Part 1 of 6 of the Work Future blog series “Applying the Kipling Method to Workplace Transformation”
When I started writing this blog post, I was surprised to learn that there is no Wikipedia page (in English at least) for "Workplace Transformation." Maybe I will attempt to create one at a later date...
As obvious and simple as it sounds to those in the industry, the term “Workplace Transformation” is often met with mild confusion by those who ask what I do. I’ve been told it has that “generic ring to it” that leads people to ask, “Ok, but what does that actually mean?”
It usually requires a follow-up statement to explain it in more detail, and therein lies the rub. It’s proven difficult (for me at least) to explain clearly in a short and comprehensive statement that “even a 5-year-old would understand.” For years, when asked what I do, I defaulted to “Project Manager,” which, while easier to understand, feels like a disservice to the unique blend of science and art that is the mastery of workplace transformation.
So, what is workplace transformation? A simple definition I will use going forward when asked is: “The creation of an improved workplace for those who use it.” Simple. ☺
I’ve gone with “improved workplace”, as it’s not always about creating a new workplace in terms of a new office location, though it often involves relocation. An improved workplace can also mean transforming the current one.
Key Takeaways – What is a Workplace Transformation?
Definition: “The creation of an improved workplace for those who use it.”
Difference between workplace and workspace: Workplace covers the workspace and more e.g. technology, ways of working, change management.
What it’s not: Workforce transformation.
A brief history of workplace transformation: Factory style, open plan, cubicles, ABW, Hybrid Work, Return to Office (RTO) mandates.
What makes up a workplace transformation: Three foundational elements, three functions, and five stages, which when combined make the Workplace Transformation Pyramid Model.
Difference between Workplace and Workspace
I’ve used the term “workplace” specifically, rather than “workspace.” These terms are sometimes used interchangeably but are subtly different in this context.
The workspace focuses on the physical environment, while the workplace encompasses much more than just the space. A holistic workplace transformation covers:
The physical environment (space).
The technology and digital requirements.
The people (employees, contractors, customers, visitors, key stakeholders, etc.) who interact with the workplace.
The current and future ways of working.
The culture, vision, and values of the organisation.
What It’s Not
Workplace transformation is often confused with other similar terms or associated methodologies. A quick Google search (using Google.com in Perth, Australia) for "workplace transformation" often brings up:
Workforce Transformation: A HR-focused lens on employee management.
Workplace Relations: The laws and rules employers and employees agree to operate within.
HR Policy: Written guidelines on how an organisation handles various employment-related issues.
Digital Transformation: Focusing on upgrading a company’s technology solutions, often completed in isolation from the physical workplace.
A Brief Overview of the History of Workplace Transformation
To understand workplace transformation, it’s useful to explore its journey to where we are today in 2025. Workplace transformation has evolved significantly as societal, economic, and technological shifts have reshaped the way we work:
Early 20th Century: The Factory Model
Offices adopted layouts similar to factories, with rows of desks and strict hierarchies mirroring industrial processes.
Mid-20th Century: The Rise of Open Plan
In the 1950s and 60s, the open-plan office emerged, inspired by the German “Bürolandschaft” (office landscape) movement.
Mid-1970s Onwards (Mainly in the US)
Cubicles became prevalent to provide privacy and focus spaces, especially in US workplaces.
Late 20th Century: Technology Enters the Workplace
Personal computers (PC), fax machines, and email revolutionised work in the 1980s and 90s, though technology was often shoehorned into traditional office designs.
Traditional office with PC, fax machine, copier. Late 1990s–Early 2000s: Introduction of Activity-Based Working (ABW)
ABW, first showcased in the Netherlands by Veldhoen + Company for Dutch insurance company Interpolis, marked the beginning of modern workplace transformation, spreading across Europe, the UK, and beyond.
Early 21st Century: Technology Advancements
The 2000s and 2010s continued to be influenced by technology especially the internet, laptops, and mobile devices, which enabled an increase in flexible working inc. hot desking, remote working, and teleworking. Australia also saw ABW implementations during this period (2009 - Macquarie Bank in Sydney and 2012 – Bankwest in Perth).
