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Our process

As the largest open source company in the world, we use open source principles throughout our organization to maximize flexibility, transparency, and speed. 

And just like open source principles define our products and services, they also guide our communication processes and workspace development throughout the organization, including in Work Your Way.

Two people collaborating on a whiteboard

How we make decisions Copy link to clipboard

Red Hat exists not only as an enterprise software company but as a catalyst for change, built on the belief that no one innovates alone. This belief extends into the way we design and deliver our physical workplaces. We remain committed to building better workplaces the open source way. Our designs, physical outfitting, and layout are all informed by headcount, visibility to customers and partners, local culture, and the unique features of each building.

Through our data-driven, community-powered approach to projects, we strive for continuous improvement. We then leverage these lessons learned to evolve our guidelines and standards, so that future projects can benefit.

Tiering model

Red Hat's workplaces are categorized in alignment with their purpose for our associates, customers and partners. This provides direction on our real estate solutions, operational and support models, and investment strategy for our portfolio.

Metrics and standards

We rely on evergreen data and analytics to serve as the bedrock for our decision making, together with associate feedback. This allows us to provide the environments that meet the needs of our associates.

Learn more on the metrics and standards page

Tried, tested, trusted

Our guidelines and standards have been tried in capital construction projects, where we’ve refined their design details. They’ve been tested through associate feedback gathering, demonstrating their effectiveness through testing and evaluation, challenging our assumptions. Over time, they have become trusted because they have consistently delivered positive results, demonstrating reliability and effectiveness to our associates. In the Work Your Way program, we are constantly innovating, building upon lessons learned and looking towards the future.

No one innovates alone

Red Hat's unique culture is built upon the open decision framework and open source methods. Our culture influences how our associates use space and is critical to the success of our workplace projects. Company culture is at the heart of how we design and encourage collaboration in our different shared spaces.

What open looks like Copy link to clipboard

It's a conversation

Just informing associates and stakeholders isn't enough. Listening to your feedback and input makes the office work better for everyone. We open a dialogue so everyone can be heard and feel more comfortable with new changes. GWS incorporates these important conversations into our decision making process.

Design

  • Strategy
    • Establish project goals and priorities
    • Collaboration with Real Estate team on location and overall size of workplace
    • Confirmation of space type quantities and adjacencies
  • Schematic design
    • Confirmation on direction of design concept
    • Finalize floor plan
  • Design development
    • Feedback on 'look and feel’
    • Feedback on project specific details, like storage requirements
    • Finalize design decisions

Implement

  • Construction documents
    • Document design for construction
  • Construction
  • Go-live

Change management

  • Engage a group of business leaders (Steering Committee) during the Strategy Phase through Go-Live to ensure we are meeting our goals and providing project transparency
  • Nominations for Change Advocate Committee (CAC) - a diverse group of associates who we meet with regularly to provide updates and gather feedback
  • Ongoing feedback on a variety of topics, which may include, but are not limited to:
    • Communication methods to associates
    • Conference room names
    • Task chair options
    • Brand themes
  • Multi-channel communications
    • We strive to be sensitive to the different ways people best give and receive information. Sometimes an email will do, but in-person engagements can prove the most effective
  • Post occupancy survey
    • Typically 90 days post go-live we send out a survey to all associates to gauge sentiment on how the space is working, what could be improved and lessons learned
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