The narrative in this fairly recent FastCompany article about Toronto's CityPlace neighborhood is that the area was initially planned and built for young professionals who wanted to be close to work and party. But that it has since evolved to become a more mixed residential community. Over time, the young professionals started having children and now the area is filled with a surprising number of urban families. "Hundreds" according to FastCompany. In response to this shifting demographic, the Canoe Landing Campus was recently completed, containing a community center, two public schools, a public park, and childcare facilities. And apparently it was long overdue.

This is interesting for a few reasons. CityPlace has long been criticized for its planning. Local Toronto lore has been that the area was destined to become a slum. But is that actually playing out? Anecdotally, it would seem that families are sticking around (and being attracted to the area) and that it's settling in nicely as an urban residential community. In fact, I wonder if CityPlace might be emerging as one of the areas in the city with the highest concentration of high-rise urban families. I quickly tried to find some data on this but couldn't.

Something else worth pointing out: One of the objections that you'll often here when it comes to new development is that there isn't the infrastructure in place to support it. Where are the schools? Where are the community centers? And where are the hipster coffee shops? Because without these invaluable things, development should be stopped immediately. Now I'm not suggesting that these things aren't important. But the CityPlace example is yet another reminder that cities and neighborhoods evolve -- often in fortuitous ways. The best city building is nimble and entrepreneurial.

Google just opened up its first ever retail store. It's in Chelsea in New York City at the base of its offices in a building that the company owns. The space is about 5,000 square feet and it occupies a full city block.

A collaboration with New York-architect, Suchi Reddy, the retail space is deliberately different from what you'll find at an Apple store (though the broad intentions are arguably similar). Instead of sleek, metallic and futuristic, the focus here was on creating a warm and inviting space that feels more like a home. (Note the pale woods.)

The approach is intended to make a statement about the role that technology, or at least Google's technology, should play in our lives. It is about tech servicing humanity and not the other way around.

FastCompany has a good article, here, that explains all of this.

It is interesting to watch these spaces evolve into what we are now calling experiential retail or commerce. If you read the FastCompany article you'll read about the work that Johns Hopkins University is doing on neuroaesthetics, which is the study of how spaces and aesthetics affect our bodies. That is how finely tuned these spaces have become.

And it's kind of what you need to do today. Consider the example of Microsoft's retail stores, which launched in a clear attempt to mimic the successes that Apple has seen with its stores. They even looked somewhat similar. But then last year Microsoft announced that the company would be closing all of its stores.

Why? Part of the problem is that they were too focused on just selling Microsoft products. And that, it would seem, can't really be the main objective anymore. You also need to consider the experience. What story are we telling about our brand with our space, and is it compelling enough to standout?

P.S. The first image at the top of this post is of their Google Translate booth. You walk in. Say something. And Google translates the hell out of it for you.

Photos: Google

Yesterday I received a comment on my post about service and product companies with a suggestion to check out an interesting Fast Company article talking about the future of work (thank you Amy). The article was based on a research report – commissioned by CBRE and a real estate developer in China (Genesis) – called Fast Forward 2030: The Future of Work and the Workplace.

This is a topic that’s getting a lot airtime right now because Millennials are starting to impact work in a big way. But what’s interesting about it is how broad these impacts will be. Changes in how we work will affect the way we design our cities; the way architects and developers build and lease space; the type of people and roles companies will need to hire and create; and so on.

Here’s a snippet from the report:

“Providers of commercial buildings and places to work will need to develop new, sometimes counter intuitive, business models and work with partners who understand service and experience in order to compete with emerging workplace competitors. Successful providers will work with tenants to unlock ‘win win’ solutions that reduce occupier costs, increase flexibility, and simultaneously provide enhanced levels of community, amenity and user wellbeing. Cities will have a role to lead and nurture changes that will support the changing landscape of work.”

I plan to go through the report in more detail this weekend, but I did want to point out one thing. When business leaders from around the world were asked what their biggest competitive advantage would be by the year 2030, the top choice was: the ability to attract and retain top talent. This topped organizational vision and even the ability to innovate.

This might not come as a surprise to some of you, but it’s worth repeating. And in many ways, it’s a chain that begins first with cities. 

If you’ve ever watched The Startup Kids documentary, you’ll know that when Alexander Ljung (CEO of Soundcloud.com) was about to found his company, he actually started by first traveling around Europe looking for the coolest city in which to base his company. The last city on his trip was Berlin and that just so happened to be the team’s favorite. So that’s where Soundcloud was founded.

My point with that story is simply that the “workplace” of today – forget the future – means so much more than just your rentable area. Yes, that’s important. But there’s a lot more to consider when trying to get the best people. Cities play a huge role.

