Summer 2017 | CoDesign Collaborative https://codesigncollaborative.org A Creative Lens for Change Wed, 20 May 2020 20:22:22 +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 Summer 2017 | CoDesign Collaborative https://codesigncollaborative.org 32 32 Building Strong Connections https://codesigncollaborative.org/issue/building-strong-connections/ Wed, 22 Jan 2020 01:41:09 +0000 http://designmuseum.wpengine.com/?post_type=issue&p=15515 The post Building Strong Connections appeared first on CoDesign Collaborative.

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Architecture in Revolution https://codesigncollaborative.org/architecture-in-revolution/ Fri, 02 Jun 2017 03:08:08 +0000 http://designmuseum.wpengine.com/?p=14061 The post Architecture in Revolution appeared first on CoDesign Collaborative.

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Architecture in Revolution

A Designer’s Journey Across Cuba

Why Cuba? After watching the documentary Unfinished Spaces, I fell in love with the idea of visiting Cuba. The film chronicles an arts-focused campus that Fidel Castro commissioned soon after his socialist regime gained control of the island, and then the campus’ ultimate demise. The documentary artfully weaves the design and construction of the art schools with the political climate of Fidel’s regime. The film was an inspiring starting point for my research.
José Antonio Huelga Stadium in Sancti Spíritus
By Abby Gordon

It is a hot July day and I am 10 days into a 30-day journey across Cuba. The humidity is relentless while the rhythmic beats of salsa and Afro-Cuban music projecting from doorways of colorful homes create a soundtrack for my daily exploration. I’m sharing breakfast with Señor Vitlloch, the chief architect of Sancti Spíritus, one of the oldest Cuban European settlements.

I use my limited Spanish to share with him that I am in Cuba to investigate the impact of the revolution on the built environment and how design and architecture inform the country’s social context. We head to his office in the historic city center, then for a walk around Sancti Spíritus, and I am in awe of how this quaint city celebrates a beautiful calmness, with friendly residents and manicured infrastructure. We follow the outward urban growth starting in the central plaza, a large open park surrounded by colonial gems and a beautiful stone library. Startlingly empty under the stifling sun, it’s a stark contrast to the night before when youth gathered and groups of people danced and passed around rum. The library steps are filling up with students perched around laptops and cellphones — an indication that there is a Wi-Fi hotspot nearby.

With each step, we are tracing the passage of time, and it is easy to notice a correlation between architectural styles and building density. Colonial buildings fade into 1920s bungalows, and before long, the urban fabric dissipates into a series of prefabricated buildings erected after the Revolution. We chat in Spanish as we walk the main boulevard. The occasional car drives by, and the clacking of horse-drawn carriages carrying building materials and food to the outskirts of town creates a tempo for our steps. The density of the city has thinned out and buildings reach heights and lengths that would be unimaginable in the historic center.

All the buildings, whether an apartment complex, a hospital, or a school, have the same heavy, horizontal blocks stacked on top of one another. Señor Vitlloch explains there are factories across the island that prefabricate these building blocks leading to very basic and non-site-specific structures.

Our tour culminates at the José Antonio Huelga baseball stadium. This prefabricated structure is whimsical in color and utilitarian in build. The stadium is set back from the road creating a large park to welcome the throngs of people that come out to cheer on the local team. The stadium took two years to construct and was completed in 1991. While heading back into town, Señor Vitlloch says to me (my best translation from Spanish), “I showed you buildings from the 1500s, 1600s, 1700s, 1800s, and 1900s. I have no buildings from the 21st century to show you. Cuba has no endemic architectural style. Its architecture adapted with its history and the possibility of the next style of buildings remains anyone’s guess.” I think to myself, “That’s why I’m here.”

In 2010, Shepley Bulfinch, a national design firm, established the Howe Traveling Fellowship in memory of late Principal Sandy Howe (1946–2009). This internal award is granted to a staff member, providing the opportunity to travel and investigate the design and culture of a new location of their choosing, with the expectation that upon return, fellows will share their experiences and learnings with the firm. As Shepley Bulfinch’s third Traveling Fellow, I spent the summer of 2015 exploring the built environment of Cuba through the eyes of the Revolution.

A Revolution

Why Cuba? After watching the documentary Unfinished Spaces, I fell in love with the idea of visiting Cuba. The film chronicles an arts-focused campus that Fidel Castro commissioned soon after his socialist regime gained control of the island, and then the campus’ ultimate demise. The documentary artfully weaves the design and construction of the art schools with the political climate of Fidel’s regime. The film was an inspiring starting point for my research.

