Before the project began, only around 20 % of office spaces were being used effectively. The organisation suffered from a lack of connection across departments and growing budget constraints. The key challenge was to introduce an Activity-Based Working (ABW) model that would require staff to give up their private offices and trust a completely new way of working.
The aim was to build not just a functional and attractive workplace, but also confidence that this change would strengthen collaboration and individual performance. A critical part of the challenge was cultural: shifting from territorial use of space to shared ownership of the environment.

Key steps included:

• Co-creation sessions with employee representatives from all departments.
• Behavioural mapping to understand needs and work patterns.
• Design sprints translating data into the new spatial concept.
• Change leadership workshops to prepare managers as ambassadors.
  
  A powerful symbolic act was that the executive board itself gave up private offices—sending a clear message of trust and equality in the new way of working.

Key outcomes:

• Dramatically higher space utilisation and energy across the campus.
• Stronger sense of unity and cross-faculty connection.
• More flexibility and autonomy for individuals and teams.
• An inspiring, better-used place to work that embodies Saxion’s progressive vision.