This article was originally published in Work Design Magazine. 

Returning to the office means a return to the grind of commuting. Of course, it also means better collaboration, deeper connections to colleagues and projects, and accessibility to mentorship and leadership. But that trade-off is a hot topic with our clients, many of whom are continuing to embrace the hybrid work model.

And, particularly in large metro areas, employees and employers are doing the math on that trade-off and finding that the costs, both in terms of finances and time, are just not adding up. If employees are spending $20 or more per day on commuting, between transportation and lunches, and two+ hours traveling compared to working from home, employees might reasonably expect to be compensated for that extra time. On the other hand, employers are finding that remote work may not be as productive as we once thought (and surveys and research back them up). They are pushing to get workers back into the office, but hesitant to mandate full-time, in-person work in a tight job market. And that’s where the Return on Commute (ROC) comes in.

The ROC of Impressive Food Programs

Across the board, from our largest, multi-national clients down to single-office organizations, food has become a focal point. One of our large financial institution clients is offering big food perks with a gourmet coffee cart rolling through the office, a per diem for employees to use in the cafeteria and a farmer’s market each quarter where employees can fill a reusable shopping bag with fresh produce and local goods (our client says this is, perhaps unsurprisingly, the busiest in-person day each quarter). These programs aren’t just about delicious food—they are a direct return on the commute for employees. Workers save time and money by not having to stop at a coffee shop. They don’t have to pack a lunch if the company is picking up the tab for a cafeteria meal. And they can cut down on grocery shopping if they can visit the on-site farmer’s market.

Beyond the one-to-one comparison to the financial cost of commuting, food brings people together. One study from Oxford University found that 76.4% of people believe that sharing a meal is a good way to bring people closer together. And other research has shown that enjoying meals with others is associated with better physical and mental health. As designers, we see it all the time—giving people the opportunity to eat or grab a coffee together creates connection and accidental interactions. It forms camaraderie in the office. It can facilitate collaboration and creativity. And it can bring in the element of fun that can be sorely lacking when everyone works remote. If our ultimate goal is to get people back into the office willingly, food is a great place to start.

Programming the Employee Experience

Employee experience is something that designers have always talked about. But those experiences and what employees are looking for have changed dramatically. Our clients say that, even though their employees are generally productive when they work from home, without the in-person element, the sense of connection has been subdued or even lost. The trade-off for commuting has to be a strong, amenity-rich program in the office. It has to give people what they can’t get at home while making them feel just as comfortable.

It’s a delicate balance that often depends on the industry. A financial services firm, for example, will have different needs and resources than a small tech startup. So, we’re talking with our clients a lot more about the experience of work. And, more importantly, the experience they want their employees to have at their unique workplaces. As designers, we help them navigate their resources and goals to make sure the final product works for them in more ways than just aesthetics.

What we hear a lot from clients is that they don’t want their people just sitting at their desks in the office; they want them to have a reason to come into the office. At the same time, square footage and real estate assets are top of mind for most companies. In that vein, the spaces we’re designing are flexible—the lunch area is also a training or townhall space or a room for monthly potluck birthday lunches. The truth is that no one can guess what the “must have” amenity will be in three years (remember when foosball tables were everywhere?), so it’s crucial to design spaces that can be easily transformed and feel authentic to a company’s unique culture, which is much more enduring than the latest workplace trend.

Changing Layouts

Layouts are changing along with an increase in flexible spaces. We’re putting these multi-purpose spaces much closer to reception than in the past. This way, guests aren’t walking through the entire office to get to event spaces and it’s also a great way to show off company culture to clients and new recruits from the first glance. At the same time, we lay out our designs to make sure private offices aren’t adjacent to communal gathering spaces.

Speaking of private offices, we have seen a substantial uptick in private office requests, which is a sea change from the almost entirely open plan projects we saw until about three years ago. People felt more productive at home because they could personalize their space, not just with family photos, but with the music, silence or other equipment that helped them be most effective. “Hot desking” and “hoteling” makes that difficult, so more companies are going back to private offices. Others are keeping open plan spaces to make the most of square footage, but they are moving away from shared workspaces and going back to assigned desks. If employers are requiring employees to come back to the office, part of the trade-off is making their space reasonably comfortable and personalized.

Outside the office space itself, our clients are looking at other programming that encourages people to get back to the office. One client is supplementing a fitness program with personal training, with the hope of fostering better health and a great reason to come into the office.

The Hybrid Model Version of Return on Commute

Something we see in our own organization, as well as our clients’, is that working 100% from home has had some potentially unintended consequences. Whether they realize it or not, employees are missing out on opportunities for connection, collaboration and access to leadership. Younger employees have missed mentorship opportunities and the chance to see how the workplace functions in person, learning valuable skills in the process.

In fact, we’ve heard this over and over again—with the right design and programming in place, the “return on commute” becomes less of an issue. People who are only asked to come in two days a week are choosing to come in three or more because the commute is worth it for knowledge sharing, face time, and other professional advantages. There is real value in working together in person. It may have taken a while for this realization to stick after years of uncertainty about the future of in-person work, but we don’t see it going away any time soon.

About the Authors

Alissa Franconi NCIDQ, IIDA is an award-winning interior designer who specializes in creating dynamic, efficient workplaces. No matter the client, from fast-moving start-ups to global corporations, Alissa creates environments that enhance employee well-being and productivity with economically viable, operationally efficient solutions.

Christine Shaw NCIDQ, LEED AP, WELL AP has more than 15 years of interior design experience, honing her skills on projects from corporate office to higher education. Known for her collaborative nature and positive attitude, Christine sees every project challenge as a puzzle to be solved.

Featured Image: Moov Technologies | Photo by Jason Roehner

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Today’s businesses are grappling with underutilized workspaces and excess real estate, all while meeting the increased demands of ESG reporting, resiliency strategies and an evolving (i.e., increasingly remote) workforce. The lynchpin is data: Data from a variety of sources, collated into a central source of truth, that forms the basis of informed decisions, more accurate forecasts and efficient operations. For many organizations, this means that some form of data migration—from a legacy platform to a new one, to the cloud or to the edge—and that strikes fear in all reasonable people.

It doesn’t have to be so bad. There are several Integrated Workplace Management System (IWMS) applications in the marketplace today, and they all offer a range of solutions for managing data. In a 2023 report, Research & Markets found that the deployment of an IWMS solution can lead to a reduction in facility maintenance costs of 14%, an improvement in workspace management by up to 40% and an increase in facility usage efficiency of 42%.

The results are convincing. But how do we get there? For many organizations, finding or even harvesting the data is not a problem. They have it. And they have the resources to collect it. They just can’t get to it. It’s either stuck in an outdated or corrupted storage system or the bandwidth (both physical and emotional) simply isn’t there. And so it sits.

Here at RSP, we’ve worked with a number of organizations and institutions who have successfully navigated a migration process. We’ve identified three prime factors that drive positive results.

Define the Purpose of Data Migration

What are we trying to solve? What are the barriers? Where is the data stored? Many organizations have information stored in disparate locations, leading to frustration and siloed decision-making. So, from the outset, be clear on what the goal is and why that goal is important—to the organization and the stakeholders.

In the discovery phase, it’s imperative to include a diverse group of stakeholders beyond facility management. Groups like human resources, finance and information technology play key roles in understanding business needs and strategic targets. It’s equally important to understand the terminology used by each group to identify common data points and develop a clear data map for the business.

Validate the Information

Building on the defined purpose, take a closer look at the data. Gather the information from whatever system (or systems) is storing it, process what’s being articulated, and ensure it’s accurate. One of the primary goals when converting from one system to another is validating data from the legacy systems and making sure there is an appropriate data match in the new system. Consistent and clean information is key, and now is the time to correct.

