Workplace
Change Right has helped clients of all sizes - including large government clients and private sector organisations - relocate, co-locate, collaborate and change their working styles and behaviours.
Workplace Case Study
Building Design
- Summary
- Success
- Outcome
Change Right delivered the branding and design of a new HQ building in central London.
This new HQ saw the co-location of twelve (five large and seven small) organisations, coming together in the same location for the first time.
It was important to ensure everyone involved in the move felt represented within the brand and identity and that this brand was holistically deployed throughout the building, ensuring no single organisation took precedence.
Part of our thinking behind this new brand and identity was to develop a collaborative culture and sense of belonging for the agencies involved, something they could identify with and feel part of.
The design took elements from the existing design language of each of the organisations involved.
Through statement wallpapers, imagery and typography we ensured each agency was represented and received a ‘nod’ to their unique and proud histories, original HQ buildings, culture and mission.
Our success included:
- Helping the client understand how workplace design and branding impacts and benefits organisational culture
- Working across multiple organisations to agree the look, feel and subsequently sign off the new identity
- Ensuring inclusion, diversity and equity considerations such as colourways, typography, art and signage were inclusive and balancing the competing needs of stakeholder groups
- Managing the deployment of the brand by five separate organisations using different outsourced organisations, such as architects and construction partners
- Delivering despite budgetary constraints
- Sharing our knowledge of how interior design isn’t a nice to have, but a workplace standard and culture benefit
Working across three major programmes we agreed the branding for the newly co-located organisations, allowing them to operate with one voice under one distinct identity.
We used a communications and engagement campaign to bring the brand to life and foster a sense of understanding for the new identity.
This was positively received by staff, who have fed back on the creativity, inclusion and consideration given to their home organisations, history and cultures – 91% stated their new workspace is better than the previous environment.
The branding and look and feel has been seen as a step change in public sector design and has been featured on multiple news and TV channels.
The branding has drawn interest from other transformation programmes within the group of organisations.
For example, we’ve been asked to share our thinking with these regional partners who are looking to replicate what we achieved with this client at their new build facility.
Workplace Case Study
Corporate Culture
- Summary
- Success
- Outcome
As part of a central government merger, Change Right was asked to develop a range of culture interventions to assist the newly co-located teams to work in a more joined-up way, share information and use the newly installed facilities to better effect.
We were tasked to work with the head of each organisation to create a joint culture statement, underpinned by actionable purpose statements which would help each organisation to start moving towards the joint mission.
We facilitated a range of culture initiatives and ‘nudges’ to start to make staff ‘think, feel and do’ differently.
We introduced the changes through round table and marketplace events, communications and engagement activities – as well as a joint programme of reward and recognition standards.
It was important for us to understand the existing and unique cultures already in place and recognise that each organisation was well established and proud of their current culture.
Our role was to help move these distinct cultures towards one mission and statement – and rather than try to establish a ‘new’ culture, instead develop and weave together those already in place to better effect.
Throughout this culture change initiative there were a range of challenges to overcome in order to embed new ways of thinking and a shared purpose.
Our success included:
- Bringing seven organisations into one building, currently occupied by one of those seven organisations
- Working with existing proud and embedded cultural differences to bring about change
- Working with stakeholders to understand corporate culture
- Negating the feeling of loss relating to current culture
- Navigating office dress standards
- Differing personal security standards
- Working with the client to realise the full potential of a change in culture
We co-created a new brand and identity so staff had a mission and purpose they could strive towards together.
User feedback about how these partner organisations now interact has been extremely positive.
National and local teams are now more ‘joined up’, have a better understanding of one another and improved information and knowledge sharing has developed.
Teams have fed back, stating that they now have a greater understanding of the skills and abilities of their colleagues and are better able to share resources and collaborate with their newly-found knowledge, this will eventually lead to cost savings across these agencies.
We received overwhelmingly, positive feedback from the marketplace event, which was a first of its kind for these government partners.
