From conception and planning through to delivery and evaluation, blue goose and the Financial Conduct Authority successfully developed and executed an impactful campaign – which combined powerful creativity with an integrated approach to channel deployment – to enable tangible behaviour change. The judges were particularly impressed by how the campaign leveraged technology and local partnerships to enable employees to engage positively with a complex, major change.

Mark of Excellence:

  • Openreach
    #WeAreOpenreach

Openreach delivered an excellent internal communications campaign with strong outcomes. The objectives for the campaign were concise with clear expectations. Their strategy was sound, with a good emphasis on people and two-way dialogue. The campaign imagery was inclusive, diverse and impactful. The judges loved the use of real people with quotes to resonate with the wider workforce. We particularly liked the link to the engagement survey and the 18% increase over two years, showing the positive impact the campaign had across the organisation. Overall, a great campaign with fantastic results.

Finalists:

  • BT
    Technology Together
  • Heathrow
    #worksafehomesafe
  • Radley Yeldar and BP Upstream
    Mindset: Transforming perceptions about a changing world
  • Ruder Finn UK and AstraZeneca
    AZ2025: Think, Transform, Together
  • Sovereign Housing Association
    Data Dog: Engaging employees in GDPR
  • University of York
    Student Wellbeing Campaign

Winner entry:

Brief and objectives:

The impact of an office move can be extremely emotive. The decision to move the FCA’s 3,500 employees from the financial heartland of Canary Wharf to a purpose-built HQ in Stratford, East London, certainly divided opinion. While some reactions were positive, many employees worried about a negative impact on working practices. Others voiced anxieties about extra travel time and inconvenience.

Objectives included to:

  • excite employees about moving to a modern working environment;
  • communicate openly and honestly to keep employee turnover at normal rates;
  • minimise disruption to BAU.

Failure to meet these objectives risked:

  • an exodus of talent;
  • significant reputational damage;
  • wasting a once-in-a-generation opportunity to shape an FCA fit for the future.

This was a high-stakes change, presenting both great risk and enormous opportunity.

The idea, research and planning:

Research
Our first step was to understand the issues and employees’ depth of feeling. We knew the ‘noise’ generated by the announcement could undermine the move, so we built our approach on an ongoing cycle of audience engagement. Alongside insights from our annual employee survey, we used a dedicated move mailbox, a staff feedback site, and face-to-face activities to monitor concerns and changing opinions.

This provided the bedrock of our communications, and we adapted our approach and tactics according to what we were hearing.

The idea
We set a mood of positivity and excitement by positioning the move as much more than a change of address. This was an opportunity to propel the organisation into modern ways of working, enabled by a purpose-built environment founded on new
technology.

Planning
We invested a lot of time laying the groundwork – discussing challenges and barriers with the Senior Leadership Team. This highlighted which Divisions we needed to focus on, and which could be counted on as advocates for change.

Strategy, tactics, creativity and innovation:

To encourage emotional and practical engagement with the transition, we partnered with internal communications and engagement specialists, blue goose.

Together, we devised and delivered a strategy that accentuated the positives, as well as countering individual concerns. We developed the creative platform ‘The Future Is Here’ to encapsulate the positive changes embodied by the new location. We launched the campaign six months before the first wave of moves, and our guiding principles ensured our messaging was:

  1. Visible – we installed striking, immersive information hubs in the Canary Wharf offices that brought Stratford into employees’ field of vision, allowing us to ‘seed’ key messages over time.
  2. Frequent – a regular drumbeat kept people included and informed. We updated hub content at least every two weeks.
  3. Innovative – how we communicated needed to give authenticity to the promise of a workplace (and ways of working) fit for the future.
  4. Personal – we knew that colleagues themselves could be a powerful force for spreading knowledge, addressing people’s questions and ultimately, winning hearts and minds.

Delivery:

6 months to go – Campaign launch

  • High-impact, fully branded installation; full-wall signage; plasma screens; video.
  • Cafeteria lightboxes, refreshed with site progress updates, floorplans, facilities partner info, details of new technology.
  • ‘Lookout’ viewpoint from Canary Wharf office framing the new building, encouraging people to watch it grow on the skyline.

3 months to go – New ways of working

  • ‘Vision Video’ featuring independent, external industry experts.
  • Live presentations with the industry experts, including Q&A.

1 month to go – Getting ready

  • Site visits led by our 80 volunteer Move Makers to generate excitement, and explode myths about travel time and security fears.
  • Bitesize training sessions (face-to-face and via Skype) on using the new hybrid technology.

Day One – A warm welcome!

  • Welcome sessions for all employees in the auditorium.
  • Showpiece video depicting the potential of the new building.
  • Welcome box for every employee containing: reusable water bottle and coffee cup, massage ball, welcome booklet with foldout floorplan, ‘free breakfast’ voucher.

Measurement and evaluation:

Engagement & channels

In our post-move survey the following channels were rated “useful” or “very useful” (360 respondents):

  • Campaign emails (312 – 87%)
  • Move Makers (307 – 85%)
  • Intranet content (278 – 77%)
  • Stratford newsletters (276 – 77%)
  • The ‘Stratford’ homepage and the Big (Tech) Upgrade page were both in our top ten most visited intranet pages in 2018.
  • Three ‘Stratford’ stories were in the top ten most visited on our intranet for the last two years – alongside articles on our new Mission and Values, all-important Christmas timesheet codes… and Brexit!

Hearts and minds

  • Staff turnover rates during the move (May-August), remained well within our tolerance, with no evidence of any spike in departures attributable to the move.
  • Verbatim employee comments from the post-move survey:
    • “I thought that the move to the office went well and that the communication has been timely and informative.”
    • “The move was well organized, and made me feel proud to be part of the FCA”
    • “Great – well communicated and straight-forward. Well done everybody!”

Down to business

Employees were up and running even quicker than we hoped:

“The first day in Stratford was really well organised. I’d expected a day of unpacking and trying to work things out – but our passes were ready, the tech worked straight away and the first day guide meant I could get my pass topped up for the café, take a look around the building and then just get on with work.”

One month after the move, SLT’s rated their teams’ adoption of new ways of working as “good” or “excellent” (from 223 responses) for:

  • Clear and clean desk policy (100%)
  • Reduced printing (93%)
  • Using Instant Messenger (83%)
  • Using meeting and collaboration spaces (82%)
  • Overall printing volume reduced by 66% from the pre-move baseline
  • Our next employee survey reports back in Mar-19

Budget and campaign impact:

Our campaign was a joint effort by our internal communications department, a dedicated Stratford project team and blue goose. Our external costs covered design, production, installation and film editing campaign deliverables from Tminus 6 months, to ‘Day One’ – and were provided as part of this entry.

The Future is Here was a clear and compelling campaign that truly engaged and excited our people during an exceptional period of change.