K-Kampus in the Kalasatama district of Helsinki allows over 1800 K Group members from the group’s various departments to work under the same roof. In line with the group’s strategy, a unified K Group played a key role in the design of the new main office building. The aim was to reduce boundaries between departments and activities.
In addition to the design of K-Kampus’ adaptable and modern workplace, ambitious objectives also aimed at a change in how work is carried out.
Future working methods taken from the middle ground between strategy and everyday work
Workspace was involved in building a space that would support work and Kesko’s transition towards future working methods.
“The project was extensive with many actors contributing to design, architecture, and construction. Workspace’s role focused particularly on change management and the functional design of spaces that would support work and future working methods. We were able to work in close collaboration as part of Kesko’s core team when designing and conceptualising future working methods,” says Tiina Nyrökorpi, workplace development specialist and project manager at Workspace.
Design of K-Kampus was based on a previous framework concept for future work created together with Workspace. The move to the new premises acted as a catalyst for adopting new working methods.
A wide range of tools for concrete results
The needs of various business activities were mapped using user personas, interviews, and group work. The aim was to find the best methods for the organisation’s operations and work to enable collaboration between various functions. For example, we considered how to optimally place IT support or the finance department so that the result would serve workers in the best possible way. In addition to interviews and collaborative development, a mobility report and Excel simulations were used as tools for modelling the placement of functions.
The functionality of K-Kampus was designed based on future need, and change management began early on during the design phase. Change agents were selected from among the employees to act as guides for all staff in the new model for work and the use of space.
The design of K-Kampus and its functions incorporated business and strategy goals that we wanted the space to enable. The K-Work concept was also created as a result of the work. Benchmarks, modelling, simulations, and test adaptations acted as tools for concretising abstract concepts. Attention was paid to how teams and functions are arranged, with a function-based approach and no assigned work stations for employees.
“Right from the start, collaboration ensured that competence was transferred to the organisation and that the motivation for change came from the people. Everyone learnt together and we were able to make use of our shared realisations,” summarises Workspace’s Tiina Nyrökorpi.