It was seen as a key in shaping a more collaborative culture and enhancing learning and an appreciation of what each partner does.
Similar feedback was gained from the staff affinity groups when we facilitated an informal social to connect diverse groups to network, support and empower each other.
We’ve continued our communications and engagement work, including a series of ‘culture nudges’
in a regular drumbeat, supporting staff with ideas and interventions to ensure the development of a more collaborative working environment.
The culture nudges were led by senior leaders and middle management layers to showcase that culture change is brought about by everyone.
99% felt inspired by the future of the organisation following their engagement with the Change team.
Workplace Case Study
New Ways of Working
- Summary
- Success
- Outcome
One of the largest police forces in England and Wales tasked Change Right with helping the organisation move to ‘Smarter ways of working’.
They were rolling out new technology which would see all operational and office-based staff issued with mobile technology in the form of tablets and laptops.
The ambitious project encompassed approximately 45,000 people across a large geographical area and in some instances, international staff.
Members of the Change Right team were tasked with bringing about business change activities to shape new ways of working.
This included the training of management teams to better supervise staff, training staff to use new applications and to maximise the potential of mobile technology out in the field.
Throughout the delivery of new ways of working, we met a range of challenges that needed to be overcome to embed new thinking, actions and a shared purpose.
Our success included:
- Successfully encompassing a large umber of organisation/staff wants and needs
- Overcoming technical blockers (hardware and software)
- Working with staff to combat resistance to new technology
- Developing differing training needs of staff needing to adopt the new technology
- Upskilling managers to manage remote teams
- Collaborating with other project teams on competing estates’ rationalisation programmes
- Working within a public sector budget and delivering to budget
- Maintaining personal and technology safety and security
As part of a wider, in-house team Change Right staff were successful in delivering the business change activities for the deployment of 45,000 devices across the organisation.
We helped plan, deploy and run in excess of 70 workshops to train first and second-line managers in managing remote teams, whether they were off-site or ‘other’ site working, home working or field-based workers.
These sessions incorporated core management activities, welfare and well-being, technical support, non-intrusive supervision and other elements such as dealing with underperforming remote teams, sickness reporting and similar concerns.
The workshops were iterative and responsive to management needs and concerns.
Following these successful deployment and training workshops, we created a communications and engagement strategy which would inform and educate all staff in scope of the project and allow for two-way dialogue.
As the largest public sector roll-out of mobile technology seen at the time, the project was deemed a success, receiving praise for the change in mindsets and high level of user adoption – not only of the hardware but also use of the mobile applications designed specifically for the technology roll-out.
Workplace Case Study
Office Refurbishment and Business Change for an HQ building
- Summary
- Success
- Outcome
Working with a global organisation, Change Right was employed to conduct an office refurbishment and instigate business change interventions to help 300 staff return to the office following the Covid-19 pandemic.
The flagship London HQ encompassed three floors of mixed-use office space and required a complete refurbishment within a constrained budget.
We worked with the client to bring about this refurbishment and were integral in selecting furniture, fixtures and equipment, along with space planning and customer journey planning.
Our insights into workplace trends helped our client reach its goal of more staff making use of the HQ building.
The second part of this project was to create engaging staff events and a social calendar, plus communications and engagement, to encourage staff to return to office-based working.
Throughout the refurbishment programme we met a range of challenges that needed to be overcome to ensure the best experience for staff. Our success included:
- Delivering against a restricted budget to complete the refurbishment
- Bringing a fresh take on change management to combat staff apathy in returning to the office
- Working with the organisation to detail the cost-of-living pressures on travel to the central London location
- Working with C-Suite executives to implement multiple changes to scope
- Collaborating across multiple project management geographies, including London and Perth
“Super organised, collaborative and easy to work with. Made our office renovations a true success.”
Change Right’s contract was renewed on two occasions so we could continue to assist the client with their return-to-office initiative.
This involved several business change activities to showcase the office and communications and engagement campaign to encourage staff to make use of the newly refurbished estate.
