We read recently about the great campus Novartis is building for itself in Basel, Switzerland. Billions of dollars, you have to assume. in its star architect building. Hello, Frank Gehry and his friends. The early take on the architecture from the NYT's Nicolai Ouroussoff is worth your time.
But the piece left me wondering about an issue important to me. There were several lines about the hopes for the interior life of the campus:
From the very beginning he saw the design as a way to reorganize the entire social fabric of his company and foster better communication between those who develop and market his drugs. Office floors would be laid out to prompt cross-disciplinary interaction; parks and courtyards, decorated with artworks, would be conceived as places of private contemplation. Every square inch, in essence, would be designed to encourage the flow of ideas.
Later, we read:
Mr. Vasella said he had been conscious throughout of considering the buildings' effects on his staff. Full-scale reproductions of the offices were built so that employees could examine them before they were installed. A Harvard psychologist was hired to explain the effects of different colors and spatial configurations.
"We build for real people," Mr. Vasella said. "We don't build for machines. The idea is to create an ideal atmosphere, one where workers feel at ease and can communicate with each other easily. So the warmth is very important. When aesthetics intrude on other things, that is not the intention."
What's missing, though, is detail. The article goes on about the miracle facades, campus layout and control implied in the outer structures. But how exactly do the spaces help the flow of ideas? How do they change the way people work? People at the drug company work indoors, and architecture only leaves inward impressions on mood and interaction, with interaction and its momentum often driving mood. In the digital sphere, we have our own virtual architecture to create and observe.
I went Googling for details on how these new spaces might create the results Novartis sought. PR crap turned up at first — "Inspiring working environments have concrete business benefits" (two-page PDF) and a sitting-together "solution" for the biologists and the chemists (Google Translate version). But then I found a fantastic two-year thread about the campus on SkyscraperCity, with interested Basel residents and others contributing, and Google Translate again came through.
While most of the thread focused on city-planning issues, there were transcendent shots and discussions on renewable workplace design.
Like: Unusual-shape tables with holes in their middles (forcing motion), set in — even better — open spaces others pass in going elsewhere. Staff take on the choices and responsibilities of focus/intervention. An overhead model shows curving walls, quietly helpful for stirring held expectations, and — even better– no walls at the ends of desks. The lone back wall gives gaze concentration but doesn't build a bunker.
Like: Visibility into other floors. Know the work extends beyond your immediate surroundings. I think the Times newsroom redesign was regressive on many counts, but it got this progressive aspect.
Like: Gardens semi-indoors. A different choice, for sure, and good luck on the whole sunlight thing. But even if you can't put full-size trees in your atrium, consider the value of putting something more valuable than your day-to-day work at the center of your operational space.
Like: In the visitor building, you can open all the windows by hand. As long as you can keep rain out, cranking open windows is good for you. You touch the space around you, and you take responsibility for it.
More debatable? Designing a garage like a real indoor space. "Luxury suites for luxury cars," one commenter says. I'm still trying to figure if there's a usability basis — if you used industrial bathroom design on a garage, for instance, would it be easier to clean and more conducive to stay longer at work? — or it's indeed all about the luxury. Tough call.
After all, the campus isn't perfectly designed for work innovation. Gehry has admitted as much about his building. Here's the Google Translate version of a story one thread contributor found in 2007:
The moderator asked him how he had managed to succeed in convincing a company to erect a building, which has, despite its large volume, very little office space. The response of the Pritzker Prize-winning analogy was that it could afford as a pharmaceutical company Novartis to deal with the money generously. ("Its a pharmaceutical company, its not a bottom-line place.")
But when you have passages like the following one elsewhere, again machine-translated from German to English, you have to be heading in the right direction. "'Multi-Space' means that [for] employees a variety of individual, joint, open and closed work areas are available. Thus, a diverse office environment is created (which, incidentally, [has] nothing to do with former open-plan offices) for flexible working." Smart space.