New ways of working

“NUVOLIAMO” ENGAGEMENT PLAN

Lavazza
 
Context
Nuvola is the new Lavazza HQ in Turin. Not only a modern building and architecture but the symbol of a new way of working in the organization. Thanks to the innovative technological infrastructures and the redesigned space planning, the employees are supported to achieve more efficiency and efficacy in their daily work.
Objectives
The internal communication project, called “Nuvoliamo”, has come to spread the new culture supporting the Lavazza Internal Communication and HR Teams through communication and engagement activities in which involve all the employees.
Contents
We structured the plan in 3 phases: pre-move, move and post-move. For the pre-move phase the plan has developed: information tools, as a monthly e-magazine, e-cards and an internal communication campaign, aimed to transfer to the internal population the useful info to best get to know the concept behind the new office listening and engagement activities, as the activation of the Ambassadors team, a group of volunteer employees involved in the internal communication activities of the project. The moving phase was focused on supporting people in the physical moving process: during their first day in Nuvola all the employees were involved in an edutainment activity, a treasure hunt in the new building in order to discover all the new features and services offered in Nuvola. After the move, we created a dedicated task force group to design the flexibility work policy through a pilot project and we supported the launch of the new Intranet with communication activities.
Results
We developed an internal communication system in order to support the culture of sharing activities and skills.
Methodos - Lavazza - “NUVOLIAMO” ENGAGEMENT PLAN
Methodos - Lavazza - “NUVOLIAMO” ENGAGEMENT PLAN
Methodos - Lavazza - “NUVOLIAMO” ENGAGEMENT PLAN
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GREEN LIFE

Crèdit Agricole
 
Context
Crédit Agricole erected two new buildings in Parma requalifying the area of the old back office center “Cavagnari”. The new headquarters represented the opportunity to introduce New Ways of Working and new behaviours toward “client centricity”. The new buildings are characterized by open plan offices, several meeting rooms, informal working areas and a renewed canteen.
Objectives
The project aimed to support Crédit Agricole’s project team through the active participation in strategic meetings and the continuous involvement of Top Management.
Contents
To involve more than 1.500 employees in a big change toward new layout, new ways of working and new behaviours it was fundamental to apply Methodos’ Smart Working Model: Employee Journey Experience™. We started from an innovative choice and we created a smart space where 70 pioneers from different organizational functions could test the new furniture and the smart ways of working in advance. Afterwards, 80 ambassadors were involved to facilitate the most and to support the working group in the testing phase or to collect feedback from the population. The key element to guarantee the success of the project was to make people understand the Activity Based Working practice, that is, being free to choose the workplace according to the activity to do. In this way, the office turned into a choice to make to and not an obligation any more. There are many challenges to cope with in a journey like this one in Crédit Agricole, nevertheless the most important in order to succeed is the leaders’ change. They were called to go beyond the usual on control of the employees’ presence in the office, and to shift toward people management practices based on objectives definition, trust and empowerment.
Results
The project perfectly integrated all the change management levers applied to smart working (communication, training, HR policy, real estate, mobility management). Its success has been the result of a choral effort by a team that worked steadiness on the project along all its phases. The project represented a learning model for the organization in managing projects of such dimensions and topics. A key result, Green Life vaunts today the involvement and satisfaction of the population on the main drivers of the project, such as sustainability (in terms of lower consumption of paper), mobility (for example, accompanying people towards a more conscious use of different forms of sustainable mobility – car pooling), and in terms of guest/client experience.
Methodos - Crèdit Agricole - GREEN LIFE
Methodos - Crèdit Agricole - GREEN LIFE
Methodos - Crèdit Agricole - GREEN LIFE
Methodos - Crèdit Agricole - GREEN LIFE
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“THE TOWER” COMMUNICATION PLAN

Generali
 
Context
The Generali Tower is the Insurance Group’s new, futuristic headquarters in Milan. It has been built in the CityLife district, one of the most significant urban regeneration projects in Europe with a surface of 360,000 sq.m. and a pedestrian park of 170,000 sq.m. The communications plan we developed comes at this particular time of great transformation for the company, which involved the moving of 2.200 people and the deployment of the New Ways of Working philosophy.
Objectives
Generali needed to make the move a real shared transformation, and to make the Generali Tower the “place to be”. A communication plan of the move needed to be focused on: • Promoting SmartWorking in accordance with the specific local legislation • Transforming the workplace according to the Group’s guidelines • Adopting instruments of communication and collaboration. The main objective was to build a structured communication roadmap to convey a clear vision of the project. The aim was also to explain that the Generali Tower meant not only a physical move but also a cultural one, able to involve also those who do not have a physical space in the Tower.
Contents
We subdivided the project into three “waves”, each one corresponding to a specific phase of its implementation (pre-move; move; post-move) with dedicated communication tools. For example, we decided to realize video interviews to tell the story of the architectural project by those who saw it coming to life and growing, up to its completion. Thanks to the Virtual Tour we had introduced the new spaces giving travel tips and info on available services. Our goal was to create an open channel with the internal population to make them increasingly aware of the changing processes. We wanted to generate knowledge and participation thanks to the dedicated section of the Intranet Generali Portal ‘Come noi’ called “Generali Tower”.
Results
We accompanied the move of over 2.000 people into one of the symbols of the modern Architectural Renaissance in Milan thank to timely, up-to-date communication that focuses on the employee’s knowledge needs
Methodos - Generali - “THE TOWER” COMMUNICATION PLAN
Methodos - Generali - “THE TOWER” COMMUNICATION PLAN
Methodos - Generali - “THE TOWER” COMMUNICATION PLAN
Methodos - Generali - “THE TOWER” COMMUNICATION PLAN
Methodos - Generali - “THE TOWER” COMMUNICATION PLAN
Methodos - Generali - “THE TOWER” COMMUNICATION PLAN
Methodos - Generali - “THE TOWER” COMMUNICATION PLAN
Methodos - Generali - “THE TOWER” COMMUNICATION PLAN
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