Do not be afraid of testing or validating the data, even if it has schedule implications. Any errors in the legacy data will almost certainly re-emerge post-migration, causing no end of frustration and abortive effort.

Make Data Part of Your Company Culture

Data migration projects are not for the faint of heart. It takes a concerted effort and careful examination of processes, users and workflows that typically touch an entire business eco-system. Do not under-estimate the amount of time and planning that goes into even the most basic initiatives. But also don’t segregate the effort—data touches everyone so make it a part of company culture.

Use the opportunity to develop a data governance strategy, which will not only boost accuracy and quality but will define data ethics and a code of behavior that will strengthen operations. Document where the data is, where it needs to go, how it is used and who uses it. Then, leverage the documentation in performing ongoing data maintenance through data views, forms and reports.

Case Study: Washington County and FM:Systems

Washington County is the fifth-most populous county in Minnesota according to the 2020 census. The County’s facilities include 26 buildings, spanning nearly 1M square feet, with 1,700 employees. The County was using an IWMS tool that was costly to maintain and limited in serving their facility management needs. They were seeking a solution that staff could configure on their own, as well as provide expanded features to meet evolving business needs. With RSP’s guidance, the team selected FM:Systems FMS:Workplace for a reliable workplace management solution.

RSP Architects worked closely with Washington County to conduct a needs analysis of their current solution to ensure FMS:Workplace was set up to match the way the County needed it to function over the short- and long-term. This involved identifying the legacy data, confirming its accuracy and categorization, and lightly configuring the new system for easy adoption.

We identified how the current system was being used to help build an understanding of how to configure the new system. Templates proved to be crucial for identifying how data should be cleaned up for a friction-free import into the new system. Additional benefits of the new system include:

• A space management portal created a one-stop-shop to maintain information across the County’s entire portfolio.
• On-demand facility maintenance requests are now managed by seamlessly integrating with space management.
• Preventative maintenance templates offer efficiency and automation. They also offer a comprehensive maintenance log and history, providing key metrics for facility operations.
• Reporting and notifications for planning, tracking trends and identifying risks takes the guess work out of managing assets.

Read more about the Washington County Customer Success Case Study

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*This article was originally published in Work Design Magazine.

Up to 20% of the population falls into the category of neurodivergent. Conditions and differences that used to carry a stigma are now becoming more accepted, even celebrated, at school, at work and in personal relationships. But first, let’s define what it is. “Neurodivergent” is a non-medical term to describe differences in brain function due to a variety of factors. Neurodivergence is not the same as disability or mental illness, but they can be associated.

Some of the most common differences that fall into this category are Autism Spectrum Disorder, ADHD, and Dyslexia (difficulty with reading). It can also include Dyspraxia (difficulty with coordination), intellectual disability and sensory processing disorders. These conditions can co-occur, leading to complex (and sometimes missed) diagnoses and treatments. All of these are spectrum disorders that affect people differently, where individuals are on a sliding scale of difficulty with integrating into a neurotypical world. Many neurodivergent individuals face discrimination and often have a higher-than-average unemployment rate compared to their neurotypical peers. But neurodivergent people have incredible potential and can have extraordinary careers (Steve Jobs, Simone Biles, and Tim Burton, to name a few) when given the right support and accommodations.

The Superpowers Behind Neurodiversity in the Workplace

Neurodiversity can also come with special abilities—abilities that are valuable not just for individuals, but for entire organizations. For example, research shows that autism and dyslexia can give people skills in pattern recognition, memory and mathematics. Other studies found that neurodiverse teams are 30% more productive than neurotypical ones and made fewer errors.

According to a Harvard study, people with Autism perform highly thorough and attentive work. They prefer routine to novelty and exhibit steady focus and repetitive behavior patterns. The University of Michigan found that people with dyslexia tend to have out-of-the-box thinking. They process information visually and are good at finding hidden connections, making them ideal to discover patterns and trends in data. Researchers from the University of Memphis and the University of Michigan found that people with ADHD are more creative compared to their peers. They tend to work well under pressure, be very proactive and are better at adjusting to change. They also have the ability to be hyper-focused on topics that interest them.

Harnessing the Power

Greater innovation, creativity, accuracy, productivity, and employee retention? These are some of the biggest issues facing stagnating companies, not to mention those wrestling with remote workforces and hybrid work models. Becoming more inclusive of neurodiversity in the workplace can be a major part of the solution. There are a few policies companies can put into place in the near-term, and other accommodations that may take longer but are worth it in the long run.

An organizational culture that welcomes neurodiversity in the workplace needs to stem from policies and core values. Leadership support is required for any top-down culture shift, and this is no exception. Promoting flexibility, from a lenient dress code that addresses sensory concerns to core hours and hybrid work opportunities, are great first steps. Managers and leaders should be trained in avoiding harmful myths and stereotypes about neurodiversity in the workplace, as well as ways they can develop and nurture the unique characteristics and work styles of everyone on their team, neurotypical and neurodivergent alike. Everyone should have access to resources and support through mentorship and mental health programs.

A few other helpful accommodations: noise-canceling headphones, policies that allow individuals to listen to music, the acceptance of fidget tools, the ability to take frequent, shorter breaks, scheduling reoccurring touchpoints to review task priorities and break down larger project milestones, and providing meeting notes, tasks and expectations in written form.

How the Built Environment Can Support Neurodiversity in the Workplace

In my years of workplace design experience, I see more and more clients pursuing greater inclusion in the office and it has only benefited the design process. As designers and workplace strategists, one of the most important things we’ve learned is that designing spaces for neurodivergent populations means being thorough and thoughtful about how people experience space. And that makes design better for everyone.

Sensory processing challenges and differences often accompany autism and ADHD. And in fact, many neurotypical people deal with sensory challenges, perhaps without realizing it. Getting distracted by too much (or too little) noise, becoming overwhelmed with lighting or temperature disturbances, or disliking how certain furniture fits their body or how fabrics feel against the skin, are some common examples. In the workplace, that can translate into zones for different types of work. Focus rooms are great for heads-down space, privacy, and sound control, while “War Rooms” or “Sandboxes” are higher-stimulation spaces ideal for group work and socializing. We are also designing more Wellbeing rooms with comfortable furnishings, textures and soft lighting for short breaks and sensory recalibration.

Utilizing clear wayfinding techniques through visual landmarks and color help make spaces more memorable and reduce the potential for visual overload. Wider corners and corridors can be helpful for people with dyspraxia and those who dislike physical contact. Most importantly, promoting individualization is key in accommodating the vast differences and performance preferences between employees. Things like sit-stand desks and encouraging movement through policy and layout design can keep all employees active and engaged. Incorporating adjustable lighting and temperature control opportunities at each workspace can increase employee morale and productivity. And the use of biophilia and natural light throughout an office environment can give a proven mental health boost.

In terms of technology, text-to-speech and speech-to-text software can be a gamechanger for some employees. Similarly, transcription tools for meetings, closed captions for virtual meetings, AI tools, time-tracking and reminder apps can all benefit employees with different needs and work styles. The most important thing to remember is not make assumptions—all individuals, neurodivergent or neurotypical, have distinct needs and challenges. It’s best to make these options available and allow employees to decide how and when to use them.

An Inclusive Workplace is a Successful Workplace

We know that organizations that embrace diversity are more successful. It’s evident when looking at the number of major companies that pride themselves on welcoming a diverse workforce (SAP, Microsoft, UBS, and JPMorgan Chase, to name just a few). Research has found that companies with more diverse leadership report revenues 19% higher than organizations with below-average diversity in leadership positions.

