DOMICILES
Text & layout:
Arkitema Kommunikation
Photos:
Klaus Bang, Torben Eskerod, Ulrik Samsøe Figen, Asbjørn Haslov
Print:
Arco Grafisk A/S
Edition:
1st edition, June 2007 – 300 copies
Contents 5
CONTENTS Foreword . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 7
1,000-3,000 m² Arkitema . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 10 Aon Denmark . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 20 3,000-10,000 m² T&O Stelectric . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 28 Fertin Pharma . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 36 Skanska . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 42 IBM & EDB Gruppen . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 48 Håndværkets Hus . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 54 Linak . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 62 10,000-20,000 m² HK & KL. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 70 Kobbertårnet . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 80 Bang & Olufsen . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 86 Tuborg Nord. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 90 CCI Europe . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 96
Arkitema profile . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 104
Arkitema Sensemaking . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 107
Foreword 7
Building an organisation What is the perfect building? What is the perfect company domicile? To sketch out a viable answer, we must first explore and empathise with the organisation that the building is intended to house and assist. How does the company work – how does it wish to work? What are the company’s values and visions? What external and internal relations does it wish to develop – now and in the future? Only by analysing the needs of the company and its staff can we create meaningful buildings and architecture – not just in terms of aesthetic values, but also in the interplay between aesthetic, ethical, functional and social values. Space and our physical surroundings influence our behaviour, working practices, creativity, health, performance, social life, etc. Consequently, when we construct a company domicile, we are at the same time designing a particular organisation – a particular work culture.
An obvious example is the open-plan office environment, which as we know helps to create a flat and networkbased organisation. But large offices also have their limitations – for example in relation to a mutable organisation with varied professional skills and working processes with different space requirements. A concrete need might for example be for a meeting workshop that a project team can “occupy and own” for a period of time – a place where the powers of innovation can obtain a special kind of nourishment. We measure and evaluate the staff ‘s flexibility and willingness to embrace change; and we must also do this in relation to our buildings. The building is increasingly regarded as a dynamic and changeable entity which helps staff to reach their goals and the common goals of the organisation. It is a medium for transforming visions into practical action. In this way, the building functions as a strategic management tool, and it is our conviction that through a dynamic
approach to the work, our buildings can at one and the same time provide enhanced value for our clients, users and society, and a starting-point for new architectural expression. Arkitema has a long tradition of designing company headquarters. This is something that we are naturally proud of, and this book presents some of the headquarters we have designed over the last five years. Finally, we describe how we work with corresponding tasks today – how we have collated and applied our experience to develop even more meaningful buildings.
Per Feldthaus Managing Director
1,000-3,000 m² 3,000-10,000 m² 10,000-20,000 m²
Frederiksgade 32, Aarhus, 2,800 m²
ARKITEMA
Arkitema’s headquarters lies in Aarhus city centre, where urban properties of various ages stand side by side. The building presents a new interpretation of the classic urban property, with architecture that relates to the urban scene by harmonising with the existing frontage lines and heights.
Arkitema 11
A determining factor in the design of the building was the wish for the physical environment to support the design studio’s project-oriented working methods, as well as its values of openness and inclusiveness, and its network-based knowledge culture. Open workshop areas are located on all three storeys, adjacent to the facades which face the courtyard and the street. The openness of the building also creates close contact between the life of the city and that of the design studio.
Arkitema 13
Arkitema 15
The foyer is part of the three-storey atrium which links the building vertically. The atrium is centrally located within the deep building body, and light streams down into the heart of the building via the glass roof. The atrium highlights the building’s dynamics and activity, and plays a key role in its functional ow in relation to light and air.
Arkitema 17
Arkitema 19
Jupitervej 2, Kolding, 1,200 m²
AON DENMARK
The simple facade is in zinc, glass with grey aluminium frames, and white facade plaster. The roof is lowered around the building’s southern facade in the form of a shell which helps to give the building its strong identity.
Aon Denmark
21
23 Aon Denmark
AON is the first company domicile in Company Park, Kolding. The AON building sets the theme for the park with its simple, timeless and distinctive expression. Inside, the building is light and airy, and characterised by precise and simple details. The building’s central zone contains two open stairways which link the building in terms of its physical traffic and so-
cial relations, while at the same time providing the building with a clear identity. At one side of the building lies the reception area and canteen, while the office areas are grouped around both storeys of the split-level main stairway. These office areas are flexible spaces which can be adapted as required for use as cell offices or open-plan office environments.
