Navigating hybrid work

A Toolkit for Building Successful Strategies

CONTENTS

1. Introduction
Hybrid Work - An Inconvenient Truce 3
The Office Space Dilemma 3
Charting Your Own Course 3
The Rise of Hybrid 4

2. The Challenges of A Transition to Hybrid Work

Developing an Appropriate Hybrid Work 6
Navigating the Implementation of Hybrid Models 7
Aligning Objectives & Establishing the Delivery Team 7
Identifying Objectives and Measuring Success 8
Culture, Engagement and Communication 8

3. Key Considerations & Priorities

Establishing the “Why” 9
Evaluating External Factors 10
Understanding Work Patterns and Employee Needs 10
Formulating Tailored Hybrid Work Policies 10
Developing Internal Expertise 11
Communications, Adaption & Evolution 11
Physical Workplace Design 12

4. Data & Technologies for Effective Hybrid Work Strategies

Emphasizing Outcomes over Technology 13
Practical Applications 13
Role of Utilization Data 13
Making the Most of Available Datasets 14

5. Case Study 15

6. Conclusion & Next Steps 16

1. INTRODUCTION
How can your organization successfully
navigate the shift to hybrid work?
Transitioning to a hybrid model
involves complex considerations,
from understanding work patterns
and formulating evidence driven
policies to best leverage the benefits
of data and technology.

Hybrid Work - An Inconvenient Truce The Office Space Dilemma

At the heart of hybrid work lies an inconvenient While there has been a steady increase in the
truce. Managers, who tend to favor a return to number of workers returning to the office in recent
the office are in a tug of war with employees, months, some startling projections from industry
who frequently favor the flexibility afforded by leaders point to worrying prospects in relation to
remote work. future demand for office space. As tenants hand
back to landlords millions of square feet of space
Champions of a return to the office highlight the no longer needed, Cushman & Wakefield’s warn
benefits of face-to-face interactions and physical that we may see up to a billion square feet of
collaboration. Conversely, proponents of a remote- vacant office space by 20303, and BCG’s concept
first approach argue that clinging to the past of “zombie buildings4“ looms over underutilized
neglects the efficiency and flexibility of remote spaces. Faced with these warnings, we find
work. A recent global survey by Ipsos highlights the ourselves asking - whose guidance should
widening gap between leaders and employees, we heed in this tumultuous climate?
with Junior employees proving almost three times
more likely to desire access to remote to working
options than senior managers1.
Charting Your Own Course
This white paper argues for an alternative path.
Despite this polarization in opinions, the hybrid Instead of advocating for polarized views, we will
approach has continued its upward trend, with present a nuanced, adaptable and transformative
new and improved remote technology further framework that empowers organizations to
enhancing the remote work experience. chart their own course. This framework allows
Hybrid working models are increasingly being organizations to reclaim agency over their own
viewed not only as a feasible option, but indeed destiny, leveraging data and technology to make
as the preferred choice for numerous organizations. informed choices that align with their own unique
Gartner’s forecast further illustrates this shift: circumstances. Within this white paper, we explore
predicting that by the end of 2023, 39% of global the significant role of tools such as Spacewell’s
knowledge workers will operate under hybrid work comprehensive suite of solutions in informing
models, up from the 37% figure reported in 20222. strategic decisions.

Dedicate just 30 minutes of your time to this guide,

and we promise a wealth of actionable insights and
strategic guidance. We aim to equip you with the
knowledge to transition seamlessly to a sustainable,
future-ready work model. Let’s explore the
transformative potential of hybrid work, together.

1. Hybrid working: growing gap between leaders and employees | World Economic Forum (weforum.org)
2. Gartner Forecasts 39% of Global Knowledge Workers Will Work Hybrid by the End of 2023
3. https://www.cushmanwakefield.com/en/united-states/insights/obsolescence-equals-opportunity
4. https://www.bcg.com/publications/2023/countering-the-surge-of-zombie-buildings 3
The Rise of Hybrid Work
The unprecedented rise of hybrid work is a transformative trend reshaping the global
work environment.

