Informed by insights from our research, we’ve developed some settings that can be a catalyst for intentionally designing work environments that support the physical, cognitive and emotional needs of people at work.

When businesses turn their attention to the assault on their employees’ wellbeing, it’s not surprising they often begin with physical health and ergonomics. In addition to the focus on employee health factors such as obesity, smoking cessation and exercise, many organizations are also focused on workplace ergonomics to prevent injury.

Wellbeing is a competitive advantage in today’s business world. To achieve it, workers need mental and physical health, nurtured by a supportive environment that gives them the emotional capacity to interpret and experience events.

A growing body of research and in-classroom experience show that what’s commonly called the “sit and get” style of learning couldn’t be more wrong. In order to keep the brain active, the evidence shows clearly that we need to move.

Leading organizations know that improved employee wellbeing not only helps people to be healthier and lowers healthcare costs, it also helps them to be more productive, creative and innovative, and less likely to leave for a competitor.

A few months before his upcoming retirement at the end of February 2014, 360 asked former Steelcase CEO, Jim Hackett, to share his perspective on wellbeing and what it means for business leaders and organizations today.

Driving the need for these skills is the complexity of problems that organizations face today, and the demand for innovation that is no longer the turf of elite, top brands. Innovation is critical to drive bottom line results.

When Integreon planned a new building for Fargo, one that would bring both Fargo offices together under one roof, the initial workplace layout offered rows of workstations in a very traditional approach, hardly what a global, interconnected business needed.

It’s fast becoming a deeply-embedded yearning of our time. In workplaces throughout the world, there’s awareness that we’re not performing to full potential and too many distractions are to blame. While the diagnosis may seem clear, most people feel helpless to do anything about it other than to keep working harder at staying focused. But neuroscience research is now shedding new light on the fundamental problem, offering decipherable clues for how to better support attention at work.

Solutions to help people manage attention

Is it really possible to ignite—or reclaim—a sense of “startup culture” in your workplace? With focused intentionality, passionate determination and a little spunk, we believe the answer is, “Absolutely.” Here are some tips to get you started.