Younger employees are accepting and embracing neurodiversity in ways their predecessors didn’t. A rise in awareness of different neurodivergent conditions, challenges, preferences, and special abilities will continue to make this a leading issue for organizations around the world. Getting ahead of it through embracing inclusivity and neurodiversity in the workplace now is one of the best ways to stay competitive in an increasingly complex world.

About the Author

Kelsey Sullivan TX RID, MN CID, NCIDQ, WELL AP, IIDA is a Senior Project Interior Designer at RSP Architects in Fort Worth, TX with more than a decade of experience in workplace design and strategy. Her ongoing work involves collaborating with a large, international client focused on designing modern, high-performing workplaces. Her credentials as a WELL AP certified professional give her a holistic view of the future of the workplace. Read more about Kelsey on LinkedIn.

Featured Image: Confidential Client | Photo by Gilbertson Photography

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*This article was originally published in Work Design Magazine.

Gen Z is making their mark on the office in a big way. They are challenging norms and pushing boundaries, and the savviest companies are making smart policy and design choices to keep them engaged.

With that said, although Gen Z is influencing the workplace, the office is also changing as a collective consequence of world events, shifting markets and up to five generations co-existing in the office at the same time. Through the clients I’ve worked with and the projects I’ve designed, I’ve noticed these five ways the office is changing as Gen Z continues to make up a more and more sustantial part of the workforce. And as a Zillennial myself, sandwiched between the Millennials and the Gen Zers, I have my own lived experiences to draw on as well.

1. The Office as a Social and Mentorship Hub

It’s not just younger 20-somethings who have a strong preference for working from home—in fact, Millennials are the most likely generation to say remote work is important to them, with 98% of workers saying they want to work remotely at least some of the time, according to Forbes. At the same time, there is a greater realization among employees and employers that culture and collaboration are suffering with 100% remote work, and for that reason we are seeing more of a hybrid return to work schedule. The physical office now has changed its purpose from being a place simply where work is completed to a place for mentorship, collaboration, and culture.

Crucially, the hierarchy of office spaces has changed. We now have a priority for prominent collaboration space and work cafés—places people can sit and talk with accessible power nearly everywhere. It’s the idea of a true hub where people can have flexibility, choice, and various interactions, while de-emphasizing workstations as people spend their time doing heads-down, focused work at home. It does take some work from the administrative and change-management side, but as designers, this is really where we see the office going and staying.

At JLL’s headquarters in Phoenix, our team created a central work café connecting to a social lobby area with meeting spaces surrounding it. We took open office space to the perimeter. The client wanted to cut down on the number of full-time, permanent workstations and the number of private offices while prioritizing social space and more culture-forward areas. We are seeing more and more organizations heading in the same direction and as designers and employees, we think it offers the best of both worlds for everyone.

2. Transparency is Crucial

Generally speaking, Gen Z is pretty cynical. That can be potentially frustrating, but it can also lead to the kind of pointed questions and feedback that can propel an organization into growth and future relevance. That’s why transparency is critical for engaging this younger generation of workers. They are not a silent workforce. Gen Z’ers are used to advocating for themselves and others and are not afraid to disrupt the status quo if it means social equity, diversity and inclusivity. A pleasing statement on a company website is not sufficient—they want tangible metrics to back up any claims of social or environmental responsibility.

As designers, we want to help our clients create a visual culture that matches who they are. Diversity, equity and inclusion are major topics for Gen Z and they want to see clear evidence of a culture reflecting those values. That means physical accessibility, using technology and design to help people reach their full potential, making sure everyone’s voice is heard, and helping employees understand that they and their work are meaningful to the organization.

In one large study by McKinsey, the two biggest reasons people 18-24 left their jobs were lack of career advancement and lack of meaningful work. That speaks volumes about what managers and companies need to do to keep these employees engaged and on the payroll. This comes down to organizational and management values, but the design of an office can make a major difference in creating spaces where people feel comfortable collaborating and raising important questions to keep companies transparent and honest.

3. Inclusivity in All Its Forms

The Americans with Disabilities Act was passed in 1990 and it permanently altered how we design office spaces to accommodate people with physical differences. Gen Z is going beyond physical accessibility to become the first generation that talks openly and confidently about neurological differences both in school and in the workplace. They are destigmatizing widespread variations like ADHD, sensory challenges and being on the autism spectrum. Through social media, humor, and open conversation, they are trying to create a world where people can be celebrated for their differences and the strengths they bring to the table.

Since starting my design career, one of my big focuses has been inclusive design and pushing the practice of participatory design—I want to design with people, not for them. In my process, I try to include as many different typologies and demographics as possible, from programming through construction. When designing offices for people with all kinds of different needs and work styles, I want to get input from underrepresented populations of employees as much as possible.

One of the most basic principles in designing for inclusivity is the idea that designing a space to support the specific needs of the minority will result in a space that also inherently benefits the majority. For example, things like quiet rooms for heads-down work, white noise in an open seating plan, unisex restrooms, and height adjustable desks aren’t strictly necessary for most employees to do their work in a productive way. But they mean the world to people who do need them and are just good design for the people who don’t.

4. Moving at the Speed of Technology

Some people disparagingly refer to Gen Z as the “iPad Generation.” That’s pretty reductive and unfairly labels a generation that has shown resilience, activism and acumen in the face of unprecedented social challenges. At the same time, it is true that people under 25 have had super-fast, touchscreen technology with an extremely user-friendly interface since they were children. They don’t remember a time before ubiquitous high-speed internet. In some ways, they are less adaptable than Millennials and Gen X when it comes to new programs and technology, especially some of the cumbersome software that many companies still rely on for day-to-day tasks. Whereas Millennials and Gen X saw the rise of personal technology and, for a certain age group, had to learn the basics of html to create a spectacular MySpace page and file sharing to burn CDs. Gen Z has had streamlined technology their whole lives.

Management may be surprised to learn that Gen Z needs training when it comes to technology, but it’s also a great opportunity to build community and culture. When more experienced employees can teach through a position of true expertise, they become mentors and have the chance to pass on their philosophy to newer workers. In turn, Gen Z has the opportunity for meaningful knowledge sharing and career growth. Yes, it’s possible to do this type of training online at home. But I would argue that this kind of training is one of the best uses of the “office as a social hub” to encourage connections across generations.

Speaking of technology, we’re also seeing the potential of AI to be used in more and more applications. Gen Z has started to embrace it as a tool for creativity and inspiration, as well as something that can help save time and increase productivity. They are also savvy enough to see some of the dangers inherent in adopting AI without regulations. Time will tell how tools like AI will begin to affect the corporate world but, again, new technology is a great opportunity for different generations to have their voices heard and collaborate on standards and solutions.

5. The Power of Instant Gratification

Lastly, one of the hallmarks of Gen Z compared to other generations is the expectation of instant gratification. Frequent reviews and feedback keep them engaged and organizations need the infrastructure, technology and offices to support that. Perks, rewards and wellness programs are also great incentives to retain these younger employees.

These ideas, from programs to design choices, may feel disruptive and may initially be implemented to satisfy Gen Z, but in the end, all employees may find that they appreciate them. And that can only make for a more engaged, happier, more productive workforce.

About Shanti Okawa

Having started at RSP as an intern while attending ASU, Shanti Okawa has rapidly become an integral and invaluable part of the interior design team. In a few short years, she has grown into an accomplished Project Interior Designer in the Phoenix office, now taking a leading role in complex interiors projects, from the earliest interview stages to programming, design and Construction Documents to Construction Administration and final site walkthroughs. She is the leading Equity, Diversity and Inclusion (EDI) advocate in RSP’s Phoenix office, always pushing colleagues and clients to think more broadly about opportunities to enhance inclusivity in new ways. Read more about Shanti on LinkedIn.

