DEA 5540: Jacque Callan , Chloe Collins + Dina Kaganer
TAPESTRY Cornell University + Zhejiang University Joint Studio ID progetto: A-012345
Cornell Team
Jacque Callan
Chloe Collins
Cornell+ZJU
Dina Kaganer
TAPESTRY PROPOSAL
TABLE OF CONTENTS WORKPLACE TRENDS
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DRIVING FACTORS EMERGING WORKPLACE TYPES & FEATURES
WORKPLACE TRENDS IN CHINA FUTURE WORK AND WORKPLACE
SITE
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BACKGROUND SITE ANALYSIS
TAPESTRY
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CONCEPT DIAGRAM BUSINESS MODEL
KEY FEATURES & STRATEGIES
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PERMANENT TO TEMPORARY PROGRAMMING AND ADJACENCIES USER PERSONAS & JOURNEY MAP
FUTURE DEVELOPMENT
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REFERENCES
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WORKPLACE TRENDS In order to understand what the future workplace will look like it is vital to research and understand the current workplace and workforce trends happening around the globe. By doing this, we can predict what the workplace will look like ten to twenty years from now.
DRIVING TRENDS As we forecast into the future, it is evident that the workplace will no longer be as it once was. We can make these predictions by analyzing driving trends that are affecting humanity on a global scale. These trends will continue to push for change in the workplace. With the influx of technology, the workplace of the future will become more flexible than ever. The ease of communication will continue to increase as colleagues will have 24/7 access to one another, as well as to their work in full. Asynchronous collaboration will be more pervasive and occur by less expensive means. Altogether, technology will continue to be further integrated into day to day life, including by means of artificial intelligence. Direct human interaction will no longer be as much of a necessity, but something that is desired among employees. As humans continue to leave their footprint on the earth, the desire to become sustainable will be the norm in the future. This environmental driver will push workplaces to be more sustainable. Companies will prefer sustainable options as it saves them economically on energy cost savings, eliminating waste, and requiring less square footage per person. It will also be the preferred option as employees will have increased access to nature and thus will have greater opportunities for natural respite while at work. Social drivers will focus on the desire for a better work-life balance. Given the flexibility that technology has provided, the ability to leave the office at all times will become the norm. Diversity will also continue to grow as employee ages will greatly vary due to increasing life spans and multiple generations will work together. Women will continue to enter the workforce and it will become more likely that men also tend to children – and by law, companies will have to abide by such. Lastly, the most prominent driver is that of the organization. Companies will continue to have less centralized work. Decision making will also be pushed wider and lower in organizations as there will be a desire to make decisions quicker and by people directly involved in the situation as hand. There will be an overall shift from hierarchy to community based organizations. All in all, these drivers will serve as the foundation of the future workplace. Tapestry
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EMERGING WORKPLACE TYPES & FEATURES The physical environment of companies today is very different from what it used to be ten years ago and it will be very different in the next ten years. Offices are moving away from cubicle layouts and private offices and shifting toward a more open and dynamic working style. Many companies have embraced new and innovative workplace environments that are outlined in this section.
CAMPUS STYLE OFFICES Many companies have begun to work in offices that mimic the style of a university campus. The goal of a campus style office is to encourage collaboration among employees both in the work and social setting (Ultimate, 2014).
Name: Amazon Location: Seattle, WA Firm: NBBJ Key Features: The campus reflects the community-focused culture The campus consists of a 3 high-rise office towers, 2 mid-rise office buildings, and multi- purpose meeting center The ground level of the buildings function as public spaces with retail and restaurants, sheltered pedestrian arcades, public art , and a public dog park. The multi- purpose meeting center is created out of glass spheres with an emphasis on connecting the users to nature and the outdoors. 6
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EMERGING WORKPLACE TYPES & FEATURES AUTHENTICITY-CENTERED DESIGN Workplaces are demanding for more authentic design solutions that reflect the company’s core values. The space should tell the story of a company in a way that connects with all users of the office (Preston, 2017).
Name: Bazaarvoice Location: Austin, Texas Firm: Lauckgroup Key Features: Design vocabulary is tailored to the client through its colors and visual branding. It is meant to reflect the company’s energy and culture. The design highlights existing architectural features The design is based on Bazaarvoice’s goals: heightened employee engagement, client retention, and innovation
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EMERGING WORKPLACE TYPES & FEATURES COWORKING: SHARED OFFICES & COMMUNITY SPACE With the rise of remote workers and freelancers there is more opportunity to share spaces within an office. Working among different companies and people enhances collaboration and innovation. Workers can rent a desk by month, day and even hour (The B Team, 2015).
Name: WeWork Location: Offices all over the world Key Features: WeWork’s mission “to create a world where people work to make a life, not just a living” (WeWork, 2010) Every office has a distinct aesthetic and vibe which appeals to a variety of companies The design qualities of the offices are centred around glass and transparency. The programmatic spaces include common spaces, private offices, and coffee spaces that transform into wine and beer happy hour.
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EMERGING WORKPLACE TYPES & FEATURES HOSPITALITY IN THE WORKPLACE Workplaces are beginning to include elements from hotels such as lounge seating and warm natural materials. Doing so allows employees to feel more comfortable and stimulated which, in the long run, leads to greater engagement in workplace (Dishman, 2015).
