The fact is that the workplace has not kept pace with the changes in how work gets done. Many companies have found that in analyzing their facilities, the old models of office planning are no longer applicable. To apply one size or type of workspace or office to a broad range of workers is being challenged. Many standard-based approaches have become outdated because they allocate space based on title or rank. With the move to non-hierarchal organizations this approach no longer works. New economic activity has additional implications for the workplace, because attracting and keeping the best people is key. Creating workspaces that give employees the tools to be the most effective is part of this recruitment and retention process.

In the past, most facilities were developed with the emphasis on efficiency (maximum use of floor area or cost per square foot) but this doesn’t support the concern for effectiveness. While cost is still important, productivity and performance matter most. The workplace can either enhance or impede the work process. It’s not enough to reengineer business process, implement the latest technology, create new organizational structures, and hire the best people. There is a missing link in this formula for success. The workplace must be incorporated into business strategies. It must be thought of as a tool, not an infrastructure.