Minneapolis, MN — September 30, 2020 — FRCH NELSON, a global brand experience firm delivering strategy, design, and architecture services for the retail industry, is now NELSON Worldwide—a multifaceted brand helping to create and deliver compelling retail experiences across the globe. The rebrand will serve to culturally connect and unite all brands under a single banner and provide clients with a holistic approach to design that is unrivaled in the industry.

“Today’s consumers are engaging with brands in a much more fluid manner, moving through experiences with no delineation in mind about format, location, or category,” says Robyn Novak, Vice President at FRCH NELSON. “This exciting transition will provide us with ample resources to continue to transform environments where people shop, dine, and play.”

FRCH NELSON has been creating innovative brand experiences for consumer-facing environments for over 50 years and has an impressive roster of clients including Macy’s, Saks Fifth Avenue, Tiffany & Co., Hershey’s, Kroger, Target, T-Mobile, Dick’s Sporting Goods, American Girl, Subway, YUM! Brands, and more. Officially merged in 2018, both NELSON and FRCH NELSON (formerly FRCH Design Worldwide) have forged a strong partnership that allowed them to holistically serve a diverse client base consisting of both long-standing relationships with Fortune 500 category leaders in multiple market segments, as well as boutique clients.

The universal identity, coupled with the firm’s dedication to design excellence, will allow for the free-flowing exchange of new ideas to deliver projects that boldly achieve client goals and uplift their surroundings. The traditional sectors of retail, hospitality, workplace, industrial, and even healthcare have blurred—and their influence signifies a shift in function and utilization of spaces. Consumer behaviors and preferences will continue to evolve, and this transition to one NELSON brand will provide clients with an unmatched, holistic approach.

“One-use destinations of the past have now become a mosaic of activities and engagement, a reflection of wavering consumer preferences and a desire to unify experiences. This rebrand demonstrates our continued commitment to bring more value to our clients. We look forward to continuing to build upon trusted partnerships as well as forging new ones along the way,” said Chairman and Chief Executive Officer of NELSON Worldwide, John “Ozzie” Nelson Jr.

Under the NELSON Worldwide name, the firm comes together with more than 1,100 teammates spread across 25 offices, combining decades of invaluable industry experience, service expertise, and geographic reach to deliver projects—not just across the country, but around the world. As the firm continues to strengthen its practices, one thing remains clear: NELSON is committed to innovative, boundary-pushing designs that transform and touch all dimensions of the human experience while seeking to learn, grow, and experiment through architecture and design to fuel the future.

About NELSON Worldwide

NELSON Worldwide is an award-winning firm delivering architecture, interior design, graphic design, and brand strategy services that transform all dimensions of the human experience, providing our clients with strategic and creative solutions that positively impact their lives and the environments where they work, serve, play, and thrive. Our collective network includes more than 1,100 teammates in 25 offices, combining industry experience, service expertise, and geographic reach to deliver projects across the country and around the world. Client partnerships across the NELSON network include: Hilton, Macy’s, Comcast, Simon Property Group, Prologis, Yum! Brands, Boston Consulting Group, T-Mobile, Emory Healthcare, SAP Fieldglass, Unibail-Rodamco-Westfield, Kroger, Hyatt, Bayer, Target, and many more. 

Media Contact:
Caroline Saba
Associate Vice President
UpSpring PR
T: 646.722.8146
E: caroline@upspringpr.com

In a recent work study with The Business Of Furniture, teammates Kristen Cerutti and Anne Gibson discussed how employers should shift their mindset from activity-based work to behavioral-based work to empower employees to choose how to work to perform at their best.

“There are no two people that think the same, that work the same, that utilize space in the same way. For me it’s less about labeling how many different people there are, it’s about getting employees and employers to understand no two people are going to function in their best capacity in the same way,” said Kristin Cerutti. “So, how can we provide space knowing that?” Cerutti describes neurodiversity a celebration and acceptance of the fact that no two brains think the same. There are groups of people that have enough in common neurologically to able placed into neurodivergent and neurotypical categories.

This leads to a concept designers at Nelson Worldwide have been exploring more lately— how employees are physically reacting to what they are doing. Anne Gibson, workplace leader at Nelson Worldwide explains activity-based working is focusing on supporting the task, which is important throughout the day, whether it’s concentrating on an individual assignment, collaborating with someone, or learning something in a large group setting. Behavior-based work adds a dimension of emotional support someone gets within the environment created. Read the full article here.

“What will bring employees back to the office?” is one of the most common questions we as architects and designers are asked on a daily basis. While there is no one-size-fits-all secret recipe when it comes to designing the best back-to-office experience, there is one thing that definitely won’t have employees crawling back to the workplace…

During a meeting with a client about the importance of listening to employees, the value of acknowledging their concerns, and involving them in deciding when to make changes, I was shocked when the CEO commented, “I don’t get it, no one came to the office today, and we ordered cake.”

