What do post-pandemic offices look like? This Houston expert explains

guest column

In-office working isn't going away — but it'll look different for decades to come. Photo courtesy Eric Laignel/IA Interior Architects

Reflecting on what we have all recently experienced, our physical relationship with the workplace has out of necessity become more fluid. However, we believe that this pandemic will be the catalyst that will accelerate positive change in workplace design.

The shift ahead in workplace design will not simply be driven by performance measures. There is a renewed longing for a workplace that is driven by direct human experiences – one that enhances face-to-face encounters, offers spaces tailored to the moment, and deliberately fosters health and wellness. We all are reexamining the next generation of office buildings in search of a solution.

Emerging diagnostics

Prevailing strategies assume we will return to physical offices after the delivery of vaccines. However, projections for herd immunity across the world, based on the current rollout policies, vary widely — up to 10 years. As such, this disease will likely be impacting our lives and our livelihoods for much longer than we had ever imagined.

It is critical for us to now consider how to build resilience into the design of our buildings in order to confidently and safely welcome people back to the office this year. Ultimately, workplace safety will be a baseline with a winning workplace experience that truly beckons people back to work.

The human experience

For those professionals able to work from home, the past year has been reduced to living in a physical silo, reliant on technology to facilitate connection and as a substitute for community. Research has reaffirmed the extraordinary value of in-person human connection to solve complex problems and provide a sense of wellbeing.

The average office worker spends up to 35 percent of their work day collaborating and directly engaging with others. It is in this context that breakthroughs and innovation actually happen. It comes as no surprise that, of the people surveyed, the majority consistently express a desire to return to their office and colleagues.

Successful design will also be measured by the ability for space to address other needs such as social interaction, flexibility, comfort, and wellness. Intentionally blurring the boundaries between living, working, and playing benefit the experience.

Business leaders have now received unprecedented insight into employees preferences and they witness firsthand their work lives at home. For those that leverage these insights, there is a payoff. Employers see a 21 percent increase in performance and 17 percent increase in employee health. These desires are age agnostic and invite inclusivity according to research from Brookings.

Modeling for a shifting agenda

The new workplace will again become the center for collaboration and human engagement. While employees have the possibility of working anywhere, as designers, we need to deliver a workplace that offers a compelling, safe, and healthy experience. Our goal is to create a workplace environment that allows people to be healthier and feel safer than they may be in their own homes. By integrating superior smart building technologies, thoughtful planning and innovative design, the next-generation workplace experience has the power to realign priorities within our built environment to best serve the health and wellbeing of its occupants and users. Below, we outline a day in the life of a hypothetical workplace that exemplify this new approach.

The Ground Floor and Lobby Experience. Upon arriving, generous and clear pathways will intuitively lead to the main entrance. As the central node bringing people together and serving the entire complex, a spacious day-light filled lobby will establish the entire circulation experience for the building. Proper design of entrances will reduce touchpoints, contamination, and user anxiety. Automatic sliding doors, automatic revolving doors, and swing doors with touchless actuators will facilitate a touch- and stress-free arrival and circulation experience including interface with security. Elevators with destination dispatch will safely deliver employees to their selected floor.

Connections & Conveyance. Corridors and stairs are not just important means of conveyance, but they also inherently activate spaces and multiply the face-to-face encounters people pine for. By encouraging the use of stairs, elevator demands can be reduced. Furthermore, welcoming open stairs, when paired with atriums or other common areas, encourage communication and collaboration between employees. Stairs offer an excellent alternative for trips down to the ground level or between adjacent floors. To encourage stair usage and create a safe, anxiety-free experience, several design elements might be considered, including: improved visual connections between a stairwell and floor for users to see those entering and exiting; providing larger landings as waiting areas for slower users; and, where requirements allow, incorporating exterior stairs aid both natural ventilation and visibility.

