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Every Move You Make, WeWork Will Be Watching You - Bloomberg
n February, WeWork bought Euclid, a service that tracks smartphones in retail spaces. WeWork also is testing several types of sensors, including thermal and motion detectors and Bluetooth check-ins. The tools help analyze how workers intend to use a space vs. how they actually use it, according to Shiva Rajaraman, WeWork’s chief product officer. It’s like “Google Analytics for space,” he likes to say.
wework  surveillance  via:jomc 
3 days ago by straup
Every Move You Make, WeWork Will Be Watching You - Bloomberg
n February, WeWork bought Euclid, a service that tracks smartphones in retail spaces. WeWork also is testing several types of sensors, including thermal and motion detectors and Bluetooth check-ins. The tools help analyze how workers intend to use a space vs. how they actually use it, according to Shiva Rajaraman, WeWork’s chief product officer. It’s like “Google Analytics for space,” he likes to say.
wework  surveillance 
4 days ago by jomc
The Rise of the WeWorking Class - The New York Times
"IMAGINE YOU TRAINED an artificial intelligence on a comprehensive stock-photo set of every boutique-hotel lobby from Palm Springs to Stockholm to Milan, then connected it to a five-story 3-D printer fully furnished with pendant-dome lamps, waxy leaves and old-school hip-hop lyrics. The output would be a WeWork. So much serene, lavish and mechanical attention is allocated to every detail: the neon and the daybeds and the fiddle-leaf figs, the wallpaper and the playlists and the typefaces. The newest iteration of its ever-emergent design concept may be indebted to Luis Barragán and Carlo Scarpa, but the degree of thought and investment that goes into its terrarium construction is something its busy occupants are expected to register only as background noise. WeWorks feel voguish but never threatening; comfortable but never shabby; rousing but never intemperate; detailed but never ostentatious.

There’s also free top-shelf coffee, the sort of minor frill most office workers might take for granted in a way the self-employed never would. One premise of the company’s existence is that it’s good business to provide such minor luxuries to the otherwise unfrilled. The coffee — and the draft kombucha, which has come to supplement beer as WeWork distances itself from the frattier aspects of entrepreneurship — is, at any rate, only part of an environment engineered for felicitous exchange. This strategy is supported by narrow hallways, boxy plate-glass enclosures, distant bathrooms and centralized fruit-water dispensers, but the company’s architects never indulged the belief that if they built it, people would come. The spaces themselves are the staging ground for yoga classes, wine tastings, make-your-own-trail-mix bars and vendor workshops about how to cut cloud costs. For what remains of life outside the workplace, there are cross-promotional discounts on 1-800-Flowers.com and Crunch gym memberships.

Most of us have serious reasons to worry about the future of work, and it’s easy to object to WeWork’s thin consolations on the basis of aesthetic or moral principle. Once you get accustomed to the basic product, however, it’s hard not to find it ... pretty nice. Over the course of about a year, I stopped into locations in six or seven cities, and in each of them I sat in front of my computer alongside other people in front of their computers and felt at once marginally more productive and slightly less unmoored."

"The relentless sociability inspired by WeWork was always one of the founders’ aims, even as the composition of its membership has changed. When the company first opened in 2010, its spaces catered to entrepreneurs. The founders soon understood that the increasingly fluid and anxious labor market — its conditions exacerbated by the downturn but likely to exist in perpetuity — presented them with a much larger potential customer base. Uber and TaskRabbit and other labor-platform intermediaries positioned themselves to match those who needed something done with those who needed something to do, but they based their recruitment drives on a cynical reading of the economic mood. The subway I took to WeWork was plastered with tough-love ads from services like Fiverr, which made naked appeals to stoic virtues. (“Actually, it hasn’t all been done before”; “In doers we trust”; “Reading about starting your own business is like reading about having sex.”)

That sort of campaign felt manipulative: The platforms’ emphasis on self-reliance for the economically precarious merely disguised their rent-seeking. WeWork, by contrast, just charged rent. The company was perceptive enough to realize that disaggregated workers (or at least those of a certain class) did not want to hear that they should just kill it on their own, bro. They wanted to hear that nobody ever can. What WeWork offered was not just rhetoric — a more sympathetic description of the restless, fretful life of the deinstitutionalized worker — but true shelter from a pervasive sense of alienation. Where Fiverr issued an invitation to gladiatorial combat, WeWork promised a work environment remodeled for solace and dignity.

Thus is the business model of WeWork, recently valued at $47 billion, now only facially about commercial subletting. All its accessories serve to buttress its real product: “office culture” as a service. When people at the company try to explain that culture, they invariably resort to talk of positive energy sources and the obligation to heal the social fabric — a vocabulary traditionally associated with utopian architecture, 1980s academic communitarianism or ayahuasca experimentation. They affirm that all the ostensibly small incremental niceties add up to more than the sum of their parts, and on some level I couldn’t help agreeing. The market certainly seems to. As of this January, WeWork has 400,000 members in 425 locations in 27 countries, at least 30 percent of whom are employees of large existing businesses. This latter category has helped double that membership in only a year. Some of these enterprise customers are merely outsourcing their facilities management the way they outsource manufacturing or payroll; others anticipate the revitalization — or even wholesale procurement — of their corporate culture. The conviction behind the rapid growth of WeWork is that the office culture of the future is likely to be the culture of the future, full stop, and that it is WeWork’s special vocation to bring it to market.

