Spring 2018 | CoDesign Collaborative https://codesigncollaborative.org A Creative Lens for Change Wed, 20 May 2020 20:25:06 +0000 en-US hourly 1 https://wordpress.org/?v=6.6.1 https://codesigncollaborative.org/wp-content/uploads/2024/08/cropped-Website-Favicon-32x32.png Spring 2018 | CoDesign Collaborative https://codesigncollaborative.org 32 32 Workplace Innovation Insight Report https://codesigncollaborative.org/issue/workplace-innovation-insight-report/ Wed, 22 Jan 2020 01:51:27 +0000 http://designmuseum.wpengine.com/?post_type=issue&p=15523 The post Workplace Innovation Insight Report appeared first on CoDesign Collaborative.

]]>

Notice: Undefined offset: 0 in /nas/content/live/designmuseum/wp-content/themes/child-theme/templates/articles.php on line 20

Notice: Trying to get property 'slug' of non-object in /nas/content/live/designmuseum/wp-content/themes/child-theme/templates/articles.php on line 20

Notice: Undefined offset: 0 in /nas/content/live/designmuseum/wp-content/themes/child-theme/templates/issues.php on line 17

Notice: Trying to get property 'slug' of non-object in /nas/content/live/designmuseum/wp-content/themes/child-theme/templates/issues.php on line 17

The post Workplace Innovation Insight Report appeared first on CoDesign Collaborative.

]]>
Kronites Unite! https://codesigncollaborative.org/kronites-unite/ Wed, 04 Apr 2018 14:08:16 +0000 https://codesignforstg.wpenginepowered.com/?p=17232 The post Kronites Unite! appeared first on CoDesign Collaborative.

]]>

Kronites Unite!

Relocating and Consolidating into Kronos’ New HQ

With a spirit of inspiration and innovation the employees of Kronos are proudly part of a culture driven by vision, purpose, and commitment. Kronos has created a special place to work that resonates with their employees, fondly nicknamed “Kronites.”

Kronos’ new headquarters consolidated three former sites, bringing 1,500 employees under one roof in Lowell, MA to increase collaboration and innovation.

By Amy Lalezari, Director of Client Services, Environments at Work; Photography by Robert Benson

And Kronites care about more than just work — they recognize the need to maintain a healthy work-life balance. Kronos has been recognized eight times as one of the Boston Business Journal’s Best Places to Work and for the second consecutive year as one of the healthiest employers.

Founded in 1977 as a manufacturer of time clocks, Kronos has evolved into a global leader providing software and cloud applications for workforce management and now employs over 5,000 people worldwide. The $1.2 billion company occupied a 330,000-square-foot office in Chelmsford, MA that it called home since 2000. By 2015, with their explosive growth, it was clear that Kronos needed to think strategically about its real estate footprint. At the time Kronites were spread out over three buildings — the separation diminished face-to-face meetings, disconnected key functions, and created negative cultural perceptions about the “haves” and “have-nots.” Massachusetts’ largest technology employer needed to bring its 1,700 Massachusetts-based Kronites back together – under one roof – to break down the silos that formed over time and foster the deep connections inherent in their culture.

The goal of the new space was to consolidate multiple locations to one central location, accommodate tremendous growth, and demonstrate a strong commitment to employees. Kronos is keenly aware that its workplace serves as an important tool to attract and retain top talent. They needed to create a desired “place” for its current and future workforce.

Kronos was an early-adopter of the open office concept, but, due to limitations and space constraints in their current buildings, Kronos experienced multiple roadblocks fulfilling workplace strategy goals, including providing ample common amenity space and collaborative meeting space. They also desired more quiet focus zones and social community spaces for Kronites to effectively work. It was even difficult to effectively incorporate workplace technologies within the existing space. Kronos needed to move — finding the right location and space was critical.

Cross Point consists of 40 floors across three towers.

Location, Location, Location

Kronos needed a great location that worked for their staff, had room for growth, adequate parking, and the right overall feel for their brand and team. Multiple sites and buildings were considered over a two year period including locations in Waltham, Burlington, and Lowell; in the end Kronos found its new home in Lowell’s Cross Point complex.

“We were looking for our space to inspire and engage our employees. We wanted it to offer some of the comforts of home while supporting work-life balance,” said Jonathan Proffitt, Vice President of Global Real Estate for Kronos. Touted as a next generation workplace, Cross Point offered 1.2 million square feet to accommodate Kronos’ future growth and a comprehensive study showed that the majority of Kronites would have a shorter commute to the new building.

