By Conal O’Hara, Chief Operating Officer at London Executive Offices (LEO)
A recent report predicted a 50% growth in the flexible workspace market by 2022 across the EMEA. Aside from the investment and finance opportunities in an internationally burgeoning market, how can financial services firms maximise flexible office space?
Flexibility is driving change across businesses of all shapes, sizes and sectors – with both young start-ups and more established, traditional financial firms set to reap the benefits. A fixed ‘nine to five’day at an uninspiring desk is becoming a thing of the past. However, workplace flexibility runs much deeper than this: it is about meeting increasing employee demands for ownership of their working day, alongside providing a business with the freedom to be able to react and adapt to change. In light of Brexit, wider macro-economic uncertainty and new challenger entrants, coupled with the intensifying ‘war for talent’, this two-pronged flexibility will prove crucial for even the most traditional firms.
The financial services sector faces uncertain yet exciting territory ahead. Firms of all sizes need to have the tools to adapt, expand or contract swiftly – within days rather than months. The straight-jacket of a five- or ten-year conventional lease clearly restricts the ability to respond to uncertain political events and navigate through the ever-changing global economy. A flexible solution, with a term of 12-36 months and the ability increase or reduce the amount of space occupied during the period, offers freedom to respond quickly to market conditions and gain the edge over a challenger or competitor. The benefits of this flexibility cannot be underestimated.
In addition, the services available from a flexible workspace operator provide a business with the headspace it needs to think and react to change. With turn-key flexible office solutions, companies can focus on their core business. A complete out-sourced function can be activated via an experienced operator, with an entire infrastructure available at the click of a switch. Technology supported by resilient bandwidth with enough capacity for the demands of the financial sector, including specific features such as call-recording and video-conferencing, are available at the touch of a button, without the need for third-parties and multiple support contracts.
Behind the space is the service. Trained customer service teams should not be added extras but commonplace expectations – consider IT support, in-house maintenance and on-tap concierge services to assist workforces throughout the day. Not only does this support senior management teams, but also helps to promote employee wellness and engagement across a structure. Hotel-like service will increasingly be brought into the workplace and should be embraced to help institutions perform, grow and succeed.
War for talent
‘The war for talent’ is a phrase increasingly heard across many businesses. For financial services, new brands in the market and increasing innovation mean that competition for the best graduates and senior leaders is fierce. With recent research by recruitment company Totaljobs finding that 84% of employees are calling for more flexible working arrangements, and that 75% of employers claim flexible working boosts retention rates, it is clearly a key weapon in a business’s armoury.
Whilst financial rewards will always be a primary driver for a workforce, employee experience is increasingly important. Interesting spaces, a sense of individuality, ownership of the working day and the ability to work in a productive, inspirational environment are front-of-mind issues for much of the UK’s rising talent. As such, even the most traditional institutions are having to adapt to new professional expectations and one way to succeed is with innovative workplaces. Breakout areas, hot-desking for productive working, and various collaborative spaces, including top-spec meeting rooms, create an enjoyable and enviable working environment.
In London, addresses mean business. Many financial services firms need to be in a specific location for its amenities, but also for the value it can add to their business and its brand. Think hedge funds and Mayfair, insurance and EC3 and banking firms around Gresham Street and Bank station. Premises in these addresses may have been out of reach to some firms on a conventional office lease basis, but through a premium operator, firms of every size can benefit from the value added to their business from sought-after locations. Proximity to clients and other sector-specific businesses assist in creating a competitive edge and add credibility.
Additionally, discreet unbranded providers allow a firm to develop its own identity, whilst maximising the value of the quality address. For example, meetings can be held in premium conference rooms that align with a firm’s professional image, but that remain personal to them. What’s more, meetings do not have to be confined to a boardroom anymore. Businesses who work with flexible providers have scope to tailor the location to the client – enjoying informal meetings in impressive lounges, spectacular terraces or quiet Mayfair gardens.
The same applies to employees, who can enjoy all the benefits of a premium location with concierge-style service and features – all provided on tap by an operator.
Finally, for those that require the facilities and value of a premier postcode but are focused on the need to potentially add headcount, some providers are offering cluster portfolios. With buildings positioned together in core areas, it allows quick expansion to another building, even on the same road if needed, minimising disruption and maintaining the benefits of the area’s amenities and commuter connections during the process. Financial regulation may also require teams to be based separately and so, to keep satellite offices in close proximity but compliant with regulation, cluster portfolios can be particularly effective.