Aon Denmark
25
1,000-3,000 m² 3,000-10,000 m² 10,000-20,000 m²
Langelandsvej 6, Randers 3,900 m²
T&O STELECTRIC
T&O Stelectric’s new domicile is integrated into the motorway landscape. The representative two-storey administration block is the company’s outward face towards the road, while the production buildings are located at the rear.
T&O Stelectric
29
The transparent glass facades of the administration block provide daylight to the whole building. On the ground floor lie the reception area and openplan offices, and on the first floor the canteen and meeting rooms.
T&O Stelectric
31
T&O Stelectric
33
The core of the building contains the printer room, toilets, kitchens, etc.
T&O Stelectric
35
Fertinvej 5, Vejle, 8,000 m²
FERTIN PHARMA
The bisected facade reflects the building’s hygienic focus and division, with the production areas on the lower floor, and the technical areas and administration above. The lower part of the facade is transparent with horizontal sun slats, while the uppermost part consists of dark, interconnected glass panels. This contrast is reinforced in the evening, when the building’s image is reflected in the lake.
Fertin Pharma
37
Fertin Pharma
39
The factory lies in a beautiful undulating terrain, and the elongated building body stretches along the lakeshore.
Fertin Pharma
41
Sødalsparken 20, Brabrand, Aarhus, 8,000 m²
SKANSKA
Skanska
43
Arrival is from the north, where trafďŹ c is routed via the courtyard areas to the main entrance.
Skanska
45
The main stairway rises in a sculptural form, creating a light division between the arrival area on level 2 and the peristyle on level 1. The building has an inserted parterre storey to the south which absorbs the fall in the site’s terrain. The peristyle contains, amongst other things, a canteen and “floating” glass meetingrooms.
Skanska
47
Erhvervspark Nord, Randersvej, Aarhus N, 7,500 m²
IBM & EDB GRUPPEN
IBM and EDB Gruppen share an office building which occupies the front row of the industrial area along Randersvej in Aarhus North.
IBM & EDB Gruppen
49
IBM & EDB Gruppen
51
The canteen is one of the functions shared by the two companies.
IBM & EDB Gruppen
53
Islands Brygge 26, Copenhagen, 4,000 m²
HÅNDVÆRKETS HUS
HĂĽndvĂŚrkets Hus
55
This company domicile in Havnestad lies adjacent to the harbour basin. The building provides a shared residence for the umbrella organisation the Danish Federation of Small and MediumSized Enterprises and eleven of its member organisations.
The building is designed to allow the organisations to retain their independence, while at the same time benefiting from the synergies of sharing the same building. The stairwell stretches across the centre of the building, providing it with a natural division. The shared and representative functions are located on the ground floor and penthouse floor. The penthouse floor also offers a roof terrace with a view of the harbour. On the ground floor there are exits to recreational areas along the wharf, while the intermediate storeys contain office floors.
Håndværkets Hus
57
Håndværkets Hus
59
Håndværkets Hus
61
Smedevænget, Guderup, Als, 9,000 m²
LINAK
Linak
63
Linak’s round factory building is the setting for an integrated environment in which all functions – administration, development and production – take place within a single space.
Linak
65
The facade is clad in ceramic panels which shimmer in black and brown. Sun screening is provided by ceramic slats.
Linak desired a building that would be in dialogue with the surrounding world – a recognisable and sculptural form. A round factory, within which all its employees could work without difference between high and low, and where exibility, integration, teamwork and knowledge-sharing would be key words.
Linak
67
1,000-3,000 m² 3,000-10,000 m² 10,000-20,000 m²
Ny Tøjhusgrunden, Copenhagen, 13,000 m²/14,000 m²
HK & KL
HK & KL
71
The head ofďŹ ces of the Union of Commercial and Clerical Employees (HK) and Local Government Denmark (KL), respectively, have the same height and width, and speak broadly the same language. Both stand on granite-clad bases surrounded by water.
