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Maximising business outcomes.

Whether you are thinking of introducing new technologies, new work practices or new workspaces within your business, there are some workplace improvements that will generate a greater return on investment than others.  By collaborating with your team we frame your vision, and distil the most important workplace outcomes for your business. By understanding your business, people and workspace we can help you identify workplace improvement priorities and develop a business case in support of your workplace project. Our stakeholder facilitation and consultation expertise overcomes the so called wish-lists by giving people a deeper understanding of the desired business outcomes and return on investment.

Our knowledge and experience in workplace transformation and delivery provides you with a clear understanding of the project costs, benefits and the risks that will need to be managed along the way before you commit to a project.

With a solid workplace strategy in hand, you will be prepared to turn a business case into high value business outcomes, maximising your return on investment. 

 

Case Studies:

National Biosecurity Centre

Master Builders Association Redevelopment

National Broadband Network National Operations Centre

DSE Incident Control Centres

testimonials.

“A 'workplace change' process is a key part of any workplace project. In my role as General Manager of HR at a large energy network and retail company, following a number of mergers and acquisitions, we needed to develop a new workplace culture, whilst at the same time deliver cost efficiencies and improved business outcomes. Bringing together teams from multiple sites into one new head office, might at first seem simple enough, but the people issues brought about its own challenges. Resource Architecture, who managed the design and delivery of the new office design and fit-out seconded one of their people as a ‘User Advocate’ into our business for the entire duration of the project to assist our employees to transition and adapt to the changed working environment. The User Advocate role was used to to communicate the change to employees, to gather feedback...In this way we were able to target and initiate communication events, workshops and focus groups that were specifically designed to address employee concerns, with outstanding results. The User Advocate relocated along with us into the new space and helped to deal with the inevitable settling-in issues people had after the move. This process accelerated the delivery of a new culture and cost efficiencies, and lead to greater employee engagement and contribution of new ideas and better work processes.”

Karen Lowe - Head of Leadership and Talent, UK Retail at Royal Bank of Scotland Edinburgh, UK