Working environment as a management tool
02/18/2016 - 22:12

My first quarter at Martela has flown by. I had the chance to meet lots of new people and talk to representatives from various companies about the significance of the working environment to a company’s targets. Common themes came up again and again: openness, communication, cooperation, job satisfaction, efficiency, responsibility and new innovations. When it comes to a company’s success, these are all extremely relevant matters.

Our conversations on these themes often continued on to how a company’s KPIs are linked to these matters and how the current corporate culture and working environment guide operations. Today’s working culture is undergoing a radical change that is forcing companies to think about the impact of the working environment as a management tool. This challenge also offers companies a huge opportunity to create a competitive advantage and the image of an attractive employer, produce new innovations, and increase efficiency and wellbeing at work.

The working environment of the future = a user-oriented working environment that is easy to adapt to meet changing needs. The design of these future working environments is based on specifying user needs. The results of the specification phase vary considerably for different companies and sectors, but the design target for the future working environments is always to offer versatile support for the activities of their users.

At Martela we believe in and have observed that the working environment is a company’s key resource and a solid management tool.     
 

Participatory management in activity-based offices

We work in an activity-based office at Martela. You can sense the great atmosphere at Martela House every morning and it boosts your day. Almost every day customers tell me that “it’s a pleasure to come here” and that we have “a wonderful atmosphere”. I don’t have my own room or a designated workstation. I have really enjoyed the new way of working and, above all, have learnt a lot about myself and have been able to take on a participatory method of management.

Most of all I enjoy interacting with other people. Every day I meet customers, colleagues and partners. These meetings encourage me to participate in a new way and to support the successful achievement of Martela’s KPIs. I feel much more efficient and matters can also progress more quickly now. This has helped me to learn and understand the processes and duties at Martela much faster. I also get immediate feedback and can sense the challenges involved in the KPIs and strategy implementation. At Martela the entire management now engages with people more, which has lowered the threshold to participate in discussion and also speeds up decision-making.  

The participatory method of management in our activity-based office has brought efficiency and openness. It also helps us to clearly specify our KPIs and quickly ensure that they have been understood throughout the organisation. The activity-based office as part of the change in working culture also gives organisations and individuals more responsibility, which will help us to create a proactive culture of taking responsibility and ensure that we achieve Martela’s KPIs.
 

Martela’s transformation

Transforming the working culture is challenging, takes time and requires participatory management. In order to work, the change requires a new way of management. At Martela we are also transforming our working culture, and changing over to an activity-based office has had an important role in this. This model has helped us to achieve excellent internal results and the first-year results at Martela House are very impressive.
 

  • 64% say the working atmosphere has improved
  • 57% say the information flow in the organisation has improved
  • 72% say their working has become more efficient
  • 68% say their wellbeing at work has improved


You cn read the entire reference case and watch a video about the change here.

With a skilled, motivated, cooperative and innovative personnel we can achieve our vision and change the customer’s image of us. Martela is an expert /partner in working environments.

One of our Key Performance Indicators (KPI) is the measurement of the customer and employee Net Promoter Score (NPS). This enables our continuous development and provides instant feedback from our customers and organisation. 
 

KPIs for development of working environment

I enjoy the benefits offered by the activity-based office every day and can take care of my tasks more efficiently. It is very motivating to be involved and to experience the organisation’s successes. We are there as a skilled partner to support your transformation. The best thing about my job is seeing our customers’ transformations. It is inspiring to have discussions and set targets for change. The targets vary a lot for various companies, but here are a few examples:
 

  1. Reducing costs
  2. Improving employee satisfaction / recommendations
  3. Improving work productivity / efficiency
  4. Improving wellbeing at work
  5. Developing working and its methods


I want to encourage you to make your working environment into a management tool that will help you achieve your KPIs.

 

 

 

 

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Blog authors

Director, Workplace Planning Services, Martela Sweden
Director, Implementation & Maintenance, Martela
Workplace Planning Director, Martela
Business Manager, Martela
Interior Architect, Master of Science

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