Smells good? Here’s how AI and IoT are driving digital scent technology

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Artificial Intelligence (AI) and the Internet of Things (IoT) are significantly expanding the applications of digital scent technology, leading to more immersive, personalized, and functional sensory experiences across various sectors within the B2B market. These technologies can aid in enabling food and beverage, cosmetics, and automotive businesses to make better decisions regarding research and development, quality control, manufacturing, and end-user experiences.

Artificial Intelligence (AI) in Digital Scent Applications:

  • Enhanced Sensory Processing and Creation
    • AI-driven sensory technology processes inputs like smell to convert them into valuable information.
    • In entertainment, AI is used by scent-based technologies to create smells based on what the user is seeing or experiencing, blurring the boundaries between physical and digital realms.
    • AI helps to personalize scent experiences, predict optimal scents for different environments, and improve the blending of odor molecules to create more accurate and pleasant scents. A 2023 study even showed a machine-learning model was better at odor recognition for 53% of tested scent molecules, indicating that computers have learned to recognize odors better than humans in some contexts. AI models can predict what molecules ought to smell like just by analyzing their molecular structure.
  • Advanced Diagnostics and Health Monitoring
    • AI-enabled “odor surveillance systems” are being developed to diagnose diseases and maintain health. For example, companies like NoZe screen for medical conditions such as tuberculosis using digital smell detection.
    • Companies are developing AI smell detectors that can identify the presence of illnesses, food adulterants, and other potentially harmful chemicals. Alex Wiltschko, CEO of AI olfactory startup Osmo, envisions a future where digitizing smell aids in early disease detection, rapid pandemic tracking, increased food production, early spoilage detection, and pest control.
  • Improved Food and Product Testing
    • AI-driven “electronic tongues” are used to streamline flavor analysis and simplify food and drug testing processes. These can analyze different organic and inorganic compounds that impact taste.
    • Electronic tongues can rank product samples based on the intensity of flavors like saltiness or bitterness. They have been designed to analyze water quality by detecting minerals and heavy metals and to test the bitterness of medication to improve treatment adherence, potentially expediting drug development.
    • Advancements in olfactory technology enable computers to detect odors, improving bomb detection capabilities.

Internet of Things (IoT) in Digital Scent Applications:

  • Connected and Personalized Experiences
    • The integration of digital scent technology with IoT is creating exciting possibilities for more connected and personalized scent experiences.
    • Companies like Inhalio are developing IoT scent diffusers that can synchronize with other smart home devices to create multi-sensory experiences. For example, a “relaxation” mode could simultaneously adjust lighting, play soothing music, and diffuse a calming scent. In terms of wellness in the workplace, different areas of the office can be tweaked for purposes.
  • Remote Management and Automation
    • IoT connectivity allows for real-time monitoring and control of scent devices remotely. Users can adjust intensity, schedule scent releases, and receive notifications when fragrance cartridges need replacement.
    • Devices can learn user preferences over time to create personalized scent profiles, automatically adjusting to preferred scents based on the time of day or activities.
    • Some advanced IoT scent devices can even detect environmental factors like humidity and temperature to optimize scent diffusion, ensuring a consistent and pleasant experience.

Leading brands in integrating scent technology with IoT include Inhalio, known for its Digital Scent AI Platform; ScentBridge, specializing in intelligent fragrance solutions with patented IoT technology; and Aryballe, with digital olfaction solutions that include smart sensors for scent detection and analysis. These advancements, combined with the trend toward miniaturization and portability, are making digital scent technology more versatile and accessible for today’s market.

Tsunami warnings and sound trauma

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Today, a powerful tsunami warning was issued for the Pacific Coast, leaving many communities on high alert. In watching the news this morning, I was struck with how the people reporting on the ground about the tsunami warnings were flinching when the alarms on their phones or devices went off.

In designing acoustic warning systems it can be essential to consider the potential impact of sound trauma on mental health.  This is an area where the combined use of either light or scent might buffer the possibility of sound trauma.

What is sound trauma?

