WorkSpace Futures 1 360.steelcase.com GenY WORKSPACE FUTURES Table of Contents Introduction .................................................................................... 2 Our Process ................................................................................... 4 Phase 1: Understand ..................................................................... 6 Phase 1: Understand Key Findings ......................................... 13 Phase 2: Observe ......................................................................... 14 Phase 2: Observe Key Findings .............................................. 21 Phase 3: Synthesize ..................................................................... 22 Phase 3: Synthesize Key Shifts ............................................... 23 Phase 3: Synthesize Design Principles ................................... 30 Phase 4: Realize ........................................................................... 32 Phase 4: Realize Spatial Concepts ......................................... 33 In Closing ..................................................................................... 44 The Team ...................................................................................... 45 Notes/Bibliography ...................................................................... 46 360.steelcase.com GenY 2 I NTRODUCTI ON Introduction 3 360.steelcase.com GenY I NTRODUCTI ON Why study India? Steelcases WorkSpace Futures conducted a study of Generation Y in the US, in an effort to understand its impact on the workplace. Upon completion of that research, we began to wonder whether the insights we had uncovered here would also apply around the world. China and India immediately became likely candidates for further research, due to the sizes of their respective Gen Y populations. China & India have a combined population of 2.5 billion = 1/3 of the global population In the US, Gen Y represents 70 million people between the ages of 10 and 30. Indias Gen Y population is 426 million of the same age; Chinas equivalent population is 218 million, ranging from age 20 to 30. In addition, China and India have emerged as the second and fourth largest economies, respectively, in the world, representing an enormous opportunity for Steelcase and our customers. The graph below shows the Gen Y population for each country measured against the total population of that country. We learned from our US research that generations are defned by the key memories their members share, so we assumed that the Indian and Chinese Gen Y populations would exhibit different characteristics than their US counterparts, but we didnt know what those characteristics would be. What role would culture play in determining this generations values? What roles would politics and the economy play? What about technology? How would these areas infuence this generations perceptions about work and workplace and what might that workplace look like in 20 years? Steelcase WorkSpace Futures conducted a six month study of the Gen Y demographic in India starting in October of 2009. In India, though there is no Baby Boomer generation like in the US, generational defnitions from the US are commonly followed, meaning there is Gen Y, and Gen X in India and those cohorts represent same year spans: Gen Y born between 1980-2000, Gen X born between 1964-1979. There is no Baby Boomer generation, but those born between 1947-1964 are known as the Older Generation or traditionals, and people born between 1900-1946 are known as Freedom Fighters. In establishing our research in India, we employed as much as possible the same methodologies used in the US study. Our interview subjects represented a select population, being urban, educated, and employed primarily at multinational corporations and a few Indian private companies. Gaining access to Indian private companies was a little more diffcult than multinational corporations. We believe this was due primarily to the lack of exposure to this type of research, a situation which we hope to resolve through a strategic rollout of the fndings throughout India. We believe the fndings contained in this book will be benefcial to our Indian colleagues, as well as to those in the US. 360.steelcase.com GenY 4 I NTRODUCTI ON OUR RESEARCH PROCESS At WorkSpace Futures, we follow a rigorous six-stage, human-centered design research process. We borrow heavily from techniques in ethnography and cultural anthropology. Through the research process, we have built a rich qualitative description of Generation Y in order to provide a meaningful context for our key research fndings. Research Methods Our process 5 360.steelcase.com GenY I NTRODUCTI ON UNDERSTAND Learning from on/offine published material and experts regarding trends, business impact, and new techniques, etc. OBSERVE Collecting information frsthand through asking open-ended questions, observing people and processes, and engaging participants in co-creation activities to uncover new patterns of behaviors. SYNTHESIZE Recognizing patterns and anomalies from both secondary research and observation, allowing us to develop insights and new concepts. REALIZE Ideating solutions, through sketches, foor plans and strategies. This becomes the mode of communication for sharing our research fndings. PROTOTYPE Converting solutions into prototypes enables us to elicit feedback from real users as we develop concepts from the Realize phase. This allows us to document evidence of progress and refne solution prototypes for higher chances of success. (Gen Y in Asia has not yet reached this stage of exploration.) MEASURE Developing meaningful measures for testing prototypes allows us to validate our solutions against identifed user needs, for product design as well as space applications. Measurement activities can include pre- and post-occupancy surveys, time-lapse video observation, simulation exercises with users, and IRB-approved experiments with users. (Gen Y in Asia has not yet reached this stage of exploration.) 360.steelcase.com GenY 6 Understand UNDERSTAND 7 360.steelcase.com GenY India is a multi-cultural and multi-religious society with a history that stretches over 7000 years across the many faith and social traditions of the world. Numerous empires have invaded India throughout its history and today India recognizes six major religions and 17 major languages. Many elements of Indias diverse culture from meditation to cuisine have had a profound impact across the world. 