Details
As the global pandemic reshaped the landscape of work, the technology sector stood at the centre of the storm. For Wunderman Thompson Technology, an organisation distributed across multiple locations with its main hub in Poznań, the challenge was existential: in a world of remote efficiency, what is the true purpose of a physical office? We delivered a data-driven strategy to answer this question, translating shifting team expectations into a concrete roadmap for a workplace that supports collaboration, culture, and the specific needs of IT professionals.
3500
Square meters of area
257
Employees
1
The post-pandemic reality
The end of the lockdown era marked a permanent shift in how work is organised, particularly within the IT sector, where digital agility is the norm. The expectations regarding flexibility and autonomy changed faster than ever before, rendering traditional office models obsolete. Wunderman Thompson faced a fundamental question: "What kind of office do we actually need today?"
A distributed challenge
The organisation operates across multiple locations, adding a layer of complexity to the strategy. The Poznań office could no longer function as a mere container for desks; it had to evolve into a purpose-driven destination. The strategic goal was to identify the specific "pull factors" that would bring a distributed workforce back together without sacrificing the benefits of remote work.
2
Decoding work patterns
The project began with a rigorous research phase designed to separate assumption from reality. We conducted deep-dive investigations into the team's actual work patterns, utilising in-depth interviews with leadership and team workshops to capture the qualitative nuance of their daily experience. This internal data was cross-referenced with the latest global trends in hybrid work and workplace culture specific to technology-driven companies.
Data-driven synthesis
To ensure the strategy was representative of the entire population, a quantitative employee survey was deployed. This allowed us to map the precise requirements for focus versus collaboration across different departments. The synthesis of this data revealed the gap between the existing office layout and the evolving needs of the 257 employees, highlighting critical areas for spatial intervention.
3
Proprietary typologies
The research crystallised into a set of clear strategic recommendations for new work models. We moved away from generic solutions, developing proprietary workplace typologies tailored specifically to the IT sector's workflow. These included defined zones for deep focus — crucial for coding and development — balanced against high-energy areas for integration and knowledge sharing.
A blueprint for action
These strategic insights were not left as abstract concepts; they were translated into a concrete spatial program and operational scenarios. The final output provided a foundational framework for the future office design, ensuring that every square meter of the 3,500 m² space serves a distinct purpose in the new hybrid reality.
Outcome
– new post-pandemic work models tailored to the IT sector
– proprietary workplace typologies responding to different modes of work
– a clear spatial program forming the foundation for future office design
Scope
Project scope
Research
Team
Board
Bogusz Parzyszek
CEO I Founder
Dominika Zielińska
Former Managing Partner, Workplace
Research and Design
Rafał Mikulski
Senior Architect
Barbara Majerska
Research & Strategic Design Director
Michał Pyka
Architect
Katarzyna Gajewska-Kulma
Strategy Manager & Researcher
Monika Pietrosian
Atchitect
Igor Łysiuk
Architect
Aleksandra Piotrowicz
Architect
Client
WTT
Wunderman Thompson Technology
