Gen Y: India - Steelcase

Gen Y: India
©2011 Steelcase Inc.
WorkSpace Futures

workspace futures
Table of Contents
Introduction..................................................................................... 2
Our Process.................................................................................... 4
Phase 1: Understand...................................................................... 6
Phase 1: Understand — Key Findings.......................................... 13
Phase 2: Observe.......................................................................... 14
Phase 2: Observe — Key Findings............................................... 21
Phase 3: Synthesize...................................................................... 22
Phase 3: Synthesize — Key Shifts................................................ 23
Phase 3: Synthesize — Design Principles.................................... 30
Phase 4: Realize............................................................................ 32
Phase 4: Realize — Spatial Concepts.......................................... 33
In Closing...................................................................................... 44
The Team....................................................................................... 45
Notes/Bibliography....................................................................... 46
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introduction
Introduction
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introduction
Why study India?
Steelcase’s WorkSpace Futures conducted a study of
Generation Y in the US, in an effort to understand its impact
on the workplace. Upon completion of that research, we began
to wonder whether the insights we had uncovered here would
also apply around the world. China and India immediately
became likely candidates for further research, due to the
sizes of their respective Gen Y populations.
China & India have a combined population of 2.5 billion = 1/3
of the global population
In the US, Gen Y represents 70 million people between the
ages of 10 and 30. India’s Gen Y population is 426 million of the
same age; China’s equivalent population is 218 million, ranging
from age 20 to 30. In addition, China and India have emerged
as the second and fourth largest economies, respectively, in the
world, representing an enormous opportunity for Steelcase and
our customers.
The graph below shows the Gen Y population for each country
measured against the total population of that country.
We learned from our US research that generations are defined
by the key memories their members share, so we assumed that
the Indian and Chinese Gen Y populations would exhibit different
characteristics than their US counterparts, but we didn’t know
what those characteristics would be.
What role would culture play in determining this generation’s
values? What roles would politics and the economy play?
What about technology? How would these areas influence this
generation’s perceptions about work and workplace – and what
might that workplace look like in 20 years?
Steelcase WorkSpace Futures conducted a six month study
of the Gen Y demographic in India starting in October of 2009.
In India, though there is no Baby Boomer generation like in the
US, generational definitions from the US are commonly followed,
meaning there is Gen Y, and Gen X in India and those cohorts
represent same year spans: Gen Y – born between 1980-2000,
Gen X – born between 1964-1979. There is no Baby Boomer
generation, but those born between 1947-1964 are known as
the “Older Generation” or traditionals, and people born between
1900-1946 are known as “Freedom Fighters”.
In establishing our research in India, we employed as much as
possible the same methodologies used in the US study. Our
interview subjects represented a select population, being urban,
educated, and employed primarily at multinational corporations
and a few Indian private companies. Gaining access to Indian
private companies was a little more difficult than multinational
corporations. We believe this was due primarily to the lack of
exposure to this type of research, a situation which we hope
to resolve through a strategic rollout of the findings throughout
India. We believe the findings contained in this book will be
beneficial to our Indian colleagues, as well as to those in the US.
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introduction
Research Methods
Our process
Our Research Process
At WorkSpace Futures, we follow a rigorous six-stage, human-centered design research
process. We borrow heavily from techniques in ethnography and cultural anthropology.
Through the research process, we have built a rich qualitative description of Generation Y
in order to provide a meaningful context for our key research findings.
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UNDERSTAND
Learning from on/offline published material and experts regarding
trends, business impact, and new techniques, etc.
OBSERVE
Collecting information firsthand through asking open-ended
questions, observing people and processes, and engaging
participants in co-creation activities to uncover new patterns
of behaviors.
SYNTHESIZE
Recognizing patterns and anomalies from both secondary
research and observation, allowing us to develop insights
and new concepts.
REALIZE
Ideating solutions, through sketches, floor plans and strategies.
This becomes the mode of communication for sharing our
research findings.
PROTOTYPE
Converting solutions into prototypes enables us to elicit feedback
from real users as we develop concepts from the Realize phase.
This allows us to document evidence of progress and refine
solution prototypes for higher chances of success.
(Gen Y in Asia has not yet reached this stage of exploration.)
MEASURE
Developing meaningful measures for testing prototypes allows us
to validate our solutions against identified user needs, for product
design as well as space applications. Measurement activities
can include pre- and post-occupancy surveys, time-lapse video
observation, simulation exercises with users, and IRB-approved
experiments with users.
(Gen Y in Asia has not yet reached this stage of exploration.)
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understand
Understand
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understand
The big picture
Understanding: Four categories
The following pages are intended to provide
a more detailed backdrop about Gen Y in India
through the filters of Culture, Politics, Economics,
and Technology.
Culture
India is a multi-cultural and multi-religious society with a
history that stretches over 7000 years across the many faith
and social traditions of the world. Numerous empires have
invaded India throughout its history and today India recognizes
six major religions and 17 major languages. Many elements of
India’s diverse culture – from meditation to cuisine – have had
a profound impact across the world. 1, 2
Traditional Indian culture is defined by a relatively strict social
hierarchy. From an early age, children are reminded of their roles
in society. This is reinforced by the fact that many believe gods
and spirits have an integral and functional role in determining
their lives. Several inherited differences such as religion, caste,
language and customs divide the culture and the country.
For generations, India has observed the tradition of the joint
family system in which extended family members – parents,
children, spouses, offspring, etc. – live together. Usually,
the eldest male member is the head in this family system.
