People Centered Hub
Project Overview
Client
Policy think-tank
Location
Washington, DC
Role
Senior Workplace Strategist : owned visioning, research, synthesis, space planning, concept development and executive alignment from start to finish
Scope
Reimagine the workplace from diagnostics to a full “Hybrid 2.0” roadmap covering space planning, tech upgrades, and change management
The vision, the people experience, and the drivers
Reflections
When you give people real choice and a clear story for why it matters change transforms from a perceived loss into an exciting opportunity.
Brief Introduction : From Archive to Arena: Reimagining HQ for a Flexible, People-Centered Future
Policy scholars love autonomy; their HQ, however, had become more “archive” than “arena.” My charge was to co-craft a transformation that respected deep-focus needs and rekindled the spirited hallway debates that define the culture. The result is Hybrid Model 2.0 a people-centered roadmap that trades one-size-fits-all offices for a flexible mix of Me / We / Us spaces and a policy of purposeful presence rather than quota-driven attendance.
Design Process
Insight & Alignment
We kicked off by listening before acting. In four weeks, led 50 interviews with scholars, facilities, IT, and leaders, uncovering pain points from "I can’t find a meeting room" to "quiet research time matters."
A 24-question survey garnered a 77% response rate with 1,812 coded data points on hybrid schedules, acoustics, and tech influences.
Nine months of badge-swipe and sensor data revealed a peak occupancy of only 35%.
We benchmarked best practices through targeted market scans and co-creation workshops, resulting in two concepts that balance fewer seats with better amenities and flexibility.
From this, we developed four personas: HQ Champion, Flex Worker, Soloist, and Remote Contributor, mapping their key "moments that matter."
Concept Development
The old HQ favored private offices with a 1:1 desk-to-person ratio and few shared spaces, leaving many vacant due to hybrid work. Team members had trouble finding spots for meetings. We created two scenarios: Future Forward, suggesting a 30% office reduction, and Dynamic, proposing a gradual 15% shift. Both featured a Me / We / Us zoning model for different work types:
Me: Quiet, individual work (reservable focus rooms)
We: Project collaboration (huddle rooms, team benches)
Us: Social interaction (lounges, café spaces)
Each concept included growth projections and badge data to show trade-offs in cost, capacity, and culture, providing leadership with a clear choice for change without a one-size-fits-all approach.
Roadmap & Change Management
The shift to a flexible, people-focused HQ is about behavior, not just space. Our roadmap ensures physical changes align with cultural and operational shifts.
Evolving How People Work: The new workplace encourages moving from rigid, desk-bound routines to fluid, activity-based work. Teams will enjoy various workspace types, promoting choice, visibility, and connection.
Policy & Practice Shift: Updated norms are key to support this. This includes new desk and room booking protocols, flexible seating that balances autonomy and efficiency, and guidelines for intentional in-office presence for collaboration.
Culture & Experience Recalibration: Leadership modeling shared space ownership and respectful collaboration norms, alongside ongoing communication tools and tech pilots, will enhance usability.