The project was completed on time and on budget – and more staff have been using the new estate since the rollout of our business change activities.
We’ve received positive feedback relating to the design, layout and new types and styles of working environments we introduced.
Due to the success of this project, the client is in initial discussions with Change Right to lead similar projects at other major city HQ buildings.
Workplace Case Study
Stakeholder Engagement
- Summary
- Success
- Outcome
Change Right was tasked with delivering a workplace change initiative for a new HQ facility, affecting several thousand members of staff.
Stakeholder engagement was key to this programme, given the mix of operational and office-based staff.
To make the change effective and long-lasting, we instigated a range of tools and techniques to map, influence and engage with stakeholders.
This involved an initial exercise of mapping, identification, engagement and subsequently creation of a ‘specific point of contact network’ (SPoC), made up of key stakeholders, to ensure we were continually engaged.
To ensure two-way feedback for both Change Right and the client, we formulated a user experience forum to gain both qualitative and quantitative feedback from key stakeholders.
The project included a range of challenges which were overcome to effectively deliver positive business change interventions.
Our success included:
- Ensuring the best delivery for office-based and field-based teams with differing needs
- Collaborating with local, national and international partners with different time zones and scope of inluence
- Working with and upskilling the internal change team
- Delivering with new ideas, thoughts and processes to combat change fatigue and resistance
- Working with existing proud and embedded cultural differences to bring about change
- Overcoming legacy communications channels with fresh thinking and techniques
“The stakeholder management is some of the best I have ever seen.”
By mapping and identifying key stakeholders we were able to instigate a strong and robust network of SPoCs to help inluence staff at all levels, from grassroots to senior leaders.
We were able to amplify our communications, brief junior, middle and senior management and disseminate information and actions to bring about effective change and an informed workforce – 91% stated they were given the right information at the right time.
By developing a network, we were able to break down legacy siloed-working and instigate a new synergy across teams and subsequently the organisation.
Via the user experience forum, we were able to hear first-hand any pain points or frustrations and act on them quickly and effectively, fostering a culture of trust from stakeholders for us as a change partner but also on behalf of the internal programme team.
The forum also boosted morale and satisfaction as it gave all levels of the organisation a voice – and an opportunity to inluence the change and the direction of the programme by providing a feedback loop.
Through gaining trust and a positive working relationship with stakeholders we were able to enhance internal capabilities and skills, deploy change initiatives with less resistance and gain greater buy-in from teams by pre-empting any potential blockers in the transformation.
This streamlined effectiveness of the change, saving time and reducing costs.
Secure Case Study
Communications and Engagement
- Summary
- Success
- Outcome
Working across three major programmes for a national policing organisation, Change Right was tasked with deploying communications and engagement material relating to an estate transformation.
The transformation saw people, estate and IT changes as well as changes to ways of working due to the installation of new hardware and software.
Through a range of channels our communications reached around 12,000 people.
We also worked with partner organisations to ensure our comms and engagement strategy was aligned.
This meant the information shared was succinct and consistent to ensure maximum reach and user engagement.
We used a range of methods which were new to the organisation, such as animated videos, SharePoint sites and vlogs, as well as the more traditional methods staff were already familiar with, including email, blogs, the intranet and MS Teams.
Throughout the deployment we met a range of challenges which we overcame to deliver a successful communications and engagement strategy.
Our success included;
- Adapting to legacy technology and software which made dissemination of information more
difficult - Working across differing security classifications, from Official-Sensitive to Secret.
- Collaborating across different national IT systems to deliver creative thinking around comms deployment
- Working in partnership with other organisations to develop the right tone of voice, acronyms and use of language
- Managing competing demands from differing areas of the business and programmes
- Working with internal communications teams to see the distinction and benefits of change communications versus standard internal comms
Following successful sign off of the key messages and communications and engagement strategy, we instigated an ‘editorial board’ for senior leaders who then signed off high-level communications.