In 1959 Castro led a Revolution filled with hope for a brighter future and social reform, overthrowing the authoritarian government of Cuban president Fulgencio Batista. At the heart of the architecture representative of the Cuban Revolution is the vision for an academic campus for cultural education. Born out of a golf game between Che Guevara and Castro, the National School of Arts promised to house the greatest art schools in the world. Fidel employed three young, visionary architects to bring the schools to life, resulting in the birth of an architectural style never before seen in Cuba. Catalan arches and robust round gestures were offset by the use of local brick. The construction process brimmed with enchantment as the art students themselves lent a hand in the actual building, all to the beat of the music played by their peers. The Cuban culture and spirit were alive in the forms of the buildings and the unity of their formation.

But by the mid-1960’s, the Soviet Union’s influence on Cuba strengthened and the Cuban Ministry of Construction only allocated funds to work deemed “productive architecture.” The construction of the art schools halted and prefabricated socialist housing began to spring up across Cuba to model the efforts of their Soviet counterparts. The once flourishing and active campus became a modern ruin. Today the schools stand in varying stages of preservation and decomposition. The National School of the Arts symbolizes the highs and lows that the Revolution imparted on Cuba, its people and its physical landscape.

To honor the legacy of Sandy Howe, I headed to Cuba to investigate the impact of the Revolution on Cuba’s built environment and the way Cuban’s interact with their physical environment.

Santiago

On June 26, 2015, loaded up with more cash than I care to admit, I embarked on a once in a lifetime adventure. I began my journey on the eastern end of Cuba in Santiago and followed the route of the Cuban Revolution leading west. The sweltering heat and the layers of humidity warmly welcomed me to an island eclipsed in mystery.

In a four hour walk around Santiago, I viewed 700 years of history and the accompanying architectural styles. The old city contains three main plazas. The neoclassical towers of the Catedral de Nuestra Senora de la Asuncion anchor Parque Cespedes, the main city square. Cars zip by on surrounding streets with furry, yet the Catedral provides a sense of calm.

Santiago is a melting pot — its people and buildings showcase Indigenous, French, Haitian, Spanish, and Afro-Cuban cultures. What struck me most about Santiago was the juxtapositions that are overtly on display. Pristine historical sites are set within crumbling homes and dilapidated buildings. Revolutionary monuments and billboards dominate the landscape and are offset by the surrounding classical architecture. These interesting architectural combinations became thematic for the rest of the places I visited. A perfect example: I visited the Hotel Santiago — built by Cuban architect Jose Antonio Choy in the 90s. The execution of its contemporary, colorful form is up for debate, yet it’s visibility as a beacon across the city makes it an impressive landmark. The interior exudes comfort and class — there is an air of exclusivity as the glass facade of the building reflects the mulled color of the concrete highrise across the street.

Catedral de Nuestra Senora de la Asuncion, Santiago

Cienfuegos

Halfway through my trip, I found myself in the city of Cienfuegos, on the Southern Coast of the Island. Cienfuegos is affectionately known as the Pearl of the South and the Paris of Cuba. My mission there was to visit the botanical garden, founded in the early 1900s by American sugar baron Edwin Atkins. I wanted to see Atkin’s home which was designed by Shepley, Rutan, and Coolidge, the architectural practice that designed Boston’s South Station in 1898 — and is still in operation as Shepley Bulfinch.

I hired a taxi and recruited the driver, Juavani, to help me reach my goal. I told him I’m an architect and about the Fellowship, and I learned he is a civil engineer fascinated by architecture. It is not uncommon in Cuba for a trained professional to work in tourism as well. After Juavani coerced the security guard at the botanical garden, we received directions to the Atkins house.

The house sits in a former prestigious village that is ripe with deteriorating old mansions and run-down homes. The Atkins House itself is hauntingly beautiful. The facade is damaged and disintegrating and the main door was open allowing views straight to the courtyard. A frail women dressed in white stood in the courtyard and Juavani asked if we could come inside to look around. We entered to see the original grand staircase and banister — Juavani, now my unofficial tour guide, started pointing out minute architecture details other visitors might miss without his help. After carefully stepping over severely damaged floorboards, we made our way to the second floor. There we found colorful laundry hanging on a clothesline and a mother and son who have made a home for themselves in this old, decaying building.