1, 2 Traditional Indian culture is defned by a relatively strict social hierarchy. From an early age, children are reminded of their roles in society. This is reinforced by the fact that many believe gods and spirits have an integral and functional role in determining their lives. Several inherited differences such as religion, caste, language and customs divide the culture and the country. For generations, India has observed the tradition of the joint family system in which extended family members parents, children, spouses, offspring, etc. live together. Usually, the eldest male member is the head in this family system. He makes all important decisions, and the hierarchy is nurtured and respected at family level, percolating into work and social life as well. Indian society puts loyalty to the family ahead of loyalty to society. Though not the case in some urban areas, arranged marriages have been the tradition in Indian society for many centuries. Strong social networks and respect for hierarchy has made these marriages work in a system where the fnancial and social backgrounds of families, their castes and even astrological compatibility are scrutinized. In India, marriage is considered sacred and the divorce rate is extremely low at about 1%. Namaste is a common spoken greeting or salutation in India, meaning literally that which is of God in me bows to that which is of God in you. 3 India celebrates a wide variety of religious holidays and festivals over 29 during a calendar year often characterized by colors, gaiety, feasts and a variety of rituals. Each regional style of cuisine generally split into fve geographic areas is characterized by an assortment of dishes and cooking techniques, refecting the varied demographics of the country. Indian art, architecture and costumes vary greatly across the country, infuenced immensely by local traditions, geography, resources and climate. In India, a persons social status is symbolized by his or her attire. Indian dress etiquette discourages exposure of skin or tight clothing. Though feld hockey is Indias offcial national sport, cricket is the most popular. Its fans are fanatical and cricket is often referred to, tongue-in-cheek, as a religion. India is the worlds largest movie producing country. Bollywood, the Mumbai-based flm industry, and other flm centers, produced over 500 movies in 2009. Considered by many to be a country of dreamers, where optimism and prosperity are on the rise, most Indians aspire to the lifestyles and technology advancements of the West. 4 India is founder of the Non-Align Movement and a nuclear power. 5 Today, India stands as the worlds largest democracy, second largest consumer base, third largest higher education system and fourth largest economy in the world with immense potential for entrepreneurship, research and innovation. 6 The big picture UNDERSTANDING: FOUR CATEGORIES The following pages are intended to provide a more detailed backdrop about Gen Y in India through the flters of Culture, Politics, Economics, and Technology. Culture UNDERSTAND 360.steelcase.com GenY 8 With a population of 1.2 billion people, India is the worlds largest democracy. After gaining independence in 1947, India continued building a political framework based on the familiar British parliamentary system of rule, as well as their judicial, defense and educational structure. In India, the Prime Minister is identifed as the head of the nations government, while the President is said to be the formal head of state and holds substantial reserve powers. Executive power is enforced by the government. The judiciary is independent of both the executive and legislative branches. As in the US, India possesses a federal form of government, however, the central government in India has greater power in relation to its states. 7 India claims a multi-party system, supporting a number of national and regional parties. Since Indias independence, India has been ruled by the Indian National Congress (INC) for 48 years. Some regional parties, especially in south India, are deeply aligned to the ideologies of the area, unlike the national parties. Disparity between the ideologies of these local political parties leads to severely skewed allocation of resources between the states. The lack of homogeneity in the Indian population has caused division between different sections of people based on religion, region, language, and race, leading to the rise of political parties with agendas catering to one (or a mix) of these groups. 8, 9 The narrow focus of most parties, even in the central government and central legislature, sidelines national issues such as economic welfare and national security. Moreover, internal security is also threatened as incidences of party violence between opposing groups of people are a frequent occurrence. 10 Economic issues like poverty, unemployment and development are the main issues that infuence politics. Concern against organized crime does not tend to affect the outcomes of elections. On the other hand, there is often a strong criminal/political connection in fact, many elected legislators have criminal cases against them. The economy of India was under socialist-inspired policies from the 1950s until the 1980s. The economy was subject to extensive regulation, protectionism, and public ownership, leading to pervasive corruption and slow growth. 11, 12 A 2005 study done by Transparency International (TI) in India found that more than 50% of the people had frsthand experience of paying bribe or peddling infuence to get a job done in public offce. While many neighboring countries witness frequent coups, Indian democracy has been suspended only once. Nevertheless, Indian politics is often described as chaotic. 13, 14 Historically, India was a country of great wealth, exotic spice trade and beautiful artistic expression. It lost its glory and richness during the British rule and became one of the poorest nations in the world. After many struggles, India is rapidly emerging as an economic world leader again. Ever growing since opening up for global trade in 1991, it has since become the fourth largest economy in the world. Economic reforms have led to less dependency on foreign investments, ever growing exports, and a huge, highly skilled and globally competent workforce. Indias rise to power has not gone unnoticed among world leaders. In the last six months of 2010, India was visited by all fve members of the UN Security Council, with trade being the main topic in all cases. 