He makes all important decisions, and the hierarchy is nurtured
and respected at family level, percolating into work and social
life as well. Indian society puts loyalty to the family ahead of
loyalty to society.
Though not the case in some urban areas, arranged marriages
have been the tradition in Indian society for many centuries.
Strong social networks and respect for hierarchy has made
these marriages work in a system where the financial and social
backgrounds of families, their castes and even astrological
compatibility are scrutinized. In India, marriage is considered
sacred and the divorce rate is extremely low at about 1%.
India celebrates a wide variety of religious holidays and
festivals – over 29 during a calendar year – often characterized
by colors, gaiety, feasts and a variety of rituals. Each regional
style of cuisine – generally split into five geographic areas
– is characterized by an assortment of dishes and cooking
techniques, reflecting the varied demographics of the country.
Indian art, architecture and costumes vary greatly across the
country, influenced immensely by local traditions, geography,
resources and climate. In India, a person’s social status is
symbolized by his or her attire. Indian dress etiquette discourages
exposure of skin or tight clothing.
Though field hockey is India’s official national sport, cricket is the
most popular. Its fans are fanatical and cricket is often referred to,
tongue-in-cheek, as a religion.
India is the world’s largest movie producing country. Bollywood,
the Mumbai-based film industry, and other film centers, produced
over 500 movies in 2009. Considered by many to be a country
of dreamers, where optimism and prosperity are on the rise,
most Indians aspire to the lifestyles and technology
advancements of the West. 4
India is founder of the “Non-Align Movement” and a nuclear
power. 5 Today, India stands as the world’s largest democracy,
second largest consumer base, third largest higher education
system and fourth largest economy in the world with immense
potential for entrepreneurship, research and innovation. 6
Namaste is a common spoken greeting or salutation in India,
meaning literally “that which is of God in me bows to that which
is of God in you.” 3
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Politics
With a population of 1.2 billion people, India is the world’s
largest democracy.
After gaining independence in 1947, India continued building
a political framework based on the familiar British parliamentary
system of rule, as well as their judicial, defense and educational
structure. In India, the Prime Minister is identified as the head
of the nation’s government, while the President is said to be
the formal head of state and holds substantial reserve powers.
Executive power is enforced by the government. The judiciary
is independent of both the executive and legislative branches.
As in the US, India possesses a federal form of government,
however, the central government in India has greater power
in relation to its states. 7
India claims a multi-party system, supporting a number of
national and regional parties. Since India’s independence,
India has been ruled by the Indian National Congress (INC) for
48 years. Some regional parties, especially in south India, are
deeply aligned to the ideologies of the area, unlike the national
parties. Disparity between the ideologies of these local political
parties leads to severely skewed allocation of resources between
the states. The lack of homogeneity in the Indian population has
caused division between different sections of people based on
religion, region, language, and race, leading to the rise of political
parties with agendas catering to one (or a mix) of these groups. 8, 9
The narrow focus of most parties, even in the central
government and central legislature, sidelines national issues
such as economic welfare and national security. Moreover,
internal security is also threatened as incidences of party violence
between opposing groups of people are a frequent occurrence. 10
Economic issues like poverty, unemployment and development
are the main issues that influence politics.
Concern against organized crime does not tend to affect the
outcomes of elections. On the other hand, there is often a strong
criminal/political connection – in fact, many elected legislators
have criminal cases against them. The economy of India was
under socialist-inspired policies from the 1950s until the 1980s.
The economy was subject to extensive regulation, protectionism,
and public ownership, leading to pervasive corruption and
11, 12
slow growth.
Historically,
A 2005 study done by Transparency International (TI) in India
found that more than 50% of the people had firsthand experience
of paying bribe or peddling influence to get a job done in public
office. While many neighboring countries witness frequent coups,
Indian democracy has been suspended only once. Nevertheless,
13, 14
Indian politics is often described as chaotic.
Economics
India was a country of great wealth, exotic
spice trade and beautiful artistic expression. It lost its glory
and richness during the British rule and became one of the
poorest nations in the world. After many struggles, India is rapidly
emerging as an economic world leader again. Ever growing since
opening up for global trade in 1991, it has since become the
fourth largest economy in the world. Economic reforms have led
to less dependency on foreign investments, ever growing exports,
and a huge, highly skilled and globally competent workforce.
India’s rise to power has not gone unnoticed among world
leaders. In the last six months of 2010, India was visited by all five
members of the UN Security Council, with trade being the main
topic in all cases. 15
According to McKinsey Quarterly, optimism could be a key
factor in India’s success, and a poll by McKinsey Global Surveys,
recently stated that Indian executives are more than twice as
optimistic as those in the rest of the world. 16
McKinsey Global Institute expressed in 2007 that India’s middle
class will continue to grow, accounting for more than 40% of the
population by 2025. 17 Current data project Asia accounting for
55% of the global middle class by 2030 – up from the current
25% – mostly from China and India.
By the end of their fiscal year in March of 2011, it’s anticipated
that India will have achieved an economic growth rate of
approximately 9%. 18 Only a fraction of India’s success can
be attributed to foreign interests, though. Many investors from
within the country are also rising to great wealth. 48 new Indian
billionaires were listed on the Forbes Global List in 2009. No other
country came close to matching that staggering number. Mukesh
Ambani, the fourth richest billionaire in the world, explains that
“I think that our fundamental belief is that growth is a way of life,
and we have to grow at all times.” 19
Growth in India has not been without struggle, though logistics
is proving one of its greatest problems. The September 2010
McKinsey Quarterly echoed the same thought “If current trends
prevail, inefficiencies associated with poor logistics will increase
from a current $45 billion to $140 billion in 2020, but a wellplanned
infrastructure program could help India cut this waste
by half.” 20
India’s exports are currently growing at a rate of 23%. India is
Asia’s largest outsourcing industry, with IT contracts from all over
the world and is also becoming one of the largest auto industries.