Fresh Air. In the workplaces currently in design, employees will have enhanced access to abundant fresh, clean air as a result of the adoption of advancements in filtration strategies and technologies. Beyond the pandemic, these workplaces will actually be healthier environments with the ability to significantly reduce cases of air-transmitted illnesses such as the flu and the common cold. Employees will be healthier than before. In the transformed workplace, health issues that previously contributed to absenteeism will plummet and foster greater productivity.

Impact of Light. Our next generation buildings will bring employees closer to daylight and welcoming daylight into the building is invaluable by whatever means possible. Intuitive design can prioritize occupants' health and comfort with a number of passive and active strategies. A daylight-filled atrium breaks down isolation between floors, provides visual connections between people, and channels daylight deep into the buildings. In fact, throughout Europe, planning guidelines suggest that no employee should be farther that 21 feet from a window. While reducing solar heat gain, a high performance enclosure can maximize daylight harvesting, provide occupied spaces with abundant natural light, and offer users access to outdoor views. The significant health and productivity benefits of providing users access to natural light and outdoor views have been well documented.

Outdoor Places. User-oriented outdoor spaces, such as plazas, patios, and green roofs, offer a place for respite, fresh air, sunlight, and nature. The value of which has been underscored by the pandemic. While many recent office developments have incorporated such spaces to some degree, in a post COVID-19 world, they have become a must-have amenity. There is already an increased expectation for significant private and shared outdoor terraces, roof gardens and balconies. These outdoor spaces should be flexible enough to support a variety of uses as occupants increasingly look to these spaces for dining, casual meetings, fitness, and a variety of other social activities.

Digital engagement

Smart buildings are just the beginning. Yes, the smart building is an important piece, but connecting the building systems (HVAC, lighting, solar, water, security) to a secure infrastructure that will benefit mobile employees.

When we connect all those dots (building – network – human experience), it pays off in the long run in regards to overall company wellness, happier staff, being more sustainable and in control of our real estate portfolio.

Looking ahead, tomorrow's buildings will need to evolve more than ever before; similar to the Tesla car, these buildings will constantly update according to our preferences. It's exciting to see it learn and offer new features as we become more acquainted. This is the level of design that will be incorporated into the future workplace and make it successful. The building will predict our needs and become our home away from home.

Rewriting the rules

Solutions to a brag-worthy workplaces will embrace the opportunity to rethink design conventions. They will make the human experience the first order of importance to reactivating our buildings. It starts with a proven design process to crunch the data collected on habits and preferences to create fresh concepts for both destinations and passageways. The term "mixed-use" will take on new importance to define our new workplace experience.

Private development and investment will drive such innovation to achieve market interests; ideally with the support of public policy. In Houston, we famously have less restrictive zoning requirements which can foster the advancement of our buildings, businesses, and neighborhoods. It has been an advantage for the city when competing with other U.S. cities for the attention of business leaders from both coasts. Houston is also promoting Smart Cities technologies to local leaders to boost economic development and human experience. These investments are critical to keeping the office experience safe and relevant to our futures.

------

Based in Houston, Mark Gribbons is the principal and design director at IA Interior Architects. This piece was co-authored by Jon Pickard, principal and co-founder of Pickard Chilton.


What startup advice and observations trended this year on InnovationMap? Founder lessons learned, the pandemic's effects on the workplace, and more. Photo via Pexels

These are the top 5 Houston innovation guest columns of 2020

2020 in review

Editor's note: InnovationMap is Houston's only news source and resource about and for startups, and some of this year's top stories were penned — or, more realistically, typed — but the Houston innovation community itself. As we get ready for 2021, let's see what guest columns were most read in 2020.

Houston expert shares why prototyping is so important to startups

Making a product that is worth further investing in, one that customers will want to buy, requires several prototypes, sometimes tens of prototypes to prove the concept and perfect your idea. Photo courtesy of OKGlobal

Written by Onega Ulanova, founder of OKGlobal

Rarely in life is anything perfect on the first attempt. Writers write drafts that are proofed and edited. Musicians practice over and over, and athletes train for years to perfect their skills before becoming pros. So, it only makes sense that a product developer would develop a prototype before manufacturing their products.

