Business Insights

Articles, news and upcoming events

The Worlds of Facility Management and Workplace are, by definition, highly mobile and evolutive.

On these pages, you will find technical articles, news, reports on congresses and conferences in which Spaceonmove took part as well as positions or “mood tickets” which should give you a particular insight into these two fields. Nice readings.

Workspace design: rethinking openspace to boost productivity

In a world where collaborative working has become a pillar of professional life, “open-plan offices” have established themselves as the dominant layout model. They promise flexibility, increased interaction and space optimization.

Yet these environments are facing growing criticism, particularly for their impact on employee productivity and well-being.

The challenges of open-plan offices: noise, distractions and loss of concentration

Despite their advantages, open-plan offices have several major drawbacks. Ambient noise, frequent interruptions and lack of privacy are often cited as impediments to concentration.

According to a study conducted by Harvard University, these spaces reduce face-to-face exchanges by 70%, in favour of an increase in digital communications - the last straw for a layout that’s supposed to encourage collaboration. In addition, sensory overload can lead to stress and a feeling of tiredness, thus undermining productivity.

A new balance: flexible spaces and personalization

Faced with these facts, it’s becoming crucial to rethink the design of workspaces to better meet the varied needs of employees. Solutions are emerging in the form of modular work zones, which offer a balance between collaboration and concentration. Here are a few ideas:

Spaces dedicated to silence Acoustic bubbles or closed rooms to encourage reflection and individual creativity.

Collaboration zones Open but acoustically isolated spaces, equipped for quick meetings or brainstorming sessions.

Customizable workstations Enable employees to adapt their workstations to their preferences, for example by adjusting brightness, acoustics or ergonomics.

The role of technology and well-being

Technology also plays a key role in improving workspaces. Space management tools make it possible to monitor office use and optimize layout. This does, however, entail risks of infringement of freedom and may contravene worker protection laws. The right balance must therefore be struck between user support and surveillance.

At the same time, integrating natural elements (plants, natural light) and relaxation areas contributes to general well-being and employee satisfaction, factors directly linked to better performance.

Towards a new era in workspaces

Open spaces are not doomed, but they must evolve to meet the expectations of modern workers. By integrating flexibility, personalization and respect for individual needs, it is possible to transform these often-criticized environments into real catalysts for productivity and innovation.

Let’s rethink workspaces so that they inspire, support and develop the talents of tomorrow.

Happy reading and see you soon!

Recent posts

  • Outsourcing Facility Management: Why and how to ensure a win-win partnership?

    .

  • The Workspaces of Generations Y and Z: Management Aspiration and Resistance

    Generations Y (born between 1980 and 1995) and Z (born after 1995) are redefining expectations of workspaces. Having grown up in a connected world, these cohorts aspire to environments that reflect their values and lifestyles. However, these aspirations are often met with reluctance on the part of managers, anchored in traditional models. This tension reveals the profound challenges of organizational transformation. These generations prefer spaces that promote a balance between work and well-being. For them, an ideal work environment combines flexibility, collaboration and comfort. Four focus points: Flexibility, Collaborative Spaces, Well-being, Meaning & Ethics. Faced with these expectations, traditional management can show resistance, often linked to fears or lack of knowledge: Loss of control, financial costs, Attachment to tradition, Lack of Data of benefits. To overcome this resistance, a constructive dialogue between generations and managers is needed. There are several ways in which this convergence can be fostered.

  • Ethical or social management?

    Management is a key lever for guiding behaviour, structuring relationships within organizations and guaranteeing performance. In this context, the concepts of ethical management and social management occupy a central place. Although they share the same idea of humanist and responsible management, they have different objectives and principles. Ethical management is based on the integration of moral values and ethical principles into decision-making and business conduct. It is not simply a matter of complying with the law, but of promoting practices aligned with principles such as fairness, transparency, responsibility and respect for stakeholders. Ethical management requires constant reflection on the impact of decisions, not only on economic results, but also on employees, customers, suppliers and society at large

  • Large companies: identifying with a project…

    Large companies are often faced with a major challenge when it comes to projects: how to ensure that members identify with them, personify them, live them and carry them emotionally. The most direct answer would be to say that the project must be sufficiently interesting and self-sufficient for the people involved to support it. Naturally, this is a bit short-sighted and, above all, inaccurate. To put it simply, first, a member of the company’s senior management must be the real ambassador for the project, talking about it enthusiastically, encouraging the teams and the beneficiaries of the project and acting as an advocate for the cause with the board of directors, even when clouds gather, or challenges arise. In many cases, projects go well, even very well, thanks to the technical skills and the various internal and external networks, but they often lack the real ‘soul’ to make them unique, unforgettable and convey a message. How many projects have I seen or taken part in that were successful, but left me with no real satisfaction or sense of belonging? Without getting into a philosophical debate: do company managers really want this ‘attachment’ to a project? Having observed some of the reactions and heard some of the comments made by senior managers, my answer is clearly ‘no’, even if it is distressing.

  • Empathy, resilience and the festive season

    Geopolitical, economic and societal challenges and disasters of all kinds once again punctuated 2024, transforming what should be a harmonious and happy life desired by and for most people into difficult, demanding and even terrible moments. Certain despots and dictators have once again darkened the skies in many countries when their populations most certainly did not want them to. This lack of empathy on the part of some of the world’s top leaders, who are condemning the vast majority of the world’s people to survival or to wandering in nauseating and terrible unknowns, is not acceptable, even if we haven’t moved a single step forward when we said that, unfortunately… The major aid bodies and organisations are being flouted, and the minimum of respect for others no longer seems to exist, as the life of a human being no longer seems to count for anything. Added to this are the natural disasters that are indicative of the climate disruption we have caused. Is it still reasonable to hope for a little empathy and resilience, at least during the festive season? To give up these festive moments, which are certainly sometimes commercial, would be to capitulate to the barbarism of a minority of dangerous egomaniacs.

  • Antinomy between workplace flexibility and resource management

    Workspace management, particularly in the service sector, seems increasingly marked by a form of collective frenzy. A new divide is emerging between senior executives who are demanding a return to the office after the pandemic to better control their teams, and those who are adopting a tolerant approach.

    Each has its own line of argument, citing statistics from the media and polling institutes to denounce the flaws in the opposing “system”, while neglecting the middle way of “at the same time”, which seems to work well in many cases. Why have we reached this point? It would be difficult to give a definitive answer to this question, but we can safely draw a parallel with the evolution of the geopolitical world, which is becoming increasingly rigid and divisive.:

  • Conceptually right, operationally wrong

    The somewhat barbaric title of this column in fact conceals a reality that concerns a certain proportion, not to say a certain number, of companies: the concept is correct, but its implementation or marketing is “off the ground”. Let’s look at concepts that have reached a certain intellectual maturity but are not “taking off” in operational or commercial terms. (…)

    Certain “problems” of this type can also be found in the service sector, where processes and flows are correct but totally prohibitive.

Contact us

Contact from
☛ Don't forget to include an email address or a phone number if you wish to be contacted.