While the new site met the overall space requirements, the building — in its current state — lacked Kronos’ vibrant energy. Built in the 1980s, Cross Point was an industrial-looking structure that posed quite a design challenge. The exterior, a cement-clad, fortress-like façade did not match Kronos’ desire for a warm, welcoming world headquarters. Inside the towers, special attention needed to be paid to integrate technology, increase natural light, and create flow from one building to the next.

Key Design Principles

  • Equal access to natural light & amenities
  • Consistent in approach
  • Differentiate where impactful
  • Provide one meeting room seat for every two people
  • Choice of collaboration spaces
  • Design choices with balance & flexibility
  • Visibility & connection among Kronites
  • Reinforce “Customer First” and the brand

Employees First

The team saw only one way to approach the project: employees first. Understanding the needs and desires of the staff was critical before moving forward with the design. And what better way to find out what employees needed than by simply asking them directly?

Packard Design, a global interior design and consulting practice, the team at Environments at Work, a contract furnishings service provider, and Delorey Contract Interiors, all worked successfully with Kronos on various projects over the years — our experience with the Kronite culture aided in understanding the unique aspects of the project. Speaking about the research-based beginnings of the project, Susan Packard, Principal of Packard Design said, “We facilitated listening and visioning sessions to ensure their needs and ideas for the new space were being captured to ensure we were on target with their vision and expectations.”

This empathetic research took various forms, and it all took place early in the project. The team created advocacy groups to act as business unit liaisons to the projects, held town hall-style forums with graphic illustration facilitators, and hosted furniture mock-ups with our team to allow employees to test products and provide feedback.

Using a collaborative approach to compile and assess feedback enabled the team to quickly translate information into appropriate design intentions. These early steps resulted in a smooth project that kept everyone accountable, excited, and aligned throughout the project. Based on the feedback and insights gained by the employee engagements along with Kronos’ workplace and leadership strategy, a clear set of business drivers were solidified. From there, the team identified and articulated the Key Design Principles for the new workplace at Cross Point.

Dramatic Design

Packard Design was tasked with transforming Cross Point into a beautiful, light-filled, innovative space. The dramatic transformation began with peeling back the 18-inch perimeter cement face of the building and replacing it with a glass wall. The result: now natural light streams into the interior creating a space that is open and inviting. Bright views now connect the inside with the outside..

A new, dedicated Kronos entrance was created with security and a front desk, allowing Kronos to welcome both employees and visitors the “Kronos way”. Upon entering, you are greeted by smiling security attendants with a welcome station that employs tablets to check-in and a wayfinding system that is both user-friendly and reinforces the high-tech company feel.

Kronos’ space in the CrossPoint complex spanned two towers and connected via two of their 17 floors. To maintain a sense of continuity and visibility, “crossover” spaces were created to connect one tower to the other. The spaces are connected by employing wide aisles, glass, and clear wayfinding. Walking from one tower to the other is virtually unnoticeable through these crossovers.

At the core of this collaboration was creating a sense of place and community within the new workplace, designed to blend the line between home and work. A common, dedicated amenity floor was created for all employees. Each floor employs unique branding using colors and visual cues for wayfinding and community building. Spaces are also branded using fun, memorable names — The Lawn, The Park, The Yard, Sidewalk, and Library — to create a shared vocabulary among staff. Collaboration spaces dot the open workplace plan and glass is used everywhere to create an open feel with lots of natural light.

The results are incredible. Kronites who telecommuted in the past are returning to work in the office, simply because they want to spend time in such a great space. Now there is intuitive technology throughout the space that’s easy to use and increases productivity. Overall there’s increased transparency inside and out, there are more places to get together like collaboration spaces, impromptu spaces, private spaces, hubs, café, booths, and informal soft seating.

The average work day has grown longer over the years. When you can offer your employees spaces to let loose and release some of the day’s stress, it increases the energy in the office. Kronos has a gym and its game rooms are outfitted with pool tables, air hockey, and foosball tables. The “Hub” boasts colorful Adirondack chairs, grass carpeting, and natural wood elements so everyone can enjoy the benefits of feeling outdoors during the work day. These areas are always buzzing with energy.

“The café spaces we designed could serve not only as spaces to enjoy a meal, but as spaces to sit and have impromptu meetings and moments to yourself,” Susan Packard notes. “We wanted to add elements to these spaces that kept them open and light. We used different materials and textures to spice up the space. We had natural wood finishes, painted metals and stone finishes.”

United

Open communication and a solid change management process throughout the entire project resulted in few surprises among employees and a very satisfied workforce. The outcome is an energetic and well thought out space. Occupied starting in Summer 2017, feedback is in its infancy, however, the vibe at Kronos is infectious. The response has undoubtedly been positive! “The reaction from the employees has exceeded my expectations. The open space, the common areas…having everyone together in one building…they say ‘I love it’…” said Aron Ain, CEO of Kronos.

