From Unwind to Rewind: Key Takeaways from WorkX Boston

At WorkX Boston, the energy in the room was undeniable. Workplace leaders, CRE executives, and facilities managers gathered to explore a single question: what does the future of work really look like? 

Throughout the sessions, three themes consistently surfaced—hybrid and flexible work, workplace design and experience, and the role of AI and data.

Despite the headlines spotlighting Fortune 500 companies rolling out rigid, five-day RTO mandates, the reality is more nuanced. In fact, only about 25% of these companies require employees to be in the office full-time. Most have embraced structured hybrid arrangements, recognizing that workplaces must now support connection, flexibility, and productivity without forcing a return to the old five-day grind. And this shift in working norms has profound implications for how we design spaces, foster culture, and use technology.

Only ~25% of the Fortune 500 companies require five-day full-time in office — most have structured hybrid working.

Designing Workplaces for the Modern Worker

If hybrid is the norm, then workplace design must evolve to support it. Employees today want offices that are worth the commute—spaces that balance collaboration with focus and energy with calm. They’re not just coming in to sit at a desk; they’re coming in to connect, recharge, and feel part of something bigger.

That balance requires a rethinking of how space is allocated. The old 70/30 ratio of individual desks to shared spaces no longer makes sense. Instead, organizations are moving toward a 50/50 split, with project rooms that double as training hubs, multipurpose areas that can host a lunch-and-learn one hour and a team workshop the next, and flexible zones that shift to meet changing needs. The office is increasingly an experience-driven environment, designed to foster camaraderie and inspire productivity.

This emphasis on design underscores a larger point: while space is critical, it’s only one piece of the puzzle when it comes to shaping workplace culture.

Space, Culture, and the Psychological Contract

As Lauren Hasson, SVP of Workplace Strategy at JLL, put it: “Space shapes behavior, which over time creates culture.” Yet culture is not dictated by architecture alone. 

Valerie Jardon, Managing Director at Interior Architects, reminded us that today’s organizations are still rebuilding the “psychological contract” between employer and employee. Where loyalty once meant a lifetime career at one company, workers now measure value differently—and organizations must respond with more than just appealing office layouts.

In other words, while space can accelerate connection and shape interactions, it is not a silver bullet. The real challenge is weaving space design into broader cultural initiatives led by strong, visible leadership. And that’s where return-to-office strategies often succeed or fail.

“Space shapes behavior, which over time creates culture.” - Lauren Hasson, SVP of Workplace Strategy at JLL

Leadership’s Role in Return-to-Office Success

The conference made one point crystal clear: return-to-office efforts only succeed when leaders lead by example. Expectations must be clear, reasonable, and consistent—and leadership must model the behaviors they expect to see. Employees notice when executives attend in-person events, use the office, and treat the space as more than a mandate.

This requires intentional change management. Leaders need to align first, articulate the “why” behind RTO, and demonstrate genuine commitment. This was discussed front and center at our speaking session with our customer Nexamp. In Mission Over Mandates: How Nexamp Is Returning to OfficeWith Purpose, the organization’s VP of Team Member Experience Hillary Meahl emphasized the importance of communicating the reasons for RTO (with data to back it up), tackling change with empathy, and listening to employees throughout the implementation process.

When workers see their leaders investing in the office experience, they’re more likely to embrace it themselves. But to support that adoption, organizations must also look beyond policy and into data.

How Data and AI Drive Flexible Workplaces

If flexibility defines the modern workplace, then data provides the compass for navigating it. The challenge, of course, is that no one can future-proof perfectly. Needs change rapidly, and CRE and facilities leaders are often left chasing moving targets. That’s why the focus must be on designing for the now. As Alexandra Selezneva, Senior Director at The Coca-Cola Company, described it: this requires a mindset of “data‑driven flexibility.”

Workplace leaders increasingly rely on real-time data—badge swipes, occupancy sensors, utilization rates—to make quick, cost-effective decisions. Looking ahead, AI-powered analytics may expand this toolkit, but the principle remains the same: data must tell a story. It’s not enough to collect metrics. 

James Duenas, Head of Global Workspaces and Facilities at Intermountain Health, said it best: “You must humanize the data.” Facilities teams need to connect usage patterns with employee experience and broader business outcomes, translating numbers into narratives that executives can act on. And this connection between space and people brings us to the heart of the conversation: listening.

Listening to Employees in a Rapidly Changing Workplace

If there was one undercurrent running through every panel, it was the speed of change. Employee expectations are shifting. AI is transforming workflows. New hires and organizational needs appear almost overnight. In this environment, staying connected to employees is more than a nice-to-have—it’s a necessity.

Yet traditional listening methods, like surveys, often result in fatigue. Instead, organizations must integrate listening into existing systems—through eNPS, exit interviews, and even workplace analytics. By combining qualitative insights with quantitative data, leaders can better anticipate needs and adapt spaces accordingly. In doing so, they not only respond to today’s challenges but also build resilience for tomorrow’s.

Using Data to Design for the Now

Hybrid and flexible work is no longer a trend—it’s the baseline. And with it comes the responsibility to design workplaces that meet the needs of the modern worker: spaces that are flexible, human-centered, and grounded in both data and empathy.

While no one can predict exactly what the next six months will bring, leaders can take meaningful steps today. That starts with leveraging data to inform real estate and design decisions, building spaces that truly serve employees, and fostering cultures where leadership models the behaviors they hope to inspire.

Because in the end, successful workplaces know they need the space, trust, leadership, and data to shape great culture.

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