The Only Constant:
Managing Change in the Hybrid Workplace

Many companies had adopted some aspects of the hybrid workplace prior to the pandemic, but safety concerns drove them to more fully embrace distributed work.

They’ve since hired more independent contractors, part-time consultants, and employees scattered across time zones and continents. They’ve implemented new technologies to communicate, collaborate, and find a new rhythm of productivity.

In a CBRE Workforce Sentiment Survey, 85% of employees said they would prefer to work remotely at least two or three days a week. And a CBRE survey of enterprise leaders found 87% are moving toward hybrid work.

Enterprise leaders are moving toward hybrid work.

Employees would prefer to work remotely two or three days a week.

The definition of the hybrid workplace is different for everyone. There are several different models of hybrid work— ranging from a “virtual-first” strategy to one where employees primarily think of the office as home base — and the term continues to evolve as quickly as employees’ expectations.

No one said choosing and implementing a hybrid work model would be easy, but ready or not, we’re already there. With flexibility comes numerous challenges, but also exciting opportunities. We’ve had the opportunity to talk with hundreds of customers and other workplace innovators over the past two years. Here’s how we’ve seen companies adapt to a more distributed model of work and what we predict we’ll see next.

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