LOOK INSIDE: Design for a Radically Changing World

CONTENTS DESIGN FOR A RADICALLY CHANGING WORLD™

2

4

56

introduction

Chapter four

A New Chapter in Design

climate change

14

76

Chapter one

Chapter five

the Crisis Multiplier

Social and racial justice

24

98

Chapter two

Chapter six

design transformation

global and local

36

118

Chapter three

Chapter seven

reclaiming the Human experience

health and wellness

136

228

Chapter eight

CONCLUSION

the future of work

the future of design

162

234

Chapter nine

afterword

the future of lifestyle

Design Leadership at Gensler

184 Chapter ten

the future of mobility

204 Chapter eleven

the future of Cities

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4

INTRODUCTION A New Chapter in Design

It was a sunny spring day when we landed in Tokyo. Just a week prior, we had been in San Francisco for a variety of leadership meetings. Throughout the two decades of our partnership as co-CEOs who live 3,000 miles apart, in Los Angeles and Washington, D.C., we have learned to make the most of the times when we are together in person. This was one such opportunity. After the first leg of our two-week whirlwind trip, we flew to Japan to meet with Gensler leaders in Asia. As we rolled through the city streets in a taxi, tired from the intensity of the past week, we started talking about our expectations and excitement about the next few days. Looking back, it was that conversation that began our journey toward writing this book.

Many people say they do their best thinking away from their regular daily activities, and that was probably the catalyst for us as well. Being in that cab, on that day, and in that place, put us in a zone where we both could see the impact our firm was having across cities all over the world more clearly than ever. We experienced a shared “eureka” moment about Gensler’s purpose and the purpose of design, and we had to try to capture it in writing.

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DESIGNING FOR IMPACT Too often, the idea of design is limited to aesthetics. Design, however, is about impact.

It creates the buildings and spaces in which we live, which shape us in profound ways. They are the backdrop against which we play out the stories of our lives. Everything in life happens in a place, and the design of each place can make those experiences beautiful and positive, or degrading and negative.

It’s impossible to separate the most meaningful moments of life from the spaces in which those moments occur. And today, more people are living in cities than anywhere else on the planet. Cities are complex, and the impacts of any single issue can affect tens of millions of

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people. We urgently need to redesign our cities, rethink how people connect, and address mobility problems, climate change, infrastructure, and housing.

To meet this moment, we believe we are witnessing and experiencing the beginning of a new chapter in design, one that reflects humanity’s broader worldview. Design is more than a luxury; design is for everyone. Design is not just for times of stability and abundance.

On the contrary, it is a valuable resource during challenging times. Great design results in creative, long-term solutions that can be scaled for a global impact while still resonating at a local level.

As a discipline, design is also a problem solver. We believe that it can play a critical role in

INTRODUCTION A New Chapter in Design

tackling complex challenges, from social injustice to climate change, war, and health crises. With systems thinking and people-first compassion, design can make sense of complex and intangible inputs to form outcomes with enduring impact.

This is the role of design. We knew that day in Tokyo that it was time to share this emerging future reality.

That pivotal taxi ride happened in March 2019.

We could never have known then that one year later, the COVID-19 pandemic would bring life as we knew it to a halt. As the effects of COVID devastated our cities, all of our prior realizations about their vulnerability came true. From publictransit deficiencies, to housing affordability and homelessness challenges, to workplace concerns and the need for better live-work and mixed-use spaces, many of the issues that Gensler had already been examining for more than a decade were suddenly and acutely putting cities at risk.

We knew that design had to rise to the challenge, helping to revitalize our urban areas, improve human health, and elevate how people live, work, and play.

But COVID was only one of the crises that would arise over the next two years. The pandemic was a wake-up call for climate change, as our collective attention on health and wellness gave way to a new focus on the health of our planet. In addition, we saw the world grappling with social justice inequities, geopolitical conflict, supply chain disruption, and dramatic economic volatility, all of which changed the context and complexity of finding solutions.

As we were conceiving this book, each successive crisis represented a chance for us to write a slightly different version of our story, but none felt like the right version. Then, as the world’s crises continued to multiply, we had our second “eureka” moment. We

recognized a paradigm shift in the way we understand and approach crises. Our world today is characterized not by an occasional single crisis and recovery, but rather by multiple overlapping crises—a phenomenon that we now call the crisis multiplier.

The team of leaders who have held the reins at Gensler over the past 25 years have experienced many crises. Our view has always been that we find strength by embracing positive change for the future. Doing so has meant having unwavering openness to organizational transformation and sometimes making short-term personal and meaningful sacrifices. These transformations have led to opening new locations, offering new types of services, leveraging new design innovations and technologies, and pursuing different opportunities, while always focusing on deepening our client relationships.

The pandemic was a wake-up call for climate change, as our collective attention on health and wellness gave way to a new focus on the health of our planet.

The rapid transformations brought about by the crisis multiplier have required more risk and more client focus than ever before. Despite these challenges, from 2020 to 2023 our firm not only exceeded financial milestones but also, and more important, impacted millions of lives through our projects and built our brand into a global go-to design resource. The experience of leading through adversity and designing in times of radical change is the story of this book.

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WHERe We sTARTED

As a young girl in Chicago, where architecture is part of the city’s heartbeat, Diane knew early on what she wanted to be when she grew up.

Building things with bricks—of both the LEGO and the real variety—and constructing elaborate Barbie houses with her sister were daily diversions for the young designer. Diane’s mother, a trained artist, created a home life that was grounded in creativity, art, and music. At eight years old, Diane discovered Architectural Record magazine among the issues of Whole Earth Catalog, National Geographic, and books on art, impressionism, and furniture design that filled her family’s household. “I want to do that,” she thought, looking through the beautiful buildings in the magazine pages. Her interest in architecture only grew from there. As she once joked at a Gensler fireside chat with her colleagues, “I would take my Arch Record magazine and my licorice candy stash to our basement shelter when a tornado was coming.”

Although most of her high school friends planned to go to colleges in the Midwest, Diane’s French horn teacher, Helen Kotas Hirsch, urged her to step outside her comfort zone and attend MIT instead. Mrs. Hirsch, as the first woman to be the lead brass instrumentalist for any symphony in the world, knew what it meant to break through barriers. She encouraged Diane to be bold and to strive for the best.

Diane attended MIT as one of only 80 women, and one of 25 Black students, in her class of 1,000. After completing her undergraduate degree in architecture at MIT, she received her MBA from UCLA. Returning to her hometown of Chicago, Diane began her architecture career at Skidmore, Owings & Merrill before moving on to A. Epstein and Sons.

Interested in understanding the “owner” side of things, Diane also spent a few years in real estate development at the firm Olympia & York, the developer of the World Financial Center in New York and Canary Wharf in London. Diane’s multidisciplinary career journey allowed her to explore both the inside and the outside of building design, as well as real estate and business management.

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INTRODUCTION A New Chapter in Design

Diane eventually put down her roots at Gensler as leader of the Washington, D.C., office.

All of her prior experiences came together perfectly in the role of managing director of a design and architecture practice—joining Gensler was the most meaningful turning point of Diane’s career. From its signature leadership in workplace design to its entrepreneurial culture, the firm offered her the opportunity to be part of a bigger mission and purpose. Through her focus on strategy, design, brand, and master planning, Diane grew the office and region while becoming an influential leader in the firm. When Art Gensler asked Diane to be co-CEO in 2005, she became the first Black architect to lead a large global architecture firm and, according to the online magazine Dezeen, one of only a very small group of women in leadership of the most influential design firms in the world.

Andy loved sketching and building models from sugar cubes and balsa wood from the earliest days of his childhood. The grandson of Jewish immigrants from Russia, he spent his youth working at Cohen’s Dairy, a cheese store opened by his grandfather in the early 1900s. Running the business was a family affair; Andy’s father, Jerry Cohen, also worked there as a child and later, after returning from World War II and serving at D-Day, took over the store from his parents. In keeping with tradition, Jerry brought five-year-old Andy into the fold, expecting that someday his young son might run the shop, as he had.

Those formative years in the store on the Lower East Side of Manhattan instilled in Andy a deep appreciation for the diversity of people’s individual personalities and needs. Customers and employees came from many different cultures, language backgrounds, and ethnicities; interacting with them equipped Andy with the values and interpersonal skills that would serve him for years to come. At the same time, Andy’s interest in design and the built environment continued to grow, and by high school, he knew he wanted to be an architect and designer, with

the ability to make a difference in the world. He applied and was accepted to Pratt Institute in Brooklyn, New York, to be close to his family and continue to work at the store.

As Andy learned and grew at Pratt, on track to become the first college-educated male in his family, his father was diagnosed with terminal lung cancer. The two of them had a serious discussion about Andy’s future— whether he should leave school to run the dairy store or continue along his path toward design and architecture. Ultimately, Jerry told him something that changed Andy’s life forever: “Son, you love design,” he said. “Go follow your passions, follow your dreams, because if you do what you love, you will always be totally fulfilled and successful in your life.”