Atkin’s House, Cienfuegos

La Habana

On July 17th — my 21st day in Cuba — I made my way to the capital city of La Habana. I spent the morning walking the Malecon, a road that lines the Strait of Florida and forms the spine of La Habana — Malecon translates to sea wall. In the evenings, when traffic dies down, locals and foreigners take to the Malecon and it becomes an outdoor living room where people gather to chat, drink and dance.

Once a playground for the US Mafia, La Habana now sits in varying stages of decay. The city’s outward growth transforms the built landscape from colonials to mid-century modern high-rises, and each neighborhood has its own personality. Habana Vieja, the historic city center, is in the midst of a grand preservation effort. Habana Vieja is an incredible example of smart planning. The Habaguex hotel chain was established by the historian’s office to bring in revenue for preservation work and social projects. The profits from their stores, restaurants, and hotels are fed directly back to the community for schools and restoration work.

Vedado is what locals consider the present-day heart of La Habana, and it is filled with modern engineering marvels and Art Deco apartments, as well as deteriorating mansions. A short taxi ride away, Centro Habana does not have the historic appeal of Habana Vieja or the grand buildings of Vedado, instead, it provides a more authentic invitation to view the real La Habana. The city is a chic, burgeoning economy and a crumbling metropolis mixed together. Portions of the city are impeccably restored while neighboring buildings are very near collapse.

The city is energized, waiting for what the future will bring. Tourism is king in the capital, where new, locally-owned restaurants and privately-run guest houses have the ability to completely transform a family’s economic status. Change is rolling into the country through La Habana. A spirit of hope characterizes the youth of the city —the young thirst for opportunity and the underlying question of what will happen next.

Landing on Cuban soil is, in essence, traveling back in time. The country’s native and imperialistic influences are easy to trace and provide a strong context for discovery. By all accounts, the country is frozen in the 1950s, but there are layers to peel away and lessons to learn from a socialist country that is toying with the idea of modernization. Each city I visited in Cuba tells a unique story through its built environment. With very few new buildings, the past is preserved and the original planning intents are still visible to this day.

A key component to the Howe Traveling Fellowship is sharing the experience with others. While in Cuba, I kept a blog titled 30 days in Cuba (abbyrgordon.tumblr.com). Upon return, I created a short film to showcase my journey at the Shepley Bulfinch office. And with a small team, we developed a photo exhibit, publicly chronicling the trip at the BSA Space.

Formerly of Shepley Bulfinch, designer Abby Gordon spent the summer of 2015 exploring the built environment of Cuba through the eyes of the Cuban Revolution, as the firm’s third Howe Traveling Fellow. 

From Design Museum Magazine Issue 004

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Brand is the New Black https://codesigncollaborative.org/brand-is-the-new-black/ Thu, 01 Jun 2017 17:46:25 +0000 https://codesignforstg.wpenginepowered.com/?p=17321 The post Brand is the New Black appeared first on CoDesign Collaborative.

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Brand is the New Black

Designing Workplaces with Identity

Sasaki designed Havas/Arnold Worldwide’s brand into every detail of their new Downtown Boston space, creating an environment that clients and employees identify with, and where they can do their best work.

By Meredith McCarthy, Architect, Sasaki, photos courtesy of Sasaki

You may have heard a lot about workplace design’s favorite buzzword: brand. Brand, as we have come to know it today, can be defined as the unique, distinctive characteristics of a business. It is the articulated identity of an organization based on a carefully curated catalogue of ideologies and philosophies around which that corporation has been built. It is the expressed personality of a company committed to a set of core missions and goals. A company’s brand is its lifeblood. And today, it’s not just customers, but also increasingly employees who are expecting corporations to live up to the high standards they set out in the world. What it really comes down to is — if you’re going to talk the talk, you’d better walk the walk.

But the question remains, how does that ambiguous noun, brand, translate into the design of a company’s physical space? For that, we have a different definition of brand: the act of leaving a mark. A well-branded workplace is the physical manifestation of an abstract persona. Its design must take into consideration the attitudes, ideals, and intentions of a company and create a place that not only supports them, but nourishes them and allows them to thrive. A branded workplace must go beyond a logo or a color scheme and become the essence of that corporation. The space must truly live the brand. It must create an ambiance which starts at the front door and weaves its way through every square inch of the floor plate and beyond.

