Invesco

Investing in People and Place - Invesco

invesco-awa-consutlants

Setting the Scene:

Invesco is one of the largest asset management companies in the world with offices in most major countries. Before the project with AWA, three of those buildings were located in the UK: Finsbury Park and Portman Square, London, and Henley, Oxfordshire. When an opportunity arose to relocate from the Finsbury Square office to a newly refurbished building at 125 London Wall, however, Invesco grabbed it with both hands.

The Challenge:

Invesco’s global head of real estate, Denise Harrison, saw the move as an opportunity to break the mould by developing a new model for the organisation’s workplaces that could be applied across the global portfolio, with variations in each country that were sympathetic to local culture. But before the project could begin, Invesco’s design partner, Raw Unlimited, determined that it needed a workplace change consultant to augment its creative skills and Harrison was introduced to AWA’s Andrew Mawson.

The Solution:

Invesco appointed AWA to undertake a study on the organisation’s workplace needs that would eventually lead to a set of global standards. AWA worked as part of the organisation’s project team to deliver a new workplace model as well as new working practices and behaviours.

AWA undertook a comprehensive study over a six-week period including a ‘vision workshop’ with Invesco’s London leadership team. Invesco’s London staff were then asked to complete an online Work and Productivity Profiler, which served as an exploration into how they work, their productivity challenges and their desire for change, followed by interviews with the organisation’s senior leaders.

The next step was to establish an Occupancy Profile. AWA undertook a Workplace Utilisation study in which a team of observers recorded the use of every desk, meeting room and social space over a two-week period. AWA then worked with Invesco’s HR and IT functions to establish how their practices would support or constrain different working arrangements.

From here, AWA used the data to create a Workplace Proposition, which set out the options for a range of increasingly radical working practices. A series of meetings and workshops were held with senior leaders to explain the proposition as well as how to prepare staff for the changes ahead. Following this, AWA designed and delivered a behavioural change programme that linked leaders through a network of selected champions with the people at the grass roots while working with Invesco’s internal communications team to develop high level messaging and practical guidance.

After three months, AWA undertook a post-occupancy review involving a Workplace Utilisation Study, an online assessment and a series of staff focus groups. The results revealed a dramatic improvement in social collaboration, a significant hike in workplace utilisation, a halving of occupancy costs per head and an overall increase in satisfaction.