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Against all odds: moving to new head office during the pandemic?

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Against all odds: moving to new head office during the pandemic?

Over 1,400 employees, 40 change agents and 30 months: these are just a few of the most important figures illustrating the scale of the 3M GSC Poland undertaking. When the business services centre in Wrocław decided to move its head office, the project leaders and the operational team began working on creating a modern and functional space for employees, as well as on the implementation of a precise logistics and communication plan. Thus, the project has become a pioneering example of managing the move and profitability of office space during the pandemic on such a large scale.

DEVELOPMENT: THE DRIVING FORCE OF CHANGE

At first, the decision to move the headquarters to a larger office during the pandemic might seem counterintuitive. However, after analysing many business Simulations and company development plans for the coming years, the management board of 3M GSC Poland decided in 2021 to begin work on consolidating the two currently operating office spaces and moving to a completely new space.

As emphasized by Joanna Kontecka and Łukasz Paluszkiewicz – MidPoint71 project leaders at 3M GSC PL – the simulations and collected data confirm that locating all business operations in one building would be the most effective solution in the face of introducing a new hybrid work model and expiring lease contracts in existing offices.

CHALLENGES: PANDEMIC UNCERTAINTY AND VIRTUAL COORDINATION

The project coordinators have no doubts – the biggest challenge for tchem was the constant uncertainty directly related to the pandemic and the need to adapt to the changing situation. However, the team managed to turn these threats into opportunities and thanks to the right approach to project management, the move was a success. These characteristics made the MidPoint71 project unique and innovative – after all, few such large corporations had decided to open a new and more modern office that would meet the requirements of hybrid work.

The project to change our office was unique in many respects – also because we found ourselves in a situation in which we had no knowledge of similar experiences of other companies. It was also difficult to prepare by analysing the benchmarks of similar projects in the time of a pandemic. This is why we had to create a great part of the processes and assumptions with the team basically from scratch – says Joanna Kontecka, EHS and Facility Lead.

 There is no doubt that managing such a complex process requires perfect planning and work management the operational team. This was another challenging part of the project.

– It is worth noting that we worked almost exclusively virtually – this certainly had an impact on how we manager the project and somehow communicated with each other. The whole team actually met only once at the very beginning, when we had the opportunity to get to know each other, so it was very important that they had a good connection, understanding, but also openness to the needs of others. Of course, throughout the entire process, we used a lot of tools enabling efficient cooperation, such as Mural, video chats or groups on Teams – explains Łukasz Paluszkiewicz, Transition and PMO Lead.

PROJECT TEAM: DIVISION INTO AREAS AND COMPETENCES

When planning the executive part, project leaders identified 8 main areas – at least one manager was responsible for each of them. In difficult situations managers were supported by two active  sponsors. At this point we should also mention the 3M change methodology based on the Science of Change model in which 40 change agents were involved in the project. They acted as links between the project team and all employees in the company, providing communication support and serving as change ambassadors ensuring understanding of the next steps of the project among all GSC teams.

We also cooperated with external companies, supplementing our own competences in the areas that required it, e.g. by translating our requirements, needs and preferences into a functional architectural design, or by making sure that construction works are carried out in accordance with the schedules – adds Joanna Kontecka.

MODERN OFFICE TAILORED TO THE GLOBAL LOVE BRANDS

As part of the employee needs research, the project team coordinated the research and team play, which resulted in an extremely extensive report. It includes various options for functional solutions and preferences regarding the size of office space. Thanks to these employee opinions, it was possible to present the most optimal concept and vision of a new work space to the architectural studio.

Importantly, good communication was essential for the company even before the outbreak of the pandemic. According to the coordinators, the primary goal was to ensure satisfactory cooperation for employees, regardless of who they work with and where everyone is located.

Due to the focus placed on a hybrid  work model, a large part of the office will be dedicated to virtual meetings and videoconferences. There will also be telephone, hybrid and small meeting booths for convenient short conversations. Of course, a large co-working space will also be available – not only open spaces for work and meeting rooms, but also auditoriums and large training rooms on each of the 3 floors, where workshops, exercises and team meetings will be held. All this is supported by the latest communication technologies that allow the implementation of innovative solutions for closer and further cooperation.

The new office will also feature green, relaxing zones – perfect for some peace and quiet after stressful meetings. There will also be rooms for games and rooms with massage chairs. It is worth mentioning that the employees voted for the above amenities themselves, thus having an impact on the creative proces when designing the office, and thus on its final design. A new feature will be a shop with 3M articles, where employees will be able to purchase various types of items produced by the American company, and a showroom designed in an avant-garde mode of a spacecraft, where various 3M products will be on display.

HOLISTIC APPROACH TO MANAGING AN INNOVATIVE PROJECT

The MidPoint71 project is unique due to having been carried out during the pandemic. The multitude of solutions that are to contribute to effective, safe and comfortable work in hybrid mode makes it a pioneering project in many respects.

It is worth noting that while working on the project we did not look at the change solely through the prism of a new office. We analysed many different aspects related to this process, including: the future development of individual teams, the sense of comfort and safety of employees, a flexible approach to the style of work, as well as distinguishing ourselves from other companies in our region. Another extremely important goal for us was to create a space not only for creative work, but also for integrating with people who together create the unique DNA of the company – adds Łukasz Paluszkiewicz.

 

This article comes from magazine:
FOCUS ON Business #3 March-April (2/2022)

FOCUS ON Business #3 March-April (2/2022) Check the issue