Offices in uncertainty
Brexit and wider global political and macro-economic uncertainty are key factors when considering short and medium-term growth plans. With this in mind, firms should not over-commit to space. By occupying a flexible office within a provider’s building, firms can be clever with their use of space; take a sensible sized permanent office but maximise the building’s meeting rooms, business lounges and breakout areas. Office providers who own their real estate are also sought-after in uncertain times. Firms can have faith in the business continuity of their supplier given the backing of a physical property. Experienced operators who have supported businesses through periods of turbulence, such as the financial crises of 2008/09, should also be considered. Finally, on the financial front, new accounting regulations require lease liabilities to be reported and so adopting a shorter-term licence may be an efficient way of limiting impact on the balance sheet, and not disrupting banking covenants or increasing risk.Managing costs will be a key focus for many and London’s flexible office market is well-equipped to support firms in achieving their targets.
Rethinking the way in which we work should permeate all sectors and markets. Flexible solutions for both a business and its employees will become increasingly commonplace, including within traditional financial services firms, and, as such, flexibility will no longer be perceived as a temporary solution. Offering flexible and innovative workplaces will prove crucial in the war for talent, in streamlining costs by leveraging services and addresses, and in remaining agile during times of uncertainty. With various forces shaping the current climate, clever thinking is needed to ensure competitiveness and ultimately success. Starting from the ground up and considering the four walls around you may hold the key to success for financiers in years to come.
Is Digital Transformation the Key to Business Survival in the New World?
After a turbulent year, enterprises are returning to the prospect of a new world following an unprecedented pandemic.
Around the country the way we interact with customers, how consumers buy, and what interests the public has rapidly changed. Successfully managing these digital transformations may be the difference between your success and failure at this stage of continuing economic uncertainty.
Of course, the investment may appear unviable, but the benefits maintain growth and profitability. Digital transformations change the way you conduct your business. It allows you to take a step back and reconsider every aspect of your business. This includes the technology you use, how your staff operate, and how customers interact with your brand.
The World Economic Forum has predicted that the value added by digital transformations across all industries could be greater than $100 billion by 2025. Digital transformations are allowing organisations to rapidly innovate.
Accepting this innovative approach to your business right now may spell the difference between company liquidation and prosperity. Here, we look at the benefits of digital transformation and why it’s essential for your business.
Transform your customer experience
The main objective for a business is to fulfil the needs of their customer. A positive experience is vital to retain customers and encourage new consumers to interact with your brand. Likewise, positive customer experience is a core principle of digital proficiency.
A recent study found that 92 per cent of the top 100 organisations have a mature digital transformation strategy in place to improve their customers’ experience. This is compared to all other organisations where only 22 per cent of responding companies have these strategies in place.
One way to achieve this is to recreate your e-commerce platforms to better represent the needs of your customers. A complete rejuvenation can help to identify problems and obstacles in your current system.
SMEs have the opportunity to base their digital transformations on the successes of other businesses. In terms of customer satisfaction, 70 per cent of the leaders reported a significant and transformational value in overall customer satisfaction.
Digital transformation can help you to better understand your market. By tracking metrics and analysing the data that you collect, you will be able to better understand your customers. You can also gain a clearer understanding of how the sector operates under varying circumstances. This helps companies to make better business decisions.
One survey on the use of data in business showed that 49 per cent of businesses believe that analytics are of most use in driving business decisions. Two-thirds of businesses surveyed believe that data plays a pivotal role in driving strategies.
There’s a plethora of ways that businesses can collect essential data. These include surveys, transactional data tracking, social media monitoring, and in-store traffic monitoring.
Greater collaboration across departments
By centring your organisation around digital infrastructure you can create a consistent working experience. Sharing data and information with your staff can promote idea sharing and innovation.
Organisations are beginning to create companies based on a digital culture. This shapes the way that staff communicate with each other and how technology influences the way they work. This culture reinforces their other digital strategies.
It’s important to maintain engagement with staff during a digital transformation. One report indicates that 79 per cent of companies that focus on culture sustain strong performance throughout their transformation.
When organisations are built around a common goal, business transitions will be smoother.
Improved agility and innovation
Digital transformations allow your business to stay agile, in that it is always prepared to and welcomes change.
The most successful organisations do not follow the beaten track. They look to see how their company can diverge from their original mission and build on their successes. Technology allows these new approaches to be developed alongside extending business enterprises.
One survey shows that 68 per cent of businesses believe that agility is within their top three most important initiatives. This means ensuring that every interaction between customer, technology, and staff is meaningful.
These agile interactions can include, for example, the development and improvements of chat-bots. It all works towards helping locate the best possible options for staff and customers.
Frequent technological innovations make it difficult to predict what business will look like in the future. Organisations can prepare themselves for this through digital transformations, allowing any future developments and changes to integrate into their business operation.
