Ben Watson was in his glad place.

Sitting within the showroom that additionally doubles as an workplace above the Herman Miller flagship retail retailer on Park Avenue South and twenty first Street in New York, Mr. Watson was enmeshed in teams of staff taking conferences and salespeople schmoozing shoppers surrounded by the almost 100-year-old model’s signature trendy desks, tables and chairs.

“I don’t know what the situation is in your world, perhaps less of it is spent in offices?” Mr. Watson, the 57-year-old president of Herman Miller, mentioned to me, the formality of his buttoned-up chambray shirtjacket, white shirt and tie offset by his naked toes and black Birkenstock sandals. “But it’s awesome to see folks spending time together here, our customers coming in, looking at things, thinking about what their world could or should look like next.”

Shortly after he mentioned this, the din round us grew louder, and we moved right into a glass-walled convention room. This shift in location appeared anathema to the president of an organization that invented the open-plan workplace within the Nineteen Sixties. But Mr. Watson complied.

Things are positively altering at Herman Miller. In May 2021, amid the profound shifts within the workplace furnishings enterprise, and because the financial system was battered by the coronavirus pandemic, the corporate acquired certainly one of its greatest and best-known rivals, Knoll, one other Midwestern purveyor of smooth, trendy furnishings and textiles, for $1.8 billion.

This deal created the world’s largest workplace furnishings firm, newly named MillerKnoll. Though these particular person manufacturers will stay separate, this entity now controls each corporations, in addition to greater than a dozen others. In addition to his new post-merger position as president of Herman Miller, Mr. Watson was additionally named chief product officer of MillerKnoll, the bigger group.

“The condition, the moment we’re in now, is the most intense one that I’ve ever been in, in my career in furnishings,” Mr. Watson mentioned, referring to the methods the pandemic notably has catalyzed a profound shift in folks’s relationships to work, house and the workplace.

This assertion holds specific weight contemplating his near-lifelong profession within the business. Though his father was an electrician for the Federal Aviation Administration and his mom was a nurse and a homemaker, throughout his childhood within the Upper Peninsula of Michigan, they reupholstered their neighbors’ button-tufted furnishings of their basement as a “side hustle.”

Choosing a path distinct from his 4 older siblings, all of whom are engineers, Mr. Watson majored in visible and environmental research at Harvard, and wrote his senior thesis on La Chaise, designed by Charles and Ray Eames. He labored on the product crew at Knoll, and he was the vice chairman of American gross sales and advertising and marketing after which world advertising and marketing director at Vitra, and labored because the chief govt officer at Moroso earlier than becoming a member of Herman Miller, which is predicated in Zeeland, Mich., 13 years in the past.

“I’m here to reiterate, we’re not living on Easy Street here in the furnishings realm,” Mr. Watson mentioned.

This is not any understatement. Overall, the class contracted globally by 12 % in 2020; as folks fled workplaces for concern of contagion, companies closed or drastically diminished areas, and canceled or delayed orders for furnishings. Retail gross sales of residence workplace gear — direct to client — elevated as folks reconfigured bedrooms, basements, closets and counter tops to accommodate working from residence. Many folks splurged on these purchases, utilizing their financial savings from practices they’d curtailed or eradicated, like touring or consuming out, in the course of the pandemic.

Herman Miller’s retail gross sales elevated by 60 % from 2019 to 2021, based on the corporate. Those gross sales rose to 24 % of the corporate’s total gross sales, up from 15 %, whilst its complete gross sales fell by 4 %.

The Herman Miller Eames lounge chair and ottoman — an icon of bentwood, Midcentury design that prices $4,000 to $10,000 — had its greatest gross sales 12 months on report in 2021. Originally offered in 1956, the Eames lounge chair is within the everlasting assortment of the Museum of Modern Art and has been seen prominently within the houses and workplaces of fictional characters, together with the tv therapist Frasier Crane and the billionaire superhero Tony Stark.

Findings printed in May from a CNBC-Momentive Workforce Survey of about 9,200 American staff confirmed that nearly two-thirds had been working absolutely in-person, almost one-quarter had been working in some hybrid state of affairs and simply over one in 10 had been working absolutely remotely. This is a serious shift from a 12 months in the past, when twice as many individuals had been absolutely distant and almost 10 % fewer had been working solely in individual. As situations, contagion and company expectations proceed to vary, a good portion of the inhabitants awaits readability as to what work could appear to be on this new paradigm.