Almost 3000 multinational companies, over a third of which are
US companies, have established their operations in India. In
the past, there were restrictive policies against direct foreign
investment, but since 1991, the government has encouraged it.
With leading industrialists focused on increasing the efficiency
21, 22, 23
of Indian logistics, India is poised for continued growth.
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Technology
The history of science and technology in India runs handin-hand
with the history of civilization, dating back to farm
irrigation development in the Indus Valley in 4500 BC. Through
the centuries, India remained at the forefront of technological
advance with indoor plumbing in 2800 BC, standardized
measurements in 2500 BC, astronomy in 1200 BC, and
atomic theory in 100 BC.
Mathematical, biological, and chemical technologies continued
to advance in India, but couldn’t keep up with the advancements
in Europe during the Renaissance. However, British colonial
rule gave many Indians access to European educational
systems, providing the basis for technological programs for
an independent India. These strong programs allowed India to
develop nuclear power back in 1958, and their nuclear energy
is considered to be the safest in the world. Only a few years later
in 1963, India began their space program and launched their first
satellite in 1975. 24
Modernization in the 20th century turned India’s technological
advancements to more practical matters such as petroleum
production and increasing food supply. Today, stability in the
cities of India has led to further technology research and training.
Due to the goals of India’s universities, the country now has the
third-largest pool of technologically-trained personnel in the
world. According McKinsey Quarterly, India is becoming a global
technological hotspot due to “the desire to gain access to the
country’s lower-cost, high-quality labor.” 25
The IT sector in India has grown from a $100 million industry
in 1992 to $40 billion in 2007. Over 160 institutions of science
and technology produce 35,000+ post-graduates each year.
These factors, combined with the expansion of wireless
communications, are pushing India into the forefront of global
technology. It’s estimated that India currently has over 700 million
mobile phone customers – more than half of the total population –
with growth at a million per month. In December 2009,
over 19 million new customers subscribed wireless
27, 28
phone service.
India also has the third-largest population of Internet users in the
world, and it’s estimated that 40% of mobile subscribers access
the web from their phones. Social networking has made a big
impact, as well. 29
Younger generations in India are the most sophisticated users
of technology. These generations desire the latest and greatest
technology tools like their global counterparts. Gen Y in
particular, has awareness, access and “new money” and they
want to use technology to make the difference; whether it’s the
Internet, new software, iPhone apps, or social platforms such as
Orkut, Facebook, YouTube, Gen Y in India are deeply interested
in the use and development of technology. A recent Diversity Best
Practices survey shows that 78% of Gen Y in India are interested
in technology development – higher than that of Gen Y in
the US or China. Technology is a principal part of the India’s
30, 31
Gen Y identity.
Harsh Manglik, Accenture’s senior executive in India writes that
India has a “GDP that has expanded by more than 7% annually
for a decade,” but “India is in the throes of transformation.”
Technological growth in India has surprising global potential,
but is limited by the country’s social infrastructure. 26
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understand
Generations
Freedom Fighters:
1900-46
Traditionals:
1947-64
Gen X:
1965-79
Gen Y:
1980-2000
Who are the Generations in India?
By definition, a Generation is a group a people who, based on
age, share not only a chronological location in history, but also
the experiences that accompany it. These common experiences,
in turn, prompt the formation of shared beliefs and behaviors.
Even though there’s no direct tie to the population booms of the
US, India follows the US with generational titles and timeframes;
meaning Gen Y in India = 1980-2000, Gen X = 1965-1979, etc.
The 1940s and 1950s saw the birth of India as an independent
nation. The upcoming generation at the time witnessed
Mahatma Gandhi’s non-violent, civil disobedient campaign
for independence, the end of the British Raj, and Gandhi’s
assassination. India then shifted to a socialist economic model
under Indira Gandhi’s leadership: nationalization of industries,
public works, social reforms, and public investment in education.
During the time Gen X were growing up, India saw Indira Gandhi
killed by her bodyguards and succeeded by her son Rajiv Gandhi,
who instituted a number of important reforms: loosened business
regulations, lower restrictions on foreign investment/ imports, and
reduced bureaucracy. He also led the country into the expansion
of telecommunications, space programs, the software and IT
sectors. Political conflict continued, and he was later killed.
Members of Gen X in India developed a mental model patterned
on a rich, vibrant democracy.
The constraints of the caste system were giving way to the power
of education, increasingly available for the best and brightest.
In India, the late 1990s and 2000s saw the development of a large
middle-class and increased demand for and production of many
consumer goods and awareness and access to global goods.
The Indian economy grew under liberalization and reform policies,
the country was stable and prosperous, and political power
changed hands without incident. India became a prestigious
educational powerhouse and respected source of IT talent.
By 2008, 34 Indian companies, and by 2009, 48 new billionaires
were listed on Forbes global list.