Being recognised as a digitally transformed business, customers and staff will recognise your attempts to innovate and provide the best possible service. The ability to create additional revenue also highlights the need to adapt to the digital age. The future is showing its face through technology. Businesses must take advantage of the transformed society to change how they operate and reap the rewards.
Virtual communications: How to handle difficult workplace conversations online
Have potentially difficult conversation at work, like discussing a pay rise, explaining deadline delays or going through performance reviews are hard to do successfully under the very best of circumstances. Now many of us are faced with the additional challenges that remote working presents meaning you need to have these kinds of conversations virtually. A little preparation and advance thought about the direction of the discussion can really help to make the interaction feel more natural and improve your changes of a successful outcome.
Tony Hughes, CEO at Huthwaite International leading global provider of sales, negotiation and communication skills development, shares advice on how to handle difficult workplace conversations online.
Plan your communication airtime
Planning for a call can be an unpopular task, but taking a few minutes to think through the structure and purpose of your conversation can really help you to achieve your objectives – assuming you know what they are! Work out your primary, and also secondary objective as a fall back, so you will not have to rely on pressing for just one outcome if that becomes too difficult to resolve in one conversation.
Think about how you will show empathy
It can be difficult to observe someone’s body language over a virtual camera call so tone of voice is more easily interpreted. Listen carefully for clues to how the conversation is going from their tone and note that nerves tend to make the voice higher and this can be very noticeable – a warm drink may help to relax your vocal cords and deepen your voice. Smiling when you speak (if appropriate) will also help to relax you and the other person. If you need to get it all right first time, practice makes perfect. Practicing with a friend of colleague can help to produce the relaxed tone of voice necessary to sound sympathetic or authentic.
Active listening is essential
Listening is what separates skilled communicators from unskilled and using active listening is key to ensuring the conversation goes well. We demonstrate active listening by acknowledging statements. Acknowledging is not the same as supporting, by acknowledging we show we are listening but do not necessarily show agreement. Using phrases such as ‘I understand’, or paraphrasing statements show that we are aware of their opinion and their thoughts without necessarily agreeing with them. Taking care to allow people to fully express themselves, especially if they are agitated or excited, is key to defusing the situation.
If we must disagree with them, we should take care to make a positive statement before and after the disagreement. This means saying things like ‘I fully understand what you’re saying, and will do my best to help. However, I will need some time to investigate the situation. Let me come back to you in X time’.
Remember counter offers can be counterproductive
Communicating online can bring a sense of urgency to get the conversation over with quickly, especially if people are not used to virtual communication methods. This unnecessary pressure can cause people to make hasty, often ill-considered counter offers or proposals in a bid to reach an agreement about the difficult conversation they’re having or to tick the task off our list. Whether this is agreeing to workloads for the week, or discussing a pay rise – rushing conversations and making hasty proposals can be counterproductive and may show you’re not really listening and intent on pushing your own agenda. Good communication is about listening and understanding the needs of others, whilst maintaining a strong stance.
Avoid irritating verbal behaviours
Having a difficult conversation in the workplace is hard enough without the added complication and tensions that communicating virtually may present! Try to avoid adding to this by keeping the conversation free from irritating verbal behaviours. This means avoiding self-praising declarations by using words such as ‘fair’ and ‘reasonable’ when talking to people. This can cause tension as they can undermine the person you’re speaking to and may cause lasting damage to your relationship.
Other verbal behaviours such as telling someone you’re ‘being honest with them’ or ‘that you’re trying to be frank’, can indicate that you may not have been completely honest in the past, or that you may be suggesting your counterpart is being intentionally dishonest. Steer clear of this use of language. It can lead to tension and a breakdown in communication further down the line.
Remember to show emotion
Perhaps surprisingly, skilled communicators show their emotions and indicate how they are feeling towards a situation more than the average communicator. This skill is particularly important what dealing with a difficult online conversation. For example, phrases including ‘I am pleased we are making progress’ or ‘I’m worried that this won’t work out’, can be used as a substitute for an outright agreement or disagreement as it’s difficult to argue with someone else’s emotions. This verbal behaviour also reveals something personal, which is likely to encourage trust within a conversation. If someone expresses that they’re concerned a deadline won’t be achieved – it’s then difficult to retort with ‘no you’re not.’ When used in the right context, showing emotion is a highly effective way of deescalating confrontation.
Ensure you avoid defend/attack spirals
Defend/attack verbal behaviour is when the focus shifts from the problem to the person and the conversation becomes personal. Skilled communicators avoid this behaviour during a difficult conversation, as it can generate frustration and end very negatively. Usually, involvement in a defend/attack spiral is a heat of the moment reaction and it can be tricky to avoid. Difficult conversations tend to be high pressure, so to avoid this behaviour communicators should aim to understand and resolve, rather than react. This allows the conversation to become open and a solution to be achieved harmoniously.
