The People Factor

26th November, 2025

MANAGING THE TRANSITION

Relocation is not just a physical move; it is an emotional and cultural one. For many employees, the workplace is a key part of their routine, identity, and connection to the business. Change, even when positive, brings uncertainty.

THE EMOTIONAL MOVE

Your success depends on how well you manage that human journey. As the guide states, “You can have the perfect programme, budget and design. But without your people on board, it’s just a building.”

The strategic goal of this chapter is to shift focus from Logistics (moving crates) to Change Management (moving hearts and minds).

THE MARIS METHODOLOGY:

THE “WITH, NOT TO” APPROACH

We believe that resistance to change stems from a lack of control. Our methodology involves staff early to build ownership.

1. Early Communication
Uncertainty fuels anxiety. Silence breeds rumour.

The Strategy: Announce the move with purpose. Explain the Why (Strategic Growth), the What (New Location), and the When (Rough Timeline) as soon as the lease is signed.
The Channel: Use a “Town Hall” for the big announcement, followed by a centralised Intranet page for FAQs.

2. The Champions Network

People trust their peers more than the Board.

The Strategy: Appoint “Relocation Champions” from every department. Involve them in decisions like naming meeting rooms or testing furniture.
The Benefit: They become your “boots on the ground,” gathering feedback and debunking rumours before they spread.

3. The “Soft Landing” (Day One & Two)

First impressions matter. If Day One is chaotic, trust evaporates.

The Strategy: Launch Day must be a celebration. Offer welcome packs, breakfast events, and guided tours.
The Support: Station “Floorwalkers” (IT and Facilities support) in high-visibility vests to help staff connect to printers and adjust desks immediately.

THE CFO’S CORNER:

THE COST OF RESISTANCE

Why should a Finance Director care about “Change Management”? Because disengagement is expensive.

Productivity Drag: If 100 staff spend 30 minutes a day complaining about the commute or struggling with the new room booking system, the cost in lost hours is significant.

Attrition Risk: A poorly managed move is often the “final straw” for staff who are already unsettled. Losing institutional knowledge because you failed to communicate the benefits of the new location is a false economy.

MARIS TOOLS:

THE COMMUNICATION CADENCE

Use this timeline to keep the business informed.

6 Months Out “The Vision”: Town Hall announcement. Share the “Why.”
3 Months Out “The Detail”: Share floorplans and design concepts. Run furniture pilots.
1 Month Out “The Logistics”: Issue the “Move Guide” (How to pack, what to keep).
1 Week Out “The Freeze”: IT migration begins. Final packing.
Day One “The Welcome”: Orientation tours and IT support.

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