Jerry passed away during Andy’s junior year of college, after a long, hard battle with cancer. Andy and his mother, Bea, closed the family store after 75 years and three generations, knowing they were honoring Jerry’s final wishes.

Andy graduated from Pratt and interviewed at a small, start-up design firm in Los Angeles called Gensler and Associates. He knew he had found a professional home that would support him, encourage his passions, and allow him to spread his creative wings.

Andy thrived in Gensler’s entrepreneurial culture. In 1985, at age 30, he became the youngest principal in the firm’s history. His career flourished as he was mentored by Ed Friedrichs and Art Gensler, who impressed upon him the importance of deep relationships with clients, world-class design, and the firm’s unique “one-firm firm” culture. In 1993, he was promoted to lead the Los Angeles office. Andy worked closely with Gensler’s leadership to craft an initial vision of the firm, defining Gensler’s mission and purpose to make a difference in the world.

Andy led the design of some of the most highly lauded workplace and architecture projects at the time. He also launched several of the firm’s core practice areas, including aviation, hospitality, entertainment, urban planning, and mixed use. As of 2024, Andy has been at Gensler—the place where he spent his entire architecture career—for 43 years.

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A NEW GENERATION OF LEADERSHIP In 2005, Art Gensler asked us to follow in his footsteps as co-CEOs of the firm. Our shared drive and vision, along with our complementary experiences and skills, exemplified Gensler’s unique potential. Now in our 19th year as co-CEOs, we continue to be energized by the amazing talent, accomplishments, and determined optimism of the global Gensler team.

At the time, there could not—and should not—have been a single leader to fill the shoes of our founder, Art Gensler. There is, and always will be, only one Art. The concept of a dynamic partnership taking the reins was the right strategic move for the firm’s next chapter, and Gensler’s leadership and governance transition was seamless.

A spirit of collaboration and an entrepreneurial culture have always been central to the firm’s mission and vision. We call this unique culture our one-firm firm philosophy.

Most of our offices, practice areas, and studios at the time were already led by two or more people. Through experience, we have found that a collaborative co-leadership model allows people to build on and bolster each other’s key skills. It also fits perfectly into Gensler’s flat, nonhierarchical structure—one in which every person is called on to be a leader, to take ownership and responsibility, and to embody a

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founder’s mentality, staying laser focused on our firm’s core principles and mission, even as we grow and expand through our “constellation of stars” philosophy.

We believe in leveraging people’s “aces and spaces,” meaning we pair leaders with reciprocal strengths while also celebrating our unique and different skills. By assembling a diverse group of people with different perspectives, experiences, and areas of expertise, we amplify our firm’s innovation and strategic thinking. When people’s unique passions coalesce, creative sparks fly.

The equation of collaborative leadership that has defined Gensler’s growth and success is 1 + 1 = 5.

A spirit of collaboration and an entrepreneurial culture have always been central to the firm’s mission and vision.

Through collaborative leadership, we can achieve more than we have ever thought possible.

Together, we are tenacious and hold a profound belief in the transformative power of design. This is the ethos that underpins every decision we and Gensler’s leadership team have made. Our purpose as a firm and as leaders in the design industry has never been more evident: Creating a Better World Through the Power of Design.

inTRodUction A NEw ChapTEr IN DESIgN

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Gensler Growth Over time The firm’s geographic distribution over time, scaled by gross revenue

north america northwest

north america north central

OaklanD

Chicago

Boston

PortlanD

Detroit

Morristown

San Francisco

La Crosse

New York

San Jose

Minneapolis

Toronto

latin america

north america northeast

north america south central

bangkok

san josÉ, Costa Rica

mumbai Singapore Sydney Tokyo

Berlin

north america southeast

Birmingham

Austin

Atlanta

LonDon

Dallas

Baltimore

Munich

Denver

Houston

Charlotte

Paris

Las Vegas

nashville

Los Angeles

San Antonio

north america southwest

greater China Beijing Hong Kong Shanghai

Miami PhilaDelphia

middle east

Raleigh

Newport Beach San Diego

firmwide

Abu Dhabi

tampa Washington, D.C.

Phoenix

Dubai riyaDh

GENSLER FOUNDED

oil shock recession

1965

1973

1970 $1.0M

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bangalore

Mexico City

Europe

Seattle Vancouver

asia pacific

BogotÁ

1975 $3.4M

Savings & Loan Crisis

energy crisis recession

1990

1980

1980 $18.0M

1985 $39.7M

1990 $76.1M

INTRODUCTION A New Chapter in Design

$2 Billion in revenue 2024

covid-19 2020

$1.5b

$1b

great recession 2008–2009

9/11 & dot-com bubble

$500M

2001

1995 $89.1M

2000 $276.9M

2005 $330.8M

2010 $461.6M

2015 $1.074B

2020 $1.549B

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The design industry has an enormous opportunity to address the crises we face— but only if we’re willing to use our innate creativity and problem-solving abilities to think bigger. Global challenges demand bold new solutions, increasing both the rate of innovation and the speed to market of new ideas. We must transform the design industry to meet this moment. Design processes—and outcomes— must continuously evolve to create the bold, innovative solutions that our cities, and communities, need to thrive.

chapter tWO DESIGN tRANSFORMAtION

Humans have existed on Earth for more than six million years, yet many drivers of design have changed very little. Human nature and biology have remained relatively constant. Our physical and social needs have played a large part in the design of human habitations for millennia, dictating everything from the size of doors and height of ceilings to the configuration of private and common spaces. The need for shelter from the elements, access to clean water, and protection from external threats is universal.

These design considerations have passed from generation to generation, as evidenced by the excavations of ancient places. The first known building codes, which go all the way back to ancient Babylon, focused on structural soundness, carrying penalties as severe as capital punishment for builders who failed to comply. These codes and norms have evolved over time, often slowly, and often in direct response to past crises. Historically, as cooking facilities moved indoors and fireplaces grew prevalent in cold climates, fire became a major threat to building safety. In fact, many cities, including London, Paris, New York, and Chicago, suffered catastrophic blazes before fire prevention and suppression became a reliable part of building design.

Similarly, earthquake safety is a concern in many cities, and enhanced structural regulations now save millions of lives.

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Interactive plaza at AT&T Discovery District, Dallas

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chapter three reclaiming the human experience

Today, with most of our pandemic-era precautions rolled back and in-person interactions returning to their normal rhythms, we are all exploring what aspects of hybrid life still suit us. This presents an interesting challenge for designers, whose work traditionally deals with the physical realm. We find ourselves in a moment of unprecedented change, but one thing is certain: today, people place a higher premium than ever before on experience.

Our charge as designers, then, is to create places and spaces of all kinds that welcome, engage, immerse, and delight all the people who use them.

today, people place a higher premium than ever before on experience.

We are keenly attuned to the transformative ways in which physical spaces shape experience.

We also realize that we have more choices than ever before about how we live, work, collaborate, and connect with our communities.

We want to harness that power of choice by spending our time in environments that make us more productive, more social, and more inspired. To create compelling places, designers must anticipate people’s needs, tap into their emotions, and engage their senses. Doing so requires holistic, people-centered design that evokes strong emotions, promotes health and safety, and builds connections between people and communities.

Humans are hardwired for connection.

The sudden isolation we all faced during the pandemic underscored this biological need, as well as the grave consequences that ensue when we are deprived of in-person interactions with others. In 2022, the World Health Organization reported on the ways in which the pandemic is affecting mental health. “Plenty of us became more anxious; but for some, COVID-19 has

sparked or amplified much more serious mental health problems. A great number of people have reported psychological distress and symptoms of depression, anxiety, or post-traumatic stress.

And there have been worrying signs of more widespread suicidal thoughts and behaviors.”

Similarly, the Pakistan Journal of Medical Sciences reported on the vital need for social connection among humans. “Whilst internetbased media and applications such as Zoom, Skype, WhatsApp, and FaceTime may allow for social interactions to continue, they do not replace the need for in-person human contact.”

And a 2022 New York Times piece speaks to the “epidemic of loneliness” that has plagued Americans even before the pandemic. According to the Times, United States Surgeon General Vivek Murthy placed the blame for this so-called epidemic on the “accelerated pace of life and the spread of technology into all of our social interactions.” With this acceleration, he said, “efficiency and convenience have ‘edged out’ the time-consuming messiness of real relationships.

The result is a public health crisis on the scale of the opioid epidemic or obesity.”

RECLAIMING CONNECTED LIVING The remedy for all these problems is, of course, to bring people together again in community with one another. Humans innately embrace safety in numbers; even if we are not doing things directly with other people, knowing that they are sharing space with us feels comforting. Our deep desire to live a connected life is the driving force behind our recovery from the pandemic and a reminder of the true impact of the built environment.

The benefits of living in community, to both our physical and our mental well-being, are remarkable. Dozens of studies have shown that people who have satisfying relationships with family, friends, and their community are happier, have fewer health problems, and live longer.

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The Lighthouse, south san francisco, calif. | Alexandria Real Estate Equities, Inc. | ILFI Zero Energy Ready, Mass timber

first united bank, fredericksburg, texas Net Zero Energy, first full mass timber project in Texas

under armour global headquarters, baltimore Net Zero Energy, Mass timber

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chapter four climate change

nvidia headquarters, santa clara, calif.