Name: McCann Erickson Location: New York, NY Firm: Gensler, Tom Dixon Key Features: The design of the office is inspired by a hotel lobby and includes “honest materials� such as marble, wood and brass There are breakout areas with lounge furniture for extra comfort Every area has a different personality The desks are assigned to employees but client meetings can happen anywhere Tapestry
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EMERGING WORKPLACE TYPES & FEATURES VIRTUAL OFFICES: TELECOMMUTING People are beginning to work remotely more and more these days. They will use a spare table, a coffee shape, or a library as their office. Now that we are moving into the digital age, people are finding it easier to telecommute and work remotely.
Name: basecamp Location: headquarters in Chicago but employees are spread out across 32 cities Key Features: The culture of the office is that everyone is free to live and work in the places they thrive but they are connected by a set of values and goals. The organisational structure of the company is that there are small independent teams that work together on a 6 week cycle Everyone participates in “Everyone On Support� every few months and must answer customer emails Twice a year everyone gets together in office Only 14 work in Chicago office 10
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EMERGING WORKPLACE TYPES & FEATURES FLEXIBILITY- THE END OF FIXED LAYOUTS Cubicles are disappearing and are being replaced with multipurpose spaces that are more open and allow for greater flexibility. The end of fixed layouts can promote movement and greater energy within the workplace (Dishman, 2015).
Name: MeUndies Location: Culver City, California Firm: Herman Miller Key Features: The office layout is open with movable and reconfigurable furniture systems. By designing an open layout and multi-use spaces there becomes a lack of hierarchy within the office. There are various casual settings within the workplace (Herman Miller, 2017)
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EMERGING WORKPLACE TYPES & FEATURES HOT-DESKING & HOTELING “Hotel” work spaces allow employees to reserve a work space by the hour, day or week. The space is furnished and equipped as a typical office but employees do not have regularly assigned seating stations (Apgar, 1998).
Name: Deloitte Location: New York, NY Firm: Gensler Key Features: Unassigned seating help increase real-estate cost savings This form of office design are known as “Talent Attraction Spaces” , particularly for Millennials. The dynamic and layout of the office leads to greater chance meetings which usually leads to meaningful conversations
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EMERGING WORKPLACE TYPES & FEATURES BIOPHILIA BOOST As humans, we are intrinsically connected to nature; this connection allows us to benefit from nature’s wide range of characteristics. Offices today are enhancing the presence of nature elements within the office so that workers can feel more connected to the outdoors and feel better both mentally and physically.
Name: Google Location: Tel Aviv, Israel Firm: Camenzind Evolution, Setter Architects, Studio Yaron Tal Key Features: The theme of the office is centred around plant life and Israel’s natural landscapes. Lots of natural light is let into the open office where the desks are positioned on the perimeter of the building. Colorfully-themed rooms with materials and textiles that allude to nature (The B Team, 2015).
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WORKPLACE TRENDS IN CHINA DIVERSITY IN THE CHINESE WORKFORCE A continually developing country, China’s workforce requires a creative, collaborative, hightech, and team-focused employees more than ever before. Amidst China’s rapidly aging workforce, Millennials are bringing a unique set of changes to the workforce. Chinese Millennials, born between the years of 1980 and 2000, are influenced heavily by global influences, technology, and the pressures and resources that come along with growing up in the One Child Policy Era (Haworth, 2015). Chinese millennials are looking for promotional opportunities, purpose, recognition, and a high-tech workplace (Green, 2016). Young talented workers frequently move from job to job due to the general talent scarcity in China allows for opportunities for promotional opportunities and pay raises (Steelcase, 2013). This generation, sometimes dubbed the “Me Generation” has the joint attention of parents and grandparents (Haworth, 2015). They have immense pressure for on them to excel at their career, which may prolong life events such as: marriage and buying a home (Haworth, 2015). Tapestry Park would be a unique place for Millennials to cross paths with other career-oriented individuals and business to create a complex, interwoven network of resources and contacts to further their success. Tapestry Park allows for ample mentorship and professional networking events that would carefully navigate the generational divide. According to research, 75% of Chinese Millennials would like to have mentorship opportunities. (Haworth, 2015). Currently there are few mentorship opportunities and Millennials generally lack the amount of guidance needed for success in the competitive workplace. Technology is more ingrained in the everyday life of this generation than the preceding generations. Social media allows for increased connectivity with the outside world.
MILLENNIAL KEY TRENDS Source: A Shifting Landscape: Chinese Millennials in the Workplace. Haworth. 2015.
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WORKPLACE TRENDS IN CHINA
Diversity in the Chinese workforce also stems from the growing number of international employees that are drawn to the job opportunities in the Asian country. For example, Westerners working in China can earn up to 15 percent more than their Chinese co-workers for the same job (Seligson, 2009). The Chinese workplace has many nuanced differences from the Western one. The idea of relationship-building in the workplace is much more complicated and profound in China than in the United States (Steelcase, 2013). The term “guanxi” describes this complex relationship. The trust formed in these relationships lends itself to close teams and departments, but often discourages interdisciplinary communication (Steelcase, 2013). Although still quite hierarchal, the workplace organizational structure is levelling. That being said, China’s leadership is generally seen as paternalistic and leaders are expected to have close ties to their co-workers (Steelcase, 2013). Tapestry Park has the opportunity to bridge the cultural divide with opportunities for networking, mentoring, collaborating, and creating. These will manifest in physical space, taking the form of videoconferencing rooms, makerspaces and incubators, virtual reality spaces, ephemeral exhibition spaces, restaurants and retail spaces, advising spaces, and a large convention center for cross-cultural engagement and education.