But why? Why can't a perfectly designed product go straight from CAD to production? In reality, making a product that is worth further investing in, one that customers will want to buy, requires several prototypes, sometimes tens of prototypes to prove the concept and perfect your idea. Success comes through practice, just like with the musicians and the athletes.


Click here to read the full column.

To office or not to office? Heading toward post-pandemic, that is the question for Houston workplace strategy

Far from irrelevant, today's workplace has evolved to support and foster precisely the behaviors and interactions that are missing in remote work. Photo via Getty Images

Written by Erik Lucken, strategy director at San Francisco-based IA Interior Architects

Since the advent of the modern office over a century ago, its design has continually evolved, adapting to new needs driven by changes in the ways people work.

COVID-19 introduced massive disruption to this steady evolution, displacing millions of office workers to fulfill their job roles from their homes. The question everyone is asking now is what happens after the pandemic — if we can all work from home, is the office irrelevant?

Click here to read the full column.

COVID-19 has affected how office space will be designed, says Houston expert

Here's how this work-from-home experiment has affected the office space — from a design perspective. Photo courtesy of Joe Aker

Written by Larry Lander, principal at PDR

The last nine weeks have thrust businesses large and small into an experiment unlike anything we might have ever imagined. The impact has the potential to separate businesses that will stagnate versus those that will accelerate and thrive.

Our workplaces may become smaller as we realize we don't all need to be there at the same time, but they certainly won't go away. They will, instead, be more human-centered, more technologically robust, and more resilient for the next time. So, a warning too: If the office is unsafe, scary, or demeaning — if it doesn't put people first — employees will vote with their feet.

Office workers have been empowered with the sudden ability to choose where, when, and how to work. And, certainly there have been starts and stops and plenty of stories of less-than-ideal execution, but by and large, the experiment has opened our eyes: Work has not stopped, our people are trustworthy, and, in fact, we found out they have kids, dogs, pictures on the wall, bedrooms, and kitchens just like us.

Click here to read the full column.

Houston expert: The Astrodome should be reimagined for the future of the energy industry

A Houston real estate expert suggests that the icon that is the Astrodome should be restored to be used for energy conferences and other business needs. Photo courtesy of the city of Houston

Written by Frank Blackwood, senior director of Lee & Associates - Houston

Over the past several years, there's been a continuous conversation about the iconic Astrodome and what should be done with it. Dubbed the "Eighth Wonder of the World," Houstonians certainly don't want to see the Astrodome go, as it is a landmark deeply embedded into the hearts and minds of our beloved city.

Ideas have been thrown around, yet none of them seem to stick. The $105 million county-approved plan to renovate and build a multi-story parking garage that was approved under Judge Ed Emmett's court in 2018 has been placed on hold until further notice.

Click here to read the full column.

6 things this Houston entrepreneur wishes he’d known before starting his company

Learn from the mistakes of a successful Houston entrepreneur — from teamwork tips to reasons why you should network with other startups. Emilija Manevska/Getty Images

Written by James Ruiz, founder of Houston-based Q Engineering

Recently, I was asked what it took to build a startup in Houston. It has taken me three attempts to create a successful startup, and there were a few things that I wish I'd known right out of the gate.

Whether your goal is to exit through a sale, an IPO, or turn your team of pirates into something that looks like a company, your business model will determine how you earn revenue and profits, and you want it to be repeatable and scalable to survive. With that in mind, here are the things I've learned along the way and what I wish I had known before I started my career as an entrepreneur.

I can't emphasize how difficult starting a company can be. By reflecting on the points I mentioned here, I believe that I would have avoided some pitfalls, and maybe even made it a little farther in the journey.

Click here to read the full column.

