Do we stay or do we go? The Alan Turing Institute was at a crossroads. Occupying over 18,000 sqft across 3 floors within The British Library, the Institute were driven to inform a new ‘way of working’ strategy and redefine their workplace vision, understanding the essential requirements for their people and wider organisation.
With a looming lease expiry on the horizon, our Workplace Strategy team began the tactical direction journey to understand our clients’ vision and financial and cultural objectives. The institute needed a property strategy that would incorporate their business structure and aspirations, to better understand the hybrid working experience – centred on a vision of what their future workplace needed to deliver.
With a mission to advance data science and artificial intelligence research in a rapidly evolving world, the institute needed to enhance their capacity to innovate and collaborate. Founded on the principles of inclusion, safety and community, it was vital for their strategy to reflect the diverse requirements of their people.
Our team facilitated a comprehensive research process including executive consultation, leadership workshops and employee surveys, delivering key insights and recommended directions. It was identified higher levels of collaboration, agility and technology-enabled solutions were the foundations for what, strategically, the Institute needed to achieve to thrive.
With the strategic foundations in place, our team created a scheme illustrating how flexibility could be brought to life, to deliver higher levels of collaboration across teams, alongside greater individual choice. With an emphasis on cross-functional-collaboration, it was important for teams – across all levels – to integrate seamlessly together.
To further support our client’s vision, we have reimagined the physical and digital workplace creating a more agile environment, integrating technology that has enabled a seamless and reliable experience for employees and visitors alike.
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