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Designers should ensure that spaces for all six modalities of work will be available as needed for both hypersensitive and hyposensitive occupants. While the right sizes and combinations of space will vary for each organization, the key is to provide a seamless array of choices. Spaces should easily adapt to the needs of people with work styles and behavioral needs at both ends of the spectrum. They also must be exceptionally flexible to integrate new technologies over time and, as more people continue to work remotely after the pandemic, to blend real and virtual work environments. Our current design is old and un-informed. We are ripe for a huge disruption in this space. I saw some recent pictures of Tesla's office. It's lame. How can you expect excellent and group breaking work when the environment is meh.

"The space in which work gets done has radically shifted, but human nature remains the same. As workers, we crave a digital experience that's reliable, equitable, productive, helpful, and pleasant. The organizations that overcome the "experience debt" that overhangs typical digital workplaces - by reimagining and deploying the digital workplace the right way - are the ones that will attract and retain top talent. At the same time, they're continuously improving productivity+.. In doing so, they'll become the organizations and the people that thrive in an ever-disruptive world. + = innovation, inclusion, connection, collaboration, purpose, engagement, and beyond…" This piece hints to that need for a radical new workspace. So good.

"The defining characteristic of this new version of the creative class may not be where it lives, but its ability to live anywhere it wants. Put differently, people move to certain cities in search of better-paying jobs, but it's now possible to earn high (if not the highest) salaries from almost anywhere. That has been true in certain smaller cities in recent years (Austin and Denver in the United States, for example, and Manchester and Leeds in Britain). To a lesser extent, it has also been true for people who chose not to live in cities at all." Workers hold the power and they need to be able to live and work where they want when they want. We're very reliant on humans, we need to make them valued and show that we are investing in the things they care about.

Two-thirds of people around the world want to work flexibly when the COVID-19 pandemic is over, a new survey shows. And almost a third are prepared to quit their job if the boss makes them go back to the office full time. The survey of workers in 29 nations also shows people have coped better with homeworking than some feared. The power has shifted to choice. We no longer just go work where someone tells us to go work.

This project has taken a broader approach to explore how different governments have developed their foresight ecosystems over time and to map the features that can support integration of long-term thinking into policymaking at the most strategic level. It aims to provide a guiding framework to build and sustain foresight in policy-making and to do so in a way that creates long-term impact from futures work. The School of International Futures exists to help policy-makers and business leaders improve the present and the future by using foresight and futures methods to make better strategic choices about the future, to improve the quality of their innovation and make their organisations more resilient by better understanding and managing risk.