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Gensler

VOICES How Can We Inspire a Pipeline of Diverse Talent?

JEAN ANDERSON Global Design Synergy Community Co-Leader Our industry must reflect the diversity of the communities in which we work. The pipeline of diverse talent coming out of colleges and universities is laudable, but it is not nearly enough. We must take immediate action to introduce more young people to our profession.

The most effective way to increase the pipeline of diverse talent is to engage with students much earlier in their academic careers, specifically in middle school and high school.

These bright, young, creative minds deserve committed mentors from the design industry who can unlock opportunities that allow them to engage with design professionals from different cultures and backgrounds.

The consistent engagement of mentorship early in a young person’s life, plus complete demographic transparency in the form of ESG or demographics reports, is critical for expanding the pipeline of diverse talent. It may take many years to realize the benefits of these actions, so the best time to get started is right now.

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What Is Design’s Role in Social Justice?

JESSICA GARCÍA Co-Managing Director, Costa Rica It is essential for architects, designers, and policymakers to consider the needs of all users, particularly women, in their work to create equitable and inclusive places. Architecture and design have the power to shape human experiences by promoting inclusivity. The design of public spaces, office and retail buildings, and transportation systems has a tremendous effect on the level of accessibility and safety for all users, many of which are small details that go unseen by most. Public spaces with safety and accessibility as a design priority, such as public park restrooms that feature ample lighting, open space, and proper ventilation, improve mobility and freedom.

Similarly, well-designed work environments that feature a variety of ergonomic furniture for different body types, ample spacing between workstations to improve mobility throughout the office, and equitable facilities can help reduce bias and promote a level playing field for all employees.

chapter fIVE SOCIAL AND RACIAL JUStICE

Leadership for Design Equity JASON PUGH Global Director of Diversity, Equity, and Inclusion Gensler celebrates diversity of thought, diversity of backgrounds, diversity of lived experiences.

Diversity is deeply rooted in our core values and remains a key differentiator of our design excellence. Working closely with Diane and Andy, we recognize the power of collaborating with people from all walks of life, as well as the importance of bringing diverse voices to the table to effectively advocate for meaningful, lasting change.

In the summer of 2020, the U.S. experienced a tidal shift and racial awakening following the murder of George Floyd. Gensler responded with concrete actions, all of which focus on creating opportunities for the Black community, indigenous groups, people of color, and other marginalized and underserved individuals across the world.

Having proudly served as the 2021–2022 National President of the National Organization of Minority Architects (NOMA), I’ve worked hard to engage many other firms and organizations to advance DEI-focused programs and

initiatives across the building industry. Most of our partners are truly committed to NOMA’s mission and understand the challenges and opportunities that lie ahead. Yet there are others, unfortunately, who are simply trying to check a box and are not ready to roll up their sleeves and commit to doing the hard work.

Having sat at both ends of the table, I’m proud of the leadership Gensler is providing in this space, as well as our public commitments to increasing the recruitment, retention, and advancement of underrepresented professionals in the design industry.

Collectively, these initiatives build upon our inclusive people-first philosophy and enable us to take a nuanced approach to impact.

As a global firm, we intentionally stress the importance of being local first. This means connecting with our communities, developing a deep understanding of each neighborhood’s unique challenges, and addressing those challenges through the power of design in ways that better serve the human experience.

From partnering with our clients in designing equitable spaces to creating opportunities in our industry for diverse talent, we are making measurable progress on all fronts and continue to take action to create purposeful, inclusive, and resilient spaces for all.

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changi airport terminal 2, singapore

centro de convenciones de costa rica, San José, costa rica

microsoft ireland, dublin

GCHQ – Government Communications Headquarters, england

jw marriott hotel, shanghai

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chapter six global and local

coex mall, seoul, south korea | Renovation and transformation of Asia’s largest underground retail center

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burj alshaya four seasons, Kuwait City

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chapter six global and local

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parkspace, Austin, Texas | dEsigned to help residents maintain social distance while enjoying the beauty of the outdoors

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chapter seven Health and Wellness

Community health and urban design have always been connected. Urban planning is primarily about the design of systems, and the health of city residents has historically been intrinsically bound to the practice of urban planning. A search for solutions to the cholera outbreaks in London in the early 19th century led to improvements in sanitation. Tuberculosis in New York in the early 20th century spurred improvements in housing regulations and public transit. SARS in Asia led to upgrades in medical infrastructure and systems to monitor and map disease. Epidemics have long shaped city life. The opportunity we now face is to use what we’ve learned to improve human health in the post-COVID era, and to design cities and buildings that are resilient in the face of future health crises.

OPPORtUNItIES FOR DESIGN Evolutions in technology, and the effect of broader consumer culture on the health-andwellness industry, are driving rapid change in how we interact with and receive healthcare. Widely distributed healthcare networks will impact how people access services. Drop-in clinics, virtual doctor visits, and community-based wellness offices are becoming ubiquitous, with potential to eventually replace hospitals or traditional doctors’ offices. In these facilities, lobbies and waiting rooms can be reimagined as active health-andwellness concourses. We can create places where the community can access medical advice, participate in classes, or connect with other patients for support. Design can help make the patient experience more customized, informative, and humane.

The world’s population is also living longer, creating new strains on, and opportunities for, our global healthcare systems as increased longevity changes not only the way we need to deliver and receive care but also how we think

Design can help make the patient experience more customized, informative, and humane. about the future of living, and working, through the lens of an aging population. “Today, adults over 60 are returning to education, seeking new experiences, working beyond legacy retirement age, and are more in tune with the digital world,” notes a 2023 report from the Gensler Research Institute. And not only are older adults changing their approach to working, education, and experience, they are also changing their expectations about living, creating shifts in senior living and new residential approaches to aging in place.

A focus on health and wellness must ultimately permeate discussions about all the places where we spend our lives. The EPA finds that Americans spend about 90 percent of their time indoors—and the design of these indoor spaces has direct implications for our health. Pandemic health and safety considerations required a level of space and isolation that substantially detracted from the human experience.

Of all the time we spend indoors, for many of us, much of that waking time is spent working.

What a healthy workplace should look like is an area ripe for design exploration. During the height of the pandemic, our designers were helping clients solve for social-distancing requirements, improving air filtration and HVAC systems, and finding space for routine COVID screenings of employees. From the effect of daylight on mental health to the impact of air quality on the respiratory system, the benefits of features like operable windows, indoor-outdoor meeting spaces, and advanced air filtration systems are well documented. But the rapid pace of technological advancement during the pandemic

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The COVID Pandemic was a Hit to Collaboration.

As We Emerge, Workers are Collaborating, Learning, and Socializing More.

How U.S. Office Workers Spend Their Time by Work Mode in Each Year

working alone

54%

45%

50%

34%

39% 47%

53%

43% 42% collaborating

24%

44% 43%

43%

36%

9%*

12%

9% socializing learning

8%

5%

5%

6%

5%

4% 3%

6%

5%

5%

2013

2016

2019

2020 (JANUARY)

2020 (MAY)

11%

10%

2021

2022

People Working From Home Full-Time During the Pandemic Spent Dramatically Less Time Collaborating Than Those Working From the Office How time by work mode compared for workers at home vs. in the office in the summer of 2020

4% learning

6% learning

6% socializing

5% socializing

47% collaborating

Working From the Office (Full- or Part-Time)

43% working alone

source: Gensler U.S. Workplace Surveys * 2013 surveys asked “other” as an additional response, which was removed in later surveys.

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27% collaborating

Working From Home (Full-Time)

62% working alone

chapter eight the Future of Work

Workplace design has not, however, always managed to keep pace with the changing needs and expectations of workers. Workers today have more choice, autonomy, and variety in work settings than ever, but economic pressures and a drive toward universal design solutions also mean workers today are likely working in denser, more open environments than their past counterparts.

As late as 2019, the Urban Land Institute reported that employers were allotting just 151 square feet of workspace per employee, down from 225 square feet at the beginning of the decade.

Much of this drive toward densification and open plans was in service of greater organizational collaboration and innovation. The downside, as the Gensler Research Institute’s ongoing studies have also illuminated, was unintended but negative impacts on workers’ ability to focus and find privacy in modern work environments. In our last Workplace Survey conducted pre-pandemic, data showed that the effectiveness of the workplace was already beginning to decline—and in our most recent 2023 data, these declines persisted, particularly in terms of workers’ ability to focus and collaborate with others virtually.

At its core, the future of workplace design is about people.

Workplace-related assumptions used to include fixed ideas about location: most knowledge workers spent their days in an office or some sort of other business environment—not at home, not in coworking spaces, and certainly not moving around as digital nomads. Today, the concept of the workplace has expanded

dramatically, vastly increasing the number of variables being considered in workplace design.

While these shifts present a challenge, they are also fueling design innovation and accelerating the pace of workplace advances to an extent that we haven’t seen for decades. Today, our workplace designers and strategists are focused on understanding where the most effective places are for people to work and how the design of those places affects businesses and their employees.

