Adapting to a worldwide shift
Another key development within the contract was an increased emphasis on Workplace Experience—a timely response to global post-pandemic changes. “Effectively, we had two transformations happening at once,” says Mike. “One is this huge contractual change. But at the same time, we are all operating in a world where the workplace is being radically transformed.”
To tackle this challenge, Mike sat down with senior leaders at the client to discuss how the workplace would stay relevant to their organisation.
“As global workplace teams evolve, we at ISS, have to become the guardians of connection, collaboration and culture for our organisations,” he says. “We have to consider how we evolve if office spaces are not going away but being repurposed. How do we make sure we are in front of that curve? And how do we figure out the next wave of value for clients?”
If ISS does that, the value workplaces provide will be very different, says Mike: “We will no longer only be managing the physical assets, but developing tools to establish, nurture and grow a connection and collaboration culture. That has been a big part of our dialogue with the client.”Transforming the workplace experience
Mike considers ISS’s insight into the global industry a key strength in its partnership with the client. “The account really turned a corner when the client started making new, experience-based spaces. In fact, its new headquarters is now a flagship service location for ISS in the US—so it has been a huge change.”
He also believes that ISS’s Workplace Experience programme, a service for clients that provides strategic advice and an integrated management model , has contributed to the transformation’s success. “Our insights into how the client can become more of a hospitality- and experience-based workplace have been very beneficial. That has become a key differentiator for the client, and it is one of the things that has made their colleagues look like heroes within the organisation.”
Thanks to the efforts and enthusiasm of the client’s account team and workstream leads from both ISS and the client, the results are already impressive. Workplace Experience, as a service concept, is now in place at 20 key sites, while 20 new Workplace Experience managers have been hired. Nearly 1,900 ISS employees have completed placemaker training—and the new financial model has been implemented wherever the client operates.
“I cannot overstate how important collaboration has been to the success of this relationship. It is probably the most highly collaborative client relationship I have experienced,” says Mike.
“To mobilise this level of commercial redesign, service uplift and expansion of scope was a truly challenging task. The management teams and the placemakers who accomplished this are all to be commended.”