If you want to learn more about how Huthwaite International can help your team develop a highly effective virtual communications strategy visit: https://www.huthwaiteinternational.com/business-performance-solutions/delivery-options/virtual-learning
Brand guidelines: the antidote to your business’ identity crisis
By Andrew Johnson, Creative Director and Co-Founder.
How well do you really know your business?
Do you know which derivative of your logo to use on a pink background? Have you got a preferred font for PowerPoint presentations? Would you be able to look at a range of social posts and pick out the ones from your brand?
If your answer to any of the above is no, it’s probably time to think about your brand guidelines. Whether you’ve already got a set but feel they need a refresh or you’re starting from scratch, it’s crucial to have a firm grasp on your marketing do’s and don’ts.
Consistency makes you memorable
Before we get into the details of what to include, why do you even need brand guidelines? The simple answer is consistency.
Consistency is arguably the most important element of marketing. It makes your brand recognisable and helps you become known for a certain look and feel. Having a consistent brand also builds familiarity with your audience. People want to know what to expect from you. If you’re persistently using the same logos, imagery and tone of voice (TOV), people will start to take note and, over time, become fond of your brand. This is how brands become household names.
What’s more, just because you think you know your business inside out doesn’t mean everyone who joins your team does. For anyone creating marketing materials for your business, brand guidelines are an invaluable tool to ensure everything is in line with your desired look and feel.
Building your brand
Having a set of concrete brand rules will help your company look its best at all times. So, what type of things should you include in your brand guidelines?
- Define your vibe with TOV
Tone of voice is your brand’s personality coming through in words. Do you want to appear funny or serious? Casual or formal? Cheeky or respectful? Enthusiastic or matter of fact? Your TOV will be a blend of these different elements and work on a scale.
In your brand guidelines, you should clearly state “we write like this” and “we don’t write like this”. Are there any words you don’t like? Can you use casual contractions (“you’re”, “it’s”, “can’t”) or would you prefer to take the more formal route and avoid them? Are you comfortable shortening your brand name from, say, “Hyped Marketing” to “Hyped” or should the full name be used at all times?
These are all important things to consider if you want to make sure anyone writing marketing materials for you is on the same page.
- Pick (and stick to) your colour palette
Colours have a remarkable way of evoking certain feelings. For example, blue is often associated with trust, which is why you’ll see banks and hospitals use it a lot. Once you’ve chosen your colour palette, it’s important to stick to it to create a cohesive feel across all materials.
Your brand guidelines should contain CMYK, RGB, Pantone and Hex colour references for each colour in your palette. These references make it easy for anyone producing or printing materials for you to ensure they have an exact colour match — rather than just taking a wild guess!
- Learn your logos
Your logo should reflect what your company does day-to-day and marry together your colour palette and TOV into one little emblem.
Most businesses have derivatives of their primary logo, which should be used wherever possible. Your choice of logo will depend on where it appears. For example, you might use a white version of your logo on a solid colour background or a black version when colour printing isn’t available. Icon logos (with no accompanying text) also tend to be more suitable for social media profiles.
It’s also important that your guidelines include the correct proportions, opacity, colour usage and exclusion zone so that your logo always appears as intended. No one likes a squashed, off-colour logo!
- Tune into typeface
Selecting one or two fonts to be used across all materials is vital for maintaining consistency and expressing your brand personality. Do you prefer serif or sans serif? Sans serif is becoming increasingly popular (particularly for online materials as it’s easier to read on a screen) but serif still has a more formal effect.
In your guidelines, define where these fonts should be used. For example, you might use one for internal communications and another for external or different ones for online or offline materials. It’s also worth choosing one font for headings and another for body copy or sub-headings. Make sure you note which colours from your palette should be used as well.
- Include the right imagery
Elegant copy, snazzy colours and a slick logo are all essential for your brand’s identity. But what about images? It’s key to include a section in your guidelines about the kind of imagery that should be used across your marketing materials.
Do you prefer photographic or illustrative imagery? Should your images feature people? Will you take the photos yourself or are you sourcing them elsewhere? If so, where are you sourcing them from? Get it all written down to ensure all imagery used is in line with the look and feel you want to create.
It’s never too late…
You may be reading this and thinking it’s too late for you to draw up brand guidelines for your company — but it never is.
While it may feel daunting to overhaul the way you produce your marketing materials, progressing with more consistency only cements what works for your brand and helps dispose of anything that doesn’t.
Are you looking to refine your brand and ensure it’s instantly recognisable? Get in touch with us today to learn more about our branding services and how we can help create brand guidelines and a TOV document for your business.
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