Tsunami warnings often feature distinctive sounds, such as:

  • Sirens: loud, piercing sounds that can be heard for miles
  • Alarms: repetitive, high-pitched beeps or tones that signal an emergency
  • Alerts: urgent, automated messages on phones, radios, or televisions

These sounds can be traumatic for several reasons:

  • Suddenness: Tsunami warnings often come with little to no warning, leaving individuals feeling startled and disoriented.
  • Loudness: The sounds associated with warnings can be extremely loud, causing physical discomfort and emotional distress.
  • Association with danger: The sounds of warnings are often linked to fear, anxiety, and danger, making them a source of trauma.

The Challenges of Sound in the Modern Era

One of the reasons I focus my work on scent is that many people are increasingly desensitized to sound. With the widespread use of smartphones and earbuds, people are often plugged into their devices, listening to music or podcasts that mask the sounds around them. This can make it difficult for people to notice and respond to important sounds, such as warnings or alarms.

Moreover, the constant exposure to sound through smartphones and other devices can lead to a phenomenon known as auditory habituation, where people become less responsive to sounds that are familiar or repetitive. This can make it more challenging for sound-based warnings or alerts to grab people’s attention, potentially leading to increased risk of sound trauma.

The Potential for Sound Trauma in Tsunami Warnings

The sounds associated with tsunami warnings can have a profound impact on mental health, particularly for those who have experienced trauma in the past and the effects of sound trauma include:

  • Hypervigilance: an increased startle response, making it difficult to relax or feel safe
  • Anxiety and fear: intense feelings of anxiety and fear, which can be overwhelming and debilitating

To mitigate the risks of sound trauma in tsunami warnings, it’s essential to:

Design with sound trauma in mind: emergency management officials and warning systems should consider the potential for sound trauma when creating warnings

  • Provide clear and consistent information: warnings should be clear, concise, and consistent, reducing confusion and anxiety
  • Offer support and resources: communities should have access to mental health resources and support services to help individuals cope with the emotional impact of sound trauma

The Importance of Multisensory Experiences in Emergency Response

In addition to sound, other senses, such as scent, can play a critical role in emergency response. Scent, in particular, has a unique ability to evoke emotions and memories, and can be used to enhance the impact of warnings and alerts.

By incorporating multiple senses, including scent, into emergency response systems, we can create more effective and engaging warnings that minimize sound trauma and maximize appropriate engagement to take actions to avoid risk.

Backcasting for playbook creation

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Transforming how you create your forward momentum in turbulent times

March 2020 – the start of the lockdowns in the pandemic.    Pivoting to online and WFH, wearing masks, gloves and lots of hand gel.  Using our elbows for door, washing groceries, changing processes and relationships….

Could we then have forecasted then what has happened in the last five years? 

It is March 2025.   Step back and see how you and your firm have adapted in the last five years.   Congratulate yourselves on how you modified and adapted how you now engage and interact.

But wait  — it will be March 2030.  Economic uncertainty, climate instability and energy concerns will have impacted the last five years of our lives.   How will you and your firm adapt how you engaged and interacted?     If you could backcast what you wanted to achieve in 2030 when you were in 2025, how would have that looked like?

For myself on a personal note, in March 2020 I was caring for my chronically ill husband who ended up in the hospital for five months during this period (and yes, he got COVID while in the hospital, which made communication even that more challenging).   I was already working remotely as a consultant with a team in Asia and a group in the US as an expert, plus teaching graduate business students (and pivoted to online teaching).  I was alone except for health care professionals once my husband returned home.  I had to organize renting a hospital bed for our living room in a pandemic.   Social tools allowed me 24/7 reach to friends around the world for support. I had work colleagues trying to help from their homebases.   I had food delivery and very early morning visits to the store to minimize contact for his sake.  I worked closely with my local pharmacy to keep both him and I in the best possible place in terms of our health.

But I knew that I had to work through this and keep going.  So I pivoted on a number of items, but kept the importance of certain elements of my life going.   So I weightlifted in my living room and outside my front door.  I fenced online with colleagues using Zoom.  I kept teaching online to keep an income flow when consulting became unstable.   I moderated events online, using my combined tech and comms skills.   I published, I presented and I made sure I was still active and relevant.  This included participating in a remote TEDx.

