Adapted

Lifestyles: Work
Coronavirus has radically transformed
traditional work dynamics, accelerating
the shift toward the mass adoption of
remote working. This report unpacks key
shifts and innovations happening in the
two most relevant areas of work: remote
work and the post-pandemic physical
o ce

Sarah Owen & Martina Rocca | 06.15.20

14 minutes

Syed Hussaini
Analysis
Covid-19 has enforced a mass experimentation in remote work. This
unexpected change has accelerated the 'working from home' shift, requiring
companies to examine not only how they work, but also where they work.

The desire to telecommute is re ected in The 2020 State of Remote Work

report, with 98% of people wanting to work remotely for at least some of the
time for the rest of their careers. The associated time-saving element
alongside the increase in exibility, nancial gains and environmental bene ts
are making WFH a mainstay movement.
In parallel, companies that are preparing for the return of the workforce to the
physical o ce are rethinking conventional design rules and setting new
parameters such as social distancing, hygiene and touchless solutions. As a
result, security and safety become the focal points in the post-pandemic work
landscape. In light of recent socio-political events, such as the resurgence of
the Black Lives Matter movement, diversity and race equity culture are also
becoming business priorities.
Productivity is another focal point among business leaders who are
witnessing rsthand increased time a uence from less travel, less
commuting and more e cient working tools. As a result, a variety of new
technologies are facilitating more collaborative processes, keeping workers Surface on Unsplash

connected and more engaged in projects.

This report is largely focused on those job roles centred around corporate
culture, either from having a physical o ce environment or lucky enough to be
able to work from home. We acknowledge that this means many low-wage
workers and those strategies are not represented in this study. It is important,
however, to understand that remote work actually worsens inequality as it
further supports high-income earners.

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Telecommuting and remote work
While some companies have been reluctant to implement working from
home policies prior to the pandemic, the mandatory stay-at-home orders
quickly changed that mindset.

A mainstay movement: according to The 2020 State of Remote Work report, a

whopping 98% of respondents said they would now like to work remotely for
at least some of the time for the rest of their careers. Preferences aside, the
reality is that Covid-19 has forced almost 50% of the workforce in the US to
telecommute. This is a huge increase considering that prior to the pandemic
only 14.6% of people were able to work from home (WFH), according to a May
2020 study by MIT. In the future, as entrenched norms against WFH subside,
approximately 25-30% of workers will work remotely multiple days a week.
Changing commuter culture: this transformation will result in people
spending less time on the road, which has a range of bene ts and knock-on
market effects. Commuters in the US lose an average of 54 hours per year
stuck in tra c, which has also been linked to increased stress. Not only will
people have more time a uence, but they'll also save money on driving costs,
petrol, o ce lunches and daycare. This is estimated to be an annual savings
of roughly $2,000-$6,500.

Environmental bene ts: as noted in Future Drivers 2022, working from @mosseri

home brings the planet momentary relief from the climate crisis. In fact, if all

citizens in the US worked remotely half of the time, it could reduce carbon
emissions from commuting by over 51 million metric tons a year, according to
Global Workplace Analytics. Fewer o ce hours also equals less electricity
consumption. Microsoft Japan's four-day work week trial in 2019 boosted
productivity by almost 40% and reduced electricity use by 23%, according to
the company. While images depicting the environmental bene ts to the
pandemic have circulated on social media, air pollution has climbed back to
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pre-pandemic levels in places such as China.
Telecommuting and remote work: case studies
Nationwide
Nationwide
The insurance
company is shifting to a
permanent hybrid work
model and is aiming to exit
all of its o ce buildings
except for four campuses by
November 2020. Workers
outside of those locations
will transition to a permanent
remote-work status. CEO Kirt
Walker said the company has
been investing in its
"technological capabilities
for years and those
investments really paid off
when [it] needed to transition
quickly to a 98% work-from-
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home model."
Twitter
Twitter
Twitter was one of the
quickest brands to pivot to a
working-from-home model.
Later on, CEO Jack Dorsey
emailed the company's 4,900
employees giving them the
option to work from home
inde nitely, even after the
pandemic ends. The policy
was also implemented at
Dorsey's other company,
Square. The social platform
also increased its allowance
for home o ce supplies,
granting $1,000 to all
employees.
Rebecca Minkoff
Bulgari
The CEO of this luxury brand,
Jean-Christophe Babin, said
that: "Covid-19 has changed
how we will work at Bulgari
forever." The leader has
found that remote work
allows for more productivity
and e ciency, as well as
more check-ins with global
members of the team.
Bulgari used IGTV to
broadcast a work-from-home
interview with its creative
director of jewellery,
amassing over 40k views.
Microsoft
Microsoft
Looped in with Mother's Day,
Microsoft debuted a
campaign to spotlight its
employees juggling the
demands of working from
home while being a parent.
The 30-second ad shines a
light on the reality of remote
work, which has also created
a new level of vulnerability
and understanding. For now,
the Microsoft team will be
working from home through
October.
Rebecca Minkoff
Rebecca Minkoff
The CEO and founder behind
the self-named fashion brand
was "anti-working from
home" prior to the pandemic,
but the forced period of
remote work has altered
Rebecca Minkoff's
perception. As a result, the
company will have different
and more exible policies
going forward.
New business tools
A plethora of business tools are surfacing to support the changing dynamics
of the workforce and support more collaborative ways of working.