At its core, the future of workplace design is about people. By taking a human-centered approach to design—and by bringing a diversity of voices and perspectives to the process—we can push offices to new heights, equipping workers to excel, organizations to succeed, and the workplace to remain relevant for years to come.

OPPORtUNItIES FOR DESIGN For more than 15 years, Gensler has studied workplace needs and behavior. And even pre-COVID, the pitfalls of a one-size-fits-all approach to the workplace were becoming apparent. We started to see less differentiation in environment, regardless of the user’s role or responsibilities. Workers spent their days looking at one screen, whether their tasks were collaborative or individual. Too few workers had access to spaces offering privacy, peace, and quiet, even when their jobs required intense focus or discretion. And teams that needed big rooms for group brainstorming were finding existing conference areas ill-suited to their needs.

Research—including the ongoing Gensler Workplace Surveys—showed that as of 2019, people were finding their workplaces to be

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nvidia headquarters, santa clara, calif.

The built-to-suit campus was designed around the circulation and movement of NVIDIA’s 2,500+ employees.

chapter eight the future of work

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the westin denver international airport & transit center, denver 500-key hotel with commuter rail

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chapter nine the future of lifestyle

hard rock integrated resort, athens, greece | 1,100-key hotel and casino

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The Westin Denver International Airport & Transit Center, Denver 500-key hotel with commuter rail

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chapter tEN the Future of Mobility

Gensler City Pulse 2022 Urban Mobility Report found that during COVID, e-bike sales grew by 190 percent, bicycle sales increased by 120 percent, and e-scooter sales jumped by 61.2 percent. By promoting multimodal transportation—public transit working in concert with electric cars, autonomous vehicles, and micromobility services like e-bikes—we can increase the liveliness and density of cities while still preserving the sense of community we treasured during the most difficult periods of the pandemic. Some cities are already making permanent changes to support new modes of transportation. Tel Aviv, for example, plans to double bike paths in the city by 2025, to cover more than 200 miles—a move that will address traffic, pollution, and convenience at once.

Even the private sector is seeing the benefits of embracing micromobility. Industry leaders like SAP and Microsoft are adding shower facilities and bike storage rooms and even investing in their own fleets of electronic scooters. These scooters are ideal tools for navigating a work campus, commuting through a 20-minute neighborhood, or bridging the first and last mile between riders’ homes and the nearest transit stop.

For the first time since the gas-powered automobile was invented, a fossil-free mobility future is within reach. In the near term, gas-guzzling cars will no longer be people’s go-to transportation selection—and rightfully so, for car owners use their vehicles, on average, only 5 percent of the time. The rest of the time, these cars are sitting idle and taking up space in garages and parking slots. In the future, more and more people will utilize autonomous vehicles (AVs), electric vehicles (EVs), and micromobility services, in conjunction with mass transit.

EVs belong to a radically different ecosystem of consumer electronics, computers, data, electric infrastructure, batteries, solar fields, and

wind turbines. They can be technology platforms that serve as the brains of our future buildings or act as data and energy wallets, allowing us to trade either data or energy as we move about our communities. The smart computing power of our EVs and AVs not only will help us optimize our personal transportation and mobility patterns but also will affect personal energy and data usage and potentially even power the smart entertainment and data systems of our homes.

By promoting multimodal transportation, we can increase the liveliness and density of cities.

Solutions to mobility can also act as a great equalizer. Insufficient mobility infrastructure is too often a gatekeeper, preventing movement in and around our cities as decades of automobilecentric planning have choked roads and hindered urban dwellers who desire modernized public transportation and greater neighborhood walkability. Worse, many city residents face the dual challenge of neither owning a car nor having ready access to public transportation. When they need groceries, a ride to work or school, or even a potentially lifesaving vaccine, they simply do not have an easy way to get where they have to go. As designers, we must make it our mission to create opportunities that extend beyond traditional economic circles of influence into these neglected spheres.

The advantages of thoughtfully designed mobility are profound. Design can eliminate barriers of accessibility and reduce the impact of unaffordable or unfair housing practices responsible for driving disadvantaged residents farther away from urban cores. It can unlock equitable access to opportunity and essential

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chapter eleven the future of cities

Los Angeles skyline | the ritz-carlton hotel and residences and jw marriott hotel at L.A. Live

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dubai iNTErNaTiONaL fiNaNCiaL CENTre mAsTER PLAN, dubai

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Chapter eleven ThE fuTurE Of CITIES

dubai Skyline, Realized Master Plan and The Gate, dubai

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afterword

Design Leade

234

ership at Gensler

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Before Gensler was a one-word, globally recognized design brand, the firm was called M. Arthur Gensler Jr. & Associates, Inc. It was established in San Francisco in

1965, when social protests, particularly in California, pushed boundaries and rocked the establishment. Our founder, Arthur Gensler, was a 30-year-old Cornell architecture graduate who challenged the status quo of his profession.

Boldly entrepreneurial and visionary, Art sought out a different platform than what typical architecture had to offer. He and his wife, Drue; his collaborator and first Gensler employee, Jim Follett; and the other members of our firm’s “founder generation”—Ed Friedrichs, Margo Grant Walsh, Tony Harbour, and Walter Hunt—went outside the traditional, formal architecture tent and started a commercial interior design business that led to the creation of a booming new industry, one focused on the user experience.

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By the end of the 20th century, with 1,000 people in 10 offices, Gensler had already become one of the top design firms in the world and was recognized with the prestigious AIA Firm of the Year Award in 2000. As of 2023, Gensler is recognized as the largest and most admired global design firm, with 53 offices in 16 countries around the globe, more than 4,000 active clients, more than 6,000 people, and close to $2 billion in annual gross revenue—10 times the scale and reach of most other leading design firms across the globe. In 2023 alone, our firm completed projects in more than 100 countries.

When Gensler was founded, most architecture firms were focused on designing buildings as objects from the outside in. Art viewed buildings through an “inside-out” lens and a user-experience perspective, which set our firm apart in the marketplace. In addition, Art wanted to create an organization that attracted outstanding talent, and, unlike most

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architects, he wasn’t shy about his goal to create a successful and profitable business as well. It was a holistic view: he knew that treating people right would attract talented people who could create great design, which would attract great clients and lead to financial success, which would allow him to reinvest in his people. Or, as Art often put it, “Hire people smarter than you are and get out of their way.”

Art’s actions paralleled his words, and the firm became known for building talent and growing leaders. He exuded humility and caring and never had the ego that often goes along with being a star in the architecture industry. Not surprisingly, Art was an unrivaled connector of people and projects. He was renowned for making long-lasting connections in unexpected places. Many times, he told the story of how he met Don Fisher, founder of Gap, at the beach when Don inadvertently kicked sand onto him. From that chance encounter, Gensler went on to design thousands of Gap stores during the past five decades. Art also met with Steve Jobs to brainstorm the creation

of the first Apple stores. He was the ultimate people connector.

Art had a deep pool of talented leaders from which he could have selected his successors, and the fact that he chose us as the next generation of leadership was a tremendous honor and gift. His generous support and unending confidence have been powerful motivators for us over the past 20 years as co-CEOs. When he passed away in 2021 at age 85, tributes in the media touted his many leadership skills, but perhaps his greatest was the way he built leaders around him—including the two of us. We, and all the other Gensler leaders whom he mentored, have been committed to honoring his legacy by creating a self-sustaining, global design powerhouse. We owe him an eternal debt of gratitude for his trust, his guidance, and his unending support. Art, Drue, Jim, Ed, Margo, Tony, and Walter sowed the seeds—of determined optimism that Gensler could be something special and unique, of entrepreneurship, of passion—for our present generation of leaders to transform the firm over the last 25 years into what it is today.

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tHE EVOLUtION OF LEADERSHIP We came of age as leaders during the 1990s recession known as the Savings & Loan crisis, which started in 1990 and lasted until 1995.

Amid that recession, the destabilized banking and real estate sectors, along with the beginnings of the technology transformation, set in motion deep and profound changes. That period was one of severe crisis for the architecture and design industry. Many design firms downsized, didn’t survive, or were absorbed in mergers and acquisitions. Art made a risky decision and put several untested young leaders at the helm of the key offices of the firm. Robin Klehr Avia, Joe Brancato, Dan Winey, David Gensler, and the two of us, all in our late twenties to mid-thirties, took on the leadership of the firm’s largest offices, in New York, San Francisco, Los Angeles, and Washington, D.C. The combination of Art’s confidence in us, the severity of the country’s economic situation, and our optimistic (and naive) energy kick-started the firm’s transformation. With intensity, innovation, and focus, we had successfully shifted the firm’s strategies, practices, and vision by the new millennium, and that propelled our firm to where it is today.

