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CONTENTS GREAT SPACES UPDATE #04.3 GREAT SPACES

Life balance at work “Live@work 2020” – the Dexina AG’s visionary new workspace at Forum 1 in Böblingen, 4

Meaning comes first Interview with Heiner Scholz, founder and Director of the Dexina AG, Böblingen,12

[GREAT SPACES]

KNOWLEDGE New Work Order

Interview with trend expert Birgit Gebhardt about the changing world of work, 22

SUSTAINABILITY Smart and clever

Intelligent construction materials for Smart Material Houses, IBA Hamburg 2013, 34

[GREAT SPACES UPDATE #04.3]

Life balance at work “Live@work 2020” – the Dexina AG’s visionary new workspace at Forum 1 in Böblingen

Time for a new approach to work. A future-proof office needs furniture that can keep up with constant progress and renewal. The Dexina AG uses height-adjustable Kiron desks and Comforto 59 swivel chairs from Haworth.

[GREAT SPACES]

“People Changing Business”

better equipped than most people’s kitchen at

This statement is written in large letters on the

home, and where the lounge area is so comfy

wall of Dexina’s multispace office in Böblingen.

that nobody really wants to go home anyway.

Three simple words that encapsulate what the

“If I was a few years younger”, one impressed

business and project management consultan-

delegate from a large company admitted at a

cy offers its clients – and practises with great

recent seminar, “I would ask you for a job here

dedication in its own offices: 600 square me-

right now”. Could there be a better endorse-

tres of “hands-on examples of a new world of

ment of the “live@work 2020” concept?

work”, which the company is developing, tes-

But what exactly makes this office so different

ting and showcasing for its clients – and for an-

from most others? The answer is simple: living

yone else interested in visionary concepts for

and working are no longer separate entities

new ways of organising work and life.

here. For the 130 freelance and full-time wor-

And there is certainly no lack of interest in the-

kers at Dexina, the widely used term “work-life

se concepts. Since July 2013, when, after ten

balance” is not enough. As far as they’re con-

months of planning, the Dexina AG moved to

cerned, “keeping family, work and personal

its new offices at Böblingen’s Forum 1, entre-

fulfilment in balance – that is what the word

preneurs and HR managers from big corpora-

‘life’ means”. With this as their underlying prin-

tions and SMEs alike have been flocking here

ciple, the people at Dexina are redesigning

to find out what they can learn from Dexina’s

their everyday office life. They experiment,

innovative “live@work 2020” experiment. They

trial, dismiss, optimise and then extract the

want to see for themselves what an office looks

essence of what they have learned to pass on

like where even the “big boss” doesn’t have his

to their clients. It’s no longer “business con-

own desk, where employees can bring their

sultancy” in the traditional sense, but “cultural

children to work, where the staff kitchen is

consultancy” – because it’s about a new work> [GREAT SPACES UPDATE #04.3]

The Director is “hot-desking” – just like everyone else at Dexina – on Kiron desks that have been custom-fitted with solid wood desktops in rustic brushed oak.

culture, which Dexina promotes and advoca-

Function always comes first

tes with its self-experiment project. It’s about

Groundbreaking ideas need time to mature.

rethinking the world of work, redefining va-

And, in the early days of “live@work 2020”, a bit

lues, and about true innovation. With “live@

of rethinking was required on Dexina’s side too.

work 2020”, Dexina gets down to business and

The company’s offices in a converted residenti-

ventures into the unknown, for its own bene-

al building near Leonberg – Dexina’s headquar-

fit and for the benefit of its clients. Rethinking

ters since its foundation in 2006 – were getting

means more than taking away fixed desks

too small to accommodate the team’s creative

and putting a nice leather sofa in the corner.

ideas (which at the time were still in flux). In a

Clients who subscribe to the “live@work 2020”

first move in 2011, the penthouse floor of the

experiment are rewarded with thorough and

Forum 1 building became the Dexina Acade-

meticulous analysis, with genuine questioning

my with workshop and seminar rooms, before,

of deeply ingrained structures and fixed pro-

two years later, the rest of the office was mo-

cesses – and, eventually, with comprehensive

ved to the second floor of the building and

solutions: it really is 360-degree project ma-

here the team’s vision for a brand-new world of

nagement.

work could finally take shape. Helped by Tho-

[GREAT SPACES]

The Haworth furniture blends seamlessly with the overall colour scheme and design concept.

mas Sendelbach from the local interior design

stools and adjustable mood lighting is indeed

practice SPS Projekt, Dexina took the theory of

used as a workspace, as well as representing

“live@work 2020” and transformed it into actu-

the heart of the office. It is a place for informal

al office reality. The principle of “design follows

communication – without any need to make

function follows process” created the architec-

a special appointment. Conversations take

tural framework that allowed for flexibility, self-

place spontaneously over a cup of coffee or

determination – and fun!

while having lunch or a snack together. Directly adjacent, behind a part-open glass partition

Home is where the heart is – also in the office

wall, is the office kitchen – also fully mobile, so

Visitors enter the “live@work 2020” space via

it can be packed up and taken to trade shows

a deliberately cave-like entrance hall, painted

or other external events, and kitted out with

deep-black to create a strong contrast with the

stainless steel equipment for every culinary

offices behind, which are decorated entirely in

need. Pasta cooker, teppanyaki grill, wok plate

pure white. It feels more like being in a tren-

and induction hob provide plenty of incentive

dy lounge bar than in an office. But the long,

for a healthy and varied diet. Right next to it

angled, mobile bar with its white leather bar

(and not tucked away in a far corner so the > [GREAT SPACES UPDATE #04.3]

Visitors enter through a dark, cave-like entrance hall, which then opens out into the bright and welcoming new office space.

children won’t distract anyone else in the of-

so if the kids get a little noisy it doesn’t affect

fice) is the “parent-and-child office”. This offers

the rest of the team – though this is probably

working parents the chance to combine family

more for the sake of reassuring the parents:

and career in a perfectly natural and immediate

there are plenty of quiet, secluded corners in

way – beyond any legal entitlement to child-

the main office, where colleagues can go if they

care. It allows parents to bring their children

need to concentrate or want to have an undis-

with them into the office, for example when

turbed or confidential conversation. Even com-

the childminder is taking a day off, the daycare

pletely separate “thinking cells” are currently

centre is closed for the holidays, the child has a

being tested. “Since I’ve been able to take my

sniffle and is therefore not fit enough to go to

children into work with me,” says Heiner Scholz,

school or nursery – or even just because they

founder and managing director of Dexina, “my

feel like it. The generously sized office comes

work has become tangible and comprehensib-

with nappy changing facilities, a play area,

le for them. They now have a clear picture of

washable walls to draw on and, of course, desk

where I’m going when I leave in the morning

spaces. The room is separated from the rest of

and where I’m coming from when I get home in

the office by a soundproof glass partition wall,

the evening. That’s a nice feeling and brings us

[GREAT SPACES]