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WORKPLACE TRENDS IN CHINA THE RISE OF ENTREPRENEURSHIP Entrepreneurs are unique in that they see opportunities where others see problems. They are willing to deviate from the status quo with innovative ideas for products and services. This is often a risky endeavour and entrepreneurs must be accepting of the possibility of failure. Entrepreneurs succeed with the support of a complex network of support, guidance, and resources. In the last few decades, entrepreneurship has been one of the “key drivers of China’s fast growth” (Huang, 2010). Hangzhou is the fastest emerging hub of entrepreneurship. Once known for tourism and leisure, the bustling city is now host to the quickly growing sectors of e-commerce and enterprise services. Entrepreneurship in Hangzhou often has roots in e-commerce giant Alibaba or the prestigious Zhejiang University (ZJU). Of entrepreneurs in the city 78% have previously worked at Alibaba and 41% were educated at ZJU (ZJU, 2017). THE GROWTH OF CITY ENTREPRENEURIAL PROJECT, 2016
THE DISTRIBUTION OF FIELD IN ENTREPRENEURSHIP
Source: ZJU Data 16
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FUTURE WORK AND WORKPLACE CROSS POLLINATION With the rise of diversity within the workplace and the increase in millennials there will most likely be a greater cross cultural and cross disciplinary shift in the workplace environment (Sodexo, 2016). Organizations will begin to see innovation as essential to their success and will begin to structure their environments where employees can interact across boundaries and generate new ideas. Usually when people work in “silos� their way of thinking eventually begins to stagnate (Sodexo, 2016). Working with the same people who share the same thinking process slows down the process of innovation because employees are more concerned with being nice to one another. Thus, as companies begin to focus more on their organisational structures and adapt to changing times, they will see the value of cross pollination. Just as beautiful flowers are created through cross pollination, companies will begin to interact with a wide range of people from different disciplines in order to create great ideas and creative solutions (Sodexo, 2016).
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FUTURE WORK AND WORKPLACE THE NEW-GEN ROBOTICS With the rise in technology, robots and artificial intelligence will begin to enter into the workplace. People in China believe that these forms of technology will replace people who perform repetitive tasks at work (Wong, 2016); and that is just the beginning. The presence of robots will affect not just factory workers but also doctors and lawyers. While some people are worried that robots will replace them and take their jobs, others see it as a helpful tool to help govern and maintain repetitive tasks. Doing so will allow employees to focus more on unique work (Wong, 2016) .
Source: Wong, J. I. (2016, March 18). The workers in these countries believe AI and robots will replace them. Retrieved May 20, 2017.
A WELLNESS DESTINATION Today, companies offer their employees benefit packages in order to satisfy the need for workplace wellness. However, a third of the employees don’t use the packages, 10% don’t even know about the benefits package, and only 40% of those who use the package say that it helps improve their health (Sodexo, 2016). Based on these statistics, it is likely that companies will start to look at health and wellness from a different perspective. Employees will demand a greater holistic view of health and well-being, so much that it will become part of their value proposition (Sodexo, 2016). Companies will consider health a part of their culture and will begin to design the built environment, and provide various amenities and policies centred around this health and wellness concept (Sodexo, 2016). 18
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FUTURE WORK AND WORKPLACE FUTURE WORK IN CHINA The key findings from our research suggest that the increasingly diverse workforce demands more amenities, benefits, and fewer hours. This workforce also will likely bring changes to the organisational structure, such as, flattening the hierarchical structure, and putting an emphasis on creativity and collaboration.
Deloitte predicts that: “As digital transforms the business landscape, the successful organizations of the future will likely be those that can move faster, adapt more quickly, learn more rapidly, and embrace dynamic career demands� (Deloitte, 2017). In the future, we envision the hierarchy structure fading away and a workforce divided into small working units or teams that are task-driven around a product, service, or customers. These teams would rapidly reconfigure as individuals collaborate to work on new projects that fit their skill sets.
PRODUCT
SERVICE
CUSTOMERS
PRODUCT
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SITE The project site is located in Hangzhou, China. Hangzhou is a bustling city along the Yangtze River delta in the Zhejiang province. Hangzhou is a center of high-technology, finance, e-commerce, tourism and leisure, and culture and art. Hangzhou is a prime transport location and serves to connect the major cities along China’s Eastern coast. For much of the last thousand years the prosperous city has been a cultural and creative mecca driven by tourism and leisure. In more recent years, high technology and entrepreneurship in the region has lent itself to create a growing hub for scitech and e-commerce. Hangzhou currently houses the Planet’s largest retailer and e-commerce giant, Alibaba. Alibaba is playing an influential role on the area in terms of entrepreneurship and technology.
