CHALLENGE

Our client, Akamai Technologies, was in the process of establishing a new global headquarters and uniting four of their current office buildings. Their vision for the headquarters asserts: “to connect the world we must first connect to each other.” In addition to ensuring clear communication around the many logistical aspects of the move, Akamai Technologies needed to engage employees, support them through the change process, and inspire them around the company’s vision to build a headquarters that represents “the equivalent of the interconnected network they manage and bridges the gap between the expectations of today and unexpectedness of tomorrow.”

SOLUTION

Design and implement a change strategy and engagement roadmap to establish an overarching vision and rally employees around a shared journey. Approach was two-fold:

  • Design and facilitate collaborative experiences at all levels of the organization via
    • Monthly alignment sessions for Senior Leadership
    • Divisional Town Halls
    • A network of change champions (AkaChamps)
    • Employee engagement activities and workshops
    • Employee hard-hat tours
    • Smart Building Technology pilots and super-user trainings
    • An Opening Event of 4,000 people, including Akamai employees and their families, to celebrate and experience the new HQ
  • Develop custom, multi-channel communication tools
    • Video series on the new space and everything the building has to offer
    • Custom-built and continuously updated intranet site
    • Single-frame employee roadmap
    • In-depth employee experience guide
    • Frequent newsletters and logistics communications
IMPACT
  • Senior Leaders delivered clear and consistent messages throughout the process
  • Employees understood both the “how” and the “why” around the change
  • Employees developed a strong sense of ownership and enthusiasm around the new workspace
  • Employees are successfully positioned to
    • Create new habits that will make their work lives more meaningful
    • Realize the full potential of the new HQ
  • Pilots and trainings eased the operational transition
  • Day 1 and Week 1 plans minimized loss of productivity and provided high-touch employee support
  • A plan to begin post-occupancy engagement in 2020

Capabilities Included: