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What do you do as an employee when your management suddenly tells you that your department will be merged and cooperation with other departments of your organization, and you can not immediately see the smart thing about it? Plus you now have to work in a completely different architecture that is not similar to what you know and are use to!

And what do you do as management to prevent that these organizational changes creates a demotivated staff, and you end up with a physical environment that does not support the desired work processes and organizational objectives?

One thing you can do is to take this change management process seriously and take the major factors – such as the interaction between people, work processes and architecture – into consideration.

That’s just what Siemens Wind Power did when they were in this particular situation.

Through a series of dialogue games the employees were involved in strategic design possibilities of their future work environment, based on key numbers from similar organizations.

The dialogue games, which also included floor plans of working rooms, raised question such as:

  • What works well in this space?
  • What might the difficulties be, when working in a Siemens Office work space?
  • Do you have some suggestions on how to address these difficulties?
  • What are the possibilities when working in a Siemens Office work space?
  • What does this require of the behavior of A) the management, B) the employees?
  • What kind of behavior does the physical space need to enable and facilitate?

A change management process like this, where the architecture are used as an active player, enables employees to take ownership of the process – both by getting involved and being heard, but also by being an active co-designer of the environment in which the employee´s life unfolds on an every day basis.

The work was done as an employee of Signal Architects.