Far from irrelevant, today's workplace has evolved to support and foster precisely the behaviors and interactions that are missing in remote work. Photo via Getty Images

To office or not to office? Heading toward post-pandemic, that is the question for Houston workplace strategy

guest column

Since the advent of the modern office over a century ago, its design has continually evolved, adapting to new needs driven by changes in the ways people work.

COVID-19 introduced massive disruption to this steady evolution, displacing millions of office workers to fulfill their job roles from their homes. The question everyone is asking now is what happens after the pandemic — if we can all work from home, is the office irrelevant?

A mass remote work experiment

While many companies had tried some degree of remote work before the pandemic, the mass relocation to home during COVID was new territory for most. And the experiment has offered up something of an epiphany: work-from-home worked. People were able to carry out their job responsibilities, saving thousands of companies from having to shut down and sparing millions of people from job loss.

Now, based on the perceived success of WFH, many organizations are planning to greatly expand remote work, even after the pandemic has passed. Twitter was at the front of the pack in announcing they would allow some employees to work from home forever, and the list has continued to grow well beyond the tech sector.

Success depends on criteria

The lens through which we view this work-from-home period is important. Looked at as an emergency response, WFH can be deemed successful: it helped to flatten the transmission curve of the virus and protected employee lives.

But as we enter one of the most complex and challenging business climates in a century, survival will be about being competitive. And that fundamentally changes the criteria to judge working from home during COVID-19 and whether it should be expanded as a post-pandemic strategy. It raises the bar from "did work-from-home work?" to "did it work better?"; will increasing remote work help to deliver competitive advantage better than having people together in the workplace? That requires a deeper exploration.

Digital breadcrumbs

Work-from-home during COVID is, at heart, a technology story — from the platforms that virtually connected employees to networks and each other, to the embrace of video conferencing and the overnight ubiquity of the Zoom call. While they all existed before COVID, the pandemic acted as a catalyst for their widespread adoption.

Technology use leaves trails of data, like digital breadcrumbs, and many of the collaborative platforms and software providers are generously sharing their data comparing use patterns before and during COVID. So while not too long ago our evaluative methods for this unprecedented period of remote work would have relied largely on subjective or anecdotal measures, today we're able to follow the breadcrumbs and arrive at a more objective understanding of how work changed in this shift from office to home.

What becomes abundantly clear is that it wasn't simply a location swap; we didn't just go about our jobs in the same way at home as we did in the office. There were fundamental and very impactful shifts in the way we worked, with significant implications for business performance.

For instance:

The number of meetings increased. While there is a wide range of percentage increases being reported, even just taking a more conservative estimate, from the National Bureau of Economic Research, the number of meetings went up by 13 percent as compared to pre-COVID patterns.

Meetings turned inward. Since people weren't together physically, they needed to check-in a lot more often. Internal meetings—those with people within the same company — increased to over 60 percent of overall weekly meetings during work-from-home, while meetings with people external to the organization decreased to just below 40 percent, according to analysis by a leading meeting software platform.

Meeting purpose changed. Meetings can largely be grouped into three categories: evaluative — considering options, making decisions; generative — brainstorming, creating new ideas; or organizational — coordinating tasks, reporting. Organizational meetings increased by nearly a third during the peak COVID lockdown.Put another way, during WFH, people had more meetings to talk about doing work and fewer meetings to actually do work.

Meetings got larger. The number of meeting attendees during WFH increased by 14 percent. When people are physically together in the office, more meetings are impromptu, typically involving two to four people. But when you plan meetings in advance, which people have to do when remote, there's a tendency to invite more people. Increasing participants changes meeting dynamics — the more people, the more formal, the more likely it's one-way communication.

Emails to coworkers increased. With the loss of a centralized office and face-to-face interactions, people increased both the number of internal emails they sent by 5.2 percent, as well as the number of people they included in emails by 2.9 percent.

Employees felt less informed. A smartsheet survey showed that despite the increase in virtual meetings and email communication, 60 percent of the workforce reported having a decreased sense of what's going on within their companies, revealing the isolating effect of remote work.

