The work spaces of the future, designed for and with the users

17.01.2019

News

Bosch

At combine Consulting, leading change management to success means involving employees in both, the planning and the implementation of innovative work environment concepts at an early time. Many years of experience have shown that change can only be successful within a company if the users adopt a positive view and are actively engaged in the process. Last year the combine Consulting supported Bosch Power Tools’ internal project management in creating a new office building at the company’s headquarters in Leinfelden. The aim was to provide cross-functional employee teams with work environments that foster flexible working patterns based on agile methods. combine Consulting accompanied the planning process with far-reaching measures to involve the company’s employees in the design of their new work environment.   
 
Bosch Power Tools opened a new office building at its corporate headquarters in Leinfelden last year. The complex provides more than 14.000 square metres of office space on six floors. The new building accommodates roughly 600 employees who previously worked in other buildings. Its design based on the wishes and needs of the staff, the complex supports Bosch Power Tools’ agile transformation initiative. Apart from developing the office concept and handling the change management process, combine Consulting was put in charge of project communications and supported the entire planning process, working closely with the future users. What sets this new office building apart is that it was purposely developed from the inside out, based on the wishes and needs of the workforce. 
 
A wide range of measures were taken to facilitate the change management process: User workshops were held to develop the detailed occupancy concept, interviews with executives were conducted, and user representatives from all departments and hierarchical levels were asked to define their requirements regarding the future office spaces; they contributed to the space utilisation concept and the office space design, among other aspects. Finally, two ‘Info Markets’ provided users with an opportunity to familiarise themselves with the new work environments even before moving into the new building. 
 
A total of 450 future occupants of the building had been asked for input regarding their working habits, which were then analysed.  The result: About 40per cent of the total space is now available for collaboration – more than twice of what the previous facilities offered. Employees can use communication zones, labs, meeting and project rooms, and there are workshops for practical testing of product innovations. All these new work environments support agile methods in multiple ways.  

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