One skill I have practiced extensively through this period is backcasting.  It is similar but different to forecasting.   Forecasting is predictions based on expectations and likelihood.    Backcasting picks outcomes for the future and creates paths to try to achieve them, working around predicted and unexpected  situations to create alternative paths.

In 1988, John Robinson wrote an article on backcasting where he said: “..backcasting techniques that reveal the possibility, and test the feasibility and impacts, of alternative futures. The focus thus shifts from prediction and likelihood to feasibility and choice.”

Robinson made a relevant point specific to how we have dealt with the last five years.  He wrote “…the search for the most likely future may actually be dangerous in that it permits the existence of choice to be obscured by the apparent existence of necessity. In other words, the most likely future may well not be the most desirable one, given the range of possible futures. What are needed therefore are not techniques which increasingly converge on the most likely future, but techniques which reveal and test the feasibility and impacts of alternative futures, in order that meaningful choices can be made among them.”

We have had to make choices, based on alternatives, but still with particular goals and outcomes in mind.   Though my Institute, I help firms and individuals lean into backcasting to create playbooks.   I offer services and workshops to help others transform their playbook development with backcasting techniques.

In writing this post, I also went back to my 2020 predictions on AI and automation which prove the old adage that we expect things to happen quicker in five years than they actually do.    But that’s a story for another post.  😉

Revisiting ‘Generation Jones” in an AI-driven world

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Entering into 2025 with a new geopolitical norm, the economic landscape continues to evolve, particularly for those born at the tail end of the baby boom—commonly referred to as Generation Jones. This cohort, typically defined as those born between 1954 and 1965, finds itself in a unique position in today’s AI-driven world, facing challenges and opportunities that are markedly different from those of previous generations heading towards retirement and the third act of their lives.

The Context of Generation Jones

Generation Jones grew up during a time of significant social and economic change and has witnessed the decline of traditional job security, the rise of globalization, and the advent of digital technology. Now, as they approach retirement age, many members of Generation Jones are grappling with a rapidly transforming job market dominated by artificial intelligence (AI) and automation.

AI Tools and Their Limitations

While AI tools promise to enhance productivity, they often fail to cater to the specific needs of Generation Jones. Many of these technologies are marketed with a focus on younger demographics—digital natives who are already comfortable with rapid technological changes. In contrast, Generation Jones may feel not included, leading to some resentment that can hinder their ability to adapt.

For example, while AI-driven platforms for freelance work and entrepreneurship are growing in number, they often focus on agility and tech-savviness. This can create a barrier for those in Generation Jones, who may not want to make those investments. The promise of “get rich quick” schemes powered by AI may appeal to their desire for financial security, but the reality is that these ventures often are scam based.

The Allure of Get Rich Quick Schemes

The rise of AI has given birth to an array of get rich quick schemes that can be enticing. From automated trading systems to AI-generated online businesses, the allure of making money with minimal effort (side hustle) is tempting, especially for those looking to bolster their retirement savings. However, many of these schemes are built on shaky foundations and often prey on the vulnerabilities of individuals who may be seeking quick solutions to financial woes.

For Generation Jones, the risk of falling into these traps is particularly tricky. Many members of this generation are still recovering from the financial crisis of 2008 and the subsequent economic downturns. The pressure to secure their financial future can make them more susceptible to schemes that promise fast returns but deliver little more than disappointment.

Navigating the AI Landscape

So, what can Generation Jones do in this AI-driven world? The key lies in a balanced approach. Instead of chasing after the latest trends or succumbing to the pressures of quick fixes, this generation can benefit from a more strategic and informed perspective.

  1. Lifelong Learning: Embracing continuous education can help bridge the technological gap. Online courses and community workshops can enhance digital literacy and build confidence in using AI tools.
  2. Networking and Mentorship: Engaging with peers and younger professionals can provide valuable insights and foster collaboration. Building intergenerational networks can lead to opportunities that align with their experience and skills.
  3. Mindful Investment: Rather than jumping into every new scheme, Generation Jones should focus on mindful investment strategies that consider long-term benefits over short-term gains. Researching thoroughly and seeking advice from trusted financial advisors can mitigate risks.
  4. Leveraging Experience: This generation has a wealth of experience that can be translated into consulting or coaching roles. By harnessing their expertise, they can navigate the AI landscape in a way that feels authentic and rewarding.

