The Curve Ai

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Leading with vision and empathy in transformational times


Transforming Future Workplaces

Our Approach

Research Science

Advanced Insights Framework


Case Studies

-Clifford Chance



-Activison Blizzard King

-Partners Group


Get in Touch

Link to companion document

Ben founded a workplace transformation consultancy for Ricoh UK in 2009, at the core of Ben's approach is the conviction that a successful transformation requires a holistic view, considering not just the physical but also the cultural and technological aspects of an



Dan brings a rich understanding of the latest in organisational research and theory, combined with adept insights into its practical application. His blend of academic rigour, enhanced by a Master’s in Organisational Psychology, and extensive practical expertise ensures transformation projects are destined to achieve the best possible outcomes.

Over the past 15 years, we have been deeply involved in the fascinatingly complex world of organisational change.

Show me the evidence We’ve seen firsthand businesses relying on inadequate, impersonal data collection tools and methods, that alienate the very people we are trying to engage.

After all, who likes being asked to provide their time and feedback that results in insight that’s of little use?

Typically, what occurs is a one-sided conversation where little respect or consideration is given from the outset, the process is destined to fail from the start. However, there's a flip-side. The organisations that do this well are not complacent about how they engage with employees, they use tools and methods that connect with employees to demonstrate positive regard, consideration and understanding What they get in return is evidence that acted upon really makes a difference.

Anyone for Bias? Let’s talk about one of the most common blockers to effective change: Consciously or unconsciously our outlook and mindset affects our behaviours and decision making. In the context of organisational change confirmation bias plays a pivotal role. Simply put, decision makers have a tendency to look for evidence to confirm what they already believe.

Question structure, authentic analysis and interpretation are critical steps to ensure the insight gathered informs decisionmaking accurately and effectively. The decision makers that nail this embrace curiosity in the discovery process, they’re willing and eager to learn, with an enthusiasm to have their assumptions and existing beliefs challenged.

Ownership and responsibility from the top down are non-negotiable. It’s a tough pill to swallow, but true: successful change initiatives depend on leadership alignment and commitment across all levels of the organisation. Organisations with strong leadership alignment to the vision, purpose and objectives communicate with consistent authenticity, provide clarity and therefore can execute their change programmes to great effect.

Be prepared to challenge the Status Quo

The organisations that really move with the times understand that the ‘human factor’ and ‘organisational diversity’ aren’t just HR buzzwords; they're the crux of contemporary business. These forwardthinkers are proactive, not reactive, adapting their strategies to stride ahead rather than scramble to catch up.

We hope you enjoy reading the latest positioning for The Curve along with some of the the success stories.

Ben and Dan


The new era of workplace evolution demands an understanding that change is inherently complex, multifaceted, and deeply interwoven with intangible factors, such as organisational culture, employee engagement, and adaptive behaviours that drive the outcomes of a project.

At The Curve we have redefined Change Management to Organisational Change; in this evolved view, our vision is not merely to support changes to a physical workplace but to align workplace transformation with the organisation

We align strategies, connect & invigorate culture, define corporate identity in harmony with both the tangible and the intangible facets experienced by your workforce.


"Transforming not just spaces, but the way we work, think, and thrive together."

Research Science:

Harnessing the power of organisational psychology, anthropology and data analytics.

Advanced Insights Framework:

Proven methodology & process harnessing designed to engage, empower, connect and deliver rich insight. Tailored to meet and exceed the unique challenges for each client & project.


Research Tools:

Proprietary technologies for deep insights and impactful change.


Gathering evidence, though perceived as complex and time-consuming, effectively deployed, can preclude costly errors in transformation projects.

The right framework transforms even the most intricate projects into manageable and comprehensible strategies. We focus on the four core business pillars:

Built: Delving into how workspace design impacts corporate efficiency, employee wellbeing, and sustainability.

Strategy: Optimising work environments to resonate with organisational objectives and evolving work styles.

Digital: Assessing the influence of digital technologies on business operations and customer engagement in a dynamic digital landscape.

Community: Understanding the dynamics of company culture and the impact on employee engagement and communication.