15 According to McKinsey Quarterly, optimism could be a key factor in Indias success, and a poll by McKinsey Global Surveys, recently stated that Indian executives are more than twice as optimistic as those in the rest of the world. 16 McKinsey Global Institute expressed in 2007 that Indias middle class will continue to grow, accounting for more than 40% of the population by 2025. 17 Current data project Asia accounting for 55% of the global middle class by 2030 up from the current 25% mostly from China and India. By the end of their fscal year in March of 2011, its anticipated that India will have achieved an economic growth rate of approximately 9%. 18 Only a fraction of Indias success can be attributed to foreign interests, though. Many investors from within the country are also rising to great wealth. 48 new Indian billionaires were listed on the Forbes Global List in 2009. No other country came close to matching that staggering number. Mukesh Ambani, the fourth richest billionaire in the world, explains that I think that our fundamental belief is that growth is a way of life, and we have to grow at all times. 19 Growth in India has not been without struggle, though logistics is proving one of its greatest problems. The September 2010 McKinsey Quarterly echoed the same thought If current trends prevail, ineffciencies associated with poor logistics will increase from a current $45 billion to $140 billion in 2020, but a well- planned infrastructure program could help India cut this waste by half. 20 Indias exports are currently growing at a rate of 23%. India is Asias largest outsourcing industry, with IT contracts from all over the world and is also becoming one of the largest auto industries. Almost 3000 multinational companies, over a third of which are US companies, have established their operations in India. In the past, there were restrictive policies against direct foreign investment, but since 1991, the government has encouraged it. With leading industrialists focused on increasing the effciency of Indian logistics, India is poised for continued growth. 21, 22, 23 Politics UNDERSTAND Economics 9 360.steelcase.com GenY The history of science and technology in India runs hand- in-hand with the history of civilization, dating back to farm irrigation development in the Indus Valley in 4500 BC. Through the centuries, India remained at the forefront of technological advance with indoor plumbing in 2800 BC, standardized measurements in 2500 BC, astronomy in 1200 BC, and atomic theory in 100 BC. Mathematical, biological, and chemical technologies continued to advance in India, but couldnt keep up with the advancements in Europe during the Renaissance. However, British colonial rule gave many Indians access to European educational systems, providing the basis for technological programs for an independent India. These strong programs allowed India to develop nuclear power back in 1958, and their nuclear energy is considered to be the safest in the world. Only a few years later in 1963, India began their space program and launched their frst satellite in 1975. 24 Modernization in the 20th century turned Indias technological advancements to more practical matters such as petroleum production and increasing food supply. Today, stability in the cities of India has led to further technology research and training. Due to the goals of Indias universities, the country now has the third-largest pool of technologically-trained personnel in the world. According McKinsey Quarterly, India is becoming a global technological hotspot due to the desire to gain access to the countrys lower-cost, high-quality labor. 25 Harsh Manglik, Accentures senior executive in India writes that India has a GDP that has expanded by more than 7% annually for a decade, but India is in the throes of transformation. Technological growth in India has surprising global potential, but is limited by the countrys social infrastructure. 26 The IT sector in India has grown from a $100 million industry in 1992 to $40 billion in 2007. Over 160 institutions of science and technology produce 35,000+ post-graduates each year. These factors, combined with the expansion of wireless communications, are pushing India into the forefront of global technology. Its estimated that India currently has over 700 million mobile phone customers more than half of the total population with growth at a million per month. In December 2009, over 19 million new customers subscribed wireless phone service. 27, 28 India also has the third-largest population of Internet users in the world, and its estimated that 40% of mobile subscribers access the web from their phones. Social networking has made a big impact, as well. 29 Younger generations in India are the most sophisticated users of technology. These generations desire the latest and greatest technology tools like their global counterparts. Gen Y in particular, has awareness, access and new money and they want to use technology to make the difference; whether its the Internet, new software, iPhone apps, or social platforms such as Orkut, Facebook, YouTube, Gen Y in India are deeply interested in the use and development of technology. A recent Diversity Best Practices survey shows that 78% of Gen Y in India are interested in technology development higher than that of Gen Y in the US or China. Technology is a principal part of the Indias Gen Y identity. 30, 31 Technology UNDERSTAND 360.steelcase.com GenY 10 WHO ARE THE GENERATIONS IN INDIA? By defnition, a Generation is a group a people who, based on age, share not only a chronological location in history, but also the experiences that accompany it. These common experiences, in turn, prompt the formation of shared beliefs and behaviors. Even though theres no direct tie to the population booms of the US, India follows the US with generational titles and timeframes; meaning Gen Y in India = 1980-2000, Gen X = 1965-1979, etc. The 1940s and 1950s saw the birth of India as an independent nation. The upcoming generation at the time witnessed Mahatma Gandhis non-violent, civil disobedient campaign for independence, the end of the British Raj, and Gandhis assassination. India then shifted to a socialist economic model under Indira Gandhis leadership: nationalization of industries, public works, social reforms, and public investment in education. During the time Gen X were growing up, India saw Indira Gandhi killed by her bodyguards and succeeded by her son Rajiv Gandhi, who instituted a number of important reforms: loosened business regulations, lower restrictions on foreign investment/ imports, and reduced bureaucracy. He