All offices maintain a visual connection with each other. At the heart of it all is the spacious lounge with a central bar area and adjacent kitchen.

closer, even when I’m not at home. To live this

frustration with existing products, or their un-

kind of new work culture and pass it on to our

reasonable and completely unrealistic prices,

children is important for the future of work as

some team members are researching alterna-

such. Children copy what they see.”

tive options for sound-absorbing ceiling cano-

Talking of children and copying: it’s not just the

pies and partition walls, or plants that improve

kids that are allowed to draw on the walls here

indoor climate. Often they use innovative ma-

at Dexina. Almost all wall spaces are painted

terials in their research. Working together with

with washable paint and can be used as white-

industry partners, the consultancy has already

boards, to leave messages for colleagues, jot

developed a number of groundbreaking pro-

down thoughts and ideas or illustrate points

ducts that way. Group dynamics are an impor-

made in a conversation. As with everything

tant aspect in the “live@work 2020” concept,

here, this supports a straightforward, casual,

and collaboration partners are selected accor-

yet always task-focused and results-oriented

ding to clearly defined “quality criteria”. Heiner

approach to work. The offices exude a genuine

Scholz explains: “We want to work together

workshop atmosphere and breathe the spirit

with companies that, like us, are interested in

of creative renewal and progress. Partly out of

future-oriented solutions and are prepared to> [GREAT SPACES UPDATE #04.3]

Vados storage units offer cupboard space and structure the open-plan offices.

join us on a long and unconventional journey.

brushed oak. The desks are still height-adjus-

We have great plans and are looking for part-

table, so staff can work in a seated or standing

ners that share our approach and our intrinsic

position. Ergonomic Comforto 59 swivel chairs

motivation – in terms of their standards as well

in white with black upholstery blend seam-

as their corporate culture.”

lessly with the overall functional and design concept. For seminars and public events at the

Enthusiasm as fuel for motivation

Academy, Haworth’s stylish and comfortable

With this in mind, Dexina chose Haworth as

Very conference chairs were chosen, while ver-

office furniture supplier for its multifunctional

satile Vados cupboards reflect the workshop

spaces. A T-leg version of the Kiron desk sys-

character of the office space. Thanks to their

tem was used for the few remaining “fixed”

uniform design and flexible display of front,

workstations, mainly in accounts and HR, but

side or back, they can serve as a room partiti-

also for all Dexina consultants in the flexible

on, as an informal stand-up meeting table, as

workspace areas. The white standard desktops

layout space or a place to leave laptops, smart-

were replaced with solid wood tops in rustic

phones or tablets while charging – and, not

[GREAT SPACES]

least, as an independent, free-standing item of furniture. Every team member has a perso-

Haworth’s CalmSpace will give staff a dedicated space to rest and recharge at work.

nal lockable space in one of these cupboards, where they can keep any work utensils and paperwork needed for the day. Everything else goes into the archive. This also acts as a way of “training people to let go” – to leave unnecessary ballast behind and enjoy a little more freedom in their daily work. The Haworth workplace systems are complemented by hand-made benches, tall tables and meeting points – the latter designed by Dexina themselves, the rest by a furniture maker – by “Shabby Chic” style wooden chairs and even a typical German beer garden table and benches set, customised in the Dexina brand colours. The result is a bright and cheerful mix that could hardly be any more contrary – but that is also precisely what makes for its special charm. Anything goes, as long as it’s what the team members want and what they feel supports them in doing their job well. The only thing still missing is a space to have a quick power nap. But that’s coming too: soon Haworth’s CalmSpace will give staff a dedicated space to rest and recharge at work. When exactly the sleeping booth is due to be installed has not yet been decided, but arrangements are being

Project: Dexina AG Bahnhofspassage 2 Forum 1 71034 Böblingen / Flugfeld http://www.Dexina.de Client: Dexina AG Interior design: Dexina AG / SPS Project Floorspace: 600 sq metres Concept development: Dexina AG Photographs of interior: Ulf Salzmann Photograph Heiner Scholz: Dexina AG Haworth products used: Kiron desks Comforto 59 swivel chairs Vados cupboards Very conference chairs (in the seminar rooms) http://www.haworth.de/produkte

made. Yes, Dexina has great plans – so watch this space. The future begins NOW. [GREAT SPACES UPDATE #04.3]

Meaning comes first An interview with Heiner Scholz, founder and Director of the Dexina AG, Bรถblingen

Heiner Scholz is founder and Director of the Dexina AG in Bรถblingen. A passionate entrepreneur since the age of 17, he is now also a devoted husband and father. In rare moments of leisure, he likes to step back and appreciate the good things in life.

[GREAT SPACES]

Herr Scholz, what changes in the world of

For the younger generations, meaning and

work do you think will become mainstream

purpose come first – by applying our skills and

over the next few years? And in which area

our power to act, and by knowing that we’re

do you foresee the greatest changes – also

doing the right thing. This means we now live

for your clients?

in a “freedom society”. And, seen from this

Well, generally I would like to replace the word

perspective, I predict that companies where

“change” with “moving forward”. We have for-

the boss shouts at his subordinates, where all

gotten how to live – to be alive – at work. We

decisions are made top-down, will have a very

have learned to accept that work is not enjo-

hard time in future. The organisations that

yable. As a result, we don’t even notice any

come to us as clients want to reignite the spark

more how we take our “suffering at work” for

in their business. They want to free themselves

granted. Previous generations put job security,

from cumbersome ballast and want to encou-

money and prestige first. This is now changing.

rage their staff to “be alive” at work. [GREAT SPACES UPDATE #04.3]

> 13

The Forum 1 Technology Centre is at the heart of Böblingen’s Flugfeld development and provides an ideal architectural setting for young start-ups and innovative ideas.

