People and Organizational Performance Improvement
We develop bespoke strategies that balance evolving employee preferences with strategic business goals, delivering material returns
Optimizing key elements for the new era of work

Employee Experience
People policies, norms and DEI-alignment tailored to the unique work preferences of a client's employees and teams
Organizational Behavior
Team-level operating framework, collaboration tools, management training, and learning and development tailored to client's unique work strategy
Workplace Portfolio
Data-driven corporate real estate to rightsize footprints that are capital efficient, technology-enabled and aligned with where and when client's employees prefer to be
The flexible work strategy flywheel
Developing the strategic clarity, operating confidence, and practical solutions necessary to thrive in this new era. Measured through:

A proven approach to client value creation
EXPERIENCE
Employee engagement discovery and ideation to support enterprise's transition to a distributed workforce
Unlocking value for high-profile private equity firm's portfolio of companies
Realigning business goals with employee preferences to drive long-term enterprise value Adaptiv evaluated the client's physical operating footprint as well as the work patterns for five distinct types of employees. The objective was to establish a data-driven view of how the built environment aligned with actual employee-elected decisions about how, when and where they chose to produce their work. Insight into the gap between these two attributes allowed Adaptiv to re-develop an approach to "place" and strike the balance between business goals and employee preferences. Overall aims were to increase retention (by empowering employees with more choice) from a relatively average turnover per annum of about 20% and reduce it down to a target of 15% and, secondarily, reduce real estate inefficiency where possible. Adaptiv developed the model to increase alignment between these attributes that included accelerating real estate turnover cycles, creating a more distributed physical workplace footprint--including work-from-home (WFH)--and developing process around expanding the menu of 3rd place options available to touch down in. Further, we helped to source and redefine the supply relationships in place to enable the program to operationalize. Delivering against the turnover metric alone was judged to have material impact on Company NOI, and accretive to EV over time.