Our initial approach was to launch the new brand, identity and look and feel to warm the organisation to the new style.
We then used traditional comms channels to signpost users to our new and innovative channels.
Via this staged approach, we transitioned the organisation to new communications channels, an innovative approach which aided greater user engagement.
In addition, we worked with partner organisations and colleagues to ensure a joined-up approach to the dissemination of communications collateral.
This meant colleagues based across the UK were kept informed on progress at the new HQ development.
By using new and engaging formats, not seen by users or widely used in the public sector, engagement was high from the outset, and continued to be so throughout the programme.
The communications and engagement for this programme was seen as an example of best practice by the client’s internal change pillar and sister organisation, 88% stated that comms were presented well and knew what change activities they needed to undertake whilst 84% felt that comms were easy to understand.
As a result, Change Right was asked to share its approach and deployment practices at a series of ‘lunch and learn activities’ and through ongoing CPD with the organisation’s regional change teams.
Secure Case Study
New Ways of Working
- Summary
- Success
- Outcome
Change Right was contracted by a global organisation to focus on a regional HQ building and a ‘return to the office’ initiative.
The client wanted to encourage staff to make greater use of the space on offer, encourage more collaboration and see improvements in staff ethos and culture.
Change Right worked with the contracted construction agency to provide the best possible working environment to encourage staff back to the office on at least a part-time basis.
In addition, part of our scope was to create, plan and execute a range of office-based activities to showcase the new space, introduce new ways of working in that space.
We also demonstrated the investment the client had made in the refurbishment, with staff wellbeing at the centre of the new design.
Throughout the delivery of new ways of working, we met a range of challenges that needed to be overcome to embed new thinking, actions and a shared purpose.
Our success included:
- Delivering against the backdrop of Covid-19
- Dealing with a high number of organisation/staff wants and needs
- Combatting cost of central London travel
- Working through change controls to ensure the client saw success
- Utilising regional and international budget allocation and oversight to deliver the best workplace and change experience
“Very client focused approach which you need. Good communication…and very professional.”
The workspace planning and design has been extremely well received – and the return to the office initiative is proving to be a success according to client testimonials.
Four events were planned, delivered and supported by us, including an industry wide event to showcase the new office space.
Change Right has been re-hired twice by this client to deliver additional services due to the success of the initial project we delivered.
Subsequently, the client is in early discussions with Change Right to oversee the workplace and workspace design of some of their wider global estate, stating that Change Right is more agile and responsive to their needs, scope and deliverables than other suppliers used in the past.
Secure Case Study
New Ways of Working
- Summary
- Success
- Outcome
Contracted to deliver new ways of working for a national organisation, Change Right developed and deployed a range of initiatives to bring about changes in the workplace.
The organisation needed to make better use of the available space across their estate to maximise the value for money. This was due to the merger of several units and departments and partner organisations into one, newly refurbished building.
The ask was to analyse the amount of available space and develop a strategy to:
- Accommodate all staff
- Ensure user requirements were captured
- Business adjacencies accounted for
- Deliver a range of spaces that catered for the organisation’s diverse needs
- Provide a fresh, attractive and well-being focused environment
The project included both traditional working space, collaboration space, a restaurant as well as wellness facilities such as a decompression space.
Throughout the delivery of new ways of working we met a range of challenges that needed to be overcome to embed new thinking, actions and a shared purpose.
Our success included:
- Working against the backdrop of Covid-19
- Delivering to a large number of organisation/staff wants and needs
- Collaboration to overcome technical blockers (hardware & software) due to security constraints
- Upskilling managers in managing remote teams
- Delivering against a constrained and unique estate
- Working within a public sector budget and delivering to budget
- Maintaining personal and technology safety and security
By assessing use of the space, square footage, headcount and user requirements we were able to deliver a range of workspaces that fitted the original brief and catered for the bespoke requirements of specialist teams.
