Jesper Kieftenbeld on 17 Feb. 2026

Reading time: 9 minutes

Trends & developments

Moderne, lichte kantoorruimte met glazen vergaderruimtes en grote ramen. Enkele mensen werken geconcentreerd achter laptops aan minimalistische bureaus, terwijl een grote groene plant op de voorgrond en zichtbare plafondinstallaties de open, eigentijdse w

Agile workplace strategy for hybrid working

The workplace of today is no longer the same as it was yesterday. Where organizations once relied on fixed office concepts and long-term lease agreements, the current reality calls for a different approach.

Medewerker zit aan een vergadertafel met laptops en kijkt aandachtig op tijdens een overleg. Op de achtergrond hangen schetsen en notities op een glazen wand, wat een creatieve en samenwerkende werkomgeving laat zien.

Agile workplace strategy for 2026: success and growth

Change has become the new norm, driven by hybrid working, rapid technological developments, and a volatile market.

For medium-sized and large organizations, this means that a traditional, static workplace strategy is no longer sufficient. The question is clear: how do you design a workplace strategy that not only works today but remains relevant tomorrow? The answer lies in strengthening the organization’s agility. As a result, the workplace shifts from being a fixed cost item to a strategic instrument that moves with changing needs.

Twee collega’s werken aan een grote vergadertafel in een moderne kantoorruimte met glazen wanden. Op de achtergrond staat in roze neonletters op de muur: “Ik zie jou, ik sta naast jou, samen maken we het verschil,”

From static to strategic: the new workplace dynamic

The modern workplace operates in an environment of high complexity. Where organizations once relied on predictable patterns, they now face constant shifts. Hybrid working has become the norm for many organizations: 55% of employees structurally combine working from home with working at the office. At the same time, technological developments are fundamentally changing the way we work, while sustainability requirements are becoming increasingly stringent.

This calls for a new perspective on agility. It is no longer about managing square meters, but about creating a dynamic ecosystem in which space, people, and technology are well aligned. Successful organizations view their workplace as a strategic instrument that actively contributes to productivity, employee satisfaction, and business performance.

The urgency is significant. Research shows that 92% of HR leaders expect skills shortages by 2026 due to technological developments. Organizations without a flexible workplace system will struggle to keep their daily operations running smoothly. At the same time, the average global office occupancy rate is around 53%, while most organizations consider 65% to be optimal. This gap points not only to unnecessary costs, but also to a strategy that does not align well with real-world practice.

Hybrid working as a catalyst for change

The hybrid work model has permanently changed the relationship between employees, the office, and productivity. Notably, employees who work in hybrid arrangements are often more positive about their organizational culture than colleagues who work entirely from the office. For example, 45% of hybrid workers rate their culture as better than average, compared to 36% of employees who are always in the office.

These figures show that hybrid working can offer the best of both worlds: the autonomy and flexibility of working from home combined with the social connection and spontaneous collaboration of the office. Employees in hybrid models also report better mental well-being more often, with 78% rating their mental health as good.

For property owners and facility managers, this means a clear shift in space utilization. If only 50 to 60% of staff are present on any given day, it no longer makes sense to maintain a fixed desk for everyone. As a result, 67% of organizations have reduced their real estate portfolios due to hybrid working.

The focus is shifting from occupancy rates alone to the question of how effectively space is actually used. It is no longer about the number of desks, but about their real utilization. Organizations that manage this well typically combine several strategies:

Clear communication about expectations regarding office presence
Flexible reservation systems that allocate spaces efficiently
Different types of workspaces for various activities
Continuous monitoring to enable quick adjustments

Moderne kantoor- en ontmoetingsruimte met kleurrijke zitplekken en gele frameconstructies boven de tafels. Medewerkers werken en overleggen aan ronde tafels en in zitnissen, wat een informele en creatieve werksfeer uitstraalt.

Data as a compass for an agile workplace strategy

The rise of advanced workplace analytics is a key driver of greater agility. Where workplace planning was once largely based on assumptions and general guidelines, modern organizations increasingly rely on real-time data that provides insight into actual usage.

They look at multiple aspects of workplace performance. In addition to average occupancy, organizations measure peak moments, desk usage, demand for meeting rooms, the need for quiet spaces, and the ratio between fixed and flexible workstations. These insights help support well-informed decisions about layout and investments.

Technology supports this process. Occupancy sensors, access card data, Wi-Fi analytics, and reservation systemstogether provide a comprehensive view of how the workplace is used. Digital models of buildings, continuously updated with current data, make it possible to recognize patterns and test changes before implementing them in reality.

The challenge lies in translating data into concrete actions. Organizations that excel in this schedule regular moments to analyze data, identify improvement opportunities, and implement changes based on clear insights. In doing so, they combine quantitative data with employee feedback.

The financial impact is significant. Organizations that work with actual usage data instead of assumptions often discover 15–30% savings potential in real estate costs. Since workplace accommodation is usually the second-largest cost item after salaries, this can amount to millions of euros annually.

Resilience and adaptability as the foundation

Organizations that manage continuous change effectively possess strong capabilities in resilience, leadership, and employee engagement. These capabilities play a role at every level of the organization, from strategy to execution.

Leadership and vision form the first pillar. Leaders who clearly explain why change is necessary, demonstrate that they themselves are adapting, and actively involve employees in the process significantly increase the likelihood of success. When the workplace vision is based on benefits for both employees and the organization—rather than solely on cost reduction—acceptance rises noticeably.

Culture and engagement form the second pillar. Organizations that continue to communicate, actively gather feedback, and genuinely involve employees in decision-making see higher engagement and smoother transitions. This is especially true for workplace strategies: when employees help shape the design and see their ideas reflected in the outcome, acceptance increases significantly.

