Office Relocation - How to Plan It Step by Step

This dilemma resurfaces in every company that is growing or changing its working model. Some want an open space because "people will be closer to each other"; others prefer enclosed rooms because quiet and privacy matter most. The office layout should serve your way of working, not a trend or photos from the internet. This article will help you decide practically - by examining the situations in which each layout works, common mistakes, costs, and the hybrid model.

Quick Answer:

• Open plan works best where there is a lot of collaboration and fast communication, but it requires rules (noise and conversations will not sort themselves out).

• Private offices win when focused work, sensitive conversations, or "on-call" roles dominate, but they can weaken the flow of information.

• In the open plan vs private offices comparison, the key factor is how much quiet work, meetings, and teamwork you have in a typical week.

• Cost is not just about square metres: acoustics, partitions, meeting rooms, ergonomics, and the time consumed by "managing" the office all add up.

• In a hybrid model, a mix usually wins: shared space plus a few enclosed rooms and conversation zones.

  
  

What is open plan and when does it work?

Open plan is simply an open workspace where the team sits in one larger room rather than in separate offices. This layout makes sense when work involves frequent consultations, rapid decisions, and "walking up to someone for two minutes," because barriers disappear. It also works well in companies that are building a culture of collaboration and want onboarding to be straightforward - a new joiner picks up context faster because they can see how the team operates.

Open plan starts to break down when focused work and calls dominate. If half the day is spent on calls and the other half on tasks requiring silence, an open space without additional zones becomes exhausting - for those on calls and for those trying to concentrate. In practice, open plan works best when it has support: usage rules, designated areas for calls and meetings, and a genuine division into zones.

Pros and cons of open plan

The biggest advantage of open plan is simple: communication happens faster because people are next to each other. This shortens the time from question to answer, facilitates collaboration, and in many teams genuinely accelerates delivery. An open space also tends to make management easier - it is simpler to notice when something is stuck, and leaders have natural contact with the team.

The biggest disadvantage is equally simple: noise and distractions. In an open-plan office, the company that wins is not the one with the "nicest desks" but the one with the best rules and the best-resolved acoustics. A typical mistake is assuming "people will be quiet," only to find that every conversation spills across the entire office and deep-work professionals retreat to working from home. A second mistake is the absence of call spaces - calls then happen at desks, which in practice ruins the day for everyone. If open plan is to work, it needs a plan: where do we talk, where is it quiet, and what do we do when everyone is on a call simultaneously?

If the team has many short consultations and works in a project-based mode, open plan is a natural fit; if the dominant roles are "headphones-on" and focused work, an open space alone - without zones and rooms - will be frustrating.

Private offices - who are they better for?

A private-office layout is based on enclosed rooms - sometimes single-occupancy, more often shared by a small group, depending on the company. This model wins when work requires quiet, confidentiality, or a steady rhythm without the "background" of other people's conversations. It also works well in teams that regularly conduct recruitment, sales, legal, or financial conversations - i.e. where privacy is a daily need, not an exception.

Private offices are also a practical choice when you have a team that does not want to "fight through" noise and work is based on long blocks of focus. At the same time, there is a flip side to watch for: if everything happens behind closed doors, the risk of silos increases - people share information less spontaneously, and the company culture can become more "closed" and formal.

Pros and cons of private offices

The advantage of private offices is predictability: you know you can speak, work in silence, and not disturb others. For many roles, this is not a luxury but a condition for good work - especially in companies where confidential topics, client or candidate conversations, and sustained concentration matter.

The disadvantage of private offices appears where the company thrives on collaboration and rapid information exchange. If people sit in separate rooms, they more often "do not disturb," but they also less often resolve problems spontaneously. A second pitfall is a layout poorly matched to company size: too many small rooms with variable office attendance means you pay for space that is frequently empty. A third pitfall is the absence of shared spaces - private offices without a sensible area for meetings and socialising can weaken team culture.

If the priority is privacy and focus, private offices win; if the priority is collaboration and fast communication, private offices need to be complemented by shared space - otherwise the company will start operating more slowly.