We modernised an out-of-date working environment, eliminating redundant, unused spaces whilst introducing fresh and wanted workplace spaces that have encouraged staff back into the workplace.
Deploying our tried-and-tested methodology across the project to deliver the variety of spaces required, we considered furniture types and styles that encouraged the workplace behaviours we were looking for. The foorplate and building designs were shared with staff through information activities such as a communications and engagement campaign – and they were given training on how to make best use of their new workspace.
On-floor information was provided to assist staff at a local level to take advantage of the new designs and styles.
We worked with the client, suppliers, facilities management and external contractors to deliver the requirements set out in the original brief and bring about new ways of working, within the specific building, remote off-site working and home working.
Following the deployment of the new ways of working, we undertook a series of post implementation reviews to assess how the space was being used to ensure staff satisfaction and help the organisation achieve its goals, 91% stated that staff wellbeing had improved and an improved working environment had been delivered.
Secure Case Study
Space Planning
- Summary
- Success
- Outcome
On behalf of a major UK government client, Change Right planned both communal areas and office spaces to help them make optimal use of their new estate.
Working with our long-term strategic partner we designed multiple spaces across 30 floors.
Consideration was given to business requirements and new ways of working, incorporating new technology.
Some communal spaces had a multi-functional use, including the canteen and event spaces.
Our team selected furniture which allowed spaces to be easily adapted for the various uses specified by our clients.
We delivered a consistent, on-brand look and feel, including the wellbeing and breakout spaces.
These had additional elements, such as soft seating, game areas and decompression space to create a more relaxed atmosphere and make the spaces more suitable for this purpose.
Throughout the programme we overcame various challenges to see the successful delivery of the space planning.
These included:
- Changes to the organisational design, including the number of people due to occupy the space – and additional organisations were brought into scope
- Competing organisational requirements and expectations relating to staff/desk ratios and space density
- Change of use of spaces/floors
- Working in an operational building that included ‘swing space’ to house teams on a temporary basis while their permanent workspace was designed and refurbished
- The unique building design
- Constraints and oversight from the building’s landlord
- Diverse user requirements relating to information security, assets and personnel
- Working across multiple workstreams, corporate HQ teams and outside organisations
- Public sector ambition relating to the extent of the transformation
Across the ‘working floors’ we introduced a ‘5 C’ methodology which zoned spaces to specific tasks, incorporating an ethos of ‘less desks, more seats’.
This meant users had greater fexibility in their working style and how they engaged with their colleagues – 78% felt they now collaborate more effectively due to better space planning, an increase of 30% on pre-move results and 70% agreed the space was flexible to their needs, an increase of 32% on pre-move results.
Additionally, we introduced a zoning system – also referred to as neighbourhoods – so that teams could make best use of the available space depending on which teams were in the workspace each day.
The communal spaces we created met the brief of being consistent with the overarching organisational brand – but a step change in what we delivered for the ‘working floors’, so staff were able to take more effective breaks.
As a space planning exercise, we were able to increase the amount of ‘covers’ in the canteen spaces and provide additional spaces such as a ‘take one, leave one’ library in a newly incorporated business lounge.
We also introduced planters, moss walls and plant frames. Biophilic and natural elements in the workplace provide better air quality and create a calming atmosphere.
Secure Case Study
Office Relocation
- Summary
- Success
- Outcome
On behalf of a government agency, Change Right were contracted to relocate several thousand staff members from multiple different locations across London to one, newly refurbished building.
This included internal moves at the existing site to allow for extensive refurbishment throughout the building.
The programme included critical operational teams responsible for national security, working at a range of different classifications, from Official Sensitive to Top Secret.
This once in a multi-generational programme was part of the (UK) Government Major Projects Portfolio and Change Right were tasked with business change activities, IT business change, communications and engagement, interior design and the planning and physical relocation of affected staff.
The relocation elements involved preparing staff for the moves through extensive stakeholder engagement, communications and ground support, such as orientation tours and planning.