A transition towards hybrid work was already in play Despite this polarization in opinions, the hybrid
prior to the COVID-19 pandemic, but accelerated approach has continued its upward trend,
rapidly as a direct result. The COVID-19 pandemic increasingly being viewed not only as a feasible
forced businesses of all sizes to rethink the way they option, but as the preferred choice for numerous
work, as well as inducing a remote work experiment organizations. Gartner’s forecast further illustrates
on an unprecedented scale. During lockdowns, this shift: they predict that by the end of 2023, 39% of
organizations were compelled to adopt remote global knowledge workers will operate under hybrid
work models almost overnight, leading to long-term work models, up from the 37% figure reported in 20226.
changes in attitudes, preferences, and strategies.
Hybrid work is clearly on the rise for good reasons,
The debate over whether organizations should adopt it empowers employees with flexibility, fostering a
hybrid work strategies or maintain a more traditional healthy work-life balance that enhances productivity
office-centric approach continues to divide and job satisfaction. This work model can also provide
opinions, both amongst employers and amongst businesses a competitive edge, attracting premium
the workforce. A recent global survey by Ipsos talent and reducing office space costs. But the
highlights a widening gap between leaders who want transition isn’t without challenges, as we’ll explore in
employees to return to the office and employees the next section.
who have adapted to new patterns of work and
want greater flexibility, with junior employees proving
almost three times more likely to want to work
remotely than senior managers5.

5. Hybrid working: growing gap between leaders and employees | World Economic Forum (weforum.org)
6. Gartner Forecasts 39% of Global Knowledge Workers Will Work Hybrid by the End of 2023

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Key Factors that Continue to Drive Hybrid Work Adoption

Digitalization: Access to Global Talent:

Digital transformation and adoption of technology With geographical restrictions rendered irrelevant,
in workplaces, with the adoption of collaboration hybrid work enables businesses to tap into global
tools such as Slack and Microsoft Teams to talent, fostering workforce diversity.talent, fostering
cloud‑based SaaS solutions with mobile support workforce diversity.
and remote access capabilities has led to a more
adaptive workforce.

Cost Reduction:
Hybrid work reduces the need for square footage
Changing Preferences: and offers the potential to reduce real estate
As businesses were pushed to adopt remote related costs (rent, energy, cleaning, etc.) as well
work models rapidly, due to COVID-19, many as reducing carbon emissions. The savings can be
employees savored the newfound flexibility re-invested in commute-worthy work environments,
and convenience. This has led to enduring shifts supported by digital tech.
in workplace preferences and company strategies.
The option of hybrid working, once seen simply as
a perk has developed into a firm expectation for
many employees, and even sectors traditionally
resistant to such change, like the legal and
banking professions, are now seeing widespread
acceptance of hybrid as a long-term solution.

Generational Shift:
Millennials and Gen Z heavily prioritize work-life
balance. According to McKinsey many are willing
to seek new employment opportunities should
their employers eliminate hybrid work in favor
of full office attendance.

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2. T
 HE CHALLENGES OF A TRANSITION
TO HYBRID WORK
The crafting and execution of an effective hybrid
work strategy necessitates a comprehensive
These different models can be
appraisal of both internal and external factors,
further broken down into a number
and each organization’s journey will be unique
of classifications, including:
and multifaceted.
Flexible Hybrid Model: Employees choose
“insights
Adopting a hybrid work model requires relevant
and a vision of the model that will be best
their work location based on work type
or personal preference, utilizing office
suited to the needs of your business. It’s important space for collaborative tasks and working
to gather as much data and feedback as possible remotely otherwise.
prior to adoption, and then apply and monitor
strategies. In the absence of benchmarking data, Scheduled Hybrid Model: Work location
a flexible, adaptable approach is necessary, and is predetermined for certain days, either
outcomes will likely need to be adjusted over time. ” company-wide or per team.

Department-Based Hybrid Model: Work

location depends on one’s department
Gilles Ghyssaert
or role; certain teams may need to
Product Strategy Manager, Spacewell
be office-based while others can
predominantly work remotely.