Herein lies the true importance of a branded workplace: it can transform the way in which that company operates. Sure, it is wonderful if you walk into a workplace, let’s say an Apple Store, where the environment has captured the spirit of its occupants. But what is truly astounding is that a designed environment can strengthen that character, embody that soul, and improve upon it. A well-branded workplace leads to more satisfied employees who are more engaged. It boosts productivity and improves ideation and innovation. It fosters creativity and ingenuity. It changes a company’s perception from the outside, which often results in a drastic increase in recruitment and retention of both employees and clients. A well-branded workplace can enable a corporation to achieve its maximum potential.

So how does one achieve a well-branded workplace? At Sasaki, we believe it takes a strong programming effort, early in the process, with all the right stakeholders to arrive at the vision for a company’s future. How does a company want to work? How do they want to interact internally and externally? Where do they see their business going in the next few years? Getting the answers to these questions helps craft a concept that personifies an organization’s ideals about how they want to work and can help them transform their operations to achieve that vision. Let’s look at two recent projects where strong vision statements about brand-led to incredibly successful outcomes.

Designing brand into workplace includes logos and colors, but it’s more than skin deep — a well branded workplace uses spatial elements to drive employee engagement.

The “Holy Sh*t” Moment

Brand is about leaving a mark, because as the saying goes: you only get one shot at making a first impression. That was the task at hand while designing Havas/Arnold Worldwide’s new headquarters in the Burnham Building at the heart of Boston’s Downtown Crossing. Before we go on, we should mention, we don’t worry about sounding crass when it comes to designing remarkable space. So when the leadership at Havas/Arnold presented us with the provocative request of creating a space that “upon entering makes you say ‘Holy Shit!’” we were immediately up for the challenge.

More than simply asking us to stretch our design skills, Havas/Arnold was telling us they wanted to make an immediate yet lasting impression on their visitors. They wanted their space to start with a bang. Pam Hamlin, global president of Havas/Arnold Worldwide, when asked about the guiding mantra for the design and build-out said, “When people get off the elevator and walk into our lobby, we want them to say, ‘wow—I need to work with these people,’ whether they are clients, prospects, or employees. ’Wow’ was our benchmark.”

That’s a tall order for color and a logo to perform on its own. That “wow moment” needed to be spatial. It needed to have depth and layers and detail. It needed a strong design concept. And so when you, the visitor, walk out of that elevator lobby on the top floor today, you are met with an immediate expanse of space up and down, a stream of natural light from the beautifully restored skylight above, a direct view into the main conference room, and a material palette rich with texture and color. All of these elements come together to create a series of spaces that enliven the open, bright, and forward-thinking atmosphere Havas/Arnold has come to exemplify in their business brand. As Hamlin puts it, “for the first time I can say that our space actually reflects what we do within these walls.”

That wow moment could have been a single design statement, a burst of energy and brand that captured attention and imprinted an impression of the company on its visitors. It could have been The Big Moment in the design. But a successful brand doesn’t stop at the reception desk. It carries through the entire office. Havas/Arnold was very aware their workplace had to emulate their style and philosophy of collaboration not just in the lobby but in all their work spaces.

Havas/Arnold Worldwide is a leading global ad agency that represents major brands like Fidelity, Jack Daniels, Progressive Insurance, and a whole host of other household names. They are a collaborative group who works best when bouncing ideas off one another. They also value a transparent business model, one where their leaders sit among their teams and integrate themselves thoroughly into project groups. The design of their new headquarters needed to support that kind of working style. The 125,000-square-foot plan is oriented entirely around group work, utilizing a split core so the center of the space can house copious conference rooms and collaboration spaces that spill out into spacious corridors that take on a room-like quality all unto themselves. The design team was deliberate in creating a seamless flow in support of Havas’ goal to go from an 85% enclosed office to a full open floor plan.

Today, agency leadership is fully integrated into the open floor plan, sitting side-by-side with the rest of the workforce. To help this succeed, there are two alternative seats for every individual desk—some more collaborative and others for more focused work. For the creative agency, collaboration is the secret sauce for cultivating constant innovation, so creating a space where employees are excited to come in and team up every day was understandably imperative.

When walking through the space today, one can’t help but feel a vibe and an energy that keeps Havas/Arnold moving forward. The design of their new work space reflects their creative business ethos, supports their way of work, and furthers strategic goals— translating to immediate new business and personal growth. Hamlin happily reports, “from a business standpoint the office reflects the direction and future of the agency. It’s been a catalyst not just for emotional charge and pride, but also for driving business impact.”

Sasaki used rays of light emanating from the core of the building to divide OSRAM’s space into distinct “neighborhoods.”

