as

global as you think” Ghemawat received his bachelor and doctorate degrees from Harvard, and became the youngest full professor in Harvard Business School where he taught for 25 years. He has worked at McKinsey & Company and is currently the Anselmo Rubiralta Professor of Global Strategy at IESE.

Q: In “World 3.0”, you explain how globalization is far quote, “Everybody’s entitled to their own opinion, but How can companies understand and work with terms of overhead support, managerial time and less advanced than many believe. not their own facts.” I use facts to build a case international differences? travel and so forth. The third strategy for dealing with The truth is in the data. Only 1% of postal mail crosses grounded in reality, rather than something that fits with The three As: adaptation, aggregation, and arbitrage. differences is not to adjust to or overcome them, national borders. Less than 2% of phone calls involve how we might, in a fanciful mode, imagine the world Adaptation involves strategies for adjusting to but to use an arbitrage strategy: to exploit differences, international calls. Just 18% of all internet traffic is to be. cross-country differences; in other words, when in such as buying low in one country and selling routed across national borders. On Facebook, 85% of Rome, do as Romans do. For example, WalMart's high in another. Generally companies should select Why do highly experienced, well-travelled company friends are domestic. Then take a hot topic like trade. changing its business model for India by managing a combination of these strategies, tailored to their leaders underestimate how different countries and industry, position, and capabilities. Some people say the U.S. consumes so many culture are as places to do business? supply and logistics and leaving its local partner products made in China that that the country could to own and operate the stores. Aggregation is the Distributed teams are a fact of life today. How can cure its unemployment problem just by cutting Some people running very successful companies idea that although things may be different, sometimes companies help people in different countries and imports from China. In reality, the percentage of U.S. underestimate how difficult operating abroad will be. you can group them together and do a little bit better cultures work together? personal consumption expenditures accounted Companies usually go overseas when they run out of than just tapping country-by-country scaled for by products from China is between 1.3% and 2%. room to grow at home, presumably because they economies. WalMart put a regional office in Asia, First, make sure that there are an adequate number have been somewhat successful. And it’s perhaps and while the countries are different, there’s arguably of people with experience working across different Do most companies overestimate how global human, however misplaced to assume that if we took greater homogeneity, and greater geographic geographies, and not all of them working in their business is? care of all our rivals at home, other countries, less proximity between, say, WalMart’s operations in Asia home countries. Managers should circulate through a Globalization is one of those things that we all feel we developed, shouldn’t be that difficult. But borders, than between two randomly selected countries global organization. Do they have foreign work experience in our daily lives, so we don’t feel any geography, and local culture still matter a great deal. within the Wal Mart system. So by putting in a experience? The data that I’ve seen that worries me need to check the data. I like Daniel Patrick Moynihan’s regional headquarters, you realize economies in the most is that at U.S. companies in general, it’s

18 | Issue 65 | 360.steelcase.com 360.steelcase.com | Issue 65 | 19 What’s Your evant

Global l y disagree y Aptitude? agree y l l not re l / not tra u strong disagree agree strong ne

World 3.0 takes longer for expatriates to make their way up the How can companies better understand distant markets How aware are you of the world’s peoples and I speak multiple languages. š š š š š corporate ladder. It’s usually the people that stayed and customers? cultures? Are you taking advantage of I have lived in countries other than my home country. š š š š š within sight of the corner office, at home. How you For the really large companies, probably the most opportunities of get to know the world better? identify people, train them and move them around is helpful place to start is pointing out that they may not Take this quiz, a simplified version of I enjoy traveling to and getting to know people from different parts š š š š š important. It takes a lot of time because you have be as global as they think they are. Traveling abroad Pankaj Ghemawat’s Global Attitude Protocol of the world. to win internal credibility. You can’t do this as an just isn’t enough. A survey of executives concluded for assessing an individual’s exposure to Some of my closest friends are of nationalities different from mine. š š š š š afterthought and you have to figure out, is my that it takes at least three months immersed in a the world’s peoples and cultures. Answer each company serious about doing this? The stakes are location to appreciate how the culture, politics and statement with one of these responses: I think I would enjoy working in a country in which I haven’t š š š š š Pankaj higher now. For the first 20 or 30 years after WWII, strongly disagree, disagree, neutral/not GHemaWat local history affect business there. We all need to previously lived. there was a correlation between per capita income become more aware of the world around us, and to relevant, agree, or strongly agree. When I travel/live in another country I try to learn about the political, and market size. So the largest markets for many make people more curious about what’s out there, š š š š š legal, economic, etc. nstitutions of that country—and how they product categories were typically going to be the what’s different. That’s what’s lacking in many cases. Figure your score: differ from my own. same list of rich countries. In the last 10 or 15 years, The Global Attitude Protocol is a good way to begin -2 points for each strongly disagree for many product categories that’s changed. Those -1 for each disagree Global to measure what’s needed (opposite page). When I travel/live in another country, I try to learn about the cultural š š š š š ProsPerity distant, different markets that were kind of small and ° 0 for neutral/not relevant and traditions of that country —and how they differ from my own. HoW to uninteresting are now key customers. In many 1 for agree H arvard business revieW P ress acHieve it companies, the organization will have to become 2 for strongly agree I think I can develop an opinion about a person independent of any š š š š š more diverse to support emerging market growth Total of 20+ implies no (serious) gap, preconceived image of his/her national culture or religion. strategies, and that diversity will create more internal 10-20 some gap, below 10 a significant gap, I am comfortable working with people located in different countries. distance that will need to be bridged. š š š š š and below 0 a huge gap. I am comfortable working together with people from different š š š š š How helpful is technology in bridging distance? Quiz results, say Ghemawat, “may suggest cultures and backgrounds in the same location as me. ways to improve your awareness of the world. We have to become much smarter about the way we An understanding of distant places doesn’t I understand the socioeconomic/political ramifications of world manage interactions among diverse, far-flung š š š š š develop automatically; it takes personal events and can evaluate how they might affect my business or employees. Few companies have gotten very far at initiative. As journalist Walter Lipmann said exploiting new collaborative tools —they could do investments. nearly eighty years ago, ‘The world that we much more to leverage technology to improve internal I read newspapers and magazines with significant international have to deal with is out of reach, out of sight, š š š š š communication. We also know we need to spend out of mind. It has to be explored, reported, content (e.g., International Herald Tribune, Economist, Fortune). time with other people because that’s when you and imagined.’” get to toss around the idea that you had on your own I listen to the world news on international TV channels (e.g., CNN š š š š š that turns into a business innovation and you propel it International, BBC World Service, Al Jazeera). forward. Research shows that electronic communica- I have used the Internet to expand my access to international š š š š š tion needs periodic reset through face-to-face news and commentary. meetings. Even if two people have a pre-existing relationship, if they try and get large complex projects When I travel/live in another country, I make some attempt to look š š š š š done over a long period of time just electronically, at local media as well. there’s inevitably going to be some drift in their perceptions of each other. Trust declines sharply with distance.

20 | Issue 65 | 360.steelcase.com 360.steelcase.com | Issue 65 | 21 Hosu– by Patricia Urquiola

COALESSE.EU

360.steelcase.com | Issue 65 | 23 Culture Code Leveraging the workplace to meet today’s global challenges

The Steelcase WorkSpace Futures research study of 11 countries reveals what organizations need to know about the role of culture in high-performing global workplaces.

26 defining the Code

34 an Exploration of Eleven Countries

102 same But Different: mapping the Patterns of Work Culture

110 Unlocking the Code: what multinationals are doing to address cultural challenges in the workplace

122 the Research Team

24 | Issue 65 | 360.steelcase.com 360.steelcase.com | Issue 65 | 25 Culture Code: Defining the Code

Defining the Code

Economist Pankaj Ghemawat stirred up controversy when he wrote “just a fraction of what we consider globalization actually exists… [and] globalization’s future is more fragile than you know.” But how can that be? We live in a wired (and wireless) economy where a designer in Amsterdam collaborates with an engineer in Silicon Valley under the supervision of a Parisian manager, to manufacture goods in Shenzhen for the Brazilian market. Isn’t this world supposed to be “flat,” as Thomas Friedman famously declared?

In reality, much of our work is distributed of the world simply replicate their workplace across distant places, and leading organiza- blueprints from home. Should today’s work tions identify globalization as one of their environments become globalized into a cohesive key strategic goals. But the potential power of form? Or should they remain locally rooted? our globalized economy has yet to be fully The global business world has shed a bright realized. “In 2004 less than 1 percent of all U.S. light on cultural differences and generated companies had foreign operations, and of an extensive examination of values and behaviors these the largest fraction operated in just one around the world. Yet despite obvious differ- foreign country… None of these statistics ences in the design and utilization of work has changed much in the past 10 years,” states environments, little attention has been given to Ghemawat in his book “World 3.0.” the implications of culture on space design. As a result, leaders of multinational organizations The incongruous state of globalization is often don’t realize that, when used as a nowhere as apparent as in the physical work- strategic tool, workplaces that balance local place. Workers' behaviors, preferences, and corporate culture can expedite and expectations and social rituals at work around facilitate the process of global integration. the world can vary vastly, yet many multina- tional firms that expand to far-flung corners

26 | Issue 65 | 360.steelcase.com 360.steelcase.com | Issue 65 | 27 Culture Code: Defining the Code

The Global Balancing The Geography Village Inside the Global + Local of Trust Workplace

The global/local tension is well-known to multi- Though globalization can appear to be a scary When designed to foster cross-cultural col- Responding to businesses’ increasing need national organizations. What can be globally prospect for some, it is an inevitable and laboration and innovation, work environments and desire to integrate global operations, in standardized and what needs be kept local does desirable direction for many business leaders. can help build trust—the currency of collabo- 2011 Steelcase WorkSpace Futures continued not follow universal laws. Designing and managing Globalization can be a force of intercultural ration—among coworkers, and between em- with the second phase of the ongoing project, work environments globally requires a deep interchange and increased productivity. Take ployees and managers. Establishing trust is Culture Code. Collaborating with a diverse understanding of cultural ramifications and is a IBM, for instance. The computing giant holds paramount to success abroad—and can be roster of business leaders, designers and balancing act. online chat sessions among employees from accomplished by studying the local cultural social sciences experts in Asia, Europe, Africa 75 nations to discuss the company’s priorities traits that outwardly manifest themselves in and North America, Steelcase has built upon The way in which we perceive and use space in so-called “jam sessions.” Think how much the workplace. the earlier study to further understand culture is a vital and culturally variable dimension. knowledge can be harnessed when your organiza- codes in the workplace. By focusing on the But most people are not aware of this until they Steelcase WorkSpace Futures began this tion successfully engages knowledge from interplay of typical work cultures and work- travel to another country and are confronted study in 2009 with "Office Code: Building workers of all backgrounds and cultures. Imagine spaces in 11 nations, the research has yielded with an altogether different notion of space (i.e.: Connections Between Cultures and Workplace how much stronger the organization can specialized insights into how to reflect and amount and kind of light, noise, smells, objects, Design" that explored the central question become when it brings together value creation incorporate important values, employee behav- people). Underlying how space is organized of how cultural differences manifest them- from around the world. iors and larger cultural contexts into the work are subtle, unwritten rules. Anthropologist Edward selves in the way work is done; what workers environment. T. Hall, known for his study of people’s relation- So what can organizations do to accelerate need; and how workplaces are or should be ship with their direct surroundings, observed global integration more rapidly and effectively? designed. More important, the study has resulted in a the same paradox about culture: “Culture hides First and foremost, it’s important to better set of filters that can be taken beyond the The publication studied patterns of behaviors much more than it reveals and, strangely understand and address the notion of trust. 11 countries in the study and applied around and design tendencies in six European nations enough, what it hides, it hides most effectively Citing 5th century Greek historian Herodotus, the world to decode the spatial manifestations to demonstrate how various cultural dimen- from its own participants.” Therefore, under- Professor Ghemawat declares that people of culture. sions manifest themselves in the work environ- standing the cultural significance of space is “trust their fellow citizens much more than they ments. By investigating the key cultural factors essential in managing the global/local equation. do foreigners.” Ghemawat goes on to argue that shape the workplace, this exploratory Fortunately, there are some common threads that trust decreases as the differences between study identified the forces that shape the work that run through all cultures. two peoples’ languages and proximity in- environment today. creases, adding that “differences in how An intentionally designed workplace is a power- much people in a given country trust people ful tool for driving global integration within an in other countries greatly affects cross- organization. Understanding the local culture and border interactions.” drawing strengths from each location helps organizations build a corporate culture that works Companies cannot afford to ignore the trust around the world. Diverse cultural preferences issues stemming from cross-cultural pose different barriers as well as opportunities for encounters. “If businesses really respect collaboration. Cross-cultural collaboration is differences, they will improve their busi- the driving force behind value creation today. In ness performance in ways that also better order to foster creativity and collaboration, the contribute to society at large, fostering a implicit and explicit cultural codes embedded in climate of broader trust and confidence.” the workplace must be deciphered and leveraged to the organization’s advantage.

28 | Issue 65 | 360.steelcase.com 360.steelcase.com | Issue 65 | 29 Culture Code: Defining the Code

Key Methodology

Between 2006 and 2011, Steelcase set out to delineate the connection between space and culture in 11 countries — China, France, Germany, Great Britain, India, Italy, Morocco, the Netherlands, Spain, Russia, and the United States. Dutch social scientist Geert Hofstede’s seminal works on cultural differences provided one of the core frameworks for the inquiry. The researchers combined his work with that of anthropologist Edward T. Hall Jr., who developed the concept of proxemics, which explored how people react and behave within defined spaces. By synthesizing Hofstede’s dimensions and Hall’s theory, Steelcase uncovered new insights into cultural influences on the workplace. The researchers observed over 100 workplaces in 11 countries, using six dimensions from Hofstede and Hall.

These models provide a practical foundation for understanding the differences between The researchers are quick to point out that nations and their attitude toward work/life. each of the cultures studied is rich and Hofstede & Hall How do cultural differences manifest them- diverse and that every insight may not apply selves in interpersonal relationships, confronta- to every country or company. Sweeping tional situations, or verbal and nonverbal generalizations can be misleading. The The work of Geert Hofstede and Edward T. Hall was an American anthropologist and communications? Can workplace design help value in identifying broad trends and Hall, Jr., social scientists who conducted cross-cultural researcher who developed reconcile cultural differences and foster trust? patterns of behavior rooted in culture is to breakthrough intercultural research, is inte- the concept of proxemics, a term he coined raise cultural empathy and help inform the gral to Steelcase’s Culture Code study of the to describe how people behave and react in Steelcase’s team of multicultural researchers direction of workplace design, so people in relationship between culture and the work- different types of space. With the publica- conducted workshops, interviewed business globally integrated enterprises can build place in countries around the world. tion of Hall’s 1976 book, “Beyond Culture,” leaders, designers and social scientists trust and work together more effectively. proxemics became widely regarded as an By analyzing data collected from IBM em- and benchmarked findings in 11 countries. In important subcategory of nonverbal com- ployees in more than 70 countries dur- India alone, the researchers visited 12 multi- munication. His definitions of “High Context” ing 1967-1973, Hofstede, a Dutch professor national and homegrown companies to high- and “Low Context” as a metric of culture and researcher, developed the first empiri- light emerging design philosophies. In addition have been particularly influential in a wide cal model of dimensions of national cul- to site visits, a total of 30 workshops were car- range of communication and organizational ture, described in his 1980 book “Culture's ried out in four different continents, bringing ex- behavior studies. Consequences.” Subsequent studies and perts from different fields to offer insights into publications by Hofstede and colleagues Hofstede’s five cultural dimensions—Power design practices from varying vantage points. have extended and updated the original IBM Distance, Individualism & Collectivism, study. Hofstede’s findings and theories are Masculinity & Femininity, Uncertainty Avoid- used worldwide in psychology and manage- ance and Long-term & Short-term Orien- ment studies. tation—plus Hall’s High and Low Context communication scale create a framework for Steelcase’s investigation of the factors that influence workplace design in different countries and cultures.

30 | Issue 65 | 360.steelcase.com 360.steelcase.com | Issue 65 | 31 Culture Code: Defining the Code

Six Dimensions of Culture

Power Distance Index (PDI) Power Distance Index (PDI): Uncertainty Tolerance: This index measures how equally or hierarchically The fourth scale measures a culture’s tolerance lev- Is power distributed evenly (consultative) or power is distributed in any given culture. In els for uncertainty. In uncertainty-tolerant societies Autocratic disproportionately to a few (autocratic)? Consultative cultures with a high PDI, an individual worker has people tend to handle unpredictable situations well: less chance of exerting power. In such autocratic ambiguity and diversity are prized values. These places, the ideal boss plays the role of a good cultures prefer limited rules and are more comfortable parent with decisive and authoritative power—with with change and facing unknown situation. Security- Individualism vs. Collectivism physical spaces to represent such authority. In oriented cultures, on the other hand, seek solutions Do people identify themselves as individuals or contrast, consultative countries see everyone par- with clear rules and preventative measures. The Collectivist ticipating actively in the decision-making process. paradox is that cultures with a low tolerance for Individualist as members of a group? While some might mistake one end of the spectrum uncertainty may ignore the rules they’ve established, as superior to the other, these values are actually but feel better that the rule exists. neutral, merely reflecting what most employees find appropriate. An employee in a more autocratic Masculine vs. Feminine work culture can be just as content as their counter- Long-term or Short-term Orientation: Does the culture show more male (competitive) parts in consultatiave cultures, as long as their This dimension gauges a culture’s temporal or female-like (cooperative) behaviors? expectations are met. perspective. A short-term oriented society tends to Masculine Feminine emphasize immediate results and value free time. It focuses on the present while also respecting tra- Individualism & Collectivism: dition. Conversely, long-term oriented cultures In a collectivist society, strong integration in groups Uncertainty Tolerance are concerned with the future, upholding traits like is valued over individual achievement. In such thrift and perseverance. What is the culture’s attitude toward uncertain cultures, confrontations are to be avoided and, to Uncertainty and ambiguous situations? Security a large extent, being in harmony with the group Tolerant Oriented is a universal law. On the other hand, an individualist Low or High Context: society expects self-reliance and autonomy from its This dimension from Hall’s research explores the workers. Promoting frank exchange of opinions powerful effect that cultural conventions have Long-term or Short-term Orientation is a crucial challenge for managers in such societies. on information exchanges, included its unstated rules and styles. In High context cultures (HCC), an Is the culture more concerned with immediate understanding of unspoken rules of engagement is profit or future benefits? Short-term Long-term Masculine & Feminine: required, therefore indirect implicit communication is Oriented Oriented Hofstede considered masculine and feminine traits essential. In Low context cultures (LCC) a direct within cultures, though these monikers may seem and explicit approach is key to cooperation between misleading. Masculine—or competitive—cultures independent individuals. High or Low Context foster performance-oriented goals. On the other hand, feminine—or cooperative—societies place Does the culture require indirect, implicit greater importance on personal relationships Low Context communication (high context) between High Context and collaboration. In such countries, work/life balance individuals or a more direct and explicit is one of the foremost priorities. approach (low context)?

32 | Issue 65 | 360.steelcase.com 360.steelcase.com | Issue 65 | 33 Culture Code: Defining the Code

Respecting Culture An Exploration New paradigms of knowledge creation have Today’s interconnected economy requires profoundly transformed our ways of working. extensive knowledge of the markets in which Information is created corroboratively in a wide businesses operate. Understanding how the array of spaces around the world. Yet even cultural issues translate into the workspace of Eleven Countries as information technology has made the virtual helps organizations to leverage the physical world prominent, the physical space remains environment—an often under-utilized asset —in crucial in fostering trust, creativity, sharing their efforts toward global integration. In fact, it information and shaping a company’s identity. can be a prerequisite to success. Ghemawat Steelcase researchers compiled reams of data While the needs of organizations are as summed up the purpose of this research when on each workplace in every country they unique and varied as the countries in which In addition, in the next decade, for the first he wrote: “For many companies, the greatest visited. After an initial understanding phase in they operate and “one size does not fit all”. time in 200 years, more economic growth is challenge may be fostering the human capacity which they gathered relevant secondary expected to come from emerging markets The conceptual drawings and design consider- to connect and cooperate across distances research, the team moved into the observation such as Brazil, Russia, India, China or South ations for each country share ideas for and differences, internally and externally. How phase in which they used a variety of ethno- Africa, than from developed markets.* In designers who seek to balance the organiza- much would your profitability increase if you graphic techniques to study the activities and this new global marketplace, work and workers tional culture with local culture. This initial could broaden circles of trust and cooperation interactions of workers in diverse environ- are shifting locations, and working across exploration will be followed by ongoing study across departments, countries, and business ments. This data was synthesized into key organizations, time zones and physical/virtual and prototypes of spaces that reflect and units so people really work together rather than findings for each country. The following section spaces. As a result, cultures are colliding. respect the local culture code. against each other? What if your people could includes insights from those observations, Business leaders, real estate professionals, stretch their perspectives to care more deeply findings from the secondary research, scores architects and designers need new ways about customers, colleagues and investors? on the Hofstede/Hall dimensions as well to think about how to design for global and People can broaden their sympathies to bring as thought starters and considerations for local values.” People think and see the world them a little closer to us, with inspiring results.” each country. differently because of differing ecologies, social structures, philosophies and educational 36 China systems that date back to ancient Greece 42 France and China and has survived in the modern world,” 48 Germany observes Richard E. Nisbett, codirector, Culture 54 Great Britain and Social Cognition, at the University of 60 India Michigan. Understanding the tension points 66 Italy between global rationalization and local identity 72 Morroco is key to providing users globally with high 78 Netherlands performance work experiences. 84 Russia 90 Spain 96 United States

*The Great Rebalancing, McKinsey Quarterly, June 2010.