Collaborative platforms: Notion is a work collaboration tool that is thriving in

these uncertain economic times. In April 2020, the start-up raised $50m,
hitting a $2bn valuation. Its all-in-one platform allows users to fuse notes,
wikis and to-dos together by embedding current tools such as Google Docs or
Evernote in one place. Its capability to create linked networks of databases
and documents allows for more e cient team collaboration. In May 2020, the
company announced that it would lift its storage limit for personal use on its
free plan.

In May 2020, Facebook announced a new slew of collaboration tools in a

release titled Building the Tools to Power the Future of Work. The tech giant
introduced Workplace Rooms, its version of Zoom, which allows coworkers to
video call with up to 50 people for an unlimited amount of time. It has also
developed its Live Producer tool so users can utilise professional video tools
to livestream from their computer.
To address pandemic-related layoffs, new networks are connecting jobseekers
in a visual way. Creatively is a recently launched job platform for those in the
creative industries. The free tool, which looks similar to an Instagram pro le Creatively

page, allows users to showcase their digital portfolio in an engaging manner,

while accessing new job listings. Co-founded by Alice + Olivia CEO Stacey
Bendet, Creatively also features a search tool for employers to browse by
speci c skills.

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The productivity dilemma
While remote work brings with it numerous bene ts, some employees are
struggling with the always-on workplace as well as parenting distractions.

The positives: due to time gained from not commuting and new collaborative
tools, productivity and e ciency are soaring for some workers. In April 2020,
video conferencing tool Webex hosted more than 20 billion meeting
minutes, up from 14 billion in March and 7 billion in February, meaning higher
attendance rates for meetings. According to Prodoscore, a workplace-
monitoring company, workers in the US were 47% more productive in April and
March 2020, compared to the same two months in 2019.
Many executives have been vocal across news outlets and social media
about the surprising surge in productivity. The CEO of Box, Aaron Levie, said:
“We may not go back to work the same way. Things are faster, more action-
oriented with remote workers. With videoconferencing, I can check in on
customers in the US, Japan and Europe in one day.” The salespeople at Box
have been able to increase the number of customers they meet with daily,
increasing from roughly one every three days (due to travel) to ve to eight
customers per day.
The negatives: while we may be having more meetings, the always-on
workplace is emotionally taxing for some employees. Not only does excessive Zoom

use of digital screens impact things such as eye strain and sleep deprivation,
but anecdotal evidence from scientists shows an increase in 'Zoom fatigue'.
According to Harvard Business Review, some of the fatigue can be attributed
from the "constant gaze" that video conferencing demands.
Additionally, parents engaging with virtual work have their own speci c pain
points. A poll from MIT found that 10% of workers were distracted by their
families; not a huge amount, but still an issue employers need to take into
account. Software company Range has found a solution that
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lets parents arrange their work day in speci c slots, known as 'windowed
work', providing more exibility so they can manage family responsibilities.  
Post-Covid-19 o ce design
Driven by new post-pandemic needs, conventional design solutions for the
o ce such as open-plan and communal leisure spaces are being
reimagined. Hygiene, touch-free and social distance have become the
parameters of the workspace of the future.

The end of the open-plan o ce: changing needs and priorities after Covid-19
will bring to an end the open-plan layout strategy, which has been prevalent in
the last few years. Academic studies have demonstrated the failure of this
strategy, highlighting the reduction of face-to-face interaction among
employees and the increase in email and instant messenger use. As
coronavirus imposes new standards, architecture and design solutions that
allow for social distance, spatial boundaries and limited human contact will
be prioritised. Helen Berresford, head of o ce design studio Sheppard
Robson, told Dezeen that she does not expect open-plan o ces to disappear,
but be gradually improved with modular solutions that could be adapted to
'pandemic-mode'.
Design for social distance: architecture and urban design practice
WestonWilliamson + Partners envisioned the spatial set-up for the post-
pandemic return to its headquarters in London. Beyond practical solutions
such as transparent screens between desks, hands-free door openers and Mohamed Radwan

cleaning and swab-based testing stations, the rm outlined an in-depth plan

for safely and e ciently managing employees' commute to work.
New solutions will emerge to reorganise the workspace. Qworkntine is a pod-
system designed by architect and cross-disciplinary designer Mohamed
Radwan. The modular pod-system's features, such as air quality ventilation
and automatic entrance/exit doors, allow employees to work in proximity,
while secure and protected.