The design of the buildings was greatly influenced by their location on one of Copenhagen’s busiest roads, Amager Boulevard. To create an effective shield against traffic noise, the buildings were “wrapped” in an extra climate screen which reduces the noise nuisance and protects the inner
facades from weather conditions. It is also possible to open the windows in the inner facades to let in fresh air. The staff can move out onto terraces and balconies, which form breaks in the exterior shell through which the interior facade is revealed.
HK & KL
73
HK & KL
75
77 HK & KL
HK The HK building consists of two parallel volumes linked by transverse wings. The H-shape provides a great deal of flexibility on the office storeys, as the functions can so to speak be
“pushed” around if a department needs to be expanded or reduced. The central zone takes the form of a roofed atrium.
KL The public and outwardly-directed functions are located on the ground floor, while office storeys make up the remainder. The KL building is furnished with open and flexible office areas which are screened towards the central atrium by toilet facilities, transparent meeting boxes, etc.
HK & KL
79
Pakhusvej 22, Copenhagen, 15,000 m²
KOBBERTÅRNET
KobbertĂĽrnet 81
KobbertĂĽrnet (The Copper Tower) stands by the harbour approaches to Copenhagen, and is the ďŹ rst building seen by the passengers on the big ferries from Oslo and the Baltic countries as they sail into the port. As a landmark, the building must be recognisable, and the Copper Tower certainly is that, with its characteristic round corners and copper cladding.
The building is composed of two volumes of four and sixteen storeys, respectively. There are shops and a café on the building’s ground floor, while the remainder of the building is occupied by the head offices of the legal firm Plesner Svane Grønborg.
Kobbert책rnet
83
The reception area and meeting rooms are located on the 15th and 16th oors, respectively, so that guests and visitors can enjoy the view. Due to its proximity to the sea, the natural copper cladding will rapidly acquire a patina. Shortly after completion, the aming copper-red colour began to turn a more subdued dark brown. It will subsequently change from brown to black, until the facade ďŹ nally assumes the characteristic verdigris copper colour. The cladding took the form of prefabricated copper cassettes mounted in a bond pattern. Both the bond pattern and the distinctive horizontal weather grooves contribute to the overall character of the facade.
Kobbert책rnet
85
Koprivnice, Czech Republic, 15,000 m²
BANG & OLUFSEN
87 Bang & Olufsen
The Bang & Olufsen complex is located in a scenic area surrounded by ďŹ elds and woods, which are visible from both the sales ofďŹ ces and the production area.
Bang & Olufsen
89
At Bang & Olufsen’s new plant in the Czech Republic, the administration building displays a friendly face to the outside world. The more mundane production building is located at the rear.
Tuborg Boulevard 12, Hellerup, 15,000 m²
TUBORG NORD
Tuborg Nord enjoys a distinctive location in Tuborg Harbour, with facades adjacent to the canal and two streets. The building is shared by Microsoft Denmark, Dan Ejendomme and Regus.
Tuborg Nord
91
The building is composed of four wings surrounding a roofed atrium. The atrium provides the setting for the shared and representative functions of the three companies, including the main entrance, foyer and restaurant. In the middle of the atrium, the spiral staircase provides a distinctive and sculptural element. From the atrium there is clear access to the ofďŹ ce areas on the four uppermost oors, used by all the companies.
Tuborg Nord
93
The facade is composed of a double layer of glass, with sun screening between the two layers. The gap between the two layers is ventilated to prevent over-heating of the ofďŹ ces in summer.
Tuborg Nord 95
Axel Kiersvej, Højbjerg, Aarhus, 13,000 m²
CCI EUROPE
CCI Europe
97
The CCI Europe domicile resembles a small town, with squares, seats, gardens, streets and footbridges – a town with 375 permanent “inhabitants” and around 8,000 annual visitors.
99
The monolith was decorated by the artist Jes Fomsgaard, who drew inspiration from the origins of CCI Europe in the printing industry, and from the company’s work with development and communication.
CCI Europe
In the middle of the square, the monolith rises up in a powerful sculptural form to the entire height of the building. The monolith contains an auditorium at the bottom and meeting rooms above.