The response sparked a greater question and conversation: What’s the magic “thing” that will bring life back into our office spaces? What will convince people to commute two hours, pay for childcare and wait until Sunday to do the laundry? That CEO isn’t alone in their thinking: When employees were in the office five days a week, having free food was considered a perk. They were already there and only had to get up and walk to the café to grab a slice of cake, pizza, etc. It was a nice break in your day, a chance to chat with your colleagues. However, things have changed, and we need to adjust our expectations on what the true draw is. Hint: It’s not cake.

We’ve known the answer for years: the only thing your office space has, that nowhere else does, is your people. When employees were surveyed in the wake of the pandemic, the number one thing they all said they missed about the office was the people. Even science tells us we need in-person interaction. Studies have shown that in-person interaction helps drop blood pressure and reduce anxiety. The elderly live longer and more fulfilled lives when they have regular interactions with others. Blue Zone studies, which explore regions of the world where people live significantly longer and healthier lives, are showing us how important a connection to our community is to our longevity. So, if we know that we miss each other and that being around others will improve our lives, why isn’t that enough to get people together in offices?

It’s going to take work both from employers and employees to implement the changes required. Let’s dive into what we can do to promote and support in-office work by focusing on three necessary steps to build and sustain in-office culture in a flexible work environment:

The First Step: Listen
This seems simple but it’s more nuanced than you may think. You need to have a deep understanding of not just the organization, but the specific office culture and local teammates. Engaging the end users to understand, when they do come in, what it is that is bringing them in. What tasks and activities are they completing? This understanding helps your team identify the tasks that bring them in, ensuring you support them in both policy and physical space. In turn, this approach demonstrates that you’re listening and encourages continued engagement.

The Second Step: Create Rituals
Rituals have been proven to help build social networks, psychological safety, performance and purpose by giving people a sense of ownership and empowerment. Humans find comfort in predictability. Take a common ritual like going to the gym as an example: Once it becomes embedded in your routine, it becomes something you count on, you look forward to it, you see and interact with the same people, you build personal relationships, you feel part of something bigger than you and you miss it when you don’t go.

Rituals don’t need to be complicated. They can be as simple as a 15-minute stand up discussion to talk about your weekend plans. They can be as involved as an all office outing. The key is they need to happen regularly and at a consistent day and time that people can begin to count on.

The Third Step: Build Place Attachment
If you build reliability through listening and creating rituals, you will inevitably begin to foster place attachment. Place attachment is the emotional link formed by an individual to a setting that has been given meaning through interaction. Building workplace attachment has been shown to improve job satisfaction, performance, organizational commitment, employee retention, and office culture. Things that any company would be interested in.

There is no slice of cake or magic pill that is going to solve all our workplace woes. It’s going to take effort, patience and determination by both employers and employees. Some companies find it easiest to begin deploying these ideas at the same time as an office renovation, when teammates are already primed for change. However, these are all things that can be implemented at any time in any company for little to no capital.

In times of natural disasters—whether it’s hurricanes, floods, wildfires, or pandemics—healthcare facilities must remain operational to serve as critical hubs for emergency response. The ability to maintain functionality and provide care during a crisis can be the difference between life and death for countless individuals. This requires thoughtful design and proactive planning to ensure that hospitals and healthcare facilities are resilient, adaptable, and able to handle surges in demand.

Here are key strategies to enhance resilience in healthcare facilities during natural disasters:

1. Site Decongestion and Access Clarity

Natural disasters often cause a surge in ambulance traffic and public demand for healthcare services. Easing the congestion around hospital sites is critical for smooth operations.

• Clear Access Points: In the event of a disaster, clearly designate access points and separate traffic flows for emergency personnel, ambulances, and the general public.
• Traffic Flow Plan: Develop a traffic flow plan that minimizes crossing points and keeps essential services moving without bottlenecks.
• Emergency Circulation Plan: Create a pre-established circulation plan for rapid deployment during emergencies, with the flexibility to accommodate changing conditions.

Why This Matters During a Disaster:

During hurricanes or floods, transportation systems may be disrupted, increasing the need for streamlined, well-organized access to critical healthcare services. An effective plan ensures that emergency responders and patients can access the facility swiftly and safely.

2. Public Access Control

In natural disasters, the public often becomes a major source of congestion around healthcare facilities, as large numbers of people seek medical attention. Planning to manage public access efficiently is vital to maintaining operations.

• Designated Entry Points: Limit public entry points and create marked pathways to prevent confusion.
• Screening Areas: Establish screening vestibules at entrances to ensure visitors are free from contamination or medical risks, which is particularly critical during pandemics or biohazard-related disasters.
• Private Consultation Areas: Near entry points, allocate spaces for private consultations to manage sensitive cases, keeping them away from high-traffic areas.

Why This Matters During a Disaster:

In the aftermath of hurricanes or other extreme events, healthcare facilities may see an influx of injured individuals as well as those seeking refuge. Proper public access controls help mitigate congestion while ensuring effective triage.

