What we do

When people have been doing things the same way for long periods of time they become ‘grooved’ and often find it tough to change. Neuroscience tells us that change is a metabolically expensive activity.

Change management programmes make sure the desired changes are well defined and engage people at every level to ensure whole communities get onboard with the planned change.

We deliver change programmes to support your business and workplace objectives, foster a culture of collaboration and productivity and equip your people for their transition to a digital workplace experience.

We have developed an innovative toolkit for facilitating interactive and deeply engaging workshops, where science-based insights and actionable strategies meet individual, group and organisational needs.

These workshops allow every stakeholder to be heard, enhancing their adoption, engagement with and support for the change. Our interactive workshops and conversations empower stakeholders to feel that they are part of the solution.

We use these sessions to uncover key challenges and opportunities that can lead to a shared vision for success. Our process acknowledges people’s fear and resistance, creating an environment in which all voices can be heard.

Why AWA

When people have been doing things the same way for long periods of time they become ‘grooved’ and often find it tough to change. Neuroscience tells us that change is a metabolically expensive activity.

  • Resistance is normal and natural
  • Transitioning to new habits requires deep engagement with every person in the organisation
  • People need to understand the change rationally before they can see what’s in it for them and engage emotionally
  • Everyone is different (history, personality, personal needs, lifestyle ) and we respect everyone’s need to engage on their own terms at a time that suits them
  • Our process takes everyone on a journey to enable them to see and embrace the change and sustain it through time

Change management vs. communications

Change management and communications can often be confused.

Change management begins the minute we initiate our collaboration – it is part of our conversations and how we facilitate our work. It is not a separate activity that comes later in the project.

Communications is one of the most important elements of the change management framework and takes place at strategic milestones or intervals throughout the lifecycle of the project.

Communications often functions as a one-way, outgoing information distribution system to inform, update and ensure consistent, clear access to information across an organisation.

Change management, on the other hand, is a two-way engagement that delivers a joined-up user experience, creating shared understanding, identifying new behaviors, establishing ownership and allowing all participants to lead, facilitate the process and learn by doing.

Behaviour change

Adopting new habits requires engaging with every person in the organisation. We help people understand the change rationally before they can see what’s in it for them and engage emotionally. Learn more about our approach to behaviour change.

Client Testimonial

“Leading a major change management project in complex international organisation is challenging undertaking. I knew it would involve multiple stakeholders, take wide-ranging collaboration and that we would need some expert, confident experience to help steer and deliver it. AWA has provided that, not by steaming in and dictating how things should be based on their ideals, but by listening to us, learning, understanding and advising. I have enjoyed working closely with them on this project. I have felt supported, they have always been available to discuss challenges and options and have always responded promptly, constructively and positively with solutions and alternative ideas for consideration.”

Tom Crame Head of Global Workplace, Amnesty International

“Mintel has worked successfully with AWA for over a decade on several major projects. We chose them for their expertise and experience at the cutting edge of understanding workplaces. They lead the industry with well-crafted research to understand the dynamic workplace landscape and help solve the real-world issues of operating successfully in a changing world. Along with data and insights they bring practical processes that involve everyone from grass root team members to the most senior executives, developing effective change to meet all parties’ goals. They have become trusted advisers around not only workplace matters but in behavioural change.”

Peter Haigh Chairman, Mintel

“We have worked with AWA for more than five years and value the collaborative partnership we have with them. They have supported the ongoing evolution of our workplace, providing deep insights and extensive expertise. With their help, we’ve been able to create a transformational space which supports our hybrid working approach and transforms our culture and ways of working to become more agile and innovative. This helps us recruit and retain the best talent, which supports our core purpose of funding research to save lives. None of this would have been possible without the help of AWA.”

Kerry Smith Chief People Officer, British Heart Foundation

“AWA has been a great resource of global data and research for us regarding agile, hybrid and the world of working. They are responsive, willing to question assumptions, and work as a partner to help us make good decisions.”

Neil Austin VP Real Estate Portfolio Management and Transaction Services, Omnicom Group

“We were really keen to understand how the learnings and behaviours of Covid enforced home working would affect the post-pandemic return of staff and in particular to our Sheffield campus as we have plans to restack and refurbish the office space. AWA’s detailed and in-depth engagement process allowed us to reach out to all levels of occupants and really understand staff perception on what will be needed to create a new working environment that would align with business requirements and where changes in behaviour, management style and space might be appropriate. Their insights also allowed us to create a blueprint of alternative space types that we’ve used to inform the repurposing of space across our nationwide estate.”

Steve Chapman Interim Head of Estates ICF Security, Estates and Information Directorate, Home Office