Organisation Vision

Organisation Vision

Client:

European Investment Bank

Project Type:

Organisation Vision

Completion:

Mid 2019

Project Scope

  • The client required a Vision and a strategy to deliver it, for all assets and services within real estate and facilities (Campus Vision 2030);
  • The aim of the Campus Vision 2030 project was to merge internal views/requirements, industry trends, potential external circumstances and strategic choices into one consistent long-term vision for the client in Luxembourg;
  • Campus Vision 2030 was required to provide a coherent vision complemented with guiding principles for strategic choices, supporting with the setting of priorities and creating focus, coordinating and evaluating the work on the client;
  • Carry out research on holistic topics to ensure best practice thinking, including:
    • the functions of a corporate campus and HQ buildings;
    • business safety, security and continuity;
    • consideration of public access and transparency, with security;
    • potential changes to workplace strategy over the time to 2030;
    • the services to be delivered to customers;
    • insourcing and/or outsourcing across the organisation;
    • owning v leasing property;
    • Sustainability, resilience, climate and environmental best practices including biodiversity, and circular principles;
    • Diversity and inclusion;
    • Connectivity, Artificial intelligence and Smart Buildings;
    • Workplace strategy including the potential for staff to work flexibly and remotely.

Project Detail

The client created an in-house steering group to oversee the development of the Vision and procured Coretex Consortium from a seven-year term consultancy framework.  The client wanted a combination of:

  1. A clear understanding of the current situation;
  2. Scenario options (for 2030) and strategies/ decisions that could drive towards any of the scenarios;
  3. Success criteria for each / all scenarios – that would create an optimum solution for the client whatever events may unfold in the future;
  4. Good practice research in a wide range of areas (see Scope);

It was important for the client team to feel that they understood the scenarios and decision tree that would help them make optimal decisions across the business units.  The initiative therefore acted as an education, thinking, planning and decision-making methodology to help the client create clear decision roadmaps and an optimised view of an ideal future.

Project Outcome

  • Despite the advent of Covid at the beginning of the process, which caused delays, the process was concluded satisfactorily entirely remotely;
  • Despite the client having multiple other projects (workplace, technology, sustainability etc.) taking place at the same time, all inputs were mapped and included to create a balanced and integrated Vision;
  • The client approved the research and findings, enabling them to feel ‘grounded’ and move forward confidently with exploring future scenarios;
  • The client agreed a detailed ‘Research’ document, to be used in the future as a reference for decision making and evaluation of impact of events against the most desirable scenarios;
  • A relatively short, internally circulated ‘Vision’ document was produced in concert between Coretex and the client marketing and communications teams. This document used as a communication

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