The Creative Office

Creative offices were once only the choice of designers, film makers or architects. They belonged to organisations in the creative industries and were imaginative and radical in their design and layout. The vast majority of traditional work places adhere to the bureaucratic tradition in which any creative elements were sacrificed to the perceived need of management efficiency. The growing interest in new more informal ways of working, which is often coupled with a greater level of concern for the employee has been pioneered in the US and Britain during the 1990s leading to a more global phenomenon in the new millennium. These new creative offices have been seen to have a significant impact by increasing teamwork, creating a greater sense of community and promoting increased mobility and knowledge exchange within organisations.

Increasing Teamwork
Once offices were designed to keep people apart with different functions existing on different floors or even different locations. Space planning was based on a ruthless division of hierarchy and status. In today’s creative office space the important role of the team is being recognised. Dedicated places to support the cognitive needs of the group over a prolonged period are now an integral part of office design. Multidisciplinary teams are now given their own home, which encourage collaboration and interaction and thus increased creativity and innovation.

The international consumer goods company Diagio (created from the merging of Guinness and Grand Metropolitan) have departments consisting of different functional skills dedicated to particular brands e.g. The Johnnie Walker Zone.

A greater sense of Community
An office was once rooted in a work ethic in which friendliness, fun and comfort had no place. It was a place that served a purpose and anything else not related to that purpose was frowned upon. In contrast creative offices take the view that work has a more social dynamic that is productive and valuable. Walls are painted in a fun way and features such as piazzas, cafés and informal sitting areas are common. The compact communities and good neighbours that arise from such arrangements frequently produce more creative and collaborative work styles.

The British retailer John Lewis will give complimentary massages to staff to relieve their aching limbs, together with heavily subsidised canteens and providing properties in popular vacation areas which staff can rent for a minimal charge. Outside of London they do not open on Mondays so that staff only have to work a five-day week. Additionally no major decisions are taken without the consent of the staff who are all partners in the organisation.

Increased Mobility
Traditional offices are often static and desk bound places of work where employees sit in a fixed position under the constant watchful eye of the supervisor. Both the management control and technological constraint anchor the office worker to the spot. In contrast, in a creative office movement from place to place is encouraged, as people work how and where they want within the building or campus, supported by new cordless technologies. The concept of mobility allows work to become a series of journeys, which create chance encounters and informal meetings that are all the more productive because they are spontaneous and unplanned, for example:

The new headquarters of British Airways is a collection of six four storey buildings which are interconnected by glazed over courtyards with the central gap representing a glazed over street complete with lamp standards and trees. There are cafés, a food store, a bank, a hairdresser, a library and so on. Mobile phones and lap top computers are much in evidence in the various café’s that line the internal streets.

Knowledge Exchange
Traditional offices are often viewed as repetitive production lines, where roles are adhered to stringently, preventing any real exchange of knowledge or ideas. In the creative office a more fluid and progressive approach to work is becoming the norm. Knowledge is power; used to build, barter, share and transfer, promoting good working health for the individual and the business as a whole. Many office environments are leaning towards the thoughts and beliefs of progressive learning institutions and are outwardly encouraging employees to develop and grow alongside the organisation.

The international accountancy firm Artur Andersen uses a number of techniques to enable employees to work in an environment which encourages the growth of business relationships. Space, colour and shape are all utilised to promote different effects throughout the office. In an area for quiet work fish tanks and visuals of palm trees are used to initiate a calming atmosphere. Meeting rooms are styled differently; green to promote creativity, red to energise and furniture is easily moved to encourage teamwork.

Conclusion
Many traditionalists would be appalled at investing in the initiatives and ideas described above. Before totally dismissing them, they should also acknowledge that the adopters of such practices are often representatives of the most successful businesses in their industry.

Further Reading: The Creative Office by Jeremy Myerson and Philip Ross.