Gen Y’s in India share the generation’s global sense of
immediacy, coupled with the excitement of being part of the
country’s first wave of broad economic opportunity. As a result,
young employees in India tend to share the rapid tempo of Gen
Y’s ambitions, but with a greater emphasis on financial reward
as a desired outcome. Their mental model is heavily influenced
by India’s rich, complex democracy - they easily accept diversity
of opinion, making them strongly suited for global interaction. 32
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Generations: Memories Shared
To better understand the dynamics of how generations develop characteristics –
specifically the evolution of Gen Y characteristics – we conducted a unique
timeline activity. We brought together people whose ages spanned three generations.
We asked the participants to write down ten events that happened during their
lifetimes, that impacted society. Note: The colors indicate which generations wrote
down a particular event. The age ranges of the individuals who participated in this
exercise are listed below.
Gen Y (1980-2000)
Gen X (1965-1979)
Traditionals (1947-1964)
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Key Characteristics
Key characteristics of
Gen Y in India
a Open-minded
a Energetic
a Hard working
a Tech savvy
a Ambitious
a Positive
a Confident
a Independent
a Competitive
a Impatient
a Losing Indian culture & values
a Selfish
a Quick Money
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Key Findings
Characteristics & Resulting Behaviors.
Open-minded, Positive
Open to ideas and new possibilities
Tech savvy, Impatient, Quick Money
Deep interest and pride in owning state-of-the-art technology
Optimistic about their work and the future
Instant gratification
Want lots of money, faster and quicker...and they like to spend
Confident, Independent, Ambitious, Competitive
Desire and drive for entrepreneurship and making a difference
Keen sense of competition both regional and global
Eager to prove they are not less than their global counterparts
Feeling of national pride
Losing Indian culture & values, Selfish
Passion for Hollywood and western lifestyle is in conflict
with traditional values
The shifting focus from Family First to Me First: My work,
my friends, my things, and my world
Energetic, Hard working
Work is essential, and the focus is on process efficiency
Always engaged in activities with peers: doing, sharing and
discussing stuff
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observe
Observe
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observe
New Delhi
Indore
Consulting
Bangalore
Mumbai
Hyderabad
Chennai
Technology
Finance
Media
Manufacturing
Service
Sites Visited
In conducting our three-pronged observation research, the
Workspace Futures team travelled to six major cities accross
six states, as shown in the map above.
The companies studied were regional firms of various sizes,
as well as Multi-National Companies (MNC).
Company type
no. of Participants
...........................................................................................................
Consulting 240
Technology 163
Finance 9
Media 36
Manufacturing 35
Service 32
...........................................................................................................
TOTAL 515
What we heard and saw
Workplace Values: India
a Recognition and Reward
a Growth Opportunity
a Entertainment
a Convenience
a Sense of Achievement
a Responsibility
a Teamwork
a Open Culture
a Commitment
a Low Stress
In establishing our research in India, we employed the same
methodologies used in the US study. As mentioned earlier,
however, we discovered that in some instances people (especially
from previous generations) were not very open in expressing their
age, negative work experiences, or organizational issues. This
may be due to the culture of respecting authority and hierarchy.
But, we managed to collect data using different methods of
triangulation which provide balanced perspective.
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observe
What we heard and saw
• Company-provided (mostly MNCs) transportation
helps employees in reducing their stress by saving
travel time and avoiding congested traffic
• Traditionally common facilities are “property of all
and responsibility of none,” ...MNCs are investing
in keeping facilities clean and hygienic
Work is 24/7 and global
Learning & growth - in terms of peer-to-peer coaching
and mentoring - are pursued as a means to further
one’s career
Shared workstations and group work settings encourage
peer-to-peer interaction and teamwork
Transparency for effectiveness and growth,
not just information
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observe
Gen Y are eager to express their identity
Traditions, religious beliefs and cultural values are deeply
embedded in the minds and hearts of people, and are
present in modern work life
Socialization and fun are becoming an integral part of
work and work life...snacks, coffee, play, entertainment
and relaxation
• Inter- and intra-departmental competitions inspire
employees to be competitive...winners are recognized
and rewarded
• Technology enhances company and employee
identity, but is expensive and valuable...employees
are aware and are taking good care of their technology
MNC interiors are safe havens, offering a new identity
to employees and providing refuge from the chaotic
and polluted outside environment
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observe
Engage
Participatory design — Collage making:
Participatory design activities are used to gain deeper insights
from participants and engage them at both intellectual and
emotional levels.
Traditionally, when we ask questions, participants tend to
respond intellectually – thinking it through with a response that
provides explicit information. Observing participants’ behaviors
and interactions leads to discoveries at a deeper level, which
helps to understand unspoken, unarticulated and implicit needs.
In participatory design activities, another level of information is
revealed as participants create or make things. The social nature
of this particular aspect of our research allows an individual’s
personality, as well as deep feelings, to be reflected in the work
he or she creates.
The tool used was called Expression, proprietary software
designed and created by WorkSpace Futures. The tool is intuitive
and easy to use with a photo and word gallery from which
subjects choose key words and images.
For this research, we employed an activity called collaging.
We asked each participant to create two collages describing:
1. Their current work environment
2. Their ideal work environment, by choosing photos
and words from the galleries.
There were no restrictions on the number of photos or words that
they could choose. They could also move, resize and group the
chosen photos and words as they desired. After the collages were
created, participants were asked to explain the thinking behind
their choices.
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Current Work Environment
“Piled paper = lots of work, work is routine, can’t live
without computer at work, so many emails. Worked
here 1.5 yrs, already on my 3rd manager. Many
changes, trying new things is fun for me. So many
people on my global marketing team, so many emails.
We work in cubicles. Career path.”