We specialise in research-based business transformation services across the UK, EMEA, and North America. Our Advanced Insights Framework (AIF) underpins our approach for successful transformation projects.




Our commitment to pioneering research-led transformation is evident in every facet of our work, blending academic rigor with industry innovation to set new standards in organisational change.

Enhanced Analysis with Multidisciplinary Teams:

Our approach to data is unique: multidisciplinary teams, supported by research academics, utilise custom AI programs for advanced trend and thematic pattern analysis.

This method allows us to extract significant insights, translating complex data into relevant strategies for decision-making, strategy development, and design frameworks.

Our team’s prestigious accreditations, including memberships with the British Psychological Society (BPS), the British Association for Counselling & Psychotherapy (BACP), and the American Psychological Association (APA), are a hallmark of our commitment to excellence. This multidisciplinary blend of psychology, anthropology, and organisational dynamics ensures a holistic consideration of strategic perspective in every project.



The Advanced Insights Framework, developed by industry leading experts in the fields of change, psychology, and anthropology, has proven its impact in guiding leading global organisations since its inception in 2018.

Grounded in Participatory Action Research and reinforced by positive yet powerful interventions, it steers organisations from data collection to evidence-based decision-making, seamlessly connecting individual experiences to overarching organisational strategies.

This structured framework is inherently adaptable and flexible, tailored to accommodate each client’s distinct needs while streamlining otherwise complex processes.

AIM: Establish clear strategy & vision, aligned to key business & project objectives.


Interventions applied to gain an understanding of everything from leadership vision to perception of cultural identity.


Playback & Data Expo: Embed evidence into the process (SLT, Project team & Employees) utilising findings, inferences & recommendations to shape the direction of travel.

AIM: Actively engaging employees, fostering connection & deep understanding.

AIM: Integrate evidence & collaborate with stakeholders


Immersive employee engagement through methods like anecdote circles, supplemented by structured assessments using our tools; Cabot and Cognito.


Our unique data analysis utilises AI and multidisciplinary expertise to extract trends and insights for strategic decisionmaking frameworks.

AIM: Consolidation of findings from Steps 1 & 2 to develop strategic insight.

1. Compass 2. Participate 3. Analyse 4. Integrate


In a world where change is no longer only constant, it is accelerating and unpredictable. Understanding and leveraging human experiences and preferences is paramount for organisational transformation. To navigate this complex terrain, The Curve have created two innovative tools, each designed to redefine the way organisations gather and interpret data, ultimately fostering more meaningful engagement and insightful decisionmaking.

Cabot & Cognito: A digital tool set that has revolutionised data collection, participatory experience, and analysis. Delivering power to the elbow of ethnography within the built environment

This is the fastest, most effective way to gather meaningful insight.

“The Toolset breaks the mould of traditional survey methods, uncovering hard to access ‘truths’ efficiently and effectively, providing invaluable data insights”.

“We've been very impressed with Cabot. The tool goes beyond mere data collection; it has helped us understand the real experiences and perspectives of our employees; giving us a clear window into the heartbeat of our organisation”.

Cabot: Versatile and intelligent multichannel delivery with support for imagery, videos, and a diverse range of question structures.

Facilitates a two-way empathic engagement experience, with intelligent question flows that adapt based on participant responses, ensuring a conversational and interactive experience.

“Cognito has turned feedback collection from a chore into something our employees enjoy. The insights we get now are not only more genuine but also more detailed, giving us exactly what we need to make smart decisions”.

Cognito: A pioneering tool designed for physical environment evaluation, featuring interactive dashboards, photo journaling, and gamification in feedback collection. This tool elevates the feedback process into an immersive, reflective journey. Participants are empowered to visually document their interaction with the workspace, directly aligning their insights with strategic business areas. Cognito's intelligent interface rapidly distils data into actionable, humancentric insights.


1. Clifford Chance: Workspace Democratisation

Empowering Design through Democracy

2. JLL: Cultivating Well - Being

Integrating mental health and cultural insights to enhance workplace environments.

