Over the years, the firm has expanded in an haphazard fashion, with employees and operational units eventually working from different spaces located on several different floors. Inside each space, people were further isolated by furniture seemingly designed to hinder rather than help, spontaneous staff interactions.
“Everybody was seated in a maze of workstations surrounded by very high partitions,” said Ramesh Subramaniam, Associate Director, M Moser Kuala Lumpur. “Nobody could see each other, so nobody really talked or collaborated. There was little interaction because everybody stayed in their personal silo.”
Over the years, the firm has expanded in an haphazard fashion, with employees and operational units eventually working from different spaces located on several different floors. Inside each space, people were further isolated by furniture seemingly designed to hinder rather than help, spontaneous staff interactions.
“Everybody was seated in a maze of workstations surrounded by very high partitions,” said Ramesh Subramaniam, Associate Director, M Moser Kuala Lumpur. “Nobody could see each other, so nobody really talked or collaborated. There was little interaction because everybody stayed in their personal silo.”
Over the years, the firm has expanded in an haphazard fashion, with employees and operational units eventually working from different spaces located on several different floors. Inside each space, people were further isolated by furniture seemingly designed to hinder rather than help, spontaneous staff interactions.
“Everybody was seated in a maze of workstations surrounded by very high partitions,” said Ramesh Subramaniam, Associate Director, M Moser Kuala Lumpur. “Nobody could see each other, so nobody really talked or collaborated. There was little interaction because everybody stayed in their personal silo.”
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