For generations, the traditional office setup was the standard—employees clocking in at the same desk, day in and day out. But in the past decade, a revolution has taken place. The rigid, outdated workplace model is being replaced by a more dynamic, flexible approach.
Enter Activity-Based Work (ABW)—a modern twist on the office dynamic. No longer are employees chained to a single desk or office. Instead, they have the freedom to work from any available space that best suits their tasks. Whether it’s collaborating with a team in a bright meeting room or making a crucial call in a quiet space, ABW transforms how employees engage with their environment.
With tailored spaces for every task, ABW helps employees maximize productivity. Imagine brainstorming with your team one moment, then seamlessly switching to a quiet space for focused work.
Activity-based work has been around for over 30 years. However, it has recently surged in popularity because of its proven ability to boost productivity and cut office costs. Today, offices around the world are embracing ABW, with some organizations adopting it as their new global standard.
But what exactly is Activity-Based Working, and does it live up to the hype? In this blog, we’ll dive deep into the concept and answer these questions.
Activity-based work is not an open-plan office
It’s important to distinguish between different office layouts. The common open-plan office design, where employees share one large space instead of individual offices, is not the same as activity-based work.
The core of ABW lies in aligning tasks with environments that boost productivity. Open-plan offices, on the other hand, are primarily designed to increase the efficient use of expensive real estate. With globalization and digitalization, work can now happen in various locations or even across time zones. This shift requires strong leadership and full organizational support to succeed.
According to the latest data in our Benchmark Report, a whopping 46% of surveyed organisations use open space strategies. With only 17% opting for a traditional setup and 37% combining the two in a hybrid model. However, this does not say anything about the actual working patterns or the ways in which people work.
Requirements of successful activity-based work
Firstly, your office should have a range of dedicated facilities for specific tasks. From enthusiastic collaboration to quiet, focused work and everything in between. Combined with this, you should provide a virtual environment that gives instant access to relevant information, keeping everyone on the same page.
Furthermore, when combining virtual and in-person environments collaboration tools are key. It should be easy to collaborate with colleagues who are not in your (physical) environment.
However, more important than any of the tangible aspects, are the trust and empowerment given by committed management. A committed leadership team is essential to implement change in the workplace. In case you are still building a business case for workplace insights, you should also check out our whitepaper.
Accurate workplace data is critical in your journey to implement ABW. Employees need to feel confident that they can move around in the office. Or change spaces without backlash from their manager, for example.
Feedback is part of the success
Although it is not required, getting feedback from employees early on can be very beneficial. For example:
- What kind of spaces do they need to work more effectively?
- Do they enjoy being around each other in a big meeting room to brainstorm?
- Do they prefer to have a focus room to develop and formulate their ideas?
- Is your sales team motivated when they are physically close to their colleagues? Or do they prefer to have their own sound-proof office?
Getting the answers to such questions helps to get it right the first time around. Instead of waiting for the inevitable negative responses, if the facility department does not consult employees before making changes. Another advantage is that you create support for activity-based work early on throughout the whole organisation. Teams will feel compelled to use the facilities they requested, and in turn, will be more satisfied with their environment.
Is activity-based working suitable for my organisation?
The efficacy of ABW is often debated. Some analysts view it as a game-changer for workplace management. Others argue that the disadvantages of activity-based working may outweigh its potential benefits.
Every person—and every organization—is different. Some companies are filled with employees who require deep focus. Other companies have employees who thrive on a more social structure, with frequent meetings and quick discussions forming the bulk of their work.
For example, employees using our workplace preference app Habital reported 68% of their time spent on high-concentration work in one firm. In contrast, another organization reported only 18% of high-concentration work. Not surprisingly, face-to-face communication was higher in the organization with less high-focus work.
Different work activities demand different environments. While traditional closed environments are more suitable for individual high concentration work, open environments are more suitable for frequently communicating with project teams.
The role of activity-based work
Some, if not many, jobs consist of a mix of high concentration and face-to-face communication work. Would you place people in these jobs in a traditional or open work environment? Here is where activity-based working plays a key role.
With ABW, employees can pick a workspace fitting their activity. For example, they can choose to perform high-focus tasks in a focus booth and meetings in meeting rooms. The concept of ABW sounds ideal and logical, performing activities at a place that supports that particular activity optimally.
A recent systematic review highlighted the positive aspects of ABW in areas such as interaction, communication, time and space control, and workspace satisfaction. However, ABW has its drawbacks, particularly for concentration and privacy, which can negatively impact high-concentration work.
Should we push everyone back into individual rooms for their brain-braking work? Perhaps, doing high-concentration work comfortably at home with your own coffee might be the answer.
Initially, the intention of ABW was to move to a hybrid work environment where the traditional office becomes redundant, at least according to Philip Ross, CEO of Cordless group.
In the original concept of ABW, workers use spaces on a ‘needs basis’. For example, employees could do their high-concentration work at home, while performing low-concentration work at a local café. This gives employees the freedom to choose any environment that suits their activity, not just a designated office space.
Switching to activity-based work
Philip Ross had strong reasons for advocating such a dramatic shift in work. He believes sustainability will be a key driver of ABW. Office buildings and commuting contribute significantly to carbon emissions, making ABW a more sustainable solution.
Additionally, real estate is one of the largest overhead costs for businesses. Overloaded transport networks lead to wasted time, wasted money, and unproductive, frustrated employees stuck in traffic. ABW, therefore, holds the potential to benefit the planet, people, and profit.
Shifting to true Activity-Based Working requires a significant managerial change. With less direct oversight of the workplace, management must place greater trust in employees. Workflows should move to online platforms that support seamless communication and provide clear overviews of progress for both managers and teams.
As collaboration continues to evolve, more concepts for collaborative and creative spaces will likely emerge to support ABW. A prime example is the rise of coworking spaces, popularized by WeWork, which align perfectly with the ABW model.
The future of work with ABW
Activity-based work offers a flexible, dynamic approach to the modern workplace. It acknowledges that not all tasks—and not all employees—thrive in the same environment. Giving workers the power to choose spaces that best support their activities, can lead to greater productivity, improved employee satisfaction, and more efficient use of office resources.
While the benefits of ABW are clear in areas like collaboration and space optimization, it’s important to recognize the challenges it presents, particularly around privacy and concentration. For companies considering a switch, successful implementation requires careful planning, strong managerial support, and workplace insights that reflect the unique needs of employees.
Ultimately, ABW isn’t a one-size-fits-all solution. However, when tailored correctly, it can create a work environment that is more sustainable, cost-effective, and empowering for employees—leading to a future where workspaces truly serve the people who use them.