Daniel, how did this project come about, and what were the main challenges?
Today, the halls are used almost daily for high-profile and strategically important events within the Migros Group. Given Migros’ ongoing transformation, it made sense to give these central gathering places a contemporary and modern look as well.
The challenge was to reconcile different requirements: On the one hand, the spaces were to be modern, minimalist, and versatile; on the other hand, Migros’ unique history and identity were to remain evident. Striking a balance between a forward-looking approach and preserving Migros’ DNA was certainly one of the biggest challenges.
What are the challenges you face in your role as Co-Director of IBE Migros and Director of Real Estate at MGB, and how has this project contributed to addressing them?
In a complex organization like Migros, the focus is less on the personal challenges faced by an individual leader and more on the needs of the entire group. The goal is to reconcile a wide variety of interests, find common ground, and balance the expectations of various stakeholders.
These issues are particularly prominent in my areas of responsibility: real estate, indirect procurement, and insurance. Decisions often have an impact on numerous stakeholders both within and outside the Migros Group and frequently involve political tensions. This makes it all the more important to ensure coordination within the Group, take different perspectives into account, and develop viable solutions.
This project has once again demonstrated how important clear roles, responsibilities, and tasks are. At the same time, it requires a shared understanding of the desired end result, as well as the necessary flexibility and agility to respond to new insights and requirements.
The halls were meant to be “neutral” so that all Migros companies would feel at home, while also reflecting Migros’ future. How did you achieve that, and what was the biggest challenge?
The term “neutral” was deliberately used frequently. However, the goal was never to create generic or interchangeable spaces. For us, “neutral” meant, rather, that all companies within the Migros Group could identify with the spaces and feel at home there.
The biggest challenge was to develop a design that is understated enough to accommodate a wide variety of uses while also conveying a clear identity. This was achieved through a modern, timeless design and elements that reflect Migros’ vision for the future and its values. Striking a balance between tradition and the future was certainly the biggest hurdle.
What was your experience working with Frey & Frey like—from the initial meeting through to implementation?
From the very beginning, our collaboration was based on partnership and conducted on an equal footing. Frey & Frey has proven to be a pragmatic partner that listens attentively and takes the client’s needs seriously.
At the same time, they used their technical expertise to clearly outline the framework and provide important input. I particularly appreciated the professional project management. This relieved us of a great deal of operational work, allowing us to focus on strategic issues and the project’s substantive direction.
In your view, what kind of impact can spaces have on their users?
Spaces are often underestimated. They provide the framework for how people come together, discuss issues, make decisions, and collaborate. Especially in a large and diverse organization like Migros, spaces can foster a sense of belonging and make the corporate culture visible.
Well-designed spaces not only support functionality but also convey a sense of appreciation for their users. They promote focus, communication, and collaboration, and leave a lasting impression on both internal and external guests.
How are the halls used today, and what specific changes have there been for the users?
Today, the halls are used for a wide variety of events. These range from orientation days for new employees to workshops and leadership events, as well as the M-Talk, where employees can engage directly with members of the Executive Board.
It is precisely this diversity that demonstrates how important flexible and contemporary spaces are. Today, the halls appear more open, inviting, and modern, without losing any of their professionalism. At the same time, they optimally support a variety of usage needs and create an environment in which both internal and external guests feel at home.
Why Frey & Frey AG, and would you recommend us to others?
For us, it was crucial to find a partner who not only brings design expertise to the table but also understands the complexity of an organization like Migros. From the very beginning, Frey & Frey has demonstrated that they listen, take the needs of the various stakeholders into account, and can translate these into a compelling overall concept.
I particularly appreciated the combination of professional expertise, pragmatism, and a very collaborative working relationship.
I would also like to emphasize that Frey & Frey tailored their collaboration to the specific needs of each audience at every level—from the operational project team all the way up to C-level management. At the same time, they clearly understood the political implications and significance of this project within the Migros Group and took them into account accordingly. This was a key factor in our success and demonstrated that they are a highly suitable partner even in challenging organizational and strategic contexts.
I would recommend Frey & Frey, in particular, to organizations that are looking for a partner who doesn't just deliver a concept, but who understands the client's needs, critically evaluates them, and works together to develop viable solutions.