Productive time decreased. With the increase in number of meetings, large swaths of productive time were harder to come by. Calendar analysis revealed that fragmented time—short periods of unscheduled time between meetings—increased by 11 percent during COVID-19.While not ideal for anyone, fragmented time is especially problematic for non-managerial staff, whose job roles tend to entail more individual focus work; it only takes a few poorly spread out meetings to render a day largely unproductive. The result? The work day increased by as much as 3 hours at the height of WFH per Bloomberg report.

Video was a boon…and then quickly a bane. Video conference platforms saw exponential increase in use during COVID, and seemed at first to offer a close substitute for face-to-face meetings. But the way video is synthesized introduces distortions and lags, and even an undetectable misalignment of video and audio confuses the brain, making it work harder, as outlined in the New York Times.People found themselves exhausted after a day of video calls and the scientifically-verified phenomenon "Zoom Fatigue" was born.

Social capital decreased. Socializing has never been something people regularly schedule into their workday; it's very much an ad hoc work mode: a conversation on the elevator or chatting before and after meetings. Those types of unplanned interactions weren't possible working-from-home, and despite admirable attempts to interact virtually, 63 percent of workers reported spending less time socializing with colleagues, and already by April, 75 percent of people reported feeling less connected to coworkers.

Companies became more siloed. According to research by Ben Waber at Humanyze, during WFH we increased communication with our closest work colleagues — team members or close friends at work — by 33 percent. Communication with coworkers outside our inner circle, so-called "weak ties", dropped by nearly the same amount. The problem with that is interactions with weak ties are one of the most effective ways new ideas spread through an organization. When we talk to people we have don't know well or don't see often, it's just much more likely something new is shared.

Innovation is at risk

Taken individually, the changes to work patterns that occurred with WFH might not seem dire — work got done, if not ideally so. But layered on top of each other, the picture is more grim; we had more meetings and our days got more fragmented; we met less with people outside our company; internally, we met less to generate new ideas and more to just coordinate and organize tasks; we became more siloed, we socialized less and felt less connected to each other, and less aware of what was happening within our companies.

What that combination puts most at risk is innovation, arguably the thing companies are going to need most to face the challenges ahead. Nicholas Bloom, a professor of economics at Stanford and internationally recognized scholar on innovation, posits that while we were able to remain productive working-from-home, there may be a steep opportunity cost paid down the line: "I fear this collapse in office face time will lead to a slump in innovation. The new ideas we are losing today could show up as fewer new products in 2021 and beyond, lowering long-run growth."

The workplace advantage

The ways work changed when we tried to do it from home reaffirms why the workplace is even more relevant now, at a time when organizations are going to need to be firing on all cylinders. And it shows that we haven't just been working at the office to bide our time until technology allowed us to ditch it and work from home; we work at the office because doing so delivers higher performance.

Far from irrelevant, today's workplace has evolved to support and foster precisely the behaviors and interactions that are missing in remote work: bringing people together to work side-by-side, to be immersed in the culture of the organization, to socialize, to build trust, and to learn from each other.

------

Erik Lucken is strategy director at San Francisco-based IA Interior Architects, which has projects and clients based in Houston.

Ad Placement 300x100
Ad Placement 300x600

CultureMap Emails are Awesome

Property Showcase

Annual Houston student startup competition doles out over $1.5M in cash, investment prizes

winner, winner

For the 24th year, the Rice Alliance for Technology and Entrepreneurship hosted its Rice Business Plan Competition, facilitating over $1.5 million in investment and cash prizes to the top teams.

The 42 startups competing this year, which were announced earlier this year and included teams from around the world, participated in the three-day event that culminated in a reception on Saturday, April 6. The companies were divided into five categories: Energy, Cleantech and Sustainability; Hard Tech; Life Sciences and Healthcare Solutions; Digital Enterprise; Consumer Products and Services.

