blocher change management
Our Change-Management concept steers organizations step by step through the processes of change triggered by construction projects. We want architecture and interior design to have an optimal effect on people's lives. That is why we help organizations to clarify where they stand in connection with a building project, where they would like to go with it, and how they will get there. We moderate the interests of project participants, develop empathy for users and enable them to adapt their behaviours to new building contexts.
Today more than ever, organisations must reinvent themselves. Construction projects can function as positive catalysts for Change-Management initiatives, sparking cultural change and impacting quality of life, agility and market growth. One can experience architecture and interior design with all the senses. Thus users and project participants can jointly shape change for the good of all.
As facilitators and moderators, we tap into the creative potential of people without an architectural background. To accomplish this, we combine classic Change-Management tools – like Kotter’s 8 phase model – with agile methods, design thinking and user experience design. We use these tools in, for example, the workplace, in retail, hotel, administration and public buildings, in residential construction and urban planning sectors.
It is of utmost importance that this process be initiated in a project’s early stages. The additional outlay of user participation at the start has a clear added value for the end result:
— increased user acceptance and commitment
— those affected receive an unimpeded look into the broader context
— user know-how and creativity are incorporated
— clear focus on added value for the organization and user experience
— cost optimization, reduction of potential change loops
In order to reach helpful conclusions regarding user perception, we conduct User Research at the start of the design process. To that end we carry out participatory observations, work shadowing, user journals and journey mappings, focus groups and interviews. We augment this with big data analyses such as user flow, smart building or traffic data.
The basis for our Change Management for construction projects is the definition of “Key Performance Indicators” (KPIs), such as the rate of recommendations, processing times, sales, etc. These criteria allow us to measure an organization’s performance before and after a structural intervention. This keeps the focus on the added value of the investment.
We keep the Change Process lean, agile and transparent. Using design sprints in the workshop format, we are able to generate simple prototypes quickly for the structural user experience. In keeping with the principle of learning from our mistakes, we view prototypes as hypotheses that we test and validate through user experimentation. We represent prototypes using, for example, playful 3D models, Legos, cardboard, building blocks, user journey storyboards, Virtual Reality, renderings or test constructions. This enables us to gain a clear picture of the final result and the resulting changes in behaviour as quickly as possible. This “Big Picture” is a theme that guides communication of the Change Story within the organization.