Featured Image: JLL Headquarters, Phoenix, AZ | Image Credit: Roehner + Ryan

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The U.S. legal cannabis industry flattened slightly in 2022, thanks to pandemic-era restrictions, but, according to Brightfield Group, the market is estimated to reach over $31.8 billion in annual sales by the end of 2023, growing to $50.7 billion by 2028.

Extrapolate sales to economic impact and you can tack on another $100 billion in 2023. That’s up more than 12% from last year, and $160 billion in 2027. New York alone estimates that the industry could create as many as 60,000 new jobs by the end of the year. All of which demonstrates that recreational cannabis sales—and the follow-on spending, employment and tax revenues they generate—has emerged as a serious, competitive business.

And the future only looks bright.

The addressable market continues to grow—three more states legalized adult recreational use in 2022, and it may only be a matter of time before such use is legal across the country. Look at Canada! Here in the U.S., almost nine-in-ten Americans say marijuana should be legal for medical or recreational use, according to an October 2022 Pew Research survey. An overwhelming majority of U.S. adults (88%) say either that marijuana should be legal for medical and recreational use (59%) or that it should be legal for medical use only (30%).

And, of course, with this new economic vigor comes a more sophisticated retail model, a more educated and discerning consumer, and a more enriched customer experience. Gone are the black-light posters, beaded curtains and Grateful Dead soundtracks. They have been replaced by well-considered spaces that feel like a high-end patisserie or a jewelry store.

And that’s where RSP comes in.  

Cannabis retail design at the flower shop

In February of 2021, Greta Brandt, president of The Flower Shop—a multi-state dispenser of cannabis and CBD products—challenged us to elevate the brand to keep pace with market demand, appeal to emerging consumers, and work toward changing the perception of the dispensary shopping experience. RSP’s prototype design, the first of which has been implemented with v2.0 on the way, feels like an approachable, yet sophisticated experience that caters to both established medical patients, while expanding to the evolving retail customer base.

Greta charged us to foster an empowering customer experience to appeal to a variety of users, especially women. The goal? Create a welcoming, comfortable space that attracts a more inclusive audience and showcases a curated (and ever-changing) selection of merchandise. The space is open and uncluttered. Customers are encouraged to browse, explore the wide range of products and seek advice from helpful budtenders. The flexibility of the layout allows a range of point-of-sale strategies. That includes a main counter, hand-held devices and even themed displays.

Transparency as well as natural and accent lighting play a crucial role in creating a gallery-like focus on the merchandise. But the custom casework sets the overall tone. Perimeter wall and free-standing, jewelry-like displays create an approachable, welcoming atmosphere that suggests a neighborhood apothecary. Abundant planting and sprays of greenery emphasize the floral theme and create a slightly cheeky visual pun on the brand.

the flower shop brand challenge

For designers in the cannabis retail space, it’s not easy keeping up with changing rules and regulations. Every state has different legal and transactional requirements that seem to change on an almost monthly basis. As one example, some regions don’t allow products to be visible from the street. It’s a credit to Greta and her team who have been able to navigate some pretty turbulent regulatory waters.

But, at its core, the design was a branding challenge.

“I didn’t want ‘dispensaries’ in our name, as that holds a negative connotation for many,” Brandt has said. And that’s why the sales space is light and bright. It focuses on access to information about the products, especially the health benefits unique to women.

Understanding how vital education is for first-time users (and shoppers), the store’s aesthetics are just one part of helping people feel comfortable and respected. Each location has dedicated wellness experts to answer questions and recommend the right products. There are also ordering iPads, for guests who prefer a solo shopping trip.

One critical element of the design was flexibility, especially when it comes to customer feedback. The retailer takes reviews very, very seriously, often re-evaluating and adding new inventory based on them.

Product lines change quickly and new merchandise and products come to the floor regularly. We’ve even created a POS strategy that can accommodate a more traditional register and queue, as well as self-serve and roving budtenders with hand-held devices. It’s exactly the type of flexibility today’s multi-channel retailers need to respond to the latest trends and consumer expectations.

“We’re always tweaking and dialing in on the customer experience so that people leave with a really good impression,” says Brandt.

As we like to say, an ounce of thoughtful intent is worth a pound of design.

About the Authors

Jason Ploszaj AIA, NCARB, the Managing Principal for RSP’s Phoenix office, has a passion for sustainable and memorable solutions. And he is committed to mentoring the next generation of designers. His work ranges from large-scale planning to human-scaled details. Not to mention his pioneering projects that respect context, foster a sense of place, and enrich communities.

Danielle McPeters NCIDQ, IIDA has become an invaluable part of RSP’s Interiors team in Phoenix since joining in 2017. Her creativity and eye for design give her the kind of future-facing perspective needed for today’s rapidly changing markets and trends.

Featured Image: The Flower Shop, © 2023 Kyle Zirkus Photo

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The refugee crisis in Somalia is among the most challenging and intractable mass human displacement situations in the history of the world. The ravages of civil war, political strife and an unprecedented multi-year drought have only exacerbated what is a rapidly unfolding human tragedy on an epic scale.

As of July 2023, the UNHCR estimates that more than 3.8 million people are displaced in Somalia, 3 million of which are internally displaced persons—people who have been forced to leave their permanent homes but have not crossed an international border. Somaliland is a territory within Somalia that is not yet internationally recognized as a sovereign country. Although it has its own political system, government institutions and currency, it still suffers from the same challenges as the rest of the region.

RSP’s Partnership with Alight

Over the past few years, Alight, a Minneapolis-based humanitarian organization, has played an active role in providing shelter, clean water and health services to more than 4 million displaced people in more than 20 countries. While the progress made is admirable and rewarding, and the organization has made an extraordinary difference, it is challenging work that comes down to a dedicated, driven group of individuals.

Last month, we had the opportunity to travel to Digaale, get to know the people, their customs and the environment. Then collaborate with them on co-creating ways of providing durable, sustainable homes. For us, it was a deeply moving and life-changing experience. And, when our work is done, we hope it will be transformative for the people of Digaale as well.

A Design Challenge to Change Lives

Hodan Abdillahi Abdi, Education Officer for Alight Horn of Africa, told us that “collaborating with RSP helps Alight deliver its bold vision of reimaging Digaale settlement. It’s meaningful to us and the community that RSP took the time to physically visit and interact with the internally displaced pastoral community who have lost their livelihood and travelled across borders in search of a better life.”

Our 7,800-mile journey started out in Minneapolis then on to Chicago then Addis Ababa, Ethiopia, and, eventually, Hargeisa where our visit officially started.

From the moment we stepped foot in Digaale, we were in back-to-back work sessions with everyone from Hargeisa’s mayor to construction companies to contractors to government officials, along with Alissa Jordan, Alight’s Partnerships Manager, and local Alight partners.

Alissa was an indispensable and tireless advocate—she made things happen and genuinely understood the importance of the process. “Alight values co-creating with our customers. Being on the ground with RSP strengthens the outcomes of our partnership by gaining deeper insights about the needs, hopes and dreams of the community in Digaale.”

When we arrived, the entire community lined the streets to welcome us. The warmth and hospitality were truly touching and a little bit overwhelming. As architects, we aren’t normally greeted like this when we show up for a kick-off meeting. It was obvious from the start, however, that Digaale’s current housing situation was neither suitable nor sustainable. The one-room shelters are about 10 years old. They are uninhabitably hot and cramped for the typical 8-14-person families.

