This document summarizes Klarna's implementation of a flexible workspace model. It discusses Klarna's baseline of having dedicated desks for 800 employees and a growing headcount. It then outlines the timeline for management's decision, including reference groups, an occupancy study, and cost analysis. The implementation involved educating managers and employees through various communication channels. The result was increased collaboration, flexibility to adapt to changes, and a more inspiring work environment. Key success factors included dedicated communication resources, a clear message, educating all levels of the organization, and addressing change through role models and ongoing communication.

1. Klarna House
A flexible way of working
Lina Larsson
Project Manager

2. Agenda
● Klarna and our Baseline
● Timeline & Decision
● The Implementation & Communication
● The Result
● Key Success Factors

4. This is the Klarna Group
• Founded in 2005
• More than $8 billion in transaction volume in 2014
• 50,000 online merchants across Europe & USA
• Active in 18 countries
• More than 1,200 employees
• Main shareholders: Employees and Founders,
Sequoia Capital, General Atlantic, DST Global,
and Atomico

5. Lina
• Worked at Klarna 50% of Klarnas lifetime
• Project Manager
• Engineer from Chalmers
• Dancer and music lover
• Clear in communication
• Fearless

6. The baseline
• Ongoing project for 2,5 years
à Decision no flex seating
• Floor plan set
• 800 employees with existing
desks
• Growing head count

7. Timeline & the Decision
Nov Dec Jan Feb March AprilOct June May July
? Floor
plan
Mgmt
decision
Commun-­
ication
Education Q&As MOVE!
Set Klarna
WoW
Q&A
1. Management decision
à What would it mean?
à What will it cost?
2. Reference group ”loud/influential employees”
3. Architects suggestion
4. Business case
à Occupancy study
à Employee forecast
à Increase in furniture and IT costs
5. Management decision à
How would we do it?
6. Suggestion on ways of
working
7. Management sign off and
final approval
8. Communication plan
9. Management commitment to
communication plan
10. Execute

8. Agenda
● Klarna and our Baseline
● Timeline & Decision
● The Implementation & Communication
● The Result
● Key success factors

9. The implementation & Communication
1. Involve organisation in WoW decision
2. Communicate
• One clear message
• Several channels
3. Educate
a) Management
b) Managers
c) Employees
4. Managers responsible for change in teams
5. Handle change
• Listen to employees
• Communicate some more…
• Positive role models
Department
meetings
Staff meetings
Emails updates
Intranet
Blog
Movies
Reference
groups
Ambassadors
Managers
meetings
Project group

10. Background
Requests from the organization
• Work better together between Teams, Departments & Divisions
• Better collaboration areas, meeting rooms & tools
• An office that really reflects Klarna – a constant growing,
developing and flexible company
• A more inspiring work environment
Facts
• We are investing about 100 million SEK in the new office
• Today, we only use effectively up to 54 % of our work desks
• We are growing so fast – this has to be a long term solution

11. Goals -­ Office of the future
Boost collaboration and internal efficiency
Create a true positive energy injection for all Klarnauts

12. The result
• More collaboration within divisions
• Easier for big initiative/projects to
collocate
• Less costs for internal moves
• Quicker adaptions to changes in
organisation and market
• One company, one culture
• Positive PR
Improvements
• Clear owner of WoW
• Continue developing WoW
• Keep educating new and old
employees
• Remind organisation on goal and
vision
• Create more interaction between
divisions
• Highlight positive role models

14. Flexible working @Klarna
Workspace:
Variety: Many different work spaces
Home Base: Your personal and common
storage as well as team visual aids
Call zone: Equipped for our phone bound employees
Focus zone: “Please do not disturb”
Ways of working:
Flexible Employees: Laptop as far as possible
Clean Desk: Same as today with addition to clean desk if away more than 2h
Open screen: Same as today
Team Days: Managers choose
Buddy system: Assign a buddy to new employees
first weeks at Klarna
Find colleagues: Chat status, home base and phones.
Supporting documents: Q&A, Policies & Guidelines

15. The different work spaces
Work Lounge
Storage
Community table
Project table
Traditional work desks

16. 16

18. Key success factor
Communication
• One FTE responsible for internal communication
• One clear message
• Difference channels e.g. open Q&A’s, intranet,
department meeting
• “We will not be done when moved in”
Project team
• 12 dedicated experts
• Clear responsibilities
Tools
• Start early
• Paperless
Find your way
• Case studies/reference companies
• Reference group & management
Handle change
• Role models
• Management united
• Middle managers key
• Educate
• Demo space
• Reference groups
• Listen

19. 19