also led the country into the expansion of telecommunications, space programs, the software and IT sectors. Political confict continued, and he was later killed. Members of Gen X in India developed a mental model patterned on a rich, vibrant democracy. The constraints of the caste system were giving way to the power of education, increasingly available for the best and brightest. In India, the late 1990s and 2000s saw the development of a large middle-class and increased demand for and production of many consumer goods and awareness and access to global goods. The Indian economy grew under liberalization and reform policies, the country was stable and prosperous, and political power changed hands without incident. India became a prestigious educational powerhouse and respected source of IT talent. By 2008, 34 Indian companies, and by 2009, 48 new billionaires were listed on Forbes global list. Gen Ys in India share the generations global sense of immediacy, coupled with the excitement of being part of the countrys frst wave of broad economic opportunity. As a result, young employees in India tend to share the rapid tempo of Gen Ys ambitions, but with a greater emphasis on fnancial reward as a desired outcome. Their mental model is heavily infuenced by Indias rich, complex democracy - they easily accept diversity of opinion, making them strongly suited for global interaction. 32 Generations UNDERSTAND Freedom Fighters: 1900-46 Traditionals: 1947-64 Gen X: 1965-79 Gen Y: 1980-2000 11 360.steelcase.com GenY To better understand the dynamics of how generations develop characteristics specifcally the evolution of Gen Y characteristics we conducted a unique timeline activity. We brought together people whose ages spanned three generations. We asked the participants to write down ten events that happened during their lifetimes, that impacted society. Note: The colors indicate which generations wrote down a particular event. The age ranges of the individuals who participated in this exercise are listed below. UNDERSTAND Generations: Memories Shared Gen Y (1980-2000) Gen X (1965-1979) Traditionals (1947-1964) 360.steelcase.com GenY 12 Key Characteristics UNDERSTAND KEY CHARACTERISTICS OF GEN Y IN INDIA a Open-minded a Energetic a Hard working a Tech savvy a Ambitious a Positive a Confdent a Independent a Competitive
a Impatient a Losing Indian culture & values a Selfsh a Quick Money 13 360.steelcase.com GenY Key Findings UNDERSTAND Characteristics & Resulting Behaviors. Open-minded, Positive Open to ideas and new possibilities
Optimistic about their work and the future
Confdent, Independent, Ambitious, Competitive Desire and drive for entrepreneurship and making a difference
Keen sense of competition both regional and global
Eager to prove they are not less than their global counterparts
Feeling of national pride Energetic, Hard working Work is essential, and the focus is on process effciency
Always engaged in activities with peers: doing, sharing and discussing stuff Tech savvy, Impatient, Quick Money Deep interest and pride in owning state-of-the-art technology
Instant gratifcation
Want lots of money, faster and quicker...and they like to spend Losing Indian culture & values, Selfsh Passion for Hollywood and western lifestyle is in confict with traditional values
The shifting focus from Family First to Me First: My work, my friends, my things, and my world 360.steelcase.com GenY 14 Observe OBSERVE 15 360.steelcase.com GenY OBSERVE In conducting our three-pronged observation research, the Workspace Futures team travelled to six major cities accross six states, as shown in the map above. The companies studied were regional frms of various sizes, as well as Multi-National Companies (MNC). Company type No. of Participants ........................................................................................................... Consulting 240 Technology 163 Finance 9 Media 36 Manufacturing 35 Service 32 ........................................................................................................... TOTAL 515 In establishing our research in India, we employed the same methodologies used in the US study. As mentioned earlier, however, we discovered that in some instances people (especially from previous generations) were not very open in expressing their age, negative work experiences, or organizational issues. This may be due to the culture of respecting authority and hierarchy. But, we managed to collect data using different methods of triangulation which provide balanced perspective. WORKPLACE VALUES: INDIA a Recognition and Reward a Growth Opportunity a Entertainment a Convenience a Sense of Achievement a Responsibility a Teamwork a Open Culture a Commitment a Low Stress Sites Visited What we heard and saw Consulting Technology Finance Media Manufacturing Service Mumbai New Delhi Indore Hyderabad Chennai Bangalore 360.steelcase.com GenY 16 Company-provided (mostly MNCs) transportation helps employees in reducing their stress by saving travel time and avoiding congested traffc Traditionally common facilities are property of all and responsibility of none, ...MNCs are investing in keeping facilities clean and hygienic OBSERVE What we heard and saw Work is 24/7 and global Learning & growth - in terms of peer-to-peer coaching and mentoring - are pursued as a means to further ones career Shared workstations and group work settings encourage peer-to-peer interaction and teamwork Transparency for effectiveness and growth, not just information 17 360.steelcase.com GenY Inter- and intra-departmental competitions inspire employees to be competitive...winners are recognized and rewarded Technology enhances company and employee identity, but is expensive and valuable...employees are aware and are taking good care of their technology OBSERVE Gen Y are eager to express their identity Traditions, religious beliefs and cultural values are deeply embedded in the minds and hearts of people, and are present in modern work life Socialization and fun are becoming an integral part of work and work life...snacks, coffee, play, entertainment and relaxation MNC interiors are safe havens, offering a new identity to employees and providing refuge from the chaotic and polluted outside environment 360.steelcase.com GenY 18 OBSERVE Participatory design Collage making: Participatory design activities are used to gain deeper insights from participants and engage them at both intellectual and emotional levels. Traditionally, when we ask questions, participants tend to respond intellectually thinking