Co-Creating Home

We initiated the process with a series of hands-on work sessions with Digaale residents. We heard about their priorities, cultural norms, aesthetic preferences and how they imagined using different spaces within their homes. One of the biggest issues they face is a collective loss of dignity and privacy. We quickly realized this would be a driving factor behind the final design. In their current housing situation, multiple generations—parents, grandparents, marrying-age young adults, adolescents, children and babies—go through all their vulnerable stages of life in a single room. There is no privacy or respite. The structures that we design here will be so much more than basic shelter—they are a link to a completely different life.

Our goal was to come back from the trip with enough feedback to design four different options that will give each family their own space and offer a sense of respect and dignity. Above all, we’re not just showing up and leaving—we are part of the journey of the design and understanding the residents’ needs. Really, our entire trip revolved around getting feedback from the people of Digaale—from colors to style to layout.

A Familiar Design Process

The co-creation process was not much different than one we might go through with any client. We developed initial concepts, presented ideas and visuals to get their reactions. The direction became clear with the help of sticky dots to show what they liked most about the designs. We broke into multiple work groups, and each team tackled things from various points of view. Some tended to get right down to brass tacks and talk about square footage. Others had a broader discussion of how they wanted the space to feel and how they might use the rooms.

What was different for us, though, is that every issue and decision comes with a deep, personal connection. We spoke to men our age about what they want for their families. And we discussed dreams for the future with teens around the same age as our own children. That made it all the more moving for us. If we don’t put in the time to understand what the people of Digaale want and need, we could negatively alter the fabric of their society. We can’t tear down and rebuild—this is it. And we take that responsibility very seriously.

Next Steps

Coming home (Hargeisa to Addis Ababa then on to refuel in Dublin then to Toronto before catching our final flight back to Minneapolis), we are distilling our original four concepts down to a central design with some options that will work for larger and smaller families.

Things are moving quickly. We are meeting with Alight soon and the goal is to build prototypes in the next few months. These prototypes are designed to raise awareness from locals and the international community. Hargeisa alone has 18 communities of internally displaced persons with close to 250,000 people. The crisis is urgent and far-reaching.

Once the project is complete in Digaale, we hope to use a similar model in Hargeisa. In fact, the city is experiencing something of a construction and development boom. If we can help solve the housing crisis there, the future looks much brighter.

Watch this space for updates.

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*This article was originally published in Work Design Magazine.

For decades, the modern workplace has been so much more than just a place to complete tasks. And increasingly, the office has to meet a number of new needs to help employees continue to do their best work. Not least of which is the need to encourage knowledge workers to come back to the office, even if it’s only 2-3 days a week.

As designers, we are looking to the hospitality, residential and retail industries—no strangers to change themselves—and integrating those trends into our workplace concepts to adapt to the times, help employees do their best work, and help employers attract and retain top talent. And according to the Society for Human Resource Management, maintaining employee morale and engagement was the number one priority last year, suggesting we may be approaching a tipping point. Many aspects of the workplace have to evolve, including the physical environment, if businesses expect to remain competitive.

The Retail Model at Work

Whether it’s a customer or an employee, retail stores and the workplace are becoming singularly focused on the user, their experience and their journey through the space.

To make it successful, we need to understand and design to that user’s “why”—why visit a brick-and-mortar store over shopping online and why commute to the office rather than work from home. Most knowledge employees continue to have some flexibility in their work week, so it’s crucial to find ways to attract them to the office. In retail, creating multi-use spaces and deep, enriched experiences have been key to the success of many brands. Customers want to feel like they are part of something bigger and connect on a higher level. The same is true in the workplace.

Retail’s focus on hyper-personalization and loyalty to a brand are becoming attractive components of the workplace as well. And a retail-based demand for digital experience is helping to create connectivity and an ever-evolving experience for employees. Understanding how retailers find ways to encourage an in-store experience is critical to a retailer’s success. Similarly, a corporation’s success is built on having employees engaging with and utilizing their leased space.

In the workplace, this translates to top-class digital connections, a variety of collaborative spaces, and a seamless experience as soon as employees walk through the door. We’re also seeing many corporate clients infusing their spaces with history- or mission-focused components, including exhibits, dimensional graphics and other legacy reminders that give a workplace an added resonance.

Hospitality Meets Home in the Office

Employers hoping, expecting or demanding that knowledge workers come back to the office are asking us how to make their workplaces more enticing. Making the office super comfortable and integrating touches of residential and hospitality can make a huge difference.

The entrance is the first step, replacing the intimidating and formal corporate reception desk with a vibrant concierge station that replicates the welcoming and exciting experience of walking into a hotel lobby. We integrate activity spaces that include food and beverage stations, a variety of furniture layouts, strategically placed lighting and easy access to power and digital connectivity.

Nods to residential design continue to show up in the workplace, particularly in quieter settings ideal for heads-down focus work. Casual lounge settings offer employees the opportunity to reset throughout the day and residential-inspired lighting can create a more intimate ambiance and define specialty areas.

Creative Solutions in the Real World

Of course, it isn’t just a matter of making the office look like a home, hotel or store—we have to be intentional with how we implement it so the workplace can remain a place of productivity, creativity and collaboration. As designers, we have to be especially thoughtful about how our clients do that. Just as every retail and hospitality brand is different, every company works a little differently and connects with their employees differently. The most challenging part of the design process is ensuring the opportunity for the workplace to evolve as the user and the business evolve.

At the Miami Association of Realtors, which is set to be completed early next year, we integrated a number of retail, hospitality and residential components into the design concept. As a new global headquarters for the largest local realtor’s association in the U.S., it is a place for over 60,000 members and professionals to meet, learn, connect, celebrate and grow. People arrive directly into the center of the 140,000-SF headquarters in a welcoming two-story Club Lounge. The hospitality-driven design includes a concierge, a variety of seating, coffee bars, enclosed focus spaces and a monumental stair that provides not only a physical connection for both floors, but also an “Instagrammable” moment with a breathtaking backdrop and views of the city of Miami.

On the member floor, individual user experience takes center stage. We added digital screens throughout the floor to scan QR codes for wayfinding, attendance, and online access to resources before or after their training, adding that retail touch that is only going to grow with the future of the workplace.

Blurring the Focus Between Project Types

Clearly, the lines between retail, hospitality, residential and workplace are blurring. It’s an exciting time for the workplace as we push other designers and clients to consider the human experience from multiple perspectives with the goal of promoting human connection and comfort.

At the same time, the tenets of excellent workplace design still hold true—integrating and implementing ever-changing technology needs, ergonomic support and promoting well-being and health will never go away. The magic happens when we can find the balance in taking the best ideas from across all industries to give employees and companies workplaces that offer flexibility, productivity, and an experience they can’t get anywhere else.

Featured Image: The Miami Association of Realtors Global Headquarters | Image Credit: RSP Architects

The post The Fusion Office: Hospitality, Residential and Retail-Inspired Workplaces appeared first on .

Community, connection and storytelling—they can help turn a place into a destination. Public art and environmental graphics are two ways that we’re helping our clients and our cities use experiential design to do just that. But it’s a lot more nuanced than just sticking a sculpture in the middle of a plaza.

Public art gives us an incredible opportunity to bridge history and community. And we often like to turn it into an immersive experience—one that people can walk into or step up to, making them physically part of the narrative. One of the challenges we face is walking the line between being architects and artists. To do it well, we pull from different facets of our creativity, but, in the end, it’s all about creating memorable places.

Surprise Stadium Public Art in Surprise, AZ

For those who don’t live in Arizona, Surprise is one of the smallest municipalities in the Phoenix metro area, but it’s growing fast. The city is building more schools and community amenities, but it’s perhaps most well-known for its Spring Training facility. With a long history of an enriched public domain, Surprise wanted an experiential, art-based concept to greet visitors at the first and third base entrances to the stadium. That’s where our team came in.

