Using products from the Steelcase Inc. portfolio, design an interior office environment of the future that inorporates the principles of an Interconnected Workplace.
Refer to : http://360.steelcase.com/issues/is-your-workplace-ready/
01. The building is located in Austin, TX. The floor has been divided into a few suites for tenants with common restrooms in the core of the building. The tenant space for this project is approximately 8,000SF.
02. Within the tenant space, exterior glass is floor to ceiling with a perimeter soffit at 10'-0"/3.048m. Interior core walls are drywall and extend to the ceiling deck. Mechoshades are provided on all exterior glazing by the building for sun control within the space.
03. The building flooring is concrete and can be penetrated as required for electrical and plumbing. No power poles allowed in the space. Concrete can be treated and used as the final flooring or other materials can be added to the concrete.
04. The ceiling is 12'-0"/3.6576m to deck and features an open and exposed HVAC, fire suppression, electrical and lighting systems. Designers can choose to leave it exposed or provide a dropped ceiling.
05. All existing exterior doors and glazing to remain. Columns must remain in their current locations but can be clad in a new material.
06. Paths of travel leading to an exit may not pass through a secondary, occupied space or a space containing storage materials or with items that project into the path of travel.
07. All paths of travel must be accessible and provide a 5'-0"/1.524m turning circle at changes of travel direction. The minimum interior corridor width must be 44"/111.76cm. Consider the open dimension of storage elements such as closet doors and file drawers as they may restrict the minimum required clear width of the path of travel.
08. All door openings shall be a minimum of 3'-0"/0.9144m wide and follow all regulatory guidelines.
NEXT is a
Think Tank organization that seeks to uncover what’s next in innovation. They
are a not-for-profit foundation that is funded by an endowment. They have a
rigorous screening process for entrepreneurs and those that successfully meet
the criteria will be brought into their workspace for a three to six month
period. During this time, the consultants at NEXT will work with entrepreneurs
to refine and solidify their concept through rapid prototyping and generative
work sessions. Employees of NEXT have backgrounds in design-thinking,
engineering, anthropology, architecture, sociology and industrial design. There
is also a community outreach education department that provides sessions on
topics such as design thinking, product design, innovation and technology.
At NEXT, our
mission is to afford entrepreneurs access to resources, expertise and an
environment that fosters creativity and allows them to fail early and often. As
a result, we deliver groundbreaking innovative solutions that represent the
next best products and services in the market.
NEXT VISIONING RESULTS
benchmarked the following organizations based on the business goals for the new
workspace, the overall feel of the work environment, the aesthetics, and the
satisfaction levels of the employees:
Kauffman Labs, Kansas City, MO (similar
Accenture, Workplace 2.0 in Houston,
DESIGN DRIVERS/BUSINESS ISSUES ••••••••
ATTRACTION, RETENTION AND ENGAGEMENT
wants to attract the brightest consultants to the organization in order to
maintain their client base and their reputation in the market. They also need
to prove themselves a viable partner for entrepreneurs and the quality of the
space, and the message it delivers is a huge part of that. Upon their
inception, NEXT acquired a warehouse in Austin that was always meant to be a
temporary solution. As they’ve grown quickly, they have run out of space and
have been cobbling together old pieces of medium density fiberboard into work surfaces.
Aesthetically, they like the raw feel of the space because their process is
messy but they recognize that they need to provide more amenities within their
space to draw key talent to the company. As a result, their new space also
needs to allow for future growth.
ergonomics has been a challenge for the organization and a few employees have
been missing work due to back problems. Additionally, the warehouse space that
they are in has limited exposure to daylight and is not in an area that allows
for employees to safely walk to restaurants or other amenities. The HR director
feels strongly that the new space should allow for overall employee wellbeing
including physical, cognitive, emotional and social components.
is currently disconnect in what their brand message is externally and what they
experience internally. The CEO is frustrated and feels that they cannot live
their brand without living IN their brand. It is a main priority for the new
environment to support the behaviors the organization expects from its culture
and create a workplace that enhances their brand. A prime opportunity to
express brand is within the new reception space and the NEXT ideation zone but
the brand message should be pervasive throughout the space.
CEO is a graduate of the Stanford d school (http://dschool.stanford.edu/our-point-of-view/) and former employee at IDEO. At his core, he
believes in the power of collaboration to drive innovation. The ability of this
new space to foster collaboration amongst his teams is critical to the success
of the project. Additionally, he recognizes that there is a rhythm to the
creation process from heads down to team interactions for optimal results.
Therefore, it is important that employees have options within the space and are
allowed choice and control within their
REAL ESTATE OPTIMIZATION
their current environment, NEXT employees have 8'x8'
(2.4384m x 2.4384m) stations that are underutilized. One goal for their new
environment is to provide more variety for the users of the space and make
every space work harder and be more multi-purpose.
Notes: Complete details for this also provided as PDF downloads under the Helpful resources tab.