Nightmare…or reality?

We had freezing rain come down hard about 2:20am this morning.  And then my mind provided me a very clear dream about my “why” in a way I had not connected with recently.  (And I immediately realized that I had a few more holiday cards to send out….)

I was in front of the microphone in a lecture hall for about 1500 (which included a place for boxing practice?) and I was teaching my doctoral research on IT productivity economics.  I was explaining the basic principle that firms get different results from technology depending on their allocation of resources, their data, their people and their processes.

Someone pulls me aside at a break and asks me “Is there math in this”? [ I laugh, as my students either love or hate math.]   I started to try to explain the choice of coefficients and how they are created.

And for some reason, Katrien Wauters was my teaching assistant and Piet Ribbers popped his head in to say hello.  (OK, more holiday cards going out this morning….).

Do you want to know why I get so annoyed with AI discussions right now?  

Because the need for technology for productivity is not new, but it has always been about achieving authentic outcomes and efficiencies. It has been about networks, cloud, edge — all about enabling things where they are, but real things.   I am SO tired of all of the fake stuff being created from AI and the urge of the tech bros to make and break things quickly (and inefficiently in terms of cost to the environment) just so they can play.

Technology is a resource that needs to be allocated, structured and managed, just like other scarce resources, including people.

As we head into 2025, the question is “Was this dream a nightmare – or a preview of where this is all going?”

So how does it end?

TL:DR – Alea talks about the part of your personal narrative many people do not work on. 

Framing 2024 and beyond….

The end of the year brings annual news from friends and family in holiday cards and other forms of outreach.  To frame this for you,  I have always been the youngest of my cohort and family, so as my friends and former co-workers age I have been seeing illness, loss and shifts into near retirement, retirement and into care situations.

It has been an eye opener, especially talking to those in their 70s who are recently retired and trying to find their footing in their new stage of life.  To be blessed with old age is not just about discussing failing body parts, dying family members and how things used to be, but dealing with over dependent adult offspring and diving deeper into hobbies and interests, as well as showing off points of lifetime pride.

Because you no always longer identify with a work field or a production oriented occupation, your sense of identity is tied to other things – all different ways to frame and connect your contribution to the rest of society. 

But then I have a good friend who announced to me before the holidays that she has terminal cancer.  She is not coping in terms of getting her head around it, which is fully understandable.   But one of her reactions is really odd – she is selling parts of her living room online on her regional Facebook marketplace. As we are connected, I am watching this with a bit of dismay, as she nickels and dimes her life into different lots – bookcases, ornaments, sporting goods, etc.   I cannot imagine with a limited time left in life that I would be concerned about selling my collection of ornaments for Euro 30.

But we all have a limited time in life (hint: read Four Thousand Weeks by Oliver Burkeman) – which led to my big Ah-Ha of the holiday period.

If not now, when?    

It kicked off an number of things I have been doing this holiday period.   Things I meant to do for quite a while.   I have been using Pomodoro techniques this last week to make small shifts on the bigger items.

But it got me to thinking about how you frame the last part of your personal narrative.   Most of us do not recognize this aspect of the journey, we are too focused on the front end and the growth stage.   What happens when it is time to harvest?

How do you want to frame where you are at the tail end of the journey?

I read a former colleague complaining about his current situation after his own company got acquired.   I privately wondered why he then stayed, assuming the payout for the business was decent and there was no clause for him to remain. But I suspect he did not think about the next step in his personal narrative and was too connected to the business he developed.

Most of us have the forward momentum to move our way through the majority of our working life, repositioning as necessary as we reinvent ourselves on a regular basis.

But towards the end of the ride, what do you want to be positioned for doing in the ‘now’?

I was watching a double bill yesterday of Barbra Streisand movies on BBC from when she was in her late 20s (magnificent!).  She is now 81 and still going, but has shifted her contributions regularly to include other elements.  Upon the release of her book My Name Is Barbra on November 7, 2023, her BBC interview concluded with Streisand claiming she wanted “to have more fun” in life.

Can most of us say the same?

So how are you framing the latter stages of your personal narrative?  

