The Office of the Future: a Dynamic Hub of Connection and Identity

For much of the 20th century, the office evolved to resemble a second home for employees—both in appearance and experience. People had their own desks, personalized spaces, and developed routines around fixed workstations. However, around 30 years ago, thought leaders began to challenge this model, leading to a revolutionary shift in workplace strategies.

Historical Reflection on Workplace Strategies

Key thought leaders and their breakthrough publications include:

• Robert Luchetti (1985): In "Your Office Is Where You Are," Luchetti introduced the concept of mobility and flexibility in work environments, foreseeing the need for spaces that accommodate a mobile and collaborative workforce. His ideas paved the way for the notion that work could happen anywhere, not just at a designated desk.
• Erik Veldhoen (1995): In "The Demise of the Office," Veldhoen expanded on activity-based working (ABW). He argued that instead of structuring offices around fixed desks, companies should focus on the tasks employees perform. His work laid the foundation for ABW, which tailors spaces for different types of work, including collaboration, focus, and social interaction.
• Francis Duffy (1997): In "The New Office," Duffy argued that the traditional office was becoming obsolete. He envisioned a more dynamic workspace that catered to the evolving needs of the modern worker, where technology and flexibility were central to office design.

Pioneers in Activity-Based Working (ABW)

Several organizations led the way in implementing ABW at scale:

• Interpolis (Tilburg, 2000): One of the first to embrace ABW, Interpolis designed environments allowing employees to move freely between zones, from quiet spaces for concentration to open areas for collaboration.
• Rabobank (Utrecht, 2006): Rabobank redesigned its offices to prioritize interaction, collaboration, and efficient space use, promoting a more dynamic environment by reducing the need for fixed desks.
• Macquarie Bank (Sydney, 2009): Macquarie Bank introduced an ABW model in their Sydney headquarters, encouraging employees to choose workspaces based on the tasks they were performing, promoting collaboration and innovation.
• Lego (London, 2010): Lego integrated ABW concepts into their London office, designing a playful, engaging environment that supported innovation and collaboration—a reflection of their brand values.

A Bold Vision

The shift to ABW required a bold vision and a significant cultural change. For these pioneering companies, the perceived right to a personal desk was replaced by a focus on work activities and outcomes. Leaders communicated a vision where flexibility would lead to better productivity, innovation, and employee satisfaction.

The Visionary Aspect

These changes were driven by the belief that the traditional office model was no longer suitable for modern business. With increasing mobility and evolving work processes, visionary leaders saw the need to rethink the purpose of office spaces. Their commitment to flexibility, autonomy, and task-oriented design transformed the workplace from static, personalized spaces to dynamic environments tailored to diverse employee activities.

By consciously choosing different types of workplaces, employees become more aware of their tasks and better understand when to focus individually and when to collaborate. This vision has been substantiated in various studies, and today, thousands of organizations have successfully implemented the New Way of Working.

The Behavioral Shift: The Missing Piece

While ABW and New Ways of Working (NWOW) were bold, it soon became clear that new office concepts alone are not enough to encourage people to break their routines. Ingrained behavioral patterns act as blockers to the desired effects. To fully unlock the potential of ABW, organizations need to guide teams to let go of old habits and challenge them to adopt new patterns.

This shift is crucial because working more effectively is a clear “what’s in it for me” for both the individual and the team—and ultimately, for the organization.

Lessons Learned from Early ABW Implementations

In the early 2000s, organizations invested heavily in aesthetically pleasing offices, hoping that attractive environments would encourage employees to embrace ABW. Transparent spaces with natural light, high-quality furniture, and renowned architects’ designs made the office more like a home—a place where people wanted to be.

However, by 2005–2010, it became clear that aesthetics alone were not enough. While a beautiful office might initially excite employees, it was temporary, much like the allure of a new car. More important was the right mix of work settings, arranged logically to match the organization’s values and goals. Success was found when ABW was combined with change guidance at both the department and team levels.

The Trend Continues

Has this trend continued? The simple answer is YES. While a visually appealing office is always a plus, aesthetics are no longer essential to enable flexible, time- and location-independent working—even post-COVID. Connectedness to the office does not rely solely on visual appeal.

What Do We Need Now?

The answer varies across organizations, but the common thread is the need for connection in the workplace. Connection operates in two key directions:

1. Sense of Community: People want to come together as a team. Being in the same place at the same time creates a feeling of doing it together, fostering loyalty and shared commitment.
2. Engagement and Identity: Employees want to know what’s happening in the organization and understand their purpose. ABW can help employees see how their work contributes to the larger system and makes them feel proud of their value to the organization and customers.

The New Way of Working is more closely tied to identity than ever, evolving with both individuals and organizations.

Final Thoughts:

The shift toward ABW has redefined the workplace, moving it from a “second home” to a space that supports and enhances work itself. As organizations continue to evolve, the importance of connection, flexibility, and purpose remains at the heart of effective office design and work culture.