I am so proud of the collaborative, innovative, and passionate culture we collectively cultivated and upheld throughout the process. The new workspace plays a major role in reinforcing the brand, employee culture, and the customer experience. Kronites continue to be inspired in a space that works for them while supporting the company’s business goals. The energy and spark is alive across the company — Kronites have united!

From Design Museum Magazine Issue 007

The post Kronites Unite! appeared first on CoDesign Collaborative.

]]>
Science on Display https://codesigncollaborative.org/science-on-display/ Sun, 01 Apr 2018 15:27:20 +0000 https://codesignforstg.wpenginepowered.com/?p=17200 The post Science on Display appeared first on CoDesign Collaborative.

]]>

Science on Display

A New R&D Center for Takeda Pharmaceuticals

Every day there are people in the world waking up to hug children, work, cook, travel, play, and seize another day of life… people who might not be able to do so without the novel therapeutics and treatments for diseases that we have today.

Takeda Pharmaceutical employees work in an environment shared across office and lab functions thanks to a new Perkins+Will-designed R&D center in Cambridge, MA.

By William Harris, Principal, Perkins+Will with Jeremy Dearborn, Senior Project Manager, Perkins+Will; images Courtesty of Takeda and Perkins and Will

Biotechnology, the industry that has provided medical therapies for scores of previously terminal diseases, has transformed our expectations of life expectancy and the management of illness. While still faced with a daunting array of human suffering, biotechnology continues its focus on tackling the structure of disease, and the mechanisms whereby diseases attack the body at a cellular level. It is a complex industry where neither the targets nor the solutions are self-evident.

A biotech company may identify thousands of potential targets — target refers to a specific molecule in the body that a medicine is designed to impact — of these thousands of targets, only a dozen may advance to research and development, with only one finally making it to clinical trials and ultimately to the market as a viable therapy. This discovery process, and the requisite scientific expertise and technology, embodies the sheer intensity of developing novel medicines.

The Function of a Lab

Framed by these daunting obstacles, we have seen an evolution in the design of spaces for biotechnology research, driven by an evolution in the very definition of a lab space. Several decades ago, when the industry was relatively young, the function of a lab was focused on meeting technical challenges, providing safe benches with the right utilities and tools for predictable processes and procedures. But today, the function of a lab is described by our clients in much broader terms: support innovation and reduce the time it takes to bring life-saving drugs to market.

We recognize that the workplace for science is not just the office space but also the lab itself. Separated by spatial and environmental controls, and by safety and technical features, both lab and office must be designed both individually and together, as the occupants are one in the same and must collaborate closely.

This broader, functional requirement for science has changed the designer’s approach to the research environment, demanding that every principle of workplace theory — behavior and design — be examined through a lens far more focused on human performance than on real estate, style, or traditional benchmarks. The cost of constructing lab environments can be 3 to 10 times the cost of office environments, forcing a careful assessment of not only design features but also square footage efficiencies, programs, and solutions through the lens of economic value.

Perkins+Will has been at the forefront of designing research environments for more than 35 years, working with more than 100 biotechnology companies and institutes on over 2 million square feet in the Cambridge area alone. We have seen the evolution in programming, planning, and design applied to all scales of enterprise, from startups to global pharmaceutical companies. We have also been fortunate to work for nearly two decades with one of the industry leaders in novel therapeutics, Takeda Oncology Company.

Takeda is a patient-focused, innovation-driven global pharmaceutical company that builds on a distinguished 235-year history, aspiring to bring better health and a brighter future for people worldwide. Takeda began operations in 1781 when Chobei Takeda I started a business selling traditional Japanese and Chinese medicines in Doshomachi, Osaka — today they operate in over 70 countries with more than 30,000 employees worldwide.

During our time supporting Takeda we have witnessed first-hand the evolution of the lab as workplace and the emergence of key drivers for the design of research environments – drivers which force responses in a variety of categories. It is within the framework of these industry drivers that Takeda engaged Perkins+Will to design its new Research and Development headquarters in Cambridge, Massachusetts:

Convergence of people and disciplines. Increasingly complex science requires increasingly collaborative solutions. Partnerships may link scientist across the lab, the hall, the campus, the city or the world. Making collaboration easier across biology, chemistry, mathematics, big data, medical devices, and more is key. The next great idea may come from the happenstance collaboration between non-departmentally associated scientists.