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SITE ANALYSIS Tapestry Park will reside in a high-tech park known as ZOPT in the future Sci-Tech City. This technology center resides in Hangzhou’s Eastern corridor. This area is near the Alibaba headquarters and will soon be one of the most influential centers in China for e-commerce and technology. This area of Hangzhou has many surrounding modes of transport including water traffic, light rail, underground trains, and bicycle and walking paths (ZJU, 2017). The mixed-use core site includes: business, retail, residential, education, and green spaces. The site lies between the Hangzhou Normal University to the North and a major river to the South. Tapestry Park hopes to attract talented students and provide them with invaluable education, networking, and mentoring opportunities. The River provides a definite opportunity for natural views, transportation, and leisure. The primary road through the site, Wenyi West Road is a 42 meter wide, six-lane expressway that includes: open space, green space, bicycle lanes, and jogging paths (ZJU, 2017). Our Park hopes to take advantage of this major thoroughfare and employ it as a feature in our park rather than a dividing element.
Source: ZJU Data
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SITE ANALYSIS
Source: ZJU Data
The new home of the Sci-Tech City will have ample public services including: administrative spaces, medical treatment centers, banks, and parking. Buildings in this area tend to be shorter in height and are predominantly less than eleven stories (ZJU, 2017). The site is transforming to cater to the science and technology industry; however, the current condition suggests 75 percent of the core area still serves traditional manufacturing (ZJU, 2017). This corridor sometimes referred to as China’s future Silicon Valley houses many biomedical, technological, and laboratory companies. Our site intends to be open to neighbouring sites and the general public in order to initiate cross-pollination between disciplines and diverse individuals.
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TAPESTRY We introduce the concept of Tapestry. Tapestry allows for the blending between companies and individuals. Their experiences and encounters come together to create a complex narrative. Each strand serves as an aspect of the work life, some more prominent than others. These strands, which are woven into our campus, stem from a human perspective and focus on the intricacies of human interaction with one another and with their environment. The strands also weave our future campus into the existing urban fabric. The tapestry park will utilize surrounding aspects of the city and blend in its new features. As we forecast into the future, we feel the tapestry concept provides a strong basis for an urban campus in Hangzhou. As organizations shift from hierarchical based to more team and community based, the tapestry provides the opportunity for the design to complement and aid the shift in organization. Users will be able to weave through the tapestry park and experience more than just a work day. The tapestry campus will no longer make work a barrier as it will work to add more of users daily intricacies into their narrative at the tapestry park. Users will be given the opportunity to collaborate, be mentored, to learn and explore. Access to other individuals, teams, and artificial intelligence will ensure the tapestry park continues to adapt with the future. As Hangzhou changes, so too will the Tapestry park.
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BUSINESS MODEL
CUSTOMER SEGMENT The tapestry park creates value to a segmented group of customers: Direct users (businesses, startups, freelancers, and store owners) Indirect users (families of employees, students, future employees, public visitors, and tourists)
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BUSINESS MODEL CUSTOMER RELATIONSHIPS The tapestry park offers a strong relationship with customers. The greatest relationship offered is creating a culture of community among all users. This community allows for co-creation of the space where users can engage and encourage change within the space. There will also be dedicated personal assistance on site, as well as use of technological communication with landlords or maintenance teams.
VALUE PROPOSITION Direct users A unique workplace that allows direct users to blend work into life. Opportunity to include family Ability to collaborate across businesses and sectors Access to mentors Incorporation of health and wellness Chance to learn from experts Use of innovative, tech heavy, creative spaces Indirect users An innovative, global space that welcomes indirect users. Ability to interact with professionals Access to events, exhibitions, art installations, markets Opportunity to attend lecture series Chance to use and learn about technology Access to retail Society A campus that blends into the existing urban fabric and encourages cross collaboration. Opportunity for knowledge to be spread Mentoring for younger, future generations Provides access to art, culture, technology Economic gains to the city
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BUSINESS MODEL KEY ACTIVITIES The tapestry campus blends together key activities: Memberships, subscriptions, and ticket sales of direct and indirect users (large companies to individuals) Focusing on the ability to adapt to change with companies and individuals Offering various events and exhibitions (pop-ups, networking, competitions, art installations, lectures, etc.) Providing access to retail
KEY RESOURCES The tapestry campus offers a variety of resources: Physical: infrastructure, technology, grounds Intellectual: partnerships, cross-collaboration between thinkers Human: human resources via direct interactions
KEY PARTNERSHIPS The tapestry campus is able to function due to our partnerships: Landlords Designers & Architects Investors of start ups, exhibitions, lectures Local designers, artists, musicians, thinkers
CHANNELS Awareness about the tapestry park will be made via: Direct contact Recruiting Web and social media Advertising
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BUSINESS MODEL COST STRUCTURE The costs endured by the tapestry park will be: Value driven: as the tapestry park is selling a unique, valuable workplace – costs will be endured to create and maintain the innovative park Economies of scale: as the numbers of users continue to increase, costs will decrease Fixed costs: to maintain the park functioning optimally salaries of upkeep workers will be paid
REVENUE STREAMS The tapestry park will generate revenue for partners and users. Partners: fixed revenue via membership fees, rental fees, portions of retail, advertising Direct users: businesses, freelancers, and store owners will generate revenue by developing their companies on the campus
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KEY FEATURES & STRATEGIES
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PERMANENT TO TEMPORARY In order to operationalize our concept of tapestry, we have developed a spectrum from permanent to temporary. As companies shift from hierarchical to more team based, the architecture will also reflect this change. In doing so, both users and physical spaces will function along this spectrum. On one end, permanence seems fundamental to architecture; the idea that structures are meant to last seems obvious. However, nothing truly lasts forever and thus within the concept of permanence is an understanding of time. As humans, we construct our perception of permanence and it is ultimately relative and affected by culture and science (Touw, 2006). Permanence is not absolute, but rather it is about revolving life cycles. On the other end of the spectrum is temporary, which plays a significant role in the current socio-cultural and economic climate. Through temporary design, we are able to see a reflection of the economy, sustainability, and collaboration as without the pressure to last forever, there is the ability to explore, reuse, test, and involve a greater variety of players. Temporary design serves as a catalyst for experimentation and has the potential to fuel change in the permanent (LĂŠvesque, 2007). Therefore, as the permanent aspects of design speak to history and culture, they provide a foundation for temporary features, which thereby push for change in the permanent side. Thus, the spectrum is fluid and both ends are relevant.
