During a period of major organisational change and revitalisation Thoughtspace was engaged to help the new leadership team find ways to break down internal silos and improve collaborations and transparency.
Being the country’s leading conservation charity and located in one of Sydney’s most prominent and iconic buildings, the project was never going to be about the building (as it had strict heritage regulations and funds were limited), the transformation needed was cultural.
Through a series of robust workshops, each with a cross section of participants, it became clear that there were two distinct approaches to the new workplace; one that came from the premise that “this is the way we’ve always done it” and the other, “that is why we need to do it differently”. Both groups however agreed that better communication and more modern systems would help improve efficiencies.
It was clear that change would need to be incremental and the design brief was established on this basis.
Ambitious plans to consolidate 3 council sites into one super service centre called for wide spread engagement across the business to determine the driving principles of the new consolidated workplace.
The Thoughtspace Workplace Consulting team was engaged to undertake a Strategic Accomodation Review series of workshops with the leadership team as well as representatives from all operational teams, to determine:
- how they currently work and how they want to work into the future;
- how and which teams work with and relate to each other;
- projected head count analysis
- preferred work styles;
- preferred communication channels; and
- collaboration opportunities
This information was used, together with the Council’s strategic objectives to determine the driving design principles and the preparation a detailed design brief for the new workplace.
Thoughtspace worked with Moore Stephens to develop a strong brief to help locate suitable new premises for the organisation. Wisely, the organisation’s senior management sought to challenge the status quo of their business model and working environment to inform how they viewed their work practices into the future. Our Workplace Consulting team worked with the organisation to undertake an accommodation brief which included:
- work space hierarchy and team relationships/communications
- current and future human resources,
- work styles
- common space needs such as meeting rooms, breakout areas and storage needs; to inform the design process through a more detailed and engaged design process.
This process helped the organisation consider new and flexible approaches to work practices to ensure they continued to attract high calibre employees and would be in the prime position to adapt to changing patterns of work.
With organisational change and signficant growth in employee numbers, space in the UNSW Chancellory was at a premium and teams fragmented. Our brief was to create a more functional working environment and better efficiency of space. By engaging with the business we were able to better understand the work-styles of the staff members and to consider “Activity Based Workspace” (ABW) options.
ABW is an opportunity for organisations to take their accommodation one step further than a typical open plan office environment to allow and even encourage freedom, sustainability and empowerment; providing a working environment where everyone is encouraged to find their own style and strength.