it through with a response that provides explicit information. Observing participants behaviors and interactions leads to discoveries at a deeper level, which helps to understand unspoken, unarticulated and implicit needs. In participatory design activities, another level of information is revealed as participants create or make things. The social nature of this particular aspect of our research allows an individuals personality, as well as deep feelings, to be refected in the work he or she creates. The tool used was called Expression, proprietary software designed and created by WorkSpace Futures. The tool is intuitive and easy to use with a photo and word gallery from which subjects choose key words and images. For this research, we employed an activity called collaging. We asked each participant to create two collages describing: 1. Their current work environment 2. Their ideal work environment, by choosing photos and words from the galleries. There were no restrictions on the number of photos or words that they could choose. They could also move, resize and group the chosen photos and words as they desired. After the collages were created, participants were asked to explain the thinking behind their choices. Engage 19 360.steelcase.com GenY OBSERVE Current Work Environment Piled paper = lots of work, work is routine, cant live without computer at work, so many emails. Worked here 1.5 yrs, already on my 3rd manager. Many changes, trying new things is fun for me. So many people on my global marketing team, so many emails. We work in cubicles. Career path. Ideal Work Environment Work-life balance, not such routine work. Linked more directly to customers, more leisure, more informal areas. More sharing with colleagues, more fun. Motivation, other than monetary, i.e. holidays, team building events. Change. Computer is the foundation of work process. Growth in terms of business & personal development. 360.steelcase.com GenY 20 OBSERVE Engage GEN X : CURRENT Top Word Choice : Flexibility, Creativity Top Image Choices : GEN Y : CURRENT Top Word Choices : Fun, Knowledge Top Image Choices : GEN X : IDEAL Top Word Choices : Creativity, Challenge
Top Image Choices : GEN Y : IDEAL Top Word Choices : Fun, Growth Top Image Choices : 21 360.steelcase.com GenY OBSERVE WORK Money is important but type of work is even more important for achieving growth Company brand and reputation of company matters a lot for Gen Y Most of the work is still focused on business processes and software development and deployment but now slowly the focus is shifting to consulting, research, and innovation Younger employees are desiring for impactful work, higher level of contribution and leadership roles Abundant job opportunities and rising competition is leading to confdent and highly competitive workforce WORKER Gen Y are educated, open-minded, confdent and competitive Growing technology, trends and brand awareness Most tech savvy compared to their global counterparts; they want to own latest and greatest technology tools Entrepreneurship is on the rise and individuals are realizing the value of taking risk in order to grow They are focused on RAPID growth and like to spend They are focused on differentiation: How different, better, smarter and more infuential am I compared to others...and the differentiation is achieved in terms of education, money, prestige, reputation, brands and technology WORK-LIFE They are challenged by lack of clear boundaries between work & life Commuting is stressful due to traffc where they spend a whole lot of time Family, friends and social relationships are of paramount importance but they do not get enough time They expect entertainment and social events at work for themselves and their families Food facilities, cafs, entertainment facilities and social engagement spaces at work are considered cool and trendy
WORK ENVIRONMENT Work environment is a prime attractor as it enhances employee image and offers prestige It is a refuge from chaotic and polluted outside environments Work environment is a leveler for employees coming from different fnancial, educational, social, and religious backgrounds MNC work environments are not in harmony with local culture and climate and often are out of context and out of place Hierarchy plays a role, where managers occupy private offces and employees are in open areas Key Findings What We Learned 360.steelcase.com GenY 22 SYNTHESI ZE Synthesize 23 360.steelcase.com GenY SYNTHESI ZE Key Shifts 1 2 3 4 5 6 7 Local LOCAL Focus was on family & local community Limited awareness & connection to events in other countries Work was related to the needs & opportunities available locally GLOBAL Focus is on global community Broad awareness of events in other countries and their impact on oneself & India Work and opportunities are globally-oriented Global India was relatively isolated from the rest of the world. There was limited awareness of what was happening around the world and reach to outside markets employers were concerned with fulflling local needs only. Now, companies are focused on serving the global community. Employees are aware of whats happening around the world, and understand how their companies efforts ft into the global economy. 360.steelcase.com GenY 24 SYNTHESI ZE 1 2 3 4 5 6 7 Service SERVICE Employees seen as source of cheap labor Education opportunities were limited; had to leave India for specialized education Focus was on salary Workers are dispensable CORE COMPETENCIES Employees valued for expertise & capabilities Many opportunities for higher education and careers exist in India and abroad; no need to leave India to advance Focus is on developing ones skills Workers are experts When MNCs frst went into India, it was to outsource certain types of support labor, to save money. Going abroad for specialized education wasnt possible for all. MNCs paid better, so educated people would take the jobs even though they were unchallenging. These workers were dispensable, since the jobs were unskilled. Now, MNCs are in India to take advantage of the high level of technical expertise: engineering, research, innovation. Indians no longer need to leave to get a specialized education, with new educational opportunities in India. MNCs now consider workers to be experts, not so easily replaced. Core Competencies Key Shifts 25 360.steelcase.com GenY SYNTHESI ZE Key Shifts 1 2 3 4 5 6 7 Workplace is an Expense WORKPLACE IS AN EXPENSE Number of people vs. square footage Minimize the amount of tools and technology per worker Its about