In an environment of scarcity and recession, two things happen. First, there are fewer opportunities, so people must work harder and be more competitive; second, people have to seek opportunity in places they have not considered before. That was the market context that our

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generation grew up in. While the economic environment was destabilized and firms around us were struggling, we believed in Gensler’s potential to be successful—if it could change into what our clients really needed. Instead of remaining an office-based business model, Gensler needed to become multidimensional, focusing simultaneously on geographies, design innovation and excellence, market sectors, and global and local client relationships. Ultimately, these ideas crystallized in what we called Leadership 2000, which altered the firm’s entire paradigm, structure, business approach, and trajectory.

Focusing on our long-term vision has also been essential to our firm’s growth over the years. In the early days, Art’s goal was to create a great company with great people doing great work. As we took the helm after him, we knew it was important for us to go beyond being merely an interior design firm and to become a firm with broader vision and greater ambition. And we understood that as co-CEOs, we had to facilitate Gensler’s journey to find its purpose in the world, both in the near term and into the future. This mindset has been pivotal to the Gensler of today, versus what it was 50 years ago.

Our journey to establish a vision for the firm began in the early 1990s, when the leadership team came together to establish what we called “big, hairy, audacious goals.” The group of us put on paper stretch goals and ideas that seemed impossible to achieve at the time, such as growing our firm in scale globally, establishing new market sectors and office locations, forming

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worldwide client relationships, and taking on projects beyond corporate interior design. This early strategic vision exercise was followed by Vision 2000 and then Vision 2010, both of which set forth greater, more aspirational goals—goals that we not only met but exceeded in record time.

By 2010, we were just coming out of the Global Financial Crisis of 2007–2009. The recession was brutal for our firm and our industry, with many firms being acquired or closing their doors. But because we had been through tough recessions before and our one-firm firm culture was more resilient than ever, we made the strategic decision to react differently than we had in the past. When the Global Financial Crisis hit, instead of staying in survival mode, we quickly shifted our strategy and asked, “What can we do for our clients and our communities to help them through this?” It was a turning point for the firm. We recognized that our clients needed us to guide them. This shift in focus caused us to stop thinking about minimizing our expenses and optimizing our overhead, and to instead focus on our clients, our talent, and our design innovation.

Doing so deepened our client relationships, which had grown even more robust by the time the economy started to turn around. We recognized that after every crisis, we emerged stronger as a firm with significant strategic growth.

In 2010, as we mobilized to create our Vision 2020, we went beyond the usual stretch goals and focused on “Making a Difference.” We had started to truly internalize what we had seen: Gensler had the power to help in moments of crisis. We knew that there were critical issues that a firm like ours

could help to solve, and we knew it was time to build a vision based on this new paradigm.

As we gathered our leadership teams in 2010 to come up with goals and targets for Vision 2020, the unbridled zeal of the global Gensler community was electrified. Everyone wanted to collectively make a difference. We had to raise our bar of creativity and ingenuity, to embrace new thinking, and to strive for “game-changing” innovation by staying on top of research and new technology. One of the primary aims of Vision 2020 was to expand our practice areas and reach. We emphatically stated, “Not only will we be a global and borderless firm, we will dramatically expand the depth and breadth of our expertise and exponentially increase our scale.” We soon found ourselves, in addition to the work sector, heavily embedded in the lifestyle sector (hospitality, sports, retail, brand, entertainment, and mixed use), in the design of cities (airports, urban planning, education, and critical facilities), and more recently in the health sector (healthcare, life sciences, senior living, and wellness).

To deliver on this promise to every client everywhere, we needed to become a “global platform” in more than 50 locations across 16 countries, with broad expertise and world-class knowledge. Unlike with our vision statements of the past, this time we went public with Vision 2020, announcing a commitment that Gensler was here not just to benefit itself, but “To Create a Better World Through the Power of Design.” This vision and purpose continue to resound across our firm and inspire our people every day.

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Reflecting on this process of vision setting, people often ask how we made these visions a reality. We operate as one seamless and integrated global team, where the whole is greater than the parts and we sink or swim together. We believe that design is an ensemble effort, standing in stark contrast with the “starchitecture” culture that was so prominent in the profession in the 1960s, ’70s, and ’80s. We recognized that living out the “one-firm firm” mentality of being one seamless and integrated firm around the globe, and sharing ideas and pooling profits, would contribute to the betterment and fulfillment of all Gensler’s talented people.

Our core philosophy of a “We versus I” culture empowers everyone to be the backbone that upholds our vision and purpose.

As we took on the mantle as co-CEOs, one of our early efforts was to articulate and celebrate our firm’s values in the form of our Guiding Principles. From simple yet bold statements like “We can’t be global if we’re not local first,” which underscores our strategy to become part of every community in which we have an office, to “Our diverse backgrounds, thinking, talent, and experience ignite our creativity,” which highlights our commitment to diversity, inclusion, and innovation, our 10 Guiding Principles inform our people around the globe and underpin our most important decisions, helping us to realize our goals and our vision.

We also continued to develop our peoplefirst philosophy, which has been foundational since the start of our firm. We believe strongly

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that the way to grow the firm is to grow our people. Today, people are our greatest strength, and their passion, commitment, ingenuity, and hard work are the reason we lead the design industry. This credo is realized through internal leadership and professional development programs, internships, mentorship and coaching activities, and more. This people-first focus is also apparent in our U.S. employee stock ownership plan, profit-sharing plan, and international retirement plans, which give our people shared ownership of the firm.

That’s what our one-firm firm culture does— recognizes and rewards our talented people.

As our numbers grew across the globe, we increasingly sought examples from beyond our profession to find inspiration for how we wanted to shape our firm. We explored strong business innovators. We looked at what other creative agencies and other creative organizations were working on. We studied the most successful companies in the world.

We no longer had any benchmarks in the architecture field; we had so far exceeded those, in terms of our scale, breadth, and vision, that we had to look way beyond our own industry. And the more deeply we delved into that exploration, the richer the conversation became about where we were going and how we were organized to be the leading global design firm. The whole process— the knowledge that we were creating something that had never been done before— was intoxicating.

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GENSLER GUIDING PRINCIPLES

We believe in the power of design to create a better world.

We believe it all begins and ends with our client relationships.

We grow and empower the industry’s top talent to pursue their passions and make a difference.

Diversity and inclusion are in our DNA. Our diverse backgrounds, thinking, talent, and experience ignite our creativity.

We are obsessively curious, driven to learn, grow, explore new ideas, and innovate.

We can’t be global if we are not local first. Being local connects us to the communities we serve.

We embrace a diversity of projects —large and small, ambitious and modest—that no other firm can.

Practice area specialization differentiates us as experts.

Cross-pollination differentiates us as innovators.

We are proud to be in the business of design. Each of us is responsible for our success.

We care deeply about our “we vs.

I” family culture.

Together, we are one firm with a shared destiny.

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CELEBRAtING AND ELEVAtING DESIGN For a design enterprise, creativity is the pinnacle of focus. It is the product of thousands of people putting in hundreds of thousands of hours of the most intangible resource: talent. We thrive on talent, and we believe in the unique talent of every individual. Our diversity is our strength.

Design is about ideas, and the more diverse our teams, the more unique our ideas. These are critical principles for any enterprise dedicated to problem solving and creativity. Design is collective and individual. Both the organization and the people within it must be inspired, supported, and fed. Our seamless, borderless approach to staffing projects gives people the opportunity to work in any part of the world, on teams made up of people from more than 130 countries. In addition, we promote and host global design charrettes that challenge everyone in the firm to offer creative ideas that solve difficult global design challenges like climate change, mobility, housing and homelessness, inclusive design, and hybrid work.

Gensler’s internal design awards programs also embody this ethos, creating space to celebrate and elevate innovative ideas and solutions. In 2000, we asked ourselves, “Can we establish a powerful design awards platform as a way to showcase our design work and inspire our teams?” Thus were born three firmwide awards programs that promote our vibrant design culture, share the best ideas and the latest design strategies, and honor the work of our practitioners. The Gensler Design Excellence Awards, Gensler Research and Innovation

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Awards, and Gensler Community Impact Awards programs remind us that design transformation is an ongoing process—what we call the Gensler innovation cycle—wherein research leads to experimentation and new ideas, which in turn lead to further investigations and discoveries.

The jurors for these awards come from outside our firm and represent the full breadth of international design industry leadership, including educators, design practitioners, clients, media, and subject-matter experts. Their feedback pushes us to even greater heights of design excellence and ultimately helps us to improve our impact on the communities, cities, and countries we serve.

tHE NEXT GENERAtION We have always believed that Gensler will continue to thrive from generation to generation.

Art and his generation of founders passed the baton of leadership to us in 2005; at some point soon, we will choose to pass the baton again.

This is what leaders do: grow other great leaders, establish a self-perpetuating and long-term vision, and build the framework for seamless leadership transitions. These are hallmarks of our firm, and of any firm that seeks to build multigenerational value.