The whole architecture, the interiors and pro-

life. Looking at it this way, we are wasting a gi-

ducts will be determined by individual proces-

gantic potential. If you have a company with

ses and human needs. Future office buildings

100 employees and you succeed in bringing

and layouts will be developed from the inside

life and meaning back to their work, then this

out – starting with processes and functions

affects the lives of 300 to 400 people – if you

and then adding the external envelope as a

count their families. And that’s not even in-

coat for the whole thing.

cluding clients, customers, suppliers and other business partners. Instead of burning money

What potential do you see in these changes?

on the stock market, in future we will see more

It is undeniable that we spend a large pro-

investment in meaningful, sustainable projects.

portion of our time at work. The moment we

Products and solutions will finally be developed

learn again to live – to be alive – at work, this

first and foremost with the user in mind – befo-

also has a huge positive impact on our home

re thinking about their form and appearance.

[GREAT SPACES]

Children are welcome! The parent-and-child office gives parents a chance to spend more time with their children – even at work.

How did you approach the restructuring

like, decoded our “DNA” and found out what

and reorganisation of your own company,

kinds of people and which specific skills we

the Dexina AG?

need here in order to achieve our objectives.

I think it is wrong to talk of restructuring and reorganisation here. We have moved forward,

Is it difficult to convince clients of the need

just as we’ve been doing for seven years. Then

for a change of values in the world of work?

there were two of us, now we have 140 peop-

Have the benefits of a new way of thinking

le working for Dexina. We have looked closely

really sunk in yet in people’s minds?

at our identity as a business and have revised

The way we currently perceive things, there’s

and refined it. Then we examined our work-

no need to convince people: the companies

flows and team processes, before honing in on

that approach us have already recognised that

human needs, such as being able to balance

they want to move forward and that they want

family, friends and work. So we have, if you

to bring the life back into the work of their > [GREAT SPACES UPDATE #04.3]

Vados cupboards in combination with a wardrobe and locker system play an important role in Dexina’s daily “arrival ritual”.

organisation. They just haven’t done it yet and

a bit of catching up to do here. For example,

therefore don’t know how to go about it. Brin-

many companies are setting up so-called “pa-

ging out your own inherent culture so as to

rent-child offices” – but often they think that

clarify your identity as an organisation and to

all it takes is putting a playpen and a couple of

break down old structures, is not an easy thing

soft toys in the office and that’s the job done.

to do. It is only possible to take this step if the

Parent-friendly working hours and a corpo-

founder or owner and top management of the

rate culture that accommodates parents’ and

company are 100 per cent behind it.

children’s needs, however, are extremely rare.

Especially when it comes to the issue of “ba-

We are looking for solutions that actively en-

lancing family and career”, that is to say, work

courage parents to bring their children to

models that integrate life and work, we often

work – and where the children actually enjoy

encounter conditions in companies that you

coming along and want to join their parents

would think were a thing of a past. Society has

at work.

[GREAT SPACES]

New ways of communicating and collaborative working call for new approaches to work processes and office design.

Self-determination and flexibility in how you

employees achieve this is one of our key res-

organise your work hours – as nice as it may

ponsibilities as an employer. Only if you create

sound – is probably not everyone’s cup of

the right framework for efficient and results-

tea. Is it possible to learn how to work at your

oriented work can you expect your staff to

own pace and still be effective and efficient?

work in this way.

Are you helping people with this? Yes, it definitely isn’t everyone’s cup of tea. But

What is important if you want your employees

everyone should keep asking themselves in

to identify with the organisation, and what

what kind of environment they feel happiest

can the office furniture contribute to this?

and where they can achieve the best results –

The very first time you walk into an office, you

the kind of results that allow them to go home

need to feel that you will enjoy being there.

to their family or friends every day with the

Our identity is hard to ignore.

satisfying feeling of a job well done. Helping

The office furniture elements have to perform > [GREAT SPACES UPDATE #04.3]

Office furniture from Haworth was mixed and matched with a variety of other furniture elements. The result is a bright and cheerful mix that could hardly be any more contrary. But that is precisely what gives it its special charm.

exactly the same function as your furniture at

they feel alienated by their everyday surround-

home: they have to make us feel at home. If

ings, then they can never really develop a genu-

I want to concentrate, the furniture needs to

ine connection with the company they work for.

help me concentrate even better. If I want to be creative, then the furniture has to support

Having your own desk, which you can perso-

my creativity. If I want to relax, then it should

nalise with your own things, still seems to be

enable me to relax fully within the shortest

something that many can’t do without, even

possible time. And so on, and so forth…

in our time of decentralised work. But if this

It is possible to strengthen the emotional con-

individual desk is no longer needed, can –

nection with an organisation through the de-

and should – contemporary furniture make

sign of the office spaces. If people feel happy

up for this lack of “personalisation”?

and at home in their workplace then they will

Quite honestly, do you feel the need to per-

identify with that environment. If they don’t, if

sonalise your desk at home? I can completely

[GREAT SPACES]

companies forget when they introduce desk sharing or flexible workstations. Here at Dexina, we have mobile devices for every member of staff. And every member of staff also has their own locker space where they can keep things safe. What do the Haworth furniture systems you chose contribute to your “live@work 2020” concept? The locker spaces I just mentioned, in combination with a wardrobe system, play an important role in our daily “arrival ritual”. We have put ourselves in the shoes of someone who comes to work in the morning and doesn’t have a fixed desk to go to. What do people need for this concept to work? They want to understand that in a dull and grey office set-

get rid of their coat and their bag, they want

up, with no sign of real life other than workers

to organise their paperwork and choose a

sitting in rows of cubicles, people feel com-

space that enables them to do whatever they

pelled to bring a bit of life to their work by ad-

need to do on this particular day – and do it as

ding personal items to their desks. But if I am

effectively as possible. The Kiron desks and Ki-

working in a place that is teeming with life all

ron workstations are also very important here.

around me, and where I feel perfectly happy

They have helped us achieve our goal of equip-

and at home, then the desire to personalise

ping over 50 per cent of our workstations with

my space is much reduced. Here’s an example:

motorised height-adjustable desks, so every

if I give my staff an environment with all the

team member has a choice of working seated

right technology then they no longer need

or standing. We have combined these with

“their” fixed telephone or “their” docking stati-

swivel chairs that automatically adjust to your

on at “their” desk. This is something that many

weight and thereby ensure an optimised > [GREAT SPACES UPDATE #04.3]

Dexina AG, Forum 1 in Böblingen: 600 square metres of “hands-on examples of a new world of work” for anyone interested in visionary concepts for new ways of organising work and life.

ergonomic position without the need to adjust

yet aesthetically pleasing. The most important

your seat every time. And in their design they

thing is that they completely support and en-

also match our colour scheme perfectly.

hance our processes and ways of working, so they add value for our staff in their day-to-day

What do these products offer you compared

tasks. And the other thing that was important

to those made by other manufacturers?

to us was to have found a partner for our pro-

The products themselves aren’t really that dif-

ject, who is open to innovative ideas and pre-

ferent from other manufacturers’ products. We

pared to constantly question the status quo,

chose Haworth because it is a family-run busi-

so that we can improve things together.

ness and because the people there seemed very hands-on and down-to-earth – like peo-

How are you working together with your

ple who get things done. It just felt right. And

partners when it comes to developing new

that’s what matters most to us. The Haworth

products? What are your future plans for

products we chose are simple, functional and

your collaboration with Haworth?