3. QinetiQ: Overcoming Resistance

Transforming workplace strategy by converting employee resistance into actionable insights.

4. ABK: Strategic Relocation Decisions

Deciding on office location with complex, multi-brand considerations.

5. Partners Group: Micro Impact

Micro insights for macro impact in workplace strategy.

6. CMS: Collaborative Space Design

Employing democratic design principles to reflect true organisational needs.

7. CBRE: Empirical Workplace Validation

Internal testing of workplace solutions to substantiate client consultancy.


Introduction to Case Studies

Unlocking Strategic Innovation Through Advanced Insights

Welcome to our collection of transformative case studies that illustrate how The Advanced Insights Framework can be practically applied to resolve complex business challenges across various industries.

Why These Case Studies Matter

In an era where business dynamics are continuously evolving, the need for robust, data-driven strategies has never been greater. Through these case studies, we explore how different organisations ranging from law firms and private equity groups to global real estate services have leveraged specific methodologies to enhance decision-making processes, optimise workplace environments, and refine employee engagement practices.

Please Explore Further

As you proceed through each case study, we encourage you to explore the linked Methodologies Document where each employed methodology is dissected to reveal its core principles, applications, and the value it added to the projects discussed here. This companion document is invaluable for those seeking to understand the intricate details that make each methodology effective in real-world scenarios.

These case studies not only reflect the bespoke nature of our solutions but also illustrate our commitment to delivering excellence and innovation in every project. Whether you are a business leader, a strategy enthusiast, or someone interested in organisational development, these narratives provide a wealth of knowledge, strategic insights, and empirical data that can inspire and guide future initiatives.

We invite you to dive into these pages to discover how strategic complexity is navigated with precision and how theoretical methodologies are applied concretely to drive substantial business outcomes.


Strategic Redesign for Cultural and Operational Excellence

Client Overview:

Clifford Chance LLP, a prestigious member of the "Magic Circle" of leading British law firms, strives to integrate their brand ethos with their physical workspace. As they approached the lease expiry of their 10 Upper Bank Street (10UBS) office, the firm was driven to reassess and redefine their work environments to better reflect and facilitate their values of innovation, collaboration, and excellence.

The Challenge: The firm faced the intricate challenge of transitioning to a new office space at 2 Aldermanbury Square, which necessitated a reevaluation of how the physical environment could best reflect and support the diverse needs of their people and the overarching goals of the business. The primary blocker was the liminal state induced by the move, creating uncertainty around maintaining the cultural integrity and operational efficiency that Clifford Chance is known for.

The Curve’s Strategic Approach:

To navigate this transitional complexity, The Curve leveraged Appreciative Inquiry and a Liminal State evaluation to harness and amplify the positive attributes of Clifford Chance’s current amenities, while preparing for the new location:


Advanced Insights Framework (AIF): This framework was adapted to focus specifically on employee experiences and expectations related to key amenity spaces within the office. Techniques involved:

Compass: Utilised in workshops to facilitate deep, immersive engagement and gather nuanced insights through PAR (Participatory Action Research) and anecdote circles.

Cabot : Deployed to conduct a comprehensive survey among all Clifford Chance employees, ensuring high engagement and detailed feedback that informed the Senior Leadership Team’s strategic decisions.


Outcomes and Benefits:

Refined Workplace Strategy: Insights gathered significantly influenced strategic investment decisions, enhancing amenity spaces that were crucial to employee well-being and productivity, and identifying previously overlooked areas for improvement.

Cultural and Operational Alignment :

The project not only reinforced the firm’s commitment to fostering a supportive and inclusive culture but also ensured that the new workspace would seamlessly integrate state-ofthe-art facilities with the firm’s high standards of operational excellence.

Future - Proofing the Workspace: Recommendations included a dynamic, modular design for the office that could adapt to evolving work styles and technological advancements, promoting sustainability and flexibility.

Demonstrable Features:

Workspace Design and Amenities: The redesign included enhanced Gym & Wellbeing facilities that doubled as community hubs, culturally rich Food & Beverage areas tailored to diverse preferences, and multifunctional Culture & Lifestyle spaces that supported a wide range of personal and professional needs.