Developing an Appropriate Hub-and-Spoke Model: The company

operates a main office (hub) and smaller
Hybrid Model regional offices (spokes), with employees
There is no “one-size-fits-all” model for hybrid free to work from any of these or from
work, and approaches can be as diverse as the home. Ideal for geographically
workforce they serve, requiring a careful balance of dispersed workforces.
corporate goals, employee preferences, and facility
needs. Crafting a successful hybrid work strategy Fully Flexible Model: No set requirements
requires careful alignment of the objectives of for when or where employees work; focus
company’s internal objectives and employee is on meeting performance expectations
preferences, and striking an appropriate balance and deliverables.
between remote and in-office work. Factors such
as space utilization trends and future workspace Remote-First Hybrid Model: Primarily remote
needs are crucial to consider. work with office spaces serving as venues
for occasional meetings, collaborations,
Workplace strategies can range from traditional or social events.
office-centric models all the way to fully remote
setups. They may be handcrafted for specific
teams, roles, or individuals, or uniformly rolled out for
the wider workforce. Choosing the best strategy isn’t
a one-size-fits-all decision however, it hinges on a
variety of factors including the nature of team tasks,
industry norms, your organization’s culture, and the
specific demands of your business environment.

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Conflicting
workspace
approaches
Source: Spacewell

Navigating the Implementation of Aligning Objectives & Establishing

Hybrid Models the Delivery Team
Implementing a hybrid work model poses unique When implementing a hybrid work strategy, it’s
challenges, primarily due to limited benchmarks important to align internal objectives and gain
and KPI uncertainties. Two primary adoption a thorough understanding of both corporate
models have emerged: and worker preferences and priorities. Establishing
an optimal blend of remote and in-office work
1. A data-driven approach, emphasizing empirical will depend on a series of factors, including
evidence. Organizations invest in detailed data evaluation of the nature employee tasks, the
collection about their workforce, including work company’s culture and strategic goals, and
patterns and needs, using tools like internal the range and structure of an organization’s
analytics, surveys, or pilot studies. This data portfolio of different workplaces.
guides the development of innovative solutions
and an internal agenda. The model encourages As we navigate the transformative shift to hybrid
continuous learning and adaptation, leading work, balancing various stakeholder priorities is
to a more effective hybrid work model. vital. This balance can be achieved through diverse
However, this approach can be representation within the implementation team.
resource-intensive and slow. The hybrid work model’s effectiveness hinges on
harmonizing objectives across stakeholder groups,
2. An adaptive “wait and see” approach. including customers or tenants, finance, HR, facilities
Often preferable in situations with limited management, and leadership teams. This inclusive
data or uncertain future needs. Instead of approach allows for a holistic understanding of
extensive planning, organizations launch unique needs and challenges.
a basic hybrid model and make adjustments
based on performance feedback. This approach However, while collaboration is critical, organizations
is flexible and quicker to implement but can must be wary of decision-making becoming too
result in increased uncertainty and the need dispersed. Clearly defined guiding principles,
for frequent adjustments. a robust implementation framework, and explicit
roles help keep the hybrid work strategy streamlined
Each approach comes with its own benefits and and efficient. It’s often advantageous to begin with
trade-offs, and the choice between them will a small, focused transformation team comprising
depend on the organization’s circumstances, core leadership, senior management, HR, Facilities,
resources, and risk tolerance. and IT staff. Meanwhile, it’s crucial to maintain open
channels of communication and consultation with
wider stakeholders.

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Identifying Objectives
and Measuring Success
Implementing a hybrid work model is a significant
organizational endeavor. It requires clear
communications, unified goals, precise metrics
and targets, along with the flexibility to adapt to
evolving circumstances. Regular audits of internal
metrics and data are key to guiding the continuous
refinement of the hybrid work strategy.

Before embarking on the transition to a hybrid

model, organizations must clearly articulate their
objectives. Identifying relevant Key Performance
Indicators (KPIs) and metrics establishes a
robust foundation for monitoring progress and
adjusting the strategy as necessary. Without
this supporting data, a hybrid work strategy
risks becoming an unsupported viewpoint
rather than a data‑driven plan.