Adaptability as a hedge against the unknown. The tools of the scientist have become increasingly sophisticated, digitized, automated and mechanized — analytical and process equipment is continually developed to serve the industry. Often new tools and technologies are available between the time we design a lab and the time construction is complete. The industry is in a continual state of evolution, forcing new functions to occupy lab and office space originally intended for other uses.

Prioritizing investments. Every dollar spent on architecture is a dollar not available for scientists or equipment. Long term value can be found through environmental stewardship, sustainability and resiliency – all of which are aligned with the values of today’s biotech clients.

It’s about the talent. Talent is critical, and competition is fierce for both attraction and retention. Providing delightful, functional workspaces along with great policies and amenities is not enough to attract and retain top talent. Organizations must bond with their teams through development of a shared purpose, culture, and community. For the design team, this means understanding the brand and identity of our clients, and expressing both through design.

Perkins+Will Principal Jeannine Campbell leading a Visioning Session

Process

Our design process began with a Visioning Session, an opportunity to deeply understand the drivers for the design so that our design proposals can be more focused. For this project, Takeda identified a team consisting of scientists, corporate communications, and site leadership, representing constituents and serving as the key link to management during the design process.

Consistent with the categories noted previously, we structure and lead our Visioning Sessions to address several factors:

How do people work? Different tasks require different modes of working, from focused, heads down assignments to more collaborative interactions with others. The new space needed to recognize and support these various modes of activities, including opportunities for chance encounters and impromptu conversations.

How might the requirements for the space vary over time? During the design process or after occupancy, change is inevitable. The actual groups occupying any given space may change — so could the science, technology, and equipment.

Where will we find value? Value is found by supporting the way people need to work, and by making it easier and less costly to accommodate change over time.

What is the unique culture of the company? Takeda’s mission as a fully integrated biopharmaceutical company is to deliver extraordinary medicines to patients with cancer worldwide through science, innovation, and passion. They aspire to cure cancer – and that infuses their culture, builds a community, drives innovation and demands integrity.

One of our favorite tools for helping our clients translate these drivers into design concepts is a process called we call Visual Listening. A picture is truly worth a thousand words, so we assemble images of sample design interiors from a variety of sources and industries and let the client study and react to those images. Sometimes they express their reactions through a process of applying colored dots to the images – red for dislike, green for like, and yellow for worth a discussing.

During the Visioning Session we asked Takeda: What works well? What do you want to see in your new office? What have you seen that you think is cool?

Giving the Session participants about thirty minutes to study the images and apply their dots and sticky notes, the group spent time together reviewing and discussing why the relevant images deserved their ratings. The process is remarkably revealing about values, about the way we see space, color, and form, and about real differences in people’s approach to aesthetics. The process is also a remarkable ice-breaker, engaging people in a way that observation and listening alone cannot match. The team becomes more committed to the iterative process that defines design, as well as to the outcomes.

While disagreements are typical, the results of this Visioning exercise yield not only direction for the architects, but also a clarity about the principles by which the design will be evaluated over time. The Sessions are a shared experience that creates a common institutional goal and vision for the project.

 

Living Prototype

Takeda and Perkins+Will began the design process for the new R&D headquarters three years before its delivery date. This head-start gave us the opportunity to collectively define the goals and requirements — it also allowed us to prototype a potential design solution for the office component of the lab environment early in the process.

The 8,000 sqft prototype office space was built on the Takeda campus, at 64 Sydney Street in Cambridge. More than a mere showroom, the space was occupied by the Facilities department in August 2013, and included open workstations, meeting tables with integrated technology, huddle rooms, conference rooms, and a central social meeting space.

A small number of private offices and closed meeting spaces were built on an inside wall, with glass fronts, positioned such that everyone shared in the natural light and views. The walls were built with demountable partitions so that they could be easily reconfigured and sized over time. Both the private offices and the open areas were built on an accessible raised floor, intended to make relocations of power and data easier. The open work areas of the office offered a variety of desk typologies – from benching to sit-to-stand workstations and even a treadmill desk. Desk locations would be either assigned or selected for a fit between personality of the users and the tasks at hand. The open areas also integrated meeting spaces – regular height or raised tables with plug-and-play connections to digital monitors. The height of the space was accentuated by exposing the overhead utilities and floating clouds of acoustical ceilings above collaboration and desk elements. This gave the space a feeling of non-corporate innovation while at the same time offering acoustic value.

Successful in its own right, and continuing to provide valued workspace for several groups over the years, the Prototype space helped to inform the design of the R&D Headquarters at 300 Massachusetts Avenue in Cambridge. Key experience and design solutions iterated into the full scope project.

Overhead Service Panels distribute utilities with flexible cords and hoses via quick disconnects on the panels, allowing for easy reconfiguration without renovations.

