How can we adapt to new business and technological ecosystems to innovate and differentiate ourselves to win the major urban development contracts launched by the public sector?
How can we build new B2C and B2B offers and put people and their convenience back at the heart of our business while keeping our promises regarding environmental and social responsibility?
The commercial real estate company competed in the 2024 Gare du Nord 2024 renovation market launched by Gares & Connexions (SNCF) and called on Onepoint, as a member of its group, to support it in digital programming and innovation.
Onepoint participated in the animation of the group. It then built the digital and service vision of future spaces, notably via platforming, and defined an organisation that would stimulate innovation, by placing a digital factory at the heart of the organisational structure.
The commercial real estate company increased digital and innovation in its value proposition, went through the different stages of the competition, and finally won the competition launched by Gares & Connexions.
The group wanted to position its offers in response to the innovative and future uses of tomorrow's cities: To bring teams together towards a new shared method of responding to calls for tenders by including territorial, economic, historical, human and innovation issues.
Onepoint has created a toolkit and methodology for property development teams to align the major biases structuring the response to calls for tenders. This method also allows phases of field observation and structuring of the innovation watch.
Thanks to a flagship tool, the Compass, the process enables the actors of the groups to be aligned on a clear and well-argued response, taking into account all the local issues and innovation potential. This tool and the process have been deployed to all the Group's promoters.
The Group has begun construction of its new head office (l'Archipel, 74,000 m2 , 4,000 employees) and has called on onepoint to implement a design thinking approach and involve employees in the layout of the various areas and the definition of the future site's services.
Following a usage observation phase, onepoint set up and ran a "Usage Lab" over two years to develop usage concepts linked to the various common areas and specific to the different group entities, and to make the most of these new areas.
This work has made it possible to capture the diversity of current and projected uses according to the business lines and specificities of the different entities destined to join the new head office. It has made a major contribution to the dissemination and appropriation of the project by employees.