Organizations are under pressure to do more with less: less real estate, less overhead, less rigidity. Paradoxically, they’re also being asked to offer more: more collaboration, more productivity, and more compelling reasons for employees to return to the office. This dichotomy is driving a radical reevaluation of what the office is for.
In a recent webinar, Philip Ross, CEO and Founder of UnWork, and Luke Armstrong, Regional President of EMEA & APAC at WeWork, discussed how return to office (RTO) is reshaping corporate strategies.
“The workplace experience has to be exceptional,” Ross explains. “If employees are mandated to return, that experience becomes the differentiator.”
What does this mean in practice? In short, it means that offices can no longer settle for merely a workspace and computer monitor. Instead, they should take cues from hospitality, and strive to become welcoming spaces that inspire and cater to various needs. Think hotel lobbies, wellness centers, and creative hubs. As Ross puts it, “less like an office, more like a destination.”
The office must be a space you don’t have to be in but want to be in. This shift is driven by changing employee expectations and employer needs in a post-pandemic work environment. At WeWork, this challenge is addressed by offering hospitality-driven, flexible workspaces designed to foster connection, creativity, and well-being, making the office not just a location, but a meaningful experience that employees actively choose.
The case for flexibility
Today, flexibility in the workspace is a core requirement. Many companies struggle to forecast headcount or operational needs with certainty. Thus, locking into long-term leases or investing in underutilized space is an increasingly risky proposition.
Armstrong speaks to this concern: “Forecasting headcount is nearly impossible today. Companies need optionality—to take less space, test strategies, and adjust quickly. That’s where WeWork fits in.”
Rather than thinking in terms of fixed square footage, organizations are moving toward modular, scalable environments. WeWork’s model offers precisely that: space-as-a-service that adapts to project surges, new product launches, and shifting workforce behaviors.
Designing workspaces for people, not just processes
While technology enables remote work, human connection remains a powerful driver of innovation. Armstrong emphasizes that the true value of in-person work lies in its immediacy. After all, problem-solving, creativity, and serendipitous collaboration all thrive in physical spaces.
Yet these benefits only materialize if the space supports them. Design must prioritize how people actually use space, from focused work to informal conversations. Offices that were once designed for occupancy now need to be designed for energy, interaction, and outcomes.
WeWork’s hospitality-led environments answer this call by offering curated, lively atmospheres where people want to gather. Combined with a global network of locations, companies can create experiences that are consistent, convenient, and culturally aligned.
The data-driven office
One of the most profound shifts is the growing role of data in real estate decisions. Companies are no longer satisfied with rough estimates or gut feelings. They want real-time insights: occupancy rates, space utilization, employee sentiment, and collaboration metrics.
“We’re seeing the rise of workplace apps and sensors that track everything from foot traffic to queue times,” Philip Ross explains. “Smart offices aren’t a concept anymore;they’re an expectation.”
For decision-makers, this data is transformative. It enables load balancing across hybrid schedules, identifies bottlenecks, and helps quantify return on investment. WeWork’s integrated platforms and global systems offer a robust foundation for data collection and analysis, positioning clients to make evidence-based decisions at speed.
Flexibility + technology = the future of work
As companies strive to balance collaboration with flexibility, the next frontier is integrating internal real estate with external partners, such as WeWork. The goal is to build a unified inventory where space—owned, leased, or on-demand–can be dynamically allocated through AI.
“Imagine AI load-balancing your entire workforce each day,” Ross envisions. “Matching people to purpose-built spaces across your real estate and WeWork’s global footprint.”
This is the next logical evolution of real estate strategy: responsive, intelligent, and employee-centric.
Making room for experimentation
In an age of uncertainty, one of the best strategies is the willingness to test and learn. “Fail fast” may be a Silicon Valley mantra, but it has also become a real estate imperative.
Both Ross and Armstrong emphasize that there’s no one-size-fits-all solution. The key is to explore models, measure outcomes, and iterate. Whether it’s through temporary project space, pilot locations, or shared amenities, companies must remain nimble.
“Getting it perfect isn’t the goal,” says Armstrong. “The goal is being prepared to adapt. That’s where partners like WeWork can really add value—offering speed, scalability, and strategic insights.”
Real estate is all about strategy
To stay aligned with employee needs and business objectives, companies must treat their workplace portfolio as a living, breathing ecosystem. This means utilizing experience design to craft environments that delight and empower employees, and leveraging analytics to ensure those environments deliver a return on investment (ROI).
WeWork sits at the crossroads of these trends, blending hospitality, flexibility, and technology to help organizations navigate the complexities of hybrid and distributed work. As the office continues to evolve, one thing is clear: it’s not just about space anymore. It’s about strategy.
