The challenge

Aligning an estate strategy and organisational culture to a new Commercial Strategy.

WYG generated a new Commercial Strategy which became the catalyst for change across the organisation in 2017/18. With a newly defined proposition and more advisory focus, WYG realised that the existing strategy of 27 sites across the UK was no longer sustainable or aligned to the organisational vision. WYG wanted to explore the option to create centres of excellence rather than trying to deliver all services from all locations and undertake a culture enquiry in order to align all aspects of behaviour and customer centricity.

what we did

Strive worked through a series of engagement activities (both pre and post occupancy) across Newcastle, Belfast, London and Leeds, with a view to changing the way WYG approached making changes to the physical environment, recognising the need for the estate to be a key strategic enabler. WYG had historically procured via a D&B process with little engagement or structure to the creation of a brief for each project.

Strive worked with WYG to help develop an engagement-focused approach to ensure staff and stakeholders were both aligned and bought into the key outcomes of each project and create a future footprint which was more agile in nature and representative of the business’s spatial requirements and drive to change the culture within.

A mixture of activities took place from face to face engagement, utilisation studies, questionnaires and post occupancy workshops, which helped inform decisions regarding relocations and the need to consolidate offices. Whilst each project undertaken has varied greatly, the overarching theme has been to ensure that the approach achieved a much greater level of buy-in from staff and was far more robust in terms of the brief and the outcomes.

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the result

The outcomes from each project have been specific to the site and a sample of these is listed below:

  • Exercising a lease break in Newcastle, downsizing and relocating to services office accommodation

  • Relocation from 32,000 sq ft in Headingley to 21,000 sq ft in the centre of Leeds

  • Detailed spatial requirements and feasibility studies for relocation in Leeds

  • Post occupancy review and recommendations to improve the space in London following a relocation and implementation of new ways of working as a pilot scheme

  • Review of requirements in Belfast and a decision whether to stay or go

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