Ideal Work Environment
“Work-life balance, not such routine work. Linked
more directly to customers, more leisure, more
informal areas. More sharing with colleagues, more
fun. Motivation, other than monetary, i.e. holidays, team
building events. Change. Computer is the foundation
of work process. Growth in terms of business &
personal development.”
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observe
Engage
Gen Y : Current
Gen Y : Ideal
Top Word Choices : Fun, Knowledge
Top Word Choices : Fun, Growth
Top Image Choices :
Top Image Choices :
Gen X : Current
Gen X : Ideal
Top Word Choice : Flexibility, Creativity
Top Word Choices : Creativity, Challenge
Top Image Choices :
Top Image Choices :
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Key Findings
What We Learned
Work
• Money is important but type of work is even more important
for achieving growth
• Company brand and reputation of company matters a lot
for Gen Y
• Most of the work is still focused on business processes and
software development and deployment but now slowly the
focus is shifting to consulting, research, and innovation
• Younger employees are desiring for impactful work,
higher level of contribution and leadership roles
• Abundant job opportunities and rising competition is leading
to confident and highly competitive workforce
Work-Life
• They are challenged by lack of clear boundaries between
work & life
• Commuting is stressful due to traffic where they spend
a whole lot of time
• Family, friends and social relationships are of paramount
importance but they do not get enough time
• They expect entertainment and social events at work
for themselves and their families
• Food facilities, café’s, entertainment facilities and social
engagement spaces at work are considered cool and trendy
Worker
• Gen Y are educated, open-minded, confident
and competitive
• Growing technology, trends and brand awareness
• Most tech savvy compared to their global counterparts;
they want to own latest and greatest technology tools
• Entrepreneurship is on the rise and individuals are realizing
the value of taking risk in order to grow
• They are focused on RAPID growth and like to spend
• They are focused on differentiation: How different, better,
smarter and more influential am I compared to others...and
the differentiation is achieved in terms of education, money,
prestige, reputation, brands and technology
Work Environment
• Work environment is a prime attractor as it enhances employee
image and offers prestige
• It is a refuge from chaotic and polluted outside environments
• Work environment is a leveler for employees coming
from different financial, educational, social, and
religious backgrounds
• MNC work environments are not in harmony with local culture
and climate and often are “out of context and out of place”
• Hierarchy plays a role, where managers occupy private offices
and employees are in open areas
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Synthesize
Synthesize
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Synthesize
Key Shifts
1 2 3 4 5 6 7
Local
Global
India was relatively isolated from the rest of the world. There was limited awareness of what was
happening around the world and reach to outside markets – employers were concerned with fulfilling
local needs only. Now, companies are focused on serving the global community. Employees are
aware of what’s happening around the world, and understand how their companies’ efforts fit into
the global economy.
Local
• Focus was on family & local community
• Limited awareness & connection to events in
other countries
• Work was related to the needs & opportunities
available locally
Global
• Focus is on global community
• Broad awareness of events in other countries
and their impact on oneself & India
• Work and opportunities are globally-oriented
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Synthesize
Key Shifts
1 2 3 4 5 6 7
Service
Core
Competencies
When MNCs first went into India, it was to outsource certain types of support labor, to save money.
Going abroad for specialized education wasn’t possible for all. MNCs paid better, so educated people
would take the jobs even though they were unchallenging. These workers were dispensable, since the
jobs were unskilled. Now, MNCs are in India to take advantage of the high level of technical expertise:
engineering, research, innovation. Indians no longer need to leave to get a specialized education,
with new educational opportunities in India. MNCs now consider workers to be experts, not so
easily replaced.
Service
• Employees seen as source of cheap labor
• Education opportunities were limited; had
to leave India for specialized education
• Focus was on salary
• Workers are dispensable
core Competencies
• Employees valued for expertise & capabilities
• Many opportunities for higher education and
careers exist in India and abroad; no need to
leave India to advance
• Focus is on developing one’s skills
• Workers are experts
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Synthesize
Key Shifts
1 2 3 4 5 6 7
Workplace is
an Expense
Workplace is
an Investment
Traditionally employers used to fit as many people as possible into a given space. They provided a
desk and the minimum tools/equipment for each person to perform their job. The work environment
had no relation to the company’s brand. All branding was customer-focused, and stopped in the lobby.
Now, spaces are being designed to support not only the work, but also the workers. Everyone has the
appropriate tools and equipment and supporting work settings to work effectively. Companies are using
spaces to attract and retain the best workers and work environments reflect the company’s brand.
Workplace is an expense
• Number of people vs. square footage
• Minimize the amount of tools and technology
per worker
• It’s about housing the worker
• Environment has no relation
to company’s brand
Workplace is an Investment
• Space designed to support the work
and workers
• Providing adequate tools and technology
• It’s about attracting the worker
• Environment reflects the company’s brand
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Synthesize
Key Shifts
1 2 3 4 5 6 7
Inherited Identity
Created Identity
Traditionally, one’s identity was inherited from one’s family, occupation, ethnic culture, and region.
Family identity was about status & power: how are we different from others? Cultural identity was defined
by language, customs and geography. Now, identity is created by the individual – who do I want to be?
Many of the values may be the same, e.g. money, status, but ways of obtaining them are different.
Status gained, money earned and sphere of influence is created by type of work one does,
reputation of the company one works for, the educational qualification, and impact of one’s work.
