j-labs case study

At the same time she admits that, although the idea was very good, ultimately not everything looked exactly as she had im- agined. At some point, after strategic decisions had been taken, the competences of individual members of the group became somewhat blurred, and the burden of taking decisions and run- ning the project rested on two or three people. – If we were do- ing it today, we would divide tasks specifically, so that we knew exactly who is responsible for what. Also, we didn’t have a prede- termined schedule of meetings. Instead, we tried to hold ad-hoc meetings whenever everyone had time. This aspect should be im- proved – she explains. j-labs employees have chosen the style and naming system for their newmeeting rooms themselves. As a result, in their Kraków office you can have a meeting in Bieszczady or Stelvio, as meeting room names are inspired by mountain chains and passes. Allow as many employees as possible to comment on their needs related to the new office and its décor. Remember to do it in a systematic and planned way, so that you do not miss anyone. Take their feedback into account: this will reduce their resistance to the upcoming change, because they will feel part of it. It will also enhance their identification with the team and the organisation. 2ME conference chairs 11