Dr. Gleb Tsipursky – The Office Whisperer
Nirit Cohen – WorkFutures
Angela Howard – Culture Expert
Drew Jones – Design & Innovation
Jonathan Price – CRE & Flex Expert
Business agility is a baseline expectation. Companies plan for change, allow for pivots, and reap the rewards of quick adaptation. Yet one part of the business remains largely fixed: corporate real estate.
For most organizations, real estate is one of the largest fixed costs on the balance sheet, typically second only to payroll. Office decisions require major upfront investment and lock companies into commitments that can last a decade or more.Â
While nearly every other function is built to absorb and drive change, real estate remains the least agile part of the organization. That mismatch is becoming harder to ignore.
Across the business, change is constant. Teams grow and shrink. Customers move. Markets close and open. Technology reshapes how work gets done. Space decisions, however, are often based on assumptions made years earlier — about headcount, work patterns, and when people come together. Yikes.
The business moves. Space doesn’t. That gap has real consequences. The wrong real estate decision can put a stranglehold on the business.
A system built for stability inside a world built for change
Long-term commitments aren’t inherently flawed. Stability has value. Predictability matters. The problem emerges when stability exists in isolation from the rest of the system.
Most parts of the business are built to adjust. Hiring plans change. Teams reorganize. Budgets shift. Technology updates quickly. Work processes evolve as conditions change.
This tension isn’t new. Companies have always carried some amount of fixed real estate, and for large enterprises, that stability has served a purpose.Â
Office leases in major markets often span a decade or more, locking companies into long-term commitments in a business environment that rarely holds still. That kind of commitment assumes a level of certainty that no longer exists. Few businesses can map plans that far ahead without expecting change — yet real estate often requires exactly that.
Business changes. There are growth periods and pullbacks. Hiring accelerates, then slows. Companies enter new markets and exit others. Headcount rises, then falls. An all-fixed real estate strategy cannot support those shifts.Â
AI turns misalignment into risk
Artificial intelligence intensifies this tension. We’re all seeing it. Skill requirements are evolving faster than most humans can clearly map. Teams are experimenting in real time as job boundaries blur. Who will be coming to the office?
Research consistently points to widespread role change driven by AI, with limited certainty about what work will look like even a few years ahead.
One would believe that this level of uncertainty increases the value of adaptability. It also increases the risk of locking space decisions to assumptions that no longer hold.
Offices built around inherent outdated workflows struggle to support new ways of collaborating. Teams spread out based on constraint rather than purpose. Leaders end up managing around space instead of using it as a competitive tool.
No question, the gap between space and how companies operate has existed for decades. We see it in soaring vacancy rates, sublets, and mental health issues arising from isolation. The pandemic made that gap impossible to ignore. AI now places even more pressure on legacy real estate models that were designed for a slower, more predictable world.
The human consequences of inflexible space
Facilities decisions are often made far from the day-to-day reality of work. Many are driven by balance sheets, vacancy levels, or legacy commitments rather than how people operate. The scale of vacant, sublet, and shadow space makes that disconnect clear.
Those decisions shape human outcomes. They affect how employees learn, who receives informal guidance, and who is included in decision-making. They influence early confidence, visibility, and career momentum.
Research from the Gensler Research Institute and Harvard Business Review shows that proximity plays a meaningful role in learning, mentorship, and advancement, particularly for early-career employees and women.
Isolation slows development. Questions go unasked. Feedback arrives late. Purposeless presence creates a different cost. Time is spent without return. Collaboration weakens. Trust erodes.Â
For those entering the workforce, these effects compound: Fewer shared experiences, fewer moments of real-time learning, and fewer chances to build context and connection early.
These outcomes reflect how workplace systems shape development and performance.Â
Portfolio thinking restores alignment
The fix requires reframing how real estate functions inside the business.
Every other major function already operates as a portfolio. Capital is diversified. Supply chains balance efficiency and resilience. Talent strategies mix permanent and flexible models.
Real estate benefits from the same logic.
A balanced portfolio blends long-term assets with shorter-term, flexible capacity. It creates optionality without sacrificing stability. It allows space to evolve alongside work instead of trailing behind it.
This approach shows up increasingly in occupier research from JLL, Cushman & Wakefield, and NAIOP, all of which point to portfolio diversification as a way to manage volatility and reduce mismatch risk.Â
Flex, in this context, functions as infrastructure. It absorbs uncertainty. It supports experimentation. It allows organizations to adjust where and how people come together as work evolves.
The benefit shows up in business performance. Companies reduce waste by avoiding underused space. They gain the ability to enter new markets faster, attract strong talent, and create environments that support real work. When space shifts from a fixed cost to a strategic asset, it becomes another tool for competing and winning.
Space as an operating system
At its best, real estate acts as an operating system for the organization. It shapes coordination and influences speed, deeply impacting how quickly decisions form and how effectively teams execute.
When space aligns with business and workstyle needs, it reinforces performance. When it doesn’t, it drains it.
AI is accelerating this reality. As tasks become easier to automate, the work that remains becomes more human: judgment, synthesis, creativity, trust-building. Those outcomes depend on how people connect.
Connection requires intention. Bringing people together in ways that support learning, coordination, and performance has to be planned and managed, not left to chance.
Companies that perform well over time will treat offices as part of their operating model. Real estate decisions must balance long-term commitments with the flexibility required to adjust as the business evolves. Space needs to support how work gets done, rather than constraining it.
As change becomes constant, real estate has to move in step with the rest of the business.