Subsequently, we provided ‘first day support’ to ensure teams were familiar with their new workspace, transitioning into several weeks of ‘hyper care’.
Throughout the relocation programme we met a range of challenges that needed to be overcome to ensure staff had the best experience.
Our success included:
- Combatting change fatigue and resistance due to other organisational change initiatives
- Combatting staff apathy, with a fresh brand, tone of voice and enthusiasm for change
- A complex move plan over several years, involving 4,500 people
- Working across multiple secure environments
- Delivering against competing demands on staff caused by operational activity, including critical incidents that impacted stakeholder engagement and preparatory move activities
- Integrating new ways of working as part of the relocation
- Deployment of new hardware and software as part of the relocation
- Never showing as ‘in exception’ by UK Government’s Infrastructure and Projects Authority (IPA) which inspects Government major projects
All relocations, arranged in tranches, have been completed on time and on budget over this five-year programme.
The user satisfaction rate – in terms of how their relocation was handled and the design of their new location – was 85% and above.
Despite the existing building and relocations involving operational teams, no disruption was seen in their capabilities due to careful planning and preparation to ensure business continuity.
Change Right retendered for this major programme and was successful on four separate occasions, proving our expertise in secure environments and workplace relocations.
Secure Case Study
Supplier and Contract Liaison
- Summary
- Success
- Outcome
As a workplace transformation specialist, Change Right is experienced at working with, collaborating and forming part of the project management structure with external contractors.
These might include:
- Construction or Refurbishment organisations
- Architects
- Interior Designers
- Branding and Marketing Agencies
We also have our own ecosystem of sub-suppliers we work with on specific projects, including:
Branding and Marketing Agencies; Signage Suppliers; Furniture, Fixture and Equipment Suppliers;
Project Management Specialists; IT Suppliers, and Cyber Specialists. On all of our most recent projects we have worked with the suppliers outlined above to ensure a consistent, managed and timely delivery of workplace solutions.
We have delivered this in several ways, such as the project management of suppliers for end clients or forming part of the supply chain to dovetail our services into a wider project.
Aligning ourselves to the RIBA process or clients’ bespoke requirements, we’ve managed activities from security sweeps to IT and furniture installation timelines.
We met a range of challenges which needed to be overcome to ensure succinct, seamless delivery for the client.
Our success included:
- Delivering against competing priorities and timelines
- Forming strong relationships with changing supplier
- Supply chain delays caused by global events
- Successfully detailing the primacy of client need
- Working with the client to bridge gaps in delivery scope between suppliers
- Overcoming different ways of working across supply chain
- Collaborating on IT integration and project management processes to achieve client goals
- Collaborating with supply base to share technical understanding and meet deliverables
We have delivered on time and on budget for all our clients.
We have conducted a four-year programme of works on behalf of a national agency which has seen Change Right project manage the branding, design, approval and installation of a new corporate brand for a multi-story, 4,500-person building.
This included all wayfinding, external and internal signage, decor, customer journey and workspace design, along with the selection and delivery of all furniture, fixtures and equipment. We worked as part of the project management structure, working with the construction partners and architects to deliver the workplace requirements.
This involved detailed planning around the RIBA process and other requirements necessary due to the secure nature of the building, ensuring consistent, joined up and effective delivery.
The project remained on time and on budget in all the areas Change Right were involved with.
Our successful part in this world-leading initiative was rewarded with four successive renewals by the client.
Although a workplace transformation organisation with a specialism in business change, Change Right’s experienced team also has a background in:
- Project and Programme Management
- Strategy
- Design
- Communication and Engagement.
This means we have the skills and experience to work alongside construction and refurbishment partners, we are adaptive to changes and challenges – and we deliver for our clients.
Adoption Case Study
Hardware Adoption
- Summary
- Success
- Outcome
As well as being responsible for a larger programme of workplace transformation works, Change Right was responsible for a key deliverable relating to the deployment of new ‘Official-Sensitive’ and ‘Secret’ laptop devices on behalf of a national organisation.