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"Our o ces, more than ever, will need
careful stewardship to make sure they can
ex to create balance between open and
closed, intimate and collective, keeping
pace with the changing world outside."
- Helen Berresford, head of Sheppard
Robson's interiors studio
New o ce behaviours
As employees gradually repopulate work spaces
post-pandemic, the dynamics of o ce life will
evolve. From new virus-killing techniques to
alternative commuting transportation,
behaviours at work will re ect the need for
hygiene, safety and security.
Hygiene: US-based Centers for Disease Control
and Prevention (CDC) released a guide to help
o ces through Covid-19. It will be mandatory for
employers to ensure that regulations stipulated by
national and international governments on health
and safety are applied.
O ces will need to ensure hygiene standards by
increasing cleaning rotations. Routines may
incorporate new elements, such as virus-killing
ultraviolet light to disinfect high-touch surfaces
and weekly in-depth cleaning of HVAC air lters to
safeguard air quality.
Employees will also play a critical role in
maintaining hygiene standards within the work
space. Antibacterial dispensers will need to be
placed at the entrance of o ces, while other
sanitising products will be available in communal
leisure areas and restrooms. Signage should be
introduced to remind employees about new
procedures.
7 surfaces, automatic doors, sensor-based tech and
Health: as previously discussed, o ce spatial
design will be reinvented to ensure social
distancing and limit human contact. Beyond
larger workstations and barriers, employers will
need to rethink the dynamics of meetings and
gatherings. Such interactions will likely happen in
large open rooms, where ventilation is
carefully managed and regularly puri ed.
Technologies for high-quality ventilation should
be considered for incorporation in workspaces.
Employees might be asked to carry out a health
screening before entering a building. For example,
the CDC suggests measuring the temperature of
individuals at the beginning of each work shift.
Personal Protective Equipment (PPE) will need to
be provided by employers with speci c guidelines
on its usage. Employees will likely be requested to
wear non-surgical face masks when social
distancing becomes di cult. As regulations vary
by country, companies will need to ensure their
equipment aligns with regional and national
guidelines.
Movement across the work space will need to be
regulated to limit human contact and proximity
between colleagues. Companies might introduce
single-direction pathways to reach speci c areas.
To avoid the exchange of bacteria across
Commute: employee transportation will need to
be considered in the post-pandemic o ce
adaptation. Commuting will be among the most
relevant threats to staff wellbeing, as many
employees travel via public underground, train or
bus in major global cities.
A return to the o ce might need to be carefully
regulated, allowing only a limited group of people
to enter sites. It is fundamental to consider
business priorities as well as to investigate the
workforce sentiment to inform such decisions.
Employees might be selected for a return for their
proximity to the o ce and their ability to reach the
location by car, bike or walking.
Companies should also consider diversifying work
shifts to avoid rush hours on public transport and
in the o ce. As a result, the traditional nine-to- ve
framework will likely change and working hours
will adapt to employee-speci c needs and tasks.
Employers need to expand cycling schemes and
improve facilities such as showers, changing
rooms and lockers for employees. It will also be
essential to communicate safety regulations to
groups that travel on public transport, ensuring
they adopt safety measures before and after
work.
other contactless solutions will need to be
implemented in the post-pandemic o ce.
Simulated work environments
From start-ups to corporates, businesses are rethinking the role of o ce
space and questioning its value in the post-pandemic landscape. Virtual
work environments are emerging as one practical, safe and affordable
solution.

