Within the traditional real estate business today there’s a growing trend focusing on increased customer value at office workplaces. Facilitating innovation requires transfer of different kinds of knowledge, which means that the knowledge-bearing actors must meet and interact. The customer is therefore no longer passive but deemed as an important active actor in the development of new and changed business models. In a case study, this paper seeks to improve our understanding of how network structure affects innovation outcomes in real estate innovation networks by analyzing network structure in terms of network size, density and in terms of actor centrality or position. This study shows that it was primarily the customer who was behind the innovative development of the workplace while the real estate company had a more network coordinating role.