Direct Line Group

People & Organisations

The Issue

A tired and poorly utilised estate

Our client, Direct Line Group (DLG), was successfully floated in October 2012 as part of an agreement between Royal Bank of Scotland and the European Commission to divest the insurance division following the state aid granted to the bank. In the run up to flotation, DLG inherited a diverse estate from its parent and the Footprint Programme (Footprint) was initiated to reduce the size and cost of that estate.

The estate was densely packed and poorly utilised. Staff had raised concerns in a survey about cramped working conditions and the property and supporting IT was seen as antiquated and not supportive of collaborative working.

The new Management Board wanted to become non-hierarchical, with professional yet informal atmospheres, with a real buzz of innovation.

The Solution

A costed agile working strategy

Concerto assessed the way that DLG used their workspace and recommended changes that they could bring about to support flexible working, as well as how best to use the infrastructure to share knowledge across the organisation and how to provide a better, joined-up service to customers.

We analysed the client’s working practices and prepared a costed strategy for agile working. The strategy was an integration of the existing IT transformation programme combined with a new Ways of Working Project and a new project to transform the estate.

The Outcome

A flexible business model with a transformed working environment

The strategy identified a number of benefits, which the client is now implementing, and delivered a flexible business model that could be adapted to meet the ongoing changes in the insurance market, where Direct Line has been seen as a real innovator. The new, better, working environment has improved staff morale and staff retention as they feel valued.

We are currently supporting DLG in the implementation of the early pilots in this estate transformation programme.

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