Maximising investment: change strategy at our London studio

From relocation to transformation

We treat workplace transformation as a design and behavioural journey. That means managing the change, not just the move.

In this relocation, we used the same people-first approach we bring to our clients. A structured process built around three stages: prepare, manage and sustain. It supports faster adoption, stronger collaboration and measurable business gains from day one.

Here’s how we did it, and how we help clients do the same.

1. Prepare for change

Start with people, not plans

After eight years in our previous studio, we knew a move could be disruptive if we didn’t get ahead of it. Habits were deeply embedded. Expectations were high. We started early.

First, we formed a group of internal change champions, the Movers. A selected group of people across the London business, each bringing unique perspectives. They helped shape the brief, test assumptions and bring forward the needs of those closest to the day-to-day work.

Sharing the “why” behind the move, we made space for concerns and gave people a clear sense of what would change and what wouldn’t. For example, while the studio would look and feel new, the location wasn’t changing. It’s just a few doors down, with the same river views and commute, but with upgraded amenities. Clarity helps reduce resistance and keep momentum up.

2. Manage the change

Design the experience, not just the space

As the project took shape, we brought people into the design process. Not just to inform them, but to involve them.

Some highlights:

• Voting with values: We gave every team member a limited “budget”, a playful but strategic tool that let people vote on what matters most, from focus zones to shared spaces.
• Walkthroughs before move-in: Teams explored the new space and flagged pain points while we could still resolve them.
• Etiquette workshops: We designed the behavioural norms together, so no one had to guess what was okay in different settings.
• Discovery tools: From scavenger hunts to informal presentations, we helped people feel at home quickly.

The pay-off: 82% of our team report feeling more productive after the move. The space is designed around how they work best. We also saw a 20% increase in office attendance almost immediately.

Maximising space utilisation

One of the biggest shifts came from a design decision. The original plan called for a fully flexible hospitality hub. But the Movers pushed back, suggesting some fixed elements to give the area more definition as guests enter the space. That one change reframed the whole layout and reshaped how our leadership thought about spatial identity, reducing the risk of underutilised areas.

3. Sustain the change

Don’t stop at opening day

A move is a moment, but the real work happens after. We keep listening, adjusting and learning through:

• Pulse surveys and team interviews – Short, regular check-ins help us understand how people are settling in and what’s working.
• Sensors and utilisation data – Tracking how spaces are actually used, identifying patterns and pressure points.
• Post-move reviews – Bringing together data and feedback to make targeted adjustments, from layout tweaks to policy shifts.

We also paid attention to the everyday details that subtly shape culture. People had a hand in selecting the office coffee, choosing an ethically sourced brand. The team decided on the placement of plants, enhancing the environment and supporting employee wellbeing. These small touches, alongside our larger strategies, help everyone participate in a culture of ownership and inclusion.

Bringing design intentions to life

A key challenge is ensuring spaces are used as intended. For example, the library is a quiet zone, but on day one, people unknowingly disrupted the intended use by taking phone calls in there. Rather than relying on rules, the Movers took a proactive approach by modelling expected behaviours, engaging in direct discussions and creating a peer-driven etiquette shift.

This demonstrates the importance of continuous adaptation to align behaviour with design. Changing workplace behaviour relies on a cultural shift. People need time to adjust, making ongoing guidance and flexibility essential to ensure spaces truly support the way people work.

The results, so far

• Increased productivity: 84% of team members rate their ability to manage tasks and achieve goals in the workplace as ‘highly effective’.
• Optimised space utilisation: We reached our 2030 occupancy target five years ahead of schedule.
• Improved adaptability: Our team adapted quickly, with enhanced collaboration and a clearer sense of purpose. 86% find cross-functional collaboration to be ‘highly effective’.

What this means for clients

This move was a real-time test of our people-centric change approach.

If you’re considering a workplace transformation, be it a relocation, a shift in working style or a full redesign, we can help bring a tested, low-disruption approach that delivers results.

Because change works better when it’s designed.