Our Executive Committee—Robin Klehr Avia, Joe Brancato, Dan Winey, and the two of us— and our Board of Directors are a very close-knit leadership team who have spurred the firm’s growth for more than 25 years. We have made the strategic decisions not to go public and not to acquire or be acquired. While other firms grow

afterword DESIgN LEaDErShIp aT gENSLEr

GENsLEr ExeCuTive COmmiTTEe frOm LEfT TO righT: JOseph braNCaTO, daN wiNEy, diaNe hOskiNs, RObiN KLEhr Avia, ANdy COhEN

through acquisition or by taking on financial debt and going public as part of a large conglomerate, we are committed to self-governance and an employee-owned business model. This choice allows us to maintain an entrepreneurial culture, where each individual approaches their work with an owner’s mentality. We do not pursue growth for growth’s sake; instead, we strive to achieve excellence in everything we do, and we grow through our people’s passion. We empower our people to do inspiring and compelling design work by operating in a leadership model that is horizontal and flat, as opposed to centralizing a top-down leadership approach around a few individuals. That is why we have worked so hard to make sure that we are mentoring and coaching the next generation of Gensler leadership, including our Co-Firm Managing Principals, Julia Simet and Jordan Goldstein; our Chief Operating Officer, Philippe Phaneuf; and the key members of the firm’s

Board of Directors, Leadership Operations Committee, and Management Committees.

When these future firm leaders step into place, the transition will be natural, seamless, and smooth, allowing everyone to remain focused on our vision and purpose. Our firm will live on successfully from generation to generation through this leadership succession philosophy.

We know that the best leaders of the most successful organizations lead by example and do not micromanage. So, while we make key strategic decisions, we do not make the day-to-day calls within our company. Gensler is a constellation of stars; we support each individual’s ability to shine. The wisdom of our seasoned leaders, who have built their careers at Gensler for 10, 20, 30, and 40 years, combined with the fresh ideas of all our new people, pushes our design teams to constantly innovate. The best design solutions result from the coalescing of creative ideas from different areas of expertise. We leverage our diversity to cultivate outstanding design solutions and to stay nimble and focused on our future. We are a firm of passionate designers, eager to exchange ideas and empower one another, and we do not let individual egos interfere with this productive energy and synergy.

Over the past 25 years, the unique approach to design that we have developed and embraced has equipped us to confront some of the most challenging problems of our time. Every day, we have the opportunity to give form to places that enhance and impact the lives of millions of people. And every day, we are in greater alignment with our purpose: “To Create a Better World Through the Power of Design.”

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Gensler Board of Directors

1965–1977

2011–2023*

Art Gensler Denis Rice Drue Gensler

Andy Cohen, 20 years Diane Hoskins, 20 years Joseph Brancato, 20 years Robin Klehr Avia, 20 years Dan Winey, 19 years David Gensler, 12 years Julia Simet, 11 years Ray Shick, 10 years Chris Johnson, 9 years Jordan Goldstein, 9 years Rob Jernigan, 7 years Cindy W. Simpson, 5 years Judy Pesek, 5 years Xiaomei Lee, 5 years John Adams, 4 years Nila Leiserowitz, 3 years Andre Brumfield, 2 years Carlos Martinez, 2 years Colin O’Brien, 2 years David Calkins, 2 years Duncan Swinhoe, 2 years Janet Pogue, 2 years Jun Xia, 2 years Karen Thomas, 2 years Ken Baker, 2 years Ken Sanders, 2 years Michael White, 2 years Rocco Giannetti, 2 years Scott Dunlap, 2 years Whitley Wood, 2 years Elizabeth Brink, 1 year Hao Ko, 1 year Joe Lauro, 1 year Philippe Phaneuf, 1 year Samuel Bermúdez Ureña, 1 year Theresa Sheils, 1 year

1978–2003 Art Gensler Denis Rice Drue Gensler Ed Friedrichs Margo Grant Walsh Tony Harbour 2004–2010 Art Gensler Andy Cohen Chris Johnson Dan Winey David Gensler Diane Hoskins Drue Gensler Jim Follett Jim Furr Joseph Brancato Robin Klehr Avia Walter Hunt

*Total number of years on the board

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From left to right: Tony harbour, art gensler, Margo Grant Walsh, Ed friedrichs

From Left to right: Joseph brancato, jordan goldstein, dan winey, ray shick, xiaomei lee, robin klehr avia, diane hoskins, andy cohen, duncan swinhoe, julia simet, nila leiserowitz, ken baker, david calkins, rob jernigan

bottom row from left to right: diane hoskins, drue gensler, robin klehr avia; second row: walter hunt, andy cohen, joseph brancato, dan winey; top row: david gensler, jim follett, art gensler, chris johnson, jim furr

From left to right: hao ko, cindy w. simpson, Elizabeth brink, michael white, julia simet, jordan goldstein, andy cohen, diane hoskins, Joseph brancato, Samuel BermÚdez UreÑa, joseph lauro, Robin klehr avia, philippe phaneuf, THeresa sheils, xiaomei lee

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Gensler principals Abu dhabi José Fainé Tim Martin Raj Patel, AIA Diane Thorsen, IIDA, LEED AP, WELL AP

ATLANtA Amy Bixler, LEED AP Robert M. Fischel, AIA, LEED AP Erin Greer, NCIDQ, LEED AP Gail Malone, RID, LEED AP, IIDA Colin O’Brien Julie Seitz Kevin Songer, AIA, LEED AP, RDI, NCARB Stephen Swicegood, FAIA, IIDA, LEED AP, NCARB

Tory Winn, NCIDQ, IIDA

AUSTIN Travis Albrecht Kirsten Cessna, RID, IIDA, LEED AP Jonathan Emmett Kirk Funkhouser, AIA John Houser Steve Hudson, CPA David Kramer David Lynch, AIA, RID, LEED AP Edward A. Muth, AIA, IIDA Judy Pesek, FIIDA, LEED AP Todd Runkle Luis Santi, NCIDQ, LEED AP

BALTIMORE Ehren Gaag, AIA, LEED AP Dan Jones, AIA, LEED AP Vaki Mawema, LEED AP Peter Stubb, AIA, LEED AP

BANGALORE Shravan Bendapudi Sanjay Gulati

BANGKOK David J. Calkins, FAIA, LEED AP

BEIJING Jerry Hung

BERLIN Lukasz Platkowski, ARB

BIRMINGHAM Tariq Shaikh Gurtake Singh

BOGOTÁ

Samuel Bermúdez Ureña, RA Christian Wolff, RA, CAPBA

BOSTON

Todd Dundon, AIA Alexander Fernández, AIA, NCARB Kenneth I. Fisher, FAIA, LEED AP Erik Karl Lustgarten, AIA, LEED AP Patricia Nobre, LEED AP

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Fran Noval, AIA, NCARB Jared Krieger, AIA, LEED AP Jeanne M. Nutt, IIDA, NCIDQ Keller Roughton, AIA, LEED AP Al Soto, AIA, NCARB, CDT, LEED AP Arlyn Vogelmann

CHARLOTTE Jim Collins, AIA, LEED AP John W. Gaulden, AIA Marc Herndon, IIDA Whitley Wood, IIDA, LEED AP

CHicago Kenneth P. Baker, FIIDA, Assoc. AIA, Assoc. RIBA, Assoc. ASID

Andre Brumfield, Assoc. AIA Eric Gannon, AIA, LEED AP Randy Guillot, FAIA, LEED AP, NCARB Todd Heiser, IIDA Helen Hopton, NCIDQ, LEED AP Scott Hurst, AIA Lena Kitson, NCIDQ, IIDA, LEED AP Wes LeBlanc Lori Mukoyama, IIDA, NCIDQ, LEED GA Jim Prendergast, FAIA, IIDA, LEED AP Sheryl Schulze, NCIDQ, RID Brett Charles Taylor, AIA, LEED AP Michael Townsend, AIA, LEED AP Grant C. Uhlir, FAIA, NCARB, LEED AP Brian Vitale, AIA, LEED AP Benjy Ward, AIA, LEED AP Meghan Webster, AIA, LEED Green Associate, NCARB

Aleksandar Sasha Zeljic, AIA, LEED AP, NCARB

dallas

GLOBAL OPERATIONS Adam Allegri, CEng, MICE, Solicitor (E&W) Ryan Alvarez, Esq. Christine Barber Michael Bodziner, CID, LEED AP Jason Dacanay Scott Dunlap, AIA, LEED AP Larissa Gray, Esq. Linda Havard, MBA Joseph Joseph, Assoc. AIA H. Scot Latimer, FAIA, ACHA Surendra Mathe Tim Pittman Janet Pogue McLaurin, FAIA, FIIDA, LEED AP Philippe Phaneuf, Esq. Jason Pugh, NOMAC, AIA, AICP, LEED AP Ray Shick, AIA Amy Skaggs, Esq. Erica Sturges Leslie Taylor Rives T. Taylor, FAIA, LEED Fellow Allison Brooke Tomlinson, Esq. Daniel W. Winey, FAIA, IIDA, LEED AP

HONG KONG Xiaomei Lee, LEED AP

HOUSTON Jerry Alexander Stephanie Burritt, RID, NCIDQ Vincent Flickinger, RID, LEED AP John C. Haba, AIA Brooks W. Howell, AIA Todd W. MacPherson, AIA, LEED AP Peter Merwin, AIA Raffael Scasserra Suzanne Schreider, AIA, LEED AP Dean Strombom, FAIA, LEED AP Kristopher M. Stuart, AIA, LEED AP Timothy T. Q. Vuong, AIA, RID, LEED AP Kenneth R. Wiesehuegel, AIA, RID, NCARB,

