By utilising Leesman, BCG has been able to appraise the performance of its workplace and benchmark against other assessed BCG offices and externally to other leading organisations. After signing a new lease at 80 Charlotte Street in 2018, in Derwent London’s beautifully crafted Central London redevelopment, BCG was determined to use Leesman’s insights and work with Piercy&Company to invest in a people-led approach at all stages of the design process for the new flagship office.
To ensure the design met the needs of its people, they assembled a task force of employees from across the business. One of the architects who worked on the design, Isabel de la Mora from Piercy&Company, was struck by the quality of engagement. From the Chief Executive down to the most junior employee, “everybody was equally passionate”, she notes, comparing the experience to designing a family home – “except for 400 people rather than two parents and three kids”. Using insights gained from the Leesman Office survey before the design process began, the project focused on four integral elements: people, mobility, sustainability and wellbeing. The approach paid off: the Leesman Index score (Lmi) in 2022 was 79.3. The Lmi score is a universal measure of how well a location supports the employees who use it on a simple 0-100 scale. By receiving a score above 70, BCG’s 80 Charlotte Street office was eligible for a Leesman+ certification, which is awarded to workplaces that consistently provide outstanding employee experience.
Learning from the past for the future
With over 100 buildings worldwide, it is no surprise that BCG wants to take inspiration from other offices in its property portfolio when designing workspaces. This was clear in the design of 80 Charlotte Street, which was influenced by BCG’s New York office at Hudson Yards. For example, the opportunity for ‘accidental meetings’ is integral to Hudson Yards. As Andy Veitch, Managing Director and Partner, notes, it is about ensuring people are “fully mobile and flowing through the building and space, and not just sat at the same desk all day”. De la Mora agrees, “A big part of the brief we developed with BCG was about all these places that were just for human interaction, like the idea of collaboration and sharing knowledge and bumping into other people.” With this underpinning the design, they needed to ensure the integration of the various BCG divisions – to both underpin the ethos of ‘One BCG’ while also reflecting the strength of each unit.