Costs and floor space - a comparison

The question "open plan or private offices" almost always comes down to costs - and here it is easy to make a mistake, because it is not just about square metres. Open plan tends to be more "efficient" on paper because it is easier to fit workstations in, but it often requires investment in acoustics, call spaces, and meeting rooms. Private offices naturally have more walls and doors, which can be more expensive to set up and less flexible to reconfigure, but they may save costs "over time" (less friction, fewer disruptions, less improvisation with calls).

Below is a cost-and-space comparison based on the logic of "what typically increases," without quoting rates - as these depend on the city, building, and standard.

If you want a layout that combines privacy with flexibility and has "operations in the background," serviced offices are a sensible direction - they make it easier to choose the right mix (rooms vs shared areas) without building everything from scratch.

Checklist - how to choose an office layout without guessing

• Review what a typical week looks like - how much focused work, how many calls, and how many meetings.

• Count "calls across the company" - if the volume is high, you need a plan for privacy (rooms or well-designed zones).

• Assess attendance variability - if part of the team works in a hybrid model, the layout must tolerate fluctuations without paying for empty square metres.

• Determine whether the priority is the pace of collaboration or the comfort of focus - and where the company is currently losing the most time.

• Run a "one-day test": where will people make calls, where will they hold meetings, where will they work in silence, and what happens when everyone is on a call at the same time?

  
  

The impact of office layout on organisational culture

Office layout is not neutral. Open plan fosters a culture of accessibility: it is easier to approach someone, faster to reach agreement, faster to spot problems. This can strengthen collaboration and pace, but it can also create a culture of "constant availability" if the company does not protect time for deep work. Private offices foster a culture of calm and focus, but they can reinforce distance between departments and hinder spontaneous information sharing. More often than not, the point is not to choose the "better" model but to consciously select the one that supports your values: transparency, collaboration, confidentiality, autonomy.

A typical cultural mistake is choosing open plan in a company with a lot of individual work and sensitive conversations - it ends in frustration and a retreat to working from home. A second mistake is choosing only private offices in a company that is growing and needs strong collaboration - it ends in "separate islands" and slower decision-making. In both cases, the same thing saves the day: a mixed model and clear rules.

The hybrid model

In a hybrid setup, the question "open space or enclosed offices" often has a third answer: both - but in proportions matched to how people actually come to the office. When part of the team is on-site less frequently, maintaining many permanent private offices can generate empty square metres. Conversely, open plan without call and meeting spaces hurts more in a hybrid model, because the days when "everyone is in the office" become loud and chaotic.

What most commonly works is a layout in which the open area serves as a space for collaboration and quick consultations, while private offices (or enclosed rooms) are reserved for teams that need privacy and focused work. On top of that, you need one more element: "conversation zones" so that calls do not overwhelm the entire space. In practice, it is this mixed model that delivers the best compromise between cost, comfort, and work culture - especially in growing companies that do not want to overhaul their office every few months.

What decision should you make?

Open plan works when it supports collaboration and has rules; private offices work when they protect focus and privacy; and a hybrid layout most often wins when it combines both in sensible proportions. Instead of choosing "on faith," work through the checklist, review a realistic working week, and only then decide whether you need more open space or more enclosed rooms.

If you want to see how these models look in practice at The Shire, take a look:

• Coworking in Kraków

• Coworking in Wrocław

• Coworking in Warsaw

• Serviced offices in Kraków

• Serviced offices in Wrocław

• Serviced offices in Warsaw

This question typically arises at the same time: the company is growing, working from home is no longer effective, yet no one wants to commit to long-term contracts or office logistics. The choice is not about what is "cheaper," but about what interferes least with work and does not block growth for the next six months. This guide will help you make a practical decision - by examining needs, day-to-day differences, costs, and common pitfalls in a straightforward, no-nonsense style.

Quick Answer:

• Coworking wins when you want to start immediately, need flexibility, and prefer minimal operational overhead on the company's side.

• Your own office makes sense when you need full control, a fixed layout, and predictable privacy every day.

• The biggest pitfall is comparing "price per square metre/desk" in isolation, rather than factoring in the cost of time, organisation, and the risk of change.