101 CCI Europe
The office storeys are arranged as freely available floors surrounding the atrium. The office areas are flexible and can be adapted to new forms of work. The static elements are composed of six cores with staircases and installation ducts, and seven cores with kitchenettes, cloakrooms, toilets and small workrooms. All of the offices lie adjacent to the facades and are illuminated by daylight, and offer a view of either the surroundings or the fertile atrium
CCI Europe
103
ARKITEMA
Architecture that creates value No matter whether we are designing a canal community in Copenhagen, a giant hospital in China or a cultural centre in Iceland, our aim is always to create value; value for those who will live in the canal houses; value for the staff, patients and relatives who use the hospital; value for the guests and staff of the cultural centre, etc. Moreover, we also aim to ensure that our buildings create value for the surrounding society. For us, the key word is teamwork. We can only achieve our goals by combining our professional expertise with insight into the role and meaning of the architecture for the people who will use it and be affected by it. This means that, as consultants, we must place a high priority on creating a good framework for our working relations with the users and clients. We are proud of our reputation as an architectural firm that manages to combine informality with professionalism.
We have built a great deal of housing over the past 35 years, and have contributed to progress in Danish housing construction. We also build schools, commercial properties, hospitals, cultural institutions, factories, traffic infrastructure etc., in Denmark, Norway, Iceland, China, Russia and elsewhere. But irrespective of the location or the type of building, we always take a holistic approach; we involve designers, landscape architects and other experts, both internal and external, to enrich and enhance the project. Arkitema was founded in 1969 by five architects who were already winning competitions in their student days, and who became known as “the golden boys”. Today, the ownership has been extended to 13 partners, and the number of staff has grown to around 275 employees, working in design studios in the cities of Aarhus and Copenhagen, respectively. Furthermore Arkitema has representative offices i Stockholm and Beijing.
Arkitema Firmaprofi Profi l le 105105
delivering
designing
dreaming
discovering
deямБning
ARKITEMA SENSEMAKING INTEGRATED BUILDING AND ORGANIZATIONAL DESIGN
ARKITEMA SENSEMAKING INTEGRATED BUILDING AND ORGANIZATIONAL DESIGN What is it?
How do we do it?
Arkitema Sensemaking is a unique process aimed at integrating user consultation and organisational development in construction projects.
· Systematic user involvement to reveal both recognised and unrecognised needs
New forms of working relationships, innovation, interdisciplinarity, increased requirements towards efficiency and creativity, and globalisation are just a few of the factors that make demands on our working environment. Architectural settings influence staff working processes, well-being, behaviour, etc., and it has been demonstrated that productivity can be considerably increased in a physical environment which supports specific aspects of the working processes, such as concentration, teamwork and communication. A systematic needs analysis enables the physical environment to be organised so that it will play an active and constructive role in relation to the organisation’s goals.
1
2
3
4
5
defining
discovering
dreaming
designing
delivering
Arkitema Sensemaking is composed of five modules, which can be purchased individually or as a package. Within each module, activities can be combined according to the needs and desires of the client.
· Unique working practices in which users and architects collaborate to arrive at new discoveries · Interdisciplinary skills: we involve architects, anthropologists, designers, ethnographers and journalists in our work · Systematic research and the use of the latest research results as the basis for the utility of the construction project · Broad knowledge of the importance of the physical setting in various working processes, working relationships, knowledge sharing, etc.
What do you get? · Development of common goals · Analysis of recognised and unrecognised needs · Ownership of change in the organisation
The three levels of decisionmaking Arkitema Sensemaking applies requirements analysis, user surveys, user consultation and decision-making skills at three organisational levels:
· A building in which managers and staff flourish and work productively · A building which helps to optimise the company’s working processes and supports valuable working relationships, personal relations, knowledge sharing and learning
The strategic level i.e. board of directors, owners, executive management board, etc.
· A building which is specifically designed to help the organisation’s members realise the company’s visions and goals · A building which represents the company and thereby supports the company’s brand
The tactical level i.e. managers, area managers, partners, etc.
· Both users and architects participate in the requirements evaluation, analysis and development, and produce ‘the same logic’ · Implementation of change in a new framework
The operational level i.e. staff, public authorities, researchers, consultants, etc.
· Clarity in the decision phases · Ongoing communication with users and other parties
Sensemaking 109
· Clarity over the entire construction process
2
1
ARKITEMA SENSEMAKING THE FIVE MODULES
defining
discovering
Clarification and planning
Insight and understanding
Planning:
Investigation:
· Goals
· Which external potentials and challenges can influence the project?