Culture, Engagement,
and Communication
Successfully implementing a hybrid work model
involves special attention to maintaining a sense
of connection and engagement among employees,
regardless of their location. Successful strategies
will involve establishing policies and processes that
establish goals, objectives, constraints of the hybrid
work programme in as much detail as possible.
These policies help set clear expectations, and can
nurture a shared organizational culture as well as
fostering a sense of inclusion.

Policies and practices in this regard may include:

scheduled check-ins with remote workers, “all
hands” meetings, company events, shared
employee experiences, enhanced staff training
& onboarding processes, and the development
of new E-learning tools.

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3. KEY CONSIDERATIONS & PRIORITIES
When developing a hybrid work strategy, organizations need to prioritize factors that align with their values
and business objectives. Striking the right balance between employee well-being, productivity, and business
goals is crucial.

KEY CONSIDERATIONS FOR HYBRID WORK STRATEGIES

What are we investing in and what to prioritze?

Source: Spacewell

Establishing the “Why”

The successful development of a hybrid work Business priorities may also differ depending on the
strategy begins with the key question of “Why?”. organisation’s current constraints and obligations
The answer should seek to highlight the primary in terms of existing office space. Many organizations
guiding objectives driving the transition. These may remain bound to long-term leases, hindering
encompass an array of aspirations such as cost immediate downsizing or “rightsizing,” and therefore
reduction, reducing energy usage and improving choose to steer their focus towards maximizing
sustainability performance, elevating employee the value of their existing spaces, ensuring their
satisfaction, enhancing organizational culture, or premises are not under-utilized. In contrast, others
promoting diversity, equity, and inclusion. might, after assessing their needs and priorities,
create new plans for optimal workspaces.

*DESTEP Stands for Demographic, Economic, Sociocultural, Technological,, Ecological and Political/Legal *DESTEP Stands for Demographic, Economic, Sociocultural,
Technological,, Ecological and Political/Legal

9
Evaluating External Factors “crucial,
Prioritizing the well-being of employees is
and it can’t be ‘enforced’, only facilitated.
As part of the initial evaluation of the hybrid Organizations should provide tools and
work opportunity, organizations should consider mechanisms that provide regular feedback to
a wide range of external factors. These include allow for ongoing adaptation. Strategies should
the regulatory environment, demographic not only cater to the individual employee but
trends, economic factors, sociocultural also consider their interactions within teams,
dynamics, technological advancements, interdepartmental relationships, and
and ecological considerations. overarching organizational interactions ”
Evaluation of regulatory constraints is particularly
crucial for multinational organizations aiming Asaël Akkerman
to implement a universal hybrid work strategy. SVP of Partnerships & Alliances, Spacewell
The varying regulatory landscape across
different territories can greatly influence strategy
development. Legislation can vary significantly in
terms of region-specific workplace regulations such
Formulating Tailored Hybrid
as working time directives and legal provisions for Work Policies
flexible working requests as well as rules related to, Hybrid work policies should be tailored to align with
taxation, or data protection. organizational values and strike a balance between
employee wellbeing, productivity, and business
Understanding Work Patterns objectives. Establishing a strategic mapping that
clearly defines the over-arching priorities
and Employee Needs of a hybrid work programme can act as a useful
Understanding the ‘how’ and ‘when’ of work reference for future decision making as well as
for different roles within your business is key. an arbiter in the case of dispute or disagreement.
Evaluating which hybrid work model best suits
an organization requires an in-depth evaluation Meanwhile, at the team level, developing
of the tasks undertaken by individuals and teams ‘team charters’ which establish consensus and
throughout the organization striking a balance agreement on how everybody’s going to work
between individual and collaborative work patterns. together in hybrid environments can also provide
further coordination and guidance.
The devised strategies should consider not
only individual requirements but also how each Policies should ultimately seek to align with the
individual interacts within teams, between organization’s values and prioritized balancing
departments, and at an organizational level, between employee well-being, productivity,
as well as industry or geographic/cultural and business objectives.
preferences and norms.

