Award Winner NZI Centre

At IAG we saw 5 brands, 4 locations

Headoffice and branch cultures made up of 35 yr tenure staff of baby boomer generations contrasted with Gen Y call centre staff

The questions to answer

What is expected of us in the new building?

Which brand will dominate?

Who will we be adjacent to ?

How noisy are they?

What will it be like with 180 on the floor?

To bring about the possibiity of one cohesive team within IAG we sought to understand the different subcultures that we needed to unlock.

Our mission is about changing mindsets. Initially we take the temperature of the teams. Cultures that have developed through time and specialisation, creating silo's. For collobarative behaviour to grow and expand  we need to breakdown the silos with change accelerators, no gimmicks just relevant techniques to the culture.

In the case of IAG we drew  linkages to work by other consultants and internal HR philosophies in culture development

The staffs understanding of the space and its advantages to their working patterns was key.

The parallel HR program of the Attitudes  development was evolving with the new building program. Through the formal and informal introductions everyone got to participate in the new  space before it was completed. We linked these advantages which are the  the logic of the building layout  to the Attitudes.

The attitudes became the common ground for all five brands coming together in the space. We found that the understanding the space and how to live within in provided a great sense of belonging. Awards were won , but the real gold was the significant lift in staff engagement levels.