Blogs

Organisations often try to create new ways of working through vision, policy, and communication. All of those may matter, but they are rarely enough on their own. If the work environment makes the right behaviour difficult, people will eventually return to whatever feels easiest. This article explains how workplace strategy can encourage desired behaviours by […]

It is easy to describe diversification as offering more types of space in the office. That is not wrong, but it is not sufficient. If variation is not grounded in real work needs, it quickly becomes a formal gesture without much strategic effect. This article explains why a diversified workplace strategy is about fit between […]

The Workplace Strategist Diploma and the Workplace Strategist Certification Examination are not alternatives at the same stage. The diploma is where you build the method, language and core judgement. The certification examination is where you demonstrate that you can apply that capability at a professional level. In practical terms, the diploma teaches and tests learning, […]

To become a certified workplace strategist, you first complete the Workplace Strategist Diploma, then the Implementation & Follow-up Diploma, and only after that take the Workplace Strategist Certification Examination. The route is designed this way because certification is meant to validate applied judgement, not only course attendance. It is best suited to professionals who already […]

A workplace strategist, a facility manager and an interior architect all shape the workplace, but they do it at different decision levels. The workplace strategist defines what the workplace must support. The facility manager keeps the workplace functioning in operation. The interior architect translates requirements into spatial design. When organisations treat those roles as interchangeable, […]

You measure whether a workplace supports performance by testing the workplace against the work it is meant to enable. That means combining evidence about focus work, collaboration, usability, support functions and actual use patterns rather than relying only on desk occupancy or satisfaction scores. The goal is to understand what the workplace enables well, where […]

A workplace needs assessment is the process of building the evidence base before workplace strategy decisions are made. It looks beyond preference and asks what the organisation actually needs from the workplace: how people work, how teams coordinate, where support spaces are missing, which operational constraints matter and which future changes must be anticipated. The […]

A Workplace Adequacy™ Survey is the data-collection tool used to measure how well the workplace supports work, collaboration, usability and change at different stages of the workplace journey. It helps teams understand what is happening now and what to do next. In practical terms, survey findings can inform decisions about focus rooms, team areas, hybrid […]

Workplace Adequacy™ is the idea of strategic fit between the organisation, the work and the workplace. It asks whether the workplace actually supports the tasks, collaboration patterns, support spaces and operating conditions it is meant to support. That is different from simply asking whether people like the office or whether the design looks modern. A […]

Workplace strategy is the structured decision layer that defines what the workplace must support and how that support should be translated into space, services, behavioural expectations and change priorities. It helps organisations decide how much focus space they need, how teams should work together, which support areas matter, how hybrid routines affect the office and […]

Are some sectors simply unsuitable for activity-based working, or is that the wrong level of analysis? This article explains why open-plan ABW performance depends less on sector stereotypes and more on whether design, behaviour and technology work together as one coherent support system. The sector debate hides the more useful diagnosis This paper analyses 2,090 […]

Four decades of European work data tell a simple story: the workforce has changed more than many workplace models have. Eurofound's reflection on the European Working Conditions Survey is therefore more than a labour-market update. It is a warning to workplace strategists. If the assumptions behind the workplace model are outdated, the strategy will underperform. […]