housing the worker Environment has no relation to companys brand WORKPLACE IS AN INVESTMENT Space designed to support the work and workers Providing adequate tools and technology Its about attracting the worker Environment refects the companys brand Traditionally employers used to ft as many people as possible into a given space. They provided a desk and the minimum tools/equipment for each person to perform their job. The work environment had no relation to the companys brand. All branding was customer-focused, and stopped in the lobby. Now, spaces are being designed to support not only the work, but also the workers. Everyone has the appropriate tools and equipment and supporting work settings to work effectively. Companies are using spaces to attract and retain the best workers and work environments refect the companys brand. Workplace is an Investment 360.steelcase.com GenY 26 SYNTHESI ZE 1 2 3 4 5 6 7 Inherited Identity INHERITED IDENTITY Identity based on family, place of birth, familys occupation At workplace, getting hired depended on connections Changing professions or roles was diffcult and considered stupid CREATED IDENTITY Identity is created by the individual, based on education and capabilities At the workplace, getting hired depends on skills and merit Changing professions or roles to achieve growth is normal Traditionally, ones identity was inherited from ones family, occupation, ethnic culture, and region. Family identity was about status & power: how are we different from others? Cultural identity was defned by language, customs and geography. Now, identity is created by the individual who do I want to be? Many of the values may be the same, e.g. money, status, but ways of obtaining them are different. Status gained, money earned and sphere of infuence is created by type of work one does, reputation of the company one works for, the educational qualifcation, and impact of ones work. Created Identity Key Shifts 27 360.steelcase.com GenY SYNTHESI ZE Key Shifts 1 2 3 4 5 6 7 Job Security JOB SECURITY Purpose of a job was to take care of the family Job security was prime attractor After-retirement benefts were expected (company takes care of me and my family) GROWTH Purpose of a job is to create path for growth Job security isnt as important compared to growth Focus is on making money now, not relying on after-retirement benefts (I am responsible for me and my family) Looking for mentors in the workplace Growth People primarily were used to work for supporting the family. What one did wasnt as important as having a steady income and wellbeing among family members. Retirement was secure and government jobs were desired. Now, people take jobs they believe will allow them to build a career. Growth is more important than job security; people will leave a job to advance career growth. Company retirement benefts arent a concern right now; the focus is on making money now to take care of oneself, ones family and ones own retirement. Companies that provide training and growth opportunities are desired. 360.steelcase.com GenY 28 SYNTHESI ZE 1 2 3 4 5 6 7 Work & Life WORK & LIFE Number of hours is measurement of output Overtime was expected and had to be performed in the offce Company didnt care about worker beyond work hours Company only cares about the work WORKING & LIVING Quality of work is measurement of output Overtime is expected, but may be performed at home Company recognizes employees lives outside of work Company actively supports work-life balance Traditionally, work dominated ones life. At work, ones performance was measured by the hours spent in the offce. Employers only cared about getting the work done; employees were there to fulfll the bosss vision. Now, life is becoming equally important, if not more so. Performance is measured by the quality of work, not the hours in the offce. Employers care about their employees outside of work, as they provide transportation to help reduce commute-related stress, at times allowing employees to work from home. Entertainment, food and social events are offered at work for employees and their families. Working & Living Key Shifts 29 360.steelcase.com GenY SYNTHESI ZE Key Shifts 1 2 3 4 5 6 7 Connections CONNECTIONS Business was based on relationships and connections Teams brought together based on titles and roles Hierarchy is dominant; boss delegates and teams work to complete the task COLLABORATION Business is based on expertise and capabilities Teams brought together based on skills and talents Boss still delegates, but teams collaborate to enlarge the vision Collaboration In the past, relationships were leveraged to form business connections. Titles and roles were more important than skills when forming teams. Teams performed the tasks assigned by their managers. Now, business relationships are formed based more on capabilities and expertise. Teams are formed based on individuals skills. Even though the work and projects are envisioned by managers, the team collaborates with the boss to enlarge the vision and goals of a project, and brainstorming and co-creation are becoming the norm. 360.steelcase.com GenY 30 Design Principles 1 2 5 6 The following design principles are intended to help designers think about new ways to design work spaces in India, in order to leverage the skills brought by Gen Y. Instead of viewing this as a rule book telling them how to design, we encourage our clients to use this as a checklist, to remind them of key elements necessary to bring out the best of Gen Y. SYNTHESI ZE Design for Identity Its about recognizing the individual Its about supporting individuals in the process of change Design for Growth Its about actively helping employees in their development Its about providing opportunities Design for Creating Value Its about supporting differentiation through expertise Design for Global Competition Its about providing access to information Its about enhancing connections to the outside world Its about providing opportunities to learn from experts 31 360.steelcase.com GenY 4 3 SYNTHESI ZE 7 Design for Effectiveness Its about effectiveness, not effciency Its about communicating the brand throughout the space (not stopping at the lobby) Its about demonstrating respect for the employee Its about supporting the need for breaks during the workday We must become the change we want to see. Mahatma Ghandi Design for Work-Life Its about providing fexibility and tools for working outside the offce Its about creating social opportunities for families at work Its about acknowledging the personal life of employee Design for Collaboration Its about transparency Its about providing for networking opportunities Its about promoting the expression of ideas 360.steelcase.com GenY 32 RE ALI ZE Realize 33 360.steelcase.com GenY RE ALI ZE Design for Identity Its about recognizing the individual Its about supporting individuals in the process of change Focused work settings Informal, social and interactive environment Entertainment and relaxation opportunities 1 Spatial Concepts In the fnal phase of Realize, we conducted a design charette with individuals representing the product marketing, design, research and human resources departments. Over a two-day work session, the team generated ideas sketches, strategies and policies around the Key Shifts and Design Principles identifed in our research. These ideas served as a provocative point of departure for new thinking on the next phase of work-life environments, tools and behaviors. 