In envisioning the art pieces, of course we wanted that iconic moment for the photo op and selfie, but we also wanted it to be more enduring and relevant to the community. Our solution was to tie it to the history of the area and, obviously, the sport of baseball. And as a practical matter, we knew that having the piece offer much needed shade from the Arizona sun would make it even better.

We came up with two interrelated sculpture concepts: Bounce and Swing.

The Storytelling of Art

Bounce (the image at the top of the page) imagines the trajectory of a ball being knocked out of the park. The custom-designed cotton pattern laser-cut into the metal structure provides shade, creates playful shadows below and is a nod to the story of Surprise’s agricultural roots.

Swing, the counterpart to Bounce, shares lines that follow bat’s trajectory as the batter swings at a pitch. The red canopy created by the arrangement of 248 bats again creates shade and mimics the stitching of a baseball. The tips of the bats are fashioned with reflective tape, making the structure glow when car headlights or camera flashes hit it. This feature is one that adds an element of discovery for attendees of the stadium.

The stadium is already a huge draw for tourists. Now, they will have a few more “Instagrammable moments” from the trip. It’s a real testament to the union of art, architecture and hyper-localism and its ability to create destinations and give the community a point of pride.

Storytelling Through Design

We think a lot about the differentiators between architecture, interior design and experience design. But when it comes to our projects, I view the focus of my work as storytelling, regardless of what the scope says. Sometimes, the idea of “storytelling” is straightforward, when we’re doing environmental graphics that visualize the timeline of a corporate organization, for example. But I always try to go a little bit deeper with the story and find the most engaging and thoughtful ways to tell it. Above all, we work collaboratively, we think divergently, and we create holistic solutions that are authentic, resonant and compelling.

A great example is an art installation at 2600 North Central in Phoenix that gave me the opportunity to use art to tell the story of the site’s history. The project was a renovation for Townline, a Canadian company, and this was their first project in Phoenix. Moreover, they wanted to make their mark visually, but also connect to the community.

In diving into research of the neighborhood’s era, we discovered the story of the “Friday Club,” a women’s book club that started in Phoenix in 1897. Eventually, the group founded the Phoenix Public Library system, giving all of us a lasting gift. Our team knew we wanted to create an homage to this impressive group of women in the Townline space. I worked to envision how we could use an unconventional approach to a found art installation to tell their story in a highly visible way.

The Message is the Medium

The final piece, called Canyon Archive, is a found object installation of hundreds of books in red, orange and brown tones, some dating back to the 1800s. The volumes are arranged in a floating wall installation in a shape that suggests the striations of layers of rock in the Grand Canyon—the piece comes together to represent both our collective understanding (the archive or books) and the void of everything that is to come (the canyon). The client also wanted to show a strong connection to music, so we added black-and-white photographs into the seating niches of musicians who have strong ties to Arizona, like Alice Cooper, Stevie Nicks, and Native American flute player R. Carlos Nikai.

The result is a space that is, on its face, ideal for catching up with friends, writing emails or reading a book, but it also tells its unique story through art and atmosphere, inviting the community to ask and answer more questions about their own shared history.

A Hint of Technology

Our storytelling isn’t dictated by a single solution. We are always looking for ways for people to interact with content in new and compelling ways. Even on our more utilitarian projects, like a new District Utility Plant we’re working on now, we are looking for a layer of narrative. The glass façade of the facility’s ground floor reveals huge chillers inside. We’re developing a series of graphics and diagrams projected on the chillers to illustrate how the plant saves energy and reduces water usage. The projections have the flexibility to change based on local or university-related events. We’re also proposing programmable LED lighting for the exterior building scrim, which may even open the door to a dose of augmented reality. The project is still in the earliest stages, but it is potentially another way to connect with the community and celebrate the client’s commitment to innovation, sustainability and advancement.

Experiential design is coming into its own. Every project, no matter how small or utilitarian, can add a distinct character to its environment and foster civic pride and a sense of place. What used to solely cover murals or wall graphics has now expanded into dimensional and multi-media design, consumer experience and interactive design, public art, augmented reality, and research. But, whichever services or talents we tap, we always come back to the idea of storytelling. By harnessing the power of these creative outlets within the built environment, we’re building places that will last, as well as anchors for neighborhoods, communities and cities.

The post Experiential Design: Art as Narrative appeared first on .

*This article was originally published in Work Design Magazine.

In the architecture and design field, it feels like we have been talking ad nauseum about how much the built environment has changed since COVID started. Touchless entrances, hybrid work options and consolidated offices due to more people working from home are at the top of  a lot of client wish lists. But we would argue that we haven’t talked as much about how people have changed over the last 3.5 years, and how we should adapt the built environment to them. That includes all the alternate workspaces that people are now using on a daily basis.

Yes, it’s clear: the workplace has changed. And, now that the Wall Street Journal has proclaimed the end of the work-from-home era, maybe it’s time to look at the issue through a new lens.

People Are the Most Important “Amenity”

If the workplace has changed, well, then, so has the worker. Preliminary studies show that many of us, especially those just entering the workforce, have become more introverted over the last few years. Our experience within our workplace, our clients’ workplaces, and anecdotes from our professional and personal circles bear this out. When we’re thinking about designing spaces to support new ways of working, it’s crucial that we take those changes into account.

Whether working from a private office, a collaboration space or a home office, there are really only two things that matter: having the right tools and technology to get the job done, and the ability to interact and collaborate with colleagues in a positive, constructive way. When we design spaces that draw people in, that give them what they want and need from a workspace, we make people the amenity that unites workplace and company culture.

Variety is the Spice of Work Life

Before 2020, workplace designers focused on open-plan, collaborative spaces. Now, we’re seeing a big uptick in the variety of spaces we’re designing, including an increased number of private offices. Along with the shift toward introversion, people want more places for heads-down, private work. Because we can’t offer everyone a private office, we make sure that everyone has access to quiet rooms so they can get the most out of their workdays. That’s not to discount the importance of collaboration spaces and amenities like work cafes, but the trend toward more privacy feels very “old school,” albeit in a fun, new way.

Larger organizations are understandably wary of making sweeping changes to their workplaces without knowing if the changes have staying power. One way we’re dealing with that is through furniture solutions, flexible partitions and demountable wall scenarios that allow private offices to be installed and taken down without construction. Truthfully, we are in an experimental phase—we are piloting these creative solutions with several clients and it’s an exciting time to be a designer.

Aesthetically, from private offices to work cafes to office coffee shops, we are incorporating comfortable furnishings and warm finishes to help the office feel more like home, drawing people together so that they can enjoy the social benefit of one another.

Engaging “Third Places” Through Art

Across the board, employees are increasingly looking for “third places” to work that are neither home nor office. Coffee shops fit the bill and companies are putting them into their buildings and offices. But beyond the office, we are incorporating a lot more office amenities into lobbies and outdoor, semi-private spaces.

At our project at 2600 North Central in Midtown Phoenix, for example, we designed the lobby more like a hospitality space than an office. It’s a fantastic place for collaboration that draws people in as a destination and a comfortable place to congregate. Art installations give the place true character. The space is now called “The Friday Club,” after a group of women who are credited with creating the Phoenix Public Library system. We worked closely with our colleague, an environmental graphic designer and local artist, who sourced hundreds of books to create sculptural wall art that echoes the shape of the Grand Canyon.

Flooded with natural light, the flexible room has a mix of comfortable lounge seating, high-top tables, and private nooks, with black-and-white photography of musicians who have ties to Arizona. The art engages people in new ways and the flexibility of the furniture make it just the right “third place” for working or catching up with colleagues.