[GREAT SPACES]

Oh dear, you’d better ask our partners that

“live@work” is bigger than that. You cannot

question… Working together with us can be

attach it to a specific year or even decade. The

quite challenging. On the one hand because

objective is to really communicate our way of

we have very high standards, and on the other

working to the outside world and to take that

hand because we always aim to find the most

spirit into as many different organisations as

meaningful solution. This also means that

possible. You could say, we want to ignite a

we may sometimes stop a project halfway

spark in all companies – from small business to

through and start again from scratch. Let’s

major corporation – showing the people who

wait and see what the future holds.

work there that they are in the right place at

Your “live@work” concept also includes a refe-

the right time – namely in a place where every

rence to 2020.

facet of every employee’s life is not only tolerated, but actively encouraged and integrated,

What are you hoping to have achieved by 2020?

also on weekdays between eight in the mor-

We have actually dropped the 2020 now.

ning and six in the evening. [GREAT SPACES UPDATE #04.3]

NEW WORK ORDER In this interview we asked trend expert Birgit Gebhardt about the changes she predicts for the world of office work. Frau Gebhardt, your study outlines how

force towards a new work order is the dynamic

the current shift from industrial society to

connectivity made possible by social media,

networked economy requires a complete

which accelerates the exchange of informati-

reorganisation of the world of work. Impul-

on and unites people through shared content.

ses for a New Work Order are coming from many different sides. What would you say

In connection with â&#x20AC;&#x153;new workâ&#x20AC;? there is often

are the basic building blocks of this new

talk of a future global knowledge society.

work culture?

What will such a society look like and what

Global competition requires networked

are its values?

collaboration across temporal and cultural

The structural transformation from an industri-

boundaries. The labour market calls for fle-

al to a networked economy will require a new

xibility and skilled workers. And the pressure

collaborative work culture in which people are

to innovate demands a better distribution of

working together according to individual inte-

corporate knowledge and a more flexible ap-

rests and project focus.

proach to innovation. Yet, the primary driving

To exploit the open-source potential of the

[KNOWLEDGE]

information society we need to move beyond the regimentation of the industrial society and rethink the way office work is organised. In the digital age, companies whose products or services have to compete globally will have to become “e-driven” businesses, which means they have to accelerate their internal processes and redefine skills and responsibilities accordingly. Value creation that used to happen in-house now requires agile alliances. Algorithms replace standardised processes and businesses need creative, self-motivated and commercially aware knowledge workers who develop solutions of their own accord. The challenge for the New Work Order is to create transparent>

Birgit Gebhardt analyses trends and developments in the workplace to make plausible predictions for the future. From 2001 to 2012, she worked with Trendbüro, a consultancy for social change and, as Managing Director for five years, was in charge of its project business. Her book, 2037 – Unser Alltag in der Zukunft (“2037 – our everyday life in the future”), was published by Edition Körber Stiftung in 2011. In 2010, she initiated the development of a new trend and knowledge management tool based on the principles of social media communication. The social software, which Trendbüro staff are now using to communicate with colleagues across 15 locations worldwide, was the practical implementation of several years of research into networked work practices, culminating in 2012 with the “New Work Order” report. She is a member of the Bertelsmann Foundation’s expert commission on “Working and Living Perspectives in Germany” and of the “Future of Work” working group in the Münchner Kreis. For the latter she participated in the study “Fields of Innovation in a Digital World: Needs of the Days after Tomorrow” for the German Federal Ministry of Economics and Technology (BMWi), and is currently working on a White Paper on the “new value creation of Content & Technology”. In addition to her consultancy work and numerous speaking engagements, she is Associated Researcher at the Google-funded Alexander von Humboldt Institute for Internet and Society (HIIG), where, in collaboration with the Otto Group, she researches innovative foresight processes. www.birgit-gebhardt.com

[GREAT SPACES UPDATE #04.3]

Commissioned by the Association of Office, Seating and Object Furniture (bso), the Trendbüro produced a threestage study in 2012, exploring key trends, drivers and prerequisites for establishing a new work culture. “New Work Order” describes the transition towards a new order for the world of office work.

NEW WORK ORDER

connections between knowledge and people

shape opinion and participate in decision-ma-

– across departmental, company, and job-spe-

king processes does not stop at the office door.

cific boundaries. The objective is a new culture

Organisations will have to face this fact. Com-

of transparent collaboration based on intrinsic

plex interdependencies and interdepartmen-

motivation, consensual leadership and shared

tal projects need more dialogue, discussion

responsibilities and values.

and involvement. Digital natives are already living by this new set of values. But, unfortuna-

How do you envisage this kind of culture?

tely, still mainly outside of the office, because

Very much like socially motivated networking,

prevailing hierarchies, standardised procedu-

which has already accelerated our everyday

res and rigid organisational structures at work

lives, forced us as individuals to organise our-

are hampering the spontaneous sharing and

selves and has given us a stronger voice as ci-

open exchange of information. Instead, this

tizens and as consumers. And now it is about

happens on virtual platforms, which are gra-

to transform the written and unwritten rules

dually finding their way into organisations in

of office life, including its entire set-up and

the form of workflow, communication and do-

design. The increasingly widespread desire to

cumentation tools. Using short messages and

[KNOWLEDGE]

comments (microblogging, activity streams),

be driven by information and office techno-

workers can communicate with each other,

logies: the fax machine, the computer, email,

usually with the sender clearly identified, eit-

etc. With social media we are for the first time

her project-internal or company-wide, and

seeing personal communication technologies

thereby create a track record of a project’s

drifting into the world of business. The “non-

development. The virtual platform enables

professional” origin of these infrastructures gi-

location- and time-independent collaboration

ves rise to a lot of prejudice as to their usability

while at the same time acting as a database for

in a work context. Some companies use social

agile knowledge management.

media platforms exclusively as a medium for internal communication – with no relevance

To what extent can communication in itself

for workflows and processes. They often see

add value?

this as a way to introduce the platform gradu-

Knowledge generation follows different rules

ally, and are surprised when, as a result of this

than the production of industrial goods. New

approach, the medium is only used for small

social and mobile communication technolo-

talk. What we have to understand is that the

gies are pushing into the workplace and requi-

social element of this kind of software repre-

re a complete rethink of structures and value

sents a real opportunity for its use in know-

chains. To design the organisational structu-

ledge work. It identifies individual expertise,

res of tomorrow you have to pull down walls,

thereby creating closer relationships across

bring different skills together and work bey-

distances. Communication is such a major as-

ond the radius of the organisation. In a know-

pect of the knowledge worker’s job that the

ledge society, connections and relationships

principles of social networking are perfectly

– not products – are the key to success. Work,

applicable to work-related and research con-

therefore, means above all communication.

texts in business.