The Herman Miller Group was extra diversified earlier than the merger, with quite a few distinct manufacturers already below its company umbrella, together with the upscale furnishings retailer Design Within Reach, the desktop ergonomics firm Colebrook Bosson Saunders, the luxurious textiles producer Maharam and the well being care furnishings producer Nemschoff. Knoll was much more centered on contract workplace furnishings and programs gross sales, and thus extra weak to a major dip in demand.

The decline within the class hit Knoll very exhausting, inflicting its income to fall 13 % within the first 12 months of the pandemic, based on the corporate, and triggering an escalating sequence of layoffs, wage and profit freezes, and closures of manufacturing amenities. This could have facilitated the merger. “Certainly the condition we’re in right now made it a prime time,” Mr. Watson mentioned of shifting ahead with the merger.

According to MillerKnoll statements, combining the businesses’ operations is anticipated to yield $100 million in financial savings. This raises questions regarding pricing and high quality. It additionally creates one thing of a monopoly on the legacies of the enduring designers related to the 2 flagship manufacturers, which learn as a who’s who of excessive Modernism: At Herman Miller, these embrace George Nelson, Isamu Noguchi, Ward Bennett and Charles and Ray Eames; at Knoll, it’s Mies van der Rohe, Eero Saarinen, Frank Gehry, Harry Bertoia, Maya Lin and the corporate’s co-founder Florence Knoll.

Perhaps most necessary, the merger announcement fearful some within the design neighborhood that these corporations’ spirit of unconventionality could possibly be hampered by their union.

“There is maybe a possibility that merging and becoming less competitive among themselves might slow down innovation, make them kind of reinforce what they’re already working with,” mentioned Elise DeChard, the proprietor of End Studio, a four-year-old structure and design workplace in Detroit that focuses on residential, business and adaptive reuse tasks.

Yet the pioneering histories of those corporations are so intertwined as to make their amalgamation surprisingly inevitable. “I guess my reaction initially was, like, Wow, I’m surprised someone didn’t think of this before,” mentioned Andrew Blauvelt, the director of the Cranbrook Art Museum.

He famous that each corporations had been trailblazers within the creation, manufacturing, distribution and sale of Modern designs within the pre-World War II period. Both hit their stride within the postwar increase, with the extra prepared availability of uncooked supplies and the rise of company Modernism and the company campus. And, whereas they assorted considerably in approaches — with Herman Miller producing barely extra natural work, and Knoll barely extra rigidly geometric — each labored with a like-minded cadre of designers.

The depth of this connection is in no way coincidental. “They’re subscribing to the same school, they’re subscribing to the same philosophies, because they literally all went to the same school,” Mr. Blauvelt mentioned.

That faculty was the Cranbrook Academy of Art. Founded in 1932, the campus — which additionally included a personal decrease and higher faculty, a science museum and an artwork museum — was designed by Eliel Saarinen, an ingenious Finnish Modernist who additionally ran the Academy. (I graduated from the higher faculty.)

The faculty attracted high trendy expertise from around the globe. In the late Nineteen Thirties, this included Mr. Bertoia, Ms. Knoll, Eero Saarinen (Eliel’s son) and the Eameses, who met and married on campus. (Mr. Bertoia made their marriage ceremony rings.)

“They were all friends,” Mr. Blauvelt mentioned. “They all knew and worked with one another. So it was a kind of supergroup of students who were really developing these ideas about Modern design.” For instance, the primary experiments with bent plywood, a signature materials and course of in trendy furnishings, occurred between Eero Saarinen and the Eameses at Cranbrook throughout this time.

“So they collaborated on their furniture designs, but then they became associated with the two different companies,” Mr. Blauvelt mentioned. “Charles and Ray Eames designed exclusively for Herman Miller, and Eero Saarinen designed exclusively for Knoll. They remained lifelong friends, but they were also competitors because they were developing different projects. So it was a very friendly competition, but very much a competition.”

