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BUSINESS NEWS MCTIGUE ARCHITECTS DESIGNS PERMIT-READY FIRE REBUILD HOUSE IN MALIBU MCTIGUE Architects, a conscious architecture, design, and planning firm, has achieved permit- ready status for its design of a single- family home on a site in Malibu, California, previously ravaged in 2018 by the Woolsey Fire. The Woolsey Fire was a wildfire that burned in Los Angeles and Ventura counties of the U.S. state of California. The fire ignited on November 8, 2018, Drew Pedrick, founding principal of MCTIGUE, was invited to design the
replacement home as part of the Malibu Rebuilds program created by the city to help citizens recover from the most catastrophic event and community-wide trauma in its history. Drew notes that the new home seeks to heal the scars of land and residents equally, and to rise fromashes in a natural, resilient, and affirming way. The original home had been completely swept away, leaving concrete foundations and little else but charred earth in place. After an extensive process, including close work with homeowners, city and county staff, and a team of consultants,
the design re-envisions the original home’s program of spaces and overall size in a new and contemporary way. The new home takes advantage of the superb views, light and air, landscape, and neighborhood in ways that connect to the land and create safer conditions. MCTIGUE’s work is conscious architecture, conceived with community, planned with purpose, and framed in nature, a natural way of thinking and designing with life-affirming results. MCTIGUE is an architecture, planning, design, and communication firm founded in a conscious approach to making place.
company, accommodate the workforce, and ultimately retain and develop employees. Long established barriers will be removed, and rules will be changed to accommodate the needs and wants of each generation, all without crossing the lines of age discrimination. Each generation will have differing perspectives on pay structure, benefits, work flexibility, and advancement. This multigenerational workforce will also present tremendous opportunities. Internally, organizations can utilize age diversity to develop valuable mentorships and peer-to-peer training. The open sharing and adoption of new ideas, technologies, and processes may be employed as companies begin to realize the most valuable tools for continuing education come from within the organizations, and not from webinars or training seminars. External benefits may be just as significant. Not only is the workforce intergenerational, but customer bases are as well. The key to developing a business is to understand the wants and needs of the customer. Just as a 27-year-old manager may struggle to understand the quality and service requirements of a 54-year-old customer, that same 50-something manager has little understanding of a 20-something’s product needs and expectations. A strongly integrated multigenerational workforce can collaborate to determine business offerings that are aligned with its customer base, regardless of whether that base is narrow or broad. Today’s vast multigenerational workforce spans seven decades of change, innovations, social norms, personal values, and life experiences. It will be difficult and challenging for organizations to internally manage this workforce. But for those who do so effectively, there will be tremendous power and opportunity for success over the next number of years. Brian T. King is the founder and president of A M King, a design- build firm that provides multiple services required of highly complex facilities in niche markets throughout the United States. To connect with Brian and gain more of his insights, visit briantking.com. This article was originally published on briantking.com. Reprinted with permission.
BRIAN KING, from page 3
For the past number of years, the U.S. workforce has been building toward multigenerational diversity. Now that it has arrived, it will certainly alter the world of business. Every organization, large and small, will now be pushed to address two challenges related to the multigenerational workforce: 1. How to effectively manage such a large age-diverse group. 2. How to best harness the opportunities it presents. A recent survey conducted by Deloitte found that while 70 percent of organizations say leading multigenerational workforces is important or very important, only 10 percent are ready to address this trend; and only 6 percent strongly agree that their leaders are equipped to lead a multigenerational workforce effectively. Though each generation is often defined by traits, it would be foolish to assign stereotypical labels to each group. The various life stages of this diverse-aged workforce is what will influence the workplace – not loosely defined generational traits. Members of these four generations bring differing levels of needs and expectations based on the length of their careers and their life stages. For example, it is irrational to think a 62-year-old empty nester will have the same expectations and needs as a single 32-year-old when it comes to work- life-balance, career advancement, or company loyalty. Or that either would have the same perspective as a 45-year-old with two teenage children, even though all three may share the same roles, responsibilities, and pay scales within the same company. The challenge will be to find a balance that can benefit the “This multigenerational workforce will present tremendous opportunities. Internally, organizations can utilize age diversity to develop valuable mentorships and peer-to-peer training.”
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THE ZWEIG LETTER MARCH 14, 2022, ISSUE 1432
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