But are we ready yet for a new work order?

Can the NWO model be adjusted to fit all age

How strong is the resistance in businesses

groups, and singles as well as workers with

and organisations to give up hierarchies and

families? How does this structural transfor-

traditional attitudes towards work?

mation apply to different types of work?

Innovations in day-to-day office work used to

The model will find its way into organisations> [GREAT SPACES UPDATE #04.3]

technologischer wandel Information-Overflow

Flexible Beschäftigung

M2M Systemtransparenz Activity StreamsMicroblogging Mobile work

Work@home

Digital Natives

Generation-Gap

Überalterung

Fachkräftemangel

Zeitmanagement

Real Estate Assets Globaler Wettbewerb

New work order

Demographischer Wandel Female Shift

Innovationsdruck

Non-territoriales Arbeiten

Fernanwesenheit

Social Media

ökonomischer wandel

Kosteneffizienz

Migration Loyalität

Arbeit + Freizeit

Kulturelle Unterschiede Interdisziplinarität

Corporate Social Responsibility Arbeitssozialisation

sozialer wandel

kultureller wandel

because everyone has to work more efficiently

and highly networked way of working may be

and people have to learn from each other. It

more difficult – whether as a result of perso-

can be applied to all age groups and persona-

nal inclination, socialisation or because of the

lities because everyone will have to optimise

environment they are used to. But knowledge

their work processes in different ways, accor-

workers must be prepared to take responsi-

ding to their own specific physical and cogni-

bility for themselves, and therefore ought to

tive abilities, biorhythm and family situation.

explore whether the problem is the result of

To allow for this kind of individual flexibility is

education or outside conditioning, or rooted

precisely what the New Work Order is about.

in their own personality. Once they have es-

We have to leave the standardised methodo-

tablished the source of their resistance, they

logies of the industrial age behind and find

know how big the hurdle is they have to over-

our own personal best performance. It’s a lear-

come.

ning process – to untangle ourselves from the routines imposed on us from outside for so

What do these changes mean for the work-

long. For older workers, who for generations

force? What are the advantages for employ-

have been conditioned by a hierarchical top-

ers and for employees?

down culture, this switch towards a flexible

The networked culture of the New Work Order

[KNOWLEDGE]

Left hand side: Technological, cultural, economic and social change are driving the transition towards a New Work Order. Below: The elimination of silo thinking and corporate boundaries.

reduces the divide created by the indust-

claim their independence and demand trans-

rial age between employee and employer.

parent objectives and “eye-level dialogue”, so

The worker who feels like a small cog in a

they can be fully committed towards a com-

big wheel within the complex structures of

mon goal – the key to motivation and emplo-

their organisation, disengaged and merely

yee engagement. The New Work Order means

following orders, is the product of the work

communicating at the same level. Fixed office

culture of a bygone age. In this old work or-

hours and authoritarian top-down manage-

der, the lines were clearly drawn between the

ment are a thing of the past. Managers have to

bosses on one side and the workers on the

work with their staff, explain the bigger picture

other. Even today, workers’ interests still tend

and the rationale behind decisions, and offer

to be represented by big institutions, reinfor-

regular feedback on performance. Especially

cing the passive attitude of someone who

for the generation of digital natives, commu-

needs to be told what to do. This made sense

nicating on an equal footing and offering fre-

in the context of completing standardised

quent feedback is essential in helping them

industrial tasks, but in an economy that relies

assess their own performance and enabling

on ideas and innovation it is an obsolete and

them to identify with the organisation. But this

unhelpful mindset. Staff and management

requires a consensual, informal leadership> [GREAT SPACES UPDATE #04.3]

For communication to add real value, offices have to provide suitable areas for informal meetings. Haworth offers lounge furniture elements such as LTB, MeetYou (left) and workware (right) as individual solutions.

approach, where solutions are being sought

development are essential, and this includes

together according to clearly laid out ground

networking across departmental boundaries

rules, and employees take responsibility for

and beyond the confines of the organisation.

themselves and their performance. Giving people clear and transparent guidelines and

Social networking is changing the way busi-

objectives teaches them commercial aware-

nesses organise their workflows and this

ness. At the same time, allowing them more

will no doubt have an impact on the office

freedom and opportunities to connect means

as a workplace. Did your study come to any

they can take more responsibility for their own

conclusions how this will affect the office as

careers and professional development. This

such?

kind of emancipation is important for emplo-

Yes. The way our workplaces will look in the fu-

yees at a time when linear careers and jobs

ture is determined by many different interests.

for life are becoming a thing of the past. For

Controlling departments will examine loca-

the flexible knowledge worker, who is likely to

tions on the basis of market and manpower

be working until later in life, this means that

volumes. Property and facilities management,

subject expertise and continuing professional

under pressure to reduce costs, will adjust

[KNOWLEDGE]

space requirements to match the increasing

results in greater mobility and promotes a

mobility of the workforce, which means of-

more flexible way of working in the long term.

fice spaces and their functions will have to be

But the mobility it encourages has other bene-

redefined. Internal communications depart-

fits above and beyond more flexibility: the fre-

ments will aim to create more opportunities

quent changes of environment can also serve

for collaboration and informal encounters.

to emotionally stimulate staff in their work.

