What Traditional Users Gain From Creative

Part 1 of 2

SAN DIEGO—Moss Adams LLP's recent La Jolla Commons space transformation has helped the firm build out a space in which workers like to be and in which they are most effective, partner-in-charge Carisa Wisniewski tells GlobeSt.com. In Part 1 of a two-part story, we spoke exclusively with Wisniewski about how this type of transformation works for more-traditional users. In Part 2, we speak exclusively with Deborah Elliott, principal with ID Studios Inc., which did the interior-design work on the space.

GlobeSt.com: What did the transformation of your space do for your firm?

Wisniewski: Our CEO put out a strategy for 2020 where we're looking at our firm from a futuristic standpoint and working our way back to where we are today. Since we entered into a 10-year lease, we needed to look beyond 2020 and say, “Where do we want to be then?” We had the opportunity to do that and culturally think about it and then design the space, considering what the space needed to look like to support that culture. It's aligned with our firm's vision. It's easier to let people change gradually over time, but it's much more rewarding and impactful to have a space that meets those needs, and it's been very well received.

When we looked at our current practice and how we do business, we realized how important our team was to us. We moved into a paperless environment, and we provide technology for people, so we wanted to create a space in which they would choose to work. We wanted to build out a space where they want to go into the office because they are most effective there. Our first choice is to be with the client and then here collaborating with team members.

GlobeSt.com: How do firms in traditional fields like yours benefit from creative space?

Wisniewski: I think the field of accounting has evolved significantly over time. I think of us as being fairly innovative in how we've had to evolve. Public accounting is a very traditional institution, but we have always had to keep up with change in order to provide the best service to our client. We need space where people can continue to evolve and make sure they are engaged at the highest level so they can serve their clients. And in 10 years, we want to be able to attract very engaged individuals to serve clients. The measure of success historically in this field was reaching the corner office of a building and a room with a door, but that's no longer a measure of success. Now, success is measured in having flexibility in what we do. It's very different, and when we embrace that, it provides a higher level of engagement with our team and the client.

GlobeSt.com: Do you feel that other firms in traditional fields will seek this type of space?

Wisniewski: I think that if they want to stay competitive from a talent standpoint, firms will start to evaluate whether their space meets their needs. The innovative and forward-thinking partners here looked at what's best for the team and our future—not just what's comfortable for them. We have a group of leaders willing to put a newer generation ahead of that. I don't know if other companies in traditional spaces can have that culture, but I do think that if you look at how businesses are going when they design new spaces in California, they are finding people are most effective when they have choices. We would love to see other companies evolve this way, but we have a great opportunity in that we were moving right at the time when we could design our space to align with that approach.

GlobeSt.com: What else should our readers know about traditional firms in creative space?

Wisniewski: We wanted to make sure we had connectivity. A lot of companies would categorize space as being either hoteling or closed offices. We really wanted to provide more connectivity, so we designed our space in communities so that individuals have a community in the office that they belong to and that allows them flexibility. People are not fungible, and we can't treat them that way. We provided them with communities in the space so they still have human and technological connectivity—not where they go into the same space every day. It's not like hoteling. It's much more about flexibility and choice than about cutting costs and assigning spaces. We're excited about it. It's been very well received from our team. We spent nine months sharing our vision with the team, and as soon as we had the big reveal on April 15, everybody suddenly said, “I get it. I'm home now.” It was so rewarding. They even brought their loved ones with them to see the new space.