What’s shaping the world of work?

AI-driven tools are improving efficiency in design, but concerns around control, deskilling and algorithmic bias are becoming more pronounced. Hybrid work models are maturing – some regions are reinforcing flexibility, while others reassess its long-term viability.

Across the board, our clients are refining their approach to people-centric design, seeking balance between autonomy, collaboration and experience. With these evolving dynamics in mind, we take a closer look at the forces shaping workplace design. Drawing on our global team’s observations and experience, these insights contribute to an ongoing conversation about the future of work.

AI: Acceleration or erosion?

The conversation about AI has matured. While we’re still exploring applications at M Moser, it’s already supporting our efficiency in areas like visualisation and prototyping. However, a new study by Microsoft and Carnegie Mellon University found that people applied less critical thinking to AI assisted tasks, which could lead to misapplication in workflows and impact output quality. The challenge is ensuring it augments rather than replaces human capability.

For us, this means setting boundaries: AI is a tool, not a substitute for creative thinking. Ideally, it should expand our capabilities and free us to do more. But the risk of deskilling is real. We’re embedding checkpoints across our processes ensuring that AI’s role is augmentative rather than directive.

Adaptive environments provide another example of the emerging tension. AI has the potential to personalise workspaces, adjusting acoustics, lighting or temperature for accessibility and wellbeing. But past workplace trends suggest that employees value control over automation. People don’t want to feel like passengers in their own space. We’re already seeing some pushback: in environments where smart systems adjust conditions without user input, employees report feeling less satisfaction as systems had difficulty estimating preferences.

A more effective model may be one where AI operates like predictive texting, offering enhancements without overriding human choice. AI can suggest optimal settings based on usage patterns, but we should retain the final say. Organisations that strike this balance will see the most success in integrating AI into their buildings.

Human-centric design: evaluating flexibility

In recent years, workplace strategies have revolved around flexibility. However 2025 is revealing a more complex landscape. Structured hybrid models are gaining traction in some regions, while others reassess its impact. Many organisations are recognising that focusing on collaboration spaces isn’t enough to bring employees back. They overcompensated for hybrid work, assuming focus tasks could always be handled remotely. Now, employees face challenges with noise, distractions and a lack of etiquette in shared spaces.

Inclusivity remains a priority with proven benefits, though messaging will continue to evolve throughout 2025. Some businesses have successfully translated initiatives into physical design solutions—providing sensory-adjustable environments or considerations for neurodiversity. Yet, for many, inclusivity remains an ambition rather than a reality. Workplaces that fall short risk creating barriers instead of removing them. The solution lies in tangible interventions that enhance day-to-day experiences for all employees.

Meanwhile, education environments increasingly intersect with workplace. Many firms report that graduates entering the workforce lack practical workplace skills. Conversely, early-career professionals contribute fresh perspectives and drive workplace evolution. Both groups stand to benefit from a feedback loop.

Through strategy engagements, workplace designers are capturing the needs of students to shape the future work environment. At the same time, some of the insights and innovations from workplace design are feeding back into education environments earlier, helping to better prepare students for the realities of work.

Regional trends: different markets, different forces

While some trends are global, workplace strategies vary significantly by region, shaped by distinct economic, regulatory and cultural conditions.

APAC: AI adoption accelerates – out of necessity

AI and digital twin adoption is surging in APAC as a response to specific market pressures. High-density urban environments demand efficiency and AI-driven space optimisation allows organisations to make smarter use of limited real estate. These technologies allow a sophisticated simulation of physical assets, enabling better building management and predictive maintenance. Additionally, the region’s fast-paced growth and tech-driven economy make digital transformation a necessity rather than a choice.

In commercial real estate, this translates to more than just incremental upgrades. Businesses are integrating AI deeply into their operational DNA, using it to optimise real estate portfolios, streamline workflows and enhance the employee experience. As offices evolve into workplace ecosystems that prioritise profitability and sustainability, technology is becoming increasingly integrated. This reflects a cultural and business mindset that views it as a key driver of efficiency and effectiveness.

North America: Reading between the lines of RTO

In North America, the return-to-office (RTO) debate continues to dominate. While some businesses create workplaces to attract employees naturally, others opt for stricter in-office policies. Many are refining their environments to encourage voluntary return, but the landscape remains divided.

Within this discourse, there’s a shift towards human-centric and sensory-driven design. This is reshaping workplaces into purposeful, intuitive and inviting destinations that inspire engagement, creativity and collaboration.

Brand experience is increasingly emphasised with efforts to elevate both employee and client engagement. By integrating company and brand values into the physical workspace, businesses enable belonging, build community and communicate purpose. Ultimately, they create physical spaces that employees are drawn to and want to be a part of. Workplaces that capture this energy support productivity and deeper sense of purpose.

Spaces are also becoming more intuitive and adaptable to accommodate various physical and sensory needs. Businesses are integrating better acoustics, adjustable lighting, varied spatial settings and intuitive wayfinding to enhance wellbeing, focus and efficiency. Advances in building technology and material innovation are making it easier to scale these efforts across real estate portfolios.

In a time of rapid change, many North American companies are opting for deliberate, impact-oriented strategies. These strategies ensure that workspaces are flexible, efficient and optimised for future needs. By doing so, businesses are committing to spaces that encourage utlisation, support long-term growth and adaptability and set a new standard for thoughtful workplace evolution.

Europe: The hybrid experiment reaching maturity

Hybrid work in Europe is no longer in flux—it’s reaching maturity. The debate is shifting from whether hybrid is viable to how it should be structured for long-term success. Different sectors and businesses are settling into their own rhythms, with hybrid policies becoming more tailored to industry-specific needs. Despite Gallup data indicating high risk of turnover, some companies are pulling employees back into the office to strengthen culture and collaboration. Others are refining hybrid models to maximise both productivity and flexibility.

At the same time, real estate strategies are evolving. The early wave of footprint reductions is now giving way to more nuanced decision-making. Organisations are no longer simply downsizing; they are reassessing space based on utilisation, employee preferences and evolving business needs. In some cases, this means optimising smaller offices for intentional use rather than abandoning physical workplaces entirely.

Beyond hybrid work, several other forces are shaping workplace strategy in Europe. A growing skills shortage—particularly in engineering, technology and green industries—is making talent attraction and retention a top priority. AI adoption is also creating demand for reskilling, with businesses recognising the need for stronger adaptability among their workforce.

Another key shift is the evolving role of workplace experience. Today’s priorities for office amenities centre on wellbeing, sustainability and convenience. Companies are investing in work environments that support long-term engagement. This mean supporting health, flexibility or sustainable design strategies that align with Europe’s ambitious environmental targets.

India: Growing Global Capability Centres, but at what cost?

India’s GCCs continue to expand, solidifying the country’s role as a global hub for corporate growth strategy. These centres are no longer just operational support functions; they are becoming critical to innovation, digital transformation and strategic decision-making within multinational firms. However, with this rapid growth come challenges.

Infrastructure constraints—including housing, transport and office space demand—are creating bottlenecks. High attrition rates reflect a highly competitive job market where skilled professionals move quickly between firms. As GCCs take on more complex, high-value functions, companies are under pressure to attract and retain top talent in an environment where expectations are rising.

Decision-making power is another issue. Many GCCs still operate as extensions of multinational firms rather than fully empowered entities, limiting their ability to influence global strategy. At the same time, automation is reshaping the landscape. Some routine tasks that were once outsourced to GCCs are being replaced by AI and machine learning, making it essential for organisations to shift towards more strategic, high-skill functions.

Forward-thinking firms are already adapting. Some are investing in leadership development, giving local teams greater autonomy and influence within global operations. Others are expanding beyond transactional work, focusing on innovation, product development and data-driven decision-making to ensure resilience against automation.

Another factor shaping workplace expectations is globalisation itself. Professionals in India are increasingly looking for parity with their colleagues in North America and Europe—whether in workplace experience, career progression or access to cutting-edge technology. This means that GCCs must not only compete for talent locally but also meet the rising expectations of a globally connected workforce.

Where next?

As Q1 wraps up, workplace strategy isn’t undergoing a transformation – it’s shifting course in response to new pressures. We’re going to see more focus on execution, resilience and measurable impact.

For workplace leaders, the challenge in 2025 is setting the right course and ensuring strategies stand the test of time.

To discuss ideas for your space, contact us.