The narrative in this fairly recent FastCompany article about Toronto's CityPlace neighborhood is that the area was initially planned and built for young professionals who wanted to be close to work and party. But that it has since evolved to become a more mixed residential community. Over time, the young professionals started having children and now the area is filled with a surprising number of urban families. "Hundreds" according to FastCompany. In response to this shifting demographic, the Canoe Landing Campus was recently completed, containing a community center, two public schools, a public park, and childcare facilities. And apparently it was long overdue.

This is interesting for a few reasons. CityPlace has long been criticized for its planning. Local Toronto lore has been that the area was destined to become a slum. But is that actually playing out? Anecdotally, it would seem that families are sticking around (and being attracted to the area) and that it's settling in nicely as an urban residential community. In fact, I wonder if CityPlace might be emerging as one of the areas in the city with the highest concentration of high-rise urban families. I quickly tried to find some data on this but couldn't.

Something else worth pointing out: One of the objections that you'll often here when it comes to new development is that there isn't the infrastructure in place to support it. Where are the schools? Where are the community centers? And where are the hipster coffee shops? Because without these invaluable things, development should be stopped immediately. Now I'm not suggesting that these things aren't important. But the CityPlace example is yet another reminder that cities and neighborhoods evolve -- often in fortuitous ways. The best city building is nimble and entrepreneurial.

Google just opened up its first ever retail store. It's in Chelsea in New York City at the base of its offices in a building that the company owns. The space is about 5,000 square feet and it occupies a full city block.

A collaboration with New York-architect, Suchi Reddy, the retail space is deliberately different from what you'll find at an Apple store (though the broad intentions are arguably similar). Instead of sleek, metallic and futuristic, the focus here was on creating a warm and inviting space that feels more like a home. (Note the pale woods.)

The approach is intended to make a statement about the role that technology, or at least Google's technology, should play in our lives. It is about tech servicing humanity and not the other way around.

FastCompany has a good article, here, that explains all of this.

It is interesting to watch these spaces evolve into what we are now calling experiential retail or commerce. If you read the FastCompany article you'll read about the work that Johns Hopkins University is doing on neuroaesthetics, which is the study of how spaces and aesthetics affect our bodies. That is how finely tuned these spaces have become.

And it's kind of what you need to do today. Consider the example of Microsoft's retail stores, which launched in a clear attempt to mimic the successes that Apple has seen with its stores. They even looked somewhat similar. But then last year Microsoft announced that the company would be closing all of its stores.

Why? Part of the problem is that they were too focused on just selling Microsoft products. And that, it would seem, can't really be the main objective anymore. You also need to consider the experience. What story are we telling about our brand with our space, and is it compelling enough to standout?

P.S. The first image at the top of this post is of their Google Translate booth. You walk in. Say something. And Google translates the hell out of it for you.

Photos: Google

Yesterday I received a comment on my post about service and product companies with a suggestion to check out an interesting Fast Company article talking about the future of work (thank you Amy). The article was based on a research report – commissioned by CBRE and a real estate developer in China (Genesis) – called Fast Forward 2030: The Future of Work and the Workplace.

This is a topic that’s getting a lot airtime right now because Millennials are starting to impact work in a big way. But what’s interesting about it is how broad these impacts will be. Changes in how we work will affect the way we design our cities; the way architects and developers build and lease space; the type of people and roles companies will need to hire and create; and so on.

Here’s a snippet from the report:

“Providers of commercial buildings and places to work will need to develop new, sometimes counter intuitive, business models and work with partners who understand service and experience in order to compete with emerging workplace competitors. Successful providers will work with tenants to unlock ‘win win’ solutions that reduce occupier costs, increase flexibility, and simultaneously provide enhanced levels of community, amenity and user wellbeing. Cities will have a role to lead and nurture changes that will support the changing landscape of work.”

I plan to go through the report in more detail this weekend, but I did want to point out one thing. When business leaders from around the world were asked what their biggest competitive advantage would be by the year 2030, the top choice was: the ability to attract and retain top talent. This topped organizational vision and even the ability to innovate.

This might not come as a surprise to some of you, but it’s worth repeating. And in many ways, it’s a chain that begins first with cities. 

If you’ve ever watched The Startup Kids documentary, you’ll know that when Alexander Ljung (CEO of Soundcloud.com) was about to found his company, he actually started by first traveling around Europe looking for the coolest city in which to base his company. The last city on his trip was Berlin and that just so happened to be the team’s favorite. So that’s where Soundcloud was founded.

My point with that story is simply that the “workplace” of today – forget the future – means so much more than just your rentable area. Yes, that’s important. But there’s a lot more to consider when trying to get the best people. Cities play a huge role.