360.steelcase.com GenY 34 Opportunities for learning from others Opportunities for connecting Access to Information : organizational, process and work related RE ALI ZE 1 Design for Identity: Continued 35 360.steelcase.com GenY RE ALI ZE Supporting individual needs Opportunities for displaying personal achievements and work 360.steelcase.com GenY 36 RE ALI ZE 2 Formal and informal mentoring and learning opportunities Opportunities for causal and intentional interactions Design for Growth Its about actively helping employees in their development Its about providing opportunities 37 360.steelcase.com GenY RE ALI ZE Learning and collaboration with others Exposure and access to information, knowledge and people 360.steelcase.com GenY 38 Casual relaxing environment that support mental and physical wellbeing On-campus shopping opportunities Cultural connections and connection to nature Supporting personal needs: social environment, cricket, table tennis Creating social opportunities for families Design for Work-Life RE ALI ZE 3 Its about providing fexibility and tools for working outside the offce Its about creating social opportunities for families at work Its about acknowledging the personal life of employee 39 360.steelcase.com GenY RE ALI ZE 4 Transparency: organizational, process and people Networking opportunities: social and informational Opportunities for expressing ideas and thoughts Learning from others thought processes Networking opportunities Design for Collaboration Its about transparency Its about providing for networking opportunities Its about promoting the expression of ideas 360.steelcase.com GenY 40 RE ALI ZE Design for Creating Value 5 Its about supporting differentiation through expertise Learning opportunities: information, people and processes Opportunities for developing expertise and honing skill Showcasing skills and learning from others Learning from archived projects, and past successes 41 360.steelcase.com GenY RE ALI ZE Access to information: physical and digital Connection to people and knowledge: both from inside and outside the organization Learning from Subject Matter Experts Casual and purposeful interactions Design for Global Competition 6 Its about providing access to information Its about enhancing connections to the outside world Its about providing opportunities to learn from experts 360.steelcase.com GenY 42 Connection to nature, regional culture and climate Safe haven from surrounding chaos RE ALI ZE Design Effectiveness 7 Its about effectiveness, not effciency Its about communicating the brand throughout the space (not stopping at the lobby) Its about demonstrating respect for the employee Its about supporting the need for breaks during the workday 43 360.steelcase.com GenY RE ALI ZE Connect with nature and regional culture Calm, soothing environment 360.steelcase.com GenY 44 I N CLOSI NG In Closing WHAT WE LEARNED What are you doing differently to attract and retain the best talent? Are you adopting the technologies that Gen Yers live with and expect to use? Are you leveraging Gen Yers behaviors to foster collaboration and innovation? Are you prepared for the changing nature of work and the worker of future? In this document we have identifed some striking behavior patterns with Generation Y in India that we believe will impact not only the future of the Indian workplace, but the concept of global workplaces, as well. Patterns in culture, politics, economics and technology, and their infuence on the generations, have uncovered key shifts that are bound to become more pronounced as Genera- tion Y fully assumes its place in the workforce. As with the initial Generation Y work in the US, the question is what do we do now? India and China make up one third of the Earths population. Size alone makes India a formidable cultural and economic force a society literally bursting forth to become citizens of the world and infuence the very nature of work and workplace design. The younger generation in India values much of western culture, but they are also passionate about Indian culture and traditional values resulting in a new fusion of Eastern and Western value systems. Gen Y in India embraces technology and is a true driver in this huge global market. Similar to the US, Gen Yers are considered open-minded, tech savvy, ambitious, and entrepreneurial. While sometimes seen as selfsh, their initiative to compete, succeed and become independent would suggest a promising and optimistic future. It has been said that man makes environment, and then environ- ment makes man. Environments that are in-sync with local culture, regional climate, global market forces, and are in tune with this generations desires. These environments should actively support international organizations in their efforts to attract, engage, and retain the talent of today and tomorrow. This young Indian generation is poised and ready to take advantage of global work opportunities and make a real difference. 45 360.steelcase.com GenY I N CLOSI NG SPONSORS Sara Armbruster Steelcase WorkSpace Futures & Corporate Strategy Uli Gwinner Steelcase Inc., Asia Pacifc ADVISORS Ian Stewart Steelcase Inc., Asia Pacifc PROJECT LEADS Sudhakar Lahade Steelcase WorkSpace Futures Melanie Redman Steelcase WorkSpace Futures BOOK DESIGN AND EDITING Tim Carpenter & Ryan Mitchell Conduit Studios ACKNOWLEDGEMENTS The authors would like to acknowledge the contributions of: Praveen Rawal Naitry Saggu Vibhor Sharma Anne Davies Pinki Sen Tirthankar Basu Ravi Patel The Team Core Members of the Research Team 360.steelcase.com GenY 46 BI BLI OGRAPHY Notes/Bibliography 47 360.steelcase.com GenY BI BLI OGRAPHY 1. Culture of India http://en.wikipedia.org/wiki/Culture_of_India 2. A Multicultural Society http://www.teachingenglish.org.uk/language-assistant/essential- uk/a-multicultural-society 3. Better India: A Better World: by N. R. Narayana Murthy (May 1, 2010) 4. 