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China

Fast-forwarding the pace of progress The pace and scope of economic growth in China defies descrip- tion. Rising prosperity has fueled one of the largest rural-to-urban shifts in history—at least 300 million Chinese have moved into cities during the past 20 years—and by one estimate at least 50,000 new skyscrapers will be built in China’s cities during the next 20 years, according to McKinsey & Company.

As businesses from all over the globe are pouring into China to become part of the action, competition is stiffening and the tempo NOTABLE Businesses in China, including multinationals, must spend a significant of change keeps accelerating. The Chinese government is on a amount of front-end time cultivating guanxi quest to move the country beyond being just the world’s manufac- with clients. A distinctly Chinese concept, cultivating guanxi is more complex than turing center; to drive continued economic growth, China is trying relationship-building as practiced in the West. to develop a services and a knowledge-oriented economy. Innovation Guanxi is about understanding the responsi- bilities intrinsic in each role within a relation- is the new buzzword, and it means evolving centuries-old cultural ship, and it can take years to develop. Without traditions as well as the Chinese approach to education. There’s a guanxi, a business can’t be successful growing difference between attitudes and expectations of older in China. generations and those born after 1980.

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Key Facts Scores on Cultural Dimensions China The distribution of scores shows China as a society that accepts hierarchy and is influenced by formal authority. People are highly dependent on their society and tend to act in the interests of their group versus themselves.

Work Dynamics​ Work Hours Gender Equality Autocratic/Consultative Uncertainty Tolerant/Security Oriented Hierarchy means harmony Ambiguity and pragmatism: facts of life Flexible work arrangements and/or mobile Chinese people are among the longest working Medium scores for gender equality and human Most Chinese companies are hierarchical. The Chinese are tolerant of uncertainty, and work are the exception due to inadequate in the world; the workday is officially set at development, 28th in the world. Autocratic Consultative Before economic reform in the late ‘70s, busi- this serves them well in the dynamic nature internet infrastructure, small homes and 8 hours, but at least 25% put in 9—11 hours Gender participation in the labor force nesses were run by the state according to of their economy today. They are comfortable cultural norms. every day. common principles. Workers were simply ex- with ambiguity, and their language reflects Source: Netman pected to complete their tasks and decisions this. Many directives and rules in China retain were made at the top. Today, privilege and re- the spirit of Confucius: worded so vaguely that Maintaining harmony women spect are still dependent on rank, and people their purpose can’t be immediately grasped.

Long lunch breaks provide time to eat, rest or 67% Individualist Collectivist and showing respect to accept hierarchy as a means to maintain har- As a result, adherence to rules can be flexible even take a nap to re-energize. mony and order. to suit situations, and pragmatism frequently guides actions. superiors is highly men Employees look to their managers for mentor- 80% ship and guidance; most are cautious about valued; employees are Quality of Life voicing ideas and opinions. Attitudes about Short-term Oriented/Long-term Oriented reticent to express their Overall life satisfaction in China is low, despite power are slowly starting to change due to Patience and flexibility own ideas, though that’s unprecedented economic growth and Masculine Feminine outside influences and as younger, Western- increasing life satisfaction among those with Source: United Nations Development Programme Report, 2011 trained executives assume leadership roles. Persistence and perseverance are normal in beginning to change. higher incomes. Only 9% of population Chinese society. People tend to invest in long-

consider themselves thriving, 14% suffering. term projects, such as education for their chil- Among Asian nations, 41 countries score Ambitious young Chinese women are making Individualist/Collectivist dren and real estate. Doing business in China Collaboration can be strong within depart- higher in wellbeing and only 5 score lower. strides in the workplace and government. Trust trumps all is about putting in the time to learn about your ments, but limited interdepartmentally because clients, developing relationships and gaining Uncertainty Security Business in China is about relationships, linked trust is stronger within close-knit groups. Source: Gallup Global Wellbeing Report, 2010 personal trust. Establishing guanxi with the tolerant oriented to the traditionally collective nature of its cul- Job Satisfaction right people is widely regarded as the best way ture. Once people establish a relationship, both to navigate through the business environment. Employees tolerate dense work environments. Job-hopping is common due to talent scarcity. parties are bound by rules of behavior, which entail rights and responsibilities—a complex

system of etiquette known as cultivating guanxi. Low Context/High Context A paternalistic leadership model means Many workers are attracted to multinationals Trust is highly personal and earned. Therefore Short-term Long-term “Yes” may not mean “yes” workers’ immediate supervisors are expected because they provide opportunities to work oriented oriented it exists only within your in-group (department). to be hands-on and personable. Managers are abroad. There’s a recent trend for younger Relationships are cooperative within in-groups, Chinese culture is high context. Language is expected to socialize with employees. workers to prefer state-owned enterprises due but interdepartmental collaboration may be full of ambiguity—it’s considered rude to benefits, stability and shorter working hours. very low or nonexistent. to say “no,” for example, even if you disagree. To resolve conflicts or navigate sensitive Workers expect explicit directions on tasks. situations, it’s common to use third parties as Low context High context Masculine/Feminine go-betweens. Quiet strength Qualified workers switch companies easily. Communication can’t take place outside of re- China is a masculine culture—success-orient- lationships. People rely on unspoken signals for ed and driven. Many Chinese routinely sacrifice meanings and often “read between the lines.” family and leisure time in order to work. Therefore, videoconferencing can be far more effective than a phone call for distance com- Yet most find it difficult to admit to being com- munications, and small group discussions are petitive in the workplace. Competition is more often more successful than large ones. obvious between departments than among individuals. Overly aggressive words and pos- turing are shunned. Strength is displayed through decisiveness and earned achievement.

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Enclosed collaboration areas Thought Starters with glass walls communicate desired behavior. Open booth seating encourages China alternative postures.

Change is accelerating in China and work- places need to keep pace. Hierarchy continues to be embraced by workers to maintain harmony Arrival and order. Executive and manager offices are important symbols of respect and order. Resident Neighborhood Due to cultural norms of reticence and task orientation, collaboration is a significant behav- ioral change for Chinese workers. Yet attitudes about space are shifting as outside influences Executive expose Chinese organizations to new ways Collaboration Leadership Zone of working. Spaces that promote collaboration and innovation should be blended with tradi- tional views of hierarchy. Collaboration Managers Zone Collaboration Zone

Considerations for addressing THE five key workplace issues

Optimize Real Estate Attract, Develop & Engage Enrich Wellbeing  Chinese workers will tolerate fairly dense  Chinese workers change jobs often, and a  Natural light should be equally available to workstation planning, which affords extra workplace that reflects modern values with workers and leaders. Progressive spaces in China room for alternative spaces. desirable amenities is becoming a tool to at- are exploring ways to foster  Transparency and access to a variety of collaboration in semi-en- tract talent.  A more progressive interpretation of executive spaces will help employees to stay engaged closed spaces, close to spaces could include a smaller footprint, elim-  Younger workers desire a better work experi- in their work and have a stronger sense of leaders and workers. inating the traditional private retreat for rest ence and appreciate informal areas to social- belonging. or study, and creating zones for individual ize or relax. work and for receiving guests both inside and immediately outside the private office. Build Brand & Activate Culture  Brands are highly valued in China. Make sure Enhance Collaboration to provide zones to reinforce brand messages  Including videoconferencing spaces that are not only for visitors, but for employees as well. easy to use will help foster collaboration with  A range of collaboration spaces should be colleagues distributed in other areas. For high integrated in work areas to foster new context cultures such as China, non-verbal behaviors among workers and develop a cues are critical to build effective communica- culture of innovation. tion and trust.  Centrally locate collaboration zones to en- courage inter and intra-departmental communication.

40 | Issue 65 | 360.steelcase.com The spaces shown here are intended to help spark ideas. Every product is not available in every country. 360.steelcase.com | Issue 65 | 41 Country PRofiles FRANCE

France

Joie de vivre vs. travail Compared to their European counterparts, the French have a unique relationship with work. On the one hand, they are deeply invested in their professional roles and career advancement. On the other hand, they prize the overall quality of their lives and consider protecting it a serious matter. Moreover, the desire for self-fulfillment through work exists alongside a deeply embedded acceptance of hierarchy. This duality, coupled with the economic instability of high unemploy- ment and other problems in the labor market, can lead to feelings of NOTABLE The French preference for central- insecurity and disillusionment. As a result, high emotional engage- ized power has made Paris the unquestionable ment in work—evident in vivacious discussions and creative think- financial, cultural and political heart of France. The “city of light,” along with newer satellite cit- ing—is frequently juxtaposed with a contradictory desire: to escape to ies created around it, far outweighs the rest of the personal sphere. the country in terms of national and multina- tional headquarters, and the prestigious jobs As tradition bends to progressive innovation, traditional layouts are that come along with that. giving way to open-plan spaces that promote interaction and flexibility. French workers are still attached to territory, however, and clear attribution of spaces and accommodations for privacy remain very important. The ongoing evolution to open-plan settings is a significant culture change that requires careful planning and abundant two-way communication.

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Key Facts Scores on Cultural Dimensions France The distribution of scores shows France as a country with a distinct culture of paradoxes that can create conflicting situations.

Work Dynamics​ Work Hours Gender Equality Autocratic/Consultative Uncertainty Tolerant/Security Oriented Leadership is in charge Strict rules, flexible practice The office is still the primary space for work, Personal time has high value, and, overall, A very high rating for gender equality and Autocratic leadership and hierarchical allocations The French show a high preference for security. although mobile technologies and globalization workers in France tend to work fewer hours human development, 20th in the world. Autocratic Consultative of authority still prevail in France, perhaps In general, they adhere to structure, formality are generating interest in alternative work options. than those in many Western countries. Percentage of women with at least secondary lasting traces from its history as an aristocracy. and rules to satisfy emotional needs. If a rule education is closely comparable to men: 80% Rules, titles and formality are taken seriously doesn’t function well, the French are apt to just vs. 85%. If a meeting runs long, it’s considered a sign as reference points for stability. ignore it; they rarely openly question or chal- The French leadership style lenge its validity. that things are going well. Gender participation in the labor force is outgoing and declarative; Individualist Collectivist Individualist/Collectivist Liberty and equality Short-term Oriented/Long-term Oriented management is typically The average lunch break in France is now women Balancing today’s enjoyments and centrally located so they about an hour. Taking time to enjoy lunch, 60% French people value the freedom and autono- tomorrow’s gains versus eating at your desk, isn’t considered my to exert their rights, while at the same time can influence daily work. incompatible with a strong work ethic. they show a strong sense of duty to their re- More long-term oriented than most other men sponsibilities in designated roles. Smooth re- European countries, the French trust relation- 73% Masculine Feminine lationships depend on everyone following their ships built over time and tend to make deci- Decision-making can be slow due to the Staying late at the office is common, especially duties and everyone’s rights being respected. sions slowly and prudently through thorough need for vetting and approval at multiple levels for those in senior positions. analysis. A concern for future results is appar- of leadership. ent in many aspects of business, such as Source: United Nations Development Programme Report, 2011 Masculine/Feminine investments in research, development and Balancing assertiveness and cooperation facilities maintenance. At the same time, Collaboration traditionally occurs in structured Legislation passed in 2001 Uncertainty Security The French hold an ambiguous position on quarterly results are important and leaders meetings. created a standard 35-hour Most employed women work fulltime. tolerant oriented this dimension. Though moderately coopera- are expected to generate short-term gains. work week for hourly tive, the French also view assertive criticism as Punctuality is a loose concept; meetings Job Satisfaction an often-necessary step toward improvement. workers; however most Low Context/High Context usually don’t start on time and often run over. Both reason and emotion play a part in most Satisfaction varies widely. Behind a mask salaried office workers put debates and decisions. Additionally, masculine in more time, including Short-term Long-term and feminine qualities compete with each other The French culture is high context. Because Feeling in control and being rewarded at work oriented oriented because the French value both their careers of its culture of autocracy, French people often working into the evening are valued; workers are quickly alienated when and quality of life, creating a paradoxical rela- have a difficult time being spontaneous at these are absent. tionship to work among both men and women. work. Instead, they tend to mask personality at home. and what they think. Many things are left unsaid, and nonverbal signals can also be hard Quality of Life to read. Low context High context Among European nations, 17 countries score higher in wellbeing and 22 score lower.

35% of population consider themselves thriving 6% suffering

Source: Gallup Global Wellbeing Report, 2010

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A café area adjacent to open Thought Starters collaborations spaces and “I” work zones can encourage more fluid shifts between France modes of work.

Workplaces in France are evolving from tradi- tional layouts to more open plans that promote interaction and flexibility. Employees, facing uncertainty and instability in the economy and Managers labor market, value emotional engagement and Collaboration creative collaboration at work. Quality of life is Zone important, although some signs of work and Resident Resident life blurring are emerging. This thought starter Neighborhood is intended to promote a strong sense of resi- Neighborhood dency and balance hierarchy within an egalitar- ian space. Community Café

Executive Leadership

Considerations for addressing THE five key workplace issues

Optimize Real Estate Attract, Develop & Engage Enrich Wellbeing  Moderate density is acceptable to French  Workers in France are drawn to spaces that  Provide a range of spaces that allow employees workers, while assigned space is still preferred. are professional and inspiring, without being to control stressors by amping up or down Consider increasing the visibility playful or trendy. the amount of sensory stimulation they want, of leadership areas, with  Defining boundaries through storage ele- adjacent, open collaboration based on the work they need to do and their ments and screens will increase workers’  Collaboration areas will support learning and zones to support a culture comfort level. comfort with closer proximity to colleagues. engagement with peers and leadership. of transparency.  Open spaces that reflect clear brand values help employees feel a greater sense of mean- Enhance Collaboration Build Brand & Activate Culture ing and purpose in their work.  Collaboration areas that are defined with  A distinct brand color palette can help to explicit protocols are important, and open reinforce identity. collaboration areas help promote speed  Innovation-oriented brands will benefit from and innovation. spaces that encourage employees  A café in close proximity to work areas sup- to experiment and prototype new ideas. ports an important part of the French work culture, and also supports connection and in- teraction with peers.

46 | Issue 65 | 360.steelcase.com The spaces shown here are intended to help spark ideas. Every product is not available in every country. 360.steelcase.com | Issue 65 | 47 Country PRofiles GERMANY

Germany

Precisely innovative As one of only a few countries in the world that’s referenced by inhabitants as “he” versus “she,” Germany flexes a masculine muscle throughout the entire body of its culture. Individuality and competition are leading traits. Within organizations and networks, power and influence are important to everyone, and shared in varying degrees.

Hard work, commitment and loyalty come easily for Germans, and achieving financial success and status at work are often prioritized. NOTABLE A prosperous economy and high standards for quality have made German Change and new ideas require in-depth, detailed analysis, which can workplaces among the most well equipped in both slow and strengthen innovation. A cultural penchant for acting the world. Buildings all over the country boast first-rate architecture and premium fur- on facts means Germans take others’ input into account on most nishings. Workers expect abundant personal topics and decisions. space, superior functionality, well-engineered ergonomics and close proximity to daylight Privacy is a must-have. Closed doors are standard, people don’t and outside views. enter unless invited and touching things in another person’s office is unthinkable.

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Key Facts Scores on Cultural Dimensions Germany The distribution of scores shows that competitiveness (“masculinity”) and individuality are strong factors in German culture, along with a security orientation that makes rules and structure important.

Work Dynamics​ Work Hours Gender Equality Autocratic/Consultative Uncertainty Tolerant/Security Oriented More information, better decisions Certainty is in the details Flexible work hours are the exception versus Germans like to start early and leave early; Germany scores very high for gender equality Despite a tendency toward egalitarian, “flattened” Germans’ aversion to uncertainty is expressed widespread. people are highly productive during work hours. and human development, 9th in the world. Autocratic Consultative power structures, hierarchy is a valued way in extreme punctuality and a disciplined The percentage of women with at least of organizing, and is evident in the organization approach to every task. They tend to regulate secondary education is high and closely Autonomy and flexibility are most frequently of the workplace. Germans prefer leaders everything in great detail, including architec- Punctuality is comparable to men: 91% vs. 93%. allocated to certain workers who do not need who are open to debate. Workers expect clear tural and office design standards. Being averse supervision. regarded as a Gender participation in the labor force direction from superiors, but also opportunities to uncertainty, however, doesn’t stop Germans to discuss alternatives. Leaders are receptive from innovating. It simply means they’re virtue. Individualist Collectivist to this, because they depend on employees cautious throughout the process, minimizing risk Leaders readily solicit workers’ opinions; women for information and insights that lead to better, by building on knowledge and thorough analysis. fact-based decisions. disagreements are encouraged. 53%

Short-term Oriented/Long-term Oriented Typical workdays are structured, with a set men Individualist/Collectivist Predictability as a passion Acoustical, visual and amount of time for breaks. 67% Privacy protection Masculine Feminine The German passion for time management and spatial privacy are Germans have a strong need for maintaining organization is manifest in a mid-to-short- considered rights for Distractions at work, such as social celebrations, personal space. They reject invasions of term orientation. Germans prize knowing what are kept to a minimum. any sort—acoustic, visual or physical—that they will be doing at a specific time on a Source: United Nations Development Programme Report, 2011 everyone. break the protective “bubble” of their distance specific day, and they’re averse to improvisa- from others. Because they feel exposed in tion and last-minute changes. Uncertainty Security non-territorial settings, open-plan office settings Quality of Life Job Satisfaction A longer view is evident in business strategies The dress code is generally formal and consid- tolerant oriented need to be low density with considerable that tend to balance the need for short-term ered a sign of professionalism and respect. Relatively high sense of overall wellbeing; distances between workstations. Sound results with an eye on market position over 43% of population consider themselves thriving, German companies track masking plus some degree of partitioning or time. Moreover, organizations and individuals 7% suffering. other privacy accommodations are essential. Meetings start and finish on time; participants employee satisfaction are conscious of their ecological impact and are expected to come prepared, and work tend to favor sustainable solutions. Among European nations, 12 countries score and address any issues through a detailed agenda. Short-term Long-term Masculine Feminine higher in wellbeing, 27 score lower. promptly. oriented oriented Live to work Low Context/High Context Source: Gallup Global Wellbeing Report, 2010 Among European nations, Germany is the Content and context Ongoing training and educational opportunities most competitive (“masculine”). Work is Although they put high importance on the build high satisfaction. central to life—striving to be the best and rise time and space of a meeting, in other respects in the ranks is a constant challenge and German culture is low context. Shared Low context High context often enjoyable. Germans like their jobs and are proud of their experiences are quickly established to form employers; they want to be high-performers Complementing their high prioritization of work, a basis for communication, and providing and tend to hold themselves as accountable Germans place high value on the workplace. as many details as possible is considered a for their own satisfaction. Spaciousness, attractiveness, natural lighting, good way to build understanding. Little time comfort and overall high quality are expected. is allotted for building deep relationships In this sense, the physical workspace adds with co-workers or business partners, and a nurturing, “feminine” sensibility that balances groupings change easily as circumstances the traditionally masculine traits that are change. What gets communicated is far highly valued in Germans’ professional world. more important than how it’s communicated.

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With a low tolerance for Thought Starters density, workers value enclosed shared offices where they can focus, with adjacent informal Germany collaboration areas to connect with teammates.

German workplaces have some of the highest

standards in the world, and employees expect Resident nothing less. Privacy is important but should Managers be balanced with the need for collaboration and openness, while exploring ways to provide ample dedicated personal space. Collaboration Nomadic Resident Resident Collaboration Zone Benches Neighborhood Zone Neighborhood

Enclaves

Considerations for addressing the five key workplace issues

Optimize Real Estate Attract, Develop & Engage Enrich Wellbeing  Private offices designed for one or two work-  Spacious work areas with plenty of natural  Settings designed for socialization and ers should feel spacious with glass walls and light and a range of settings are critical to collaboration will increase healthy interaction natural light, while occupying a condensed attract German employees. and engagement. footprint.  As mobility increases in Germany, lounge  Workers should be able to easily shift  Workstations in the open plan should incorpo- areas and unassigned desks will help support from ergonomic seating, to standing or rate screens and storage to define boundaries new behaviors. other postures. A range of open collaboration and increase privacy. destinations allows German workers a blend of structure Build Brand & Activate Culture and informality. Enhance Collaboration  Hierarchy is more about efficiency than privi-  Collaboration areas should be located at lege; executives offices should model visibility “crossroads” between groups to promote and openness. cross-disciplinary interaction.  To support a culture of innovation provide a  Structured collaboration areas with space to range of spaces that promote both collabora- display information are important to German tive teamwork, and focused individual work. employees, and informal areas should be situ- ated throughout the space to encourage im- promptu collaboration.

52 | Issue 65 | 360.steelcase.com The spaces shown here are intended to help spark ideas. Every product is not available in every country. 360.steelcase.com | Issue 65 | 53 Country PRofiles Great Britain

Great Britain

Island of individualists

As some of the most individualistic people in the world, the British maintain loose ties with others and pride themselves on being independent and self-reliant. For example, spouses usually keep separate bank accounts. The British have high needs for privacy, and tend to speak softly so their words don’t intrude on any unintended audience nearby. Great Britain's market-driven economy, with minimal interference from government, meshes well with the country’s individualistic culture. NOTABLE London has had a radical 21st- century facelift. Due to ever-increasing land prices and the work of visionary architects, several spectacular high-rises have been constructed, including the recently completed Shard, Europe’s tallest building at 309.6-metres (1,016- feet) designed by Renzo Piano. In general, office design is focused on aesthetics more than functionality for workers.

