BENEATH THE SURFACE Let’s Talk Space, Office That Is S ometimes a company has the luxury of developing an office space plan from scratch. The company may be constructing a new building or perhaps planning to occupy a space with no prior interior construction. Often when a company moves or decides to redesign an existing space, it is inheriting a spatial arrangement that can only be modified to some degree. The ability to create a desired space is often a function of available overall square footage, budget, tasks to be undertaken and predisposition of those making management decisions about use of the space. How this will all unfold invariably reflects the management style of the decision makers. Multiple studies conclude that there are no definitive answers as to what works best. I am not a professional space planner, and my take is based on having had the opportunity to work in a variety of space environments and to observe an even wider array. One of the underlying elements that should be considered is intentionality vs. randomness. No matter what activity will take place within the space, the following key components provide conceptual guidance as to what we should attempt to achieve in any spatial environment. Company Culture – the values, norms and goals that underpin the organization Atmospherics – colors, sounds, ceiling and partition heights, and lighting Productivity – enhancing optimum efficiency, job performance and job satisfaction Accessibility – proximity to key decision makers Interaction and Collaboration – an atmosphere that encourages sharing and dialog Harmony – a space plan that creates a feeling of working together Privacy – whether task driven or required for personal interactions and conversations Amenities – snack room, bathrooms, placement of shared machines, lounges, etc. DEEP FOUNDATIONS • JAN/FEB 2017 • 99 I reiterate that creating a space plan should not merely be a random exercise but one with the intention of bringing about desired results. It would be naive to assume that cost is not an issue; however, I suggest that there are costs associated with n o t a c h i e v i n g t h e intended results. Existing vs. New AUTHOR S. Scot Litke, Hon. D.GE Space A good deal depends on whether you are working with an existing space that you have occupied and now want to change, or you are moving to a new space in which you can create whatever you want. In the former case, there ma y b e s t r u c t u r a l limitations so profound that the only choice for change is to move. This can be a function of company/personnel growth or, the obverse, shrinkage. Typically, once you have occupied a facility, it is a bit more difficult for the building owner to go along with providing financial support to help underwrite structural changes. While limitations may exist, there may still be an opportunity to change the configuration. A cost-benefit analysis will be called for. In the instance of moving to a new leased space and considering the property owner’s incentive, the best time to achieve financial support for a configuration (“build out”) is when you negotiate a lease. If you own the property, other considerations must be addressed, which will also be based on cost and desired productivity outcomes. “Many studies indicate that there is a distinct difference in how people of different generations evaluate spatial needs and, for them, what works best.” Generational Preferences Let us assume for the moment that cost is not an issue and that desired results are key. Many studies indicate that there is a distinct difference in how people of different generations evaluate spatial needs and, for them, what works best. A study reported in the October 26, 2016, edition of the Dallas Morning News draws on comments made by Steve Van Amburgh, CEO of KDC, currently building offices for Chase, Toyota and State Farm in the dynamic growth cor- ridor of North Plano/Frisco, Texas. In the article, Amburgh discusses the drivers behind new facilities as they relate to recruiting and retaining the kind of employees that these Fortune 500 com- panies seek. He refers to comments made by Rod Huff, vice president of operations for State Farm, who states, “We know that millennials, (ages 18-34, numbering close to 80 million), don’t like being stuck in a cube for eight hours — they want to get out and enjoy different types of work spaces.” Millennials are the largest single segment in today’s workforce. In that same report, Cheryl Hughes, chief human resources officer for Toyota’s North Texas operation, adds, “Instead of the person needing to be at their desk eight hours a day, they can get up and find a place on our campus where they can work differently. They want mixed-use, and somewhere they can go after work and meet up.”