Human resources departments will strive to

The impact of the physical environment on

make workplaces more attractive for digital

staff performance and workplace satisfaction

natives and reduce inter-generational conflict.

cannot be underestimated. For employees, an

Corporate strategy departments will work

attractive office design is more important than

hard to make company identity a tangible ex-

the flexibility of their office environment. The

perience internally and externally, similar to

following questions are therefore central for

the approach used in flagship retail stores. This

effective office design: What self-image does

means offices will need to offer more aesthetic

the company and its staff want to project?

and functional incentives that promote com-

What makes an office more attractive for its

munication and concentration. Networked

users? What kind of activities take place, and

employees will be able to choose their work-

what is the proportion of communication vs.

places flexibly according to their own indivi-

concentrated, focused work? How can design

dual needs and those of their teams.

help to encourage and support these different

The current trend away from individual offices

modes?

is a first step towards achieving this goal. Office workers can use specially designed com-

What does this mean for the office furniture

munication areas or spaces for quiet, focused

of the future?

work to fit the respective task and move free-

While the offices of the past provided the

ly within the office building. Staff members

technical and professional infrastructure, to-

working in an open-plan office who want to

day these resources are readily available out-

concentrate go to a specially dedicated room;

side of the office in the form of mobile devices

those who want to talk, move to a location

and Cloud applications. In the future, the

designed for that purpose, where they wonâ&#x20AC;&#x2122;t

office will serve more as a location for nurtu-

disturb others. This simple behavioural logic

ring social ties in a stimulating atmosphere.> [GREAT SPACES UPDATE #04.3]

Flexible workspaces and locationindependent networks: Haworth’s workware range (left) is designed with today’s knowledge worker in mind. Hello lounge chair combined with workware media wall (right).

Staff members will make a conscious choice

make it easier for people to switch into the

to work in the office if it is the one place that

relevant work or conversation mode. Flexi-

helps them get in the right frame of mind for

bility and the freedom to choose how and

the work they need to do. Putting this kind

where to work create the need for patterns,

of intuitive “mood management” into practi-

symbols, rituals and role models that act as

ce will become the main challenge in office

orientation points and guides on how to or-

design. It means that architecture and interior

ganise yourself efficiently and effectively. A

design no longer serve merely functional pur-

main objective here is to breathe life into the

poses, but also need to have the desired emo-

often monotonous office context. This can be

tional effect. Designing offices on the basis of

done through an open campus-style design,

functional criteria is only one step on the way

or through variety and an appealing “non-of-

towards the New Work Order. People adjust

fice” atmosphere. What is no longer sufficient,

to their surroundings and, conversely, select

however, is simply defining a meeting room

environments which they hope will support

by means of a table and chairs. Where the

them functionally and emotionally. An office

aim is to foster creativity and interdisciplinary

environment (including the people in it) that

collaboration, you want to avoid any kind of

reflects and supports the desired mode will

“office feel”.

[KNOWLEDGE]

What role will the office have in future, when

common ground rules and values, and to use

people can effectively work anywhere?

design mechanisms and emotional tools to

Staff will be free to choose their workplace.

motivate employees, promote team spirit and

Many will work at home in order to stay close

foster a sense of belonging within a flexible

to their families or cut down on commuting

work environment.

time. Even now, depending on the size of the organisation, between 40 and 50% of office

How can the transition towards a New Work

workers already have the opportunity to work

Order be implemented in practice?

from home occasionally. But the “home office”

The best way to test the new networked cul-

has its limitations. Several surveys have shown

ture is through project work with self-orga-

that most employees don’t think of working

nising teams. Project work brings people to-

from home as the ideal arrangement. It lacks

gether across age, departmental and, in some

the informal contacts and opportunities to

cases, company boundaries. Differences in

learn from each other that happen quite natu-

individual approaches and working methods

rally in a shared office environment or even in

will become apparent, but can be smoothed

the co-working spaces that are beginning to

out in a mutual learning process. This kind of

pop up everywhere.

cross-departmental, subject-focused collabo-

The office will retain its importance as a refe-

ration has already increased significantly in the

rence point or base, but its function will have

workplace. Out of all the companies surveyed

to be redefined individually, depending on an

in the bso and Trendbüro study in 2012, just

organisation’s corporate culture and the in-

over 61% reported that routine tasks are in-

tended activities and processes. Work culture

creasingly being replaced by broader project

evolves in response to its environment. Indivi-

work. Furthermore, they also felt that project

dual workers’ behaviour is influenced by that

work was beneficial for internal knowledge

of their colleagues and by the spaces around

transfer and retention.

them. Social networking enables collaborati-

If you now take this project work onto a virtual

on beyond the physical setting. New behavi-

platform – where team members can find each

our patterns as a result of media use further

other based on experience and references,

diminish the direct effects of the environment.

organise and coordinate the work amongst

This makes it all the more important to have

themselves and use the virtual platform to> [GREAT SPACES UPDATE #04.3]

ZEITERSPARNIS DURCH SOCIAL TECHNOLOGIES AM BEISPIEL EINER DURCHSCHNITTLICHEN ARBEITSWOCHE Tätigkeiten des Wissensarbeiters

Klassischer Zeitaufwand

Schreiben und Lesen von Emails

28%

Informationen suchen und zusammentragen

Zeitgewinn durch Social Technology

19%

Interne Kommunikation und Kollaboration

14%

Funktionsspezifische Aufgaben

Total

39%

100%

Produktivitätssteigerung

7.0–8.0%

25–30%

5.5–6.5%

30–35%

3.5–5.0%

25–35%

4.0–6.0%

10–15%

20–25%

document their research, individual input and

engaged, is to have a clearly defined objective

even face-to-face meetings in chronological

that can be embraced by the whole team, or

order – then all their work remains transparent

at least makes sense from a commercial point

and accessible as a resource for future teams.

of view, as well as a clear brief and agreed

Individual

correspondence,

timeframe. Other than that, the team leader

documents and feedback loops: everything is

will need to have trust in the team members’

instantly accessible and easy to find, avoiding

ability to organise themselves and should

duplication of work and also making it easier

only interfere or intervene if there is a genuine

to find individuals with specific knowledge

crisis. This way, team members will increasin-

and subject expertise for the next project.

gly take responsibility for their own projects.

Even if individuals leave the organisation, their

When working in such flexible teams, the work

project-specific knowledge and input remains

itself does not have to take place in the office.

documented and they may even still be availa-

Nevertheless, individual rooms should be re-

ble to call upon as external team members for

served specifically for this type of free-form

a similar project. What is important here, in or-

collaborative work, or will need to be made

der to keep this kind of team motivated and

available for project team meetings or project

contributions,

[KNOWLEDGE]

spontan

geplant

KOMMUNIKATIONSINTENSITÄT

BIBLIOTHEK

SPA

SCHULE

ATELIER

GOLF-CLUB

BAUSTELLE

fokussieren

auftanken

vermitteln

gestalten

austauschen

koordinieren

Konzentrieren

Erholen

lernen

vernetzen

Kollaborieren

abschotten

spazieren

erfahren

ausprobieren

begegnen

zusammenfinden

DENKZELLE

GARTEN

SPIELPLATZ

BAR

FORUM

Left: Social software will enable companies to increase knowledge workers’ productivity by 20 to 25%, according to McKinsey.