“The Toolset breaks the mould of traditional survey methods, uncovering hard-to-access truths efficiently and effectively, providing invaluable data insights that have shaped our strategic planning profoundly.”

Appreciative Inquiry : This approach focused on identifying and enhancing the existing strengths of Clifford Chance’s amenities at 10UBS. By recognising what employees valued most, The Curve could formulate strategies that preserved these elements, ensuring they were effectively reincorporated into the new space.

Liminal State Evaluation : The Curve conducted in-depth assessments of the transitional uncertainties and possibilities. This involved participatory workshops using the Compass tool to actively engage stakeholders in envisioning and planning the future state of their workplace, ensuring alignment with both employee needs and business objectives.

Tools and Techniques Used:

>> Find out more <<

Cultivating Workplace Well-being

through Strategic Insight and Liminal Engagement

Client Overview:

Jones Lang LaSalle (JLL) is a global real estate services firm that operates in 80 countries and is renowned for its comprehensive real estate and investment management services. JLL embarked on an ambitious project to develop a research framework around the concept of a 'health footprint', focusing on mental health and how it is influenced by the workplace environment.

The Challenge:

JLL needed to integrate complex, often intangible factors such as culture, mental health, and wellbeing into their real estate framework to enhance human performance and organisational resilience. The primary challenge was the inherent resistance to changing traditional workplace dynamics and the need for a deep, nuanced understanding of the impact of these factors on workplace efficacy.

The Curve’s Strategic Approach: The Curve employed a holistic strategy that leveraged Liminality to explore the transitional spaces within organisational culture and mental

health. This approach helped in understanding and mapping out the emotional and cognitive landscapes of employees during periods of significant change.

Advanced Insights Framework

(AIF): Utilised a mixed-methods methodology to capture both the cultural context and the broader patterns affecting workplace wellbeing. This comprehensive approach allowed for a dynamic exploration of space, culture, and mental health interactions within the workplace.

Tools and Techniques Used:

Semi - structured Interviews: Conducted thematically to foster rapport and gather in-depth insights. Participants discussed photographs of their workspaces, which helped contextualise their thoughts and feelings about their work environments.

Compass Workshops: Facilitated with HR members globally to derive qualitative data and foster actionable strategies across JLL’s regions. Cabot: This tool was used to create a robust quantitative and qualitative question build that was deployed globally, ensuring a wide-reaching and inclusive data collection process.

"The Curve’s innovative approach not only illuminated the underlying dynamics of our workplace culture but also created a pathway for transformative change that aligns closely with our strategic goals. Their expertise in navigating complex emotional terrains helped us redefine the potential of our workspaces."

Outcomes and Benefits:

Holistic Health

Footprint Framework : The insights gathered were pivotal in developing a framework that assesses and integrates culture, mental health, and well-being into JLL’s client services, enhancing the overall value and effectiveness of workplace environments.

Enhanced Employee Engagement and Well - being: The project’s focus on liminal spaces and transitional experiences provided JLL with strategies to increase engagement, build trust, and effectively address mental health needs, fostering a supportive and resilient workplace.

Demonstrable Features:

Cultural and Emotional Insights: The use of Liminality helped highlight the critical intersection of workplace culture and mental health, offering JLL actionable insights to craft spaces that reflect and support a diverse workforce.

Dynamic and Adaptable

Methodologies : The mixedmethods approach, including both digital and physical space analysis, equipped JLL with the capabilities to continuously evolve and adapt their strategies to meet future workplace needs effectively. Stakeholder Experience:

Strategic Recommendations for Workplace Optimisation: Included directives for space utilisation, policy formation, and technology integration that collectively aim to support and enhance worker wellbeing and performance.

Utilising the concept of Liminality to evaluate transitional spaces within workplace culture. This approach involved deep dives into the employees' experiences of change, identifying the emotional and cognitive impacts during this transformation. Insights gathered significantly informed strategies to enhance mental health and organisational adaptiveness.

