Part 4: Intentionally Design with Adaptability in Mind

In this final part in the series “Four Keys to Thriving Workers and Successful Organizations“, Jan Johnson and Yong In introduce the idea of a “Shakedown Cruise” and why to intentionally design with an adaptive mindset.

Organizations will go through a series of “shakedown cruises.” Even with all the best intentions, solid research, and inclusive discussions about how things might work once folks come back, workers will very likely spend several months experimenting with distributed/hybrid work patterns, free-address, technology, and new team norms. And managers will learn to support them more effectively. Plan for it.

The “Shakedown Cruise”

Workers’ behaviors and occupancy and utilization data will tell us how they’re using the office over time. And how the office is, in turn, supporting their needs and preferences. Like which spaces are over-used and under-used, and which spaces are not supporting workers as expected. This provides organizations the opportunity to make the physical changes that will “adjust the mix” by optimizing user experiences and space utilization in the short term – during the ‘shakedown cruise’ – and into the future.

Plan for Change

As a “hedge” against uncertainty, workplaces should be more intentionally designed for continuous change and improvement. Consider using modular planning and a thoughtful “spatial kit of parts” that minimizes the effort and disruption of reconfigurations as organizations adjust the mix of spaces they need over time. Even after the ‘shakedown cruise’ period, there will be internal changes and outside events that will require the workplace to evolve. To accommodate the flux of office attendance, create neighborhoods as the team hub with nearby spaces that support their most frequent and important work activities and supplement them with flexible collaboration/social spaces, cafés, and outdoor seats as alternative “work points.”

Always Be Adaptable

Adaptability also means giving employees more flexibility and autonomy over where and when they work. Choice in location and timing—allowing employees to manage their own schedules, communicate their availability, and coordinate with their teams through team-level agreements—can help employees balance their personal and professional responsibilities, reduce stress, and increase productivity.

Adaptability is not just limited to physical space or giving workers autonomy, but also refers to the mindset and the culture of the organization. Adaptability means being open to learning, experimenting, and iterating. This is especially critical since there is so much uncertainty and the pace of change is faster than ever. One way to be future-proof and foster this mindset is to use pilot projects, where the organizations can test new ideas, processes, and technologies in a safe and supportive environment. Pilot projects can also help organizations identify best practices, measure outcomes, and scale up successful innovations.

Finally, adaptability means keeping up with the continuous technological developments that are transforming the world of work. By exploring and integrating the latest technologies such as generative AI, organizations can generate new ideas, solve problems, and create value.

Adaptability is a key factor for designing workplaces that can respond to the changing needs and preferences of workers and organizations. By designing with adaptability in mind, organizations can create workplaces that are flexible, resilient, and innovative.

Additional Resources

Esser, Joerg, (March 2021) HBR “The Secret of Adaptable Organizations Is Trust” https://hbr.org/2021/03/the-secret-of-adaptable-organizations-is-trust

Ernst Kossek et al., (September 2021) “The Future of Flexibility At Work” https://hbr.org/2021/09/the-future-of-flexibility-at-work

Weckerling, Emma (April 2023) Work Design Magazine “Roundup of Leading Space Occupancy Technology” https://www.workdesign.com/2023/04/leading-space-occupancy-technology/