“We award the competitors $1 million in prizes, prizes that serve as foundational capital to launch their startup,” RBPC Director Catherine Santamaria says at the awards gala April 6. “That’s a large number of prizes, but the biggest thing our startups leave with is a feeling of generosity and community from this room. This community is always ready and willing to help our founders and support our vision for the competition by investing time, money and resources in these student innovators.”

While all participating teams received $950 for being selected, several teams walked away with thousands in funding, cash, and in-kind prizes. Here's which companies won big.

MesaQuantum, Harvard University — $335,000​

MesaQuantum is developing accurate and precise chip-scale clocks. While not named a finalist, the company secured the most amount of funding across a few prizes:

  • $250,000 OWL Investment Prizes
  • $60,000 nCourage Courageous Women Entrepreneur Investment Prize
  • $25,000 Jacobs, Intuitive Machines and WRX Companies Rising Stars Space Technology and Commercial Aerospace Cash Prize

Protein Pints, Michigan State University — $251,000

The big winner of the night was Protein Pints, a high-protein, low-sugar, ice cream product from Michigan State University. Not only did the company win first place and the $150,000 GOOSE Capital Investment Grand Prize, as decided by the more than 350 judges, but it won a few other investment prizes, including:

  • $100,000 The Indus Entrepreneurs (TiE) Texas Angels Investment Prize — Protein Pints, Michigan State University
  • The Eagle Investors Prize
  • $1,000 Anbarci Family Company Showcase Prize
  • Mercury Elevator Pitch Competition Prize (Best in Consumer Products)
  • An invitation to Entrepreneur Magazine's elevator pitch show

Osphim, RWTH Aachen University —$201,000

Osphim, a data acquisition and monitoring platform from Germany, won these prizes despite not being named a finalist:

  • $200,000 Goose Capital Investment Prize
  • $1,000 Anbarci Family Company Showcase Prize
  • Mercury Elevator Pitch Competition Prize (Best in Digital)

Somnair, Johns Hopkins University — $200,000

Taking second place and a $100,000 from David Anderson, Jon Finger, Anderson Family Fund, Finger Interests, Greg Novak and Tracy Druce was Somnair is a novel non-invasive neurostimulation device for the treatment of obstructive sleep apnea. The company also won:

  • $100,000 Houston Angel Network Investment Prize
  • Mercury Elevator Pitch Competition Prize (Best in Life Science)
  • An invitation to Texas Medical Center's Accelerator Bootcamp
  • An invitation to Entrepreneur Magazine's elevator pitch show

Icorium Engineering Company, University of Kansas — $171,000

Icorium Engineering Company — a chemical engineering startup developing technologies to make sustainable, circular economies a reality for refrigerants and other complex chemical mixtures — won fifth place and a $5,000 prize sponsored by Norton Rose Fulbright, EY, Chevron Technology Ventures and Shell Ventures, as well as:

  • $100,000 OWL Investment Prizes
  • $40,000 nCourage Courageous Women Entrepreneur Investment Prize
  • $25,000 from Finger Interests, the Anderson Family Fund at the Greater Houston Community Foundation, Greg Novak and Tracy Druce
  • $1,000 Anbarci Family Company Showcase Prize
  • Mercury Elevator Pitch Competition Prize (Best in Energy, Sustainability)
  • An invitation to Entrepreneur Magazine's elevator pitch show

Informuta, Tulane University — $70,000

Informuta's proprietary technology leverages DNA sequencing to predict if bacteria will respond to different antibiotics or, for the very first time, develop future resistance thus causing treatment failure. The company won fourth place and a $5,000 prize sponsored by Norton Rose Fulbright, EY, Chevron Technology Ventures and Shell Ventures.