• If you do not know how many people will realistically work from the office in a typical week, it is safer to start with a flexible model and scale up later.

• For HR, the decision should support commuting, onboarding, and working comfort - not just a "nice address."

Where to start?

First, set aside the emotions ("our own office sounds more grown-up" / "coworking is more modern") and examine how you actually work. In a small company, the gap between declarations and reality makes the biggest difference: you assume everyone will come in four days a week, but it ends up being one shared day with the rest working from home. At that point, your own office becomes a cost, and coworking becomes a tool.

Needs Checklist:

• How many people will realistically be in the office during a typical week (not "eventually," but "in practice")?

• Are the dominant tasks ones requiring silence and focus, or rather conversations, calls, and meetings?

• How often do you meet clients or candidates in person, and do you need a meeting room for that?

• Does the team follow a fixed work rhythm, or a rotational/hybrid one (different days, different needs)?

• Do you need full control over the space (branding, layout, rules), or is it enough that it "just works"?

• How likely are changes within the next 3–6 months (growth, downsizing, a new project, reorganisation)?

At this stage, it is also worth running a simple decision test: if you cannot answer two or three of the questions above without guessing, that is a sign that a model allowing you to test assumptions is better than committing to a rigid arrangement.

Key practical differences between coworking and your own office

In the "coworking vs own office" debate, the biggest difference is not about square metres - it is about who carries the organisational burden. In a coworking space, you walk into a ready-made work environment, and the tasks that typically consume time (facility management, maintenance, common areas) are handled by the operator. Your own office gives you full control, but with it come decisions that a small company usually does not want to make every week: vendors, repairs, utilities, cleaning, room availability, access logistics - sometimes even "who orders the coffee and paper."

Below is a quick comparison to help you see the differences without ideology:

If the team is growing and you do not want to burn budget on empty desks, coworking often provides better flexibility. If you work with sensitive data, have many confidential conversations, or need a permanent setup for a specific process (e.g. fixed workstations, specialist equipment), your own office may win - provided you are prepared to bear the cost of set-up and maintenance.

In practice, small companies often make one mistake: they take their own office "just in case," because "we will grow soon," and then spend six months paying for space that sits idle. The reverse also happens: they choose coworking without checking acoustics and call requirements, only to discover after a month that half the day is spent on calls with no workable solution for privacy. Both situations are avoidable if you return to the checklist and calculate actual office usage.

If you want to see how coworking works with a zone-based layout (quiet work, conversations, meetings) and what an "office without office logistics" looks like, get in touch with our consultants.

Coworking vs own office - costs

When comparing coworking with your own office, costs are the most deceptive element because they are easy to reduce to a single number. Your own office often has a lower cost "on paper" per square metre, but hidden costs emerge: set-up (time, fit-out, service agreements), maintenance (utilities, servicing, cleaning, minor repairs), plus the cost of your time - or the time of the people managing it all. Coworking typically bundles a large share of these items into a package and delivers predictability, but you pay for convenience, location, and flexibility.

The most practical way to compare costs is this: do not ask "how much does it cost per month?" but rather "what am I paying for when the office sits empty?" If you know the team will be in the office infrequently and on a rotating basis, the fixed cost of your own office can be hard to justify. If you know the office will be full every day and the workflow demands a permanent configuration, your own space may prove more defensible over time - but only after accounting for set-up and ongoing maintenance costs.

For a small company, a sensible strategy is often to test before entering into a long commitment. If you want to start in a way that lets you verify actual occupancy and team needs (how many days, how many people, how many meetings), a good starting point is The Shire's flexible membership - it minimises the risk of buying a solution based on assumptions rather than practice.

Common cost mistakes are repetitive: a company takes its own office and then rents meeting rooms externally anyway because it did not anticipate meetings; or it chooses coworking without planning usage rules, so the time spent "organising the day" eats into the cost savings. In both cases, the winning approach is simple: calculate how many hours per week are spent on meetings, calls, and focused work - and only then choose a solution.