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Key Facts Scores on Cultural Dimensions Great Britain The distribution of scores shows individuality as the dominant factor in British culture. A short-term orientation, tolerance for uncertainty and strong competitiveness “masculinity” are also strong influences.

Work dynamics​ Work hours Gender Equality Autocratic/Consultative Uncertainty Tolerant/Security Oriented Career Lattice Keep calm and carry on Great Britain has become a mature market for Working conditions are generally demanding Very high scores for gender equality and human Work relations between employees and lead- The British are at ease with unstructured, mobile work and teleworking; workers are with constant pressure to do more, stay longer. development, though it ranks lower (28th) than Autocratic Consultative ers tend to be consultative and open, and unpredictable situations. They look to formal very comfortable using technologies that allow many other Western world countries them to communicate in a distributed team. workers don’t believe status inherently differen- rules only in cases of absolute necessity Executives rarely leave the office before The percentage of women with at least tiates people. Many workers choose lateral job and are convinced that people can solve most 7:00p.m.and work at least secondary education is slightly higher than changes instead of incremental climbs that can problems on their own. men (69% cf. 68%) be perceived as requiring more work without At work, change is generally accepted as a fact Independent thinking significantly more pay. Although hierarchical Gender participation in the labor force of life, reversals in decisions are taken in stride Individualist Collectivist structures are flat, paradoxically, status is often is highly regarded, and and a general sense of chaos is status quo. 50 derived from deeply embedded notions, such people rely more as accents, titles and education. hours per women on facts than feelings. week. 55% Short-term Oriented/Long-term Oriented Making every today count Individualist/Collectivist As a short-term oriented country, Great Britain Conflict resolution can be combative, and men Masculine Feminine Individual focus “Deskfast” (breakfast at your desk) and lunch is attached to its past and lives in its present. decisions are often made outside meetings via 70% High ranking in individualism means there are breaks in front of a computer are norms. The British put their primary focus on achieving lobbying loose ties between people and organizations. short-term performance metrics. Driven by People commonly switch jobs and companies quarterly financial goals, businesses look to every few years. Employees aren’t concerned The work week sometimes ends at a pub with Source: United Nations Development Programme Report, 2011 quick profits. The goal is to make a big Punctuality is practiced, but being up to 15 with deep work relationships and don’t stay co-workers. impact today. minutes late is tolerated due to heavy traffic Uncertainty Security with jobs just for security. Mostly, workers are and congestion tolerant oriented concerned with getting the most out of their Like many short-term oriented nations, however, Great Britain is taking a longer view in the Quality of life Job satisfaction situation, including salary. If they feel they’re not, they move on. area of sustainability. Companies are looking to Open plan is dominant; only executive Among European nations, only 8 countries Many workers are stressed improve the sustainability of their businesses, and management has private offices. score higher in wellbeing and 31 score lower. requiring suppliers to follow suit. and dissatisfied with Masculine/Feminine Short-term Long-term Work is competition their working conditions. oriented oriented Low Context/High Context People switch jobs and British workers are more competitive “mascu- Staying at arm’s length line” than cooperative “feminine”, long work companies often. 54% British culture is low context. In general, the hours and skipped meals are common. Men of population consider and women are mostly convinced they have to reserved British prefer to keep some distance themselves thriving be tough to succeed in business. between themselves and others. Close Low context High context relationships are not considered important to business. People rely on words versus 2% emotion to carry meaning, and they prefer to only suffering keep communication minimal, controlled and on their terms. Telephones go unanswered if a person doesn’t want to be interrupted and, in general, email or other written commu- nications are preferred for precision.

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Thought Starters Great Britain

Workplaces in Great Britain today tend to be fairly crowded and sometimes austere due to high real estate costs. This concept offers ideas for maintaining density to control ex- Collaboration penses, by literally surrounding employees with Zone a options they can choose from to support the work they’re doing. A range of collabora- tion areas, from open and informal to enclosed, large-scale spaces will attract highly mobile Resident Neighborhood Collaboration British workers into the office to connect with Zone team members, and as a result, feel more connected to the organization. A range of progressive spaces with nearby video Resident conferencing offer choices Hub for how to connect with local and distributed teams.

Considerations for addressing the five key workplace issues

Optimize Space Attract, Develop & Engage Enrich Wellbeing  Dense benching solutions can save on  Offer a range of spaces that allow workers  Enclosed areas in close proximity to open high-cost real estate while thoughtful to shift between work modes easily, with spaces will support the need for private accessories make it easier for employees greater choice and control over where and conversations. to unpack quickly and be productive. how they work.  Access to ample natural light is not a given  Incorporate storage elements at benches  media:scape® setting near individual work in Great Britain as it is in other European to provide boundary separation areas will encourage quick review sessions to countries—but it’s highly valued by employees. for workers. share work in process and get feedback.

Enhance Collaboration Build Brand and Activate Culture  Equip project spaces with virtual  Designate zones to reinforce brand messages collaboration technology to foster a blend for employees. of team and individual work.  A variety of spaces and transparency  Provide informal collaboration spaces will promote a culture of openness and throughout areas for individual work collaboration. to promote the flow of “I” and “we” work throughout the day.

Highly mobile workers in Great Britain are motivated to come to the work workplace for access to technology and access to other people.

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India

Welcoming the world A multicultural, multiethnic and vibrantly democratic country, India has a rich history of absorbing customs, traditions, and heritages.

It’s often said that India didn’t come to the world; instead, the world came to India.

When economic liberalization opened up India’s economy in 1991, multinationals discovered its labor force and market potential, and the nation was quickly transformed into a global business hub. NOTABLE Families dominate Indian culture, although the tradition of multiple generations In some ways, Indians’ fascination with movies, both Bollywood comprising the same household is beginning and Hollywood, is a way for them to see their own lives come to to disappear in larger cities. reality. Whereas in the past, passive fatalism was a dominant attitude, today’s Indians—especially the younger generations—are full of can-do ambition and entrepreneurial spirit. As their country continues to evolve rapidly, Indians are creating a new identity that wears a distinctly hybrid stamp, blending traditional values with contemporary attitudes and lifestyles.

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Key Facts Scores on Cultural Dimensions India The distribution of scores shows India as a society with strong leanings toward autocracy and group loyalty, although the rapid and profound cultural transformations underway are making India’s younger generations more self-focused.

Work Dynamics​ Work Hours Gender Equality Autocratic /Consultative Uncertainty Tolerant/Security Oriented Control as psychological security Trendsetters Flexible work arrangements and/or mobile Chaotic traffic and overcrowded public Medium scores for gender equality and human India scores high on autocracy. According to Indian people are very tolerant of uncertainty. work are limited; managers want to observe transportation lengthen the average workday. development, 134th in the world. Autocratic Consultative Indian beliefs, equality doesn’t exist in nature, Their adaptability helps explain the speed and workers, and workers want to be seen. The percentage of women with at and it’s accepted that social rights and magnitude of change going on in their country least secondary education is significantly Arriving at work on time is expected, but at the privileges vary with status. In the past, power as India leapfrogs its way to becoming a world less than men. Decision-making is based on hierarchy, though same time, being late is accepted. was associated with family names, but economic power. today people increasingly gain power through leaders may solicit employee input. Because Indians are so comfortable with accomplishments. change, adapting employees to new work Individualist Collectivist Indians don’t mind delaying meetings and women In the workplace it’s common to leave deci- processes and environments may not require projects if it means the right people can 27% sion-making to leaders. Workplaces are de- extensive change management efforts. For Indians gravitate easily participate. signed to reflect hierarchy, power and status. multinationals especially, India can be an ideal toward group activities, a Executives and managers get large private “laboratory” for experimenting with radically dif- men offices, while employees usually work in open, ferent approaches or all-new investigations. behavior that’s easily Bringing lunch from home and eating at your 50% high-density environments, and it’s a disparity desk is common. leveraged for collaboration. Masculine Feminine that goes unquestioned. Short-term Oriented/Long-term Oriented

33% of women participate in the labor force vs. Keeping karma Companies are expected to host Interaction often happens at individual 81% men. Individualist/Collectivist celebrations of national events for employees Although leaning towards a long-term orien- workstations; work environments tend to For self and country tation, Indian people’s relationship to time is be noisy. and their families. Source: United Nations Development Programme Report, 2011 Collectivism is an important cultural trait in complex. Their belief in life after death and Uncertainty Security tolerant oriented India. Over centuries, Indian people have been karma generates a focus on long-term versus Employees tolerate dense work environments. Quality of Life India values women’s strengths but many strive taught to be loyal to family and community, short-term gains. In fact, in Hindi the word for for higher status and recognition in the for protection and security as well as the hap- tomorrow and yesterday is the same: kal. This With poverty still a fact of life, overall life workplace. piness they provide. can lead to a belief that there’s no rush for get- satisfaction is low; only 10% of population Conflict with co-workers is avoided in every ting things done today—the focus of life is on consider themselves thriving, 21% suffering Gen Y in India is trending toward strong indi- building relationships versus immediate profit. way possible. vidualistic behaviors, including little loyalty to Job Satisfaction Because this often conflicts with today’s ex- Short-term Long-term job and company. They see personal ambi- oriented oriented pected business behaviors, it can be confus- Among Asian nations, 36 countries score Turnover is high due to booming employment tions as the way to bring their country forward. With seemingly limitless opportunities, workers ing at best and maddening at worst to other higher in wellbeing and 9 score lower. opportunities, especially in high-tech and media. switch employers easily. cultures. Source: Gallup Global Wellbeing Report, 2010 Masculine /Feminine Success and harmony For young Indians, Low Context/High Context Low context High context As a society that places high importance on “Yes” may not mean “yes” challenging work is as success and power, India scores “masculine,” India’s culture is high context. Because people although in the moderate range. Indian people important as the rely on close-knit groups, they try to avoid con- easily embrace brands boldness as visible flict, making it difficult to “read” what they really reputation of the signs of success. think. Communication is full of nuances that company and salary. At the same time, spiritual values and a drive can be easily misunderstood. Notably, the in- for harmony are at the heart of Indian culture. famous Indian headshake: a side-to-side tilting Progressive Indian companies as well as mul- of the head that can mean yes, no or maybe. tinationals are realizing opportunities to appeal Indians would rather say “yes” than “no” to to Indians’ softer side by making workplaces avoid hurting someone’s feelings, which would more nurturing, hospitable environments. lead to bad karma. Forming questions in a positive way can help en- courage more open discussions. Face-to-face communication, whether virtual or physical, is usually most successful, and taking the time to establish a relationship is an essential first step.

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High density work environments Thought Starters can feel spacious when planned in open areas with high visibility India and access to natural light.

Workplaces in India today are steeped in tradition, designed to support a widely accepted autocracy. Lavish executive offices reflect status and power, juxtaposed with Collaboration Arrival employee spaces that are modest and Zone Zone compact. Booming employment has caused high employee turnover, causing Indian Resident organizations to think about the workplace as a Resident Neighborhood tool to attract the best and brightest. Consider Neighborhood design strategies that recognize the role of hierarchy and go on to explore ways to support rapidly evolving work styles. Resident Executive Neighborhood Leadership Zone

Considerations for addressing the five key workplace issues

Optimize Real Estate Attract, Develop & Engage Enrich Wellbeing  In a country very familiar with close living  Technology-rich spaces are important to  Tight deadlines and productivity quotas can conditions, Indian workers tolerate high levels workers in an economy with booming be stressful within a culture for which time of density. Working remotely is limited and employment and high turnover. is not a strictly linear progression. Providing employees highly value having an assigned spaces for respite or refreshment can  Offering amenities, such as informal collabo- space they can personalize. help balance the natural rhythms of relaxation. ration spaces and a modern aesthetic,  Leadership spaces should reflect the sends a message to employees that they  Ergonomic seating at the work station is accepted hierarchy, but can be condensed to are highly valued. critical for India’s long work hours. Areas allow more space for collaboration areas. for alternative postures are important to get employees out of their seats and moving Build Brand and Activate Culture throughout the day. Enhance Collaboration  Transparency is important for Indian employ-  Indian’s collective nature lends itself ees who want to see and be seen by to collaboration, although it is still a new leadership. Create spaces where leaders and behavior that needs to be fostered by employees can interact and share ideas. providing a range of collaboration options.  Brand messaging throughout the space  Eager to build relationships with global helps build loyalty among workers and counterparts, videoconferencing spaces will influences behavior. help workers in this high-context culture gain deeper understanding and trust with distributed teammates.

Gen Y workers in India value informal areas for collaboration or relaxation.

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Italy

Rooted in tradition For the most part, Italy remains a traditional society where hierarchy and seniority are visible. New ways of working are not widely embraced or translated into user-centered office design. Instead, eco- nomic considerations and aesthetics usually lead the design process, although countertrends supporting new concepts of workplace impact are emerging, largely due to the influence of multinationals.

NOTABLE Italians embrace social networking via the Internet and are more digitally connect- ed in their personal lives than many of their European counterparts.* The technology infra- structures as well as the underlying impetus for telework and flexible workstyles, however, remain underdeveloped. There’s persistent belief in Italy that managers need to supervise workers closely throughout the workday. *European Commission Information Society.

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Key Facts Scores on Cultural Dimensions Italy The distribution of scores shows that competitiveness (“masculinity”) and individuality are overriding factors in Italian culture. This is clearly apparent in a high value placed on aesthetics, fashion and outward appearances.

Work Dynamics​ Work Hours Gender Equality Autocratic /Consultative Uncertainty Tolerant/Security Oriented Patriarchal leadership is traditional A legacy of security and structure The office is still where most work happens; Italy scores very high for gender equality and few people work in alternative settings, Hard work is equated with human development worldwide, though it Autocratic leadership and hierarchical alloca- An aversion to uncertainty in Italian culture Autocratic Consultative though there are emerging signs of readiness long hours behind a desk. ranks lower (24th) than most other Western tions of authority prevail. The ideal model supports energy, emotional expressiveness and to change. world countries. of a superior has traditionally been a benevo- a high need Typical of security-oriented cul- lent autocrat who may listen to opinions tures, Italians seek job stability and tend to re- The percentage of women with at least Coffee breaks are important social times in but is a hard driver and always holds the reins. main attached to a company even secondary education is lower than men (68% Italian workers expect directions from the workday. Workers expect explicit directions from if they don’t love their jobs. Employment in the vs. 79%). their leaders, but they also don’t hesitate their leaders and may feel uncomfortable public sector is highly valued because it’s to challenge a decision. Gender participation in the labor force Individualist Collectivist with collaboration. reliable, even if routine or unfulfilling. At work, Managers feel obliged to be the last to leave at predictable hours and close supervision are

the end of the workday. comfortable norms. Individualist/Collectivist Leaders listen and may ask for employees’ women The power of one Although not knowing what to expect can gen- opinions, usually during casual interactions 38% erate uneasiness, Italians improvise all the time. versus formal meetings. Quality of Life Italians score very high on individualism. Theirs is a culture of getting around obstacles. Though they value close personal relationships Masculine Feminine men to family, friends, co-workers and business

61% associates, their identity at work remains more Short-term Oriented/Long-term Oriented Italians are accustomed to 39% individualistic than team-oriented. Italians Live for today working individually with of population consider pride themselves on personal creativity, and themselves thriving they generally prefer to work alone. Leaning toward a short-term orientation, a lot of social interaction, Italians strive for fast rewards more than long- Source: United Nations Development Programme Report, 2011 Uncertainty Security term value. Like other short-term oriented versus as a team following tolerant oriented 7% Masculine /Feminine nations, they’re attached to the past and collaborative techniques; suffering Competitive and private rooted to familiar environs. For many Italians, Job Satisfaction changing jobs or moving to another place the workplace culture is Italy has strong masculine cultural values, Worker satisfaction tends to be low. is considered a major disruption to be avoided especially in the workplace. Most organizations highly competitive. if at all possible. Among European nations, 15 score higher and are male-dominated and have assertive Short-term Long-term 24 score lower. and competitive cultures; workers protect Workers often stay with employers for security oriented oriented their projects and ideas until they they’re ready Meetings are intense and lively, usually led by even if they're unhappy. Low Context/High Context Source: Gallup Global Wellbeing Report, 2010 to be showcased in the limelight of management, and often start late. Bonds that bind personal achievement. Italy is a high-context culture, with a strong sense Italy’s economic situation has generated of tradition and history that creates a solid Italians pride themselves on improvising more mistrust of business leaders and general communication framework for people in each last-minute solutions to sudden problems. uneasiness. Low context High context new generation. With strong bonds to family and community, “in” groups are clearly distinct Workers treat their company like family, from “out” groups. Voices can carry a lot of which can be an obstacle for newcomers emotion as a form of body language more tell- or outsiders. ing than words.

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Position collaboration zones Thought Starters outside of executive offices to encourage informal Italy interactions with workers.

Work happens at the office in Italy, a culture that highly values a distinction between work and life. Like other cultures with high Collaboration tendencies toward masculine values, Zone Enclaves making hierarchy visible in the workplace design is important. Highly individualistic, Executive Resident Executive this culture is most comfortable with Administration Leadership Neighborhood Zone assigned workplaces where workers can develop ideas on their own, then bring Resident Collaboration into more structured collaboration sessions. Neighborhood Zone

Considerations for addressing the five key workplace issues

Optimize Real Estate Attract, Develop & Engage Enrich Wellbeing  Italian workers are comfortable in dense work  Italian workers tend to stay in their jobs—  Younger workers especially are seeking more areas where boundaries are clearly defined. the workplace can help them stay engaged personal fulfillment from their jobs. Create Collaboration can take place at in their work by increasing transparency, spaces that encourage more interaction with the bench with nearby team  A progressive executive space can be more mates, while video conferencing so workers feel a part of the organization’s all levels of the organization open, with zones for administrative helps connect workers with their purpose. support, receiving guests and interaction  Access to a variety of spaces with multiple distributed team. with employees immediately outside the  Positioning leadership close to employees postures will help employees to stay engaged private office. helps foster a greater sense of connection. in their work and have a stronger sense of belonging.

Enhance Collaboration Build Brand & Activate Culture  Transparent collaboration settings within the  Italian workers are highly loyal, and co-workers resident neighborhoods encourage employees are like family. Include spaces that leverage to shift between individual and collaborative that tendency to foster socialization of ideas work more often. at work.  Positioning collaboration zones near individual  Provide zones to reinforce brand messages work areas can reinforce the message not only for visitors, but for employees as well. that these spaces are desirable and should . be used often.

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Morocco

Bridging cultures A former colony of France and in close proximity to Spain, Moroccan is a blend of Arabic and European influences. Since achieving independence from France in 1956, it has experienced economic growth and expansion. Its location as a stepping-stone between Europe and the Middle East and its overall economic potential have attracted multinationals since the 1990s.

Doing business in Morocco means bridging two cultures: one built around this country’s traditional, tribal roots and another around NOTABLE Hshuma literally means shame. Moroccans’ most cherished possession its younger generation’s desire to adopt to new behaviors and advance is their honor and dignity, which reflects not their careers, especially in multinational companies. only on themselves but on all members of their extended family. Moroccans will go out of their way to preserve their personal honor. Hshuma occurs when other people know that they have behaved inappropriately. A Moroccan’s sense of self-worth is externally focused, so the way others see them is of paramount importance. If someone is shamed, they may be ostracized by society, or even worse by their family. Loss of family is the worst punishment a Moroccan could face.

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Key Facts Scores on Cultural Dimensions Morocco The distribution of scores shows that autocracy and collectivism are especially strong dimensions in traditional Moroccan culture. Like all developing countries, however, there is evidence of strong countertrends within younger generations that have more exposure to other cultures.