Adaptability and innovation form the third pillar. Organizations that view change as an opportunity for growth, continue learning, and encourage collaboration are better able to develop new solutions and keep moving forward.

Research shows that 32% of business leaders feel constrained by uncertainty when action is required, and 42% postpone decisions because of that uncertainty. This highlights the importance of encouraging decisiveness and creating a psychologically safe environment. Teams must be able to act, even when not all information is available.

Twee collega’s zitten aan een ronde houten tafel in een moderne vergaderruimte met glazen wanden. Eén persoon maakt aantekeningen in een notitieboek terwijl de ander meedenkt, wat een rustige en samenwerkende werksfeer weergeeft.

Smart workplaces: from space to experience and performance

Workplace design has changed significantly as organizations increasingly recognize the major impact the physical environment has on well-being, engagement, and productivity. The focus is no longer solely on efficiency, but primarily on creating a pleasant and supportive work environment.

Research confirms this impact. Studies from the University of Oxford show that happy employees are 13 to 20% more productive than unhappy colleagues. This difference is substantial and can lead to major performance gaps within large organizations. A well-designed work environment can therefore generate millions of euros in additional productivity each year.

Integrating natural elements into the workplace has proven benefits. Contact with greenery reduces stress, lowers heart rate, and contributes to a sense of calm. Practical applications include:

Maximizing natural light through windows and skylights
Adding plants and green walls
Using natural materials and colors
Creating views of greenery where possible
Providing access to outdoor spaces whenever feasible

In addition, air quality also plays an important role. Poor ventilation can lead to higher absenteeism and lower productivity. Buildings with high-quality air filtration systems show that sick leave can decrease significantly. Lightinginfluences the circadian rhythm and therefore concentration, while good acoustics help reduce stress and improve focus.

Personal control over the work environment is also important. Research shows that employees who can choose from different types of workspaces and experience a degree of control are more productive and more engaged. In work environments with a variety of workspace options, 79% of employees report having a very positive work experience.

Real estate flexibility as a competitive advantage

Real estate and facility management are undergoing major changes. Traditional lease agreements of ten to twenty years are increasingly misaligned with organizations that need to adapt quickly. While lease contracts are often signed for the long term, workforce plans typically change within just a few years.

As a result, organizations are increasingly opting for more flexible solutions. Shorter lease terms or flexible contract structures make it possible to scale up or down more quickly. In addition, a modular office layout allows spaces to be more easily adapted to new needs.

The benefits are clear. Fewer long-term commitments create greater financial flexibility. Flexible workspaces make it easier to respond to changes in team size and work patterns. By aligning space more closely with actual usage, organizations can operate more efficiently.

Organizations that work with flexible space models use their space on average 2.5 times more efficiently than with traditional office concepts. This creates additional room for growth, reduces costs, or makes it possible to repurpose space for other uses.

Twee collega’s overleggen aan een hoge tafel in een moderne vergaderruimte met glazen wanden en een betonnen muur. Ze bekijken samen documenten, wat een gefocuste en samenwerkende werksituatie laat zien.

Stakeholder engagement as a success factor

Technical and financial solutions alone are not enough to make workplace changes successful. Organizations that succeed in this area consistently focus on engagement, effective change guidance, and implementation support.

Research shows that 29% of employees do not feel involved in changes within their organization. This lack of engagement often leads to skepticism or resistance. The main cause of resistance is uncertainty about why the change is necessary and what it concretely means for employees.

The role of the manager or team leader is crucial in this process. Managers translate strategy into daily practice, explain why changes are taking place, listen to concerns, and create a safe environment in which new ways of working can be tested. Research indicates that 70% of the differences in team engagement are related to the quality of leadership.

When employees are actively involved in workplace changes, the outcomes are clearly more positive. They make greater use of the new environment, report higher satisfaction, and are more likely to contribute ideas for further improvements.

Moderne kantoorruimte met zitnissen en gele frameconstructies waar collega’s werken en overleggen. Twee mensen voeren een gesprek aan een tafel met laptop, terwijl op de achtergrond iemand rustig een krant leest, wat de informele en flexibele werkomgeving

The road ahead: integrated agility

To deal effectively with continuous change, a coherent and integrated approach is required. Isolated solutions to individual problems are not enough. Organizations need to align their processes, systems, and objectives.

This begins with embedding agility at the core of the organization. Workplace strategy is not purely a facilities matter; it directly relates to talent, performance, well-being, and reputation. For that reason, the topic requires attention at the executive level. Decisions about space affect costs, employee satisfaction, and sustainability, and therefore influence the overall success of the organization.

Continuous learning is essential. Organizations that regularly evaluate the results of changes, draw lessons from their experiences, and share that knowledge become increasingly effective at implementing improvements.

For medium-sized and large organizations, real estate owners, and executives seeking a future-proof workplace strategy, the solution lies in an integrated approach. This requires ongoing executive involvement, investments in strong analytics and change management, and a willingness to experiment and learn.

Organizations that take this step and view their workplace as a strategic asset build sustainable agility and remain attractive to employees. Continuing with the old, rigid approach is becoming increasingly unsustainable in a world where expectations around work, talent, and sustainability continue to evolve. The time to seriously renew workplace strategy is now.

About the author

Jesper Kieftenbeld

Chief Operational Officer | Partner

Jesper is Chief Operational Officer (COO) and Partner at BESPARK. A job in the interior industry? Jesper never imagined that when he was younger. As a teenager, he started a technical education and worked in engineering for several years. It wasn’t until a later internship that he discovered the interior industry. His interest in interiors was born. When he had a cup of coffee with Iwan in 2016, they immediately clicked. The rest is history.

More about me

Back to overview