Our Stories

I can’t think of a time when I’ve used data to inform literally every decision I make in quite the same way as I have in the past year. Our personal wellbeing, that of our friends and family, and even our community has depended on our analysis of information to make smart decisions even when the path forward was unclear. In addition, there is the individual in each of us that interprets that information somewhat differently, through our own lens, as we navigate these new situations on a constant basis. Analysis paralysis has taken on a whole new personal meaning for me. But now as we look toward the horizon and imagine a new future of working together, how will we take our personal and shared experiences to create something even better?

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We have been living in a year of uncertainty, but we actually (finally) (might) (maybe) have some answers on when we will be back to the office, so now it’s a matter of how, who, and what…

I’ve heard a lot of people in the last year, and even in the last month express an interest in figuring out the “what’s next”, but how do we start planning a reentry to the office when we don’t know when it will happen, who will be able to get back, and what the office will need? These questions have left people guessing, theorizing, and ultimately doing very little other than letting leases lapse or leaving their space as-is hoping it will work whenever people can use it again.

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We all understand the importance of staying engaged and connected in the workplace. Remember this convo, circa late February, 2020? Employee engagement and satisfaction is directly proportional to our wellbeing and happiness. If we have a sense of purpose in the workplace, and we relate to and believe in our organization’s visions and goals, we are able to channel our energy into outstanding results for the benefit of not only the organization, but more importantly of ourselves, through the pride and fulfilment that comes hand-in-hand with self-actualization and improvement. Turnover is minimized, shareholder returns are inflated, and we go on with our bad selves where every day blends into the next in our workplace paradise.

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In the past, many of us had an office to go to everyday with a personalized workstation, a chair that was perfectly adjusted to the way we sit, or perhaps a height adjustable desk that was the perfect height. Some people had personal items to remind them of fun vacations with loved ones, pictures of their kids or pets. Additionally, we were able to choose when we got up for a cup of coffee or go to someone's desk to ask a quick question about a task that you needed to complete. In other words, a perfect place to focus, connect, and collaborate. This is in stark contrast to being stuck at the dining room table hunched over a laptop while the kids are complaining, the dog needs to go outside, and your loved one is asking you to do them a favor “real quick.”

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Waking up this morning, you realize today will be your first day back in the office. It’s been months, and things have certainly changed. As you start your old morning routine, you glance through all of the policies your company has put in place to help keep everyone safe and secure.

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As an employer and a business that focuses on helping customers create workspaces that support their cultures, we have an obligation to continually improve our ability to create spaces that provide an equitable and inclusive experience for all employees, internally at Hyphn and with our customers. 

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We’ve lost the luxury of shared space. And in the same fell swoop, many of us—worldwide—are having feelings of trauma and grief. The need for human connection is more evident now than it possibly ever has been. So as employers, how can we implement tools, etiquette, and structures of support? As colleagues, how can we better our communication and have each other’s backs? As humans, how do we emerge on the other side of this unconscionable disruption of daily life into a world that’s better for all?

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We didn’t know it then, but know it now: all of the hard work that we and our teams have put into growing Hyphn’s internal processes, team, culture, technology, and work mobility prepared us for this COVID-19 crisis that we are all now facing.

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Many clients (or potential clients) walk through our door expecting us to have a conversation that begins and ends with stuff. They come equipped to talk about plugging the right thing in the right corner of their space.

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Results and relationships. Too often, leaders hold them at odds with one another. Join Building Champions and our very own Heather Leachman-Beck to learn the importance of your people.

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When it comes to move planning and execution, there’s no secret sauce. Far too often, leadership looks to office managers, facilities managers, or their front desk people to lead the charge on a major move, operating on the conviction that there’s a ready-made checklist out there for the taking. Oftentimes, the true level of effort and distraction is grossly underestimated and managing chaos is delegated to a first timer.

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When a few fellow designers and I were thinking about how to approach this article, we discussed how easy it would be to offer a hot take on trends and how the debate might change what you do with your company’s next space. But we thought that would be taking the easy way out.

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Moving sucks. For everyone. The process is riddled with logistics, fraught with impending deadlines, and downright disruptive. But instead of searching for ways to expedite a move and situate more desks in less space, research shows that working through a deliberate and expertly-guided change management program has the power to impart positive change.

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Puppet is perfectly illustrative of the forward growth that’s recoloring Portland’s professional reputation. They’re not simply pioneers in software infrastructure and automation but they’re also strong leaders in employee experience.

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