  • $40,000 Pearland EDC Spirit of Entrepreneurship Cash Prize
  • $25,000 from Finger Interests, the Anderson Family Fund at the Greater Houston Community Foundation, Greg Novak and Tracy Druce

EndoShunt Medical, Harvard University — $55,000

EndoShunt created a rapid, targeted blood flow control device to be use in emergency or trauma settings. The company won sixth place and the $5,000 prize, sponsored by Norton Rose Fulbright, EY, Chevron Technology Ventures and Shell Ventures, as well as:

  • $25,000 Southwest National Pediatric Device Consortium Pediatric Device Cash Prize
  • $25,000 from Finger Interests, the Anderson Family Fund at the Greater Houston Community Foundation, Greg Novak and Tracy Druce

Power2Polymers, RWTH Aachen University —$50,000

Tackling the challenge of forever chemicals, Power2Polymers is creating safe alternatives free of forever chemicals. The German company took third place and the $50,000 investment sponsored by Finger Interests, the Anderson Family Fund at the Greater Houston Community Foundation, Greg Novak and Tracy Druce. The company also won the Mercury Elevator Pitch Competition Prize (Best Overall).

D.Sole, Carnegie Mellon University — $30,000

D. Sole won the wild card ticket to the finals and took seventh place. The company is advancing the development of remote patient monitoring in podiatry with foot insoles designed for the early detection and monitoring of diabetic foot complications, such as ulcers and deformities. They also won $30,000 from Finger Interests, the Anderson Family Fund at the Greater Houston Community Foundation, Greg Novak and Tracy Druce.

Other prizes:

  • $25,000 New Climate Ventures Sustainable Investment Prize went to Oxylus Energy from Yale University
  • $25,000 Dream Big Ventures Latino Entrepreneur Investment Prize went to Dendritic Health AI from Northwestern University
  • $25,000 NOV Energy Technology Innovation Cash Prize went to LiQuidium from the University of Houston
  • $25,000 Urban Capital Network Diversity Investment Prize in Partnership with South Loop Venture Investment Prize went to TouchStone from University of California, Berkeley

Troubled Texans are the 10th most stressed out people in America, report finds

new report

There is a plethora of reasons to be stressed out in 2024. Among the list of grievances are budgeting woes, lapses in addressing racial inequity, a significant amount of drunk driving, and prohibitively high healthcare costs.

So it comes as no surprise that Texas was ranked the No. 10 most stressed state of 2024, according to the latest annual report from WalletHub. Texans' stress levels are only slightly better than they were in 2023, when the Lone Star State ranked No. 9.

The personal finance website compared all 50 states across 40 unique metrics to determine every state’s worries on certain issues, such as employment, finance, health, or family-related stress.

Here's how Texas performed in the major categories in the study:

  • No. 5 – Work-related stress
  • No. 8 – Family-related stress
  • No. 11 – Health- and safety-related stress
  • No. 23 – Money-related stress

Texas employees have the second-longest workweek in the nation, the report found, placing the state right behind Alaska and tied with Wyoming. Places like Houston, Corpus Christi, and San Antonio are a few of the most stressful U.S. cities for workers in 2024 (with several other Texas cities not far behind), clearly showing that there's much more work to be done to alleviate Texans' work-related stress.

Hardships with work may have an influence on Texans' ability to rest at night, as the report additionally found Texas fell behind into No. 23 for its share of adults that get adequate sleep.

Other Texas-sized stress factors like crime rates, housing affordability, health troubles, and poverty rates also put a damper on residents' well-beings. Texans have the fourth lowest credit scores in the nation, the ninth highest share of adults with fair or poor health, and the 11th highest number of residents living in poverty.

It's not just young and middle-aged adults who experience these worries, the report claimed.

"[E]very age group except people 65 and older reported being under more stress in 2023 than they were in 2019 before the pandemic," the report's author wrote.

WalletHub analyst Cassandra Happe suggested a few ways frazzled Texans can try to improve their stress levels, such as exercising, participating in hobbies, going on vacations — of course, in whatever capacity that is most accessible — and seeking help from a mental health professional.

"What many people don’t realize, though, is that changing location can also be a big stress reducer," Happe added. "For example, states that have lower crime rates, better health care, and better economies tend to have much less stressed residents."

