Leaders at Watlow, a global innovator in the design and manufacturing of thermal systems, knew they wanted to renovate the company’s global headquarters (50,000 square feet), but also knew that they needed to approach the design process carefully and thoughtfully. Renovating its global headquarters was a critical part of Watlow’s company strategy. It was a decision that needed to address both physical facility needs like space utilization, and more nuanced, intangible needs like employee reaction to change. Because the leaders at Watlow recognize that their people are a huge asset, they focused on finding ways to better connect teams and encourage collaboration. However, this would require a substantial real estate cost. How did Watlow resolve this tricky balancing act? The company fi

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