This notion of rivalry between these entities has not been an element for Mr. Watson — in his life, or within the merger. “That’s never been in my DNA,” he mentioned, as we perused the flagship’s floor flooring showroom. He identified a few of his favourite Herman Miller items, ones that he and his companion have of their private assortment, of their condominium within the West Village and of their cottage overlooking Lake Michigan within the resort city of Saugatuck, close to the corporate’s headquarters. These included the most important out there Isamu Noguchi pendant lantern, a Ward Bennett I-beam facet desk and a Neil Logan Lispenard couch lined in charcoal alpaca velvet.

“So, I’ve always had a Knoll Saarinen table in my kitchen,” he mentioned. “The DNA is from the exact same thread. It’s traveled slightly different places, but the respect is universal on both sides.”

In reality, he approaches the businesses’ shared values, and the alternatives they current, with an nearly spiritual fervor. This befits the president of Herman Miller, an organization based by Dutch Calvinists who turned proselytizers for the glories of Modernism, and whose core company tenets Mr. Watson referred to, laughingly, as “the Ten Commandments.” One of them, he famous, overtly aligning with Mr. Blauvelt’s sentiment concerning the merger, is “inevitability.”

For Mr. Watson, aligning these manufacturers will embrace overseeing the design and fabrication technique of all of the status enterprises within the MillerKnoll portfolio.

He doesn’t see this as a problem that requires a decision of every model’s particular person sensibility into an entire. Moreover, together with his deep connection to the historical past of each manufacturers, he sees himself as a near-reverent steward, and really a lot needs to guard their particular person legacies.

“All of the brands that are in the collective are distinctive, own their own position, own their own product portfolio and are responsible ultimately for their success,” he mentioned. He invoked the LVMH Moët Hennessy Louis Vuitton mannequin: a consortium of premium manufacturers, housed in unbiased maisons, with unified help and visions of excellence.

This simplifies his mission however doesn’t shrink it. He nonetheless should assist reconcile the big world shift within the furnishings class, in a world embroiled in battle and financial turmoil, and constrained by vital provide chain points.

“The office that we once knew, the corporate office, is probably dead,” Mr. Blauvelt mentioned. “But taking its place is going to be the domestic version of that office. I think that pivot is for how to think about home in the office, but also the office at home. So the reciprocity between those two spheres I think is going to be important for both companies.”

In the previous, when dynasties had been in deep battle, or sought to consolidate energy, the answer was usually nuptial, even amongst shut relations. So it was no shock that Mr. Watson referred to the merger, the union — or reunion — of Knoll and Herman Miller’s foundationally shared but branching genetic helixes as “a marriage.”

“The iconic nature of the two brands, in some ways, had merged in a lot of people’s heads already,” Mr. Watson mentioned.

There is even a historical past for this union. “We found out, as we started poking around the Cranbrook archive, a merger was contemplated as far back as 1975,” Mr. Watson mentioned. “I don’t know why it was not consummated at that time, but it wasn’t the first time it was thought about.”

There is hope amongst a youthful technology of designers that this bond will yield precocious and audacious offspring, able to addressing our seismic up to date tectonics.

“Cranbrook really does feel like a school of thought,” Ms. DeChard mentioned. “It’s this palimpsest of avant-garde design, one on top of the other, throughout history. And Knoll, and Herman Miller and some of these furniture pieces are all part of that legacy.”

As the businesses merge and transfer into their new future, she needs to see a return to this spirit, as a substitute of a retrenchment. “More pushing the envelope,” Ms. DeChard added. “More avant-garde. This is where they started. And now it feels like they’re sort of sticking with the classics, as opposed to the wild experimentation that got them to where they became classic.”

To this finish, Mr. Watson is working exhausting to chart a course into the unknown. “There’s a fantastic illustration from Charles Eames,” he mentioned. “A bubble diagram, some might call it today, that demonstrates that the answer to a problem is locatable when you sketch out all of the constraints. Those might be from supply chain, those might be from war, those might be from lack of labor.” If you map out all of the constraints, he mentioned, it reveals you the areas left by which to find decision.

He feels assured that Herman Miller, and MillerKnoll, will come to the appropriate conclusions about furnishing work areas in our present and future moments, as a result of they’re design-centric operations. This crusing forth whereas avoiding constraints sounds an terrible lot like religion, like evangelizing for design as a method of decision.

“I think every great designer is an optimist,” Mr. Watson mentioned. “Maybe optimist is different than zealot, but maybe they’re awfully close. You’ve got to believe that a better future is possible.”