Lab as Workplace

It has been said that a lab is a workplace, with a dress code. Of course, we know that it is much more than that. At Perkins+Will we are so committed to meeting the needs of scientists inside the lab that we have scientists on our own staff! They help us program and plan for operational needs and to assure functionality across a wide range of technical specifications.

At the same time, we know that a lab is indeed – to a large extent – a workplace, and that the principles of good workplace design must apply to that environment as they would to any office. Working with Takeda and with our other biotech clients over the years, we have been able to design labs with many of the features familiar to a good office environment.

Adaptability. If the bench in a lab is equivalent to a desk in an office, then adaptability stems from the ability to reconfigure. Here the lab has the office beat for flexibility. We separated the utility and services infrastructure from the bench, delivering power, lab gases and other requirements through a network of plug-and- play panels in the ceiling. This allows the lab benches and any associated equipment to tie into services through twist-lock connectors. There is virtually limitless opportunity to reconfigure the location of critical lab equipment – including the complete removal of benches and replacement with other equipment, a style commonly referred to as a ballroom lab layout.

We went a step further and designed a grid of overhead utilities that allow benches and free-standing equipment to be configured not just in parallel rows, but also in various orientations. Within the ballroom style space, benches can be rotated into functional clusters, replaced with equipment, or tethered together for conventional relationships.

We also introduced swing-arm supports for monitors and keyboards, such as one finds in a traditional office, to free the bench surface for more functional activities.

Transparency. One of the key lessons of the Prototype office space was that the transparency enabled by the open environment facilitated important collaboration and communication. We applied this same principle to the labs. We created open labs, organized with a ballroom approach — this means scientists are not isolated from one another and colleagues can easily see who else is around and available for questions, support, or collaboration. This increased visibility is also a safety benefit in a lab environment. We also identified early the need for transparency between the labs and offices, giving scientists more visual connections between their benches and desks — this was implemented with rigor and with disregard for the occasional interruption of views by equipment.

No orphaning. The lab environment is often organized around research teams or functional activities of a particular size. The sizes of the groups, however, vary over time. The open lab environment – unlike the traditional model – is not divided into groups of a particular size, allowing for changes in group sizes over time with less chance that group members will not fit.

Science on Display. We don’t always think about the passive benefit of our modern workplace letting us see what’s going on. Setting aside for a moment issues of confidentiality, most offices celebrate idea exchanges through open marker-boards, posters, pin-up walls, digital monitors, and other communication tools to build community and foster innovation. The equivalent labs is to display research and technologies for visitors – to show off special equipment or activities which can be quite compelling, especially for the non-scientist. At Takeda we implemented a Science on Display area — showcasing robotics behind glass walls similar to a museum, allowing visitors a clear view of the innovation happening within the lab environment.

Quick visual studies on blending lab (L) and office (O) space allowed the team to engage stakeholders early in the process to set a key design direction.

Collaboration & Convergence

Given that one of our biggest functional design criteria was to facilitate innovation, and that collaboration is key to innovation, the question is often asked for lab environments: Where does collaboration happen? Is it in the lab, in the office, or someplace in between? We believe this question must be addressed in three parts: Task, Group, and Community collaboration.

Culture, organization, management, and science each impact where collaboration happens. For Takeda, we asked the question to three constituencies: User Groups, Facilities Management, and Science Leadership. The consistent response was that Task collaboration and communication should happen primarily within the lab spaces; Group collaboration should happen across entire a floor; and Community collaboration should happen for all of the building occupants.

We then inquired about the convergence of disciplines and learned that Takeda leadership had already taken the forward- thinking step of merging non-science teams, such as General & Administrative, Operations, IT, Legal, and Human Resources onto the same floors with scientists. Their philosophy was that this adjacency would not only promote the type of interaction that can be fundamental to discovery, but also that it would keep non-scientists proximate to the science – reinforcing the core mission and culture of the company.

Even with the programmatic direction provided by the Client, the Perkins+Will team studied the physical implications of these planning decisions. This was a critical step in the process because any design intent has a host of unanticipated consequences when applied to specific spatial realities. The plan layouts provided the opportunity to test the various relationships between lab, office, and collaboration spaces. The resulting studies, shown here were brought to the highest levels of R&D leadership and the Lab Centric Ring Concept was selected. Takeda felt that it best responded to their goals.

The Ring Concept centralized the lab areas in the middle of the floor plate, providing the easiest connectivity between different lab groups and functions. It also centralized the utilities and distribution of mechanical systems to the inner core of the building to keep ceilings along the windows and within the lab at their maximum height. Heavier and vibration sensitive equipment was also centralized adjacent to the core where the structure was most rigid.

