A futuristic office might look like a coffee shop, a green oasis or a living room

the cafe

Features clues: Twilio, a communications gadget company based in San Francisco, envisions the idea of ​​company-owned coffee shops, which would provide employees with free coffee drinks, an atmosphere and a place for employees to work without having to enter an office. The setup will be informal, as employees can come in and leave whenever and as often as they like during business hours. Entry will be restricted to employees. The coffee shop model will be for areas where there are fewer companies’ workforce, complementing their main office centers.

“The reason you come in is the same reason you might say, ‘I’m going to a coffee shop today because I just need a change of scenery,’” said Jeff Lawson, CEO of Twilio. “Go…because I want some coffee.” I just want this fuss [of energy that’s] is happening.'”

Capelli: if Executives had a choice, so why would they choose the coffee shop office, which might be an unnecessary expense? “It’s such a weird and a little romantic idea that we’re all sitting down drinking coffee and having ideas,” he said. “It would be easier to just say why not rent a WeWork space or a shared office when we need it.”

Cochran Hamin: The company-owned café has a “wow factor” but may include design challenges such as ensuring proper power receptacles, private areas, and noise reduction. “It is not likely that there is a thing [workers] You’ll do it for eight hours.” “But that’s a good thing.”

nature connection

Features clues: Salesforce’s Trailblazer Ranch is located on 75 acres in the Redwoods of Scotts Valley, California. Intended as a haven and off-site space for employees, the space is intended to complement the software company’s head office. It offers workers the opportunity to take guided nature walks, garden tours, and group cooking classes, as well as practice yoga, art blogging, and meditation.

“Our physical spaces serve a different purpose today than they did two years ago,” said Brent Haider, Salesforce President and Chief Personnel Officer. “A key part of our strategy is to find ways to enable our teams to work together and communicate securely.”

Capelli: Huge investments in backspace are not new, but they often wane when companies need to cut costs. “I don’t think anyone thought this was stupid,” he said of previous corporate retreat sites. “They thought it was extravagant.”

Cochran Hamin: The payoff may be worth it for the limited number of companies that can afford a place to retreat. “Think of the cost in terms of employee health,” she said. “It’s the value of someone’s health.”

Corporate housing on campus

Features clues: Google 1.1 million square feet overlooking the Gulf Campus Based in Mountain View, California, It sits on 42 acres – 20 acres of which is open space – and features two office buildings, an events center for 1,000 people and 240 housing units for short-term employees. Google separated focus areas and collaborative areas by floor. All offices have access to natural daylight and outdoor views with greenery spread throughout the office. Motorized window awnings open and close throughout the day and the ventilation system uses 100 percent outside air versus recycled air.

“The process gave us an opportunity to rethink the idea of ​​an office,” said David Radcliffe, Google’s vice president of real estate and workplace services.

Cochran Hamin: Ventilation systems will not only help reduce COVID-19, but cold and flu germs will help filtrate in the workplace. But while overnight accommodations are beneficial, they can also limit the experience of employees traveling for work.

Capelli: The campus aligns with Google’s historic attempts to keep people in their offices by offering them more perks – whether it’s free food or spaces aimed at promoting health and wellness. “Do I really want to work from home from my basement when I’m in this wonderful utopia?” He said. “I think that’s what they do.”

Collaboration in the living room

Features clues: PagerDuty, a digital operations management platform, has revamped its offices to cater for events, collaborations, client visits and team meetings rather than direct one-to-one work after opting for a mixed office policy that allows employees to choose the work mode that suits them best. It removed two-thirds of its offices and divided the office into what it calls “neighbourhoods”. Each neighborhood, resembling a lavish living room or café, has open seating areas, some offices and a tea place that employees can reserve. The office also has a meeting room located in the middle of an open space to promote healthy airflow.

“We basically said…we need to build a completely different atmosphere,” PagerDuty President and CEO Jennifer Tejada said. “It must be… more like [the private membership club] Soho House and less like an office.”

Cochran Hamin: Telecommuting opportunities are a big selling point for workers, giving companies like PagerDuty a boost. But managers will likely need to rethink employee evaluations, shifting from “watching them work” to a new, creative way that works for the team.

Capelli: Reservation forms have the potential to create hiccups when it comes to scheduling and storing equipment. This can lead to a scheduling nightmare that leads to overbooking, crowded spaces at times, and an empty desk during other periods.

Morphable desk

Features clues: IBM’s three-story office in Toronto should be easily reconfigured based on how the office is used every day. For quick layout changes, the tech company’s office features movable walls, adjustable workstations, and lightweight furniture. It also has breastfeeding areas, changing rooms, and spaces for meditation and prayer. It is equipped with sensors to help the company monitor how spaces are being used and prevent jams.

“With our new hybrid way of working, it was really important for us to create a space… designed to comfort and collaborate together,” said Dave McCann, President of IBM Canada.

Cochran Hamin: Movable walls and adjustable space follow some “best practices” for sustainability and energy efficiency, while breastfeeding rooms and changing areas may encourage more moms to join or stay in the workforce.

Capelli: The modular approach has historically been a cost-saving measure, but removing assigned desks often forces employees to carry all items of their work with them—an idea that was once popular but has faded. “It sounds like a good idea for people in finance,” he said. “The reason she died is because people hated her.”

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