Empowering BBVA with a 360º work experience
Thursday, April 30
15:15 – 16:00
COO and General Manager, MORMEDI
Insights & Strategy Director, MORMEDI
7 months before the official moving date BBVA decided to study stakeholders’ needs in more detail to define a seamless 360° employee and visitor experience. The objective was to improve brand perception, happiness, motivation, efficiency and productivity through spatial, digital and cultural change solutions, empowered by the latest technology and focused on five key areas identified as key improvement points of the employee and visitor experience: access to headquarter, work place environments, meeting rooms, printing and digitalization islands, business centre.
Mormedi's approach was based on secondary and primary investigation involving 48 employees, 11 departments, 3 workshops. Interviews documented diverse perspectives from directors to management and staff levels. Fieldwork included 6 guided tours to BBVA current office buildings and a running pilot as well as visits to the construction site.
Secondary research included a best-practice benchmark, a trend study, focused on identifying cultural, technological, spatial and cultural shifts and a detailed architectural and urban study of the building and surrounding areas.
The project formed part of a bigger step the bank was taking implying considerable cultural change within a sector known for being quite traditional. The move embodied a new philosophy that emphasized a more democratic and agile culture of collaboration; focus on results and the shift to becoming “a digital bank”.
Employee expectations vacillated between anticipation and scepticism fuelled by practical issues.
In order to make the move a success and to go beyond a superficial level it was instrumental to keep in mind the practical and the emotional needs dimension regarding our solutions that were to empower the future employee experience.
Based on the insights from our field research we created four high level employee typologies based on key characteristics.
When it came to mapping the current experience, identifying pain points as well as conceptualizing solutions, this user framework enabled us to take into account the point of view and needs of the different employee types that work there.
After a thorough experience analysis we created a series of diagnostic maps for the five areas that formed part of the project scope.
The maps specified the experiential and contextual origin of the pain point, the type of solution within 3 possible solution categories (digital, spatial, cultural), etc.
We then created a solution for each identified pain point within the new employee and visitor experience.
In order to tell the complete story of the employee and visitor experience we then joined together the individual solutions into seamless experience maps for the employee and the visitor.
By running client workshops we assured that BBVA stakeholders stayed involved throughout each step of the process: insight identification, ideation, co-creation, validation and finally prioritization. Through collaboration with BBVA´s technology consultants we were able to translate our insights seamlessly into a set of implementable solutions. But most importantly by applying a thorough process of listening to users and understanding their needs we were able to come up with solutions that are meaningful and relevant to employees and visitors.