· Process and content · Time · Organisation · Communication · Finances
· Which internal potentials and challenges are represented in the organisation? · Which values and traditions should be retained and strengthened? · What characterises the working processes, working relationships, forms of knowledge sharing, etc.? · What characterises the working culture?
3
4
5
dreaming
designing
delivering
Visions, needs and requirements
Specification and composition
Implementation and continuation
Development:
Concretisation:
Delivery:
· What will characterise the organisation in the future?
· Which procedures, structures and routines will be altered?
· How is the organisation functioning in its new setting?
· How can the physical environment best support valuable working processes?
· How should the individual departments and groupings be organised in the building?
· Are the organisational changes anchored in the organisation?
· How can the physical environment best support the company’s future goals for commercial development?
· Where and how should the individual workplaces be located?
· Is there a need for activities to ensure the optimum utilisation of the new framework?
· Who will need which facilities?
· How can a physical environment be created for the organisation in which all managers and staff will thrive?
Sensemaking
· How can a building be created which will express the company’s values?
111
· How can an office environment be created in which there is room for both the individual and collective needs of managers and staff?
defining
STEP 1
Clarification and planning
Purpose
Output
The first phase defines the aim of the process and the overall goals. Here we clarify and determine what is to be examined, as well as the themes and activities that the process will encompass – planning from start to finish.
· A goal for the work and a description of the procedure, areas of examination and activities
This phase also involves organising the work, planning the communication process, and planning the involvement of decision-makers and users (both internal and external).
· A breakdown of the organisation’s expected internal time requirements (for each of the three organisational levels)
· A time schedule
· An estimate of the external expenses (Arkitema Sensemaking + any involvement of external consultants or stakeholders) · An organisation plan · A communications plan
Planning: Time
Planning: Goals, processes and activities
Method
Planning: Organisation
The work is carried out by staff from Arkitema Sensemaking, and consists ďŹ rst and foremost of interviews with key persons from the strategic and tactical levels in the organisation. The phase encompasses the following activities:
Sensemaking
Planning: Communication
113
Planning: Finances
discovering
STEP 2 Insight and understanding
Purpose
Output
Step 2 is an investigative phase which creates insight into and understanding of the company’s current potential and challenges. By revealing and identifying recognised and unrecognised needs, we can consciously accommodate the central challenges and utilise the potential inherent in the development of the new building. This phase ensures that individual needs and viewpoints are enhanced with mutual understanding and insight, so that neither undiscovered issues nor valuable elements fall by the wayside.
· Ongoing communication and profiling throughout the organisation of the project’s progress and stage of development
Step 2 can also encompass research into relevant subjects which can help to illuminate issues and possibilities. Step 2 can include: · Environmental analysis
Depending upon the activities in this phase, the output may also include: · A conclusion regarding the importance of the environmental analysis for the project: Which external factors may be of significance for the project? What has the competition done? Which local factors are important to the project? And why are they important? · A conclusion to the analysis of the importance of the workplace culture for the project: Which challenges and potentials in the organisation are of significance for the project? What significance do they have?
· Internal analysis of the company’s workplace culture · Organisation of study trips · Research
Interviews
Observations
Presence analysis
Method
Working process analysis
Eksternt møde 40-60% Andet 25%
Papirarbejde 2%
The work is carried out by staff from Arkitema Sensemaking in co-operation with the designing architects.
Telefon 2%
Computerarbejde 13%
Læse / skrive 3%
Tale 2% Internt møde 6%
The work involves staff from both the strategic, tactical and operational levels of the organisation. In some cases it may also be relevant to involve external stakeholders: clients, partners, etc. Workshops: requirements analysis
Desk research Sensemaking 115
This phase may for example encompass the following activities:
Individuelt Fælles Ude
dreaming
STEP 3 Visions, needs and requirements
Purpose
Output
On the basis of the conclusions of step 2, step 3 focuses on the future, in order to create a common future image of the organisation. This image underlies the formulation of a vision for the project.