THE IDEA OF “CORPORATE CULTURE,” long before it was identified and cultivated as such, emerged as a solution to the problems of the large, distributed mass-industrial firm. Ransom Olds is credited with inventing the concept of the assembly line in 1901, and it was over the following decades that businesses began to feel an imperative to address the question of what work was supposed to “mean.” This was both an internal bottom-line matter — employees who toiled in exchange for only a paycheck were difficult to retain and unlikely to prioritize efficiency or innovation — and a social one. By midcentury, large companies like the car manufacturers had come to represent the predominant institutional affiliation for legions of American men. Even if these firms had no explicit philanthropic interest in civic cohesion, they certainly had a stake in the preservation of the social order. If they could invest piecemeal labor with something like dignity, they could neutralize the political and economic threats posed by union solidarity.

What they arrived at was a generic set of strategies, applicable at any industrial organization, designed to help workers recognize the value of their personal contributions to the final product. The classic formulation of this approach was Peter Drucker’s “Concept of the Corporation”; though it’s now seen — if not much read — as a foundational text in the study of management, it reads like a sober contribution to midcentury sociology. The simplest form of recognition is advancement. Workers, Drucker believed, ought to be viewed not as exploitable resources but as human capital to be fostered, and thus provided with the training necessary to secure a path upward. Programs like project rotations — which exposed otherwise specialized employees to the breadth of company operations — should be put in place even if they seemed, in the short term, economically irrational; in the long term, they represented an investment in worker potential. Employees unlikely to advance might more gladly accept their place in the corporate scheme when given a holistic perspective on production: The maker of a car’s door hinge, for example, might be shown where his discrete, repetitive effort fits into the fully realized car.

The anthropologist Clifford Geertz defined culture as a collective act of interpretation, the stories we tell one another about ourselves in an attempt to make ongoing sense of why we do what we do. A car manufacturer could just point to a sensible Oldsmobile, something the world self-evidently needed. Because cars were public goods, corporate culture could easily borrow its energy from civic culture.

It could also borrow civic culture’s prevailing norms — and, in turn, reinforce them. The management classic “Built to Last” describes how Walt Disney, for example, did not manage a corporation so much as lord over an extended brood of subordinates, each of them expected not only to abide by the letter of company decorum but also to embody its founder’s spirit. Hourly theme-park workers were held to an imperious standard of personal upkeep: for men, no facial hair; for women, no dangly earrings or excessive makeup. As one biographer described it, “When someone did, on occasion, slip in Walt’s presence and use a four-letter word in mixed company, the result was always immediate dismissal, no matter what type of professional inconvenience the firing caused.” The people making the country’s cars could be forgiven a coarse exclamation; the people making the country’s cartoons were held to a loftier code.

As the economy shifted from industrial manufacturing to the service and knowledge sectors, it became increasingly necessary for businesses to articulate their “core purpose” as an organizational and motivational principle — and a way to differentiate “their” ethereal knowledge work from whatever it was other companies’ employees did. The separation of corporate culture in particular from general civic culture was also encouraged by the ascendancy of free-market economics; Milton Friedman told executives that their sole remit was to tend to their own shareholder garden. Shared goals, while important, ought to be strictly values-agnostic."

"Over the past year, as WeWork has been folded into what is now called the We Company — which encompasses WeGrow, its school, and WeLive, its communal housing projects — its Powered by We product has been refined and … [more]
wework  work  labor  workplace  2019  culture  gideonlewis-kraus  cliffordgeertz  economics  organization  peterdrucker  solidarity  unions  facilities  fiverr  uber  taskrabbit  business 
15 days ago by robertogreco
An Incremental Architecture Approach to Building Systems
Of most of the applications we have globally, maybe 90% of them are perfectly served by a monolithic approach. To avoid overengineering, we should start with a simple architecture and evolve it as needs arise, Randy Shoup recently declared in a presentation where he described his experience with companies that started small and then grew into large global internet companies.
jan_stenberg  randy_shoup  software_architecture  wework  microservices  refactoring 
23 days ago by mreinbold
RT : A great in-depth update on the WeWork phenomenon…whose “culture" is it?
WeWork  from twitter
26 days ago by archizoo
The Rise of the WeWorking Class - The New York Times
Imagine you trained an artificial intelligence on a comprehensive stock-photo set of every boutique-hotel lobby from Palm Springs to Stockholm to Milan, then connected it to a five-story 3-D printer fully furnished with pendant-dome lamps, waxy leaves and old-school hip-hop lyrics. via Pocket
IFTTT  Pocket  WeWork 
26 days ago by archizoo

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