Our editors came across this fascinating article from furniture major Herman Miller. They invited several designers across the US and Canada to a few workshops, and the findings of these were narrowed down to seven predictions how the future of work looks like. The ideas presented offer intriguing possibilities. We brainstormed in-house to evaluate the feasibility of some of these predictions.
Work/life balance and peak performance: While the article suggests that people will develop better boundaries between work and life to encourage deeper engagement with both, it may be challenging to achieve in practice. Balancing work and personal life is influenced by various factors, including job demands, organizational culture, and individual circumstances. It may not be feasible for everyone to work during their peak performance hours, especially in roles that require coordination with colleagues or clients in different time zones.
Face-to-face connections in the office: The article implies that the benefits of working from home will eventually lead people back to seeking in-person connections in the office. However, the increasing adoption of remote work and advancements in virtual communication tools challenge this assumption. It is important to consider the evolving nature of work relationships and the potential for meaningful connections to be fostered through remote collaboration.
Amazon-like staffing model: The idea of building and rebuilding companies project-by-project by handpicking consultants from a large pool may have limitations. It overlooks the importance of team dynamics, trust, and shared organizational knowledge that can be developed over time with a stable workforce. Overreliance on freelancers may impact continuity, company culture, and the ability to maintain long-term relationships with clients.
Smart devices for client feedback: The concept of using smart devices to capture and translate client responses into tangible design inspiration has potential, but it may not fully capture the complexities of subjective human experiences and preferences. Design is a multidimensional and nuanced process that requires a deep understanding of clients’ needs and aspirations, which may go beyond what can be objectively measured or captured by technology alone.
Techno-optimism and reliance on AI: While the article highlights the enthusiasm for AI, big data, and robotics in aiding the design process, it’s important to consider the potential ethical, privacy, and human impact of excessive reliance on technology. There should be a balanced approach that acknowledges the value of human creativity, intuition, and expertise in the design field, and the need to critically evaluate the implications and limitations of technological advancements.
Office design customization: The idea of transforming office spaces based on individual needs through technology sounds appealing, but it may have practical constraints. Cost, feasibility, and the potential for distraction or sensory overload should be carefully considered when implementing such dynamic office design technologies. It is crucial to strike a balance between customization and creating a productive, focused work environment.
Decentralized office and distributed workforce: While the concept of Work Pods and distributed workplaces may offer flexibility, it raises questions about access to resources, collaboration, and maintaining a cohesive organizational culture. Connectivity, communication, and the ability to foster teamwork across geographically dispersed locations should be carefully managed to ensure effective collaboration and productivity.
In conclusion, the need for a balanced approach that considers the diverse needs and realities of individuals, organizations, and the broader societal context, appears evident.
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