The task was to equip all building users with devices, provide first day support, set-up and familiarisation of peripheral equipment such as Wi-Fi pebbles, secure and non-secure headsets.
The roll-out was to 2,500 people across both operational and field-based teams.
A coordinated process was needed to ensure all users could collect their devices, receive first line support from the Change Right team – and that devices were registered and tagged.
The roll-out was designed to complement new ways of working, taking into account estate space planning and building utilisation.
It also supported flexible off-site and home working – and enabled working in secure and non-secure environments, nationally and internationally.
Throughout the hardware rollout we met a range of challenges that needed to be overcome to see increased adoption and new ways of working.
Our success included:
- Delivering against a complicated deployment schedule due to shift working and field-based teams
- Combatting competing priorities of internal stakeholders
- Dealing with clients lack of experience in using new technology
- Delivering training to increase personal and technology security knowledge
- Refreshing existing and introducing new policies and procedures
- Developing a consistent approach with internal teams to support the deployment of assets
- Delivering despite supply chain challenges caused by global events which led to roll-out delays
- Security accreditation of the devices to allow for their use in secure environments
- Collaborating with the internal capability of the organisation to manage the issuing of replacement or new devices post the initial deployment stage
Supported by a targeted and succinct communications approach, we were able to deliver new hardware to all eligible staff, providing ’first day’ support for the new devices and associated equipment.
c.2k laptops deployed, 1.5k secure devices issued, 425 laptops and c.6k peripheral devices and equipment to aid connectivity, facilitate remote working and ensure security.
As part of the initial deployment, we provided staff with information on second line support, should it be needed – and worked with the internal IT team to set up an in-house tech bar to troubleshoot any problems and get staff back to work more quickly.
Remote support was also factored into our approach to support those working off-site or from home.
The hardware deployment included an asset tagging system to ensure the organisation was able to track, trace, stun and return devices.
We also designed the movers, leavers and joiners process – which is critical to any organisation, but particularly when dealing with secure IT devices.
The project was deemed a significant success with greater uptake, a more consistent approach and greater user adoption of the new hardware.
Adoption Case Study
Software Adoption
- Summary
- Success
- Outcome
Change Right’s IT Business Change Managers were tasked by a national client to deliver a secure data import system which allowed for the seamless transfer of data from ‘Official’ systems to ‘Secret’ classifications.
Historically data was transferred via an encrypted memory stick on a specific data terminal by specially trained individuals.
With the advent of new technology, we were tasked to initiate business change activities to train, communicate and engage staff to use the new software system and increase adoption – and phase out the legacy system.
This was a key driver for the organisation, to ensure time saving, data security and release the burden on staff trained in the data import process.
Throughout the software roll-out we met a range of challenges that needed to be overcome to embed the new system and increase adoption.
Our success included:
- Overcoming legacy ways of working and instigating new
- Working with stakeholders to combat change resistance
- Delivering IT training to boost knowledge and confidence
- Working on a national scale to ensure all deliverables were met
- Ensuring that all data and security standards were met
- Working with suppliers of a technically heavy secure software hosting platform
- Collaborating with external suppliers to gain understanding and deliver the change
- Knowledge sharing with internal stakeholder to ensure understanding
Following collation of user requirements and technical delivery of the software, our team embarked on a communications and engagement campaign which included training elements to help staff make best use of the new software.
They started to see time savings and benefits – and critical UK national security data and intelligence was imported more quickly – c.3.6k data imports per week following full deployment and business change activities, 350 hours saved per week since deployment, releasing financial savings and allowing teams to focus on more pressing matters.
This specific IT project has gained national recognition for the time savings seen since the interventions Change Right introduced.
The process is quicker, more timely and secure – and has achieved the business benefits of releasing the bottleneck of data import for the organisation.
Information and intelligence is now shared in real time and contributes to national data sharing in a new, secure way.