Work Dynamics​ Work Hours Gender Equality Autocratic /Consultative The rising cost of living makes dual career Follow the leader families an economic necessity in urban areas. The office is where work happens; mobile work Many people work 40-48 hours per week. Medium rating for gender equality and human Most Moroccans accept that with the same Moroccan culture is autocratic, and the ideal is not widely embraced due to cultural norms development, 130th in the world. education and training, women can perform the Autocratic Consultative leader has traditionally been a protective figure. and lack of infrastructure to support it. same jobs as men. Percentage of women with at least secondary Authority is respected; everyone knows his or Morocco has a café education is lower than men (20% cf. 36%) her place, and subordinates expect to be told culture; workers like to girls are now beginning to dominate in schools. what to do. Relationships are important Uncertainty Tolerant/Security Oriented step away to refresh Gender participation in the labor force Decisions are generally reached at the top, al- Codified security for getting things done. though decision-makers generally seek the Individualist Collectivist Morocco is a low risk and low change toler- advice of trusted advisors. Since most organi- and change their view. ant culture. This makes sense considering the zations are extremely bureaucratic, decision- importance of avoiding hshuma. In their col- Moroccan workers expect clear direction; top women making is a slow process. leaders make decisions; work processes are Moroccans may arrive up to an hour late 26% lective culture, personal shame extends to the formal and bureaucratic and paper dependent. for meetings, but “outsiders” are expected to Employees are generally treated with respect. family. The stigma of failure, especially public,

arrive on time. Managers often adopt a paternalistic role with is why many Moroccan business owners keep men Masculine Feminine their employees. They provide advice, listen to struggling businesses open rather than publicly Moroccans are unlikely to share contrary opin- 80% problems, and mediate disputes that are per- admit to the failure. ions with supervisors, though meetings among Most businesses close on Fridays from 11:00 sonal or business-related. In low-risk cultures it's often difficult for new peers can become emotional and lively. a.m.—3:00 p.m. for prayer and business ideas or products to prosper. Expect it to take dealings aren’t conducted during the month time for Moroccans to support new concepts. of Ramadan. Source: United Nations Development Programme Report, 2011 Individualist/Collectivist Never alone Uncertainty Security tolerant oriented Moroccans enjoy a collectivist culture of sup- Short-term Oriented/Long-term Oriented Women are asserting themselves in business, Quality of Life port and generosity. Friends are often treat- As time goes by but may feel obligated to hide their family ed like family, and sharing is part of life. 80% of the population say they’re struggling; responsibilities. Most Moroccans see time as something that Relationships are very important, and people 10% consider themselves thriving, 10% suffering is fluid that adjusts to various circumstances. make strong commitments to groups. They view personal relationships more impor- Among African nations, 18 score higher and Job Satisfaction Short-term Long-term The family is the most significant unit of Moroccan tant than time and would not rush someone to oriented oriented life and plays a pivotal role in social relations. The finish a conversation. 23 score lower. Traditionally, workers build close, loyal bonds individual is subordinate to the family or group. to their employers. Moroccans believe that their future is written for Source: Gallup Global Wellbeing Report, 2010 The family can have more importance than busi- them­—this is called maktoob; they accept their ness. Nepotism is viewed positively, since it indi- status in life and do not believe they can rise cates patronage of one’s family. Younger workers seek above the social class into which they are born. Low context High context Many sentences end with the phrase insh'allah (god willing). This explains the Moroccan more engagement Masculine /Feminine approach to time, accountability and initiative. and satisfaction from Competitive and cooperative their work. Moroccans are competitively “masculine” in business. Leaders are expected to be asser- Low Context/High Context tive and decisive, and fight to win. On the other Silence is communication hand, Moroccans are also non-confrontation- Morocco is a high-context culture. There’s a al and workers want to do what’s expected layer of meaning that’s unspoken in most com- of them. In the workplace, cooperation and munications, and people tend to avoid direct competition are often framed as leading to the confrontation as a way of showing respect. same objectives. Facial expressions are often more telling than Morocco is wrestling with the challenges of mo- words. It’s considered rude to jump into busi- dernity in the context of religious and cultural ness at the start of a conversation. Important imperatives. This is evident in the question of meetings happen only in executive offices, what role women should play in the society and where the design and furnishings communicate how this should impact government policies. stature and hierarchy. Moroccan women want a larger role in society.

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Transparency for leaders and Thought Starters employees can foster trust and enhance collaboration. Morocco

Many workplaces in Morocco today reflect tradition and hierarchy through formal, dark and ornate designs that reinforce established Collaboration Zone cultural norms. Looking ahead, organizations that are expanding in Morocco have the oppor- tunity to explore more progressive spaces that encourage new behaviors and attract young- er generations. Establish protocols and training Executive Leadership Resident Neighborhood encourage leadership to help workers embrace Administration Zone new workstyles.

Collaboration Zone

CONSIDERATIONS FOR ADDRESSING THE FIVE KEY WORKPLACE ISSUES

Optimize Real Estate  Structured areas for collaboration with distribut- Build Brand and Activate Culture ed colleagues should have video capabilities  Workers are comfortable with a high degree  The concept of brands is gaining traction in which helps high context cultures such of density, so benching or other work- Morocco. Reinforce br d identity and Lounge postures are important as Morocco gain a better understanding of station designs that support a small footprint messages throughout the space to help workers in Morocco when socializing with the meeting content and enables workers co-workers or visitors. are viable options. understand and adopt behaviors consistent to contribute more effectively. with the brand.  The executive office is sacrosanct in Moroccan culture, so consider ways to augment the  Build on Morocco’s collectivist culture by space with technology to communicate stature Attract, Develop and Engage developing spaces that foster group activities within less space. and interactions.  Incorporate spaces that offer higher visibility to leadership and encourage more interaction at all levels of the organization. Enhance Collaboration Enrich Wellbeing  Younger workers are enthusiastic about new  Informal collaboration is a new behavior.  Although comfortable with groups and density, ways to work and are attracted to more pro- Position areas for collaboration in close prox- Moroccan workers value places that are gressive spaces that are open and transparent. imity to individual work areas and include calming, where they can step away from settings for lounge postures that are important others and control the amount of stimulation to Moroccan culture and to encourage and interaction they face. impromptu interactions.  Create spaces that foster multiple postures, sitting, lounging and perching.

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The Netherlands

A culture of balanced contrasts As participants in a secular, multicultural and tolerant society, the Dutch respect individuality and typically take a “live and let live” approach to life. At the same time, they place high value on consensus at work to keep things running smoothly.

A small country, the Netherlands has a very good public transpor- tation system and many people also frequently use bikes to get around. Mobility is taken for granted, and people are used to taking their work with them versus always going into the office. NOTABLE The Netherlands has extensive health and safety regulations that set standards Innovative workplaces in the Netherlands accommodate this culture’s for access to daylight, indoor air quality, noise levels and ergonomics. No other European unique combination of individuality and teamwork within comfortable country has so many norms on the ergonomic and relaxed environments. Because flexible, mobile work and quality of office furniture. User-adjusted seating and worksurfaces are required to desk-sharing are so well accepted, a significant number of progressive accommodate a physically diverse population. companies don’t provide any assigned workspaces or private offices; instead, all workspaces are 100 percent shared.

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Key Facts Scores on Cultural Dimensions The Netherlands The distribution of scores shows the Netherlands as a country with a distinct culture of extremes.

Work Dynamics​ Work Hours Gender Equality Autocratic/Consultative Uncertainty Tolerant/Security Oriented Questioning authority is a cultural norm Open-minded to change and taking risks The Dutch work fewer hours than workers in A very high rating for gender equality and Early adopters of flexible most other countries, typically less than 40 human development, 3rd in the world. Power and hierarchy don’t immediately impress As an adaptable and diversity-accepting Autocratic Consultative work; most routinely do hours per week; personal time has high value. the Dutch; instead, they respect credibility, culture, the Dutch are willing to take risks and Percentage of women with at least secondary autonomy and knowledge, and lean toward a implement change. They’re less attached some of their work away education is nearly comparable to men (86% consultative approach in which authority is to rules, rank and procedures than people in vs. 89%). Being punctual for meetings and staying earned and one-on-one dialogue prevails. many other countries, and they’re favorably from the office. inclined toward to new solutions that show focused on work while at work are norms. 60% of women participate in the labor force vs. 73% men promise for good outcomes. Individualist Collectivist Individualist/Collectivist Resist autocratic management styles. Lunch breaks are short and simple; workers Source: United Nations Development Programme Report, 2011 Working alone, eating together Short-term Oriented/Long-term Oriented typically eat together. The Netherlands ranks as the fourth highest Tend to keep workplace interactions pragmatic Balancing today’s enjoyments and tomorrow’s More than 55% of employed women work country in the world for individualism. The and to the point. gains part-time Dutch are self-reliant, focus on self-fulfillment Staying late or and tend toward social independence. Although tending slightly toward a short-term Source: Organisation for Economic Co-operation and Masculine Feminine Workplace interaction is pragmatic, functional orientation, the Dutch are more long-term ori- working during Development, 2011 Social norms protect personal space in open and to-the-point. ented than people in other European nations. offices; interruptions, especially for off-hours at They share a relative lack of concern for “keep- non-work-related small talk, are regarded the office is not Job Satisfaction ing face,” a common trait in long-term oriented as inconsiderate. Masculine/Feminine societies. The short-term attributes of enjoying common. Satisfaction is very high; Cooperation is key life and valuing leisure are very evident in the Uncertainty Security Dutch, but they also value the long-term attri- Sociability at work typically occurs only at Ranking high on the “feminine” cooperative 90% say their job gives tolerant oriented butes of steadfastness and perseverance, at- designated times, such as lunch. end of the scale, the Dutch mistrust boasting Quality of Life a feeling of work well done. and prefer modesty. Despite their strong indi- tributing success to effort.

vidualism, consensus is an important part of Source: Eurofound, 2011 the Dutch “live and let live” mentality. The well- Low Context/High Context At most organizations, an being of all is strongly valued, and leisure and Say what you mean 68% family time are protected as important parts employee work council 73% say the organization they work for Short-term Long-term of population consider motivates them to give their best job oriented oriented of life. The Netherlands is a low-context culture. The is consulted for important themselves thriving performance. Dutch like to work independently, and there’s decisions, including an emphasis on directness and verbal clarity Source: Eurofound, 2011 when collaborating with others. Work relation- workplace design issues. 1% ships change easily as needed, and time is suffering highly organized. Low context High context

Among European nations, only Scandinavian countries score higher in wellbeing

Source: Gallup Global Wellbeing Report, 2010

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Thought Starters The Netherlands Dutch workers prefer a range of settings to choose from within the office and are accustomed to unassigned spaces.

The sociology of work and effective workplace design are well-researched topics in the Arrival Netherlands. As a result, Dutch offices are among the most progressive in the world, and worker expectations are high. Within an adaptable, diverse culture, workplaces in the Netherlands are all about flexibility, mobility Collaboration Resident and democracy. Working from home or at a Zone Hub co-working facility is well accepted, shared workspaces are common and signs of hierarchy Enclaves are rare. Nomadic workers need spaces to see and be seen so they stay connected to the organization and to each other. Nomadic Camp Leader Hub

CONSIDERATIONS FOR ADDRESSING THE FIVE KEY WORKPLACE ISSUES

Optimize Real Estate Attract, Develop & Engage Enrich Wellbeing  Executives don’t need or want traditional,  As a culture with individualistic tendencies,  Ergonomics, access to daylight, indoor air dedicated suites. Shift that real estate the Dutch benefit from open collaborative quality and noise levels are regulated for Workers can shift from individual to multi-function spaces that can be fully settings that help reinforce teamwork, learning Dutch workplaces, making them among the work to informal collaboration easily, while nearby enclaves utilized at all times. and group cohesion. most supportive and pleasing work environ- provide areas for focused work. ments in the world.  Uncomfortable with too much density, Dutch  The Dutch prefer workspaces that feel more workers prefer a range of settings they can like homes or clubs: meeting rooms with  Settings for socialization and informal collabo- choose from that support various work modes. lounge furniture incorporating playful ele- ration can help workers feel connected to ments into workplace design, such as areas others and create a deeper sense of purpose. for video gaming, can be a good strategy for Enhance Collaboration motivating interaction at the office.  The Dutch embrace distributed work—spaces for video conversations with teammates Build Brand and Activate Culture from around the world can help augment those interactions.  Dutch workers expect quality and egalitarian- ism throughout their workplaces; they  Most workplace interactions tend to be func- respond best to spaces that display minimal tional and direct; spaces that support casual or no differentiation based on rank. collaboration can help workers engage with each more frequently.  Leaders are comfortable nomads who don’t need dedicated executive space. Consider settings that encourage leaders and employ- ees to stay connected.

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Russia

A multi-layered identity Abundant natural resources of oil, metal ores, coal and other commodities, along with a well-educated labor force and expanding middle class—these advantages create opportunities that have attracted multinational business to Russia ever since the Soviet Union collapsed in 1991.

Today Russia is one of the world’s fastest-growing major economies. Among the challenges this vast nation faces is the imperative to improve productivity and streamline processes in its fast-evolving NOTABLE Moscow, with more than 8 million residents, is the political and business center of culture. Due to the many radical changes Russians have experienced Russia, and its real estate is scarce and in their lifetimes, mismatched attitudes and approaches coexist, coveted. Though Russia is the largest country in the world, (almost twice as large as the which makes its culture difficult to decipher. Like their nesting United States and spanning nine time zones), matrioshka dolls, Russian people have built up layers of identity, each much of it is undeveloped and under-inhabited. springing from a different era in their history.

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Key Facts Scores on Cultural Dimensions Russia Because the culture of Russia has been fundamentally recreated during the past two decades, distinctly different attitudes exist side-by-side. Compared to the greater uniformity of cultural dimensions seen in more established nations, Russia displays many disparities.

Work Dynamics​ Work Hours Gender Equality Autocratic/Consultative Uncertainty Tolerant/Security Oriented A shift is occurring Getting around obstacles Flexible work arrangements are fairly common, The workweek is officially set at 40 hours, but High scores for gender equality and human especially for women; remote work is limited overtime is common. development, 66th in the world. Autocracy has been visible throughout Russian Rules and bureaucracies abound in Russia, Autocratic Consultative due to a still-developing intranet infrastructure. history, but recent studies suggest that presenting significant barriers to foreign The percentage of women with at least different attitudes to power and decision-making companies doing business there. There are secondary education is close to men (91% now coexist. A preference for participative so many rules that it’s virtually impossible In Moscow, many vs. 96%). The social side of work decision-making and more egalitarian manage- not to break one. This has led to a wide mar- commute for 58% of women participate in the labor force ment styles are gaining ground as democratic gin for doing business with bribes, but col- is very important vs. 69% men. reforms have created opportunities based lective efforts by international firms beginning an hour or more. Individualist Collectivist on education, skills and experience versus to change this practice. Russians have shown for most Russians. Source: United Nations Development Programme Report, 2011 political connections. adeptness at navigating conflicting worlds, working in chaotic business situations and

finding creative solutions to obstacles. They In Russian companies, Arriving late for work or cross-town meetings Individualist/Collectivist are frequent job-switchers, on a constant over 1/3 of 100 friends vs.100 rubles interaction happens at is tolerated. quest for a higher salary. Their economy is managers Masculine Feminine Russia is less individualistic than developed dynamic and evolving daily, and so are they. the workstation; few have are women countries, but the most individualistic among The workday typically begins 9:00—10:00 a.m., developing ones. If Russians are individualistic, Short-term Oriented/Long-term Oriented informal meeting spaces. but often extends late into the evening as they go about it in a collective way. Especially Paycheck-to-paycheck business takes place over dinner and drinks. during the Soviet years, many people depend- ed upon blat—complex, personal networks Russian people and businesses have generally There’s tolerance for high density in homes Uncertainty Security of underground favor exchanges, regulated by adopted a short-term attitude compared to and offices. Quality of Life Source: GrantThornton International tolerant oriented unspoken rules. Many collectivist values Soviet times when life was more predictable and Russia’s rapid transition to a free-market are expressed in Russian culture—routinely basic needs were assured. Now, many people Job Satisfaction Processes are bureaucratic and paper- economy has been unsettling for much of its you will hear “Better to have 100 friends than live paycheck-to-paycheck without savings dependent. population and created a split society; 21% Many Russians are strained financially and 100 rubles.” and are inclined to “live for today,” though they of population consider themselves thriving, divided on capitalism. remain nationalistically proud of their country’s 22% suffering. past achievements such as victory in World Short-term Long-term Masculine/Feminine War II and the first manned space flight. They’re Transparency is unfamiliar and can be an oriented oriented adjustment for workers. 41% Today’s’ realities vs. yesterday’s ideals averse to debt, and birth rates are very low. Among European nations, 28 countries disapprove of the While dominant “masculine” behaviors are score higher in wellbeing and 11 score lower. move to a free- expected from Russian leaders, less confron- Low Context/High Context market economy tational and more inclusive bonds of friendship The pace of work is fast Source: Gallup Global Wellbeing Report, 2010 Nyet may not mean “no” are accepted among peers. Coupled with and intense. Low context High context an emphasis on dusha (the Russian soul), this Russia’s culture is high context. Relationships 50% signals leanings toward a more feminine must be established before meaningful approve culture. As the market economy provides more communication can take place, and the focus Source: Pew Global Attitudes Project, 2009 incentives for hard work, the intensity of of business presentations is often on having workstyles is increasing. Aggressiveness detailed context and background information. and a drive for personal status may overtake In verbal tone, Russians can seem blunt Finding balance between work and life is a the more idealistic, nurturing values. to outsiders. In Russian culture, it’s generally challenge and growing cause of dissatisfaction. considered good to know what a person is feel- Older workers are nostalgic for security; ing, but words can be layered with ambiguity. younger generation workers want more free time. For example, nyet may mean “please approach this in a different way”—not necessarily “no.”

With a shortage of experienced Russian talent, job-hopping for a higher salary is common.

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A collaboration “corridor” offers Thought Starters workers a range of spaces that promote more egalitarian Russia interactions.

Like other developing nations, change has happened rapidly, which means Russian work- places are both grounded in traditions, yet quickly incorporating new ideas and new ways Arival of working. Despite its vast territories, urban real estate is expensive, especially in Moscow. Open-plan environments offer cost savings and are becoming more common as multinational firms stream into Russia, though they contrast Resident Leadership dramatically to the traditional Soviet “cabinet- Resident Neighborhood style” layout in which enclosed rooms line long Neighborhood hallways and the size and location of each of- fice reflects hierarchy. Change management strategies will be key to help Russian workers Collaboration embrace new workplaces and styles. Zone

Considerations for addressing The five key workplace issues

Optimize Real Estate Attract, Develop & Engage  Russian workers tolerate fairly dense work-  The work environment is becoming a power-  In this culture where family and friends station planning, which affords extra room for ful tool to attract the best talent, who are are extremely important, brand and company Transparency for Russian alternative spaces. looking for upbeat, creative environments that loyalty can be cultivated by creating leadership spaces builds on the culture's tendency for inclusive- also speak to the Russian desire for “homi- spaces that promote a sense of community  Executive offices are important to the culture; ness and nurturing. ness”. Providing a variety of spaces to choose and belonging. explore reduced footprints with enhanced from based on the type of work they need spaces that reflect status by including high- to do can help workers stay more engaged. end surfaces and materials, and embedded Enrich Wellbeing technologies.  Russians change jobs with increasing frequency. Open spaces that help them feel  A more egalitarian approach to space, and connected to the organization’s purpose more choice and control over where and Enhance Collaboration and to other workers can improve retention. how they work will help employees feel less stressed and more highly valued.  Socializing and tight bonds are integral to the Russian culture. Cafes in close proximity to  In a country where pollution-related health Build Brand & Activate Culture work areas can build on that cultural trait and conditions exist, emphasis on sustainable encourage informal collaboration sessions.  Brand and company culture are new concepts materials and practices in the workplace can to most Russians and not fully utilized yet. enhance workers’ wellbeing.  A collaboration “concourse”—a range of spaces Especially for multinationals, design spaces within a high-traffic area—can promote that are authentic to the brand to increase more regular shifts between “I” and “we” work. understanding and build trust.

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Spain

Ready for change

Spanish culture today is teeter-tottering between time-honored traditions and the lure of new ways of working and living. Holdovers from the past are tenacious: status based on hierarchy, centralized decision-making and long working hours. Younger generations, however, have a strong appetite and readiness for change. As they gain influence, a more informal and participative approach to work is emerging.

NOTABLE The Spanish attitude toward time With Spain at an economic precipice, the best companies realize is "flexibility". Meetings often begin late, and the need to be more innovative, high-tech and global, and many need to follow an agenda. Managers are young workers are eager to reinvent their county’s work culture and expected to moderate discussions, which can become lively. Although Spaniards value the strengthen its economy. stability of structure, they are used to living with uncertainty, so an improvisational approach frequently prevails. Knowing how to “go with the flow” is an admired trait.

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Key Facts Scores on Cultural Dimensions Spain The distribution of scores shows Spanish culture distinguished by a strong aversion to unpredictability along with an extremely short-term orientation. This often results in a unwillingness to take even small risks for long-term gains.

Work Dynamics​ Work Hours Gender Equality Autocratic /Consultative Uncertainty Tolerant/Security Oriented An evolving distribution of power Laws with loopholes New technologies are increasing mobility and People put in long days; the percentage of Spain scores very high for gender equality and flexibility, but managers still prefer supervising people who work more than 50 hours per week human development worldwide, though it Spain’s recent political history of authoritarian- Because of a strong security orientation, Autocratic Consultative people at the workplace. is higher than in most Western world countries. ranks lower (23rd) than many other Western ism and paternalism is still evident in the Spaniards have high needs for rules and World countries. importance of hierarchies i-n most aspects of predictability. But they’re also improvisational Source: Eurofound 2010 life—politics, public administration, business and tend to take regulations lightly. “A new The percentage of women with at least Meetings are intense and lively, usually led by and family. But as a new generation comes law, a new loophole” is a Spanish expression secondary education is slightly lower than men management. of age in a more liberal and democratic society, that reveals this fundamental dichotomy. (71% vs. 76%). there’s growing opposition to formally cen-

50 Individualist Collectivist tralized power. In business, securing managerial Overall unemployment remains high, but

Most Spaniards believe fun hours per employment opportunities for women have positions has become less about seniority and Short-term Oriented/Long-term Oriented week. risen dramatically during the past 15 years. more about skills and relationships, opening Spontaneous, but stretching forward and work don’t mix; spaces doors to young professionals who want to lead Gender participation in the labor force Spaniards are accustomed to an insecure for relaxing or socializing their companies toward change. future, and their short-term focus is intense. This sometimes collides head-on with a compa- Lunch hours draw people together; business in the workplace are less Masculine Feminine rably strong intolerance for uncertainty. As lunches are vital for developing relationships. women Individualist/Collectivist world economies become more interconnected, common. 50% Working alone, together Spaniards have compelling reasons to plan Spaniards are individualists, but they also have more for the future. Social time at work is becoming more accepted; men collectivist leanings. Solidarity, loyalty and employees escape for a coffee to have 69% group attachments are important values, and quick discussions or celebrate special occasions. Spaniards are likely to embrace group activities. Low Context/High Context Uncertainty Security tolerant oriented Workstyles and spaces however, still mostly Relationships frame communication

support individualism and working alone. At Spanish culture is high context, placing a high Quality of Life Source: United Nations Development Programme Report, 2011 multinationals and progressive Spanish com- value on interpersonal relationships and being Sense of overall wellbeing is declining; in 2010 panies, a shift is underway toward work part of a close-knit community. Spaniards 36% of population considered themselves Very few women are in executive ranks. as a more collaborative and social endeavor. typically have a strong sense of family. How a thriving, 6% suffering 2010; since then Short-term Long-term person communicates can easily be more unemployment rates have climbed to 25% as oriented oriented important than the content. Many messages Masculine /Feminine Spain battles recession. are implicit versus explicit, and showing Job Satisfaction Hard edges, soft center emotion is considered important for communi- Source: Gallup Global Wellbeing Report Because there’s clear Balanced between masculine and feminine, cation. For distance communications, videocon- Spanish workers contend with conflicting ferencing can be more effective than emailing or delineation between values. On the one hand, work is an arena for phone calls since it provides a less nebulous, work and personal Low context High context competitiveness driven by needs to ascend more intimate frame-work for dialogue. the ladder and achieve. On the other hand, life, Spaniards put less Spaniards regard personal time as more important importance on job than work. Their culture is rich with family celebrations and frequent get-togethers. Many satisfaction; personal life Spanish business people feel professional success means relinquishing a work/life balance. is the realm for doing Because personal life holds such high what you want to do. cultural value, giving it up can lead to stress and dissatisfaction.