Regular evaluations using internal and external

data sources can offer valuable insights, guiding
your decision-making process. Tools such as
Leesman’s Office/Hybrid work surveys and Reworc’s
WorkNavigator can reveal the insights required
to continually adapt their work environments to
evolving individual needs and make informed
decisions about workplace requirements
and design.

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Developing Internal Expertise Communications, Adaptation
Whereas external, third-party specialists have & Evolution
traditionally been relied upon to carry out periodic
Effectively transitioning to a hybrid working strategy
assessments and re-evaluation workplace
is a major corporate endeavor, which requires the
strategies, senior leaders are increasingly entrusting
development of clearly established goals, targets
the development and delivery of new post-
and metrics for the measurement of progress.
pandemic hybrid work strategies to internal HR
Communicating these components effectively
departments. This shift can serve to highlight some
and clearly is crucial to achieve buy‑in and highlight
notable challenges.
the objectives and benefits of transitioning to a
hybrid model. The transition is also not a one-off
Firstly, should the organization continue to rely on
process; it’s a continuous journey that requires
third party workplace expertise, this can lead to
adaptability, as well as ongoing monitoring,
the delivery of generic, “cookie-cutter” solutions
learning, and adaptation.
which are unlikely align with the specific needs
of the organization. Secondly, longstanding
To effectively navigate the transition, organizations
dependence on third-party expertise leads to
should arm themselves with tools and mechanisms
limited development of internal workplace strategy
that provide regular feedback on employee
skills amongst HR teams. Thirdly, reliance on third
perceptions and key performance indicators.
parties means that internal teams may also have
This may involve deploying apps or using survey
limited access to, and availability of data required
tools to allow employees to provide feedback
to inform decision making and facilitate a smooth
about the positives and negatives of their work
transition to these new working models. Many
experiences. Feedback can then be incorporated
HR departments are therefore underprepared
regularly into the model, allowing for ongoing
when faced with the responsibility of crafting and
adaptation and refinement.
executing these new hybrid work strategies.

Under a hybrid model, measuring ongoing

To overcome these challenges, it is crucial that
employee productivity also necessitates a shift
organizations develop a more profound internal
in management culture. Traditional methods
understanding of the nature and dynamics of
of employee evaluation might not translate
work conducted across different teams. This
well to a hybrid environment, making remote
deeper comprehension is a vital prerequisite for
management and coaching challenging.
successfully transitioning to a hybrid work model
Performance measurements should therefore be
that genuinely fits the organization’s unique needs
results-oriented, with structured check-ins fostering
and fosters a productive work environment.
inclusion and keeping remote employees engaged.

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Physical Workplace Design
The physical workspace can hold an essential role To stand out, the physical office needs to offer
in attracting and retaining talent but people need a unique and captivating experiences that employees
reason to return to the office. Design of the physical can’t find at home. This could encompass aspects
workplace should reflect company values, providing like state-of-the-art technology, ergonomically
flexible, adaptive, and human-centric spaces. designed spaces, high-quality communal areas,
and in-house amenities such as gyms, cafes, or
The future of the workplace should be dynamic wellness centers. Companies could also consider
and adaptable to the changing needs of the creating ‘destination’ areas within the office - these
business. Instead of simply providing desk spaces could be spaces that inspire creativity, facilitate
it should shift to providing a mix of tailored serendipitous interactions, or provide a relaxing
spaces that seek to maximize engagement and oasis within the workplace.
collaboration and align with the activities of both
individuals and teams. An ability to swiftly adapt to changes in workplace
location and workspace configuration can also
enhance resilience against future unforeseen
events changing workplace trends. An informed
approach, backed by extensive data and
feedback, can help optimize the design and
make it adaptable for future changes. Starting
simply, allowing room for adaptation and
enhancement based on data-driven evidence,
can steer organizations towards successful
hybrid work strategies.

