Uncharted Territory: By Chris Congdon,
Editor in Chief, Work Better magazine Work has changed more dramatically in the past five years than it has 
in generations. 
Four Macro Shifts Changing Work Now
Hear about how four macro shifts are fundamentally changing work and why designing offices like thriving communities is the solution to meeting these evolving challenges. Talking with business leaders about the state of work and the workplace today often feels like a therapy session. No one wants to talk about “hybrid work” or “return to office” — but everyone does. Leaders worry that too much remote work can negatively impact performance and culture, and they want to strike the right balance. They need to hit growth and profitability targets, and wonder if people are really doing their best work when they’re away from the office. Only 25% of leaders are satisfied with office attendance. In the last year, there has been a 92% increase in how many leaders are requiring people to work in-office.

Meanwhile both leaders and employees struggle with overall wellbeing, engagement and feeling part of the company culture — although it’s harder for employees who don’t have the same level of control over their work experience as leaders do.

It’s a tough time to be a leader. We’re in uncharted territory — how, when, where and why we work has changed more dramatically in the past five years than it has in generations. Four overarching, macro-level shifts are fundamentally changing work and will continue to alter the landscape for years to come. Some of these shifts have been building for years, while others seem to have happened all at once. It’s the magnitude of the change, along with the pace, that is uncharted territory. By understanding how these shifts change behavior, we can create more resilient workplaces that build community and help people perform and feel better. Living on Screen Screen-based interactions have overtaken in-person communications. Even within the office people are more likely to join meetings on screen at their desk than walk to a conference room. No wonder people feel lonely and less engaged. This shift has significantly changed how we use our offices and build relationships at work. Employees are rapidly adopting AI, fueled by optimism and fear. Leaders know they need to leverage it more. Opportunities for innovation and increased productivity are creating a “supercycle” — a period of economic growth driven by emerging technologies. Now is the time to design AI-ready workplaces to take advantage of this supercycle. AI Supercycle Sustainability Mindset The number of organizations committed to sustainability targets has doubled in the past year. Everyone now needs to share responsibility for these goals. The workplace needs to bring people together to learn, upskill, align on priorities and spur innovation. It also needs to be designed sustainably – with partners who understand how to design spaces for flexibility and resilience. Mental health is a global epidemic — more top of mind for employers in some ways than physical health. The rapid increase in anxiety, depression, burnout and loneliness, especially among younger generations, is impacting what people need to do their best work. While job stress can contribute, work and the workplace can be part of the solution. Wellbeing Urgency The drivers of change are interconnected and complex; it can be hard to make sense of it all. But change is also filled with opportunities and possibilities. Leaders tell us they need a workplace to support their business strategies, which aim to embrace and adapt to change. The right workplace can attract talent, build culture and help people feel and do their best. They need a workplace that is resilient, able to adapt quickly when needed and helps people be more resilient too. Their current offices often reflect old assumptions — but what can make it better? Answer: a workplace designed like a community that also creates a feeling of community. The same principles that built the best cities around the world can also be applied to the workplace. Those cities are all different, but all have things in common. There’s a diversity of people and also diverse places — streets aren’t created with cookie-cutter repetition of the same types of buildings. There’s variety and interest. There’s infrastructure designed so people can easily move from one place to the next, and services are conveniently clustered. There are public places, like parks, shops and cafés where people gather. And places with privacy, like homes or parks, tucked along the streets that give people respite from the bustle of activity. The patterns of urban design that make cities feel vibrant and livable can give offices the same kind of energy. Space can shape our behavior and help us engage with our surroundings — and with other people. In vibrant communities, people don’t feel isolated and lonely. They feel like they belong. 

In a Special Edition of Work Better (Community-Based Design: What it is. Why you need it. How to do it.), we look at each shift to deeply understand how they’re changing the ways people work. And we’ll explore why designing workplaces like a community can help people and organizations thrive. Chris Congdon
Editor in Chief, Work Better magazine

Get Your Copy In this special edition of Work Better magazine, explore four macro shifts changing the ways we work, and how Community-Based Design can help you create vibrant workplaces so people can thrive. DOWNLOAD NOW