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FEATURE | Rise of Coworking the world, including leaf-shaped tables that spiral from a central shelf, and a reception area where members take turns serving as “ host ” for the space. Maria Glauser, who was the first host at Hub London and later led the development of hosting practice, said, “ We didn ’ t want any traditional receptionists. We wanted to host people in the same way that you would host someone in your house or at a party — making guests feel at home and introducing them to people they should meet. So we looked at how we could develop a practice of creating collaborative environments and connecting people from different worlds into meaningful relationships. ” Although enterprises like the Hub are now commonly found in most large urban cities, the idea of bringing people together in a common space to foster connections was not a new idea. In 1995, C-base opened as the first hackerspace — a precursor to coworking spaces — in Berlin, founded on the mission of increasing knowledge and skills in computer software, hardware, and data networks. Four years later, in 1999, Bernard De Koven coined the term “ coworking ” as a method of facilitating collaborative work and business meetings, a phenomenon of “ working together as equals. ” Brad Neuberg began using the same term in 2005 to describe a space to support the community and structure of working with others. The term stuck. Since then, coworking spaces have sprouted up around the world, growing from three in 2005 — Spiral Muse in San Francisco, the Hub in London, and St. Oberholz in Berlin — to more than 3,000 in 2014. As London ’ s first Hub began to attract members, it simultaneously attracted attention from people who wanted to build similar spaces in their own cities. In 2007, Hub London held a meeting for people interested in creating their own spaces; it attracted attendees from as far afield as Mumbai and Sao Paolo. “ Although the initial purpose of the meeting was merely to share lessons related to the hosting practice, it quickly became clear that most attendees had come to learn how they could replicate the entire Hub model, ” wrote Michel Bachmann, cofounder of the Zurich Hub, in the Stanford Social Innovation Review. Many of the meeting ’ s attendees went on to found Hub sites in their home countries, inspiring a movement A movement of like-minded people. of like-minded people building similar Hub communities around the world. Three years after the first Hub was opened, nine new Hubs were in operation, including Amsterdam, Johannesburg, and even a second location in London. The success of the Hub network — which now has more than 60 locations worldwide and 20 new spaces under way — comes from the spirit of collaboration and a firm commitment to its members. “ The evolution of the Hub has never been about any one person, ” wrote Bachmann. “ If there ’ s one thread that runs through the history of the Hub, it ’ s the fundamentally collaborative nature of the organization. ” >> Left: The warm and cozy tower level of Impact Hub Kings Cross. Right: Hub Brixton. This Spread: Lynton Pepper, Architecture 00 42| Spring 2016 PUBLIC Spring 2016 PUBLIC |43
FEATURE | Rise of Coworking Locally Influenced within a Global Network Top Left: A WikiHouse prototype creates a unique meeting room at Impact Hub Westminster. Bottom Left: The Impact Hub Westminster's bright space is highlighted by a glazed meeting space. Bottom Right: Flexible furniture and an open floor plan allow Impact Hubs to be used during the day, evening and night. As each new Hub was created, many Hub founders and managers identified three common elements emerged as keys to success and longevity: (1) A community of entrepreneurial people who become members and create a network for sharing skills, cross-fertilizing information, and developing new ventures. (2) Content that is inspiring and thought-provoking to facilitate connections through events, labs, incubation programs, and facilitated meetings. (3) A physical space that is flexible and functional, facilitating activities to work, meet, learn, and connect. Although the Hubs (which changed name to Impact Hub last year) are part of a global network, each is rooted in its locale -- even within a single city. The original Impact Hub London takes inspiration from the local artist community and the old warehouse building where it resides, while just three miles away, Impact Hub Westminster offers an entirely different atmosphere. Located in the New Zealand High Commission building, the Westminster location buzzes with energy from the political district, which plays host to Buckingham Palace, the Houses of Parliament, and the British Prime Minister ’ s residence. Designed by architecture and design strategy firm Architecture 00 — whose founders were members of the first Impact Hub London — the “ high octane ” space purposely utilizes high acoustics to mimic the fastpaced surrounding neighborhood. Though the energy of the Westminster location responds to the local atmosphere, it still maintains Impact Hub ’ s global focus on connecting members. Workspace designs often look at efficiency and productivity of individuals serving a company, but Impact Hubs seek to foster connections of individuals working independently. “ That ’ s the efficiency of the Hub: getting the maximum connections out of people, ” said Lynton Pepper, the Architecture 00 designer of Impact Hub Westminster. “ We look at how to get [members] moving around the day to meet more people. ” When Impact Hub Westminster first opened, the designers rearranged the space every month to disrupt the flow. This created new opportunities to network as people constantly met new Hub members. Architecture 00 also designed permanent space to foster connections. “ We used the common enemy: washing up, ” said Pepper. “ We purposely put in one tiny sink so people have to queue to use it. People then have to talk with each other — and the common conversation starter is, ‘ Why such a tiny sink?! ’ ” Rooting design in psychology, Pepper is always looking at how architecture influences people and their behaviors. “ We design for ‘ condition settings, ’ based on comfort, attention, and noise, ” said Pepper. The Westminster space includes a series of environments for different activities in anticipation of how people will use it, and incorporates opportunities for members to take ownership. For instance, a series of small rooms became telephone and recording booths, where members installed acoustic panels as needed. Other areas are becoming makerspaces, where members can build things. Through these opportunities for participation, the space is meant to instill a sense of ownership in members rather than a feeling of being managed or controlled. >> This Spread: Lynton Pepper, Architecture 00 44| Spring 2016 PUBLIC PUBLIC Spring 2016 |45
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