Above: The six functional activities of knowledge workers and their emotional associations in connection with a local context.

work. We noticed that companies who make

perienced age discrimination. Interestingly,

use of social media platforms to aid communi-

not just older people are affected, but also

cation in this way are already more likely to set

younger employees. And yet, young and old in

up separate project rooms. Even “fluid teams”

particular need to learn from each other. This

with flexible work patterns need a stable base

underscores the desperate need for spatial or

that supports them in their work.

organisational concepts that can help reduce prejudice and keep knowledge within the

Will you continue to analyse and document

organisation. For this, more opportunities for

the ongoing transition? Can we expect ano-

formal and informal exchange and collabora-

ther instalment of your NWO study?

tion are needed to manage differences in age,

Today’s workforces are having to cope with a

life stage and expectations, and to overcome

deep gulf between the older and the younger

alienation. Possible solutions to these issues

generations. According to the German Fede-

will be offered by our follow-on study “The

ral Statistical Office, age is the most common

three-generation office”, which I am currently

reason for discrimination in the workplace.

working on for the bso and which is due to be

In 2010, every tenth German worker (9%) ex-

published at the Orgatec 2014. [GREAT SPACES UPDATE #04.3]

Smart and clever Intelligent construction materials for Smart Material Houses What does the city of the future look like? How will we live and work in the next few decades? How can architecture respond to issues such as climate change and globalisation? The “Smart Material Houses” project at the IBA Hamburg challenged design teams to take technological solutions addressing these questions and translate them into pioneering architectural concepts. The IBA’s Smart Material Houses illustrate different approaches to sustainability and indicate the scope of possible aesthetic responses. The pilot project showcases intelligent and innovative construction materials that enable buildings and building envelopes to respond dynamically to environmental changes.

Smart materials are intelligent materials that

improved and minimised, because energy can

are able to utilise the inherent energy in their

be derived from the immediate environment.

environment and which, in contrast to traditi-

Adaptive structures and intelligent technolo-

onal “static” materials, are designed to respond

gies are combined with smart building mate-

dynamically to different external conditions.

rials and the façade becomes an integral part

In other words, they react to physical or che-

of building services. Based on four case study

mical stimuli, such as differences in tempera-

buildings, the IBA Hamburg demonstrates how

tures or the impact of sunlight on the material.

innovative technologies can be translated into

The main focus here is of course the building

groundbreaking new architecture, but also

envelope. Using smart materials for the faça-

how traditional technologies may be reinter-

de means that energy and material flows are

preted in completely new ways. The holistic

[SUSTAINABILITY]

IBA – a laboratory of new ideas

An “energy-smart façade” that generates and stores energy all through the year makes the “Smart ist grün” building an Efficiency House Plus.

concepts of these Smart Material Houses set examples and show architects how they could adopt similar approaches in their projects, without having to lose sight of aesthetic quality and user comfort. As expected, all four examples – “Smart ist grün” by zillerplus Architekten from Munich, “BIQ” by SPLITTERWERK architects from Graz, “Soft House” by Kennedy & Violich Architecture from Boston, and “WOODCUBE” by Architekturagentur from Stuttgart –

Germany’s first IBA architectural exhibition took place in 1901 in Darmstadt. Then as now, its objective was to inspire global social, cultural and environmental trends in architecture through innovative projects and ideas. Since then, nine International Building Exhibitions have been held throughout Germany, each of them raising and addressing a wide range of different questions about the future of construction. The exhibitions not only present new developments in architecture to the general public, the city itself becomes a research laboratory and the research results become built reality. Even the famous Weißenhofsiedlung in Stuttgart was the result of an IBA exhibition. In 1957, meanwhile, the “Interbau” exhibition in West Berlin was the organisational starting point for the redevelopment of the Hansa-Viertel area, following the devastations of the war. And from 1989, architects and planners spent ten years rejuvenating the derelict post-industrial sites of the Ruhr region for the IBA Emscher Park. Now, in 2013, following seven years of planning and construction, Hamburg celebrated its IBA presentation year under the headline “Stadt neu bauen”. From March until November, the city presented the results in the form of 60 projects. And, although the presentation year has now officially ended, its projects will remain.

focus strongly on the building envelope. But > [GREAT SPACES UPDATE #04.3]

The balconies are designed as gardens and are interspersed with trellis elements for climbing plants.

what really makes the Smart Material Houses

energy-generating south façade – has several

into such clever and innovative buildings are

layers that all interact with their natural, con-

the individual approaches to building service

stantly changing environment. The balconies

engineering – the energy pathways.

are designed as gardens and are interspersed with trellis elements for climbing plants. In

“Smart ist Grün”: the warming curtain

the summer, these provide a natural screen to

An “energy-smart façade” that generates and

shade the exposed south-facing balconies and

stores energy all through the year makes the

prevent overheating of the flats that lie be-

“Smart ist grün” building, designed by ziller-

hind. All external walls are superinsulated and

plus architects and urban designers, Munich,

all windows triple-glazed. Inside the building,

an Efficiency House Plus – a building that

innovative PCM curtains serve as an additional

is capable of generating more energy than

heating source. They are specially developed

its residents use. The façade – especially the

prototypes that are being piloted here at the

[SUSTAINABILITY]

tank. Any surplus heat from the solar thermal facility is stored here and maintained at the right temperature for the underfloor heating. If there is a significant excess of solar energy this is fed into the local power grid, which in turn guarantees continuity of heating supply, especially if there is a prolonged stretch of cold weather. Both the exterior cladding and the roof are fitted with photovoltaic panels that generate electricity as well as solar thermal collectors to generate hot water. Even the floorplans of the “Smart ist Grün” building are innovative: the Inside the building, innovative PCM curtains serve as an additional solarpowered light and heat source.

building shell was constructed independently of the internal layouts, so all apartments can be individually configured and adapted to match their residents’ preferences and chan-

IBA Hamburg. PCM stands for Phase Change

ging lifestyles.