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Incorporating open collaboration Thought Starters areas near spaces designated for individual work, will Spain encourage new behaviors.

Many workplaces in Spain today still reflect a strong focus on hierarchy, structure and intense work. Leading organizations in Spain, Collaboration Zone Arrival and their young workers are driving a shift toward spaces that recognize tradition, yet promote innovation and new ways of working. This concept offers ideas for balancing expressed hierarchy and employee comfort with density in the open plan. Private offices continue to be important, but collaboration spaces should be situated throughout the plan Resident Neighborhood Executive to encourage visibility of leadership. Leadership

Considerations for addressing five key workplace issues

Optimize Real Estate Attract, Develop & Engage Enrich Wellbeing  Private offices can be designed on a con-  A variety of spaces will offer the right  As employers embrace more flexible, distrib- densed footprint, with administrative assistant mix of both support and autonomy for uted work arrangements, offer a broad Private offices for leaders continue to be important, while adjacent spaces grouped together for efficiency. Spanish workers. range of spaces that people can choose from spaces for administrative support based on the work they need to do.  Benching can be dense for workers,  Provide opportunities not only for focused and collaboration will encourage openness and transparency. who are comfortable being in close proximity work, but also for socialization.  Providing ergonomic seating for Spanish to colleagues. employees who work long hours is a must. Create spaces that encourage alternative Build Brand and Activate Culture postures—standing, leaning, perching—to Enhance Collaboration  Incorporate both informal and structured team keep employees alert and engaged.  Multiple media:scape settings can encourage areas to support group cohesion workers to embrace new technologies and  Lead by example. Executive spaces, while foster an open sharing of ideas. present, should be more egalitarian,and less  Spaces intentionally designed to cultivate cre- sequestered to promote more engagement ative collaboration should be readily accessible. with employees.

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United States

Embracing change The American culture is often referred to as a quilt: many distinct pieces creating a whole. Even Americans have a difficult time describing their culture without noting paradoxes. Although regional differences are strong, America’s penchant for standardization and efficiency has given rise to a number of trends that prevail throughout the country.

With increasing globalization and a predisposition for having status as “the leader of the pack,” the United States inspires innovation NOTABLE Faced with stiffer competition than ever before, design thinking is becoming in other nations in several important arenas, including branding and prevalent within the highest echelons of U.S. workplace design. corporate leadership as a way of solving problems in a holistic, creative way. Leading The skyscraper and the cubicle are among the workplace break- corporations now encourage this approach throughout all levels of their organizations. throughs created in the United States. Additionally, America is where the term “creative class” was first coined to describe workers who perform highly skilled knowledge work. Today this country leads in the development of technology-augmented, communal workplaces and the rise of flexible, distributed work. The United States has "the largest number of distributed workers in the world. This trend is generating a radical rethinking of the workplace as a place where employees come often, versus being where they work all the time.

As part of its evolution, the United States is becoming more open and adapting to other cultures to satisfy customers and get things done. At the same time, it’s driving concepts of what it means to be a globally integrated enterprise.

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Key Facts Scores on Cultural Dimensions The United States The United States is the most individualist nation in the world; the needs and rights of individuals are extremely important in American life. Other culture dimensions are subservient to this dominant trait.

Work Dynamics​ Work Hours Gender Equality Autocratic/Consultative Work is very important, but, as in many other Question authority countries, behaviors associated with a femi- Flexible and distributed work arrangements are The work week varies by industry and Very high scores for gender equality and nine culture are on the rise as Americans seek the norm in many industries; more than 70% education level, typically ranging from a The United States is low on this power distance human development, 4th in the world Autocratic Consultative better work/life balance and meaning in are implementing alternative work strategies 37.5-40+ hour work week.. scale, and a strong mark of its consultative The percentage of women with at least their lives. to reduce real estate costs. leanings is the reign of informality. From dress secondary education is equal to men at 95% codes to communication styles, the American At least a third of Americans Gender participation in the labor force approach is much more relaxed than that of Uncertainty Tolerant/Security Oriented 70% other countries. Encouraging out-of-the-box of industries are implement- don’t take all of their In the workplace, employees are expected The United States is an uncertainty-tolerant Individualist Collectivist ing alternative work allotted vacation days and women to voice opinions as a way to participate in nation. Its culture appreciates creativity and strategies 58% decision-making. Authority is still valued, unusual ideas. Routine is considered a rut; consider it important although networks are often more influential people value spontaneity. Rules, regulations than hierarchy. and policies are kept only if they make sense. Source: CoreNet Global to demonstrate they are men There’s an open approach to education and

sacrificing their personal 72% work. Managers tend to focus on strategy Masculine Feminine Individualist/Collectivist Connecting with global colleagues is common more than day-to-day operations—unthinkable lives for career. The cowboy as icon throughout the day. in a more security-oriented culture. Source: CNN America’s extreme individualism lies in its Source: United Nations Development Programme Report, 2011 history—founded by immigrants who wanted Short-term Oriented/Long-term Oriented Being fast, flexible and innovative are goals for to create their own destinies among the Live for today every organization. U.S. companies expect employees to stay seemingly limitless opportunities in the vast Uncertainty Security connected via technology during off hours. Job Satisfaction expanse of its Western territories. It’s no America is a short-term oriented culture. tolerant oriented accident that the cowboy—the personification Consumption was most common for decades, As work becomes more collaborative, private Almost half of Americans of a self-reliant individualist—became an icon but has shifted to sustainability. Collaborative Working lunches are a way to optimize offices are on the decline. of American culture. use models, such as Zipcars and shared work- productivity. consider their jobs spaces, are gaining a following, especially Even within families, people are expected to extremely stressful among younger generations. Balancing focused work with collaboration is a be independent, to pursue their own inter- Short-term Long-term growing issue. Quality of Life ests and make choices about their own lives. Business partnerships can be fluid, based on Source: Centers for Disease Control and Prevention oriented oriented Ownership of property and mobility are the opportunities available and changing Despite ongoing economic uncertainty, highly valued. market conditions. Having vision and a sense Americans score high in wellbeing; 57% of Workers typically take their cell phones and Job-hopping is low due to high unemployment of purpose is important, but is balanced with population consider themselves thriving, There’s a tendency to connect important achieve- laptops to meetings so they can multitask. in the current economy. the need to measure performance on a quarterly only 3% suffering. ments with a single hero, such as Steve Jobs, basis, and investors expect quick results. versus companies or teams, and recognition (Gallup Global Wellbeing Report, 2010) Low context High context of individual efforts is considered essential to motivation. Low Context/High Context Americans are highly philanthropic; they set Time is money records for being the biggest donors to The United States is a low-context culture,but charitable causes in the world. For many, their sustainability is becoming more valued. Getting contributions don’t end with money but things done is more important than relation- continue with donating services and expertise. ships, and communication tends to be overt and clear, with more focus on the verbal component than body language. Value is Masculine/Feminine placed on “straight talking” without “beating Competing to win around the bush.” The The United States culture tends toward the indirect communication styles of high-context competitive “masculine” side of this scale, cultures can be frustrating to Americans, oriented to results and achievements. Americans while those cultures may consider American like to win and are comfortable being in directness abrasive. charge. Credibility comes from objectivity and expertise. Rational decision- making and logic are valued over passion. 98 | Issue 65 | 360.steelcase.com 360.steelcase.com | Issue 65 | 99 Country PRofiles United states

Thought Starters The United States

A typical American workplace used to be summarized in one word: cubicles. The need for both collaboration and focused individual work, combined with the freedom of mobile Community Café technology, has led to radically new ways of working. The physical workplace has to Nomadic Camp keep pace and even lead to new behaviors. A key principle is to offer a palette of places for workers to choose from that support both “I” and "we"work - that can be either owned by individuals or shared by many - allowing A reservable enclosed space provides options for workers to toggle back and forth between Collaboration focused collaborative and modes of work. Zone Resident Collaboration Resident individual work. Neighborhood Zone Neighborhood

Considerations for addressing the five key workplace issues

Optimize Real Estate Attract, Develop & Engage Enrich Wellbeing  Alternative workplace strategies will allow  Younger generations seek to integrate their  Support multiple postures, so employees employees to work off-site at various locations personal and work lives—so some spaces can sit, stand, walk or perch. Open collaboration spaces and as appropriate. should support a relaxed work style. video capability are woven  Some spaces should offer solitude, so throughout to encourage quick  Spaces should support multiple functions so  Create visual transparency so newer workers can moderate the amount of sound connections with either the real estate is fully utilized at all times (i.e. employees can see and learn from experi- or visual stimuli. co-located or distributed teams. telepresence room that can used also as a enced teammates. local collaboration tool).

Build Brand and Activate Culture Enhance Collaboration  Spaces should support the types of behaviors  Provide spaces for all of the types of consistent with organizational culture. collaboration, from quick project evaluation to  Integrate brand messaging throughout employee full-day generative sessions. spaces, not just customer-facing spaces.

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RU CN MA IN FR ES IT US NL DE GB Same but Different: Autocratic Consultative Mapping The Patterns of Work Cultures

When the American sports broadcaster ESPN The link between culture and space can pose a opened its New Delhi branch, it understood boundless quandary. Designing a culturally the importance of balancing the company culture relevant workplace requires understanding the Collectivist and local sensibilities. Sudhakar Lahade, a varying and mutating connections between Individualist senior researcher at Steelcase WorkSpace Futures, those two seemingly vast concepts. As in the says that ESPN India set up a giant screen case of ESPN India, it requires knowledge of dedicated to showing cricket matches in the local behaviors and expectations. At the same time, cafeteria. The employees would watch the managers should also pick up on subtle cultural games together while eating lunch and socializ- cues embedded in space and leverage them. ing. On the surface, it is a disarmingly simple apparatus catering to Indian employees’ love of Understanding the workplace culture Masculine code empowers an organization. Feminine the sport. More profoundly, it is a gesture that acknowledges the local culture while inspiring By comparing patterns of behavior and of work- workers to forge trust and emotional bonds over place occupancy, this study identifies dis- the most beloved, basic activities like eating tinctions and similarities among distant nations. and enjoying cricket. Studying rituals and work processes of 11 nations around the world, Steelcase’s multina- Plenty of pundits have been debating how cultural tional team of researchers identified several differences impact international business. In Uncertainty Security spatial and behavioral themes and tensions. While Tolerant Oriented this study, Steelcase looks at intercultural issues a culturally sound workplace has no universal through the lens of the workplace, exploring formula, comparing nations according to these patterns of similarities and differences between parameters shows the dynamic tensions that countries. How do culture-based issues, such shed light on the myriad of factors to consider as the fear of “losing face,” or losing respect and when designing and optimizing workplaces. status in public, manifest themselves in the configuration of Chinese workplaces? How does The opportunities and challenges in these Short-term Long-term different cultures demonstrate how a intentionally- Oriented Oriented the Netherlands’ egalitarian attitude become visible in a Dutch work environment? designed workplace can foster trust, improve collaboration and ultimately help an organization go global faster and more effectively.

Low Context High Context

CN China IN India RU Russia

FR France IT Italy ES Spain

DE Germany NL Netherlands US United States

GB Great Britain MA Morocco

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Patterns for optimizing real estate:

no some use off-site coworking coworking of coworking work locations

Optimizing Space:

executive Don’t Just Shrink, Rethink managers employees

alternative workspaces In cities where real estate is a precious commodity, businesses executive managers workers executive managers employees that optimize their space will have a distinct advantage over their competitors. Organizations can’t simply shrink the work- place while ignoring the employees’ wellbeing and productivity. CN IN MA RU FR IT ES US NL GB DE They need to rethink as much as shrink. In China, India, Morocco and Russia, who For France, Italy and Spain, which are less In the Netherlands, Great Britain, the all share a high tolerance for density and are tolerant to density, and less hierarchial, space United States and Germany, space highly hierarchical, space optimization is only optimization is achieved by reducing space optimization is achieved through achieved by reducing space for workers. both in private offices and the open plan, and alternative work strategies. by offering some alternative work strategies.

Accept working Numerous cultural factors must be considered their authority and position. contradictory, allowing room for interpretation. in these countries, an infrastructure of co- first bricks-and-mortar venture after five years NL GB away from office when optimizing real estate. Are Indian em- working spaces, satellite offices and telecen- in operation and a 33-fold increase in staff, US As a result, shrinking the executive suite will be Beatriz Arantes, psychologist and Steelcase ployees as averse to density as their German ters is emerging in cities and suburban areas it opted for an innovative hoteling concept,” met with greater resistance in these nations. researcher, sees a common opportunity here. counterparts? Can Chinese bosses thrive in as a response to ever-increasing real estate says Annemieke Garskamp, interior designer “The reconciliation of globalization and local unassigned workspaces as Dutch manag- Of course, there are variations within the compression and transport congestion. and applied research consultant at Steelcase. identity is best embodied in these emerging ers do? Do Moroccan workers expect their group; unique company cultures and individual “One-hundred employees now share 26 work- markets,” she says. Having undergone rapid Netherlands, Great Britain, United DE environments to be as standardized as their differences should always be taken into con- stations that consist of height-adjustable desks changes in the recent years, these dynamic States, Germany European counterparts who are accustomed sideration. Nonetheless, national trends can be for focused work and a variety of other settings nations are coming up with creative ways for Low tolerance to High tolerance to to stringent workplace regulations? Could observed. In Russia, for instance, open-plan The United States, Great Britain, Germany and supporting different work modes (collaborative, occupancy density occupancy density traditions to coexist with new ways of work, American employees succeed in a tight con- workplaces appear more frequently in small the Netherlands all rank high on the scale of social, learning). By offering employees a wide Arantes says. FR ES figuration as much as their Indian colleagues sizes. An intimate group of employees routinely individualistic nations, according to Hofstede’s range of spaces on-site, in addition to the op- research, which means they expect self-reliance RU would? share an open space that they customize, per- France, Italy, Spain tion of working away from the office, the com- IT MA IN haps as a communal home for the “family” of put word on one line and higher levels of au- pany’s work environment offers employees CN When it comes to space optimization, two The Latin-based European nations in the study, colleagues. “In Morocco, employees tend to tonomy. As a result, workplaces designed to choice and control while minimizing required dimensions play a critical role in the po- have very similar patterns regarding space op- personalize their individual territory no matter optimize real estate are progressive, focused space and allowing for increasing headcount.” Resist to working tential for shrinking space: timization. Workers in France, Spain and Italy away from office the scale, sometimes marking their chairs with on driving innovation. Seeking to reduce costs are less tolerant of dense work environments 1) tolerance for occupancy density and nametags, other times completely reconfigur- in a competitive global business environment, than emerging markets. The need for ample ing the office to suit their needs,” says Ilona organizations recognize that workers in these A culture's tolerance to density and acceptance 2) acceptance of working in alternative space, prevalent in the general culture, is sup- to alternative work strategies will identify how to best Maier, interior designer and senior researcher countries are also averse to density, but com- locations. ported by stringent regulations on both na- optimize real estate in culturally-accepted ways. at Steelcase. fortable with trying new ideas. Germany is Organizations trying to maximize every square tional and Europe-wide levels. However space beginning to explore a variety of workplace Lahade observed that Indian employees see meter of real estate in their global markets will allocation is more egalitarian than in emerging strategies, while the U.S., Netherlands and designated space as a representation of the face different sets of barriers as well countries. While executive spaces continue to Great Britain are experienced pioneers of ideas individual's role at work. According to Lahade, as opportunities. be an important reflection of order in the work- such as hoteling, desk sharing (or “hot desk- Indian workers ask themselves three questions place, spaces for both employees and leaders ing”), use of coworking spaces or working from China, India, Morocco, Russia in order to establish their place within the orga- can be reduced, if done in a manner that re- home. The latter three countries have seen a One pattern encompasses the emerg- nization: “What’s my title?” “How much will I be spects their personal need for boundaries. wide range of on-and-off-site work arrange- ing -economies of China, India, Russia and paid?” and “Where is my space?” The reality of high (and rising) real estate costs ments, extending the workplace ecosystem Morocco, which are similar in their prioritiza- The dominant cultural thread between these has driven space optimization in Italy, Spain beyond the physical barriers of the office. tion of executive offices. Executives must pres- four countries is a high tolerance for dense and France. Even traditional organizations ent a distinguished impression on behalf of Employees are growing accustomed to shar- staff workspaces and a willingness among with entrenched hierarchies have begun ap- the whole firm, and “losing face” is a cultural ing space in a more democratic manner. In the managers to reduce space in order to cut plying pressure to reduce every employee’s taboo, especially in China. In countries with a Netherlands, for instance, where there are less costs. Workplace design is less regulated in workspace. Opportunity is being found in high power distance score, staff and leaders formal hierarchies, the management often oc- these countries, allowing companies to ex- the increasing adoption of alternative ways of alike have expectations that executives are be- cupies the same space with their employees. periment with different measures to optimize working (working from home or from another nevolent figures, with decisive and authorita- space. A notable example is Russia, where third place location). While working beyond the “When the Dutch information and communica- tive power—their physical spaces should reflect the numerous regulations and codes can be confines of the office is still not widely adopted tion technology company, Goldfish, set up its

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Network EcoSystem Hierarchical Ecosystem In this ecosystem, workers have a range of options, but culture In this ecosystem, work happens exclusively at the office. Some employees, based determines which are viable and most appropriate. on position and activities, may be able to work at alternative locations.

Breaking Down Barriers: Nurturing the Workplace Ecosystem

There is a fundamental shift in the way people work today. Distributed workers are increasingly working with colleagues from around the world, which challenges the notion that work can take place only during business hours. In an effort to navigate time zone differences—as well as the simple desire to GB US NL DE IN RU FR CH ES MA IT balance work and life in many countries—more work is starting Work happens anytime and anywhere and Working outside of the office is a fact of life. The corporate office is still the primary The need for control and supervision and to happen outside the office. workers in these countries have been After years of home office experimenta- destination for work in these countries, but the preference for separating work and early adopters of alternative work practices tions, German and Dutch workers are now an emerging offering of alternative spaces is life is limiting the practice of alternative for a long time. moving to coworking environments to occurring and is rapidly transforming urban work strategies. enjoy work and community interaction. and rural landscapes.

Compartmented Great Britain, United States France, India, Russia Work & Life Demands for increasing creative collaboration A “hands-on” approach to managing work- CN and innovation have shown that rigid organi- Work cultures in the United States and Great In Russia, India and France, the legacy of man- ers, in addition to the divide between work and MA zational structures based solely on hierarchy Britain are defined by a trust-based managerial agerial culture based on control is combined life, has discouraged alternative work practices DE NL workplace home travel are proving to be less effective than networks. and a broader ecosystem from becoming more IT culture and porous boundaries between work with a blurred work/life boundary. Employees Leading organizations comprise of project and life. Work is ubiquitous—on the road, at spend all their working hours (and more) in the commonplace. teams, committees, communities and indi- ES the airport, in the living room. Melanie Redman, office. Distributed work is not widely accepted Distributed teams collaborating in order to in- viduals, all of which are virtually and physically WorkSpace Futures researcher, says “What by middle managers and work often can seep novate is an economic reality and a strategic networked. New places have emerged as alter- is at stake is not so much work/life balance, into personal time. Coworking centers and coworking business third goal for many organizations, but it is only pos- Control Trust native workspaces: coworking centers, innova- but work/life blurring.” A worker’s career is be- facitilies* centers* places* other third spaces have emerged in big cities in sible when the workplace ecosystem is in har- tion hubs and third places have created a new coming organically integrated into his or these markets, but the adoption curve by mony with both the organizational and national RU GB US ‘workplace ecosystem.’ her personal life. In these nations, the work- *Coworking facilities corporations is low. Freelancers and other in- an alternative to working at home, with cultures. By understanding the dominant com- However, not all cultures have the capacity or place ecosystem extends well beyond the an emphasis on creating community, dependent workers are regular users of the ponent of managerial culture and work-life blur- usually for self-employed individuals and IN boundaries of the physical work environment; work ecosystem versus corporate employees FR willingness to adopt workplace strategies that small startups ring in a given culture, business leaders and support flexible hours and distributed work. work happens anywhere and everywhere, or civil servants. design professionals can understand the bar- Blurred Business centers National culture influences how large and far- says Redman. individual offices available for rent riers and enablers of implementing alternative Work & Life China, Morocco, Spain, italy reaching a workplace ecosystem can be. A that share office equipment, services, workplace strategies in different markets. Germany, Netherlands and other amenities In places like China, Spain, Morocco and Italy, country's readiness for expanding the work- Not all cultures have the capacity or willingness to adopt For countries like Germany and the Third places workers and leaders prefer to keep work ex- place beyond the office can be best evaluated such as coffee-shops and libraries workplace strategies that support flexible hours and Netherlands, nurturing the workplace ecosys- clusively inside the office, making distribut- distributed work. The countries’ readiness for expanding with two key factors: preference for separat- the workplace beyond the office can be evaluated with two ing work and personal lives, combined with at- tem means striking the right balance between ed tasks less likely. There is little demand for key factors: their preference for separating work and privacy and peer interaction while support- enlarging the workplace ecosystem today. In personal lives, combined with their attitudes about work titudes about work supervision. For instance, supervision. in Germany, where personal time is inviola- ing both remote work and on-site tasks. China, where supervisors’ guidance at the ble, shifting the work hours has not gained as Considering that employees tend to actually workplace is prevalent, workers don’t expect much traction as in the United States, despite put in longer hours when working remotely, this to seek out alternative spaces for focused work the proficient spatial and technological infra- requires not only sufficient digital technologies, like their British or American counterparts do. structures. In China, with its employees’ ten- but also support networks, governmental or dency to work together under the guidance of otherwise, for workers who must juggle career supervisors, the extent of flexible work arrange- with household tasks and child-rearing duties. ments seen in Great Britain is widely-adopted to be adopted in the near-term.