PERMANENT
TEMPORARY
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PERMANENT TO TEMPORARY The following are existing architectural nodes on a spectrum from permanent to temporary that serve to illustrate the concept of tapestry. These structures have unique scales, materiality, and levels of reconfiguration that demonstrate how Tapestry Park could coalesce in physical form. TIMMERHUIS
A THOUSAND YARDS
HOUSE OF SWITZERLAND PAVILION
BULGARI PAVILION
PERMANENT
TEMPORARY
TIMMERHUIS Timmerhuis serves as the Rotterdam City Municipal Offices and has a unique layering of retail, cafes, workplace, and residential spaces (Designboom, 2015). The building has a permanent, yet ultimately reconfigurable structure. Office spaces can be made into residential spaces easily and modular units could be added to meet additional space requirements. Timmerhuis has an advanced level of building technology employing atriums that allow for gas exchange, making for an ultimately very energy efficient space (Designboom, 2015). Type: Office, Residential + Parking Location: Rotterdam, Netherlands Architects: OMA Key Features: Modular units that form municipal offices + apartments Open to the city with a cavity on the ground floor Energy efficient with 2 atriums (Designboom, 2015). Layered division from public to private space
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PERMANENT TO TEMPORARY A THOUSAND YARDS The completely modular “a thousand yards” pavilion has been selected for Beijing’s 2019 horticultural exposition (Designboom, 2017). The timber pavilion was made with residential features in mind for its life after the expo. The pavilion fully incorporates natural elements blurring the lines between the built environment and the outdoor environment. The modules allow guests to be at one with nature and grow their own food in the ample garden space. They can also be taken down with minimal waste at the end of the structure’s useful life cycle (Designboom, 2017). This fits on the more permanent side of our temporary to permanent spectrum, but is built around the idea that permanent is a relative term.
Type: Pavilion, Exhibition, School Location: Beijing, China Architects: Penda Key Features: Completely modular + pre-fabricated units Used open squares in the grid to allow for free circulation Based on an 8 meter x 8 meter square grid All of the timber modules can be moved, grow or be taken down with little waste Full integration of plants into the structures The structure is sized appropriately for classrooms and bedrooms when the expo is over (Designboom, 2017). Tapestry
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PERMANENT TO TEMPORARY HOUSE OF SWITZERLAND PAVILION The House of Switzerland Pavilion was built to celebrate “the seventy years of diplomatic relations between Switzerland and Mexico� (Archdaily, 2017). The intent of the design was to create a modular system that would allow for future adaptation to different locations, climates, and any other environmental changes (Archdaily,2017). Making the design based on a triangular grid allows the adaptability feature to come to life and gives the pavilion a temporary feel.
Type: Pavilion, Public Space Location: Mexico Architects: Dellekamp Arquitectos Key Features: Modular system based on triangular grid, which allows for efficient assembly and dismantling. There are two levels: the top level allows users to walk around the structure and the bottom level is for events. A public space where cultural events can take place.
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PERMANENT TO TEMPORARY BULGARI PAVILION The Bulgari Pavilion was a temporary installation designed for Abu Dhabi’s Art event in 2012. The architects, NaNA, were instructed to create a private outdoor lounge space for attendees near the entrance of the event (Archdaily, 2013). The client, Bulgari SpA, pushed the architects to design a lounge that was innovative, creative, and contained a pavilion as its centerpiece.
Type: Temporary Installation Location: Abu Dahbi Architects: NaNA Key Features: The design aimed to reflect Bulgari’s Italian heritage and function as a self supporting structure. Packed acrylic tubes together with polycarbonate dowels and pins to create different forms of arches and arcades The lighting design was meant to reflect the structure off the water and emphasize the pavilion’s structure.
