It’s enlightening to see how people really work compared to how they say they work. We observe actual behaviors and report back our findings.

Teams often behave differently than they think they do. We’ll embed ourselves into our client’s office for a day (or more) to see how people work with each other, what the traffic patterns are, and how people are communicating.

Other firms often jump right into programming without going through the observation process. Our method allows us to collect better information and create a more complete picture. From there, programming is a much more technical and quantifiable process: How many offices do you need? How many people do you have? How many conference rooms do you need? It’s more operational instead of being driven from a cultural perspective. 

We don’t feel that we can do programming without understanding the cultural aspect of an organization. Anybody can count offices. Our expertise is in observing actual behavior and advising on what you need.

Telling an interesting story is important, but if we can’t deliver the work on time and on budget, we haven’t done our job. We are keenly aware of what it takes to make sure that a large project team stays on track.

We know that you’re busy and that you’re going to need to get into other stakeholders’ calendars well in advance. We organize the entire process at the beginning and then hit all of those milestones. We look at a schedule not as a timeline, but as a series of decisions that lead towards a bull’s eye in the center of a target.

Early on in the process, we create digital sketches to pre-visualize the space. They allow us to communicate with contractors and engineers, to analyze every part of the design carefully, and to consider the budget early on. This helps us create efficiencies and maximize the value that our clients receive.

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