Added value from workplace design, management and use? A case study

Siri Hunnes Blakstad and Irmelin Aarberg Andersen

Corporate Real Estate Journal, 2013, vol. 2, issue 4, 340-353

Abstract: This paper reports on the development, construction and experiences from transferring to a new headquarters for a regional bank. The bank moved into its new premises in November 2010. Strategic briefing was used to focus and develop the project and promote alignment with organisational objectives, and scorecards were used to define and follow up on performance. This research and development project was conducted as action research, bringing together the development of the project with development and testing of new solutions and processes, in cooperation with researchers and practitioners. The development of the project was carried out by the bank, arranged as two project teams: one on the demand side (the organisational development project and the process of setting requirements) and one on the supply side (construction and project management). The acronym ‘SMART’ was chosen in order to communicate the objectives. The objectives as well as the change management process and the results one year after moving into the building are described in this paper. After one year of occupancy, the results are very positive.

Keywords: added value; workplace management; strategic briefing; workplace design (search for similar items in EconPapers)
JEL-codes: R3 (search for similar items in EconPapers)
Date: 2013
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Persistent link: https://EconPapers.repec.org/RePEc:aza:crej00:y:2013:v:2:i:4:p:340-353

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