Although client leadership was clear that collaboration inside the labs is critical, they also stressed that office tasks demand collaboration as well. Consistent with feedback from the Prototype workspace, as well as metrics developed across multiple markets, Perkins+Will designed the office areas around the labs as a series of interlocking work areas: desking, meeting, lounge, and alternative workspaces. A variety of choices are offered and at least two optional workplaces are visible from, and available to, every desk. These choices offer individual, one-on-one, and small team opportunities for unscheduled meetings and connections.

A centralized lab configuration forces a perimeter office configuration. With some clients we might recommend a distribution of coffee areas around such an elongated office floor area, providing multiple pockets of informal meeting space. For Takeda, addressing group collaboration meant centralizing a single coffee/lunch area for each floor, and making it gracious enough to support many people and a variety of activities. This was positioned immediately adjacent to the main elevator entry on each floor in a hospitality zone that also featured conference rooms and collaborative elements.

Critical to the culture of Takeda, it was important to provide a special space for the entire building to enjoy — social center. For this building we had the opportunity to use a roof space adjacent to the top floor as an occupiable roof terrace featuring planting beds, built-in benches, and movable furniture. Overlooking MIT and the entire innovation ecosystem known as the Kendall Square Biotech Hub, this roof terrace was an ideal focus for the building. Locating the building cafeteria just next to the terrace, along with a group of large, interconnected meeting rooms, capped off the building destination for strong community collaboration.

Creating Value

The design drivers for this project aligned well with financial drivers. Separating the infrastructure from the benches and equipment in the labs has allowed, already in two years of occupancy, several changes to be made to accommodate new programs, equipment, and technologies that were not anticipated – with virtually no capital expense for redesign or construction alteration. The lab centric planning concept has centralized utility distribution in a more economical manner and early investments in sustainable design have resulted in a 40% reduction of energy costs per square foot compared with Takeda’s older portfolio of lab and office projects. Wellness, as a practical and cultural value, has been integral to the design at every level, from the specification of healthy building materials to the thoroughness with which daylight is incorporated into the design and planning.

In close collaboration with Takeda’s team we were able to successfully express the unique culture of the company in the final design. According to legend, a person who folds 1,000 origami cranes will be granted one wish, such as recovery from an illness or a long life. When 1,000 cranes are folded as a group they are know as a senbazuru. Takeda has embraced this legend, honoring the Japanese tradition of senbazuru as an expression of its aspiration to cure cancer. In 2009 the company unveiled the 1,000 Cranes of Hope initiative and exhibit – where each piece of origami paper was inscribed with a wish by patients, doctors, scientists, and others part of the Takeda family, prior to being folded and suspended in the lobby of Takeda’s main building.

These folded birds and the heartfelt messages they contain represent the hope we all share – and a responsibility we all feel – to create a work environment that supports the innovation required to solve some of the world’s biggest health problems. Whether an employee or consultant, working with Takeda means one is always aware of the mission and responsibility, which leads us as designers to express the mission symbolically and literally in the architectural design. The 1,000 Cranes can be found in the abstract diagonal lines which articulate the back walls of the coffee areas, or in the folded glass plane of the Science on Display area, and in the exhibit of folded paper cranes hanging in the cafeteria.

Therapeutic R&D programs elevate the demand for good workplace design. We continually study, challenge and evolve the workplace environment – its tools, arrangement, spaces, and adjacencies – because it ultimately can help make a difference to patients around the world.

From Design Museum Magazine Issue 007

The post Science on Display appeared first on CoDesign Collaborative.

]]>
Connecting a Vertical Campus https://codesigncollaborative.org/connecting-a-vertical-campus/ Sun, 01 Apr 2018 19:33:01 +0000 http://designmuseum.wpengine.com/?p=14873 The post Connecting a Vertical Campus appeared first on CoDesign Collaborative.

]]>

Connecting a Vertical Campus

Designing the Workplace of the Future with Adobe

 

A few years ago, the employee journey at Adobe’s downtown San Jose headquarters looked much different than it does today. A major transformation resulted in a workplace of the future that supports employees’ varying work modes throughout their day.

Images courtesy of Gensler and Adobe

By Natalie Engels, Design Director & Principal, Gensler

Built in the 1990s, the campus’ original aesthetic and functionality were on trend for its time. Upon entering the campus, you would have been welcomed in a formal lobby with elegant floor-to-ceiling polished granite. If you rode up the elevator to any of the work floors, you would have found all of their employees working in their own offices. And, if you were looking for a place to socialize with fellow employees, a typical break room and cafeteria were your main options. Adobe’s brand was highlighted through framed artwork on the walls but the space itself did not express the collaborative and vibrant community the company had created. 