We even have a client using their collaborative spaces to invite children from the community to participate in creating art. From where we stand, this seems like such a great way to involve employees in the office and the wider community, using creativity to connect everyone.

Using Alternate Workspaces to Create Community

One of the biggest challenges our clients face is fostering a cohesive sense of workplace community when so many employees are on varying work-from-home schedules. Rather than trying to force a solution, or encourage clients to mandate a physical presence, our philosophy is to embrace the peripatetic, to some degree, and use alternate workspaces to foster collaboration and engagement.

In these alternate workspaces, organizations will need to be more intentional about creating connections and encouraging social interaction. One idea is having a person to foster that sense of community—someone to refill snacks and drinks in the kitchen, but also to introduce people who might be able to collaborate—a type of workplace maître d’. Again, it’s more of a hospitality and service-based approach that fosters a deep sense of community, connection and, ultimately, loyalty.

If building owners and companies are truly serious about offering public spaces as a “third place,” it takes a new way of thinking about the workplace—as a series of spaces where good work can be accomplished, not just a traditional office. By approaching the workplace with the understanding that people have changed—they need more quiet and privacy to do their best work, along with a variety of opportunities to collaborate, we can meet employees’ expectations and continue to help clients get the most out of their budgets through design.

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It seems pretty clear to anyone who’s been paying attention that our world has changed dramatically over the last few years. The still-smoldering pandemic, the ravages of climate change, the unsettling isolation that comes with remote working, and the tsunami of unfiltered media that sloshes into our lives every single day has left many of us dazed, confused and somewhat bewildered. And maybe longing for something that we’re not sure still exists—genuine, authentic human interaction.

Apply this dystopian mindset to the retail equation—the simple act of buying a service or product—and it’s hard to argue that things are getting better. Faster, perhaps, and maybe more convenient, but better? More enriched? Hmm, not so sure.

In our work here at RSP, we’re starting to see a shift in how we design those environments—like retail or hospitality spaces—that rely on a real, authentic and undeniable connection to the user. For those uninitiated, “user” is an architect’s word for “human.” I’m unsure when we decided to employ the language of photocopiers (maybe when we started calling homes “machines for living”), but my mission is to practice a type of design that puts the human at the center of everything.

I am not arguing that the transaction is unimportant. Or even the physical environment. On the contrary. And, yes, it’s still important that the customer feels a brand is delivering on its value proposition, but it goes beyond that. It touches on what it means to be human and the fact that we are all social animals.

There’s Revolution in the Air

The pandemic brought about unprecedented challenges for retailers but also ushered in once-in-a-lifetime opportunities to innovate through customer connections. Buying things on line and picking them up in store (BOPIS) is a great example of how we can land on small, simple solutions that solve thorny challenges. In our work for H-E-B, the Texas-based food retailer that has emerged as one of the most customer- and community-centric organizations in the country, we’ve created distinct areas that make the customer experience as well as the back-of-house and operational support a lot more friction-free. H-E-B now bakes in a BOPIS function into their design standards. And no wonder.

Pre-pandemic, around 30% of people shopped online for groceries (and even at that level, cracks in the supply chain were evident). During the pandemic, that number jumped to 80%. It’s likely these numbers will level off, of course, but the global BOPIS market is expected to reach more than $700 billion by 2027, expanding with a double-digit growth rate of 19.3% during 2021-2027. It’s a clear shift that will have a significant impact on how we design stores and commercial spaces are designed.

For Great Customer Experience, Lead with Empathy and Quality of Life

Perhaps the greatest tool a designer can draw on is a sense of empathy. Effective design research dives into people’s needs and wants and relies on careful observation, meaningful conversations and a deep understanding of the customer journey. By putting empathy and respect for how people experience the world at the heart of the design process, we can more easily identify unmet needs and bring genuine value to consumers.

Target has always been a leader in understanding the value of hyper-local design, differentiating stores with the help of regional artists, locally sourced products and flexible formats that fit the neighborhood. This makes for a far more engaging environment but it also connects in tangible ways with the customers and the community. That’s a win/win.

First, Listen. But Always Connect.

Another twist on this comes from the way retailers communicate with their customers. It’s self-evident that a retailer’s ability to listen is critical, but listening is often not as easy as it sounds. Thankfully, today’s most successful retailers are getting better at active listening, and by this I mean understanding the nature of their communication and the root meaning of what they’re saying. Retailers have long fixated on Gen Z and digital natives, but found they had to speak to a much broader base of customers who had become, out of necessity, more technologically savvy.

Thanks to a generation of digital natives, we now know how important it is to design end-to-end customer experiences that blend digital as well as molecular (i.e., brick-and-mortar) touchpoints.

Or, as a Gen Z’er would likely say, “Well Duh.”

It’s easy to have fun with the generational differences, but what if we looked at those things that aligned the generations? Those things that brought us together rather than divided us? I bet the solution is somewhere in the “human” side of the equation.

Should We Fear the Customer Experience Robot Apocalypse?

There has been a lot of ink spilled lately about Artificial Intelligence (AI) and chat bots and the unmistakable signs of an imminent, inevitable onslaught of a dystopian hellscape. But I—and I may stand alone on this—look forward to what AI means to the design world and the basis of customer experience. My sense is the deeper we dive into AI the more we will value the HI element.

For many companies, across multiple sectors, AI has become an essential component of the customer experience, especially as mobile-based messaging becomes the preferred method of communication. Chatbots are powered by some form of AI and natural language processing and are able to understand user requests and communicate via web- and mobile-based interfaces. Chatbots are designed to simulate human communication, either text-based or voice-based, and to handle common inquiries and service requests in automated fashion.

As counter-intuitive as it may sound, artificial intelligence can help sustain the human element of customer experiences, but we need to learn how to use it judiciously and effectively.

Using AI to Our Advantage

We humans are emotional, social creatures, and going through repetitive questions or concerns every day can leave us frustrated, sad and dangerously under-stimulated. On the other hand, consumers feel that customer service should be more responsive and empathetic. Automated tools like chatbots or virtual customer assistants (VCAs) provide human-like assistance that offers benefits like faster response times, on-demand and always-on customer service, and a reduced possibility of impulsive reactions like anger or frustration.

Even with artificial intelligence embedded into everyday life, humans still crave interaction with other humans. The need to talk to a person remains evident while making complex purchase decisions. Google found that 61% of mobile phone users call a business when they’re in the purchase stage of the buying cycle. This may be why BOPIS works so well—the purchase is made on-line wherever and whenever, but the social currency of shopping (i.e., the human interaction) is still there.

The convergence of AI, consumer experience and design may very well define our future world as we shift from measuring commodity transactions to enriching lives and building communities. But that means the human element will become more critical to everything we do. As designers, we need to lead the charge.

The post Customer Experience: Emphasizing the Human in the Age of the Artificial appeared first on .

*This article was originally published in Work Design Magazine.

It finally feels like something is happening. After decades of working toward a more resilient, lower carbon future through design, regulations and the public seem to be catching up. We may finally have the critical mass to change, or at least mitigate the trajectory of, climate change. On top of that, we may be looking at a healthier, more inclusive road ahead. Companies everywhere are rethinking what that all means for their workforce and office space.

New Regulations, New Opportunities

The Securities and Exchange Commission released expansive new rules last year that we expect to be codified imminently. The new regulations would require companies to disclose much more information about their climate impact. While we won’t know for sure what’s in the final document until it is released, many of us believe it will tie to what the Greenhouse Gas (GHG) Protocol defines as Scope 1 and Scope 2 emissions. That is, those elements that directly correlate to the energy efficiency of buildings.