Designing With Light

While making a strong impression is one way to capture a brand, another is to interpret the true essence of a company. Enter: OSRAM Americas. OSRAM is the world’s largest developer and producer of lamps and lighting systems. They’re on the cutting edge of lighting design and their older workspace wasn’t helping them stay ahead of the curve. They needed a headquarters that could support their need for quick collaboration and fast research and development. But most importantly, they needed a space that spoke to their customers and employees alike, and told their story of leadership, innovation, and design in the lighting industry. They wanted a workplace that illuminated their brand. Therefore, when we met with them during our early visioning work session, they challenged us with one simple task: design with light.

“Designing with light” could have been taken at face value, and we could have used a myriad of lighting styles, fixtures, and controls to achieve a space that spoke overall to the display of light. But OSRAM was looking for something more integral to the way they operate. OSRAM doesn’t design and manufacture light fixtures. They develop the inner workings of lighting components that go into light fixtures. Therefore, they didn’t just want to show light, they wanted to be light. As a result, we dug deeper into how light behaves, how it reacts to certain stimuli, and how it navigates its way through space. The final design was based on rays of light emanating from a central core. It organized all of OSRAM’s communal and collaborative spaces into “rays” that broke up the open office into nested neighborhoods. The rays bifurcated the space and allowed for collaboration to happen frequently and quickly throughout the entire floor plate, supporting the need for employees to quickly develop new ideas and move products toward markets faster.

When asked about how the new workplace supported OSRAM’s changing business model, Jes Munk Hansen, former CEO of OSRAM Americas and President of OSRAM Sylvania, commented, “A product used to last for ten years before it lost market relevance due to new innovations. Nowadays, that time period is less than a year. The speed of new product development has absolutely exploded. That kind of dramatic technology change requires a different organizational structure and more importantly, a completely different culture of collaboration, transparency, and speed, speed, speed! Moving to this building signaled an absolutely dramatic, rapid change: we went from a static environment to a very fast-paced environment, and the impact shows. We used to announce less than ten new products a year and our previous facilities and processes were set up for that. This year we launched 250 products.”

OSRAM’s new North American HQ conveys that this company is entirely oriented around exploring new paradigms that will further increase their business efficiencies and speed to market. But it also resembles a laboratory of lighting technologies and innovations. The design of light doesn’t stop at the organizational arrangement of spaces around the rays. It infuses itself into the lobby and entry sequence with a glowing ceiling that pulls you in from the exterior, creating a striking burst of illumination upon arrival. It flows into their training center where OSRAM welcomes in clients and industry partners to educate them on the latest developments in lighting. It permeates the color and material choices of what is in a ray versus what is outside a ray, accentuating the allure of the collaborative spaces and the push to bring everyone together to innovate—essentially bringing people out of the dark and into the light. It even integrates itself into the graphics and signage throughout the headquarters with a wayfinding strategy completely centered around lighting language.

OSRAM’s branded workplace allows them to physically express their position and their stature in the lighting field. “We’re known as leaders in training in the industry,” states Hansen. “It’s a big part of our brand. With this in mind, we determined that we needed a training facility in the heart of the building. Customers love it. They love being at the physical core of all the work we do. The best compliment I’ve received when a customer walked into our striking entry is ‘when you walk in here, there’s no doubt that this is a lighting company.’”

Brand is the New Black

Clearly, as architects and designers, we can make the case for brand as an element of beauty, of quality, of renown and prestige. But, for the end-user, there is a much more important business case for brand in the work environment. These projects showcase the possibilities of successfully incorporating a company’s brand into every square inch of the design of their workplace. Both OSRAM and Havas/Arnold have experienced major improvements to productivity, employee satisfaction, recruitment and retention. Both have transformed their business operations to become more efficient while staying true to their culture. And both were able to achieve fantastic success while remaining within their budgetary constraints for their respective headquarters’ projects. A well-branded workplace does not have to come at a monetary premium; it simply requires a strong vision and attention to detail throughout the design.

Brand is not a new workplace design fad. It’s not a trend that will be replaced when the next big thing comes along. And brand cannot simply be a color, a logo, a product, or a decorating style. It is not an afterthought. Brand must be fundamental to the concept around how we design and plan for space. Companies must embrace their core values and stand by their brand in all aspects of their operations, including their physical workplace. Design must not only respond to how companies want to operate and want to portray themselves to their employees and their clients, it must enhance those opportunities for organizations to put forward their best selves every single day. The space must breathe the brand from the big ideas to the minute details. Brand is not superficial. Brand is not appliqué. Brand is a bold, impactful statement. Brand is the design.

