As F5 prepared to move into its new EMEA headquarters at Building 100, Bourne Business Park in Addlestone, the workplace transformation needed to go beyond the physical space.
Delivered alongside Area, who designed and built the new workplace, our role was to support F5’s people through the transition and help them feel ready for a new way of working.
F5 was moving from a more traditional office environment into a flexible, neighbourhood-based workplace. This meant new settings, new behaviours and more choice in how people use the office. To help the move land well, F5 needed a change management programme that would bring people on the journey early, explain what was changing, and build confidence before day one.
F5 already had a clear internal approach to change, but with key stakeholders based in the US, they needed local support on the ground in the UK.
Working closely with F5’s local and global project teams, we created a tailored change management programme that built on their existing process while adding more depth, structure and engagement.
The programme began with a town hall and project roadshow, giving employees a clear view of the workplace vision, design story and future ways of working. Visuals, floor plans and design boards helped bring the project to life, while drop-in conversations gave people the chance to ask questions and understand how the new space would support them.
A key part of the programme was supporting managers and change champions.
We delivered manager coaching to help leaders understand the new workplace, including how neighbourhood working would operate, what different settings were available, and how expectations could be communicated to their teams.
Change champions were also brought into the journey through workshops and site visits. The workshops introduced the, to the new workplace in more detail, helping them understand how each setting was expected to be used and giving them the chance to shape the behaviours and etiquette they wanted to see in the new space. These principles were then shared with the wider employee group as part of the move in process.
This included a mid-construction visit, supported by VR and floor plans, allowing champions to stand in the space and understand how it would work before it was complete.
A second site visit took place before wider move-in, giving change champions the confidence to support colleagues on day one. From finding the right space to understanding new amenities and workplace behaviours, they were equipped to become visible points of support for their teams.
Maybe we add something about change champion workshops so it is clear that more was done with them than just the site visits.
The workshop introduced them in more detail the space and how each setting was expected to be used. It also gave them a chance to shape the behaviours and etiquettes they’d like to be seen in the new space. This was shared out with the full employee group as part of the move in process.
To help F5’s people feel part of the new workplace, the change management programme included several opportunities for personalisation and involvement.
Teams were invited to take part in a room naming competition, with the chosen tree theme connecting back to the wider workplace design story. We also supported launch planning, including welcome materials and practical guidance to help employees settle into their new environment.
The change journey helped people understand not only where they would work, but how the new workplace could support different tasks, moods and moments throughout the day.
The result was a change programme designed around clarity, involvement and confidence.
By combining strategic communication, manager support, change champion engagement and hands-on launch planning, we helped F5 prepare its people for a more flexible workplace experience.
The new headquarters gives F5’s teams a wider choice of settings for focus, collaboration, connection and wellbeing. Our role was to help people understand that choice, feel confident using the space, and adopt new behaviours from the start.
A post-occupancy evaluation is planned to gather feedback once teams have settled in, helping F5 understand how the workplace is performing and where further support or improvements may be needed.
F5’s new Addlestone workplace marks a major step in how its people work together.
Through a structured change management programme, we helped F5 build understanding, reduce uncertainty and create excitement ahead of the move. By involving managers and change champions early, the transition became more than a relocation – it became a shared journey into a new workplace experience.
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