61 Interesting Facts about India http://facts.randomhistory.com/2009/07/21_india.html 5. Indira Gandhi on non-alignment: A collection of speeches by Indira Gandhi 6. The future of Leadership: Conversations with Leaders about their Challenges and Opportunities. http://www.bcg.com/documents/ fle42391.pdf 7. Politics of India http://en.wikipedia.org/wiki/Politics_of_India 8. Indias Politics http://www.asianinfo.org/asianinfo/india/politics.htm 9. Government and politics http://www.newworldencyclopedia.org/entry/India#Government_ and_politics 10. Improving governance http://www.transparencyindia.org/improving_governance.php 11. Preparing for the next Asia https://www.mckinseyquarterly.com/Preparing_ for_the_next_Asia_2452 12. The World Fact book https://www.cia.gov/library/publications/the-world-factbook/ geos/in.html 13. Corruption perceptions index http://www.transparency.org/policy_research/surveys_indices/ cpi/2010/rezsults 14. Political Corruption in India: An Analysis http://www.southasiaanalysis.org/%5Cpapers 3%5Cpaper219.htm 15. Economy of india http://en.wikipedia.org/wiki/Economy_of_India 16. The organizational challenges of global trends: A McKinsey Global Survey https://www.mckinseyquarterly.com/The_organizational_chal- lenges_of_global_trends_A_McKinsey_Global_Survey_2091 17. Mapping Global Capital Markets: http://www.mckinsey.com/ mgi/reports/pdfs/ffth_annual_report/ffth_annual_report.pdf 18. The bird of gold: the rise of indias consumer market: http://www.mckinsey.com/mgi/reports/pdfs/india_consumer_ market/MGI_india_consumer_full_report.pdf 19. 75 Impeccable Business Advice from 39 Billionaires http://strategicbusinessteam.com/small-business-startups- advice/75-impeccable-business-advice-from-39-billionaires/ 20. Economic Conditions Snapshot, September 2010: McKinsey Global Survey results https://www.mckinseyquarterly.com/Economic_Conditions_ Snapshot_September_2010_McKinsey_Global_Survey_ results_2672 21. Indian economy expected to reach $ 6 trillion by 2020 http://articles.economictimes.indiatimes.com/2011-03-06/ news/28660144_1_cent-gdp-growth-size-of-indian- economy-trillion 22. Whats Next for India: Beyond the Back Offce http://www.bcg.com/documents/fle14941.pdf 23. India From emerging to surging https://www.mckinseyquarterly.com/India_ From_emerging_to_surging_1117 Notes CULTURE, PAGE 7 POLITICS, PAGE 8 ECONOMICS, PAGE 8 360.steelcase.com GenY 48 BI BLI OGRAPHY 24. History of Indian science and technology http://en.wikipedia.org/wiki/History_of_Indian_ science_and_technology 25. Strengthening Indias offshoring industry https://www.mckinseyquarterly.com/Strengthening_ Indias_offshoring_industry_2372 26. The Innovation Advantage http://www.accenture.com/us-en/research/institute-high- performance/Pages/insights-innovation-advantage.aspx 27. India and China: Asias non-identical twins https://www.mckinseyquarterly.com/India_and_China_ Asias_non-identical_twins_82 28. China and India: The race to growth https://www.mckinseyquarterly.com/China_and_India_The_ race_to_growth_1487?pagenum=4 29. Making India a global hub https://www.mckinseyquarterly.com/Making_India_ a_global_hub_167030. Ibid. 30. A software subcontinent https://www.mckinseyquarterly.com/A_software_ subcontinent_891 31. Whats Next for India: Beyond the Back Offce http://www.bcg.com/documents/fle14941.pdf TECHNOLOGY, PAGE 9 32. Generational Differences Between India and the U.S http://blogs.hbr.org/erickson/2009/02/global_genera- tions_focus_on_in.html# GENERATIONS, PAGE 10 33. Making talent a strategic priority https://www.mckinseyquarterly.com/Making_talent_ a_strategic_priority_2092 34. Companies on the move: rising stars from rapidly developing economies are reshaping global industries http://www.bcg.com/documents/fle70055.pdf 35. Stimulating economies through fostering talent mobility http://www.bcg.com/documents/fle41189.pdf 36. Indias fnancial system: More market, less government https://www.mckinseyquarterly.com/Indias_fnancial_system_ More_market_less_government_1832 37. Securing Indias place in the global economy https://www.mckinseyquarterly.com/Securing_Indias_ place_in_the_global_economy_2058 38. Infosys: Born Global to Exploit the Skilled Workforce Advantage--A Profle of One of Indias Pioneering Multinationals http://hbr.org/product/infosys-born-global-to-exploit-the- skilled-workfor/an/6736BC-PDF-ENG?Ntt=india+technology 39. Leveraging Technology http://hbr.org/product/leveraging-technology/an/13065- PBK-ENG?Ntt=india+technology&referral=00269& cm_sp=endeca-_-spotlight-_-link 40. China + India: The Power of Two. byTarun Khanna. http://hbr.org/2007/12/china--india/ar/1# BIBLIOGRAPHY - PRINT & DIGITAL MATERIALS 49 360.steelcase.com GenY BI BLI OGRAPHY 2x Imagining India: The Idea of a Renewed Nation, Nandan Nilekani Billions of Entrepreneurs: How China and India Are Reshaping Their Futures--and Yours, Tarun Khanna Chindia: How China and India Are Revolutionizing Global Business, Peter Engardio Comparing Asian Politics: India, China, and Japan, Sue Ellen M. Charlton Culture Shock! India: A Survival Guide to Customs and Etiquette (Culture Shock India), Gitanjali Kolonad Doing Business in India For Dummies (For Dummies (Business & Personal Finance), Ranjini Manian Getting China and India right: Strategies for Leveraging the Worlds Fastest Growing Economies for Global Advantage, Anil K. Gupta and Haiyan Wang In Spite of the Gods: The rise of Modern India, Edward Luce India: A History, John Keay India After Gandhi: The History of the Worlds Largest Democracy, Ramachandra Guha India: The Emerging Giant, Arvind Panagariya India Unbound: The Social and Economic Revolution from Independence to the Global Information Age, Gurcharan Das Indias Global Powerhouses: How They Are Taking on the World, Nirmalya Kumar, Pradipta K. Mohapatra, and Suj Chandrasekhar Indias Store Wars: retail revolution and the Battle for the Next 500 Million Shoppers, Geoff Hiscock IT And the East: How China And India Are Altering the Future of Technology And Innovation (Gartner), James M. Popkin, Partha Iyengar Speaking of India: Bridging the Communication Gap When Working With Indians, Craig Storti Winning in the Indian Market: Understanding the Transformation of Consumer India, Rama Bijapurkar BIBLIOGRAPHY - PRINT MATERIALS