To those suddenly tasked with office renovations: You don't have to think, "I have to do everything myself."

My name is Watanabe, and I usually help companies create office spaces.

Having been involved in various office design projects, I often encounter people who have "suddenly been put in charge."
It's not uncommon for people in departments like general affairs or business planning, who aren't necessarily experts in spatial design, to be put in charge of office renovation or relocation projects.
So, there's something I'd like to tell you. That is, you don't have to wait until "everything is decided" before consulting with external parties. Precisely because you don't know where to start, we want you to consult with us even if you say "I don't know."

 

It often starts with "I don't know what to make."

In fact, it's not uncommon to hear people say, "I don't know what to make."
In one company, a project to build a new headquarters that also serves as a research center began due to the challenge of "not being recognized despite being a company that supports society."
However, even within the company, we hadn't yet figured out what we wanted visitors to feel or experience.
In situations like this, many people start by thinking about the layout and design.
While those are certainly important elements, if you proceed without a clear understanding of the core principles—such as "Who do we want to attract? What do we want them to feel? What kind of company do we want to be seen as?"—then the form will take precedence over substance.
In such situations, I try to offer hints and options while conducting repeated interviews. Often, as we gradually clarify the outline of their thoughts, they begin to see "what they want to communicate."
Internal discussions often stall due to differing positions and awkwardness, but in such cases, we recommend this approach of "organizing ideas together with external parties."

Because they are external experts, they can sometimes organize discussions without being constrained by existing relationships, and their expert perspective can make it easier to move forward with discussions within the company.
In fact, in the project I mentioned earlier, we gradually organized our thoughts through repeated dialogues like this.

 

When the person in charge can see what aspects can be delegated, it becomes easier for them to work.

We believe that clearly defining which roles to outsource is actually the key to moving the project forward.
Internal coordination and decision-making are crucial roles that only those in charge can fulfill. And what we can do is help organize those ideas and give them form in a tangible space.
Through repeated dialogue during the actual project, it became clear that the new company building would not merely be a research facility, but would also serve as a place to connect visitors and researchers.
How do we communicate to visitors our technology and commitment as a company that supports society?
Once that purpose became clear, the nature of the space gradually began to take shape.
When each person in charge has a specific role and doesn't try to handle everything alone, the project is more likely to move forward.

 

First, we can start by organizing things together.

When you're put in charge of office renovation or relocation, most people will feel a sense of responsibility, thinking, "I have to do a good job."
But not everyone has the right answer from the start.
The important thing is to clarify "what you want to change," and then find someone to help you with that process.

If you ever find yourself wondering, "Where do I even begin?", I hope you'll remember that there are ways to "rely on" others—don't try to handle everything alone, but instead work through it together with someone else.