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4. DATA & TECHNOLOGIES FOR EFFECTIVE
HYBRID WORK STRATEGIES
Emphasizing Outcomes Role of Utilization Data
over Technology As employers embrace hybrid work, corporate real
estate leaders will focus more on utilization data
Crucially, a hybrid work strategy should not be
to gauge their portfolio performance and guide
solely driven by technology. While technology plays
future space decisions. Utilization data will give
a significant role in enabling remote work, the core
decision‑makers insight into how their space is and
focus should be on achieving desired outcomes
isn’t being used so that they can adjust their space
for the organization and its employees. This
planning, design, and allocation to achieve efficiency
includes ensuring the right tools and technology
and enhance the workplace experience for their
are available in the right places, incorporating
employees. Reducing underutilized space and costs
adaptability into workplace design, and prioritizing
per seat will rise in 2023 as companies navigate an
employee wellbeing. The technology is facilitative,
economic downturn.
and should not be the primary driver. Organizations
need to analyze and document what they want
to achieve, so they can specify and tailor the
technology solutions to meet their specific needs. “byEffective hybrid work environments are facilitated
the strategic use of data and technology.
Leveraging existing systems can provide valuable
Practical Applications insights and the addition of technologies such
Connectivity and collaboration tools form the as IoT sensors can significantly enhance our
backbone of any hybrid work setup. Some popular understanding of workspace utilization. The key
examples include: is to think, evaluate, understand, and act on the
data and evidence we have, thereby making
Collaboration Tools: These platforms, such informed decisions. ”
as Microsoft Teams, Slack, Zoom, and Google
Workspace, allow employees to work together on Carlo Van Der Steen
projects even if they are not in the same location. SVP Direct Sales, Spacewell
They enable seamless communication and
collaboration among team members,
regardless of location.

Communication Tools: These are systems like

email, instant messaging, and social media that
allow employees to stay in touch with each other,
even if they are not in the same location.

Remote Access Tools: These are technologies

like virtual private networks (VPNs) and remote
desktop software that allow employees to access
the organization’s systems and applications
from anywhere.

Beyond these, space management and utilization

technologies, facilities management, and asset
maintenance systems all play a significant role
in a successful hybrid work strategy.

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Making the Most of Embracing the Power of IoT:
Modern IoT technology such as workplace sensors
Available Datasets can offer a clearer view of your workspace,
harvesting granular, real-time data that sheds
Leveraging existing datasets plays a critical
light on space usage, occupancy, and
role in a successful hybrid work strategy.
environmental conditions.
These may include:

Harnessing Dashboards & Data Visualizations:

Performing an Audit of Internal Metrics and Data
Dynamic dashboards, ripe for data mining,
Sources: Analysis of internal metrics and data
can offer managers actionable insights at their
sources can build internal awareness and skills.
fingertips. The beauty of these interactive tools is
Relying on third-party knowledge can result in
their ability to empower managers to dig deep
subcontractor experts opting for “cookie cutter”
into the data and unearth trends and patterns that
solutions they’ve delivered elsewhere, which may
can propel your hybrid strategy. Data visualization
not meet the specific needs of the organization, its
on digital floor plans bring convenience and
culture, and worker requirements and expectations.
accessibility to data. With a smartphone or other
touchscreen devices, employees can easily
Utilizing Existing Systems: The value of the
navigate a “free address” workplace.
data held in current systems should not be
underestimated. They can provide lots of insights
At a glance, they can identify free spaces, locate
and add value to the organization.
team members, and gauge ambient conditions.
The workplace becomes a living, breathing entity
Understanding Interactions: Audit and map
that can be easily navigated and utilized to its
out core available data to better understand how
fullest potential.
people, technology, and space interact to create
a productive workforce.
The above strategies will facilitate an informed
decision-making process driven by data and
Introducing New Technologies: If the initial building
evidence, refining the hybrid work model as the
and technology designs were not specifically
organization progresses.
designed to support hybrid working, organizations
may need to introduce new technologies. On the
contrary, if the workplace was specifically designed
to support hybrid working, it may already be
hybrid‑ready.