Pros and cons of both solutions

Coworking has its greatest advantage when a small company needs to get into a working rhythm quickly and does not want the office to become an operational project. You gain peace of mind because all the "around-the-office" issues fall away, and it is easier to match the number of desks to actual occupancy. The downside can be less control and a changeable environment - if you choose a model that is too flexible for your needs, or if your work demands constant quiet and privacy. In that case, you need to consciously select the right zones, usage patterns, and team rules.

Your own office offers the comfort of predictability: you know what the day looks like, you set your own rules, your own layout, your own privacy. This can be crucial for teams that frequently discuss sensitive matters or need a permanent workstation configuration. The downside is cost and organisational burden: even if you like "having everything under your own roof," in a small company it quickly becomes apparent that the office demands attention - and you would rather direct that attention towards clients and product. That is why, in practice, the choice comes down to a single question: does the lack of full control bother you more, or does the constant need to manage the space bother you more?

If you are still building a workplace culture and do not yet know how often the team will come in, coworking is a safer starting point. If you have a stable, daily on-site work rhythm and know the office will be occupied most of the time, your own space starts to make more sense - provided you have the resources to set it up and maintain it properly.

Make the decision with The Shire

In a small company, the choice between coworking and your own office is a decision about where you want to invest your energy: in the business or in the office. Coworking wins when you need flexibility, a fast start, and want to minimise office administration. Your own office wins when the priority is full control, consistency, and privacy - and you are ready to handle that model organisationally.

If you want to see where you can work in a The Shire coworking space and what the locations look like in different cities, take a look: coworking in Kraków, coworking in Wrocław, and coworking in Warsaw.

Signing a coworking office agreement is only the beginning of the client relationship. For many companies, it marks the end of the decision-making process — but from an operator’s perspective, this is where the most important phase begins: building long-term customer experience.

At The Shire, onboarding is not treated as a formal procedure, but as a strategic moment that shapes first impressions, trust, and the entire client journey.

Why Onboarding in Coworking Matters So Much

The first weeks after signing the agreement are critical. This is when clients evaluate not just the space itself, but how supported they feel in a new environment.

If early experiences include:

• lack of responsiveness,

• operational chaos,

• a feeling of being left on their own,

the negative perception can persist — even if the office itself is of high quality.

That’s why onboarding is not an operational detail.
It is the moment where trust is either built or lost.

How Onboarding Works at The Shire

Our onboarding process is carefully designed and led by the operations team to ensure a smooth and confident start.

1. Clear communication from day one

After signing the agreement, clients receive a detailed welcome email, including:

• access rules and building entry information,

• guidance on using the dedicated app,

• meeting room booking system,

• direct contact to reception and support teams.

2. Understanding individual needs

We proactively ask about specific requirements:

• additional furniture or setup support,

• IT and technical needs,

• workspace adjustments.

This allows us to prepare everything before the first working day.

3. Personal onboarding on-site

The first day includes:

• a full office tour,

• explanation of daily operations,

• practical guidance on using the space.

4. Ongoing support beyond day one

Onboarding does not end after the move-in day.

During the first weeks, we:

• stay in close contact,

• provide operational support,

• respond quickly to questions and needs.

Consistency builds confidence.

Onboarding as a Core Element of Customer Experience

In coworking, clients do not simply buy desks or square meters.

They invest in:

• predictability,

• comfort,

• operational support,

• a reliable work environment.

A well-executed onboarding process reinforces the belief that the decision was right.

A poor onboarding experience, on the other hand, can turn even the best space into a place where clients feel they have to manage everything themselves.

Key Principles of Effective Coworking Onboarding

To design a strong onboarding experience, focus on:

• Proactivity — anticipate needs instead of waiting for requests

• Readiness — ensure everything works from day one

• Continuity — extend onboarding over the first 2–4 weeks

• Feedback — actively collect insights and improve the process

  
  

Conclusion: Onboarding Defines the Relationship

Onboarding is one of the most important moments in the entire client lifecycle.

It determines:

• whether the client feels supported,

• whether they trust the operator,

• whether they see long-term value.

At The Shire, onboarding is more than a process.
It is the moment where we demonstrate that we are a partner — not just a workspace provider.