O ce virtual replicas: in a future in which remote work becomes the norm,

virtual worlds could operate as alternatives to physical spaces, enabling
social connection, collaboration and team bonding.
WeTransfer launched the virtual version of its headquarters in New York, Los
Angeles and Amsterdam in early May 2020. As the brand's chief executive
Gordon Willoughby explained to The Wall Street Journal, the simulation has
been developed to maintain the social element of physical o ce space and to
break the routine of employees in remote work mode. Colleagues, through
their avatars, can meet in the virtual space to attend gatherings organised by
the company. Tech brands are responding to the recon guration of the work
space with new tools. Sine Wave Entertainment, the brand behind 3D
simulated-reality playground Sinespace, has launched Breakroom, a virtual
reality platform designed for remote work. Users can customise branded
digital spaces to serve different purposes such as live events or team
meetings. Job Simulator

Mixed-reality o ce: after announcing its employees could choose permanent

remote work, tech rm Facebook revealed plans for a new computing platform
for remote work and collaboration. In a post on its pro le, the company
described the vision, efforts and technologies it is employing to reach this
future, such as Codec Avatar, a digital tool merging AI and 3D capture
technology which could enable users to create lifelike avatars quickly and
e ciently.

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Decentralisation
As major employers increasingly adopt exible working practices, the
creation of satellite-shared work spaces to serve a generation of remote
employees will drive the creation of new o ce locations.

Suburban o ces: according to workspace service provider Regus, exible

work will accelerate the shift toward localism and the regeneration of
suburban areas. The result of companies adopting exible working policies
will lead to a need for more satellite co-working spaces to serve the needs of
work-from-home employees. Increasingly, headquarters located in major cities
will be decentralised and redistributed across suburban areas, giving life to a
new local economy. Regus' study, which covers 19 countries, forecasts that
the rise of exible work spaces will potentially create a value of $254bn to
local economies worldwide over the next decade.
Beyond altering the traditional dynamics of work life, this shift will also
generate a positive impact on the environment and society, as telecommuting
will drastically minimise workers' carbon footprint, while improving their work-
life balance. This becomes particularly relevant in the purpose economy, in
which brands are expected to deliver beyond their own nancial pro ts toward
the wellbeing of society and the planet.
Johnson Wang

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Diversity
Equality, diversity and inclusion are core business qualities that will enable
companies to emerge from the global crisis.

The business value of diversity and inclusion: research demonstrates that

ethnic and gender diversity are a competitive advantage in business,
particularly when facing a crisis. Inclusive and diverse companies enriched by
multiple perspectives and talents are more likely to take riskier decisions that
will lead to innovation and pro table growth. After analysing the performance
of 1,000 large companies across 15 countries, McKinsey reported that
ethnically diverse businesses outperformed those with the least diversity by
36% in 2019. Despite this, overall progress toward cultural and ethnic diversity
across industries is slow, a pace that will likely accelerate due to current socio-
political circumstances.
Diversity and inclusion are the new normal: as re ected in today's political
and social movements, ethnic injustice is reaching a new level of attention,
with Black Lives Matter gaining enormous support from political and business
leaders. Companies, beyond making their stand against racism and racial
violence public, need to take steps to incorporate diversity and inclusion
policies into their businesses. As a rst step, we are witnessing brands
educating themselves about such topics and investing in anti-racism Nathan Dumlao

and racial equality organisations. Meanwhile, companies such as Awaken, an

innovation hub delivering workshops to address inclusivity and diversity
di culties across businesses, will facilitate the shift toward diversity and
equality as the new norm in work environments.

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1234
Action points
Working from home is here
to stay
In some shape or form, working
from home will become a mainstay
expectation from both employers
and workers. Employers are
bene ting from the increase in
productivity, while
employees embrace the exibility,
cost-saving elements and a
reduction in commuting stress.
Going forward, ensure your WFH
policy is built off the back of an
employee survey and includes
options for those that prefer remote
work and those that work better in
the o ce
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Implement 'windowed work'
To ensure at-home productivity is
offset with a healthy work-life
balance, look into instituting a
'windowed work' policy that lets
employees structure their day as
they see t. This not only helps
parents attend necessary family
obligations, but also allows other
workers to build a lifestyle beyond
the archaic nine-to- ve framework
Develop modular solutions
As companies have different
priorities, there is no unique solution
to the post-pandemic work space,
but a series of modular changes
should be gradually implemented,
such as o ce design improvements
for social distance, multiple work
shifts to avoid rush hour and the
decentralisation of headquarters.
The rst concern for businesses will
be the health and safety of
employees and their education
about such topics to preserve and
guarantee security for all
Build an equitable culture
Educate yourself and your
employees about topics such as
cultural diversity and ethnic and
gender inclusion. Pay attention and
listen to your workforce and
customers. In the current socio-
political moment, it is essential to
carefully consider decisions before
taking action. Start building plans
to make inclusivity and diversity a
normality in your business through
work policies, education and
employee empowerment
Related reports

The Future of Work: The Fluid O ce: Live, Adapted Lifestyles: Coronavirus: Future of Coronavirus: Global
Key Trends 2020 Work and Play Travel Hygiene Change Accelerators

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