I hit a big birthday this next calendar year, and as I am a sports person I hit it unofficially in two days on 1 January (although still several months before the actual event).  I have to admit that it is on my mind in both my career decisions and my personal choices.   To age is a blessing as not everyone gets to do it.   With what style and grace you do it is your choice. 

I challenge you to think about how you want to go out (singing and dancing, or quietly, stage left) and any good advice or articles on how you frame the latter part of your personal narrative.  Let me know in the comments below what you have found.

Organizational Resilience:   Compliance risk strategy for 2023

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Photo by Anca Dorneanu on Pexels.com

One of the two key areas of research focus for me this year is organizational resilience.  In 2023, a number of regulations have been updated, creating new requirements for businesses to follow, new areas of risk, and more money and time spent adjusting to these changes.

Compliance strategies help cement trust in professional partnerships and vendor relationships.  If your firm is trying to qualify for cyber insurance, or simply looking to obey the law and avoid fines, your business is up against increasingly tough compliance measures. It is no longer sufficient to be compliant only once per year, scramble in the two weeks before the audit, and then forget about it for the rest of the year.

What compliance tech trends should IT management adopt as they build and refine their technology roadmaps?  

Let’s start with some of the regulatory drivers for these trends.

Regulatory Issues to watch

European Union Digital Operational Resilience Act (DORA)

The EU is applying regulatory pressure in the financial sector with its Digital Operational Resilience Act (DORA)DORA is a “game changer” that will push Financial Services (FS) firms to fully understand how their ICT, operational resilience, cyber and TPRM practices affect the resilience of their most critical functions as well as develop entirely new operational resilience capabilities.

One key element here is that DORA introduces a Critical Third Party (CTP) oversight framework, expanding the scope of the FS regulatory perimeter and granting the European Supervisory Authorities (ESAs) substantial new powers to supervise CTPs and address resilience risks they might pose to the FS sector.


German Supply Chain Due Diligence Act (SCDDA)

On January 1, 2023, the German Supply Chain Due Diligence Act took effect. It requires all companies with head office, principal place of business, or administrative headquarter in Germany – with more than 3,000 employees in Germany – to comply with core human rights and certain environmental provisions in their supply chains. SCDDA is far-reaching and impacts multiple facets of the supply chain, from human rights to sustainability, and legal accountability throughout the third-party ecosystem. It will addressing foundational supply chain issues like anti-bribery and corruption diligence.

From 2024, the number of employees will be lowered from 3,000 to 1,000. And Switzerland, The Netherlands, and the European Union also have drafts of this type of regulation in the books.

PCI DSS 4.0

Payment Card Industry Data Security Standard (PCI DSS) is the core component of any credit card company’s security protocol.  In an increasingly cashless world, card fraud is a growing concern. Any company that accepts, transmits or stores a cardholder’s private information must be compliant.  PCI compliance standards help avoid fraudulent activity and mitigate data breaches by keeping the cardholder’s sensitive financial information secure.

PCI compliance standards require merchants to consistently adhere to the PCI Standards Council’s guidelines which include 78 base requirements, more than 400 test procedures and 12 key requirements.

When looking at the changes in how PCI has evolved over the years up to PCI 4.0, there is a departure from specific technical requirements and toward the general concept of overall security.  PCI 4.0 requirements were released in March 2022 and will become mandatory in March 2024 for all organizations that process or store cardholder data.

The costs of maintaining compliance controls and security measures are only part of what businesses should budget for PCI certification. Businesses should also account for audit costs, yearly fees, remediation expenses, and employee training costs in their budgets alongside technical upgrades to meet compliance standards.

Tech Trend changes

Zero Trust presents a shift from a location-centric model to a more data-centric approach for fine-grained security controls between users, systems, data and assets. Zero Trust as a model assumes all requests are from an open network and verifies each request this way. PCI 4.0 does not mention zero trust architecture specifically, but it is evident that the Security Standards Council is going that way as a future consideration.

Passwordless authentication gained a lot of attention and traction this year. Major companies, such as Google, Apple, and Microsoft, are introducing passwordless authentication based on passkeys. This is a clear sign that the game is about to change.  As the PCI DSS focuses on avoiding fraudulent activity, so does newer authentication protocol approaches to verify and confirm identity.