Inherited Identity
• Identity based on family, place of birth,
family’s occupation
• At workplace, getting hired depended
on connections
• Changing professions or roles was difficult
and considered stupid
Created Identity
• Identity is created by the individual,
based on education and capabilities
• At the workplace, getting hired depends
on skills and merit
• Changing professions or roles to achieve
growth is normal
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Synthesize
Key Shifts
1 2 3 4 5 6 7
Job Security
Growth
People primarily were used to work for supporting the family. What one did wasn’t as important as
having a steady income and wellbeing among family members. Retirement was secure and government
jobs were desired. Now, people take jobs they believe will allow them to build a career. Growth is more
important than job security; people will leave a job to advance career growth. Company retirement
benefits aren’t a concern right now; the focus is on making money now to take care of oneself, one’s
family and one’s own retirement. Companies that provide training and growth opportunities are desired.
Job Security
• Purpose of a job was to take care of the family
• Job security was prime attractor
• After-retirement benefits were expected
(company takes care of me and my family)
Growth
• Purpose of a job is to create path for growth
• Job security isn’t as important compared
to growth
• Focus is on making money now, not relying on
after-retirement benefits (I am responsible for
me and my family)
• Looking for mentors in the workplace
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Synthesize
Key Shifts
1 2 3 4 5 6 7
Work & Life
Working & Living
Traditionally, work dominated one’s life. At work, one’s performance was measured by the hours spent
in the office. Employers only cared about getting the work done; employees were there to fulfill the
boss’s vision. Now, life is becoming equally important, if not more so. Performance is measured by the
quality of work, not the hours in the office. Employers care about their employees outside of work, as
they provide transportation to help reduce commute-related stress, at times allowing employees to work
from home. Entertainment, food and social events are offered at work for employees and their families.
Work & Life
• Number of hours is measurement of output
• Overtime was expected and had to be
performed in the office
• Company didn’t care about worker beyond
work hours
• Company only cares about the work
Working & Living
• Quality of work is measurement of output
• Overtime is expected, but may be performed
at home
• Company recognizes employees’ lives outside
of work
• Company actively supports work-life balance
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Synthesize
Key Shifts
1 2 3 4 5 6 7
Connections
Collaboration
In the past, relationships were leveraged to form business connections. Titles and roles were more
important than skills when forming teams. Teams performed the tasks assigned by their managers.
Now, business relationships are formed based more on capabilities and expertise. Teams are formed
based on individuals’ skills. Even though the work and projects are envisioned by managers, the team
collaborates with the boss to enlarge the vision and goals of a project, and brainstorming and
co-creation are becoming the norm.
Connections
• Business was based on relationships and
connections
• Teams brought together based on titles
and roles
• Hierarchy is dominant; boss delegates and
teams work to complete the task
Collaboration
• Business is based on expertise and capabilities
• Teams brought together based on skills
and talents
• Boss still delegates, but teams collaborate
to enlarge the vision
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Synthesize
Design Principles
The following design principles are intended to help designers
think about new ways to design work spaces in India, in order
to leverage the skills brought by Gen Y.
Instead of viewing this as a rule book telling them how to design,
we encourage our clients to use this as a checklist, to remind
them of key elements necessary to bring out the best of Gen Y.
1 2
Design for Identity
• It’s about recognizing the individual
• It’s about supporting individuals in the process of change
Design for Growth
• It’s about actively helping employees in their development
• It’s about providing opportunities
5 6
Design for Creating Value
• It’s about supporting differentiation through expertise
Design for Global Competition
• It’s about providing access to information
• It’s about enhancing connections to the outside world
• It’s about providing opportunities to learn from experts
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Synthesize
3
Design for Work-Life
• It’s about providing flexibility and tools for working
outside the office
• It’s about creating social opportunities for families at work
• It’s about acknowledging the personal life of employee
4
Design for Collaboration
• It’s about transparency
• It’s about providing for networking opportunities
• It’s about promoting the expression of ideas
7
Design for Effectiveness
• It’s about effectiveness, not efficiency
• It’s about communicating the brand throughout the space
(not stopping at the lobby)
• It’s about demonstrating respect for the employee
• It’s about supporting the need for breaks during the workday
We must become the change we want to see.
– Mahatma Ghandi
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ealize
Realize
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ealize
Spatial Concepts
In the final phase of Realize, we conducted a design charette with
individuals representing the product marketing, design, research
and human resources departments.
Over a two-day work session, the team generated ideas –
sketches, strategies and policies – around the Key Shifts and
Design Principles identified in our research. These ideas served
as a provocative point of departure for new thinking on the next
phase of work-life environments, tools and behaviors.