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FUELING INNOVATION: Creative Collaboration

What makes a culture more prone to collaborating than others? How can employers channel these characteristics into creativity and innovation?

FR IT ES CH MA RU DE NL IN US GB

Creative collaboration tends to be intra- Creative collaboration tends to take place in Creative collaboration tends to take place in Creative collaboration tends to take departmental and takes place in dedicated dedicated spaces (not always structured structured collaboration spaces, following place anywhere; it is second nature to the spaces following a formal process. collaboration spaces) following a formal process a formal process and involves people from work culture. and only with a select group of participants. both within and outside the organization.

Agile Conditions for innovation are complex. “A work France, Italy, Spain India, Great Britain, United States China, MOROCCO, RUSSIA Germany, Netherlands US environment is much larger than just a sum of France, Italy and Spain can be loosely grouped In agile and collaborative nations like the United In China, Morocco, and Russia companies Germany and the Netherlands share work cul- MA RU GB its furniture,” says Yasmine Abbas, professorial together as nations where interactions are ex- States, and India, interactive processes are take internal confidentiality seriously, which tures that are steady and collaborative. In these research fellow at Zayad University. In a world plicit and take place in specific spaces. The open-ended and not anchored to specific spac- means workers have been traditionally cau- countries, the workers’ need for structure can CN IN where technology has enabled workers to per- research shows that in cultures with a lower es. Perhaps it’s predictable that a country that tious about sharing knowledge. While team- be seen in spaces that are specifically designat- form tasks anywhere, physically going to work tolerance for uncertainty, workers tend to be celebrates the concept of “open source”, the work within the same branch of an organization ed for collaborative work. Catherine Gall, direc- takes on a significant meaning. Abbas sums it careful about sharing information with col- United States has a work culture that requires is emphasized, different departments tend to tor of Steelcase WorkSpace Futures in Europe, up: “Space is about creating a community.” leagues and are deliberate before making big collaboration and participation. “Collaboration is be highly segregated in separate spaces. So has worked extensively in Germany and ob- Guarding Sharing A space that is optimized for innovation en- changes. Accordingly, spaces and processes an iterative, rolling, often very informal process. there tend to be few—if any—places dedicat- serves that Germans are very open to sharing of interaction need to be structured and ex- Collaboration relies on social networks, infor- ed to interdepartmental interaction among col- information with colleagues, within a structured IT courages new ideas to flow and realize plicit. Cafés and other informal spaces may be mal connections, and how many interactions leagues. In a high context culture, collaboration framework. “They are used to working with ES their potential. But an ideal configuration in regularly used for socialization, but it requires a you have during the day,” says Julie Barnhart- with colleagues in other parts of the world can consultants, but they’d prefer to not have last- FR NL Minnesota may not work the same way in Guangdong. Design must take cultural traits new set of protocols and executives leading by Hoffman, Steelcase design researcher. India, become more fluid and productive if space is minute changes to their plans. Their capacity to example for these behaviors to be readily ad- which is in a dynamic state of change, shows designed to promote the use of video, allow- collaborate is nuanced by the fact that process DE into consideration. How much a culture is open to innovative collaboration practices can opted in the workplace. how a nation can quickly adopt technologies to ing workers to derive meaning from nonverbal discipline is very important and may constrain Steady be predicted by comparing two sets of behav- become a new, global business hub. Even as cues and other elements that add context. the volume of new ideas,” she says. Employees the nation is undergoing great social changes, actively share information, but their interactions ior. On the one hand, a culture’s agility can be Cafés are other spaces where interdepart- How much a culture is open to innovative collaboration personal relationships continue to be valued, take place in structured settings, like meetings practices can be predicted by comparing two sets measured by whether workers are generally re- mental communication can be encouraged. In making collaboration an ingredient necessary and conference calls. of behavior: a culture’s agility, measured by whether sistant or open to change. On the other hand, Russia, kitchens have traditionally been impor- workers are generally resistant or open to change; and for doing business. An individual desk in this how prone they are to sharing or guarding in- tant aspects of the Russian work life, but they how prone they are to sharing or guarding information. South Asian nation can easily double as a place formation can be an indicator of how comfort- were often relegated to small corners where for communal interaction among colleagues ac- able they are with collaborative work. Together function was more important than socialization. cording to Wenli Wang, a member of the culture these attributes help us seek solutions for de- When the international group Sodexo opened study research team at Steelcase. signing creative and collaborative spaces that its Moscow office, it experimented with well- are appropriate to the culture. stocked, open kitchens to encourage workers Ultimately, fostering creativity and integrating to mingle. it into collaborative processes requires an ap- propriate management culture. Understanding cultural similarities and differences between countries is integral to inspiring fruitful col- laboration among workers. When collaborative spaces are designed with an understanding of cultural norms, it can help foster innovation.

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Unlocking The Code

The cultural challenges multinational companies are facing, and what they are doing to address them

Global organizations that design and manage It starts with understanding social rituals, spo- their work environments to respect cultural val- ken and unspoken rules of behavior, hierarchy ues often realize substantial benefits—attracting of needs, employee expectations and legal re- and retaining talent, allowing distributed teams quirements, says Catherine Gall, Paris-based to be more productive, promoting employee research director for Steelcase and the leader of wellbeing, and much more. As global business- an in-depth study of country cultures and their es seek to implement a workplace strategy, their impact on office design. “Trying to decrypt the offices have become stages for playing out cul- complexity of the interrelations between cul- tural differences. Many organizations try to ex- ture and space can be overwhelming, but when port the same workplace strategy that worked companies fail to understand and consider this at home, without always considering how those equation, their workplaces are often dysfunc- spaces will be perceived within a different cul- tional, stressful, and unappealing to workers.” ture. We all need desks and chairs, right? What could be so different?

Vodafone, Amsterdam

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“Any project that involves creating a new work- accounting for this, employees may be very place or transforming an existing one carries slow to accept new workstyles or resist them some risk,” says John Hughes, a principal with outright. It’s a killer for morale and that directly Steelcase’s international work and workplace affects organizational performance.” consultancy, Applied Research & Consulting (ARC). “With the two most common work en- vironment changes — reducing real estate, or significantly changing workstyles—companies need to account for human factors. Without

Vodafone, Amsterdam

Hughes says any workplace transforma- standards such as office density, furniture Management participated in leadership work- tion has four key parts: choices, and color palettes based on Vodafone shops, communicated plans to their staff and, branding. “It gives each local office the op- perhaps most importantly, learned how to  actively engaged leadership; portunity to innovate within boundaries, about manage a more mobile workforce, in particular  significant employee involvement; 80/20. Based on the guide, they can adapt how to measure results instead of more tradi-  design solutions that evolve over time their workplace to local business needs,” notes tional work measures such as hours clocked based on user behavior; Davidson. and face time. “Based on input from our staff and management in the Netherlands, we cre-  a carefully planned and executed For example, Vodafone opened a new ated a long-term pilot space to test Vodafone’s change management program. Netherlands headquarters in Amsterdam in global workplace strategy in Amsterdam and January 2012, that consolidated and replaced A multinational telecomm headquartered to test many of the new workplace design three different offices into the one location. in Great Britain with operating compa- strategies that later would be implemented at “That meant changing the culture of the orga- nies in twenty countries, Vodafone has a our permanent home,” says Paul Smits, global nization, so it was critical to get staff involved global workplace strategy that respects director for organizational effectiveness and in the process of planning and implementing local needs. “The Vodafone DNA is evi- change at Vodafone. the changes,” says Hughes. The ARC team dent in each office, but they’re not clones conducted interviews with the staff, surveyed “The Vodafone office in Italy probably will never of Great Britain headquarters. Vodafone workers and held day-long workshops to get adopt the same workplace model as the is a family and there’s a resemblance from employees engaged in the project. Netherlands, but that’s the whole point. The country to country, but we’re not identical age of the team in Amsterdam and the vision of twins,” says Billy Davidson, global property Leadership and staff expectations were care- leadership there was different from Italy’s, and director. fully assessed and compared; understand- they each developed the kind of offices they ing where management and employees were Vodafone has a design guide on an in- need,” says Davidson. aligned and where they diverged showed ternal collaboration website that’s used where the most effort was needed. Both by the company’s property directors groups wanted to see more teamwork in the worldwide. The guide contains corpo- organization and the opportunity for workers to rate standards for real estate acquisitions, take more individual responsibility for how they procurement contracts, and workplace worked. They envisioned a more mobile work- force in a more flexible work environment.

“The Vodafone office in Italy probably will never adopt the same workplace model as the Netherlands, but that’s the whole point.”

Billy Davidson, global property director, Vodafone Vodafone, Amsterdam

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Culture Change Management Managing the culture change at Vodafone in Vodafone’s Amsterdam project demonstrates Amsterdam was quite involved. “We had to what Hughes calls a “pull” strategy of change make sure our employees were ready to make management: leaders define the strategic in- the move to a more mobile way of working and tent and key behavior changes needed, while a new work environment to support it,” Smits users define needs for the new workplace. “It’s says. Involving employees in the planning pro- important to generate excitement about the cess was important, but so were an array of future of the workplace and have employees resources created as part of the change man- share that excitement with their colleagues and agement effort, including: show how new ways of working will help them do their jobs.” A “push” strategy takes a different tack.  an intranet information site with virtual Employees are not necessarily involved in de- tours of the new space; fining what they need in a new workplace  temporary workspaces employees could and instead are provided the rationale for the try out and training with new technology; change, what the benefits will be, and status updates. The focus is on communication and  coaching and training for managers; training, such as how to work in the new envi- ronment. “It can be effective in some organiza-  staff meetings with leadership to tions, especially in more traditional cultures that discuss the move; are more top down driven, but a push strategy doesn’t ensure satisfaction or even acceptance  a launch event in the new space by everyone,” says Hughes. “It’s not unusual before move-in; for companies to blend pull and push strate- gies to fit the local and organizational cultures.”  relocation assistance for those moving to the city;

 an orientation booklet about the new work environment and the surrounding Amsterdam neighborhood.

“It’s surprising, really, how well and how quickly people have adapted to all of the changes we’ve made.” Watch a video on Vodafone’s Amsterdam workplace: notes Smits. You give people support through the transition, you police your policies a bit without going over the top, and you let people know you’ll http://go.steelcase.com/7fNbCh revisit those policies, and if there are issues you’ll adjust.”

Paul Smits, global director, organizational effectiveness, Vodafone

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Bridging Oceans, Countries and Cultures Cross-culture ventures, such as mergers Barros and her team worked with represen- and acquisitions by companies from differ- tatives from all departments to contribute to ent countries complicate workplace planning. the planning process. A sophisticated change Izabel Barros, a senior ARC consultant in Latin management program helped employees un- America, worked with Siemens, the German derstand new work processes and the work electrical and telecommunications firm head- environment, dubbed “The Modern Office,” quartered in Germany, and Nokia, which “drives corporate culture toward one of the Finnish telecomm, on a joint operation— teaming, collaboration and interaction. This is Nokia Siemens Networks—with offices in critical for high-tech companies who succeed Nokia Siemens, San Palo Brazil and Chile. or fail based on their ideas and their ability to create intellectual property.” This meant work- “First, we made sure that, together with their ers, including middle and upper management, design firm, Moema Wertheimer Arquitetura would have to change how they went about of Sao Paulo, we clearly understood the orga- their work. Individual workstations, for exam- nizational culture of both Siemens and Nokia, ple, would be smaller and closer together to their headquarters' country cultures, and the encourage more communication and collabo- cultures of Brazil and Chile. We explored dif- ration, while private offices would be resized, Engagement is Key ferences not only between the companies repurposed or go away entirely, depending on and countries, but even between offices in Rio Deeply engaging workers in the process lies Workshops explored the benefits of the new local needs. de Janeiro and Sao Paulo. Only after we had at the heart of a successful organizational work environment and a 16-page brochure on those issues sorted out were we able to dive “We worked with middle management so that change. “It used to be that the hierarchy was “The Modern Office” explained how knowledge into what they wanted for the new company’s they would buy into the idea of smaller offic- the catalyst for behavior. Business today is work is changing and how the new work en- organizational culture and workplace strategy.” es, working in the open plan, going to places more complex and changing behavior is more vironment supports it. All materials were pro- for more privacy, and so on. We also helped successful when you engage the human net- duced in the local language and in English, an The goal was to apply a global workplace people accept more responsibility for how and works of the organization. It’s often the unex- acknowledgement of the local culture and as strategy in different locations (Nokia Siemens where they worked, as a way to foster more in- pected members of the rank and file who step an aid to quicker adoption of new workstyles. Networks operates in 150 countries) with some dependence,” Barros says. up and make a difference in driving change, adjustments for local norms. “If you’re going to make dramatic changes to and sometimes pushing the change further the workplace and how people work, leaders than executive leadership thought possible,” at all levels need to be involved in planning the notes Barros. “When you involve users in the change and implementing it. In the Sao Paulo process of planning the workplace, you get office, for example, not even the president’s a more culturally appropriate work environ- office had a door on it. Change management ment as well as earlier and deeper buy-in from involves every level of the organization, but it everyone.” starts at the top,” says Barros. “It’s often the unexpected members The Nokia Siemens Networks change man- agement plan included preparing detailed of the rank and file who step up and protocols for each of the new workspaces for employees. Project areas, videoconference make a difference in driving change, rooms, on-demand drop-in spaces, phone booths (small enclaves), lounges, coffee points and sometimes pushing the change (places for spontaneous meetings) and indi- vidual workspaces (most unassigned)— were further than executive leadership explained in detail, with suggestions for best uses, which spaces could be scheduled and thought possible.” how, etc.

Izabel Barros, senior ARC consultant, Steelcase

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Accenture, Tokyo

The Global/Local Tension Even for companies fluent in wide-rang- companies err when using markets to define miles away, and used virtual technologies to two years, we’ve documented increased pro- ing countries and cultures, global workplace geographies. “You can’t draw borders around connect the two locations and help people stay ductivity and engagement, even compared to strategies must be adjusted to local needs. a group of countries simply because that’s how connected. This approach lowered their space when they were working in downtown Tokyo. Multinational consulting firm Accenture, with you define a market. That underestimates the costs in a very expensive real estate market When you look carefully at existing cultures clients in over a 120 countries, deals with this complexity of the geography and the coun- and improved overall work effectiveness. and norms, challenge them a bit as we did with tries involved. Even though the world is getting remote working and involve the people in de- issue constantly. “In some ways, Accenture They managed the change through round- smaller, it’s important to understand that doing veloping the solution, you can knit all of this company culture trumps local culture. We have table discussions with staff who helped plan work in Japan is different than doing work change together and have an even more posi- a lot of mobility in our workforce and a decen- the changes, email newsletter updates, and in Russia.” tive outcome.” tralized and distributed approach to work: for a user committee to plan the relocation to the example, business might be sold in the U.S. Accenture offices reflect both local and global new Yokohama office and implement new but designed in Manila, built and operated in insights. “Our workplace strategy focuses on work processes. Change is often challeng- delivery centers in India,” says Dan Johnson, enhancing collaboration and innovation with ing. “For some of our people, the move to workplace innovation lead for Accenture. “Plus, a consistent physical space, a single look and Yokohama meant a longer commute. We spent our clients, who like Accenture are primar- feel, and the right balance between the compa- a lot of time talking with them about the im- ily global in scope, expect a high level of con- ny culture and the local culture,” Johnson says. pact and options to minimize it. In response, sistency from us whether they work with an For example, in Tokyo, Accenture opted to re- we introduced a telework program that allows Accenture office in Chicago, D.C., Warsaw, locate some of the staff functions from down- people to work from home two days a week. or Sydney.” town Tokyo to an office in Yokohama about 45 People thought that wouldn’t work in Japan, Yet striving for consistency across the corpo- where employees often feel the need to work ration shouldn’t be confused with consistency where management can see them. But after across borders. Patrick Coyne, global direc- tor for Accenture Workplace Solutions, says

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Youth and Technology Ease Change “Teamwork, impromptu collaboration, things Johnson points to two other factors that help The second helpful factor is technology.“The like that are important no matter where you with work environment changes. First, demo- level of consistency and the number of en- are in the world.” graphics. Accenture’s workforce, averaged abling technology tools are dramatically differ- worldwide, is young: nearly two-thirds Gen ent from just a couple of years ago. It’s very Billy Davidson, Vodafone Y, one-third Gen X and about 3 percent baby typical for us to have global teams built from a boomers. Approximately 70% of the workforce number of locations and they work well togeth- has been with the company for less than five er,” Johnson says. years. “As we grow, we want an early foothold For workers in the Yokohama office, technolo- on the kinds of environments that stimulate gy has helped them become more efficient young people. In some places we’re challeng- and more autonomous in their work. They reg- ing some typical paradigms around leadership ularly collaborate via videoconference with and hierarchy, but we plan that intentionally be- colleagues in the downtown Tokyo office. A People Matter Most cause it’s so important to our culture and our major transition from print to digital media is workforce demographics give us an opportuni- Post-occupancy measures are routine for Accenture and other underway. The home telework program has ty to take some fairly progressive strides.” companies engaged in workplace changes, and a necessary been a boost as well: 96% of employees say ingredient of change management. Johnson says Accenture “just it’s increased their level completed post-occupancies on some new offices around the world and the scores, if you will, vary a bit, probably for cultural reasons, but we’re seeing really dramatic improvements in things like networking and mentoring, which is going to be important regard- less of your culture. How organizations work in teams, how they collaborate, can vary. “We can’t go to Italy, Germany, France, or any other country and say, ‘You have to have offices like we do in Great Britain.’ or, ‘You have to use the Netherlands as the model,’ because it just won’t work everywhere,” says Vodafone’s Billy Davidson. “Teamwork, impromptu collaboration, things like that are important no matter where you are in the world.” “Instead, we encourage creativity within boundaries.” Vodafone encourages every country to post photos of their latest project on their design guide site as a way to share ideas among the property managers team. Accenture has researched the value of employees understanding the company’s workplace strategy and its link to company perfor- mance. “It’s getting off on the wrong foot if a workplace project is viewed primarily as an effort to manage costs. It has to be about enabling your people, making sure we all understand where the company is today and how we work and even more importantly, how we'll work tomorrow,” says Coyne. Accenture’s Yokohama project was nicknamed Project Darwin, after the famous naturalist. They also paraphrased a Darwin sentiment to inspire the staff, one that also may inspire any organization that wants to grow and thrive: “It is not the strongest of the species that survives, nor the most intelligent that survives. It is the one that is most adaptable to change.” In a time of unprecedented transformation and innovation, workplac- es that evolve and adapt to the needs of the organization and its employees will be the most successful in optimizing real estate, fostering creativity, enriching workers’ wellbeing and ultimately reaping the benefits of accelerated global integration.°

Accenture, Tokyo

120 | Issue 65 | 360.steelcase.com 360.steelcase.com | Issue 65 | 121 Culture CODE the research team

Culture Code Contributors:

Beatriz Arantes specializes in the psychology Annemieke Garskamp has more than 20 years Wenli Wang leads Steelcase’s research efforts of human emotion and behaviors and how they of experience in developing, designing and in Asia Pacific. She has participated in The Research Team relate to work and the work environment. She consulting on workspaces, working with projects focused on office environments in Asia holds degrees in psychology as well as multiple teams of interior designers, space as well as the healthcare and higher education Portuguese and Brazilians studies from Brown planners and workplace consultants. industries in China. In addition, she played University, studied clinical and organization an integral role in research of Gen Y in India Understanding human behavior in the workplace is what the Steelcase After graduating from Ecole Supérieure des psychology at Universidade Federal de Santa and the post-80s generation in China. WorkSpace Futures team is all about. Eight members of this multicultural Arts Modernes in Paris, she attended the Catarina in Brazil, and earned a master's and internationally distributed team recently immersed themselves in College of Architecture, HBO Engineering and She graduated from Vanderbilt University with degree in applied environmental psychology studying first-hand how people work in different parts of the world. Their Open University, Business & Management, all a degree in economics. from Université René Descartes, France. in Amsterdam. With experience in multiple work focused on understanding the important implications of culture Yasmine Abbas is a French architect and Izabel Barros is an expert on people-centered European countries, she speaks Dutch, English, on workplace design and how companies can leverage these insights to consultant who has worked with Steelcase’s strategies for innovation and organizational French and German. provide effective work environments in a global business world. WorkSpace Futures team and contributed to effectiveness. She has more than 20 years of The team, based in North and South America, Europe and Asia used many Sudhakar Lahade has conducted user-cen- this issue of 360 Magazine. She has studied experience as a professor and professional research techniques based in the social sciences. In addition to doing tered workplace research for more than 15 and worked in Morocco, France, the United consultant serving global clients to deliver field research, they also collaborated with other business leaders, designers years and is now manager of growth initiatives States, Denmark and the United Arab Emirates strategies and solutions in the areas of content and social sciences experts in different countries to develop a deep and at Steelcase. in the fields of art and architecture, business management, work environment innovation and rich understanding of the issue. ethnography and sustainability. change management. Born and raised in India, Lahade worked in the Interestingly, the team became a microcosm of the very issue they were Mumbai area for more than eight years at the She graduated from Paris-Val de Marne and With multi-lingual capabilities (English, Portu- studying—how do you bridge cultural differences among distributed teams start of his career. A graduate in architecture earned a master of science degree in architec- guese, Spanish, French), she holds a Ph.D. to create trust and highly-effective working relationships? from the University of Mumbai, he has earned ture studies from the Massachusetts Institute degree from the Institute of Design at The Illinois master’s degrees in design from both the Indian of Technology and a doctoral degree from Institute of Technology. She is also a certified Institute of Technology in Bombay and the Harvard University Graduate School of Design. engineer with master's degrees in both product Illinois Institute of Technology. design and production engineering and is certified on change management by PROSCI. Ilona Maier is a senior developer, advanced marketing and applications, with extensive Catherine Gall directs the WorkSpace Futures experience in France, Germany, Malaysia, team. She has more than 20 years of experi- Morocco and Russia. A conceptual thinker, she ence consulting with corporations on the applies culturally-based insights to create essential interplay of space and culture, working applications, design tools and thought starters with companies on social and organizational that support effective workplace design. studies and workplace design research. She holds a degree in engineering for architec- She has lived and worked in France, North ture and interior design from The University of America and Germany. A native of France, she Applied Sciences Rosenheim. graduated from the Strasbourg School of Management and has also studied product Melanie Redman has a left brain/right brain design and development at Stirling University in perspective on culture as both an artist and a Scotland. researcher. After earning a degree in Russian and International Studies from Emory University, she went on to earn a bachelor of fine arts degree in graphic arts from Purchase College of the Arts, SUNY. At Steelcase she conducts human-centered research in various markets, including health- care and small companies. She recently completed an in-depth study of the post-80s generation in China.

