How to deliver the next world-class banking headquarters

Many banks and financial institutions are embracing the idea of a tech-forward, human-centric workplace. A new era of work is reshaping how these institutions optimize their offices, and as a result, requiring them to think more strategically. Companies with large, owner-occupied headquarter buildings have an especially unique canvas for bringing that vision to life.

A handful of large financial institutions with a centuries-long headquarters presence in traditional banking centers like New York City have committed to full-scale occupied rehabs of their owned buildings. These projects are not common, as they can cost upward of a billion dollars and take years to complete. But a through line between these projects is a mandate: deliver an elevated workplace experience around us, while we conduct business as usual, without risk.

Adding to the complexity of these large-scale rehabs are the unique real estate needs and regulatory pressures that banking and financial services organizations face. Features like trading floors are not found in traditional office spaces, and regulatory requirements like blackout periods and 100% uptime can loom over decision making. Navigating regulatory risk is crucial and needs to be top of mind in early planning and layered throughout subsequent phases.

For the design and construction of these reimagined workplaces, financial institutions are shedding old dogmas and adopting workforce strategy, facilities and property management, as well as design, employee experience, sustainability and technology integration. But how do you successfully control all of these interconnected workplace levers in a way that feels cohesive and authentic—and most importantly, NOT disruptive—while also addressing the challenges unique to the industry?

“For projects of this scale, where you could have 3,000 to 4,000 employees a day moving through a construction zone, there’s usually a disconnect between physical construction teams and the teams responsible for the way employees feel in the space and interact with it,” said Frank Belarge, Managing Director, Work Dynamics, JLL. “All project services need to be delivered under a unified umbrella, so the experience from the front door to office chair is efficient, seamless and visually appealing.”

The front door is a property’s first impression. Without proper planning, this can be a pain point during active construction. For example, the front door intersects with outside spaces, and the condition of those spaces may be out of the building owner’s control. The entrance to the building may need to be shifted to accommodate work, so there is a potential to create confusion. The visual aesthetics also need to be impeccably managed so tenants don’t feel like they are moving through temporary, unappealing spaces to get to their offices.

A team responsible for wayfinding and communications will ensure that pleasing signage, video screens and other visuals serve a functional purpose of getting people where they need to go and eliminating confusion. They can also serve as effective marketing and branding tools, as many banks are launching new brand identities in concert with their headquarters renovation. Also, lobby ambassadors can lend a hospitality-focused vibe, so people feel welcomed rather than encouraged to work from home.

Once at their desk, people need assurance that their workplace needs will be addressed promptly and effectively, with minimal disruption to their daily operations.

“Whether a light bulb needs to be changed, a curtain wall replaced, an amenity space managed or eco-friendly materials sourced, it all should happen under a unified delivery model with no inconvenience to the company,” said Nick Hayden, Managing Director- Financial Services, Work Dynamics, JLL. “Even something as simple as painting will happen after hours to minimize disruption.”

Banks and financial services companies need to have trust in the operations of the building and the facilities teams so they can enjoy customized experiences. Delivering an employee experience that is superior to the one provided at home is, after all, underpinning the entire real estate strategy of most firms.

To be successful, an experience management program must be integrated with construction management, workforce strategy, facilities and property management, and technology services. Real-world, real-time data can play a starring role in any experience management strategy. Technology and data analytics give insights into different employee personas and workstyles, informing amenities programming and tailored employee experiences.

The banking industry has reached an inflection point in its history, propelled by increasing regulatory reforms, technological advancements and shifting customer expectations. The industry stands firmly at the forefront of disruption, and headquarters spaces are a conduit for change.

Achieving a deep connection between the design of the physical space, selection and programming of amenity areas, building systems and tenant relations technology—even wayfinding and communications strategy—should be the north star for any company considering a complex headquarters project of this size, scale and complexity.

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