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Transform workspaces and the way we work together.
Transforming workspaces affects how they are used, relationships and management practices. Change becomes meaningful when it meets the needs of people’s work and their teams.
Start with real work
Before defining new uses, understand the activities: focused work, cooperation, confidential conversations, welcoming visitors and remote work. Needs vary by role and time of day.
Happyformance focuses on people and organisations: supporting cultural transformation, cooperation and working practices. Decisions on architecture, furniture or construction belong to the relevant specialists.
Build support for change
A move, shared spaces or a new hybrid arrangement can change familiar reference points. Explaining the goals, listening to concerns and involving teams in defining how spaces are used helps create clearer rules.
Co-creation can address attendance arrangements, meeting spaces, focused work time and how colleagues stay connected. The aim is to connect spaces with a coherent organisation of work.
Make hybrid cooperation work
Hybrid work requires clear expectations and accessible information. Managers play a key role in supporting autonomy, preventing information gaps and managing workloads.
A limited trial, followed by team feedback, helps adjust the rules. Change does not end with installation: it continues through the group’s everyday use and routines.
Your questions
Where should a workspace change begin?
Start with the activities and needs of the people involved. Then clarify the project’s goals and where teams can contribute.
Why connect workspaces with management culture?
New spaces do not automatically create trust or cooperation. Decision-making rules, access to information and managers’ practices must support the intended uses.