Scott M. Armstrong, AIA, LEED AP Ross Conway, AIA, LEED AP Rick Ferrara, AIA, LEED AP Lillian Giering, RID, IIDA Emily Gossett, AIA, IIDA, LEED AP Barry Hand, AIA, LEED AP Tim Hudson, RA Paul G. Manno, AIA, RID, IIDA Cindy W. Simpson, FIIDA, LEED AP Deeg Snyder, AIA Steven R. Upchurch, AIA

Brett Robillard, AIA, NCARB

DENVER

LONDON

Jon Gambrill, AIA, CDT, LEED AP Joy Hughes, AIA, RID Michelle Liebling, IIDA, NCIDQ, LEED AP Brent Mather, AIA, LEED AP

DETROIT

William Hartman, FAIA, LEED AP John Waller

dUBAI José Fainé Tim Martin Raj Patel, AIA Diane Thorsen, IIDA, LEED AP, WELL AP

LEED AP

LA CROSSE William Hartman, FAIA, LEED AP Grant C. Uhlir, FAIA, NCARB, LEED AP

LAS VEGAS

Jonathan Breen, AIA, LEED AP Collin Burry, FIIDA, NCIDQ, LEED AP Jane Clay Justin Cratty Russell Gilchrist, AIA, RIBA, ARB Athely Guedes Richard Harrison, RIBA, ARB Lara M. Marrero, RDI Ian Mulcahey Carlos Posada, IIDA, LEED AP Harry Cliffe Roberts, ARB Lindsay Roth Valeria Segovia, ARB

Julia Simet, FIIDA, NCIDQ, LEED AP Duncan Swinhoe, RIBA Fergal Walsh

LOS ANGELES John Adams, AIA, LEED AP Peter Barsuk, AIA, DBIA, LEED AP Brian Berry, AIA, LEED AP Lexi Barry Aaron Birney, AIA, LEED AP Rob Bischoff Elizabeth Brink, EDAC, LEED AP Mark Brungo, AIA Steve Chung, AIA, LEED AP John Circenis, AIA Barbara Dunn, FIIDA, CID, FCOLPM Kelly Farrell, AIA, LEED AP J.F. Finn III, AIA, LEED AP Jennifer Hamilton, PMP Arpy Hatzikian Steven Hergert, AIA David Herjeczki, AIA, LEED AP Ryan Ihly, AIA, LEED AP Thomas S. Ito, FAIA, LEED AP Dylan Jones, AIA James Kelly, AIA, LEED AP Nathan Kim, AIA, LEED AP Stephanie Koenig, Assoc. AIA Erin Lilly, RA Lee Pasteris, NCIDQ Duncan Paterson Kevin Rosenstein Tina Rothermund, AIA Olivier R. Sommerhalder, AIA Kristi Sprinkel Eric Stultz, AIA, LEED AP Tim Sullivan, Assoc. AIA, Assoc. DBIA Keith Thompson, AIA, NCARB Demetra Thornton, AIA, NOMA Ronald F. Turner, FAIA, LEED AP Michael Volk, AIA, NCARB Gene Watanabe, AIA, LEED AP Michael White, AIA Warwick Ian Wicksman, AIA John Wiedner, AIA, LEED AP Guy Williams, AIA, IIDA Serena Winner, AIA, LEED AP Jill Wittnebel Alan Young, AIA, LEED AP Terence Young, AIA, LEED AP Denise Zacky-Popoch, AIA, LEED AP

MEXICO CITY George Miller-Ramos, LEED AP Eduardo Ramos

MIAMI Shamim Ahmadzadegan, AIA, LEED AP Dawn Gunter, AIA, NCARB, RID

MINNEAPOLIS Bill Baxley, AIA

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MORRISTOWN Reid Brockmeier, AIA Becky Button, CID, IIDA, LEED AP Dana Nalbantian, Assoc. AIA Roger Smith, Assoc. AIA

MUNICH Philip Tidd

MUmbai Sanjay Gulati

Karen Solomon, AIA, CDT Mark Thaler, AIA Peter Wang, AIA, NCARB, LEED AP

NEWPORT BEACH Anne Bretana, IIDA, NCIDQ David Loyola, AIA, IIDA, LEED AP Deborah Shepley, AIA, LEED AP James E. Young, CID

OAKLAND

LEED AP

Barry Bourbon, AIA, LEED AP Erin Cubbison, AIA, LEED AP Manan Shah, AIA, LEED AP Brent Van Gunten, AIA

NEW YORK

PARIS

nashville Christopher Goggin, IIDA, Assoc. AIA,

Philippe Paré, AIA, NCARB, IIDA Lauren Adams William Yon Ambrose Aliaga-Kelly, AIA Jean Anderson, FIIDA, NCIDQ Philadelphia Robin Klehr Avia, FIIDA Maddy Crippen, OLY Siobhan Barry, AIA Colin O’Brien Joseph Brancato, FAIA, OAA John Box Bricker PHOENIX David Briefel, LEED AP Rory Carder Brian Brindisi Martha dePlazaola Abbott, DBIA, LEED AP Timothy Bromiley, AIA, LEED AP Dawn Hart, NCARB, LEED AP Islay Burgess, AIA, NCARB Amanda Carroll-Sciarra, CID, IIDA, LEED AP Patrick Magness, AIA, LEED AP Jay Silverberg, AIA Michael Chappell James Crispino, AIA, NCARB PORTLAND Anna Crittenden, AIA Melissa Mizell, LEED AP, NCIDQ Eunjung Chung, IIDA, LEED AP, Assoc. AIA Marisol DeRosa Kathy A. Diamond Sonya Dufner, FASID, NCIDQ David W. Epstein, AIA, NCARB, LEED AP Claudine Frasch, LEED AP, NCIDQ Robert Fuller, AIA Andrew Garnar-Wortzel Michael Gatti, AIA, NCARB Rocco Giannetti, FAIA, NOMA Troy Grichuk, NCIDQ Leslie J. Jabs, AIA, CDT Matthew Johnson, AIA, LEED AP Sandra Joslyn, AIA, LEED AP, CDT Thomas R. Krizmanic, AIA Thomas A. Lanzelotti, AIA, CSI, CDT Stephanie Lan, AIA, LEED AP Joseph Lauro, AIA, LEED AP EJ Lee, FIIDA, LEED AP, NCIDQ Laurent Lisimachio, IIDA, DESA, LEED AP Carlos M. Martínez, AIA, FIIDA, LEED AP Tom McGoldrick, AIA, NCARB, LEED AP Mark Morton, IIDA John Mulling, IIDA, ASID, CID Paul Murphy, CPA Hans Neubert Beth Novitsky Andy Powell, AIA Amanda Ramos Johnathan Sandler Oliver Schaper, Assoc. AIA, CDT, LEED AP Stefanie Shunk, IIDA, NCIDQ

RALEIGH-DURHAM Chad Parker, AIA, LEED AP

RIYADH Tim Martin

SAN ANTONIO Johnny Kousparis, AIA, CDT, IIDA, LEED AP Michael Rey, AIA, NCARB

SAN DIEGO Stacy Cannon, AIA Darrel Fullbright, AIA, LEED AP Smita Gupta, Assoc. AIA Tom Heffernan, AIA, LEED AP J. Kevin Heinly, AIA, LEED AP Richard King, AIA, LEED AP Elif Tinney

SAN FRANCISCO Cathy Bregenzer, AIA, LEED AP Katie Buchanan, IIDA, LEED AP, Assoc. AIA Janice Cavaliere Bert deViterbo, AIA, IIDA, CDT, LEED AP, Fitwel Amb.