Third-party risk management is quickly evolving into third-party trust management (TPTM), with the SCDDA creating a clear line in the sand for global organizations. TPTM is a critical consideration when standing up an enterprise trust strategy. Enterprise trust is a driver of business development that depends on cross-domain collaboration.  It goes beyond cybersecurity and focuses on building trusted and lasting third-party relationships across the core critical risk domains: security, privacy, ethics & compliance, and ESG.

Final thought – Cyber Insurance in 2023

If some of these compliance drivers lead to a desire for financial protection,  cyber insurance is one mitigation element for strategy to address C-level concerns.   But wait – this is not as easy as it used to be.

Five years ago, a firm could fill out a one-page cyber insurance application and answer a handful of questions. Fast forward to ransomware and other cyber threats and now getting insurance with favourable terms, conditions, pricing coverage and low retention is tough.

Insurance companies prefer enterprises that are instituting robust security controls and incident response plans — especially those prepared to deep dive into their cybersecurity architectures and planned roadmaps. In terms of compliance strategy development,  there needs to be a risk-based led approach to cybersecurity to allow an insurer to offer a favourable insurance option.

Is 2023 the year of maximalism?

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And why can’t workplaces be as sleek as hotels?

(Source: Andrew Martin)

In my morning reading, I was just going through a report that talked about the trend towards maximalism. And I got an eyeful of bright colors and clashing elements in photos from hotel chains.

Social media giant TikTok recently worked with Airbnb to create a design trends report highlighting the emergence of a “maximalist” aesthetic. The report noted that interior design trends have notably shifted in emphasis from minimalism, which had been hip for more than a decade, to maximalist styles, which have drawn 693 million views on TikTok to date.

From there, I went to look at the Accor Brands page to see some of the examples mentioned in the articles I have read.

My POV on this is that after several years of feeling trapped in our locations, we want to splash out for an over-sensory experience versus a feeling of scarcity.

However I have noted most of my colleagues have taken the last two weeks of holiday break in natural settings (oceans, mountains, long walks in nature) vs. rushing for over stimulus.

If we require both stimulus and excitement, as well as calm and peace, what then does this tell us about our daily work environment? Why can’t workplaces be destination locations with different characteristics that reflects that location? Or even different themes in different parts of the location that suit different generations?

Two key trends for 2023

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Organizational resilience and workplace analytics

Photo by SevenStorm JUHASZIMRUS on Pexels.com

In our annual quest to find and resonate on the topics that mean the most in the new year going forward, I want to talk about my two research areas for this Spring.

ORGANIZATION RESILIENCE

Organizational resilience for me is top of mind. This combines a number of factors — cyber resilience, employee motivation and commitment, resource allocation and supplier relationships, core competencies and agility to go to market. In a time when economic factors, levels of demand uncertainty and regulatory risk all put the organization on edge, how resources are allocated, supported and made agile will allow organizations to pivot more flexibly.

Technologically, we have been focusing on productivity and collaborative work this last year. My concerns are echoed by a recent paper in the MIT Sloan Management Review. The authors, Jonathan Trevor and Matthias Holweg, both at Oxford, stated that collaborative technologies do help bond hybrid and remote workplaces, but these tools and platforms still haven’t made the grade as far as replicating in-person settings. This is where I am putting my own efforts this Spring in looking at work as an experience (WaaE) and the worlplace as an experiential location.

In their paper, they claim that organizations and the technology they employ have done a good job of keeping everyone connected and in tune with what’s going on, but still can’t fully replicate the innovation seen in face-to-face workplaces. Perhaps their most significant observations are how organizations face challenges getting people together in one place at the right time, and the fact that employees in the survey “complained that work had become more transactional and operational in the hybrid environment. They missed feeling engaged and noticed a decline in the infusion of new ideas.

Being resilient as an organization is about harnessing the resources in a timely and effective manner. The ability to be innovative will hinge on how agile and supple an organization can be.

Having the right place to work to be agile and innovative will be critical. A part of this MIT survey looked at real estate usage. According to their study, ” The top planned changes cited by our sample are additional social areas (80%), creativity spaces (75%), meeting rooms (74%), shared offices (74%), and hot-desking (71%). Corner offices are on their way out.”

