For EMI, New Space Reflects Changing Times
The publishing arm of EMI Group wanted to bring its employees under one roof and at the
same time take a fresh look at its role in the music business
The first thing that visitors to EMI Music Publishing see when they exit the elevators is a huge
Steinway grand piano. There's also an area for visitors and employees to congregate.
The publishing arm of EMI Group wanted to bring its employees under one roof and at the
same time take a fresh look at its role in the music business
The first thing that visitors to EMI Music Publishing see when they exit the elevators is a huge
Steinway grand piano. There's also an area for visitors and employees to congregate.
Roger Faxon had a dilemma. As chief executive officer and chairman of EMI Music Publishing, he saw his workforce suffering something
of a collective identity crisis. It's no secret that the music industry is in a state of turmoil, but the uncertainties and lack of a clear path
ahead were starting to hurt the morale and efficiency of his team.
Worse, his staff was dispersed around New York City, with the executives and creative team in one office and support staff in a different
building two blocks away. With a staff of hundreds of employees, this had created an environment that was less than cohesive, with
miscommunications and confusion becoming a serious problem.
For Faxon, at least one part of the solution seemed clear: He had to unite his workforce—and he had to convey to them the importance of
the music publishing business, which he felt had become too subservient to its record label partners.
of a collective identity crisis. It's no secret that the music industry is in a state of turmoil, but the uncertainties and lack of a clear path
ahead were starting to hurt the morale and efficiency of his team.
Worse, his staff was dispersed around New York City, with the executives and creative team in one office and support staff in a different
building two blocks away. With a staff of hundreds of employees, this had created an environment that was less than cohesive, with
miscommunications and confusion becoming a serious problem.
For Faxon, at least one part of the solution seemed clear: He had to unite his workforce—and he had to convey to them the importance of
the music publishing business, which he felt had become too subservient to its record label partners.