With the success of Adobe’s new business model — a dramatic pivot from selling software CDs in boxes to now a subscription, cloud-based model — a workplace change was needed to represent the company they had become. Adobe’s evolution meant that work styles became more collaborative than ever before and recruiting the right talent to support their changes was crucial to the company’s success. They wanted a headquarters that enabled their brand to shine — a connected space that supported their collaborative work processes and attracted new talent. 

Over the past five years, Adobe has seen over 60% growth in employees globally and a 37% increase in employees at their San Jose headquarters alone. With such fast-paced growth and the need to attract new talent, it was crucial that Adobe’s mission and culture was celebrated in their space. Adobe gives everyone from emerging artists to global brands everything they need to design and deliver exceptional digital experiences and they believe the workplace should do the same for their employees by inspiring and sparking innovation. 

Enter Gensler, a leader in workplace design, to reimagine Adobe’s headquarters in a way that unified the campus, empowered employee participation, encouraged a sense of community and inspired exploration. Established around similar values—believing we can build a better world through design and that we are creating meaningful impact through positive, integrated experiences—the Adobe/Gensler partnership was a natural fit. Adobe selected Gensler specifically, for our creative concepts, understanding of Adobe culture/company goals, overall alignment in regard to core values, and the strength of our team and firm.

Connecting the Campus

The project was originally conceived as a centralized hub replacing Adobe’s 6th floor basketball court. The three-story hub would include a coffee bar, café, all-hands space, and large conferencing space. But that vision didn’t address the towers where employees spent most of their day. By centralizing the amenities in the hub, a large portion of the campus would remain disconnected. Once Gensler was brought on board, the planning shifted to activating the entire campus, embracing the vertical campus, and adding points in each building on multiple floors to get employees moving. 

At the start of the design process, the Gensler team met with Adobe to learn about their core company values and used them to inform the design. Adobe’s five core values were critical to our approach, becoming our Guiding Design Principles. We looked at what they do best — at what contributes to their success — and discovered that it’s a blend of art and science. To bring that unique combination alive, the overall design concept was based on incorporating both digital and human experiences.

Guiding Principles

Goals & Vision

In collaboration with Adobe’s Employee Experience team, we identified three defining goals to achieve in every single aspect of the project: (1) Space for Everyone: Creating a workplace that works for everyone. Building for, attracting, and enhancing workspace through connected spaces that bring new life to the campus, promote collaboration and empower Adobe employees to create their best work, together. (2) Locally Made, Globally Relevant: Sustainable, healthy work environments that incorporate biophilic elements are fundamental to Adobe’s foundation. (3) Beyond Wellness: Embrace a holistic approach to overall wellbeing, focusing on 5 key aspects of health: physical, mental, emotional, social, and spiritual. 

Building an ecosystem of holistic well-being that balances both the “WE” and “ME”, enables us to design spaces to support companies that invest in employees being their best selves and doing their best work. Creating a functional work environment that allows employees to do their job is a given, but in order to attract and retain top talent, companies need to invest in engaging and energizing their employees – as well as helping them sustain productive and happy employment. In the past, we measured employee satisfaction. Today, we measure employee happiness. For this project, we identified 10 elements that contribute to holistic well-being so each space creates the highest potential for well-being for Adobe employees. Here’s a deep dive into 6 of the 10 elements that shaped how this project came to life:

Make a Difference. Adobe has strong local ties and supports the community through a number of different programs and initiatives. Gensler engaged local creatives for artwork and sourced local materials, inviting the community in. Alluding to San Jose’s agricultural past, locally sourced fruit crates were used to create a canopy in one of the dining areas. A local artist was brought in to create an Adobe “A” art piece using the leftover crates and salvaged materials found throughout the site. We also furnished four “living rooms” in the main employee town hall with furniture from local makers. We looked at how Adobe connects to community organizations and how we could design the space to facilitate relationships like the company’s work with Girls Who Code, a nonprofit organization that aims to support and increase the number of women in technology.

Holistically Healthy. The ability for employees to work well, eat well, play well, and live well is essential to Adobe’s culture. Gensler designed cafes that support Adobe’s affordable, healthy food options and a wellness center with a spa-like feel to empower employees to participate in the fitness and health programs offered. The wellness center focuses on overall well-being, incorporating both physical and mental activities. The spin rooms and functional training equipment provide high-energy movements, while the meditation and massage rooms provide a space to escape. The campus’ three cafés cater to its diverse workforce. The café serving sandwiches and coffee is peanut-free, while a larger restaurant focuses on locally sourced ingredients, more health-conscious food choices, and vegan options. The largest café embraces a diverse palette with global dishes that use authentic ingredients. Educational displays, graphics, and detailed menus inform employees about what they’re eating, where the food is sourced, what’s in season, and where food waste ends up.