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PERMANENT TO TEMPORARY As the spectrum of permanent to temporary operationalizes our concept to design, definitions serve as the driving force into design. Permanent: The structure and functions of the space will remain the same. Thus, permanent incorporations will be more consistent in both physical features, as well as functions. However, the relativity should be made clear, and therefore, although something falls on the permanent side of the spectrum there is no implication that it will last decades. This is especially relevant as life cycles of the physical environment in China tend to be on the shorter end. Permanent aspects will provide a foundation to companies and create a sense of trust. Examples of permanent incorporations are the workplace and hotel living. Temporary: The unit and key elements can be easily changed and adapted. Therefore, temporary incorporations will rely on permanent aspects to provide structure. However, key features and elements can quickly change and be adapted to the current event. This change of elements will reflect changes in function and thus these spaces will be extremely flexible and welcoming. Examples of temporary incorporations are fairs, festivals, exhibitions, and art installations.
PERMANENT
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TEMPORARY
PROGRAMMING + ADJACENCIES Hotel Living Workplace Advising Program
FIXED
Daycare
(Permanent)
Tech Rooms Makerspace/Incubator
Workplace
Convention Center
Gym
Hotel Living
Gym Green Space
Green Space
Food Pop-ups/Exhibition
Advising
Retail
Daycare
PRIVATE
PUBLIC Tech
Convention Center
Food Green Space
Maker space
Green Space
Pop-ups/ Exhibition Retail
Tech
FLUID
PopUps
(Temporary)
This multi-faceted matrix organizes our spaces on a scale from fluid to fixed and private to public, based on our assessment of temporary versus permanent. The different types of spaces were pulled from research. For example, we chose to include a convention center and space for mentoring and advising based on the aforementioned research suggesting Chinese millennials desire increased mentorship. Another dimension of the matrix is size. The relative size of the bubbles correlates with the size and frequency of the spaces as they should be represented in the campus design. This takes into consideration the anticipated number of people using the space and the space requirements of the activities performed there. Tapestry
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PROGRAMMING + ADJACENCIES
FIXED (Permanent)
Assigned Seating
Green Space
Conf.
Green Space
Conf. VC Advising Bookable
VC
PUBLIC
PRIVATE Tech
Assigned
Maker space
Seating
VR
Bookable
VC
Tech
Green Space
Collab. Collab.
FLUID (Temporary)
Advising Tech Rooms Makerspace/Incubator Green Space Workplace
Video Conferencing Virtual Reality Conference Rooms Collaborative Space Assigned Seating Bookable Rooms
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PROGRAMMING + ADJACENCIES Each of these spaces is meant to blend the experiences of the users into the campus. The functions of each space will allow for users to weave their way through the tapestry park. Hotel living: Although the hotel living spaces fall on the permanent side of the spectrum due to their stability of function, they serve as temporary living quarters. Direct users can rent a room for a night or two during hectic projects or days where they are spending the majority of their time at the park. This space is meant to mitigate traveling very late at night while exhausted, however it is not meant to serve as a full time living quarters. Workplace: The workplace is the core to our tapestry park. The workplace serves direct members and includes a variety of spaces to accommodate any workplace needs. Certain areas of the workplace can be leased by an entire company and these areas may vary in size depending on the company. However, most of the space is shared. These spaces include office space, assigned seating, conference rooms, collaborative spaces, bookable rooms, advising space, technology rooms, video conferencing rooms, virtual reality rooms, and green space. The variety of spaces is meant to allow direct users to have more exclusive access to any spaces required by their work. Many of these spaces have additional locations throughout the park, however those within the workplace may only be accessed by direct users. Direct users are still encouraged to access the rest of the park, as other amenities and spaces are spread throughout. Video conferencing: The video conferencing spaces within the workplace are meant to provide direct users with the ability to collaborate and stay in touch with those not physically present at the Tapestry Park. Virtual reality: The virtual reality spaces allow direct users to design, test, and explore future ideas via virtual reality. This space will also enable them to explore potential other locations without spending money on physically visiting them. Conference rooms: The conference rooms will provide direct users with the necessary space to have both small and large meetings. These rooms will provide users with the necessary privacy to be able to openly discuss details specific to their companies or ideas.
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PROGRAMMING + ADJACENCIES Assigned seating: The assigned seating spaces will provide direct users who desire their own space with an assigned desk. This will limit square footage required by users, but can allow an extra sense of stability to those who require it. Bookable rooms: The bookable rooms will allow direct users who need privacy in order to complete heads down work or a call, space to do so. These rooms will allow users to work efficiently without interrupting others and without requiring private offices. Collaborative spaces: The collaborative spaces will be have a more laid back feel and provide direct users with the opportunity to collaborate and engage with others both within their company and from other companies. These spaces will allow for both formal and informal collaboration. Advising Program: The advising program has two locations, one specifically for direct users and one that is also accessible to indirect users. Many young employees desire more mentorship and thus these spaces are meant to serve that purpose. The space for direct users is directly in the workplace space and will serve as a location for direct users to gain guidance from current and retired professionals, CEOs, and experts in their desired field. The more public space will serve as a more open mentorship program where students and future employees can learn more about their future options. These spaces are meant to serve as areas of guidance for those with questions. Daycare: The daycare is meant for direct users, as well as some indirect (families of employees). The day care serves children from infancy through preschool and allows direct users the ease of having their children near by. Parents are encouraged to visit their children throughout the day, though this is not a requirement. Technology rooms and makerspaces: The technology rooms and makerspaces have multiple locations both for direct and indirect users. These spaces are meant to serve as collaborative, project areas that allow users to interact with technology and machinery. Indirect users will be able to learn in these spaces, while direct users can continue working in these spaces.
