When a multi-national imaging and electronics company decided to modernize its image and expand its product offerings – but downsize its locations – GWS partnered with an American supply retailer to facilitate this evolution in the company’s identity. We led weekly meetings with our customer and our partner to discuss budgeting, scheduling, and scope of services for each project.
All healthcare transition projects contain some level of complexity, and this particular project was certainly no exception. The job requirements: consolidate multiple physician clinics around a major city into one medical office building, and at the same time, activate a new hospital – and a new cancer center. The 550,000 square foot, 181-bed hospital included a 220,000 square foot clinic, while the 33,000 square feet, 14-exam room cancer center included 20 chemo infusion bays. The tight timeline and budget that drove this project only added to the challenge.
A global fast food restaurant chain wanted to better connect with its changing customer and employee base, but continue to honor its rich history. A planned move from a Chicago suburb back to its original downtown location – into a modern, but still-under-construction, building – involved not only 2,400 employees, but also, invaluable archival material. As is the case for many companies, a change in location was more than just a physical move: it symbolized the company’s desire to evolve.
The Riley Hospital for Children had big plans: maintain its role as the state’s preeminent pediatrics provider, and become one of the largest and best children’s hospitals in the nation. They contracted an equipment planner and an architectural firm to initiate a $475 million expansion – in the form of a 10-story, 675,000 square foot inpatient building – to increase access, efficiency, and patient satisfaction. This complex project definitely required activation planning expertise – but what about move management?