A Major Bank was investing $1b in a new workspace to differentiate itself in a highly competitive labor market and attract and retain top talent. Its senior leadership saw this as an opportunity to accelerate the organization’s journey towards greater customer-centricity and enterprise collaboration. Could the new office space be a catalyst for this future?
Copying the latest office trends was not an option. The design had to support more progressive and competitive work practices. And they had to move quickly—by the time we were brought in, the architect gave them 120 days to complete the design before construction would start.
All too often, the process for designing a space is led by a small group or happens in a vacuum. The bank took a different approach and engaged us to conduct a Syntegration that brought their leadership team together to have a strategic conversation about how to use space as a catalyst for their long-term transformation.
The bank also invited a few experts, who specialized in architectural design and workplace strategy, to complement the expertise of their own real-estate team. By bringing outsiders into the group’s decision-making process, the boundaries of conversation quickly expanded beyond the office walls and amenities, and shifted to other important topics like "how to bring the voice of the customer/community to the space”, “how to work more horizontally” and “what experiences the space needs to deliver".
Resistance was replaced by a sense of fair process, excitement and momentum. The Bank’s Leaders were able to rapidly make high-quality decisions, mobilize key stakeholders. For the bank, this was a proof point and opportunity to model collaborative behaviors in how it approaches decision-making.
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