Kelly Dubisar, IIDA, LEED AP, NCIDQ Ryan Fetters, RA, LEED AP Greg Gallimore Randy Howder, AIA, IIDA, LEED AP Hao Ko, AIA, LEED AP

Sandy Mendler, AIA, LEED Fellow Kirsten Ritchie, PE, LEED AP Tony Thornton, RIBA, ARB Benedict Tranel, AIA, LEED AP Peter Weingarten, AIA, LEED AP Douglas Zucker, AIA, IIDA, LEED AP Daniel Pamperin, AIA, LEED AP Ellie Wang

SAN JOSE Natalie Engels, IIDA, LEED AP Brian Corbett, AIA, LEED AP Christine Laing, AIA, LEED AP

SAN JOSÉ (COSTA RICA) Samuel Bermúdez Ureña, RA Tatiana Cortés Jiménez, MBA Christine Durman, RA Jessica García Hernandez, RA, LEED AP Francesca Poma-Murialdo, LEED GA, IIDA Maria Paula Saenz Naranjo Christian Wolff, RA, CAPBA

SEATTLE Susana Covarrubias, FIIDA Ryan Haines, AIA Kristin Jensen, AIA, NCARB Karen H. Thomas, FAIA Chad Yoshinobu, AIA, NCARB, LEED AP

SHANGHAI Raymon Chen, RA Zhen Cheng, RA, LEED AP Joe Fan, ARB, Green Star AP Evan Gu, RA, LEED AP Yun Hsueh, AIA, LEED AP Xiaomei Lee, LEED AP Jennifer Liu, LEED AP Todd Pilgreen, AIA, LEED AP Freck Qin, LEED AP Amber Sun, RA Hasan Syed, GBCA, GMRAIA

SINGAPORE David J. Calkins, FAIA, LEED AP Haiwen Luo, FCCA, CICPA Carlos Gerhard, CAM-SAM, LEED GA Nayan Parekh Angela Spathonis, WELL AP Tanya Suvannapong

TORONTO Annie Bergeron, ARIDO, NCIDQ, LEED AP Filo Costa, ARIDO, NCIDQ, LEED AP Eric Ginsburg Kevin Katigbak, LEED AP, PROSCI Steven Paynter, OAA, ARB

VANCOUVER Karen H. Thomas, FAIA

WASHINGTON, D.C. Christian Amolsch Sumita Arora, RIBA, LEED GA Mariela Buendia-Corrochano, IIDA, NCIDQ, LEED AP

Emma Chang, Assoc. AIA Lisa Cholmondeley, AIA, LEED AP, CDT, NOMA

Carlos A. Cubillos, SCA, LEED GA Tama Duffy Day, FACHE, FIIDA, FASID,

LEED AP

Laura DeBonis, AIA, LEED AP Donald Ghent, AIA, CSI, LEED AP, NCARB Jaime Gimeno, COAM Jill Goebel, IIDA, LEED AP Jordan Goldstein, FAIA, FIIDA, LEED AP Francisco Gonzalez, LEED AP, NCIDQ Hansoo Kim, NCIDQ Kate Kirkpatrick, LEED GA Jennifer Klein, AIA, NCARB Duncan Lyons, RIBA, LEED AP John McKinney, IIDA, LEED AP Simi Marinho Katie Mesia Aimee Messina, AIA, CDT, LEED GA, NCARB Tony Okoye, AIA, CDT, LEED AP Ty Osbaugh, AIA, LEED AP Robert A. Peck, Hon. AIA, Hon. ASLA Dee Rendleman, CPA Nestor Santa-Cruz, IIDA, LEED AP Theresa Sheils, FAIA, LEED AP, NCARB Tom Shen, Assoc. AIA, LEED AP Ryan Sickman, P.E., LEED AP Carolyn Sponza, AIA, AICP, LEED AP Kimberly Sullivan, IIDA, LEED AP Timothy Taylor, AIA, FDHI John Thomann, AIA, CID, LEED AP James Williamson, FIIDA, LEED AP

SYDNEY Tom Owens, ARB, RA, AIA, NCARB

TAMPA Bert Oliva, IIDA

TOKYO Daichi Amano, AIA, LEED AP Sarah Bader, IIDA, EDAC, CID, NCIDQ Chie Matsushita, 1st Cl. RA, LEED AP Jo Suganuma

247

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Acknowledgments Editor in chief Tim Pittman

creative director Laura Latham

writers/editors Annie Tucker Matt Howland Miriam Sitz

Design and editorial team Clay Kessack Donna Schaefer Erica Chen Erica Sturges Georgia Wilson Jacob Plotkin Lela Johnson Leslie Taylor Madison Metivier Minjung Lee Nick Bryan Sarah Chan Sara Martinez McAuliffe Sara Munday Sam Martin

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additional contributors Amanda Carroll Andre Brumfield Bob Weis Chad Yoshinobu Dan Winey Duncan Paterson Dylan Jones Ian Mulcahey Jason Pugh Jean Anderson Jessica García Jordan Goldstein Joseph Brancato Joseph Joseph Julia Simet Juliette Morgan Kirsten Ritchie Lara Marrero Lauren Adams Nayan Parekh Rives Taylor Robin Klehr Avia Scot Latimer Sofia Song Sumita Arora Tama Duffy Day Todd Heiser Tom Ito Ty Osbaugh Vaki Mawema

afterword Design leadership at gensler

Project and image credits Avablu Photography: 176 bottom left Christopher Barrett: 89 top left Robert Benson: 132 middle Zack Benson: 166 Lee Bey: 89 top right Blackstation: 66 top right, 102, 110 top, 110 bottom, 114 bottom right, 224–225 Corona Borealis Studio/ Shutterstock: 22 top Cavan Images/OFFSET: 18–19 Benny Chan: 50 top left, 55 top, 130, 131 bottom, 220–221 © Gensler, photo by Ryan Conway: 70 bottom right, 122 Robert Deitchler: 93 bottom right deniska_ua/Shutterstock: 23 Erin Derby: 243 top, 245 bottom right © Gensler, photo by Ian Doherty: 173 bottom left Richard Ebbers: 55 bottom Joe Fletcher: 158 Scott Frances: 178 bottom, 188 Rafael Gamo: 159 Andres Garcia Lachner: 114 top right, 150 top

Gareth Gardner: 85 middle, 114 bottom left © Gensler, photo by Grant Gay: 40 © Gensler, photo by Ryan Gobuty: 43 top, 51 top, 51 bottom, 54 middle, 81, 96, 151 top left, 176 top, 178 top, 182 top, 182 bottom Anton Grassl: 173 top right Tom Harris: 135 top right, 208 HGEsch : 147 bottom right © Gensler, photo by Makena Hudson: 160 bottom Hufton+ Crow: 113 bottom, 116–117, 222-223 Hufton + Crow, courtesy of Eataly: 180 top IM_Photo/Shutterstock: 194 left Rendering by ImageFiction: 107 top Highlite Images: 181 James John Jetel: 150 bottom right Terry Kelly/Shutterstock: 60 Tomooki Kengaku: 49 top Orhan Kolukisa: 133 bottom Jim Krantz: 245 top right Eric Laignel: 44 top right, 50 top right, 54 top, 152 bottom right Nic Lehoux: 50 bottom, 156 top right

Graeme MacKay, The Hamilton Spectator: 21 Halkin Mason: 131 top left Todd Mason: 133 top Cade Martin: 4 Kendall McCaugherty: 44 top left Nick Merrick: 113 top Nick Merrick © Hall+Merrick: 176 bottom right Nick Merrick © Hedrich Blessing: 156 top left Matthew Millman: 107 bottom Nacasa & Partners: 34–35, 48, 115 S.S. Nagoya: 182 middle Jason O’Rear: 52–53, 54 bottom, 66 bottom right, 70 top, 71, 75, 134 top, 151 top right, 152 middle right, 152 top left, 154–155, 202 Sean Pavone/Shutterstock: 194 right Pure Box: 217 bottom left Ai Qing: 173 bottom right RAWVISION Studio: 161 Tom Rossiter: 74 top left Garrett Rowland: 44 bottom, 74 top right, 92–93, 94, 146, 147 bottom left, 147 top right, 147 top left, 152 bottom left, 217 right

Jasper Sanidad: 156 bottom © Gensler/SCB/Site Design Group: 49 bottom Jared Shier, Makena Hudson, Ryan Gobuty: 183 Rendering by Shimahara: 198–199 Courtesy Starbucks: 180 bottom James Steinkamp: 131 top right Brandon Stengel: 151 bottom Dirk Tacke, courtesy of adidas: 173 top left Sherman Takata: 203 bottom Rendering by Tomorrow AB: 157, 203 middle Fiora Watts/Shutterstock: 22 bottom left Captain Zhou: 28 left Connie Zhou: 66 top left, 72–73, 111, 135 top left, 150 bottom left, 152 top right, 153 Zstock/Shutterstock: 22 bottom right

ORO Editions Publishers of Architecture, Art, and Design Gordon Goff: Publisher www.oroeditions.com info@oroeditions.com Published by ORO Editions Copyright © 2023 Gensler.

All rights reserved. No part of this book may be reproduced, stored in a retrieval system, or transmitted in any form or by any means, including electronic, mechanical, photocopying of microfilming, recording, or otherwise (except that copying permitted by Sections 107 and 108 of the US Copyright Law and except by reviewers for the public press) without written permission from the publisher.

You must not circulate this book in any other binding or cover and you must impose this same condition on any acquirer.

Author: Andy Cohen and Diane Hoskins Book Design: Gensler Project Manager: Jake Anderson 10 9 8 7 6 5 4 3 2 1 First Edition ISBN: 978-1-957183-84-8 Color Separations and Printing: ORO Group Inc. Printed in China ORO Editions makes a continuous effort to minimize the overall carbon footprint of its publications. As part of this goal, ORO, in association with Global ReLeaf, arranges to plant trees to replace those used in the manufacturing of the paper produced for its books. Global ReLeaf is an international campaign run by American Forests, one of the world’s oldest nonprofit conservation organizations. Global ReLeaf is American Forests’ education and action program that helps individuals, organizations, agencies, and corporations improve the local and global environment by planting and caring for trees.

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Gensler Shanghai Team forms a “G”

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