Creativity, Work And The Physical Environment

FocusCreativityCreativity,Workand thePhysicalEnvironment

FocusCreativityCreativity,Workand thePhysicalEnvironmentInsights and Applications by SteelcaseSpecial thanks to the Microsoft Devices team for theircollaboration and insights

2360º FocusCreativity, Work and the Physical Environment3A new century isa pivot point forvisionary new ideas,and within thatcontext, the role ofcreativity in businesshas been a topicof growing interestand debate. In his2001 book The Art ofInnovation, Tom Kelley,general manager ofIDEO, proposed thatinnovation was onits way to becominga centerpiece ofcorporate strategiesand initiatives.

4360º FocusHe also debunked the myth that companies need “creative geniuses”to become more innovative and competitive. Instead, said Kelley, teamworkis a route to tapping into everyone’s creativity and making innovation away of life for any business. A year later, in The Rise of the Creative Class,Richard Florida took an even more radical approach when he predictedthat creativity would become a fundamental economic driver and soondetermine how the workplace is organized, which companies would prosperor disappear, even which cities would thrive or decline.Such ideas were easily dismissed at the time as interesting but largelyirrelevant. Instead of focusing on their organization’s creative output, mostbusiness leaders were obsessed with near-term goals such as productivity,efficiency, cost-cutting and reducing waste. Although ahead of theirtime, Kelley, Florida and other leading voices successfully reframed howwe now think about creativity — not as an inherent gift of a few, but asa fundamentally human talent: something we all share.Inspired by these thought leaders and our close collaborations with IDEO,the IIT Institute of Design and the Stanford d.school, Steelcase has exploredbehaviors of creative work and ways to support it for over a decade throughthe integration of people, place and technology. We deeply believe that thefuture of work will be creative, and that this future is already well underway.We’ve come to understand that creativity — the innate human ability togenerate ideas, solve difficult problems and exploit new opportunities —is the fuel for innovation, now and in the years ahead. Many of today’s mostpressing business problems require creative thinking to solve them, andcreativity is an essential ingredient for business growth. Being agile is criticalin a world that is changing so rapidly it’s been labeled the “Fourth IndustrialRevolution” by renowned economist and author Klaus Schwab. “We standon the brink of a technological revolution that will fundamentally alterthe way we live, work and relate to one another,” he states. “In its scale,scope and complexity, the transformation will be unlike anything humankindhas experienced before.”More than ever, we see that supporting creativity at work by integratingplace and technology is an important challenge and opportunity to createvalue for business and society.Creativity, Work and the Physical Environment5Why Now?While many underlying forces are shaping today’sneed for creativity in business, we have identifiedthree fundamental drivers:The continued rise of complexity in business and organizationThe growth of technological capacity and development of powerfulpersonal devices has escalated globalization and interconnectedness.The way work gets done in large organizations is no longer througha hierarchy where orders are cast down and deliverables are passed upthrough the ranks. Organizations are now complex adaptive systems, withdistributed control and decision-making, connectivity between variousparts, and interconnected evolution over time (Holland, 2014 and Mitchell,2011). An effective system must always be changing based on theinteractions of its elements – which for most businesses include employees,customers, competitors, offerings and the tools and technologies thatsupport work. The ability to respond, react, make decisions and solveproblems to advance the organization is enabled through individual andcollective creativity that is attuned to even subtle changes in the system.The increasing necessity of networked collaborationThe growth of interconnectedness means that the biggest problems facingbusinesses can no longer be solved by a single team or single function.Increasingly, they are so-called “wicked problems” — difficult to solve dueto incomplete, contradictory or changing requirements. As a result of thenear-constant deluge of wicked problems, we are seeing organizationsintegrate more design thinking processes in their operations, and designthinking is increasingly taught in business schools (Brown, 2009) andmore matrixed organizations are emerging to encourage cross-functionalcollaboration (Gallup, 2017).The people that can best cope with the pressures of complex work arethose that practice creative problem-solving in their everyday work.They routinely ask questions that take them beyond what they alreadyknow: What are some new ways of thinking about this old problem?