>> Find out more <<

Harnessing Resistance to Foster Workplace


Client Overview:

QinetiQ, a prominent UK business in the Aerospace & Security sector, aimed to internalise the innovation that marks their global projects by revamping their workplace environment. This initiative was encapsulated in the new QinetiQ Workplace (QQWP) strategy, which sought to reflect their brand's dynamic and pioneering spirit.

The Challenge:

The transition to a new working model was met with significant internal resistance, which posed a major barrier to the adoption of new spatial strategies and practices. This resistance stemmed from a natural apprehension towards change and the uncertainties of adopting new working modalities.

The Curve’s Strategic Approach: The Curve tackled this resistance head-on, using it as a leverage point to deepen employee engagement and refine workplace strategy:

Confronting Resistance through Compass Workshops: The Curve facilitated workshops that brought together the Senior Leadership Team and employees to openly discuss and address the anxieties and skepticism surrounding the new workplace

design. These sessions were crucial in aligning perspectives and setting the stage for collaborative transformation.


Insights Framework (AIF): The Curve's AIF was instrumental in exploring all aspects of remote and office working preferences, integrating nationwide and local data to inform the development of QQWP. This framework supported a comprehensive evaluation of how workplace changes would affect employee productivity and wellbeing.

Tools and Techniques Used:

Compass Workshops: These workshops were pivotal in determining strategy and prevailing workplace sentiments, directly involving stakeholders in the transformation process.

Cabot: This tool was utilised to construct a detailed and engaging survey deployed to all QinetiQ employees. The high participation rate facilitated by on-site interactions significantly shaped the conceptual designs and strategic outcomes.


Outcomes and Benefits:

Robust Workplace Strategy : The data-driven insights derived from confronting resistance helped to sculpt the QQWP, which features distinct design guidelines and an adaptive delivery approach that continuously evolves through optimization cycles.

Empowered Employee Base: By addressing resistance constructively, The Curve helped transform employee skepticism into advocacy, ensuring widespread support for the new workplace strategy.

Global Standard Design Guide: The insights from the project informed a Design Guide that now serves as a global standard, guiding the continual refinement and enhancement of workplace environments at QinetiQ.

Demonstrable Features:

“QQWP would serve as more than a Workplace transformation project, it would reconnect our employee community and empower other complimentary critical projects, for example, our global digital transformation activity..”

Design Guide and Pilot Projects: The Curve's strategic input was crystallised in a Design Guide that not only directs physical space utilisation but also embodies QinetiQ’s cultural and operational ethos. Pilot projects further validated the design concepts, ensuring their effectiveness before a full-scale roll-out.

“The Data Expo aligned our Project team and informed the insight-based ‘Design Framework’, creating a pivotal connection with employees across the organisation. This integration of employee feedback catalysed the development of a workplace that truly reflects our innovative spirit and operational needs.”


Harnessing Paradox for Organisational Cohesion

ABK, an organisation of three dynamic brands, faced a critical decision about their office premises' future whether to stay or relocate. The decision was pivotal, influenced by their need to foster a unified yet distinct workplace culture that could enhance synergy and productivity across diverse operational facets.

The Challenge:

The primary challenge was to develop a deep understanding of the varied cultural and operational dynamics of ABK's brands and align them under one roof without losing their distinct identities. This was compounded by the need to make a strategic 'stay or go' decision regarding their office location, which would significantly impact their operational efficiency and cultural cohesion.

The Curve’s Strategic Approach:

The Curve introduced a sophisticated, dual-faceted approach combining Paradoxical Inquiry and Appreciative Inquiry to explore and synergise the diverse perspectives within ABK:

Tools and Techniques Used: Advanced Insights Framework (AIF): Through meticulous data analysis and integration of both senior leadership and employee feedback, The Curve provided ABK with a layered understanding of its workplace needs. This was facilitated by:


Cabot: For dynamic and interactive data collection that engaged all levels of staff.

Compass: Employed during inperson workshops for immersive engagement, using Participatory Action Research (PAR) and anecdote circles to deeply understand everything from leadership vision to cultural perceptions.