1
Design for Identity
It’s about recognizing the individual
It’s about supporting individuals in the process of change
• Focused work settings
• Informal, social and interactive environment
• Entertainment and relaxation opportunities
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ealize
1 Design for Identity: Continued
• Opportunities for learning from others
• Opportunities for connecting
• Access to Information : organizational, process and work related
34
360.steelcase.com GenY °

ealize
• Supporting individual needs
• Opportunities for displaying personal achievements and work
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ealize
2
Design for Growth
It’s about actively helping employees in their development
It’s about providing opportunities
• Formal and informal mentoring and learning opportunities
• Opportunities for causal and intentional interactions
36
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ealize
• Learning and collaboration with others
• Exposure and access to information, knowledge and people
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ealize
3
Design for Work-Life
It’s about providing flexibility and tools for working outside the office
It’s about creating social opportunities for families at work
It’s about acknowledging the personal life of employee
• Casual relaxing environment that support mental and physical wellbeing
• On-campus shopping opportunities
• Cultural connections and connection to nature
• Supporting personal needs: social environment, cricket, table tennis
• Creating social opportunities for families
38
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ealize
4
Design for Collaboration
It’s about transparency
It’s about providing for networking opportunities
It’s about promoting the expression of ideas
• Transparency: organizational, process and people
• Networking opportunities: social and informational
• Opportunities for expressing ideas and thoughts
• Learning from other’s thought processes
• Networking opportunities
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ealize
5
Design for Creating Value
It’s about supporting differentiation through expertise
• Learning opportunities: information, people and processes
• Opportunities for developing expertise and honing skill
• Showcasing skills and learning from others
• Learning from archived projects, and past successes
40
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ealize
6
Design for Global Competition
It’s about providing access to information
It’s about enhancing connections to the outside world
It’s about providing opportunities to learn from experts
• Access to information: physical and digital
• Connection to people and knowledge: both from inside and outside the organization
• Learning from Subject Matter Experts
• Casual and purposeful interactions
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ealize
7
Design Effectiveness
It’s about effectiveness, not efficiency
It’s about communicating the brand throughout the space (not stopping at the lobby)
It’s about demonstrating respect for the employee
It’s about supporting the need for breaks during the workday
• Connection to nature, regional culture and climate
• Safe haven from surrounding chaos
42
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ealize
• Connect with nature and regional culture
• Calm, soothing environment
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in closing
In Closing
What We Learned
What are you doing differently to attract and retain
the best talent?
Are you adopting the technologies that Gen Yers
live with – and expect to use?
Are you leveraging Gen Yers behaviors to foster
collaboration and innovation?
Are you prepared for the changing nature of work –
and the worker of future?
In this document we have identified some striking behavior
patterns with Generation Y in India that we believe will impact not
only the future of the Indian workplace, but the concept of “global
workplaces,” as well. Patterns in culture, politics, economics and
technology, and their influence on the generations, have uncovered
key shifts that are bound to become more pronounced as Generation
Y fully assumes its place in the workforce.
Gen Y in India embraces technology and is a true driver in this
huge global market. Similar to the US, Gen Yers are considered
open-minded, tech savvy, ambitious, and entrepreneurial. While
sometimes seen as selfish, their initiative to compete, succeed
and become independent would suggest a promising and
optimistic future.
It has been said that “man makes environment, and then environment
makes man.” Environments that are in-sync with local culture,
regional climate, global market forces, and are in tune with this
generation’s desires. These environments should actively support
international organizations in their efforts to attract, engage,
and retain the talent of today and tomorrow. This young Indian
generation is poised and ready to take advantage of global work
opportunities and make a real difference.
As with the initial Generation Y work in the US, the question is –
what do we do now? India and China make up one third of
the Earth’s population. Size alone makes India a formidable cultural
and economic force – a society literally bursting forth to become
citizens of the world and influence the very nature of work and
workplace design. The younger generation in India values much
of western culture, but they are also passionate about Indian
culture and traditional values – resulting in a new fusion of
Eastern and Western value systems.
44
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in closing
The Team
Core Members of the Research Team
Sponsors
Sara Armbruster
Steelcase WorkSpace Futures
& Corporate Strategy
Uli Gwinner
Steelcase Inc., Asia Pacific
Advisors
Ian Stewart
Steelcase Inc., Asia Pacific
Project Leads
Sudhakar Lahade
Steelcase WorkSpace Futures
Melanie Redman
Steelcase WorkSpace Futures
Book Design and Editing
Tim Carpenter & Ryan Mitchell
Conduit Studios
Acknowledgements
The authors would like to acknowledge
the contributions of:
Praveen Rawal
Naitry Saggu
Vibhor Sharma
Anne Davies
Pinki Sen
Tirthankar Basu
Ravi Patel
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45

Bibliography
Notes/Bibliography
46
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Notes
Bibliography
Culture, Page 7
1. Culture of India
http://en.wikipedia.org/wiki/Culture_of_India
2. A Multicultural Society
http://www.teachingenglish.org.uk/language-assistant/essentialuk/a-multicultural-society
