Jennifer Rayburn (far right) representing cosponsor Gensler gathered with the H&R Block Center team (from left): Belinda Lower, Rita Kelly and Karen Orosco.

Change management also resonates within the walls of H&R Block's new corporate headquarters in downtown Kansas City, MI.

By promoting collaboration over hierarchy, the CRE team enlisted the support of employees before the new H&R Block Center opened recently. It wasn't so much support for a new headquarters, which everyone welcomed, it's more about support for new ways of working within the new space.

Recalling "the journey" of more than three years, VP of Business Planning & Analysis Karen Orosco recounts the effort to "move the culture of this Fortune 500 financial services company to the future."

Five office locations spread around Kansas City "impaired our ability to retain talent," Orosco told the Global Innovator's Award judges. Combining the multiple locations represents "an opportunity to create a massive culture change" within H&R's entrenched traditions.

"The ability to attract and retain top talent is key to the future success of our company," according to Orosco. "Location and amenities are important aspects to this end: a culture of collaboration, flexibility and high productivity are equally significant."

So in this manner, H&R Block saw real estate as a solution to jumpstarting innovation and cultural change.

The challenge was to design and build a new headquarters to accommodate three generations of workers, promote downtown revitalization and transform the work environment in a progressive way.

"Communication played a major role," recounts Orosco. "An Associate Advisory Board was formed" when ground was broken more than three years ago. "A commitment to involve and listen to our associates was made before the building project was launched."

This way, a broad cross-section of employees found out about new approaches early in the change process. "They were the first to see the elliptically shaped design for the building, and how the decision was made" to bring an end to the corner office and other space entitlements. In turn, "they will be the first to celebrate the official grand opening of the building in October."

The advisory board comprised a broad array of the associate base in terms of age, years of service, department, home address and gender, explains Orosco. "The board is utilized as a sounding board for the project team." Employees provided feedback on how to communicate progress, as well as a number of other decisions like the naming of conference rooms, food concepts for the cafeteria, public use of the facility, retail space, and separation of the garage parking zones.

To prepare them for the actual move, a detailed communications plan was implemented including a monthly newsletter and a move-in theme of "Bigger, better, together."

An Intranet site also updates associates on the latest developments surrounding the move along with the publication of a Facilities Services Guide.

Team space and collaboration also fit the bill, points out Orosco. That's why H&R built more than 160 meeting spaces ranging from collaboration rooms two to a theatre seating 300 people for learning purposes. The theatre is also part of the company's response to opening the new building to the community. Kansas City's Second Stage theatre troop will use the auditorium, too. Collaboration is also fostered by the use of new "pinwheel" work stations, designed in a 360-degree circular mode to allow three associates to work together or "heads down."

Other innovations include the Perks Plus program offering a points-based range of benefits ranging from child care to baseball games. Everyone from rank-and-file up to the CEO get the same number of points to "buy" across a spectrum of amenities.

There's a "Green" aspect to the new building, too. This incorporates elements like the use of sustainable building products, recycling construction materials, conservation of water and energy, and a raised floor system throughout the mid-level high rise to allow for better air flow but also more flexible and less costly space churn when it's needed.

"I know it's not easy for a Fortune 500 company to make 'green' decisions that may impact the bottom line," reacts one H&R Block administrator. "But every little step we take in that direction will have a positive impact on our reputation in the community. Most associates are happy to be part of the company for helping make that happen."

Today, there are about 400 employees working inside the new building. Up to 2,000 associates will eventually occupy it. With such a robust change management emphasis in place, Orosco believes the new H&R Block culture will be a success. "The key metric is that we are on time and on budget," she relates.

The company considered 31 locations for its new headquarters, so it did not take the decision lightly. "It's our opportunity to change how work gets done," concludes Orosco. "We were formerly functionally aligned, but now we are integrated with key decision makers who live in the culture they support."