3. Emergency Department (ED) Access

Public demand for emergency department access spikes dramatically during natural disasters, making it essential to control and triage patients swiftly and safely.

• Outdoor Triage Areas: Extend triage areas outside the ED when necessary, ensuring that patient segregation and infection control protocols are in place.
• Temporary Structures: During disaster events, temporary screening or triage structures may be set up outside the ED. These structures must be equipped with utility and sanitary connections to maintain operational integrity.
• Parking Logistics: Plan for the decongestion of ED parking areas, as parking demand will surge along with patient numbers.

Why This Matters During a Disaster:

In events such as wildfires or floods, there may be a mass influx of patients. Having designated areas for outdoor triage ensures efficient care delivery, helping segregate patients based on their medical needs.

4. Surge Management for Ambulance Traffic

A natural disaster can cause a massive surge in ambulance traffic as emergency responders transport injured or critically ill individuals to healthcare facilities.

• Ambulance Contingency Plans: Establish an ambulance contingency plan with local EMTs, police, and ambulance services to manage incoming patient loads during emergencies.
• Patient Privacy: Designate areas for patient loading that offer privacy and shield patients from public view and media scrutiny.
• EMT Respite Areas: Create adjacent private areas for emergency responders to rest between shifts, allowing them to continue delivering high-quality care.

Why This Matters During a Disaster:

Whether during a hurricane, wildfire, or earthquake, coordinated ambulance traffic management ensures that patients are triaged efficiently while allowing EMTs to recharge in a designated space.

5. Staff Access and Resilience

In disaster scenarios, healthcare staff face the challenge of balancing their safety with the need to treat an influx of patients. Ensuring that staff can access facilities safely and efficiently is essential.

• Protected Entrances: Set up controlled, secure entrances for staff to minimize cross-traffic and unnecessary delays when entering or exiting the facility.
• Sufficient PPE Supply: Make sure that personal protective equipment (PPE) and disposal systems are easily accessible to staff at all key entry and exit points.
• Outdoor Respite Areas: Create outdoor spaces where staff can take short breaks, allowing for much-needed respite during extended crises.

Why This Matters During a Disaster:

During extended disasters, healthcare workers are under immense pressure. By ensuring easy, secure access and providing dedicated respite areas, facilities can keep staff performing at their best.

6. Additional Site Services

In natural disasters, hospitals must also anticipate increased demand for related medical functions, including waste management, materials handling, and mortuary services.

• Morgue Capacity: Plan for an increase in morgue capacity by establishing a staging area for refrigerated trucks with access to power. Ensure that these areas are discreet and not visible from public streets to protect the privacy of the deceased.
• Supply Storage and Waste Disposal: Prepare for an influx of medical supplies and waste materials by designating additional areas for storage and disposal.
• Secure Delivery Systems: Establish secure, controlled routes for delivering clean materials into the facility without interference from the increased site traffic.

Why This Matters During a Disaster:

During catastrophic events such as pandemics or large-scale natural disasters, hospitals may face unprecedented challenges in handling casualties and waste. Proactive planning for expanded site services ensures that these needs are met with dignity and efficiency.

7. Media Accommodation

In the wake of natural disasters, hospitals often become focal points for media coverage. Proper planning for media accommodations can minimize disruptions to hospital operations.

• Designated Press Areas: Set up a designated area for press briefings that allows for media coverage without disrupting hospital activity. This area should be accessible, provide a favorable view of the facility, and include access to electricity for equipment.
• Transmission Truck Parking: Plan a staging area for transmission trucks to prevent congestion and maintain clear access for emergency responders.

Why This Matters During a Disaster:

Media presence is inevitable during disaster events. Designating a specific area for press coverage allows hospitals to continue their critical operations without interference from journalists or news crews.

Building Resilience for Natural Disasters

In an era of increasing natural disasters, healthcare facilities must prioritize resilience to ensure uninterrupted care when it’s needed most. From traffic management and ambulance contingency plans to protecting staff and accommodating media, proactive strategies help hospitals and healthcare systems remain operational during crises.

By integrating these approaches, NELSON Worldwide helps healthcare organizations unlock value—enhancing preparedness, protecting communities, and ensuring continuity of care. Planning your next hospital or emergency department project? Let us share our expertise in designing resilient facilities that stand ready for the unpredictable.

As the global pandemic forces retail and restaurant brands to radically adapt, pivot and innovate, this is an opportune moment for the two industries to learn from each other. Our design and strategy teams recently joined forces to weigh in on the TOP 10 experiential strategies from each industry—identifying who does what best.

NELSON Worldwide has conducted a comprehensive evaluation of COVID-19’s impact across industries to arm our clients and partners with short- and long-term solutions to best respond, adapt, and innovate in the wake of COVID-19.

This Assessment identifies macro trends and implications that will drive shifts in business models, brand development, and the design of built environments — and ultimately, shape the human experience.