Page 12 - From space to place

The growth of coworking spaces
Source: global coworking space survey 2016
NOTES
1 Gary Hamel, “Leading the Revolution: How to Thrive in Turbulent Times by Making Innovation a Way of Life”, The Penguin Group, 2002.
2 PWC,www.pwc.com/emergingtrends , 2016
3 http://www.carterjonas.co.uk/news-and-events/news-and-press-releas- es/June-15/cost-analysis.aspx#sthash.oaDhoFLl.dpuf
4 BCO, Occupier Density Study, London, 2013
5 CBRE, The Evolving Workplace, 2014
6 http://www.onrec.com/news/news-archive/new-research-shows-people-
now-more-important-than-cost-when-it-comes-to-workplace
The “campus model”, by contrast, is intended to re-create a city of its own, reinterpreting an ad hoc model, where external providers of the company are often called in to man- age commercial activities and services.
Often placed outside the urban context, the campus is the model chosen by big corpo- rations for their headquarters, with the goal to shape an office space able to redefine the work-life balance of their employees, based on people’s need and the company’s philosophy.
“COWORKING SPACES RARELY OFFER ONLY WORKSPACE. SPIRAL MUSE RELIED ON A COLLABORATIVE ATMOSPHERE, WHICH SUPPORTED MEMBERS WHILE THEY WORKED”
CARSTEN FOERTSCH, 1800 COWORKING SPACES WORLDWIDE”, DESKMAG, 2012
The models above show that there is a shift from space (quantity) to place (quality) as well as a central workplace strategy linked to the creation of a multitude of spaces. On the one hand, this is supposed to increase the employees’ freedom of choice, personal satisfaction and performance. On the other hand, it is intended to transform a physical space - the office- into a “service” to support collaborative use of space and foster the potential of innovative working modalities.