“The Curve’s framework facilitated seamless onboarding and swift mobilisation through its 4-step process, tailored to meet our specific needs, ensuring organisational alignment every step of the way.”

Outcomes and Benefits:

Informed Strategic DecisionMaking : The dual inquiries provided ABK with a clear path forward regarding their office space dilemma, equipped with comprehensive insights into how each option could potentially align with their long-term strategic goals.

Cultural Cohesion and Identity Preservation: By leveraging commonalities and respecting unique brand identities, The Curve helped ABK craft a workplace strategy that not only supported operational efficiencies but also enhanced cultural integration and employee satisfaction.

Future - Ready Workplace Design: Recommendations included a modular, dynamic workspace design that accommodated diverse workstyles and technological needs, advocating for flexibility, connectivity, and sustainability.

Demonstrable Features: Utilising the insights and frameworks developed by The Curve, Penson was able to design spaces that physically and philosophically reflected the unified yet distinct cultures of ABK’s brands, ensuring that the new workplace would be both innovative and inclusive.

Paradoxical Inquiry: This was utilised to address and reconcile the conflicting needs and aspirations between the brands. By identifying and exploring these paradoxes, The Curve helped ABK understand the potential advantages and drawbacks of either staying or relocating, ensuring that any decision made was well-informed and comprehensive.

Appreciative Inquiry: Concurrently, this methodology focused on identifying and amplifying the strengths and common values across ABK’s brands. This not only highlighted what was working well but also created a vision of what a unified, innovative workplace could look like, fostering a strong sense of community and shared purpose.

>> Find out more <<


Integrating Micro Insights for Macro

Impact in Workspace Strategy

Client Overview:

Partners Group, a Swiss-based global private equity firm with assets under management worth $141.7 billion, aimed to optimise their new London office to reflect the high standards and dynamic culture of their organisation. The office needed to not only improve employee experience but also cater to the diverse needs of their clients.

The Challenge:

The main challenge was moving beyond surface-level engagement to uncover deep, actionable insights within the workforce. These insights were crucial for tailoring the workplace to enhance both employee satisfaction and client experience effectively.

The Curve’s Strategic Approach:

The Curve was invited to augment an existing program initiated by a large Corporate Real Estate (CRE) organisation, employing a detailed insight-driven strategy to bridge micro individual insights to macroorganisational needs:


Advanced Insights Framework (AIF): Adapted to delve deeper than previous efforts, this framework targeted the nuanced experiences and requirements of Partners Group’s diverse workforce, enhancing the granularity of the insights gathered.

Tools and Techniques Used:

Compass Workshops: Conducted across all departments, influenced by walkarounds in cutting-edge workplaces to stimulate discussion and surface critical insights about space utilisation and preferences.

Cabot: This tool synthesised feedback from the workshops using visual imagery to guide participants through an immersive feedback process, enhancing the richness of the data collected.

Cognito: Evaluated existing workplace elements to provide a digital journal of employee perceptions, which was pivotal in understanding the current impacts and areas needing enhancement.

“Compass aligned our project with the senior leadership team's vision and objectives, providing clarity and an elevated path to success.”




“Getting our team’s involvement was challenging given their demanding roles, but the feedback on their participation has been overwhelmingly positive, a testament to The Curve’s research quality and process efficacy.”

Employee Feedback:

Outcomes and Benefits:

Richer Understanding of Employee Needs: The insights gained from deep-dive employee interventions provided a comprehensive understanding of the complex requirements within a fast-paced and high-pressure environment.

Enhanced Workplace Design and Functionality: The Micro insights significantly influenced Macro factors, such as space design and functionality, aligning the new office with the firm’s cultural and operational goals.

Successful New Office Launch:

Micro Impact through the 4i Model: Focused on leveraging intricate knowledge from employees about their use of the space, which informed larger workspace strategy adjustments. This model helped in identifying specific work styles and preferences that are critical for designing a functional and welcoming office environment.

>> Find out more <<

The London office launch was a testament to the effectiveness of the insights gathered, with the space not only meeting but exceeding employee and client expectations, reflecting Partners Group’s culture and enhancing their brand presence.