Material – a substance that is in constant flux between liquid and solidified state, releasing

“BIQ”: a façade with Bio IQ

latent heat in the process. The principle is the

BIQ stands for “Bio Intelligence Quotient” and

same as the one used in pocket hand warmers

is the name of the first building in the world

that absorb heat when immersed in boiling

with a bioreactor façade. The glass elements

water and then release it when activated, as

that make up its “bio skin” are used to cultiva-

the material inside solidifies again. In the case

te microalgae, which are then processed into

of the PCM curtains, the material absorbs solar

biofuel, as well as regulating light and shade.

energy to be released later on. PCM technolo-

The algae façade consists of 130 transparent

gy was also used for the building’s central hea-

glass elements containing a controlled envi-

ting storage tank, allowing its volume to be

ronment for photosynthesis – so-called pho-

reduced to half that of a conventional storage

tobioreactors (PBR). On the inside of these> [GREAT SPACES UPDATE #04.3]

glass containers, microalgae thrive within an aqueous growth medium. The microscopic plants receive a continuous supply of carbon dioxide, nitrogen and phosphor – the nutrients they need to perform photosynthesis. As they grow, the algae therefore capture carbon and produce biomass, which can be converted into biogas to be used as fuel. The algae are harvested periodically and stored in the building’s tank system before being converted into biogas and, ultimately, heating energy and electricity – thereby releasing carbon dioxide, which is once again used to feed the next generation of algae. A continuous cycle! Furthermore, the outward-facing side of the photobioreactors has two glass panes that are

BIQ stands for “Bio Intelligence Quotient” and is the name of the first building in the world with a bioreactor façade.

glued together, with photovoltaic modules on the outer pane. So the façade also generates instant energy from any sunlight not used by

gy control centre and monitoring station ma-

the algae. With the help of the hybrid functio-

nages the bioreactor façade and controls the

nalities of its algae façade, the BIQ combines

distribution and storage of the various energy

a multitude of efficient and renewable energy

flows. The BIQ’s space-efficient façade techno-

systems in one sustainable cycle: solar-ther-

logy makes the concept perfectly suitable for

mal, geothermal, biomass generation for con-

an urban setting and means that it could be

version into biogas, a condensing boiler and

of interest not only for residential but also for

small-scale cogeneration. Alongside its inno-

office developments. Furthermore, its photo-

vative functionalities, the façade also still per-

bioreactor technology could activate a subs-

forms all the functions of a conventional faça-

tantial renewable energy potential if utilised

de: protection against the elements, shading

on the façades or roof spaces of industrial de-

and sound insulation. The building’s own ener-

velopments. The larger the area available for>

[SUSTAINABILITY]

The blurring of boundaries between living and working calls for more adaptable living spaces and flexible layouts for the homes of the future. Two of the fifteen apartments in the BIQ building have no separate rooms, but allow residents to choose the layout of their homes “on demand”: individual functions can be “patched in” as needed and added to a “neutral zone”.

[GREAT SPACES UPDATE #04.3]

this kind of bioreactor “cladding”, and the more intense the sunlight, the higher the biomass yield and the amount of energy generated. “Woodcube”: it doesn’t have to be high-tech Future technologies in timber engineering and new interpretations of traditional approaches are all demonstrated impressively in the “Woodcube” by Stuttgart-based architects Architekturagentur. The 5-storey apartment building is made almost exclusively from wood using neither glue nor any kind of protective coating. Wooden balcony slabs jutting out from the untreated, naturally ageing timber façade give the building a striking and very modern appearance. On the inside, too, the timber materials are left untreated and

The 5-storey apartment building is made almost exclusively from wood using neither glue nor any kind of protective coating.

exposed. In a groundbreaking move, all walls surrounding the staircase and elevator shaft at the core of the building – the only concre-

heating are generated from carbon-neutral

te structure – are made from solid wood, wit-

renewable sources. As a result of its natural,

hout the use of laminates or adhesives. Only

single-material construction, the building

simple wooden dowels were used in their

achieves energy values that are comparable

construction. The 32-centimetre-thick timber

to those of a Passivhaus.

walls carry the structural load of the building as well as offering excellent natural insulation.

“Soft House”: flexible wave

The objective was to create a building that ge-

Kennedy & Violich’s “Soft House” makes intel-

nerates zero greenhouse gas emissions over

ligent use of the sun by virtue of its flexible

its entire lifecycle and is 100 per cent recycla-

and dynamic textile cladding. Its solid wood

ble at the end of its design life. Electricity and

structure, meanwhile, makes it a model of sus-

[SUSTAINABILITY]

Kennedy & Violich’s “Soft House” makes intelligent use of the sun by virtue of its flexible and dynamic textile cladding. Its solid wood structure, meanwhile, makes it a model of sustainable construction.

tainable construction. Being soft and flexible,

a natural finish on the inside of the building,

the textile membrane façade on the south side

creating bright and friendly homes that are

of the building turns towards the light – like a

connected across all levels. Moveable, translu-

sunflower following the sun – thereby maximi-

cent curtains are used inside the apartments,

sing solar gain for the photovoltaic cells integ-

allowing the generous interior spaces to be

rated in the membrane. At the same time, the

configured flexibly in whichever way desired.

soft cladding casts shade in the summer, while

Furthermore, the electricity generated by the

minimising energy loss and allowing light to

membrane façade on the outside of the buil-

penetrate deep into the apartments during

ding is fed directly into these curtains, which

the winter months. The timber construction,

are embedded with LEDs to provide an additi-

which was built to Passivhaus standard, retains

onal light source within the apartments. [GREAT SPACES UPDATE #04.3]

Published by: Haworth GmbH Communication Center Am Deisterbahnhof 6 31848 Bad Münder Germany Telephone +49 5042 501 0 Fax +49 5042 501 200 www.haworth.de info.haworth.de@haworth.com Editor in chief: Michael Mattern (responsible for content) Telephone +49 5052 501-224, michael.mattern@haworth.com Production and project management: Konradin Relations GmbH, Leinfelden-Echterdingen Internet: www.konradin-relations.de Jennifer Bühling, jennifer.buehling@konradin.de Copywriting, editing, project management and design : Iris Darstein-Ebner, id@architekturkontext.de Translation: EUROCAT Translations Picture credits: Pages 4-11, 14 - 21, 28 and 30 © Haworth GmbH Page 12: © Dexina AG Page 23: © Birgit Gebhardt Pages 24, 26, 27 and 33: © Trendbüro Page 32: © Grafik Trendbüro, Quelle McKinsey Pages 35, 40 and 41: © IBA Hamburg GmbH, Bernadette Grimmenstein Page 36 © IBA Hamburg GmbH, Martin Kunze Page 37 © Markus Lanz, PK Odessa Pages 38 and 39 © Otto Wulff Bauunternehmung GmbH All rights reserved. No part of this publication may be reproduced in any form without prior written permission from the editor and the publisher.