Thanks so much for your thoughts on this. Much appreciated.
I’ve also received plenty of opinions from the local tech and co-working scenes.
Really helped to take the right informed and appropriate action and hopefully
triggers some helpful debate on this topic.
There seem to be two clear separate schools of thought:
1.) An facilitating approach where the co-working space facilitates in
providing an environment and boundaries are set by the company that also takes
consequences for its own boundaries.
2.) An directing approach where the co-working space establishes the context
and plays an active role in maintaining that; the companies play according to
Because of our sector, partners and investors, our business needs a clearly
defined context. Feeling safe, unrestricted interactions and data protection
are important for us.
This means that in our specific case we need to move to an environment that
respects and protects these values.
I understand that different companies and organisations have different needs,
which is probably a leading factor in defining a coworking-company fit.
> On 12 Feb 2018, at 10:23, Jeannine van der Linden
> <flexkantoorkame...@gmail.com> wrote:
> I agree with Miroslav on this I have to say.
> I have indeed onboarded people in direct competition with my existing
> coworkers. I have done this in collaboration and conversation with the
> existing coworker adn the onboarding coworker, and whatever boundaries people
> felt were called for were developed in that conversation.
> I have also found out later that we had onboarded someone in direct
> competition with an existing coworker, and then had that conversation later.
> We are not a thematically limited space so I do not necessarily know enough
> about the market in which my coworkers are busy, to know that a new coworker
> might be problematic.
> I am curious what the new coworker has to say about it: if it is a problem
> for you then it seems to me it is also a problem for them.
> On Sunday, February 11, 2018 at 12:27:45 PM UTC+1, Miroslav Miroslavov wrote:
> As a member of a coworking space, startup founder and working with hundreds
> of coworking spaces, I would add that one of the key features of a coworking
> space is to:
> Make you feel that you belong to a community. A place where you are safe!
> Help you grow your business by removing barriers.
> Help you find opportunities.
> The community managers should be the biggest evangelist of your business.
> In my opinion, bringing direct competitor without speaking with the member
> first, is a violation of all points. In case the member agrees that actually,
> having the competitor will be fine and even it might open doors and create
> opportunities, then it's all good.
> Otherwise, if this breaks the safety zone and even may reduce the
> opportunities for the member, then it's surely not OK.
> @Ivo, if I was you, I would probably leave and give them direct feedback that
> they should consider a better community service.
> On Friday, February 2, 2018 at 8:40:01 PM UTC+11, Ivo wrote:
> Hi all,
> Our startup team has been a member of a co-working space in central London
> for a year.
> Our ambition has always been to build up a team there, be a member of a
> community, and have a longer-term recognised place for our company.
> Now, the co-working space has on-boarded a direct competitor into the
> Their response is they will not do anything about it.
> It makes our situation unmanageable:
> 1. We cannot discuss our work in the co-working space and the community
> 2. Our team cannot engage with the community (which is a perk for people
> joining a startup team)
> 3. Our investors and partners raise serious questions about the situation.
> The current situation cannot hold and will force us to leave if nothing
> In our view, this situation is very unfair.
> Our team has done nothing wrong and because of an error by the co-working
> team, we are forced out.
> Does anyone have an idea how to go about this?
> Any help would be greatly appreciated.
> Thank you.
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