The document discusses an analogy comparing developing a high-performance racing car to designing an innovative work environment. It notes that pushing any machine to its limits through further development results in diminishing returns due to increased risk of failure of individual components. Similarly, concentrating all resources into a single work environment component risks overall failure. Instead, the document suggests taking a distributed approach by providing a variety of customizable work tools and settings, similar to how a car's transmission distributes power across multiple discs to reduce failure risk. This allows maintaining agility, addressing underperforming areas, and preventing "innovation inertia" to continually improve the work environment.

1. rethinking 3rd space
project based approach to the
planning and engagement of
innovation places

2. If it costs £10M to develop a 200pmh racing car . . . . . . . . . . . .
another £3M to go 220mph . . . . . . . . . . . . . . . . . . .
£2M more to reach 225 . . . . . . . . . . . . .
£1.5M gets you 227 . . . . .
you quickly arrive at a diminishing
return on investment - at the limits

3. The point is that at the margins, the limits of gain, every little extra
comes with enormous pressure on individual components and
increased risk of failure of the whole machine.
Yet, it is at the limit, on the boundaries that we discover extreme
innovation.
the life blood of growing enterprise

4. In amateur off-road racing, one of the most highly stressed
components is intentionally designed to fail. I doesn’t mean it’s
made badly. It is simply sacrificial.
A 500bhp race engine can cost a team upwards of £3000.
Hi-performance transmission and drive-train, another £3000.
If either were to fail . . . race over. Probably the whole season ends
right there.
the machine stops halt

5. So how is this preventable and why would we even try?
The racing season is typically 12 rounds or events.
If you complete 12 events it’s likely you have managed the
machine.
Maybe even scored enough points to secure the
championship.
continual improvement

6. More likely, you have survived 8 or 9 rounds. Won some and still
gained enough points.
In this scenario, it’s probable you have taken the machine to the
limit, exploring its potential, developed and refined driving
techniques and components. Continually improving.
But along the way you have preserved the expensive engine and
transmission. Maintaining output.
can this be applied to workspace?
you betcha!

7. Between the power-plant and the transmission
resides the clutch.
A collection of discs in a variety of hi-performance
materials which, collectively, transform the power
source into a compelling output driving the wheels
producing motion

8. The multi-plate clutch as
a design metaphor
If all the driving force is connected to the wheels by a single
component and it fails . . . game over.
If the energy is distributed across multiple components, the
risk of overall failure is substantially reduced.

9. So how can this be applied to
workspace?
Rather than creating fully resolved 3rd space, consider a range of
components . . . seating, work surfaces, technology and other tools.
Mix them up, keep it fresh, add sparkle, make curious and customisable!

10. Disrupt and r e d i s t r i
b
u
t
e
Deploy a variety of work tools amongst the neighbourhood
much as for the urban landscape.
Vary the work settings to maintain agility.

11. The role of the concierge
Observe and recalibrate to address underperforming zones.
Coach. Suggest alternative arrangements and different tools.
Feedback effectiveness. Measure outcomes. Reset.

12. gt
Rinse and repeat
But let that be the only habit.
Don’t become complacent. Prevent innovation inertia.
If it’s not broken, find out when it might break.

13. Re-shape your workspace, create
something new that works and gets
everyone working together
g
profitably

14. WORKSPACEMAN.COM
innovation and creativity in the field of workspace performance