It’s a very interesting time right now for workplace strategists and designers. Just as we’re settling back down after the pandemic changed everything, current and emerging technology is solving some problems while presenting an altogether new set of challenges for business leaders.
The remote work shift not only brought into question conventional pre-COVID thinking on office space but also broke down two major barriers. First, the comfort zone barrier, as ‘remote everything’ became the new norm, and second, the technological barrier, with workplaces rapidly advancing their tech capabilities out of necessity.
Dr Sophie Fenton is a specialist in the intersection of technology in workplace environments. Her recently completed PhD explores the realm of human-centred design (HCD) in a world increasingly shaped by AI and emerging technologies. She’s a key member of the strategy team at Amicus, an Australian workplace strategy, design and build specialist with HCD at the core of its thinking.
“Human-centred design embodies an approach to innovation that incorporates the human perspective at every juncture. It starts with empathy, where we place ourselves in the mind of others, understanding their real needs and the possibilities of moving forward in any given context,” Fenton says.
“From there, it’s about developing solutions that not only meet those needs but also empower individuals to realise these possibilities.”
HCD is particularly relevant in the now-changed workplace environment. According to Fenton: “In the realm of workplaces, the COVID-19 pandemic ushered in significant disruption, while also presenting remarkable opportunities for transforming how people collaborate”.
“Organisations with aspirations of fostering flexibility, nurturing innovation, or enabling a cultural shift now find themselves with the perfect catalyst for overhauling their work methodologies.”
Significantly, the once-in-a-century pandemic coincided with an epochal period of transformation fuelled by the emergence of ‘Fourth Industrial Revolution (4IR)’ technologies. These technologies, such as AI, VR and augmented reality, wield profound implications for who we are and how we work. “It’s no coincidence that the World Economic Forum has made ‘to stay human’ one of its paramount objectives at its annual meeting”, she says.
This prompts us to ponder what it means to ‘stay human’ during this transformative period, and it’s this very challenge that HCD helps address.
According to Fenton, HCD surfaced in response to an increasingly technological world. “It stands out for its dedication to addressing human needs within the design process. The era of ‘remote everything’ has elevated the importance of this principle like never before.”
Fenton says HCD commences with a fundamental element — empathy. “It begins with the act of perceiving situations from the viewpoint of others. The initial step involves embarking on a discovery phase, immersing ourselves in the perspectives and daily experiences of our people. What stories do they have to share? What are their day-to-day encounters like?”
“If our goal is to foster humanity, reconnect, or enhance collaboration, we must understand when and how these interactions presently occur. What facilitates them, and what serves as barriers? What can we amplify to achieve our objectives?”, she says.
This phase is all about embracing curiosity and welcoming unexpected revelations. The discovery process often surprises us with the insights we gather from clients. Additionally, it extends to an exploration beyond our immediate sphere. Key questions here, according to her, include: “What can we learn from the experiences of other organisations or even other countries? What insights can the latest research offer us?”.
Following the discovery phase, we transition into a phase of divergent thinking, where we entertain audacious solutions and explore unexpected ideas. Again, it’s important to ask big questions. “Do we even require a physical office space? If so, what purpose does it serve?”
At this juncture, it’s vital to be provocative because “we are designing a ‘new normal’ that will shape our work environments for the foreseeable future”.
The solutions often demand the involvement of different functions or areas of responsibility. “From a leadership perspective, cross-functional involvement is recommended, which may include leaders from HR, property or facilities, and technology, if not the entire leadership team.”
Additionally, the active participation of employees from various departments across the organisation can be highly impactful. “While the immediate ‘design problem’ might revolve around questions like ‘how much space do we need?’ the answers will intersect with technology, work methodologies, and the employee experience.”, added Fenton.
HCD excels in crafting holistic solutions with individuals at the core, and these solutions can then be owned and executed across each of these workstreams.
Many business leaders are still scratching their heads wondering why their people are not returning to the office. Others are pondering how to harness technology to make remote working work for their business. There are many similar questions and challenges confronting today’s business leaders, and while today’s workplace technology solutions may promise a quick fix, human-centred design offers an ongoing methodology for creating environments that work for your people.
After all, as legendary Southwest Airlines CEO Herb Kelleher once said: “The business of business is people”.
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Steve Collis is the head of implementation ‑- professional services, marketing, technology, quality and process at Amicus, an Australian workplace strategy, design and construction firm with offices in Sydney, Melbourne and Brisbane.