From Design Museum Magazine Issue 004

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Building Strong Connections https://codesigncollaborative.org/building-strong-connections/ Thu, 01 Jun 2017 16:56:42 +0000 https://codesignforstg.wpenginepowered.com/?p=17307 The post Building Strong Connections appeared first on CoDesign Collaborative.

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Building Strong Connections

A New Context and Headquarters for WS Development

WS Development employees collaborating within their new large shared kitchen. The space offers ample opportunities for employees from different departments — and different generations — to come together and share ideas.

By Elkus Manfredi Architects, images courtesy of Elkus Manfredi Architects

Several years have passed since office design embarked upon its brave new world. Long- standing assumptions have been disproved and discarded, replaced by a new emerging consensus about business space and how it can define and drive a company’s mission. The shift is most notable in the corporate world, where sterile cubicle farms and barren office rows no longer suffice or inspire. The quality, layout, and texture of office space have become just as important as location and square footage to the success of a company. Clients from almost every sector now ask designers to craft custom interiors that can foster collaboration and learning, assist in attracting and retaining talent, and express the company’s unique values and culture to employees and visitors alike.

“Most companies are now aware just how much space matters,” says Elizabeth Lowrey, a Principal and Director of Interior Architecture at Elkus Manfredi Architects. “Today we start every project thinking about placemaking—about creating environments that people want to be in. Whether we’re working with a hotel, a corporation, or an educational institution, each of our clients desires a workspace that promotes excellence, a place that helps their employees do their jobs well, a place they feel proud of. They want workspaces that enable mentoring and facilitate exchanges between departments and across generations. They want a strong connection to the world outside their offices and, whenever possible, to nature. And they want spaces that speak to who they are, what they do, and how they do it—spaces that couldn’t possibly belong to anyone but them.”

Elkus Manfredi had an opportunity to apply these design tenets on a recent project with longtime client WS Development. One of the largest private real estate developers in the country, WS Development has developed

over 20 million square feet of existing retail space, with much more on the way. Founded in 1990, the suburban Boston developer had spent almost all its life in the former offices of a financial services firm in Chestnut Hill. The company had grown quickly, mushrooming from a handful of employees to over 100 as its holdings and activities expanded. The built-out space had begun to feel cramped long before WS directors began talking with Elkus Manfredi about beginning the search for a new home.

More than the increasingly tight quarters, it was the nature of the space that presented the real problem. WS Development was planning, building, leasing, and managing its retail properties across the country from a vast, impersonal collection of high-paneled cubicles strewn across three non-connecting floors. Employees worked in isolation, struggling to connect with their own co-workers, let alone with colleagues from other departments. Communication suffered, and there were few opportunities for collaboration, spontaneous or programmed. Management did its best to carve out collaborative workstations and shared spaces wherever possible. But the old-school office footprint hemmed in their efforts and kept them from doing more.

Worst of all, the look and feel of the space were beginning to create drag both within and outside the company. While WS Development employees were familiar with the company’s innovative practices, they didn’t perceive them in their surroundings. The workspace, while always presentable and professional, said even less about WS Development to outsiders. It became increasingly difficult for the company’s marketers to bring perspective partners or important retail clients there. “We knew we were a unique company doing things no one else in our industry was doing,” says Chief Operating Officer Samantha David. “But our space didn’t reflect that at all.”

WS Development and Elkus Manfredi had been working together since 2010 on One Seaport Square, a large mixed-use retail and residential center in Boston’s newest neighborhood on the harbor. The two firms had informally discussed the need for WS Development to relocate its headquarters for several years, until 2014, when a solution presented itself. The developer had just finished repositioning one of its properties, an upscale retail center called “The Street” that literally stood across the street from the company’s then-headquarters. Featuring high-end retail, a movie theater, a bank, outdoor activity spaces, and over a dozen restaurants, “The Street” also included a three-story building originally conceived for retail, with polished concrete floors, unusually high ceilings, and floor-to-ceiling windows for natural light. In addition, the building offered splendid views of nearby Hammond Pond, a quiet body of water that reflects the blue sky on clear spring and summer days and is ringed by a picturesque New England forest that explodes into color every fall. The ground floor of the building was already leased to a retail tenant, but the top two floors were still vacant. “After our first round of discussions, it became clear that WS should move across the street and into its own building,” recalls Elizabeth Lowrey. “It was time for this pioneering developer of game-changing new retail centers to put itself into its own context.”

