Your most valuable asset is your staff. But we already know from experience that one size does not fit all. That’s why, in order to offer to your associates the right workplace – that engages them, empowers them in their day-to-day work and supports all types of work within your company – we need to identify all the projects’ stakeholders and align everyone’s vision to a bigger unique purpose. This is the stage when we will understand your expectations, your leadership vision and the reasons behind the upcoming office design project. Briefly, we cannot predict it, but here it’s the moment when we make room for the future.
One of the most important objective in an office design project is to use the new workplace as a tool to strengthen the feeling of belonging and pride for your employees. This is possible only if we engage in a comprehensive change management process with the management teams. This actions will require dedicated resources and will not succeed unless the management aligns vigorously behind the reasons for the change management process. In order to achieve the intended results, the ratio between the supporters of the change and its detractors has to be at least 6 to 1. For a large organization, it means that the desired change has to be a top priority for the management for about a year.
One of the most common mistakes in change management is trying to change the working culture from the culture’s end. The working culture of a group or organization is a complex phenomenon that stems essentially from the way the organization is structured and led. It cannot be changed through training or by setting people cultural change objectives. Since it is mainly a product of the company’s values, systems, and practices, if the above is not changed, the pressure for behavioral change will only result in frustration and cynicism.
Another angle of this argument is the fact that the working culture is not only generated by structure but also informed by it. The culture that a company needs is a product of strategic planning and it should enable and enhance the organization’s ability to attain its strategic goals. It is, therefore, very important that the desired working culture is defined in full alignment on said strategic goals and in a good understanding of the underlying key factors of success.
The change management process we propose could start 3-6 months prior to the move and continue 3-6 months after the move. The main tools for running the change management process will be open talks, dedicated workshops, team and/or individual coaching.