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5. CASE STUDY
The Merck Group, a global leader in healthcare, reduce energy and facility management costs.
life science, and electronics, partnered with By implementing this system, nine buildings were
Spacewell to create a hybrid working model and switched partially or entirely to winter operation,
adapt its workplace to the future. As part of this saving 50 to 60 percent energy by minimizing
process, Spacewell’s digital Workplace System heating and shutting down non-essential electrical
was introduced in 15 buildings over four months, circuits. Meanwhile, the required number of
providing a secure back-to-office solution workstations was identified and made available
following the COVID-19 pandemic. This system to all employees in the most energy-efficient
offers employees the flexibility to contribute to buildings, ensuring uninterrupted daily operations.
the company’s evolving workspace needs.
Moving forward, Merck Group can utilize the
The primary objective was to develop a strategy Workplace System to implement hybrid working
that accounted for the changing work environment methods and sustainably operate buildings,
and more efficient energy use. Analysis of buildings achieving future-oriented energy management
equipped with the Workplace System revealed and cost reduction. In addition to winter energy
an average occupancy rate of 50 to 70 percent, savings, the system offers opportunities for
indicating significant unused space. This led to resource-saving property operations in the future,
discussions about partially operating or “shutting including adjusted cleaning cycles, leading to
down” entire office complexes. cost reductions in facility management. This
demonstrates how Spacewell’s Workplace System
Thanks to the Workplace System’s ability to collect supports the Merck Group in achieving an efficient
real occupancy rates and analyze utilization, Merck and sustainable hybrid work model.
Group was able to accurately estimate the space
needed by employees on any given workday.
By focusing on fewer buildings, particularly the
energy-efficient ones, during the test phase, they
were able to put underused buildings and areas
into “winter mode” and save energy. Workspaces
in the energy-efficient buildings could be easily
reserved by employees using the Workplace’s
booking tool.

The implementation of the Workplace System

required a quick roll-out in the identified
energy‑efficient buildings. A project schedule
was developed for this roll-out, which was
completed before the onset of winter. The next
steps involve implementing demand-oriented
building technology control within individual
buildings based on occupancy and booking data,
aiming to heat only occupied spaces and further

15
6. CONCLUSION & NEXT STEPS
Hybrid work is more than just a trend; it’s a As a pioneering force in IoT-connected workplace
fundamental shift in how we approach work. It’s solutions, Spacewell, a Nemetschek Company,
about reimagining where we work, how we work, is uniquely positioned to facilitate this transition.
and even how we connect with each other. Spacewell’s comprehensive suite of tools includes:

Effectively transitioning towards hybrid work opens • Workplace Analytics

the door to immense possibilities – improved • Workplace Experience
employee satisfaction, attractive and desirable • Workplace Management
workplaces, and a more dynamic organization, • Maintenance Management
ready for growth. Such a transition is a considerable • Energy Management
challenge however, requiring thoughtful strategy,
access to the right tools, metrics and data, and Spacewell’s solutions are designed to optimize
effective engagement and partnering across facility operations, enhance collaboration, provide
the enterprise. invaluable workplace analytics, and ultimately,
create an agile, flexible, and connected workplace.
In this white paper, we’ve pulled back the curtain
on what it takes to succeed on this transformative Accredited by Wiredscore and the Smart Building
journey, revealing both the opportunities and pitfalls Certification (SBC) framework, Spacewell’s globally
of hybrid work. trusted solutions embody its core purpose: to
make buildings work harder for their occupants by
By building a resilient and flexible hybrid work unlocking the power of building data.
model, organizations can create workspaces that
align more closely with their organizational goals, To learn more about how Spacewell can assist your
brand and culture while catering to the evolving organization in building a successful hybrid work
needs of employees. strategy, visit www.spacewell.com.

So, what’s the next milestone on this hybrid

work journey? Having explored the challenges,
considerations, priorities and solutions for a
successful transition to hybrid work, It’s time to
put theory into practice, and ally with experienced
partners who can help guide this transition.

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To learn more about how Spacewell can assist your organization
in building a successful hybrid work strategy, visit
www.spacewell.com