On paper, the transition to remote work seemed like a triumph — productivity was soaring. Yet, beneath the surface of high performance, a silent crisis was brewing. Our initial research exposed a stark reality: as efficiency rose, the human connection crumbled. Digital fatigue was setting in, and the sense of belonging — the very glue of 3M’s culture — was rapidly dissolving. The organisation faced a critical dual challenge: how to preserve the undeniable gains of remote work without losing the social capital that makes innovation possible?

The project relied on a rigorous, evidence-based approach rather than intuition. We utilised the Leesman Home Working Survey to gather hard data on employee sentiment and home office effectiveness. This was combined with deep qualitative insights derived from in-depth interviews with leadership (including the CEO) and multi-departmental workshops to capture the nuance behind the numbers.

The resulting strategy focuses on preventing the creation of "call-centre-like" environments, which are notorious for increasing cognitive load and stress. Instead, we proposed activity-based spatial typologies with distinct zones for collaboration, focus, regeneration, and social connection. The design prioritises mental well-being, aiming to mitigate the digital burnout identified in the research phase.