We are delighted that Elliot Moss is a finalist in the Financial Times’ Legal Innovator of the Year. Elliot is the first non-lawyer to be included in the FT’s 10 most innovative individuals in the legal sector. Elliot is a shareholder in Make Happy and first worked with Jonathan at Leo Burnett where they both started on the graduate trainee scheme.
I’m always surprised by how often clients neglect office design when considering their internal communications planning. Yet the office environment is a key part of the culture and communications of an organisation. It impacts how people work, the manner and the frequency they talk to each other and how information flows through the company structure. I read recently that in one company a redesign to a more open space resulted in a fall in email traffic of 50%.
So what makes great office design? Google’s London HQ is often vaunted as the paragon of inspirational office space, a celebration of creativity and individuality. In her recent, extremely frank article however, Lucy Kellaway takes a very different view. She argues that the excess of design and imagination in the Google offices is so overwhelming that it in fact dampens the potential for employees to create.
After reading it, I wondered, in 10 years time will pods and pool tables in offices seem as outdated and misguided as cubicles and corner offices seem now?
A great read for anyone thinking about how they organise their working environment.
In August Elizabeth Murdoch gave the James MacTaggart Memorial Lecture at the Edinburgh Television Festival. She talked compellingly about values and purpose, something very close to the heart of all of us here at Make Happy. She also threw down a challenge to government and business, arguing that success based solely on money is inherently dangerous and often leads to bad behaviour.
Here are a couple of quotes which particularly resonated with me. The full text of her speech is available here (http://bit.ly/RmY2G2).
“Personally, I believe one of the biggest lessons of the past year has been the need for any organisation to discuss, affirm and institutionalise a rigorous set of values based on an explicit statement of purpose.”
“We need to learn how to be comfortable with articulating purpose and reject the idea that money is the only effective measure of all things or that the free market is the only sorting mechanism. Do we have such faith in the imperatives of the market that we need have no will of our own other than to succeed on its terms? It’s us, human beings, we the people, who create the society we want, not profit. It is increasingly apparent that the absence of purpose – or of a moral language – within government, media or business, could become one of the most dangerous own goals for capitalism and for freedom.”