WORKPLACE ANALYTICS

Which leads me to the second critical area I am examining this Spring.

Workplace analytics combines occupancy analytics, visitor management systems and more traditional facilities management tools in examining usage. This is normally used by facilities managers, corporate real estate teams and the C suite to understand spending and costs.

But what we really want to examine is utility, in other words, how the workplace served its function in supporting work.

Key question I will be asking: How does the infrastructure support the work activity? Can we take a pulse on a regular basis to see what contribution technology in the workplace makes in making work happen productively and with purpose?

As an example, I bring up the latest survey recently from Relogix, a workplace analytics firm, on global workspace usage.

This report suggests that the last six months or so have been relatively static regarding those coming in and those remaining remote. But what is interesting is the shift between individual offices and the collaboration spaces that were once connected to them, both of which declined, whereas general meeting spaces and casual social spaces doubled and quadrupled.

People are looking to engage with other people if they make the commute into the office. Where does technology play a role here and can we make the workplace a destination and an experience?

Assuming you are not commuting during the holiday period, I wish you a wonderful season and a happy new year. May 2023 be productive, full of good health and wonderful innovation!

Alea

Innovation in reuse of existing built spaces

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Photo by Demian Smit on Pexels.com

 Innovation in space usage is driven not only by use case demands, but availability.  And we can see that availability is increasing.  The general increase in space offered for sublease amid the pandemic is to be expected as companies needed less room with workers being home-based. So we are talking about the reuse of existing built spaces.

Reuse of vacant office space could also give a new lease on life to the neighourhood while supporting the local economy, and enable people to stay close to their choice of living space—all the while helping preserve the social and cultural heritage of a region. We are seeing a mix of health, education, entertainment, leisure, arts and crafts and green spaces. Some old shops could become housing in a mixed use environment.

One of the more interesting leisure examples I have seen recently is an active entertainment area, including an indoor go karting centre, in a former South West London shopping centre in Wandsworth.

Startups that repurpose unused space have seen a surge in usership. Innovative startup companies look to make use of empty offices while employees continue to work elsewhere, including working from home during the ongoing pandemic. The pandemic-oriented trend, driven by businesses downsizing and relocating, is expected to push vacancy rates up in cities, and with incentives also on the rise, this will ultimately put pressure on values. 

Some high street retailers are trying to divest some of the retail space as online shopping causes less footfall. Up to 45 percent of of John Lewis’s flagship store on London’s Oxford Street had gotten permisssion in October 2020 from the local council for reuse as office space as the company tries to stem its coronavirus losses and return to profit. Timing on that might not have been so terrific….  But according to a recent BBC article,  the UK has lost 83% of its main department stores in the five years since the collapse of the BHS chain. The figure highlights the extent of the upheaval in the High Street as the Covid pandemic sped up changes in shopping habits.

So how can this value be realized in an alternative way?  After all, The Refinery, a luxury hotel in NYC, used to be a Garment District millinery and the Tate Modern in London was once the Bankside Power Station…  This is not a new concept, but new use cases.

So let’s focus on new use cases.  Some new innovation examples come out of our need to exercise and to store, all limitations of our home spaces:

  • Silofit was stared two years ago to repurpose small office spaces by turning them into “micro-gyms” that can be rented by the hour. 
  • US  peer-to-peer storage marketplace Neighbor lets individuals and businesses rent out their unused space for storage purposes—something like the “Airbnb for storage.”

Pandemic oriented use cases come from a need to get closer to the customer for fulfillment.  Ghost kitchens and other food companies using unused commercial space as distribution centers, so produce can be closer to its final destination.

We are also seeing folks creating communities and cohorts to get closer to each other (within social distancing and reason) when larger resources are not available.  For example, New York-based edtech startup SchoolHouse uses commercial space for some of its “microschools.”

Community building as a use case is also on the rise.  Beside education, health care and wellness have led some interesting use cases. This is a good article on reuse and healthcare, albeit from a US perspective.

So what CAN’T we do at home that requires a physical location that can absorb the available office spaces?   Creative labs and maker studios come to mind, especially combined with distance learning.

What is the commonality of these new use cases?   And how will this concept grow?