Leadership is unlocking people’s potential to become better.

Bill Bradley

Relocation Insights

“Commercial Relocation” specifically refers to moving teams of people from place A to place B in order to continue business from a different location. Refurbishments also involve the movement of people and chattels but tend to take place over a shorter time frame and usually include multiple moves.

Organisational relocations are expensive and time-consuming. They are disruptive across the short, medium and often long term– and then have a limited life span associated with lease agreements.

Relocations are disruptive. The scope and extent of these disruptions impact on the whole organisation and affect employees, stakeholders and customers over an extended period of time.

Why does Relocation have such an impact on business?

There are only TWO changes that affect the complete business – moving location and implementing new IT systems.
Nothing else makes such a profound impact on the ability people have to perform their roles . Why?

It affects all the social and material networks that together create the organisation as an entity. This characteristic of relocation is what sets it apart from all other organisational change pressures, and creates the platform for serious business disruptions that can affect short term and long term profitability.
It is therefore, critical to identify and proactively mitigate the risks associated with relocations

Specifically we offer:

  • Assessment of the changability of the business and/or its moving division(s).
  • Evaluation of the current and aspired cultures, and the nature of gap between them.
  • Define and design relevant Leadership need for the relocation.
  • Ensure the change support is timed with the Project demands, so the whoel experience is seamless.
  • Specialist input into workspace design based on the aspired culture, behaviours, values, rituals and norms.
  • Design of Change Plan for the people and teams based on their changability and the demands of the future business needs.
  • Improvement of changability skills of Change Agents, middle managers and sponsors.
  • Design and implement post relocation programmes, run in-house to ensure new workspace is used and delivers ROI without additional people costs.
  • Design and implement Virtual Team programmes for managers and team members.

Leading Relocation to deliver a sustainable ROI

Relocation is not just about moving the business due to lease changes, or a new building opportunity comes up in the next city block. Financial reasons always drive relocation decisions, however businesses always take the opportunity to improve the presentation of their brand, their culture, their workspace and its associated knock on benefits for their people.
Relocation has always been very successfully managed on a project basis – project managers and project directors have ensured the plans are well thought out, people are informed and communication plans actioned.
About 8 years ago, commercial designers became far more conscious about facilitating the strategic outcomes required of a relocation or refurbishment.
The successful delivery of a sustainable ROI on a new workspace does not only lie in good project management. This is one half of the costs and returns.
The other half of the returns come through the people – not only managing them and their stuff to the right desk at the right time, with the right equipment and working software. The returns come from leading them in new ways of working and seeking ways to activity make it work creatively and profitably. This takes relevant leadership – in the run up to the relocation and then again post relocation.

Specifically we offer:

Barriers to successfully relocating business teams

  • 1. The projects are run on a systemic project management basis, – organisations or people never change as a result of project disciplines.
  • 2. Communications plans are used to “tell” everyone what is going on, – all stakeholders, particularly employees need to have an open process of dialogue so they can be pre-prepared for the demands of the whole project.
  • 3. Relocations are viewed as “just another” organisational event, running are in addition to normal business practices, – overload and diffused thinking results in lower performance.
  • 4. The biggest and most influential barrier to successful relocations – from a performance delivery perspective lies in senior management underestimating what it takes to successfully implement the project to deliver the outcomes required.
  • 5. The hidden risks of relocation does not lie within the pre work or even during building and moving. The serious risks to financial returns arise when the move has happened and everyone leaves the teams to get on with it. They do and the old behaviours return.
New Workspaces but increased people challenges?

Barbara Craven undertook detailed research into the impact relocations have in the banking industry in Australia, New Zealand, South Africa, Namibia and UK. The published white paper focused on the people and performance risks associated with commercial relocations.