By their very nature, building projects represent change: a change in spatial layout, light, furniture, colours, facilities, and, consequently, a change in user experience. These changes offer clients a rare opportunity to rethink and transform their organizations. Changes in design can be used as a catalyst or enabler for the implementation of, say, a new corporate identity, a new way of working or a new organizational culture.Deciding on the direction and nature of change is one the most important parts of the briefing process. Clients should look critically at their organization and its desired future state. How do they want to operate? What kind of culture do they want to have? What kind of structure? And how can building design contribute to achieving this future state?In some projects, these questions will prompt serious soul searching. When building a new library, for example, one cannot escape the fundamental question of what a library should be in this digital era. Still a place for physical books, or should it be a digital media centre or perhaps a community hub? When thinking about such changes, it is important to consider that buildings alone cannot achieve organizational change. It is easy enough to write in the brief that a new library should become a community hub, but this will require not just physical change, but also changes in the librarys services, competencies, policies and systems. In the case of radical change, it is essential to pay a lot of attention to the role of end users. Users sometimes dread the envisioned changes because they are emotionally attached to their existing spaces and routines. This is a major factor requiring consideration, because user resistance and conflict can derail even the best-laid plans. In such a case, it is important to make the briefing process part of a larger organizational change process. The challenge of such a process is to engage the buildings users and to make the envisioned transformation theirs rather than something that is imposed on them. Amongst other things, this will require leadership and commitment from management, coaching and training, and extensive communication about the reasons for the envisioned changes.Recommendations-Use the project as a strategic opportunity to examine current operations and identify areas for improvement.-Check whether there are any existing change programmes that run parallel to the project. Different change programmes may well be able to reinforce one other.-Make sure that changes are explained and communicated to the buildings future users. What is the background and the objective of the envisioned changes? How will they affect the everyday life of users? What is in it for them?-Dedicate as much or more attention to organizational change as to the physical change.-Ensure that the leadership of the organization plays an active role in advocating and pushing the desired organizational changes.