The WS Development project was centered on shared objectives. In its old space, employees and departments were confined to silos. The developer wanted its new space to generate opportunities for group work, planned and ad hoc meetings, and ample casual contact. “We need all of our extraordinarily talented people to get together as much as possible,” says Samantha David. “The person from leasing with the person from design with the person from development and construction. It enables us to be more efficient, and to become much better at what we do.”

David and her fellow WS Development principals were also determined to help create a space that was not only appealing and comfortable, but that would excite and inspire employees to develop new individual skills and a shared vision for the company. “People here do best when they are passionate about their work,” she says. “Not just their work today, but the things they and we will do in the future. We’ve always had a transparent, open-door culture. But our former space didn’t support or communicate that. We wanted a workplace where all our departments would interface, where a person could walk by a desk in another section of the office, see something new, and stop and ask about it.”

It was essential that the new workspace appeal to potential company hires and continually inspire existing employees. “People are incredibly mobile and can work from anywhere these days,” says Jane Zimmerman, an Elkus Manfredi interior designer and project manager who helped direct the effort with WS Development management.“We needed to create a space where people want to be.”

Partners’ offices, once hidden behind opaque walls, are now open and clear, reflecting the transparency inherent to WS Development’s corporate culture.

Along with making a collaborative workspace that would motivate employees to develop new skills, WS Development and Elkus Manfredi were determined to create a headquarters that was indelibly steeped in company culture and brand and would communicate these elements clearly and effectively to everyone who entered. “We were concerned with two audiences – our employees and our potential partners,” says David. “We wanted our employees to feel good about where they work and what they are building; we want it in the front of their minds that WS Development builds places that feel good, that we build places that last. For our clients and potential partners, we wanted to give them an immediate insight into who we are as soon as they step inside our offices. Our space should help them understand that we are leaders in the retail world, that we don’t just build shopping centers, we create venues for social interaction, connective places where people will come to pick up their kids or take a yoga class or stop off for a popsicle and hang out, places people will want to return to again and again. This is the future of retail. We all know that if we don’t create these kinds of spaces, people will do their shopping online.”

The space and its natural setting offered inspiration and opportunity to Elkus Manfredi’s designers. “Because it had been originally conceived for retail, the space had polished concrete floors and high industrial ceilings,” says Zimmerman. “You’d never find that height in a spec office building. That gave us a lot more choices.”

The nearby pond and woods provided context and texture for the designers. “We knew we would do everything we could to enhance that view,” says Zimmerman. “And we also knew we could draw many of our decorative elements and motifs from this natural setting.”

Elkus Manfredi worked closely with WS Development leadership and staff to help them transition to the new level of collaboration made possible by the design. Input was gathered from staff and the design developed in an iterative, inclusive process in which all voices were heard and valued. Moving from a closed culture to an open and collaborative way of working was a transition, the benefits of which were introduced and demonstrated by Elkus Manfredi throughout the process. Initially skeptical, employees became enthusiastic as they began to understand how the new space would support their work, how a collaborative environment would enhance their daily experience and performance, and how the workspace itself could become a marketing tool demonstrating the essence of the WS Development brand.

For designers, having a client who is also a builder and designer presents both opportunities and challenges. The dialogue tends to be livelier, but also more complex, as it was during the WS Development project. “It is true that you speak the same vocabulary far earlier in the process than you do with most clients,” says Lowrey. “But there are subtle differences in that vocabulary that aren’t always apparent. When I talk about a cheerful space, I probably have a different picture in my head than someone else does. The first task here was to agree on a common visual vocabulary.”

Once that common vocabulary was established, design alternatives were developed and discussed to arrive at solutions that addressed strategic, cultural, and logistical needs of the company. Mood boards, renderings, and other design tools helped the client visualize each alternative. Flexibility was designed into the workspace to accommodate immediate requirements as well as future needs as WS Development grows and evolves over time.

WS Development moved into its new offices in the spring of 2015, with 30,400 square feet of usable space across two floors. Natural light pours in through the oversized floor-to-ceiling windows and vaulted skylights, and is reflected by the polished concrete floors. There is plentiful use of wood. Looking far more like a retail venue than an office, the new space features 122 open workstations and ten management offices, where principals work in plain view through full-height glass walls both in front and behind their desks. Employees can watch the principals work, with forested Hammond Pond in the background. “This is a fundamental change for the company,” says Lowrey. “The partners’ offices are completely see-through. WS Development always had an open-door policy, but now that transparency is visible.”