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In the new global marketplace, work is shifting Don’t assume Wherever you locate, Design for Take time to learn Use design thinking to new locations and cultures are colliding as a result. Business leaders, real estate profes- you can transplant invest in the workplace collaboration about a culture to think sionals, architects and designers all need new workplace to achieve your wherever before doing business about designing ways to think about how to design culturally fit work environments. While there is no universal standards intact business goals in the you locate. in another country. for global step-by-step, how-to blueprint, Steelcase from one country context of culture. Globalization, complexity and the drive for Everything will make much more sense, and local needs. research has yielded high-level insights for innovation have made it a now and future trend much faster, when you do. Working for a multi- to another; Because they profoundly affect people’s moti- Whenever a complex problem arises, the success that apply everywhere. for any business, anywhere. Different cultures national company today can be a lot like vation, satisfaction and wellbeing as well as the process of design thinking has proven to be an find the right are adapting to it and practicing it differently, working for the United Nations—it requires efficiency of their work processes, the spaces effective tool that enables creative thinking but it is indisputably the way the 21st-century diplomacy, tact and sensitivity, as well as new balance between where people work are investments that can to emerge. Design thinking allows for seeing a world will work everywhere. Building communi- models of organizational dependency and make or break an organization’s ability to meet problem holistically, through a microscopic local and global. ty, inspiring flow and trust must be managed interaction. its goals in any location. The right spaces can lens to scrutinize the pieces and a telescopic for successful collaboration, and the workplace Having a common thrust is important for any bring out the best in employees, reconciling Attitudes toward company culture are strongly lens to see patterns and the bigger picture. plays a critical role. People’s increasing need multinational organization, and leveraging cultural differences and capturing the value of influenced by cultural values and norms. Being By deconstructing and reconstructing the key and desire to be connected—physically as well local differences requires customization that every person as a source of strength that smart about globalization means seeing the components of any challenge, new insights as virtually—demands workplaces that deliver plays to dominant needs and desires. contributes to the success of the whole. world through different lenses. Whether it’s about interrelationships can emerge, support- the best set of choices and experiences to an issue of religion, gender roles, dress stan- ing an effective translation of larger issues into Power dependency, for example, is a highly At the same time, designing space for culture support it. dards, food or any other dimension, it’s im- local solutions. relevant factor in the mix. People in cultures that should never mean reprioritizing your business portant to always realize that culture is deeply are relatively independent require egalitarian goals. Workplace design must correlate seated in every person’s sense of self. Passing work processes and spaces, while people with the strategic issues facing an organization, judgment is limiting and builds barriers; un- in cultures that are dependent on power figures addressing ongoing and emerging business derstanding other cultures as different, versus have emotional needs for visible hierarchy. trends in culturally appropriate ways. Allow for cultural Likewise, for people in cultures that are highly better or worse, opens opportunities. as well as intolerant of uncertainty, security is a strong motivator so “ownership” of an individual work- brand manifestations space is likely important. in the workplace. How people express emotion, release tension While the design of the workplace is an and communicate with each other are important tool for establishing your corporate among other important dimensions of culture brand consistently in any locale, some that profoundly affect the design of an degree of tailoring and customization is also effective workplace. essential. It shows respect and can be a powerful visible demonstration of your commit- ment to the country and your employees there.

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Insights Applied The Interconnected Workplace I nsights A pp l ied

CHALLENGE

Creating a workplace that meets Leverage the complexities of competing today’s global challenges in an interconnected world.

A workplace that supports how people work today while It offers choice and control over spaces that support the anticipating their needs tomorrow is one that Steelcase physical, social and cognitive wellbeing of people, and refers to as an Interconnected Workplace. provides a range of spaces designed for the many modes It leverages the opportunities offered by an of work they engage in. UNDERSTAND interconnected world, and is designed to augment It is a workplace that amplifies the performance of people, the social, spatial and informational interactions teams and organizations. PEOPLE NEED PEOPLE NEED PEOPLE NEED between people. TECHNOLOGY PEOPLE SPACES THAT BRING TECHNOLOGY AND PEOPLE TOGETHER

OFFER

CHOICE AND CONTROL over where and how people work.

consider

Cultural context

CREATE This framework provides a methodology for creating and assessing a workplace designed for an interconnected world. It recognizes PALETTE OF PLACE PALETTE OF POSTURE PALETTE OF Presence that people need to do both individual ‘I’ work and group ‘We’ work. It also breaks the paradigm that all individual spaces should be An ecosystem of interrelated A range of solutions that A range of mixed-presence assigned or ‘owned’ or that all group spaces should be shared. The zones and settings that encourage people to sit, experiences (physical and range of spaces in an interconnected workplace need to support provide users with a range stand and move and sup- virtual) in destinations de- focused work, collaboration, socializing and learning. of spaces that support their port the multiple technolo- signed to augment human modes of work. gies they use. interaction.

126 | Issue 65 | 360.steelcase.com 360.steelcase.com360.steelcase.com | Issue 6564 | 127 Visalia sofa – by Coalesse

Sebastopol table – by Emilia Borgthorsdottir

Crossing over. Work and life are merging. Coalesse products are artfully designed to improve the quality of life at this intersection. Our furnishings are comfortable, elegantly purposeful, and beautifully crafted to cross over - between offices and homes, and wherever else people feel inspired to work.

COALESSE.EU S U STAINABI L ITY SPOT IGHT

sustainability L ITY SPOT IGHT S U STAINABI spotlight A look at people and organizations that are making Every idea and story was catalogued the world better for us all. and grouped under a key topic. The top five categories identified:

Technology

Globalization

Education

Personal/Community social issues and wellbeing Dream Industrial reinvention

Workshops in Canada, Mexico, Participants viewed a short documentary titled forecasting and quantitative futures research Tension seeks resolution One Day (QR CODE), commissioned as part of methods. “Today we are in the early stages of Throughout the course of history, cultures and and the United States invite the anniversary celebration. The film captures defining a new age,” says Marina Gorbis, ex- economies have exerted great effort to recon- the dreams of 10 year-old children tasked with ecutive director, IFTF. “The very underpinnings cile competing tensions: security versus free- thought leaders to imagine the imagining what their future will be like. Their of our society and institutions ­­—from how we dom, simplicity versus complexity, creation limitless imaginations helped to set the stage work to how we create value, govern, trade, future of sustainability. versus destruction, individual versus group af- and encourage workshop participants to an- learn and innovate—are being profoundly re- filiation and numerous others. Invariably, cul- swer the question, “What if…?” shaped by amplified individuals”. tures and economies oscillate between the two Together, these teams challenged and re-in- Dramatic transformation is a double-edged ends, moving gradually more toward the mid- vented engrained systems, dared to imag- sword: simultaneously exhilarating and unset- dle of the continuum. Eventually, with imagina- ine great shifts, and offered hope for a better, tling, as systems we’ve long taken for granted tion and innovation comes resolution. A better Big This was the challenge issued to thought leaders during a series of seven more sustainable future. These ideas will be evolve and morph into what’s next. Workshop way. A new paradigm. Expanded possibilities. envisioning workshops hosted by Steelcase throughout the Americas this synthesized with Steelcase’s ongoing insights teams grappled with this dualistic reality — Participants’ ideas reflected these opposing spring and summer. It was designed as a part of Steelcase’s year-long100th and research into how people live, work and questioning, hypothesizing, and dreaming big. pressures, more frequent swings and anniversary project, entitled “100 dreams. 100 minds. 100 years.” The move and how to best serve their physical, so- movement toward resolution. In the future, project seeks to collect dreams and ideas from around the world on a wide cial and cognitive wellbeing — to enrich design participants imagined some of the old tensions range of topics. These workshops brought together minds from the design thinking and develop future strategies. community, academia, real estate, business and non-profit organizations to disappeared, replaced by new pulls creating collaborate and dream up the cultural, economic, and environmental The participants’ ideas resembled some pre- the future’s dynamic. As history shows us, landscapes of the future. dictions from pre-eminent experts, includ- tensions must be reconciled in order for new ing The Institute for Future (IFTF), a non-profit systems to emerge. research center that specializes in long-term

130 | Issue 65 | 360.steelcase.com 360.steelcase.com | Issue 65 | 131 How will we feed our families Biophilia is a constant source of inspiration… in the future? nature now nurtures innovation

Insights: Insights: The environmental Tension between landscape global and local From Chicago to Mexico City, Toronto to New as design integrates with natural cycles and The increasing polarization between global and to address the lack of arable land. The GAA But this shift cannot happen without help. York City, all teams agreed that forty years processes. Energy is generated from the wind local concerns, governance and business ap- would incentivize farmers to produce what the Education systems must change, and the way from now, the participants believe the planet and sun; renewable investments made in the peared in many of the scenarios developed in planet needs in the regions where the climate the human brain functions must also change. will look very different. There are wars over beginning of the century are paying off. the workshops, from Toronto to Mexico City. still allows, and create equitable food distribu- In Mexico City, participants envisioned ways to access to water, catastrophic natural disasters Participants identified pressing needs and op- tion systems. “speed up evolution” by optimizing brain Conservation has replaced consumption as a continue and climate refugees rise. portunities at both ends of the spectrum, pull- function - improving neural connections and way of life. One of the main issues was how to feed our ing and tugging at the institutions and systems therefore humankind’s ability to synthesize vast Nature isn’t seen as an endless source of raw families in the future. This led to discussions Here’s an interesting question posed by several that now comprise the middle. amounts of data. “Recabling the brain” will materials any longer, instead it’s revered as a about the evolution of traditional “family”. groups from Washington DC to Houston: Can enable new ways of learning and processing source of rejuvenation. Disparate forces join to These simultaneous movements toward cen- Instead of genetics alone, future families will natural disasters have positive impacts? Their information; neurochemistry solutions will rescue and reclaim damaged rivers, land and tralization and decentralization sparked ques- self-organize around shared values and answer was largely yes. Their reasoning: natural obviate human intelligence’s limitations to air. Resource scarcity isn’t risk management tions from participants like “What can we as a resources, spanning generations, embracing disasters create unmatched opportunities to handle the scale and complexities of global, like it was in the early 2000s; it’s now the cost community do for ourselves, and what priori- different ethnicities, and ignoring other rebuild from scratch, tearing down the remnants systemic problems. The shift from biological of doing business. ties need to be determined at a global level?” imposed boundaries of today. It’s an idea that’s of broken systems and replacing them with evolution to technological evolution is This reversion to local dependence and newly both global and local, individual and group. Biophilia is a constant source of inspiration. thoughtful, hyper-efficient new models based on underway. accepted reliance on global authorities ap- There’s acknowledgment that the planet has design thinking. As old systems are literally Many groups imagined that government will be peared in several sectors from food to fam- There will be greater emphasis on science been innovating for millennia, and maybe its washed away, new ones will emerge. But where re-invented and redefined. Interestingly, the ily structure, government to education in New since many of the world’s challenges are successes and failures can guide us. Nature does that leave us now? Do we really have to groups imagined government’s role at both York, Houston, and Seattle. ecological. There’s also a renewed emphasis now nurtures innovation. wait for natural disasters to move us to change? ends of the global-local spectrum. Imagine a on teaching creative problem-solving skills, Local food played a critical role in the future World Council on Energy, ensuring access to Artificial boundaries between the built resiliency and collaboration, since these are scenarios as agricultural needs became a full- clean energy for everyone. Or a Seattle group’s environment and the natural one are breached in-demand. There’s a shift from learning the scale crisis. From families producing their own vision of a global election where everyone basics to practicing and learning the principles food to the transformation of large chain gro- votes. Or a Planetary Council, comprised of the of design thinking. Education has shifted from cers to local co-op. The majority of the cities 30 largest multi-national corporations who now facts to wisdom. looked to the past to guide the future: reliance run the economy, redistributing resources and on yourself and your neighbors; sharing and re-engineering products through a global trading resources to meet individual and com- needs filter. munity needs; a return to purity and simplicity Personal identities shift toward community in what we eat and where it comes from. belonging, signaling an end to overconsump- Conversely, the group in Toronto envisioned a tion, waste and inequalities. The shift from food and agricultural system led by a newly “me” to “we” has kicked in. The human formed Global Agricultural Association (GAA), consciousness has taken a beautiful leap created by leading companies and nations forward toward empathy and connection, resolving tension between individual needs and the larger community.

132 | Issue 65 | 360.steelcase.com 360.steelcase.com | Issue 65 | 133 Water, time, and happiness is the new currency.

Insights: Economic reinvention Work is fundamentally changed. Having one and connection to the things they choose to The groups hypothesized that the economic job is uncommon. As free agent knowledge incorporate into their lives. meltdown of 2008-2012 and beyond caused a workers seamlessly move between employers, permanent re-adjustment in the way goods Goods are rarely made from new materials. they offer their skills and talents as needed. and services are exchanged. Values shifted Reuse dominates the creation process and Centralized offices are now considered archa- toward pragmatism and practicality, balance drives new product design. Innovation is ic, as work takes place everywhere. Mobility, and sustainability, flexibility and creativity. sourced from Earth’s natural cycles and innate multi-functional infrastructure that enables digi- Values drifted away from personal status, wisdom, and prices take life cycle costs into tal communication, and embedded technolo- luxury and indulgence. account. There’s a worldwide lifecycle protocol gy are the new norms. As imagined by groups guiding companies, perpetual recycling As a reflection of this swing, new ways of in Washington, D.C., hologram conferences provides a steady stream of materials, and buying and selling appear. Bartering, sharing have replaced conference calls and air travel. disposable products are exceedingly rare and and trading resources replace old currencies. All spaces are wired for work. Work and life are very expensive. New and old are one and the Water, time and happiness is the new currency. meshed. same. Singular ownership is now considered wasteful Individuals are the new prototypers - catapult- and scarcity is a fact of life, as envisioned by The success of the economy is no longer ing innovation forward. Failure is encouraged New York groups. Babies are issued water and measured by efficiency metrics. The new more than ever. People begin to re-value the carbon cards to track their planetary impact. success metrics are based on quality of life: imperfections of handmade, organic and other But the access economy is in full bloom, fulfillment, flexibility, family time, relationships, processes that reveal human creativity and sharing food, skills, cars, tools, living space customization, and wellbeing. expression. Mass production falls out of favor and other resource-intensive goods that often for many who long for a stronger sense of story go unused.

We’d like thank the following organizations for dedicating In the grand scheme of things of systems that are more harmonious with our time to envision the future with us. environment and finite resources. Chicago: Adrian Smith + Mexico City: Anahuac; AMIC; Technology. Globalization. Education. Gordon Gill; Cannon Design; ATXK; Centro; CB Richard Ellis; Well-being. Industrial reinvention. These are all Have we reached the point where we must Chicago Design Network; Cushman Wakefield Real Epstein; Holabird & Root; Leo Estate; GA&A; Gensler; Iconos; recurring themes throughout the workshops re-examine engrained ideas? Isn’t it time to A. Daly; Myefski Architects; Jones Lang Lasalle; KMD; and all point to one concerning thought: are we ponder our true purpose? How far can we Narrington; Nelson; TVSdesign. Serrano Monjarraz; Space; SUME; T4; VFO. going to hitch humanity’s wagon to outside stretch the limits of human potential? These are Houston: Center for Houston’s Future; City of Houston; Seattle: Boora; Callison; DLR forces or are we willing to look within and make the questions we will wrestle with, adapt to Gensler; HOK; Houston- Group; EHS; Gates Foundation; changes at the individual level? Will we be and chart a course for success based on our Galviston Area Council; GSA; HOK; NBBJ; Premera; Kirksey; Page Southerland Starbucks; SRG; Wille Design willing to sacrifice comfort, convenience, time insights. Page; Perkins and Will; and money to create a future where we live University of Houston; WHR Toronto: Affecting Change, Like each generation before, the coming architects; Inc.; B+H Architects; Bull Frog more in balance with our natural environment? Power; Co-Operators decades will dissolve boundaries that were ® New York: Cannon; Cushman Insurance; Corus dash mini is the most advanced LED task lamp. dash provides a uniform Wakefield Real Estate; David Entertainment; Devencore; Mostly, change comes at a glacial pace. once considered sacred. New definitions of old Brody Bond; Environetics; Diamond Schmitt; Dialog; People generally resist change because it’s institutions will surface. Human consciousness pool of light which reduces contrast, minimizing glare and shadows. Gruzen Sampton; G3 Figure3; Gensler; HOK; IBI; Architects; IA; Interface Flor; Kasian; Loyalty One; MODO; hard, it’s threatening to the status quo, and it’s itself will grow and expand to create new HDR; NYC Building; KPMB; Quadrangle; Smith usually accompanied by fear. But today, the possibilities. Inspiration will be drawn from new Perkins+Will; Perkins Eastman; Grimley Harris; Straticom; York Posen; RB Design; Switzer University. rate of change is amplified. The amount of sources, ideas will be instantly shared and Group; Ted Moudis Assoc.; information available is a quantum leap from socialized, and impacts will be more transpar- TPG; Trinity Wall Street Real Washington DC: Gensler, At details we design for the physical, cognitive and social wellbeing of the person. Estate; Viridian Energy & HOK; IA; OPX, Perkins+Will; previous generations. Likewise, the problems ent. Humans, always resilient and malleable, Environmental; Woods Bagot. RTKL; SmithGroup; Studios; USGBC; WBA. we collectively face are on an unprecedented rise to the occasion and create a future that this is scale. It begs the question: Are we equipped harmonizes the tensions between sustaining to continue on this planet-change course? people and sustaining our planet—and in doing Today, human intellect alone seems insufficient this, create a culture of abundance. to tackle the ambiguous and entrenched Just imagine… problems we face. In the future, perhaps ° Enhanced Intelligence (aka Big Data) will show us new options. Perhaps human nature and the natural environment will come more into balance. Perhaps we will learn the value to learn more about dash please visit steelcase.com

134 | Issue 65 | 360.steelcase.com 360.steelcase.com | Issue 65 | 135 Leadership Moment E xe cu tive I nterview The Value of Place: LexJet leverages their workplace for competitive advantage 360 talked to LexJet CEO Arthur Lambert to discuss how their new workplace has helped to amplify the performance of their organization

“We had three rules when we started the A Culture of Collaboration company: Have fun, make money and don’t “Creative problem solving and idea creation are get in anybody else’s way having fun and essential to our success… We’ve always making money. We live that every day,” had a highly-collaborative culture, but there was says CEO Arthur Lambert, who started LexJet a time when teaming at LexJet meant our with partner Rob Simkins in 1994. It’s an customer specialists hovered around a desk or approach that’s paying off—the company has a kitchen table. These were the only places been recognized on Inc. Magazine’s list of LexJeters could gather and share their technology. fastest-growing private American companies But our new work environment has changed and by Deloitte & Touche as one of the all of that. fastest-growing technology companies in “Our new space also hosts our technology in a the United States. more thoughtful way, which has enhanced But their cultural approach to business is what interactions with remote team members, partners really makes them special, says Lambert, and even our customers. We can more easily “We have no bosses in the company. Our leader- share information with customers, while offering ship team is there to manage the business, higher levels of technical support…so much not the people. Our culture is like a family. It’s so, that it’s been a factor in boosting sales to Arthur Lambert fun, it’s open, it’s casual, it’s entrepreneurial. record levels and enhanced our customer CEO, LexJet Corp. All you’ve got to do is walk into our office and see service experience.” the fun and the excitement and the energy that’s there and you get hooked very easily,” Optimizing Real Estate

he raves. “Our approach to real estate is simple—get more out of the space we already have and when LexJet markets and sells professional-grade, wide- Attracting and Engaging the necessary, get more space when we need it. I format inkjet printing equipment and supplies. In Best Talent addition LexJet designs and develops its own brands don’t want to force people to work remotely of imaging materials to solve the unique production “One key to our sustained growth has been the because we need more space. It’s not the right challenges identified by their customers. FIND YOUR PLACE. ability to consistently attract and retain the reason to do it. If you need more space, you www.lexjet.com best talent. It’s all about the people that work need more space… get more space. Don’t cram, here, it really is, and the workplace is a big because then you start to hurt culture and OPTIMIZE YOUR SPACE. factor in their satisfaction. The tools you give productivity. Our new space has helped us them contribute to that satisfaction — the achieve our goals by delivering more usable space environment, the technology, the culture you in a smaller overall footprint than we had Workers can spend as many as 45 minutes every day searching for a help them create, that’s what it’s all about. before. We’re able to accommodate a staff that space to work. Workers can see when a space is available and reserve Our employees love the new space and The is 20 percent larger in an area that’s about it on the spot. There’s no more guesswork, hassles, or unnecessary Tampa Bay Business Journal and Florida 2,000 square feet smaller… in a space that is not Trend Magazine recently ranked us as one of only more vibrant and welcoming, it’s more downtime — for your people or your valuable real estate. The Best Places to Work in Florida. connected and productive.” “Our attrition rate is below 10 percent in an steelcase.com/roomwizard People Matter Most industry where 30-40 percent is more typical. We’ve had competitors come in who shake “We are growing quickly and plan to expand to their heads and wonder how they can com- another floor in the same building within pete. Other competitors have even decided they the next few months. Ultimately, our success is want to partner with us, rather than compete directly connected to the enthusiasm of our with us. We just had a competitor turn over their employees. Our people are the most important entire direct sales business to us, worldwide. part of LexJet. Our new space aligns the These people walk in and they see where we needs of our people with the needs of the work, but more importantly what and who organization in a way that has reinforced a great we are as a company. It says more about our culture. It’s a win-win.” company than we could ourselves.” °

http://go.steelcase.com/FmZKtj

136 | Issue 65 | 360.steelcase.com 360.steelcase.com | Issue 65 | 137 activate learning Introducing Verb TM, the first integrated collection of classroom furniture designed to support active learning in the classroom. Verb is flexible, mobile and infinitely reconfigurable – offering a full range of teaching and learning styles on demand. It can help activate learning in any classroom and improve student success.

