A successful digital transformation for Befimmo
Befimmo wanted to accelerate the company’s digital transformation by succeeding in a number of concrete, high-profile projects. This was done hand-in-hand with the company’s teams, who received training in lean/agile approaches focused on the user.
A parallel objective was to consolidate the partnership with the newly acquired startup Silversquare through a first joint project: launching a joint digital proposal for people looking for offices in Belgium.
Befimmo is a real estate investor, operator, and developer with a high-quality, mixed-use portfolio worth approximately €2.9 billion, comprising 36 office and mixed-use buildings and 12 coworking spaces across Belgium and Luxembourg, totaling around 863,700 m². Their in-house partners include Silversquare, Sparks, and NABS, enhancing their bespoke coworking spaces and meeting venues.
Real Estate
Private Sector
01. Challenge
The challenge was to bring Befimmo into the digital age by leveraging the potential of new technologies and behaviors.
This involved adopting the rulebook of the new economy and digital entrepreneurs. All of this was aimed at maintaining its leading position in a real estate market that is slowly waking up. This challenge called for digital innovation, but more importantly, a change in mindset.
02. Approach
Our 5-month to-do list:
- A hands-on introductory workshop on Lean UX for the management (the wallet challenge);
- A first innovation project using the Design Thinking approach and the creation of an MVP (Minimum Viable product);
- Scale horizontally in the organisation with other digital innovation projects;
- Implementation of a new transversal organization responsible for the management of digital projects, with a team dedicated to managing change.
03. Impact
The company has set up a new transversal structure and now organizes change management via an internal team, dedicated to this issue and advised by Anais Digital. A new organization that continues to improve and develop gradually.
01. Challenge
Befimmo faced the challenge of accelerating its digital transformation to stay ahead in a real estate sector undergoing slow but profound disruption.
The ambition was not only to integrate new technologies, but to embrace the mindset of the digital economy — adopting the agility, customer-centricity, and innovation culture of modern tech players.
Beyond tools and platforms, the real challenge lay in shifting internal perspectives, fostering a new way of thinking to sustain Befimmo’s leadership in an evolving and increasingly competitive market.
02. Approach
We implemented a progressive, hands-on approach to drive Befimmo’s digital transformation — structured around three key phases.
1. Getting leadership on board — by doing, not telling
Befimmo’s transformation began with a strong conviction: for change to take root, it had to be experienced first-hand by those who lead. That’s why we invited top management and 25 managers to step into the shoes of digital entrepreneurs during an immersive Lean UX workshop. No slides, no theory — just concrete challenges, fast-paced thinking, and user-driven problem solving. This first step wasn’t about methodology, it was about mindset — and it created the alignment needed to move forward.
2. From principles to product — launching a real innovation project
To turn theory into traction, we kicked off a full-scale innovation project. In just five months, we moved from design thinking to a fully functional MVP. One month of co-creation and ideation with users, followed by three months of agile development, allowed teams to iterate quickly and stay laser-focused on real user needs. It wasn’t just a pilot — it was proof that a new way of working could deliver tangible results.
3. Scaling change — one team, one project at a time
With the success of the first MVP, we broadened the horizon. Digital innovation projects were rolled out in other departments — HR, Marketing, Finance, Customer Care — each one an opportunity to embed lean and user-centric practices deeper into the organization. To support this cultural shift, Befimmo created a transversal structure and an internal team dedicated to managing change. From isolated innovation to enterprise transformation, the momentum became systemic.
03. Impact
As a result, we achieved :
Strong management alignment
The concrete involvement of leadership created momentum and legitimacy for change across the company.
Successful delivery of
high-impact MVPs
In just a few months, functional digital products were created and iterated on — including a Smart Building solution now deployed in new Befimmo buildings.
Lasting cultural shift toward agility and user centricity
Through internal coaching, real-world experimentation, and visible success, teams adopted new methods and mindsets, laying the foundation for long-term digital maturity.