Texans surely aren't envious of Louisiana, which traded places with Mississippi (No. 2) in 2024 to become the nation's No. 1 most stressed out state. Louisiana residents experience the third highest work- and health-and-safety-related stress, the fourth highest money-related stress, and the 10th highest family-related stress. Louisianans may want to try some breathing exercises in their spare time.

Texas residents can, however, be filled with jealousy over Minnesota (No. 50), which was crowned the least stressed out city in America. Maybe that's where Texans need to be taking vacations.

The overall top 10 most stressed states are:

  • No. 1 – Louisiana
  • No. 2 – Mississippi
  • No. 3 – Nevada
  • No. 4 – New Mexico
  • No. 5 – Arkansas
  • No. 6 – West Virginia
  • No. 7 – Alabama
  • No. 8 – Kentucky
  • No. 9 – Oklahoma
  • No. 10 – Texas
The full report and its methodology can be found on wallethub.com.

------

This article originally ran on CultureMap.

3 Houston innovators to know this week

who's who

Editor's note: Welcome to another Monday edition of Innovators to Know. Today I'm introducing you to three Houstonians to read up about — three individuals behind recent innovation and startup news stories in Houston as reported by InnovationMap. Learn more about them and their recent news below by clicking on each article.


Aziz Gilani, managing director at Mercury

Aziz Gilani, managing director at Mercury, joins the Houston Innovators Podcast. Photo via LinkedIn

Aziz Gilani's career in tech dates back to when he'd ride his bike from Clear Lake High School to a local tech organization that was digitizing manuals from mission control. After years working on every side of the equation of software technology, he's in the driver's seat at a local venture capital firm deploying funding into innovative software businesses.

As managing director at Mercury, the firm he's been at since 2008, Gilani looks for promising startups within the software-as-a-service space — everything from cloud computing and data science and beyond.

"Once a year at Mercury, we sit down with our partners and talk about the next investment cycle and the focuses we have for what makes companies stand out," Gilani says on the Houston Innovators Podcast. "The current software investment cycle is very focused on companies that have truly achieved product-market fit and are showing large customer adoption." Read more.


Yaxin Wang, director of the Texas Heart Institute's Innovative Device & Engineering Applications Lab

The project is funded by a four-year, $7.8 million grant. THI will use about $2.94 million of that to fund its part of the research. Photo via texasheart.org

The United States Department of Defense has awarded a grant that will allow the Texas Heart Institute and Rice University to continue to break ground on a novel left ventricular assist device (LVAD) that could be an alternative to current devices that prevent heart transplantation and are a long-term option in end-stage heart failure.

The grant is part of the DOD’s Congressionally Directed Medical Research Programs (CDMRP). It was awarded to Georgia Institute of Technology, one of four collaborators on the project that will be designed and evaluated by the co-investigator Yaxin Wang. Wang is part of O.H. “Bud” Frazier’s team at Texas Heart Institute, where she is director of Innovative Device & Engineering Applications Lab. The other institution working on the new LVAD is North Carolina State University.

The project is funded by a four-year, $7.8 million grant. THI will use about $2.94 million of that to fund its part of the research. As Wang explained to us last year, an LVAD is a minimally invasive device that mechanically pumps a person’s own heart. Frazier claims to have performed more than 900 LVAD implantations, but the devices are far from perfect. Read more.

Atul Varadhachary, managing director of Fannin Innovation

Atul Varadhachary also serves as CEO and president of Allterum Therapeutics. Photo via LinkedIn

Allterum Therapeutics, a Houston biopharmaceutical company, has been awarded a $12 million product development grant from the Cancer Prevention and Research Institute of Texas (CPRIT).

The funds will support the clinical evaluation of a therapeutic antibody that targets acute lymphoblastic leukemia (ALL), one of the most common childhood cancers.

However, CEO and President Atul Varadhachary, who's also the managing director of Fannin Innovation, tells InnovationMap, “Our mission has grown much beyond ALL.” Read more.

View All Listings