· Ongoing communication and profiling of the project’s progress and stage of development throughout the organisation
An important goal for this part of the process is to create a common and co-ordinated understanding across the entire organisation. The aim is to safeguard broad support for the prioritisations that will create the most ideal future for as many staff members as possible. Step 3 can include: · Larger and co-ordinated workshops with the users · Smaller workshops with user groups · Architectural processing
· Presentation of the architectural vision and goals for the construction project – the project is given a name · Demonstration of where and how the knowledge acquired (especially during phase 2) will be utilised and prioritised in the project · A detailed construction programme and idea sketches to illustrate the general arrangement and appearance of the project
Workshops: Visions
Workshops: Overall physical environment
Workshops: Local physical environments
Method The work is carried out by staff from Arkitema Sensemaking in close collaboration with the designing architects, who now commence on the actual design work and produce various proposals.
Workshops: Identity and signal value
With the aid of drawings, wooden or cardboard models, computer models, etc., the architects will visualise how the users’ needs, wishes and visions can be translated into concrete possibilities. The phase involves the users in large and small workshops to clarify how the acquired knowledge (Step 2) will be utilised and prioritised in the new building. Staff from all organisational levels participate to create the best possible basis for decisions.
Sensemaking
Workshops: Feedback sessions with the designing architects
117
The work may for example consist of the following activities:
designing
STEP 4 Specification and composition
Purpose
Output
Step 4 takes its starting-point in the future visions developed during Step 3. The project planning team – the architects, engineers, entrepreneurs, etc. – is now working at full power. The project planning is proceeding as an independent and parallel process to the internal organisational work.
· Ongoing communication and profiling throughout the organisation of the project’s progress and stage of development
In this phase the initiatives designed to support the mission are described, together with the specific consequences that these will have. An evaluation is made of how structures, procedures and routines can be reorganised in order to function optimally in the new setting. The consequences of the project’s visions and goals are clarified in relation to the design of the workplaces.
· Moving plans: How should the individual departments and groupings be organised in the building? Who sits where? etc.
· Expansion and detailed planning of the construction programme
· Description of principles for the physical organisation: What kinds of workplaces are involved? Who needs which type of workplace? What facilities must be accessible to which people? etc.
Step 4 can include: · Overview of the structures and routines to be altered · Larger and co-ordinated workshops with the users · Smaller workshops with user groups
Interviews/workshops: Identification and planning of organisational alterations
Interviews/workshops: Distribution and organisation of departments and groupings in the building
Method
Interviews/workshops: Identification and planning of facilities, the individual decor of workplaces, etc.
While the project planning team is in full activity, the staff of Arkitema Sensemaking will continue to work with the organisation, holding interviews and workshops with individuals and user groups from the tactical and operational levels of the organisation. Step 4 focuses on further concretising the work from the preceding phases by taking specific actions and decisions regarding the spatial organisation and design. On the basis of the available knowledge and the visions, the building and decor are designed so as to accommodate the organisation’s wishes and requirements – including supporting its goals.
Sensemaking
119
This phase may consist of the following activities:
delivering
STEP 5 Implementation and continuation
Purpose
Output
The final phase begins after the building has been delivered to the client, and is intended to ensure that the organisation functions optimally in its new environment. During this phase, Arkitema Sensemaking can help to communicate and anchor alterations in structures and routines within the organisation.
· Communication and promotion throughout the organisation of the “new” organisation in its new setting
Experiences of working in the new setting are collected and used in any necessary adjustments or optimisation. This phase can also help to raise the profile of the organisation via external promotion and communication of the results achieved. A decision is made on whether the organisation wishes to share its experience with others.
· Plans for communication and anchoring of the organisational changes
Step 5 can include: · Analysis of the working environment · Interviews
· Communication plan, press releases, photographs, etc. · Documentation of the working environment analysis
Method
Analysis of the working environment
The work is carried out by staff from Arkitema Sensemaking in collaboration with key persons from the organisation – primarily from the strategic and tactical levels, depending on which decisions have to be taken. The work may consist of the following activities: Internal and external communication
Sensemaking 121
Interviews
-
Frederiksgade 32 DK-8000 Aarhus C T +45 7011 7011 F +45 8613 7011 arh@arkitema.dk Forbindelsesvej 12 DK-2100 Copenhagen T +45 5858 2000 F +45 3543 4711 kbh@arkitema.dk www.arkitema.dk