We moved and then nothing happened, is one of the typical problems while evaluating the ups and downs of an activity based working (ABW) journey. The key to success is to kick off and re-start a change that has stopped. A second problem is that the layout of the office not quite meets up to expectations and needs, and a third is that too few feel engagements. It doesn’t necessary work badly, but something itches. What and how to do then? Clearly showing to those in charge what is not working or not has been carried out as it was meant, and showing the arisen consequences due to that, is one of the things that must be done to enable a re-start. But that will not be enough. More people must be engaged, in their daily work, and the real needs should be thought through so whatever needs to be adjusted, gets attended to – otherwise the investment of time, effort, engagement and capital will be just down the drain.
Working hard on the implementation of new ways of working and a new work environment, in preparation of change, quite often results in that you stand there on the finish line with no strength or muscle left to turn preparations into everyday work life. This is a common problem if you have appointed no specific task force dedicated to hold on to the change and the implementation, not forced to return to another full-time task on D-Day of implementation.