Moving 1,000 colleagues into a brand-new workplace is no small feat—it’s a moment of transformation, opportunity, and challenge.
We supported the Leeds-based Medical Protection Society (MPS) team, their relocation to 2 Victoria Place was more than just a change of address – it represented a fundamental shift in how they work, collaborate, and connect. With the potential for both disruption and innovation, the organisation recognised the importance of getting it right.
To navigate this significant operational and cultural transition, MPS placed internal communication at the heart of its move strategy, ensuring that colleagues felt informed, supported, and ready to embrace their new environment.
Wordsmiths was brought in as a strategic communications partner to support the internal communications team with expert guidance on the most effective communication and engagement approach.
By prioritising engagement and clear messaging, we worked with internal colleagues and supported the organisation to turn a complex move into an opportunity for growth and alignment – marking a brand new way of working for the MPS team.
By working collaboratively, we developed and executed a strategy designed to streamline the move, address employee concerns, and reinforce the organisation’s broader objectives around culture and different ways of working.
“Working with the Wordsmiths team has been just what we needed. We had a series of critical large projects to deliver which was beyond our team’s capacity. Wordsmiths have slotted right in, providing flexible, considered advice and support with everything from writing a guide to our new office, to supporting with an intranet refresh.
“I know we can rely on the team’s expertise, fast responses and great writing to help us through the bottlenecks our team inevitably faces. They fit easily into our extended team, understanding what’s important to MPS and helping us deliver exceptionally.” Victoria Heron, head of internal communications
Identifying the challenges
What were the problems we needed to address and solve with this multi-million pound move?
- Uncertainty – we knew that some employees were worried about the move and how the new environment might affect their day-to-day work
- Limited awareness – some colleagues lacked a clear understanding of the reasons behind the move and the anticipated benefits for the organisation and members. MPS had invested significantly in the new office renovation and new tenants in the building MPS owns would raise additional income
- Resistance to change – without proactive engagement, there was a risk of resistance stemming from misconceptions, inconvenience, or fear of change
- Channels – we needed to provide communication and engagement opportunities through a variety of formats and approaches to address the limitations of MPS’s existing internal communication channels
Taking a strategic communications approach
We partnered with the internal communications team to craft a comprehensive communications strategy and delivery plan, focused on transparency, engagement, and colleague empowerment.
- Key messages
We helped shape the core narrative around the move, focusing on its alignment with the organisation’s values and goals and future ambitions, emphasisng:
- improved efficiency and cost-effectiveness resulting from the move
- enhanced capabilities and services to benefit staff and the organisation as a whole
- commitment to minimising disruption and supporting employees throughout the transition
- Multi-channel communication plan
To reach all stakeholders effectively, Wordsmiths advised on a multi-channel approach, ensuring consistent messaging across email announcements, Teams channels, intranet updates and virtual staff briefings
- Extending reach – We collaborated with the internal team to engage key staff groups, such as MPS’s neurodivergent staff network. The group’s chair was given an early guided tour of the new offices and shared their experience through blogs and vlogs, helping to address concerns and provide reassurance to neurodivergent colleagues
- Proactive engagement and feedback loops – Within the communication we gave opportunities for colleagues to feedback, helping to shape the move’s implementation plan.
- Change champions – Colleagues volunteered to act as change champions and became a ‘settling in squad’ to provide support and help to their peers on moving day
Key outcomes
The collaborative approach between Wordsmiths and the internal communications team delivered tangible results:
- mproved awareness and understanding – colleagues reported higher levels of clarity about the reasons for the move and its long-term benefits, reducing resistance and fostering acceptance
- Smoother transition – the move went well with minimal disruption, attributed to staff preparedness and buy-in facilitated by effective communication
- Positive feedback – post-move surveys revealed that employees appreciated the transparent and inclusive approach, reinforcing trust in the organisation’s leadership
What we learned
The MPS move demonstrated that strategic communication is critical to the success of operational changes. Key lessons included:
- early, transparent messaging is essential to build trust and mitigate resistance
- multi-channel communication ensures diverse audiences are reached effectively
- feedback mechanisms must be built into communication plans to adapt strategies in real time
The MPS move serves as a prime example of how collaboration between Wordsmiths and the internal communications team can transform a potentially disruptive operational shift into a well-coordinated, seamless transition.
By prioritising transparency, consistency, and employee engagement, the communication strategy not only supported the move but also strengthened the MPS’ culture of trust and collaboration. This strategic case study underscores the power of effective communication in navigating change and achieving organisational objectives.