3. Better India: A Better World: by N. R. Narayana Murthy
(May 1, 2010)
4. 61 Interesting Facts about India
http://facts.randomhistory.com/2009/07/21_india.html
5. Indira Gandhi on non-alignment: A collection of speeches
by Indira Gandhi
6. The future of Leadership: Conversations with Leaders about their
Challenges and Opportunities. http://www.bcg.com/documents/
file42391.pdf
Politics, Page 8
7. Politics of India
http://en.wikipedia.org/wiki/Politics_of_India
8. India’s Politics
http://www.asianinfo.org/asianinfo/india/politics.htm
9. Government and politics
http://www.newworldencyclopedia.org/entry/India#Government_
and_politics
10. Improving governance
http://www.transparencyindia.org/improving_governance.php
11. Preparing for the next Asia
https://www.mckinseyquarterly.com/Preparing_
for_the_next_Asia_2452
12. The World Fact book
https://www.cia.gov/library/publications/the-world-factbook/
geos/in.html
13. Corruption perceptions index
http://www.transparency.org/policy_research/surveys_indices/
cpi/2010/rezsults
14. Political Corruption in India: An Analysis
http://www.southasiaanalysis.org/%5Cpapers
3%5Cpaper219.htm
Economics, Page 8
15. Economy of india
http://en.wikipedia.org/wiki/Economy_of_India
16. The organizational challenges of global trends:
A McKinsey Global Survey
https://www.mckinseyquarterly.com/The_organizational_challenges_of_global_trends_A_McKinsey_Global_Survey_2091
17. Mapping Global Capital Markets: http://www.mckinsey.com/
mgi/reports/pdfs/fifth_annual_report/fifth_annual_report.pdf
18. The bird of gold: the rise of indias consumer market:
http://www.mckinsey.com/mgi/reports/pdfs/india_consumer_
market/MGI_india_consumer_full_report.pdf
19. 75 Impeccable Business Advice from 39 Billionaires
http://strategicbusinessteam.com/small-business-startupsadvice/75-impeccable-business-advice-from-39-billionaires/
20. Economic Conditions Snapshot, September 2010: McKinsey
Global Survey results
https://www.mckinseyquarterly.com/Economic_Conditions_
Snapshot_September_2010_McKinsey_Global_Survey_
results_2672
21. ‘Indian economy expected to reach $ 6 trillion by 2020’
http://articles.economictimes.indiatimes.com/2011-03-06/
news/28660144_1_cent-gdp-growth-size-of-indianeconomy-trillion
22. What’s Next for India: Beyond the Back Office
http://www.bcg.com/documents/file14941.pdf
23. India— From emerging to surging
https://www.mckinseyquarterly.com/India_
From_emerging_to_surging_1117
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Bibliography
Technology, Page 9
24. History of Indian science and technology
http://en.wikipedia.org/wiki/History_of_Indian_
science_and_technology
25. Strengthening India’s offshoring industry
https://www.mckinseyquarterly.com/Strengthening_
Indias_offshoring_industry_2372
26. The Innovation Advantage
http://www.accenture.com/us-en/research/institute-highperformance/Pages/insights-innovation-advantage.aspx
27. India and China: Asia’s non-identical twins
https://www.mckinseyquarterly.com/India_and_China_
Asias_non-identical_twins_82
28. China and India: The race to growth
https://www.mckinseyquarterly.com/China_and_India_The_
race_to_growth_1487?pagenum=4
29. Making India a global hub
https://www.mckinseyquarterly.com/Making_India_
a_global_hub_167030. Ibid.
30. A software subcontinent
https://www.mckinseyquarterly.com/A_software_
subcontinent_891
31. What’s Next for India: Beyond the Back Office
http://www.bcg.com/documents/file14941.pdf
Generations, Page 10
32. Generational Differences Between India and the U.S
http://blogs.hbr.org/erickson/2009/02/global_generations_focus_on_in.html#
Bibliography - Print & Digital Materials
33. Making talent a strategic priority
https://www.mckinseyquarterly.com/Making_talent_
a_strategic_priority_2092
34. Companies on the move: rising stars from rapidly
developing economies are reshaping global industries
http://www.bcg.com/documents/file70055.pdf
35. Stimulating economies through fostering talent mobility
http://www.bcg.com/documents/file41189.pdf
36. India’s financial system: More market, less government
https://www.mckinseyquarterly.com/Indias_financial_system_
More_market_less_government_1832
37. Securing India’s place in the global economy
https://www.mckinseyquarterly.com/Securing_Indias_
place_in_the_global_economy_2058
38. Infosys: Born Global to Exploit the Skilled Workforce
Advantage--A Profile of One of India’s Pioneering Multinationals
http://hbr.org/product/infosys-born-global-to-exploit-theskilled-workfor/an/6736BC-PDF-ENG?Ntt=india+technology
39. Leveraging Technology
http://hbr.org/product/leveraging-technology/an/13065-
PBK-ENG?Ntt=india+technology&referral=00269&
cm_sp=endeca-_-spotlight-_-link
40. China + India: The Power of Two. by Tarun Khanna.
http://hbr.org/2007/12/china--india/ar/1#
48
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Bibliography
Bibliography - print materials
• 2x Imagining India: The Idea of a Renewed Nation,
Nandan Nilekani
• Billions of Entrepreneurs: How China and India Are Reshaping
Their Futures--and Yours, Tarun Khanna
• Chindia: How China and India Are Revolutionizing Global
Business, Peter Engardio
• Comparing Asian Politics: India, China, and Japan,
Sue Ellen M. Charlton
• Culture Shock! India: A Survival Guide to Customs and Etiquette
(Culture Shock India), Gitanjali Kolonad
• Doing Business in India For Dummies (For Dummies (Business &
Personal Finance), Ranjini Manian
• Getting China and India right: Strategies for Leveraging the
World’s Fastest Growing Economies for Global Advantage,
Anil K. Gupta and Haiyan Wang
• In Spite of the Gods: The rise of Modern India, Edward Luce
• India: A History, John Keay
• India After Gandhi: The History of the World’s Largest
Democracy, Ramachandra Guha
• India: The Emerging Giant, Arvind Panagariya
• India Unbound: The Social and Economic Revolution from
Independence to the Global Information Age, Gurcharan Das
• India’s Global Powerhouses: How They Are Taking on the World,
Nirmalya Kumar, Pradipta K. Mohapatra, and Suj Chandrasekhar
• India’s Store Wars: retail revolution and the Battle for the Next
500 Million Shoppers, Geoff Hiscock
• IT And the East: How China And India Are Altering the Future
of Technology And Innovation (Gartner), James M. Popkin,
Partha Iyengar
• Speaking of India: Bridging the Communication Gap When
Working With Indians, Craig Storti
• Winning in the Indian Market: Understanding the Transformation
of Consumer India, Rama Bijapurkar
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