The merger created a diverse workforce spread across four different office locations, each with its own routines and culture. The challenge was not just logistical—combining teams and systems—but deeply cultural: how to create a shared identity and renewed energy.
The management wanted to enhance client satisfaction and employee engagement by encouraging smarter, more collaborative, and more enjoyable ways of working. The new workplace had to feel like a “warm coat”: familiar, supportive, and flexible enough to suit every task.

Key elements included:

• Co-creation workshops to define what “open network” meant in practice.

• Designing one shared headquarters to unite all teams under one roof.

• Change management programme with leadership actively modelling new behaviours.

• Sustainable reuse of furniture and materials from the four previous buildings.

  The leadership played a crucial role, visibly embodying the new mindset of trust and flexibility.

Key outcomes:

• Stronger connection and belonging across teams.

• Easier collaboration and access for clients and partners.

• Significant reduction in the organisation’s footprint and CO₂ emissions.

• Former office buildings repurposed into housing, reinforcing Woonbedrijf’s social mission.

         Employees now consciously choose to come to the office—to meet, create, and connect.