You led the work per minute pilot project, Michael. Can you briefly explain what it was about?
Wir waren hier mit zwei Fragestellungen konfrontiert: Erstens, ob leerstehende Verkaufsflächen im Bahnhof für kurzfristiges Arbeiten zwischengenutzt werden können. Und zweitens, ob ein solches Konzept wirtschaftlich tragfähig ist, also ob genügend Nutzer bereit wären, dafür zu zahlen, trotz der Konkurrenz durch kostenlose Alternativen wie Cafés.
Angedacht war ein niederschwelliges, automatisiertes Angebot zu schaffen, welches den Zutritt ohne Registrierung erlaubt. Es sollte den Nutzern die Möglichkeit geben, die Zeiten vor, zwischen oder nach Terminen effizient und in einem auf ihre Bedürfnisse ausgerichteten Umfeld zu nutzen.
How did the idea for the pilot project come about? Who or what provided the impetus?
The team had long had the idea of using a pop-up sales area in the station as a showcase for our coworking services. When we received an inquiry from SBB Immobilien asking whether we would be interested in developing and operating a drop-in service at Bern station, the idea fell on fertile ground.
What was the start of the project like? What were the first steps and challenges?
It was exciting and challenging to find the right parties for the project and to convince them of the project idea
and to work with them to find target-oriented and sustainable solutions. Always bearing in mind that this was a time-limited pilot project with a clear budget and a clearly formulated objective.
What worked particularly well? And what unexpected challenges arose?
The collaboration with our furniture partner Kinnarps was remarkable: they were convinced of the project from the very first meeting and made a significant contribution to the project with their willingness to supply high-quality and aesthetically pleasing furniture and to take responsibility for the interior design.
The biggest challenge was the access system. As there was no such solution in Switzerland, system components from different manufacturers had to be brought together and made to function as a single system. This entailed many technical challenges, which we patiently worked through one by one with the support of the manufacturers.
Was there any feedback or reactions from the community, customers or partners? How did they influence the project?
Ja, wir haben im work per minute beispielsweise zwei verschiedene WLAN-Netzwerke bereitgestellt: ein Gäste-WLAN mit SMS-Authentifizierung und ein Coworking-WLAN, das sich automatisch mit den Geräten bestehender Coworker verband. Da sich die Fläche im Erdgeschoss des Bahnhofs Bern befand, kam es gelegentlich vor, dass Coworker beim Vorbeilaufen ungewollt eingecheckt und ein Zeitpass kostenpflichtig abgebucht wurde. Dieses Problem haben wir entsprechend korrigiert.
The feedback was very positive overall. The easy and innovative access and the appealing furnishings, which invited people to linger a while, were particularly appreciated. In addition, many expressed the wish that such a place should also be available at other large stations in Switzerland.
Why did we decide to discontinue the pilot project? What factors led to this?
The project was a time-limited project from the outset, with an option to extend. The question is rather why we decided not to continue the project. And the answer to that is: we were able to gain a lot of knowledge and experience during the pilot phase. We achieved our project goals. Ending the project was logical and the right thing to do.
How is the decision perceived in zentroom's environment?
As we have always communicated our goals and intentions very clearly (keyword "transparency"), the decision to discontinue the project came as no surprise to any of the parties involved. The decision was seen as courageous, understandable and correct.
What were the biggest takeaways from the project - for you personally and for the team?
For me, as well as for the team, the moment in the kick-off meeting when we defined the project goal(s) was a turning point: by formulating the goals correctly, we were able to ensure that the project would not end in "defeat" or failure. That was a key insight for us.
Which specific elements from the pilot project should be integrated into future ideas or projects after the end of the project?
We started planning with Kinnarps during the operation of work per minute how the furniture could be used in the zentroom after the end of the project. This enabled us to ensure that the best and most popular elements could continue to be used and appreciated in our coworking space.
What role does such a project play in the further development of our coworking space and in relation to our purpose?
The project has helped us to make our brand more visible to the outside world and to strengthen it. It also showed us that we are not interested in an automated solution, as we are convinced that the human component is the key success factor for our coworking model.
What do you personally take away from this project? Has it changed your perspective on your work or our coworking space?
Das Projekt hat mir bestätigt, was ich in vielen Projekten erlebt habe: gesunde und starke Beziehungen sind zentral für eine erfolgreiche Durchführung. Gute Beziehungen entstehen nicht über Nacht und nicht aus einer egoistischen Motivation heraus entstehen. Sie müssen langfristig gepflegt werden und basieren auf gegenseitigem Vertrauen.
I would therefore like to express my thanks once again to everyone who made the project possible and supported us in its successful implementation.
