said the training
and support resources equalled or exceeded their expectations
92%
Deploying new technology with a user-centred approach to drive high levels of engagement and adoption.
the opportunity
Puzzle worked with this Commonwealth Government Department to provide communication, engagement and data analysis to support their deployment of portable devices. Their aims were to:
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Be guided by a user centred approach
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Boost engagement in the change efforts to drive adoption of the new technology
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Understand the effectiveness of their deployment as a possible model for future rollouts
our change approach
Working collaboratively, Puzzle Partners delivered not only the client’s immediate goal – to deploy their portable technology – but also to build their capability and set them up for success for future implementations. We:
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Provided advice on connecting people, place and technology considerations to achieve high adoption and a positive user experience
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Developed and implemented a communications and engagement plan, providing staff with the right information at the right time to ‘nudge’ behaviours
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Completed baseline surveys and workplace observations, providing a solid evidence base for post-implementation recommendations
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Employed design thinking to encourage creative solutions to connectivity challenges – experimenting, piloting, building on what worked
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Conducted a post-implementation review which fed into the recommendations for the national implementation
the results
Key outcomes included:
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Great results – 82% of people were satisfied with the rollout, 77% were satisfied with ongoing technical support, and 92% said the training and support resources equalled or exceeded their expectations
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Project met the immediate needs for the technology rollout, and informed further strategic work on the department’s property portfolio – provided them with a solid base for how their people use the space
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The pilot uncovered and provided opportunity for the project team to troubleshoot technical issues, such as share drive accessibility, network and printer connection and loss of VDIs
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Feedback confirmed that face-to-face learning was the most effective training style for the department; an insight that informed future projects
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Confirmed the effectiveness of building projects around delivering the best user experience
blueprint
change
transition
leading financial institution - paperlite
Establishing a “new normal”, pioneering new ways of working, and building enthusiasm and positivity in the client’s team.
local
government
The transformation of 6,195 square metres of council offices into an innovative, collaborative, flexible workplace.
public
hospital
No time to waste! Plan and relocate 900 health staff between 15 buildings and across 7 sites within 3 months!
emergency
services
Puzzle were entrusted to manage the complex transition of a critical emergency services operation centre housing 600 staff.
federal government department #1
Using an evidence-based approach to test and refine a novel real estate strategy…the introduction of satellite Hubs.
state
government
We love a challenge...co-locate 2,800 staff from 10 sites (five departmental divisions and 10 agencies) to a new building...during a global pandemic.
financial institution FWOW
Navigating a path towards a ‘new normal’, leveraging the lessons from the remote working experience and defining future ways of working.
global law
firm
From negative to positive...how a change management program assisted to shift staff sentiment during a move to agile working.
federal government department #2
Deploying new technology with a user-centred approach to drive high levels of engagement and adoption.
global comms
group
Leveraging a co-location project to re-define culture and drive improved agility, collaboration and flexibility.
national
broadcaster
The show must go on! Relocating three broadcast studios and 645 staff in an incredibly tight window between the evening newscast and the following days’ morning show.
leading financial
institution
Using data and evidence as a basis to drive “right-sizing” in CRE decision making.
federal government department #3
Establishing a “new normal”, pioneering new ways of working, and building enthusiasm and positivity in the client’s team.