Connected to Nature. A strong connection to nature was a priority for Adobe. Gensler created outdoor spaces, opened up views to outdoors on the work floors, included amenity spaces and back-of-house areas, as well as incorporated biophilic properties throughout the space. At the exterior patio, the Gensler team met the challenge of turning a rarely used open seating area — that was exposed to the elements and dwarfed by the surrounding buildings — into a usable and inviting space by designing a custom trellis which gives a sense of human-scale, maximizes seating options, and provides shade from the sun and protection from the wind. Festoon lights, heaters and speakers were also added to make the space more inviting. On the 6th floor outdoor space, a vegetable garden flourishes and is tended to by Adobe’s Garden Club. The majority of dedicated workstations are located along the perimeter with views to the exterior. Moss walls and air plants are important design elements in the community spaces, while smaller potted plants are incorporated into other spaces, all tended to by a local plant vendor. We designed diverse work environments that provide both places to hide away or places to be surrounded by activity while still being able to be productive.

Part of Something Bigger Than Myself. Adobe’s employees are encouraged to connect with the larger community within the company, promoting collaborative thinking across disciplines and departments. Together we created The Hive, a space for employees and the community to come together to solve business problems using design-led thinking. Adobe has a wonderful culture of Adobe Community Clubs, groups of people helping to create unique experiences and add detail to spaces from art in the cafés to tending the community gardens outside. Each club adds to the Adobe culture and helps make each individual feel they belong. The shared spaces around campus create ample opportunities for clubs and community to gather and engage with the overall space. 

Focused and Fulfilled. Adobe loves collaboration but they know that focused work is necessary as well. Options for heads-down work, including library space, one-on-one rooms, phone booths, and focus booths, were included throughout. A dedicated portion of enclosed rooms are bookable 1-2 person rooms with video conferencing. They’re equipped with video conferencing, power, and all the proper equipment to maintain productivity. Each work floor has booths located in the break rooms as an alternative place to focus away from your desk. Unique in a corporate setting, the Library space provides a large space for individual focus time for many people at once.

Empowered and Autonomous. For Adobe, prioritizing individual space and group space is key. Allowing people to work anywhere on campus lets people be in control of their day and lets them be their most productive self. The transformation of Adobe’s campus provided over 40,000 square feet of new places to work, collaborate, and be productive. The employee lobby, which houses its largest café, a coffee bar, the Adobe Store, tech café, and multiple living rooms offers all types of spaces to work, collaborate and connect. Private dining rooms located in the cafés provide an opportunity to meet and dine at the same time. The employee lobby also houses the main all-hands area with a two-story tall digital screen, with the capability to host various events from local vendor fairs, health fairs, holiday events, and much more. In addition, all cafes have the capability to be converted into all-hands spaces or host events.

Balanced and Happy. Adobe wanted to build fun and happiness into the entire campus. We created spaces for rejuvenation that include a massage room, group meditation room, and an individual meditation room with a stand-alone Somadome pod where individuals can rest and recharge. Creatively designed Adventure Rooms provide a completely different environment to meet, while still maintaining the basic functions. Equipped with video conferencing, a table, and power, the Adventure Rooms typically also include a game or fun activity. But the main employee lobby hosts the majority of games. After grabbing a cup of coffee or afternoon pastry, employees can enjoy a game of pool, ping pong, or foosball in the large community space.

Good Design is Good Business

Adobe wanted spaces that were meaningful, differentiated and buzzworthy. Spaces that would inspire Adobe’s San Jose employees to take to social media and post their daily experiences using the hashtag, #adobelife. 

The partnership between two design-focused and creative companies resulted in a campus reimagined; one that impacts the everyday experience for employees and visitors alike and expresses the next generation of the innovative workplace. 

Across campus, raw and refined elements are folded into spaces that cultivate and connect a community, all referencing back to Adobe’s breakthrough software. The design incorporates vector elements – crisp, sharp edges, paths, and scalability – to create a linked campus that is the company’s brand manifested in physical form. The spaces are unified by clean lines, defined angles that create visual pathways and the intentional scaling of each space for its intended purpose. 

By investing in the work environment and creating programs that support the well-being of employees, companies like Adobe can lay the groundwork for more productivity, greater innovation, and create a competitive edge. The duality of company practices and space make this work what it is. These spaces go beyond being for Adobe, they are Adobe.

From Design Museum Magazine Issue 007

The post Connecting a Vertical Campus appeared first on CoDesign Collaborative.

]]>