Truly, this could be the biggest regulatory shift for office buildings since the Americans with Disabilities Act. Publicly traded companies will now have to track, report and show progress toward emissions goals, and this will almost certainly trickle down to all companies over time. All workplaces will have to be designed with these metrics in mind. And both workplace designers and clients will be looking toward the future of these regulations—not just what the current rules say, but also what the requirements will be in 3, 5 or 20 years. In most cases, it will be much more cost-effective to do the work now and put the infrastructure in place to reduce and track all emissions.

In fact, we already see a future where the regulations go much further and require Scope 3 tracking. That means not just tracking the carbon footprint of a company’s real estate assets, but emissions across the entire supply chain. Already, companies that do significant work (more than $50 million) with the Federal Government must report and track this information. It’s only a matter of time before this expands to include smaller government contractors as well. The EU has even stricter reporting requirements and any company working or planning to work in Europe is already tracking these data. Increasingly, it will be up to designers, architects and other experts to help organizations of every size work through these requirements and metrics. And, hopefully, this will be to the benefit of the planet and humanity, with significantly reduced carbon emissions.

No More Greenwashing

The pandemic ushered in any number of social changes, not least of which was the overnight shift to remote work. At the same time, for those of us paying attention to Environmental, Social and Governance (ESG) reports, we saw a lot of companies claiming to have reached their interim climate commitments years ahead of schedule because of reduced greenhouse gases. The truth is that a lot of those emissions were just shifted to people’s homes, rather than a true reduction. Likewise, there is a greater scrutiny from regulators, some resulting in litigation, over companies’ sustainability claims. Add to that the greater sophistication of the market to understand and vet claims, and there is going to be a huge demand for better data and assurances related to the environmental metrics, the built environment, and ESG.

As we are finding through our discussions with some of our clients who have significant real estate portfolios, everything in the new guidelines will need to be verified. If a company says they planted 1000 trees, it will need to be corroborated. If an organization says it created 500 well-paying jobs in a developing country, it will need to be verified. Even for companies that have been reporting on their ESG, Scope 1 and Scope 2 metrics for years, this added scrutiny will require better accuracy and more details.

And that leads to the question that we have been exploring since March 2020. How much square footage do organizations really need to devote to their workplaces? What kinds of metrics should we be tracking to have the biggest impact on sustainability? Certainly, the office is not going away. But we continue to talk to Fortune 500 companies about the smartest ways to shed office space and what that means for their climate commitments and ESG goals. Again, they have to track and report it. Eventually, there will be targets to hit so that collectively, we can hit Net Zero by 2050.

What New Regulations Mean for Designers and Clients

As more companies start measuring and reporting on their ESG efforts, designers will have to continue to up their game. There is the modeling and prediction side of creating an energy-efficient workplace, and the operations and implementation side. Better and better technology will continue to be baked into workplace designs to measure what we need to know today (energy consumption, for example). And what we will want to know in the future (the amount of carbon associated with the entire operation).

Our clients are becoming better informed about their options in making their workplaces more efficient and less carbon intensive.  As metrics are identified and measured, many of our clients are asking more questions about the bigger picture of reducing their environmental impact in the long run. We are seeing this movement creating momentum in other areas of ESG relative to the workplace. Specifically, being cognizant of minimizing the impact on biodiversity through design and product selection and WELL certification.

In both cases, this shift is ushering in new opportunities for new types of built environment experts. Minimizing impact on biodiversity requires organizations to think about being stewards for the natural environment and hire experts who can tell them exactly what types of materials, processes and plant life will have the least harmful effects.

WELL really straddles the line between the E and the S in ESG. And, like the new regulations coming out, there is a scientific method and evidence-based rigor to this certification that we haven’t seen in years past. It is another framework to help organizations be more productive, more efficient and keep their workplaces and employees healthier. For designers, this means increasingly moving away from aesthetics and talking about issues that will affect our clients for years to come.

The Bigger Sustainability Picture

As a sustainability specialist, architect and citizen of the planet, this shift toward much more rigorous ESG reporting feels like very good news. Beyond any one organization and even beyond the workplace sector, this is going to have a domino effect. Design standards will become much more sustainable across the board. Many more buildings and spaces will be Net Zero from the outset. The office will continue to be an amenity for our clients with all the collaboration spaces, technology, aesthetics and branding that we have always embraced. But it will also reduce our collective impact on the environment, creating healthier people and a healthier planet.

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Let’s start with the obvious question. Why take an existing building from hotel to student dorm? Well, there is a self-evident efficiency to it: the building’s geometry and floor plan lend itself to a quick and (reasonably) easy shift from one type of use to a another, very similar type of use.

And there is a certain type of sustainable pragmatism to it: why expend the energy of demolishing and constructing a new structure if the one you’re converting is well within its expected life span?

And there is also an economic immediacy to it: How does the city accommodate a growing and increasingly vital member of the community who needs student housing now?

Given all that, the question is probably less “Why do it?” and more “Why don’t we do it more often?”

First, a Bit of Context

The University of Minnesota Rochester is swimming against the national trend. While most public and state colleges and universities are seeing enrollment dip, UMR holds a unique—if bullish—position and expects growth…at least in the near term.

The good news? That growth comes from first-year students.

The bad news? The school has no place to put them.

Like other urban schools that are seeing their enrollments heading in the right direction but are facing an expensive housing market, UMR fears its growth may be stunted because of a shortage of student housing.

And that’s where Titan Development & Investments comes in. Titan, through its affiliate, is the operator of the DoubleTree. They understood the calculus, but they also saw the opportunity in turning the existing space into something new. Something impactful. And something that continues to benefit the community. All made possible via adaptive reuse.

Hotel to Student Dorm: A Pragmatic Take on Growth

UMR’s association with Mayo Clinic has given it something of a niche. Dr. Lori Carrell, the school’s Chancellor, has really taken a broad, creative view on their role in the community. In her mind, growth is not only about contributing to the future talent of the region but the vibrancy of downtown Rochester. Especially given the challenges the community has been through in the past few years.

According to Carrell, “It is by necessity and opportunity that the remodeling of The Loop and other parts of 318 Commons and now the long-term lease with partner Titan Development, with what was previously the DoubleTree, into student housing. Adaptive reuse is a way forward for us given our enrollment growth.”

From an architecture perspective, RSP took a minimally invasive approach. Our team only adjusted those elements that truly needed to be changed. The big things—double-loaded corridors, front door drop-off, and even some of the back-of-house facilities—were already in place. The other piece of good news is that most of the International Building Code (IBC) classify hotels and dorms as Residential Group R, so the only significant change was from an R-1 to an R-2. In the end, the guest rooms are now student rooms.

A Streamlined Design Approach

We tackled the project in three phases. The first focused on the rooms (floors 3 through 11 for a total of 206 units), which allowed construction to start quickly and meet a Fall delivery, when new students show up on campus.

Phase Two encompassed the amenity spaces, like converting the existing fitness room into a yoga center, as well as adding a new free-weight and cardio-centered fitness room on the second level. The ground floor uses were reprogramed to include an intercultural resource center with work stations, small library conference rooms for student organizations, and staff offices. We’re also converting the hotel’s business center into bike storage.

And, finally, we addressed the second-floor food services, which included the conversion of a hotel banquet hall into a student dining room. We are maintaining the skyway, which gives students a direct, weather-protected commute to their classes. Just one more perk of being on an urban campus.

The conversion will be relatively quick—13 months from design to move-in, hotel to student dorm—which only adds to its appeal. That takes us back to our initial question—At a time when we as architects are re-thinking the singular purpose of much of our built environment, should we look to “bake in” more flexibility and adaptability? Our answer is a resounding yes. And, on top of that, we should continue looking for pragmatic solutions to the housing shortage, the increase in office vacancies, and the overabundance of retail that cities across the country continue to experience.

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