Customer stories · Technology
MOO saw office occupancy often exceed 70% after six months with Kadence.
MOO used booking data and employee feedback to coordinate team time across six sites and reshape its London office around focused work and collaboration.
The situation
Before Kadence
- Six locations across three time zones, and a Work 2.0 vision built on the view that work would not go back to how it was before the pandemic
- Guidance rather than a mandate to come in two to three days a week; a year on, most hybrid roles were not meeting even 20% of their time in the office
- Two-thirds of staff hybrid or remote, the other third in manufacturing and on site every day, so no single pattern would fit everyone
- New offices designed for a hybrid model, but no data on how they were being used
What changed
With Kadence
- Booking data as the source of truth across all six sites, both for the daily experience of knowing a desk will be there and for spotting trends in how spaces are used
- Insight into peak days used to plan events, catering and the mix of shared desks and meeting rooms
- Teams scheduling in-office days around each other’s plans and space availability, with everyone able to see when and where colleagues are working
- The London Camden Clubhouse arranged by type of work: an open-plan floor for teams together, a floor for focused work, and a floor where calls and brainstorming happen
Listening first
A year into Work 2.0, MOO ran a Living Work 2.0 survey to find out what was keeping people at home and what would bring them in. The main draws were socializing and team time; asked about the benefits of coming in, staff named in-person collaboration, impromptu discussions, socializing, building relationships and belonging. The survey also found that people felt less productive in the office, which became a workplace team action to define what productivity means for each team.
The response, at the start of 2024, was clearer guidance on what was expected, including how in-person time worked for people travelling between sites, a three-month settling-in period for those with parenting or caring responsibilities, and flexible start times so the commute could work.
“We want our employees to use Kadence to support our in-person culture. To have a tool that would help boost creativity, collaboration, conversation, and connection.”
Six months of booking data
With six sites and three time zones, looking around the office was never going to be enough, so MOO used Kadence as its data source. Over the first six months, individual bookings and recurring bookings both grew month on month and office utilization rose steadily as people rediscovered what the office was for. The same data showed peak days and the demand for shared desks and meeting rooms, which MOO used to get more from the socials, free lunches, games nights and stocked kitchens that make up Life at MOO.
A floor for every kind of work
The Camden Clubhouse was arranged around how different teams work. The open-plan floor puts sales, customer services and creatives in one room, with shared desks for people on site for meetings. The second floor is for focused work, with expanded communal areas for collaboration and socializing alongside it, and the first floor carries the noise of customer calls and creative brainstorming. With flexible desk booking, people choose where and how they work when they come in, teams decide their office days around their own schedules and space availability, and everyone can see when and where colleagues will be. People connect at the right time, with the right people, on the right days, which is what Work 2.0 set out to do.
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