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The Fast Company Impact Council is an invitation-only membership community of leaders, experts, executives, and entrepreneurs who share their insights with our audience. Members pay annual dues for access to peer learning, thought leadership opportunities, events and more. Regardless of whether your company has a strict in-office policy or supports a flexible schedule, the reality is that office attendance is at its highest levels in five years, according to Bisnow. Nobody would argue the need for a healthy office, especially one with more people in it. And if you ask what makes a healthy office, most would say it is one that supports physical health and safety, well-being, collaboration, productivity, and social connection. This is why so many businesses focus on factors such as air quality, ventilation, security, and employee wellness programs, for example. While these environmental and social indicators of health are important, they overlook one critical element: the ways that humans interact in a space and use the office. Dont make assumptions about in-office productivity Employers make a lot of assumptions about how productive employees are in the office. Anecdotally, many employees say they look forward to spending time in the office to collaborate with colleagues. Yet top organizations want more than opinions and anecdotes. They want data showing the frequency of casual, impromptu brainstorming in the office and aligning that with productivity and efficiency. Data on how teams collaborate is crucial in improving organizational productivity, as Ive seen through numerous conversations with workplace leaders at Fortune 1000 companies. With the opportunity for more in-person collaboration, decision makers want to measure and understand the frequency of casual, impromptu discussions and brainstorming and how to foster more of it by creating the right office environment. Not long ago, meeting and huddle data was based on how much time employees spent using online collaboration tools and video platforms. Today, with employees spending more time in physical spaces, understanding how and where employees collaborate is critical to improving the experience and eliminating silos. For example, compare the needs of an ad agency with a research think tank. We assume the agency needs more space for collaboration and client meetings, setting up the office layout to feature open desks, soft seating, and large, impressive conference rooms with high-end audio-visual capabilities. At the think tank, we assume their employees need dedicated areas for individual, focused work. As a result, the office layout consists of rows of gray cubicles and a handful of different sized conference rooms. Over time, an interesting shift happens at both companies. The ad agency employees come into the office in the morning, meet with their teams or participate in a larger company meeting, eat lunch in the break room, and then leave for the day. The think tank employees squat in a conference room by themselves or in small clusters, participating in video conferences with colleagues and clients, spending little time at their desks. After a while, fewer employees come into the office, citing the ability to be more productive working remotely. Business as usual, right? Yes, except for the long-term issues of these work arrangements. Along with having to heat and cool unoccupied spaces, negatively impacting the buildings carbon footprint, there is also the cost of cleaning areas based on scheduling, not usage. Safety also plays a factor should an emergency occur in the office, and nobody is available to respond. Add to this the expense of office leasing and the potential of squandered investments in an office redesign. Not to mention the critical, yet less measurable, missed opportunities of face-to-face interactions. Healthy buildings should encompass the entire human experience When we think of healthy buildings, we should consider the entire human experience in them. Instead of making assumptions of how employees want to work, employers are starting to look more closely at how the office plays a role in the health, well-being, and productivity of employees. Consider the idea that every business is a system unto itself, designed to produce outcomes. In that system, the office can be viewed as a product, one that is continuously refined to meet the needs of its customers. In this instance, customers are the people using the office. Today, that product is improved by using AI in the digital space; the next era is improving it in the physical space by combining infrastructure data and intelligence on real-world spaces. Through a combination of AI and body heat sensing technology that ensures privacy, you can get a better sense of how the workforce uses the office. It is like having a touchscreen interface on a digital app, except in this instance, the office is the product. For example, a sensor that understands movement in a space can lead to insight about one-on-one and group interactions, frequency of impromptu meetings, and if large spaces are being used by an individual. This can show the subsequent impact on energy efficiency. This isnt about tracking attendance or keystrokes. Instead, by ensuring privacy and understanding how the workforce naturally moves throughout the office, employers can make better decisions about how to make the most of an employees time in the office. They may learn that the best open desks are quickly taken, forcing most employees to work in darker spaces, and that the volume of chatter makes it difficult to be productive. This is why conference rooms are being squatted, and employees are working remotely. These insights can lead to better management decisions about in-office work policies, layouts, leases, and even cleaning contracts. Employers that have amassed insights about office usage are feeding the data into GPTs to come up with office layouts and designs that more closely reflect their corporate cultures. Instead of having employees conform to the office, there is a way to have the office conform to the needs of employees. As a result, the office can become a place, or product, employees look forward to going to, providing a healthy work environment. Honghao Deng is CEO and cofounder of Butlr.