There are 14 conference rooms. The five largest, which adjoin the lobby, feature and are named for individually crafted wooden paneling from trees found in a typical New England forest: walnut; hemlock; spruce; butternut; and for the largest conference room, used primarily for marketing presentations, maple. Most offer views of Hammond Pond. “The basis of the whole project was to celebrate this natural setting,” says David. “I knew from the outset that nothing we were going to build would ever be more beautiful than that.”

The company culture is tangible from the moment one steps out of the elevator and into the reception area. The custom-designed walnut reception desk features a broad, double-height walnut wall rising in the background. Honey-colored leather LeCorbusier lounge seating add comfort and color to the room, and exposed high ceilings provide a sense of space and freedom.

“You get a feel for the company and what’s going on right at reception,” says Zimmerman. “It feels very much like the retail spaces WS designs and builds. That’s who they are. This space, its configuration, and its aesthetic help everyone here grasp the bigger picture. WS was very much about reflecting the nature of its product as well as its culture. Its inner workings resemble the things it creates. It offers employees lots of choices and opportunities for connection, just the way its retail centers do: places to congregate and connect, and quiet spots where people can focus.”

Just a few steps past the reception desk, the main corridor affords two diverse and complementary views that speak volumes about the company culture. Looking in one direction, visitors can see employees conferring over drawings and documents at their workstations and shared workspaces. Turning around, visitors can gaze out onto Hammond Pond. This custom blend of industry and tranquility – of productive, man-made space and peaceful nature – perfectly expresses the WS Development brand and philosophy.

Not all the spaces in the new company headquarters are open. A first-floor room known as “the war room” offers employees an environment to conduct design charrettes and critiques. The room has walls vested in dark cork suitable for pinning drawings and renderings. Unlike the larger and far more open Maple Room, where clients view design presentations, this room is a private space where employees perfect their product before showing it to clients.

One of the original design features in the project is the grand black metal staircase that descends from behind the reception desk into the communal kitchen. The design of the stair rail was inspired by the company’s retail QR code, an ideal symbol for a company that creates retail environments. “We design unique custom environments for all our clients,” says Zimmerman. “I can assure you, none of our other clients has a QR code in a handrail.”

The kitchen, located on the ground floor at the foot of the staircase, is the heart of the office. The space features an extraordinary long table crafted from a live-edge maple slab and surrounded by adjustable wooden stools inspired by industrial design. Banquette booth seating is available along the rear wall, which features a surface of tapped maple that alludes to the process of making maple syrup in New England. The tap holes are plugged with blue putty.

With an atmosphere far closer to that of a hip restaurant than a commercial cafeteria or coffee room, the kitchen attracts employees from all departments, and hosts lively work and social interactions that foster team spirit and sustain morale. It is also an ideal place for different generations of employees to mix and get used to the idea of working in communal space. Older employees exchange ideas and anecdotes with Gen-Xers and millennials. “This was one of our concerns,” says David. “Our younger staff never experienced the private-office culture, but our older workers still remember a time when you didn’t want to share your work with your neighbor. Thanks to this space, however, our more mature workers have all adapted well. Instead of noticing they don’t have a private office, they notice that they come to work every day in a great space, and that there’s lots of room to move around.”

Company culture and shared open workspaces also facilitate exchanges of ideas and expertise. “The more experienced workers can now mentor younger workers,” says Zimmerman. “And the younger workers can share their skills in all things digital with their older peers.” 

3rd Floor Plan

2nd Floor Plan

In addition to successfully transmitting the company culture, the new open office has also achieved another objective: improved performance and workflow. “Having an open floor plan allows us to share ideas and work together without having to set up formal meetings,” says Jeff Babcock, one of the company’s financial analysts. “We pull each other into impromptu conversations to quickly solve problems that come up throughout the day. The collaborative office environment has made our team much more efficient.”

WS Development’s new home has also proved effective in attracting talented employees. “The beautiful, friendly, and engaging workplace was one of the reasons that convinced me to join WS Development,” says Luna Zhang, Creative Operations Manager in the marketing department. “When I’m not at my desk, I often enjoy working in the variety of spaces the office has to offer. I love the cozy kitchen, the quiet project room, and the large drafting table under the skylight.”

WS Development’s new headquarters seems a radical departure from its former home, as if the company had suddenly shifted to light speed. But for Samantha David, it’s more about the company’s interior and exterior identities finally coming into alignment. “Our culture has not changed,” she says. “But this new space brings that culture front and center. People who came to see us in our old space didn’t get that. Now they do.”

From Design Museum Magazine Issue 004

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