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Verb: for the many modes of learning

138 | Issue 65 | 360.steelcase.com “I get quite disturbed “In order to be able to develop active learning, the importance of when people label the classroom is huge” our educational system Dr. Lennie Scott-Webber as broken. It’s not broken. It just needs to be redesigned.” Trung Le, principal, Cannon Design, Chicago, IL Classroom by classroom, the nation’s took the spotlight in a Steelcase-hosted panel leading experts on learning discussion in July at Chicago’s Merchandise environments aim to revolutionize the way we educate our children. Mart. The VIP Event came during the “If we want to change education, we literally have Society for College and University Planning’s to change the way we design the space,” 47th Annual International Conference & says Trung Le, a principal in Chicago’s Cannon Idea Marketplace. Design and lead designer for its education group. “The current model in which we think about a That means revamping classrooms to promote classroom needs to deconstruct itself,” says active learning because traditional settings Le. “It’s quite an exciting time to actually think and approaches simply aren’t working as well and innovate in ways that are really driven as they should. Michigan school administra- by pedagogy, driven by very different ways in tor Greg Green was so inspired, he’s retooling which the educator wants to teach. educational models to reduce student failures “We recognize that children need to move. We EXPLORING and boost academic achievement. are a species in motion and yet it’s really The movement to transform classrooms unnatural the way we place children of various has picked up steam in recent years, according size in the same-size seat and desk, and ask HOW SPACE to Steelcase’s Dr. Lennie Scott-Webber, them to sit very quietly, and listen, and focus.” Director of Education Environments, who has For centuries, the traditional classroom has AFFECTS long pursued “that dream to change how promulgated passive learning, or as Scott- we educate and how we design educational Webber puts it, “Sit and listen, if you’re a stu- environments, because some of them are dent. Stand and deliver, if you’re an educator. LEARING just horrid.” Now, it’s really changing to be much more dynamic. The idea is for students to be more Steelcase brings together Stimulating rapid and radical changes in traditional classroom environments—to yield engaged in the actual learning process so three leading authorities enhanced active learning that allows students that they begin to own their own knowledge.” on designing active learning to own their own knowledge, foster collab- spaces and improving oration, and maximize inquiry and discovery— education environments.

140 | Issue 64 | 360.steelcase.com 360.steelcase.com | Issue 65 | 141 Meet the Experts “Active learning breeds success and a more vibrant educational environment” Trung Le, Practice Leader for Third Teacher GREG GREEN Plus of Chicago’s Cannon Design and a widely recognized advocate for incorporating multiple intelligences and learning styles in education environment design. As a pioneer in the field, Le focuses on spaces that spark student imag- “Active learning breeds success and a more “It’s the catalyst,” argues Scott-Webber. “In ination and inquiry, while triggering dynamic vibrant educational environment by incor- order to be able to develop active learning, the collaboration. porating a mix of teaching styles, tools and importance of the classroom is huge … the classroom configurations,” says Green. faculty member has to develop a strategy to The future can be support the content to be delivered.” “It’s a blend of teacher, technology, content delivery and your classroom design. They “We talk a lot about Steelcase Education inspiring if you nurture it. all fit together. One without the other, it’s a Solutions as the physicality of the inside-the- broken wheel,” he says. box. It’s not just about building a beautiful building. But it’s actually asking the tough Active learning also means meshing and questions about what you’re going to do as balancing the varied ways in which students Greg Green, principal of metropolitan Detroit’s At Nurture, we strive to improve the a teacher, what are the strategies you’re assimilate knowledge. Clintondale High School and innovator of the going to incorporate, and how best can we “flipped classroom” that has students reviewing “There’s instruction where you’re maybe engaged support that with the design of the space and materials at home and performing homework healing experience for all through in a simple conversation with the teacher the furnishings for the room.” in class to enhance learning. One of Converge in more of a large group setting,” Green says. Bolstering active learning by refashioning learn- Magazine’s Top 50 Educators for 2011, Green understanding how the work of “There’s independent work where you’re ing environments has infused these experts with is an internationally renowned speaker on learn- engaged as an individual trying to go through fresh optimism about the future of education. ing structures. something. There’s also collaborative work healthcare happens. We use where you’re doing some small group stuff. “I get quite disturbed when people label our There’s also computer-assisted instruction, educational system as broken,” Le says. “I think insights to bring better products and then there’s teacher-led instruction where the message that we want to say is that, It’s the educator may be working with five or not broken. It just needs to be redesigned, be- six students.” cause we want new outcomes.” ° to environments where patients, This turns an educator from “a content delivery person to a learning specialist” and reverses Dr. Lennie Scott-Webber, an interior caregivers and clinicians come the archaic educational approach that has dis- designer, retired professor and former chairperson couraged collaboration between students. of university design programs with expertise together. Help bring the future of “We’re starting to realize that we need to create in determining how environment affects behavior, learning groups, instead of … people with especially in higher education settings and individual knowledge,” Green says. “Collectively, corporate learning centers. Within Steelcase healthcare to your community. we have a stronger learning environment Education Solutions, as Director of Education when we have a learning group, rather than Environments, she oversees the “D3” portfolio: just a bunch of individuals.” discovery, design and dissemination. Consequently, it’s critical that a classroom facilitate this active approach.

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142 | Issue 65 | 360.steelcase.com 360.steelcase.com360.steelcase.com | Issue | Issue 65 64 | | 143 S tee lc ase ed uc ation so lu tions A new learning curve Ideas on planning and designing learning spaces from Lennie Scott-Webber, Ph.D., Director of Education Environments for Steelcase Education Solutions ation so lu tions S tee lc ase ed uc ation “There’s a revolution going on in the classroom and most design schools have yet to enlist.”

Why don’t A&D schools  How students will learn in the new millennium; by practicing A&D professionals, focused on higher educational design.  What tools and spaces will help spark teach the design of creativity in both faculty and students, and What exactly needs to change in the design change behaviors; and of learning environments? That’s a discussion for another column, but it starts with the education environments?  How the decision of space and furnishings realization that some long-held beliefs about impact those behaviors. educational space design are out-of-date. Consider also the challenges of spaces outside For example, classrooms that only allow teacher- It’s a question I hear regularly, and it’s worth pondering given the importance of the college classroom: centered learning—the old “sage on the

formal and informal learning environments. These are the places where our  Learning is enhanced when students interact stage” approach—are a thing of the past. While children spend more of their first two decades than any other single place. Here with others outside the classroom, so a lecture can be a valid approach for a short they grow intellectually, discover how to communicate and work with others, what informal settings foster learning and timeframe, learning today encompasses a variety and develop the critically important skill of learning how to learn. community building? of approaches: project work, small group interactions, problem-solving sessions, student About the author,  How can the campus be used to add continuity presentations and mentoring, and other strategies. and community to the learning experience? Lennie Scott-Webber, Ph.D. Any classroom that can’t be quickly and easily  What spaces serve and encourage informal/ I’ve owned and operated design firms Given the significance of a learning space, you’d Education space design was considered a adapted (by students and teachers, without impromptu learning? in the U.S. and Canada, taught at think there would be courses galore on the specialty and, given the assumption that class- the assistance of the maintenance staff) to these three universities and held administra- room buildings really didn’t need a lot of  How can design support the new ecosystem new modes of teaching and learning won’t design of learning spaces. Sadly, there are not. tive positions as well, all the while creative design, why would design education of balancing pedagogy, technology and space work in the 21st century. Classrooms must be Why? One reason is that for decades classroom researching educational environments. focus on academic buildings when other intentionally? more flexible, less formal. design, the formal learning place, was treated Over the years I’ve seen the insides markets offered more interesting projects with (by school administrators, faculty and designers The simple fact is that there’s a revolution going Learning happens anywhere on a campus and of more classrooms than I can count. less bureaucratic organizations? alike) as a process akin to chain restaurant on within the classroom and most design schools formal and informal places are in a huge Many of them are an insult to students replication: there was a template (classroom The design of higher education and K through have yet to enlist. transition. Teaching and learning strategies are and teachers alike. boxes filled with rows of chairs, a lectern and 12 spaces today, though, is about much also being challenged. Technologies are My passion, and my job, is helping writing boards) and you followed it. There more than code compliance and other regula- One school that has incorporated education integrated at every level, not always supporting people understand the behaviors that was no need to rethink something that seemed tions. When designing for formal learning space design as a studio could be a role model. the teaching and learning strategies. Spaces come from different environments, to work for millennia. spaces—what we call inside the “box”—design- At Radford University, we developed an should be designed to support these emerging ers need to recognize the major changes educational studio that began with pre-design needs. Who best to think these complex chal- and creating classrooms that truly sup- That template is still practiced. But today that port new ways of teaching and learning. happening to accommodate active learn- programming to renovate a general pur- lenges through but designers. poses a problem since teaching and learn- ing. Tackle the design of advanced learning pose classroom building. Through the course, ing is incorporating new instructional methods, It’s an incredibly exciting time to be a part Email your ideas and questions to spaces and you have an opportunity to solve for students worked in multiple teams to review deeply engaging students, taking advantage of academia today. It can be an equally exciting [email protected] or on some pivotal and fascinating issues. It’s neces- environmental and behavioral theories, survey of new technology and recognizing that since time in design schools if they join to help lead twitter to [email protected]. sary to understand: faculty and observe them in teaching spaces. students learn in different ways, classrooms this revolution. The semester culminated with students presenting ° need to support different learning styles and their inspired learning space designs, which teaching practices. were also judged (very positively, I might add)

144 | Issue 65 | 360.steelcase.com 360.steelcase.com | Issue 65 | 145 Interactive floorplans Drawing/sketching functionality Design intent for each setting English and Metric dimensions design apps Design APPS Alternative settings for each vignette

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146 | Issue 65 | 360.steelcase.com 360.steelcase.com | Issue 65 | 147 “A fundamental understanding of LOOKING cultural differences has never been TO THE FUTURE as important as it is now.” Steelcase Germany Celebrates 100th Anniversary

Focusing on the future, more than 950 customers, The gathering in Rosenheim featured addresses by Steelcase CEO Jim Hackett and renowned German architect Stefan Behnisch, an advocate of designs that stimulate interaction and dealers, media and employees gathered in late communication. Behnisch focused his remarks on the importance of buildings and cities as living June to commemorate Steelcase’s 100th birthday and working spaces. in Rosenheim, Germany. As part of a year-long, The event featured speakers who explored systems and methods businesses can use to unlock the worldwide centennial celebration, the event called true promise of their employees by setting aside conventional practices and embracing new ideas:

‘Bavarian Days’ brought together diverse thinkers to  Reach out to other disciplines:  Why ideas fail: look ahead to future business innovations that By encouraging intensive, wide-ranging and According to Oliver Gajek, co-founder of could dramatically alter the global marketplace in open communications across all disciplines Brainloop AG and Chairman of the Board for and hierarchies, start-up businesses can Munich Network, who serves as an advisor the next century. often avoid unwelcome problems. That was to many of these fledging companies, young the thrust of a presentation by Anne Berger, start-up enterprises frequently encounter a The forward-thinking ideas shared through presenta- Professor of Integrated Product Design host of obstacles. He cautioned that great tions, demonstrations and lectures by respected at the University of Coburg, and Franz Glatz, ideas often fail due to financial hurdles, dif- Managing Director of the Gate Garchinger ficulty in finding talent and the excessive corporate leaders and researchers ranged from Technology and Entrepreneur Center in length of time it takes to develop these con- revamping management systems and encouraging Munich and an expert on business incuba- cepts in a fast-changing world. By the time tors. “If your only tool is a hammer, every an idea comes to fruition, he said, too often interdisciplinary communications to embracing problem looks like a nail,” goes the well- the project already has become obsolete. multi-functional, collaborative working environments. known philosophical credo that speaks to being overly dependent on a familiar utensil or implement.

148 | Issue 65 | 360.steelcase.com 360.steelcase.com | Issue 65 | 149  Breaking patterns and changing  Improving the brand experience: Other presenters included Gunnar Bauer, attitudes: Pat Kalt and Alexander Strub, Creative Managing Partner of Nurnberg’s Leonhard That served as the central theme of a presen- Directors for Munich’s Expolab, a commu- Office and Design, and Bianka Tafuro of one tation by Dirk Osmetz, graduate economist in nication agency and design studio, offered the world’s largest market research compa- the Musterbrecher Managementberater man- examples of the criteria required for brand nies, GfK,. agement consulting practice in Taufkirchen, creation and the way brand engineering can As a Steelcase in-house event, Bavarian Days Germany. Rather than trying to perfect an old systematically be revised and enhanced. also saw the introduction of Coalesse to the system, he suggested, companies must be European market, allowing hundreds of visi- willing to change the emphasis of manage-  The challenges of becoming global: tors to see and experience for the first time the ment, exhibit courage to experiment and sys- Sudhakar Lahade, Workspace Futures portfolio of progressive live/work solutions that tematically analyze their business practices. Researcher for Steelcase, who was part of fit naturally in your environment, both at work “We call this ‘system working,’” Osmetz said of a team that conducted intensive studies of and at home. companies which utilize modern management Generation Y’s influence on work environ- ° tools and constantly improve themselves. ments, addressed the need for workplace when is a desk more than a desk? when it's bivi. flexibility as businesses become ever more global. “Companies are becoming increas- Bike rack. Lounge. Snowboard rack. Viewing station. Working station. Introducing bivi - ingly global and the world is more and more putting the power to define space and culture in your hands. Bivi is a simple desking platform networked,” he said. “One-sized solutions with imaginative add-ons that let you create a space that works the way you like to work. for workplaces are extremely unsuitable. A fundamental understanding of cultural Running a business is hard enough, having a great space to work in should be easy. differences has never been as important as it is now.”

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150 | Issue 65 | 360.steelcase.com 360.steelcase.com | Issue 65 | 151 atoms & bits

atoms & bits atoms atoms + bits

 Living on Video and those that are dedicated for videoconfer-  Rugs designed to make a difference encing. The concepts aim to amplify teams’ This year at the NeoCon trade show in Chicago, Steelcase and ARZU STUDIO HOPE have been conducting Rug Design performance by allowing videoconferencing to Steelcase previewed concept products Competitions in cities across North America in search of innovative facilitate easier content-sharing between designed to address a new trend the company designs for a limited-edition collection of rugs sold by Steelcase called local and globally distributed teams, and will is forecasting will become the most per- “The Designer Series”. Profits from the sale of the rugs support the bring video communication and informational vasive form of workplace communication: nonprofit organization that provides Afghan women with rent-to-own tools together in a more authentic, scalable Living on Video. looms and materials while promoting literacy. and user-adaptable spaces. “We’ve spent years studying how video is used Rug designs are judged by a panel of local judges. The winner receives This year’s preview of concept products at in the workplace and as a result, we saw a a 4 x 6 rug of their design. NeoCon also garnered some extra media need to transform today’s complicated, static,  Let the $25K attention for the extension of the media:scape Participating at the events is Connie Duckworth, ARZU founder and and technology-centered videoconferencing makeovers begin The winners are: family. Wired.com featured the concepts CEO. “I wanted to ensure that Afghan women had a place at the table,” solutions into complete applications that This past spring, turnstone set Infomedia, Birmingham, AL in its article “Cubicle Couches and Other Hot says Duckworth. Employing over 700 women, Arzu combines fair are more intuitive, dynamic, and user-centered,” out to find five small businesses Workplace Designs,” Fast Company’s Fast HopeFULL Company, pay with literacy and social programs, benefiting the entire community. said Allan Smith, vice president, marketing and who would benefit most from Co. Design Blog admits we’re all ‘living on St. Paul, MN From a starting point of only 30 carpet weavers, ARZU’s work today advanced applications. a great workplace. They asked video’ in its article, “Office Furniture that Makes impacts the lives of tens of thousands of Afghans, providing private businesses to submit short Veel Hoeden, Pella, IA Several iterations of the concept were featured, Video Calls More Apt for Brainstorming” and sector jobs and direct social benefits in seven rural villages in Bamyan videos that told why they should including solutions for one-to-one video the CBS SmartPlanet article, “At NeoCon, Big IncubateNYC, Brooklyn, NY and Faryab provinces. win a $25k office makeover. calls, as well as concepts that can accommodate Brother and Nanotech Invade the Office” Fracture, Gainesville, FL After receiving hundreds of entries, two people for impromptu meetings or calls. gave Steelcase credit for finding a better way 25 were selected by judges The transformations are just to conduct a videoconference. Concept solutions were also shown for small, for and the public voted for the about to begin. Check on medium, and large multipurpose spaces. five winners. their progress at myturnstone.com. The idea behind these concepts is to find a solution that will bridge the gap between spaces designed for co-located collaboration http://go.steelcase.com/J3xPtR

Celebrating at the people attended the exhibition during Grand Palais  the six-week event, held this past May and June. As part of a year-long, worldwide celebration to commemorate The exhibit was called Excentrique(s)  Bringing individuality and life to any setting, Steelcase’s 100th birthday, Steelcase Travail In Situ which further explored Best of NeoCon this collection works well in contract, healthcare, participated as a sponsor of the a concept Buren has been using The Steelcase family of brands won five Best hospitality and residential environments, and 2012 Monumenta Art Exhibition at to describe his art since 1965. In situ of NeoCon Awards. Sponsored by Contract maga- is a part of the Designtex 1 + 1 brand, which the Grand-Palais in Paris. The means that the work is site-specific; zine, the 23rd annual Best of NeoCon awards maintains the philosophy of doing well by doing exhibition featured original work it cannot be conceptualized without the recognize the top new commercial interiors prod- good through promoting collaborations with by French artist Daniel Buren. setting that it was designed for and ucts introduced at the show—the World’s Trade outside sources, and in turn supporting local Organized by the French Ministry of built in. Fair for Interior Design and Facilities Management. artistic communities. Culture and Communication, each Coalesse, a division of Steelcase, won three awards, Verb, a first-of-its-kind table-based collection year MONUMENTA invites an interna- including a Silver award, Innovation award and http://www.monumenta.com/en of class-room furniture from Steelcase Education tionally renowned contemporary Editor’s Choice award for Free Stand, a foldable and Solutions, won a Silver award. Verb creates artist to design art specially created portable table that offers a simple yet elegant an integrated, table-based learning space with for the historical 13,500 m² venue. solution for people to work comfortably anywhere. personal-sized, one-of-a-kind whiteboards In honor of the centennial anniversa- A Gold award went to the Techniques Collection from throughout the classroom for instantaneous ry, 600 Steelcase guests from France Designtex, a new wallcovering collaboration collaboration. were invited to attend an exclusive with celebrated surface designer Carla Weisberg. viewing of the exhibit. Almost 260,00

Photo-souvenir: Excentrique(s) travail in situ, Daniel Buren in Monumenta 2012, Grand Palais, Paris. Détail.© ADAGP Paris & DB. Photo: Alexis Tourn 152 | Issue 65 | 360.steelcase.com 360.steelcase.com | Issue 65 | 153 The magazine of workplace research, insight and trends

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