Category:
E-Commerce
U.S. Attorney General Pamela Bondi directed federal prosecutors to seek the death penalty for Luigi Mangione, the man accused of shooting and killing Brian Thompson, the CEO of UnitedHealth Group’s insurance division, in New York last year. In a statement, Mangione’s lawyer Karen Friedman Agnifilo called the decision to seek the death penalty “barbaric.” “While claiming to protect against murder, the federal government moves to commit the pre-meditated, state-sponsored murder of Luigi,” Friedman Agnifilo said. Mangione, 26, has pleaded not guilty to New York state charges of murder as an act of terrorism and weapons offenses. He could face life in prison without parole if convicted in that case. New York does not have the death penalty for state charges. Mangione faces a parallel federal indictment in Manhattan federal court over Thompson’s killing, which is where Bondi said prosecutors will aim for the death penalty. He has not yet been asked to enter a plea to the federal charges. If Mangione is convicted in the federal case, the jury would determine in a separate phase of the trial whether to recommend the death penalty. Any such recommendation must be unanimous, and the judge would be required to impose it. Thompson was shot dead on December 4 outside a Midtown Manhattan hotel, where the company was gathering for an investor conference. Luigi Mangiones murder of Brian Thompson – an innocent man and father of two young children – was a premeditated, cold-blooded assassination that shocked America,” Bondi said in a statement. “After careful consideration, I have directed federal prosecutors to seek the death penalty in this case as we carry out President Trumps agenda to stop violent crime and Make America Safe Again,” Bondi said. The brazen killing of Thompson and ensuing five-day manhunt captivated Americans. Police officers in Altoona, Pennsylvania, found Mangione on December 9 with a 9-millimeter pistol and silencer, clothing that matched the apparel worn by Thompson’s shooter in surveillance footage, and a notebook describing an intent to “wack” an insurance company CEO, according to a court filing. While public officials condemned the killing, some Americans have cheered Mangione, saying he drew attention to steep U.S. healthcare costs and the power of health insurers to refuse payment for some treatments. He is currently being held in federal lockup in Brooklyn. Bondi lifted a moratorium on February 5 on federal executions imposed in 2021 by her predecessor Merrick Garland, the attorney general under Democratic President Joe Biden. Doina Chiacu and Luc Cohen, Reuters
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E-Commerce
President Donald Trump signed an executive order on Monday aimed at ending price gouging for live entertainment tickets, with musician Kid Rock at his side in the Oval Office wearing a bright red, white, and blue bejeweled suit. Anyone whos bought a concert ticket in the last decade, maybe 20 yearsno matter what your politics areknows that its a conundrum, Kid Rock told reporters. Trump said while he didn’t know much about price gouging, “I checked it out, and it is a big problem. For decades, musicians have been feuding with ticket sellers like Ticketmaster over the high fees they pass on to fans, going back to 1995 when Pearl Jam canceled their tour after a dispute with Ticketmaster, over what they said were excessive and unfair fees. Here’s what to know about the new executive order. What does the executive order do? The executive order is designed to stop price-gouging by middlemen, and orders the Federal Trade Commission (FTC) to ensure price transparency at all stages of the ticket-purchase process” and work with Attorney General Pam Bondi to better enforce the 2016 Better Online Ticket Sales (BOTS) Act against companies and individuals demonstrating unfair, deceptive, and anti-competitive conduct, like using bots to buy concert tickets in bulk and then resell them. It comes after the Justice Department filed an antitrust lawsuit against Ticketmaster and parent company Live Nation Entertainment last May, arguing their monopoly over live events in the U.S. has eliminated competition and driven up ticket prices. Lady Gaga, Taylor Swift, and Golden State Warriors fans also experienced price gouging Another notable price gouging case occurred in 2015 when ticket seller StubHub sued rival Ticketmaster and the Golden State Warriors basketball team, arguing they unfairly required fans to resell game tickets on Ticketmasters platform, which increased ticket prices. However, the most publicized example is when Ticketmaster fumbled pre-ticket sales for Taylor Swift’s Eras tour in 2022, after the site crashed, leaving users logged out or frozen and causing “Swifties” hours of frustration as they attempted and failed to buy tickets. (In 2023, those tickets eventually reached between $11,000 to $22,500.) On Monday, Lady Gaga fans experienced something similar as they attempted to buy tickets for her highly anticipated The MAYHEM Ball tour, when dynamic pricing, which raises prices in real-time, drove tickets sky high with the help of bots and resellers. Now, many angry “little monsters” (the name given to Lady Gaga fans) are weighing whether to shell out thousands of dollars to see their favorite artist. Angry fans took to social media, where one X user complained tickets for Lady Gaga’s New York show were already “$1,770 for good lower level tickets . . . Just disgusting.” Meanwhile, another X user recalled Ticketmaster’s most infamous fiasco: “Like be for real . . . 1066 to be front row . . . like what in the Taylor Swift are these prices!?”
Category:
E-Commerce
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