6360º FocusHow might we identify new approaches to creating value given thechanging ecosystem of our business? Who do we need to engage tosolve this problem? How can we effectively orchestrate our collaboration?The coming age of artificial intelligenceAmong the many emerging technologies that are changing the businesslandscape such as the Internet of Things, nanotechnology and materialscience, the field of artificial intelligence is particularly influencing theneed for more creative work. Advances in A.I. are progressing at a pacethat is surprising even to scientists working in this domain. As it takesover more process-based and task-based work activities, dystopianspredict massive waves of job loss as humans are replaced by machines(Susskind and Susskind, 2016), while more optimistic futurists predictA.I. will create more jobs than it replaces (Frank, Roeherig, and Pring,2017). While it is difficult to predict exactly how it will play out, there isno question that A.I. will become increasingly integrated and fundamentallyrestructure work and jobs. Brynjolfsson and McAfee (2014) argue we areentering the “Second Machine Age” where “digital advances are doingfor mental power — the ability to use our brains to understand and shapeour environment — what the steam engine and its descendants did formuscle power.” While creative A.I. will take some time to get out of R&Dlabs and into the workplace, in the next five to ten years we expect to seeprocess-based A.I. expand in the office and knowledge work shiftingto more fully leverage what are still the uniquely human skills of creativity:complex decision-making and emotional intelligence.Creativity, Work and the Physical EnvironmentWhy Creativity is M oreCrucial Than EverBy 2020 more than one-third ofthe desired core skill sets of mostoccupations will be comprisedof skills that are not yet considered crucial to the job.61%Leaders that don’t think theircompany is creative****77%Workers who believe creativity willbe a critical job skill i n the future*65%Kids entering school today willbe doing jobs that currently don’t exist***52%CEOs plan to hire more e mployees,but the skills they consider mostimportant are those that can’t be replicated by machines**72%Workers who believe that their o wnfuture success depends on their ability to be creative*69%Employees who say they arenot l iving up to their c reativepotential***** Steelcase Creativity and the Future of Work Survey, 2017, ** The Future of Work Report, World Economic Forum, 2017,*** 20th CEO Survey, PWC, 2017, ****Adobe State of Create 2016,***** Forrester, The Creative Dividend, 2014.7

8360º FocusCreativity, Work and the Physical EnvironmentCreativity Is anIterative ProcessThe Creative ShiftIn addition to the macro drivers causing businessesto prioritize creative work, we have identified changingbehaviors and expectations that reinforce the needfor this evolution.Linear WorkSegmented tasks completedin a progressionCreativity Is a ProcessSeminal thinkers like Kelley and Florida prompted a shift from the belief thatcreativity is an action of highly gifted people, to the notion that creativityis a process in which anyone can engage. As problems become increasinglycomplex, creativity can no longer be viewed as purely an artistic pursuit, butrather a way of thinking and a set of new behaviors that can be applied toa wide range of issues, leading to new ways of working. In the past, work wasdriven by efficiency goals and was broken down into smaller segments witha high degree of specialization (Taylor, 1911). To achieve speed and eliminateredundancy, the process was intentionally linear, and ideally projects movedfrom one area to another in a direct progression (see diagram on oppositepage). Today, complex problem-solving requires a multidisciplinary exploration of unknown territory, agility and iteration, divergent and convergentthinking. The creative work process is fluid and often messy — embracingfrequent dead-ends and failures that become part of a learning cycle.Creativity Is the New ProductivityCreativity is emerging as an important dimension of productivity. Asefficiencies are optimized through more sophisticated digital technologies,gains in productivity will be driven through the ability of teams and companies to effectively solve problems and create value through collectivecreativity. As work becomes more challenging, there’s growing recognitionthat people’s performance is highly dependent on the quality of theirphysical, cognitive and emotional wellbeing at work. It’s becoming clearerthat a strong sense of wellbeing and purpose can optimize an individual’sability to think creatively and become more engaged.Creative WorkPeople and ideas diverge,converge and iterate9