Episode 2 of The #FutureOffices Podcast is ready for your listening pleasure. The topic? How every office has its own fingerprint.
Our guest, Workplace Technology Strategist at Cisco, Mark Miller, works with global customers to find the #workplacestrategies that work best for them and their workforces. He and his team of Cisco engineers develop the winning technology innovations that suit customers needs.
In this episode (which is a bit longer than the 20 minutes we promised when we started this podcast, but only because the discussion was too good), Mark and Kevin discuss:
The 4 main trends when it comes to workplace and corporate real estate technology. A.I. and relationship intelligence The role of workplace analytics in shaping everything to do with offices For more information on the Future Offices Winter 2020 conference, visit www.FutureOfficesWinter.com.
Here’s an excerpt from the transcript:
Kevin: I do have to say I love a good sound bite. I love a good short, sweet quote that resonates with the research I'm doing, the conference, the speakers and the content that we see at these iterations. Last time we spoke you said every workplace has its own fingerprint and needs to be treated like it does. That was awesome and I think I had mentioned, I'm going to steal that at some point and put that into one of our sessions, or think-tank discussions, or something unless you trademark it after this podcast episode, but can you explain what this means in relation to the changing workspace?
Mark: Yes, Kevin, if you think back just 10 years ago, the workplace was dominated by a monolithic, uninspiring and I’d say much maligned cubicle, and the cubicle has been around for years. It was actually conceived back in the mid-60s by a gentleman named Robert Propst, from Herman Miller, as a way to address what he saw at the time was a shift to a more information centric work that was happening in the 60s, and for a generation, the cubicle was the foundation of every workplace.
It was truly a one-size-fits-all model. Something that facilities teams could quickly roll out very efficiently with very limited technology enablement. Then about 10 years ago, the winds began to shift. Organizations started to realize that changing nature of work, what I referenced before around that process oriented work evaporating, and realizing that cubicle bays, that traditional workplace environment, was not designed for the type of work that was really going on, and this led to a wave of workplace design called activity based working, or ABW, where organizations focused on the various activities that were going on within the workplace and they created spaces for people to collaborate, concentrate, learn, and largely socialize. Four big trends. And then balanced not only that workplace design, but also technology and policy to allow a lot more movement within the workplace, allow people to gravitate to the places they needed that were best suited for the type of work they were going on.
And this is where this concept around every workplace has its own fingerprint came to be. Now the workplace was designed around the specific activities of your organization, of the functional group that was in that space, or even as discreet as the team that was occupying a neighborhood. This next wave of workplace transformation that's happening, it's ABW or activity based working, tends to be working its way out. A lot of people have gone through that wave already. What this next phase, what we're calling the cognitive workplace, we're really focused on the employee experiences and using data and cognitive tools, such as artificial intelligence and machine learning, to increase productivity, to create a more personalized experience, and reduce friction in the workplace and that's going to drive even a stronger sense around very customized work environment, h