2020s: The Hybrid Revolution
The COVID-19 pandemic accelerated remote working and hybrid models, blending office and remote work as a new standard for many.
2024/2025: Return to Office (RTO) Mandates
Many large office markets (US, UK, Australia) are seeing companies reverse WFH and hybrid policies, requesting employees return full-time to the office. Some organisations soften the blow by enhancing the user experiences in the workplace (making the commute worthwhile).
What Makes Up a Workplace Transformation?
A workplace transformation is a project (or program, depending on scale/approach). The best workplace transformation projects I have been involved in have been comprised of three parts: 1) three foundational elements, 2) three functions (space, technology, people), and 3) five stages.
Three Foundational Elements:
Project Management (PM):
Business PM: Represents the business/occupier and ideally comes with workplace transformation experience.
Construction PM: Manages third-party consultants, designers, and contractors.
Cost Management/Quantity Surveyor: Focuses on costs, especially construction/fit-out spend and variations.
Governance:
Project team setup.
Sponsorship roles.
Structured meetings.
Business case development.
Detailed planning.
RAID (Risks, Assumptions, Issues, Dependencies) management.
Engagement:
Change management – supporting adoption through the change curve.
Employee communications – two-way communications through a variety of channels.
Training – especially for new ways of working, new technology, and revised processes.
Three Functions:
Building on these foundational elements are the three functions that are at the heart of workplace transformation (space, technology, and people), which directly correlate to three main service providing functions within the workplace (Corporate Real Estate/Facilities Management, ICT Department, and Human Resources (HR)).
Space: Enhancing the physical work environment, where amongst other things it aims to foster collaboration, productivity, and well-being.
Technology: Ensuring access to tools and digital solutions for effective performance, whether they’re in the office, working remotely, or on the move.
People: The most important pillar (in my opinion). Putting employees at the centre, understanding their needs, and engaging them in the process helps ensure a higher chance of buy-in and adoption of the transformed workplace.
Interestingly, the People pillar, and, by extension, the Engagement foundational element are sometimes overlooked or underemphasised in poorly executed workplace transformation projects. This can often be traced back to organisational culture, particularly in top-down, hierarchical structures where its importance may not be fully recognised.
Another contributing factor is that many leaders of workplace transformation projects come from corporate real estate backgrounds. Their expertise is typically in managing the performance and upkeep of physical spaces, buildings and offices, often without the complexity of human dynamics. People, on the other hand, bring a level of complexity that includes diverse opinions, concerns, and a range of reactions to change.
Engaging with employees and end users is therefore sometimes viewed as adding time and complexity to the process. While this might be true in the short term, the longer-term benefits of involving and aligning people are critical to the success of any project. Employee engagement and involvement are often the determining factors between success and failure in workplace transformation efforts.
A workplace transformation project that comes in on time, to budget, and quality is not automatically a success, if the employees are not bought into using the new workplace. It can become an expensive and time-consuming mistake to make.
Stages:
Establish & Gather Evidence: Data collection and analysis (quantitative and qualitative).
Interpret: Strategy and business case development (Property Strategy, ICT Strategy, Workplace Strategy).
Design: Concept development to final design.
Implement: Build/fit-out, employee engagement and change management, go-live activities.
Close Out: Handover, lessons learnt reviews, benefits realisation.
Modern office workplace
Conclusion
It turns out that answering the question “what is a workplace transformation?” is straightforward after all, but the creation of an improved workplace for those who use it is far more challenging.
Being clear about what workplace transformation is and isn’t will certainly help, as will learning the history and how it has consistently responded to evolving needs and technological advancements.
Ultimately, peeling back the layers to understand the foundational elements, functions, and stages of workplace transformation is my recommended approach for those who really want to be able to answer the question: “what is a workplace transformation?”
The next instalment - part 2 of 6 of the Work Future blog series “Applying the Kipling method to Workplace Transformation” titled “Why do a Workplace Transformation (Top 10 Benefits)” will be available soon.
This blog was written by Work Future Workplace Transformation Consultancy. We specialise in leading and delivering your workplace transformation projects in Perth, WA. If you would like to discuss your workplace transformation with the team here at Work Future contact hello@workfuture.com.au / +61 0435 824 305.
Comentários