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PROGRAMMING +ADJACENCIES Convention center: The convention center serves as the most middle ground space in terms of type of user. Both direct and indirect users are equally encouraged to use the center. The main section of the center is an auditorium that will hold an ongoing lecture series by speakers of varying expertise; thus users are all types will be able to engage and learn in this space. Gym: The gym will serve direct users, as well as certain indirect users, such as spouses and adult children of direct users. This space will serve as a structured area of respite and physical activity during all times of the day. Green space: There are many locations of green space, varying between completely public for all users to more private for only direct users. The green spaces will vary in design and specific elements, but will all be made of different types of natural areas that surround the existing buildings. The green space is meant to allow users time in nature without exiting the premises of the tapestry park. Food: There are varying food spaces for both direct and indirect users. These spaces will vary from more permanent spaces, such as restaurants and cafĂŠs to more temporary spaces such as food trucks and farmers markets. Exhibition and pop up spaces: The exhibition and pop up spaces are the most temporary types of spaces, accessible to both direct and indirect users. These spaces will adapt to various events, including but not limited to markets, art installations, competitions, conferences, and festivals. Varying designers and architects will be encouraged to design these temporary spaces. These spaces will adapt with the changing social, economic climate and thus reflect current culture. Retail: The retail spaces will be accessible to both direct and indirect users. These spaces will provide various types of shopping to users as a source of respite or necessity.
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PROGRAMMING + ADJACENCIES In addition to looking at permanence vs temporary on a micro scale, we looked at how the spectrum could be applied on a macro scale; doing so would help weave Tapestry park into the existing urban fabric. After conducting site analysis and learning that Hangzhou Normal University lies North of our site and a major river is to the South, we decided that the programmatic design of the overall site would be on a gradient of permanent to temporary, as seen in the drawing below. Adjacent to the university would be the most permanent structures, such as the workplace, and as the users transition south of the site the functions of the buildings would become more temporary.
The idea of the spectrum can be taken even further and applied to the height and density of the buildings; the more temporary the buildings become the smaller they should be. This would allow the users of Tapestry park to enjoy the views of the river. Lastly, while the most permanent buildings should be closer to the North side of the site, there should also be smaller scale public spaces adjacent in order to give users the opportunity to weave in and out of different spaces.
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USER PERSONAS Selena, 29, Entrepreneur Behaviors Selena recently moved to Hangzhou from Beijing with her husband and young daughter to start a new app development company. She enjoys planning weekly lunches with her mother, grandmother and daughter. These lunches are a great opportunity to try international cuisine, sight-see, and do some shopping. During the week, Selena goes to work early and occasionally stays late into the night. She works in a collaborative team with six employees and an intern she hired from Zhejiang University to support her team. Motivations As a mother, Selena tries to support her growing family, while still working for her own company. Selena is a Millennial and entrepreneur who enjoys the collaborative, creative, and innovative environment of Tapestry Park. When Selena’s company succeeds she feels a lot of pride and personal recognition for her accomplishments. Expectations New to Hangzhou, Selena would like networking opportunities with other successful entrepreneurs and business persons to build a lucrative network of financial and motivational backers. She would also like the opportunity to give back to students of other disciplines and garner their unique perspectives. Selena desires certain amenities such as: collaborative spaces for her team, daycare facilities for her daughter, convenient cafes for her weekly lunches, and places to stay overnight if she cannot make it home after a long day at work. Tapestry
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USER PERSONAS Chen, 20, Student Behaviors Chen is a very dedicated Civil Engineering student at ZJU. He stays up late during the semester working on his problem sets and technical drawings. Chen has many friends who are architectural students and they love to go to karaoke, get Thai food, and watch basketball on TV. His friends mentioned an internship opportunity in Hangzhou’s Tapestry Park. He gets the opportunity to work with Selena on a new cellphone app for building controls and smart buildings. Motivations Chen is eager to learn and work in an interdisciplinary team to grow his personal skill set and to design and create innovative solutions. Chen is supported by his parents and grandparents and sometimes feels pressure to succeed. Chen is uncertain to if he would like to be an engineer in future, but is inspired by the impressive buildings his father has worked on in an engineering role. Expectations Chen wants to work with professionals to test the waters for what kind of career would suit him in the future. With his busy academic load Chen also wants to have positive distractions in his summer workplace to recover from the exhausting semester. He thinks positive distractions such as: walks in a park, playing basketball, and going out for food or drinks with friends would be very enjoyable after a busy work day. With many of his friends in other cities for the summer, he would like opportunities to interact with people slightly older than him and learn from their wisdom, mistakes, and invaluable guidance. 44
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USER PERSONAS Lin, 40, Artist Behaviors: Lin quit her government job five years ago to pursue her dream as a full time artist. Her husband, a professor, supports her and believes in her artwork. Lin loves to paint people from various walks of life and feels that she is able to capture their essence. Recently, Lin has been accepted into an art exhibit in Hangzhou’s Tapestry Park. This is her biggest opportunity yet, so she has been extremely busy the past few weeks. Motivations: Lin has been waiting for an opportunity such as the upcoming exhibit, as she is eager for the rest of the world to see her work. She is thankful for places like the Tapestry Park, which support local artists and businesses. Lin wants to prove to the rest of her family that she made the correct choice by pursuing her dream. Expectations: Lin would like to get her name out there and perhaps meet other artists. She would like to display her artwork and engage with the local community, but also network for future opportunities. She has a positive attitude and believes that this could change her life as an artist, and thus she has big expectations. She feels the creative, collaborative culture of the Tapestry Park will be a perfect setting for her artwork and that visitors to the exhibit will connect with her work. During downtime, Lin is excited to spend time in the green spaces and to begin her next piece.