Demonstrable Features: Strategic Alignment Document:

Crafted from Micro-level insights, this document aligned the project outcomes with senior leadership visions, providing a clear and directed path to achieving strategic workplace goals.

Stakeholder Experience:

Democratising Workspace Design to


Organisational Change

Client Overview:

CMS, a future-facing law firm with over 5,000 lawyers across 79 offices globally, faced the challenge of redesigning their office spaces to adapt to the hybrid working model's dynamic needs. The firm aimed to make their offices more effective, adaptable, and attractive to top talent while accommodating growth without adding new spaces.

The Challenge:

The transition to hybrid working necessitated a reevaluation of physical office requirements. A clear vision for CMS's 'Future Office' needed not just innovative design but also inclusive planning to ensure it met the diverse needs of its global workforce. The primary challenge was overcoming the traditional hierarchical decision-making processes that could hinder comprehensive stakeholder engagement.

The Curve’s Strategic Approach:

The Curve implemented a strategy centered on Democracy & Power Equalisation to ensure that the redesign process was inclusive, capturing a wide range of employee insights to inform the office's new layout and functionalities:

Democratic Engagement Workshops: Utilising the Compass Workshops , The Curve facilitated sessions that acted as a launch pad for the 'Future Office' program, discussing vision, goals, amenities, desk space, and storage solutions democratically across all levels of the organisation

Advanced Insights Framework (AIF):

This framework was tailored to promote personal interaction and rapport-building, ensuring that feedback and data collection were comprehensive and reflective of the entire organisational community.

Tools and Techniques Used:

Compass Workshops: These workshops were crucial in initiating a democratic approach to office design, allowing for transparent exploration and discussion of various design and functionality aspects.

Workplace Utilisation Software:

Quantitative data gathering tools were employed to track and analyse space utilisation, providing a solid basis for spatial reconfiguration.


Expo: An event to unveil the data insights, inferences, and conceptual designs, allowing employees to see how their input had directly influenced the future workspace design.


Outcomes and Benefits:



Effective Workspace Design: The engagement strategies used, particularly the emphasis on democratic inputs, allowed CMS to develop a workspace design that truly reflected the needs and desires of its workforce, enhancing satisfaction and productivity.

Strategically Aligned Design

Solutions: The insights from the Compass Workshops and utilisation data led to concept designs that were not only innovative but also adaptable to the needs of a hybrid workforce.

Enhanced Organisational Culture:

Democracy and Power

“Transforming the essence of decision-making through Democracy & Power Equalisation enabled every voice at CMS to contribute meaningfully. This inclusive approach has not only shaped our ‘Future Office’ strategy but also strengthened our organisational culture, making it more collaborative and resilient.”

By breaking away from hierarchical norms and engaging employees at all levels, CMS fostered a more inclusive and transparent culture that will likely influence future strategic decisions and workplace designs.

Demonstrable Features:

Evidence - Based Concept

Designs: The design strategies developed were grounded in solid data and extensive employee feedback, ensuring that the new office space would be optimally configured to support both individual and collaborative work.

Equalisation involve reshaping traditional hierarchical decisionmaking structures to incorporate a broad spectrum of employee insights. This approach fosters inclusivity and enhances buy-in across all levels of an organisation. At CMS, this strategy was pivotal in developing the 'Future Office' concept, enabling a genuinely collaborative design process. By engaging employees through Compass Workshops and utilising participatory tools like Cabot, CMS democratised its strategy formulation, ensuring the new workspace met diverse needs while embodying the firm’s democratic ethos. This inclusive process not only optimised physical space configurations but also reinforced a culture of shared ownership and accountability in workplace strategy development.

>> Find out more <<



Here at The Curve AI we are ready to help support your transformation projects and guide you through each and every step.

Our services can be tailored to meet all aspects of transformation regardless of size, scope or complexity.

Companion Document –“Thinking differently about organisational change.”

This document presents a series of advanced theories that form the backbone of our Vision for organisational change

>>View Here<<

Leading with vision and empathy in transformational times

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