A hole in the wall?!

We're on our way!

Anyone who guides other companies on their journey to New Work cannot stand still themselves. That's why we have been paving our own way to New Work for some time now. We wanted to find out what New Work might look like for our company, how it could be implemented and how we might benefit from it.

To discover this without having to involve our entire workforce of over 1000 employees at once, we launched a "pilot phase" in one area of the company. In this one chosen department, the managers were free to try out different approaches, with the option of reversing them if necessary.

It all started with a hole in the wall on the second floor, encircled with the words "Bock auf Veränderung?" ("Fancy a change?") written in bold lettering.

The hole had been hammered into the wall by our Managing Director Helmut Link together with the department managers, and it marked the start of a long and exciting journey. A journey that actively involved our employees, a journey that opened doors to new experiences, a journey that transformed the working dynamic between the teams. For us, New Work meant more than simply installing a slide into the office or building a relaxation room. Instead, the New Work concept took shape in our heads, representing a profound change in the way we think and act.

"First and foremost, it's about getting people on board and asking their thoughts. We want them to feel invited, inspired and empowered [on the path to New Work]."

Patrick Loechle, Vice President Product Management and Marketing

In order to follow the path to New Work consistently and stay on track, you first have to ask yourself a key question: Why are we taking this step at all? Hasn't it worked well so far?

As an international manufacturer of office furniture, we have long been heavily involved in the "New Work" trend and the changes it brings to how companies work. This meant we already had a clear insight into its benefits: We want our employees to feel more motivated, we want to improve communication both within and across teams and to remind people that offices are an appealing place to work.

We invited our employees to be part of the movement. They were given the chance to have their say through various workshops, project teams and surveys.

A monthly "Ask me anything" session gave everyone the opportunity to openly ask questions, raise concerns and offer suggestions. Alongside this, a cross-divisional project team was established, tasked with developing a vision for future collaboration within our organisation. This vision, which we call the "target image", provided the answers to key questions: What does New Work mean for us? How do we want to work together in the future? And what demands will that place on a new office environment?

Surveys were conducted to understand how our employees actually work on a day-to-day basis and what challenges they face at work. For example, we asked about the time they spend in meetings, concentrating on their work, making phone calls or completing other tasks. We also wanted to find out how many interactions they have with other departments and which physical factors, such as lighting or acoustics, impact their sense of satisfaction. The survey results gave us valuable insights, which we could use to make targeted decisions for an improved working environment and more efficient processes.

Our managers played a central role in this process. They had to set a good example, allow new ways of working and strengthen communication with each individual. For many, this meant a change: it was no longer just about working in your own team office in your usual place, but mixing with other teams across the entire office space. Working from home was also a new experience for some employees and managers as well.

Some teams introduced daily virtual stand-up meetings to promote regular dialogue within the team and some set fixed team days when everyone was required to come into the office. Our Goconut booking software was also introduced, which meant everyone could book a workstation. These measures established a new level of flexibility for each individual, while also ensuring that no one was left behind. They also represented important milestones and valuable experiences on our path towards New Work.

Planning needs understanding.

After an extensive test phase, we had a clear understanding of what should be happening in our office space and what the design requirements for this were.

This led us to the next decisive step: The detailed planning and adaptation of the new architectural concept. We set out to make more than purely aesthetic or functional changes; we wanted to create spaces that specifically promote communication, creativity and well-being.

In our next article, we talk to our interior designer Maren Witopil for an insight into the planning and design of the new office space.