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USER PERSONAS Arjun, 35, Tourist Behaviors Arjun is an active traveler and is going to China for the first time. He is very excited to spend time Beijing, Shanghai, Guilin, and Hangzhou. Arjun works at an architecture firm in India and loves what he does. He and his friend have taken two weeks vacation from the firm, and thus want to make the most of their travels. Arjun loves food and has been improving his cooking skills after work. He can’t stop thinking about the different types of food that he will be able to try in China. Arjun is really looking forward to the food expo that will be held at the Tapestry Park in Hangzhou; over 50 top chefs from around the world will be attending. Motivations Arjun spent much of his early life very sheltered by his parents. Since graduate school, he has been traveling and wants to experience many different types of cultures. In China, he hopes to meet fellow travelers and learn about each city. He is eager to see the different types of architecture across the country, as well as try as many different types of local cuisine as possible. Expectations Arjun hopes to not only enjoy his time in China, but to also gain a broader perspective. A friend of his recently moved to work in Hangzhou’s Tapestry Park and has been trying to convince him to do so as well. Arjun is not committed to the idea, but is excited to explore the city and the park. He has heard a lot about the accessibility to different technology and makerspaces to build and design prototypes, and can’t wait to try it out for himself. After the food expo, he can’t wait to build and design freely, something he hasn’t done since graduate school. 46
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JOURNEY MAP
FIXED (Permanent)
Workplace
Gym
Hotel Living
Green Space
Advising
Daycare
PRIVATE
PUBLIC Tech
Convention Center
Food Green Space
Maker space
Green Space
Pop-ups/ Exhibition Retail
Tech
FLUID
SVILUPPO
PopUps
(Temporary)
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FUTURE DEVELOPMENT
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STRATEGIES THAT DIDN’T MANIFEST There are several strategic programmatic decisions that could have been further developed in the design and architecture phase. Our program suggests a gradient from permanent to temporary running North to South on our site. All functions proposed in the program are represented on the site; however, the placement, massing, and frequency of these areas could fit the program’s matrix a bit better. Some areas, such as hotel living are placed more on the temporary side of the spectrum in small, scattered buildings. It would better match the program if this function was on the more permanent side of the campus in a centralized location. There should also be an increased connection between the North and South sides of the campus, which could be accomplished by varying the massing of the buildings more, incorporating a middle size type. The current layout has one large workplace building with many smaller ones. The circulation of the buildings could also mimic a tapestry’s “weaving” pattern with the flow weaving in and out of courtyards. While there are a few deviations from the program, the architectural design largely accomplishes the functional goals and builds on the conceptual development.
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OMA’s mixed-use timmerhuis opens in rotterdam. (2016). Retrieved from http://www.designboom.com/ architecture/oma-timmerhuis-rotterdam -city-hall-mixed-use-reinier-de-graaf-rem-koolhaas-10-20-2015/ Penda’s modular thousand yards pavilion to headline 2019 beijing expo. (2017, February 07). Retrieved from http://www.designboom.com/architecture/penda-a- thousand-yards-pavilion-beijing-china-02-07-2017/ Seligson, H. (2009). For American Workers in China, a Culture Clash. Retrieved from http://www.nytimes. com/2009/12/24/business/global/24chinawork.html Steelcase (2013). Culture Code Leveraging the workplace to meet today’s global challenges. 360, (65), 1-79. Sullivan, C.C. & Horwitz-Bennett, Barbara. (2014). Workplace design trends: Make way for the Millennials. Building Design and Construction. Retrieved from https://www.bdcnetwork.com/workplacedesign-trends-make-way-millennials Touw, Katrina. (2006). Firmitas re-visited: Permanence in contemporary architecture (unpublished master’s thesis). University of Waterloo, Ontario, Canada. The B Team. (2015, January). New Ways of Working. Retrieved May 24, 2017, from https://issuu.com/the-bteam/ docs/150114_newwaysofworking_v12?e=15214291%2F11024330 The Boston Consulting Group. (2015). New Ways of Working. The B Team. Retrieved from https://issuu.com/thebteam/docs/150114_newwaysofworking_ v12?e=15214291/11024330 W. (n.d.). Mission. Retrieved May 24, 2017, from https://www.wework.com/mission Wong, J. I. (2016, March 18). The workers in these countries believe AI and robots will replace them. Retrieved May 24, 2017, from https://qz.com/642741/the-workers-in-these-countries-believe-ai-and-robots-will-replacethem/
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