As more and more companies embrace open office plans, it has become fashionable to declare that the concept is not delivering on its promise of greater collaboration and improved productivity. But before companies rush back to traditional closed offices and cubicles, let’s take a pause and look at what the research actually shows.

The usual employee complaints about open plans — lack of privacy and difficulty focusing — aren't new. However, new research by Ethan Bernstein of Harvard Business School highlights a different issue: the impact on collaboration. An open plan space can easily feel like a research library: people don't want to disturb their coworkers, and they don't want to hear others talking, so they don't talk either. It’s not just the space they are in that is shaping their behavior; social factors also play a role.

Should we all go back to cube farms? Probably not. Humans are complex and need thoughtfully designed spaces to enable their best performance, which is why the Savills approach to Occupant Experience is driven by client needs and research — not trends or knee-jerk solutions. We are advocates for data-driven design.

The ongoing debate about open office plans also underscores a basic principle of Workplace Strategy: it must be strategic. One size does not fit all, and there is no right or wrong; rather, design needs to suit each specific organization. In fact, designing a workplace thoughtfully means making a lot of choices bundled together: open/enclosed, coworking/corporate, colorful/muted, relaxed/buttoned-up, and more.

Similar to management theorist Michael Porter's definition of the basic foundations of competitive advantage (cost, differentiated, or focus), the workplace is a strategic decision. It enables an organization to attract the right talent, or facilitates their core business efforts. While there are certainly universally beneficial workplace features like day-lighting or fresh air, the most effective workplaces are driven by designing for a company’s unique business culture and needs.

The physical environment is only part of the equation, however. Communication, culture and change management are all important to shaping people’s experience of the workplace. An MIT team led by Kristine Dery has completed research showing that similar workplace designs can yield very different results based on the culture of the organization. The design of a space, while an important influence on behavior, does not take the place of change management – that is, the thoughtful communications and conversations around workplace which may shift perspectives and encourage people to use the space as intended. If there is a perceived social norm that working means sitting quietly at a desk, that is what people will do. Companies with open office plans can, and should, actively encourage mixing and mingling, if that is the intent of the space.

At Savills, we call our unique contribution to this discipline “Workplace Strategy/Occupant Experience” because both strategy and user experience matter in an effective workplace. We don't have to guess what people want, we can study it. Careful measurement and analysis may reveal how a space is falling short of its occupants' needs, allowing changes to be made. We apply research and social science methods to inform an experience that enables our clients' business to thrive.

The Harvard Business Review, where professor Bernstein’s research on open office design appeared, concludes: “when it comes to solutions, Bernstein and Waber encourage experimentation and collaboration…they urge managers to consider getting together with employees to test — rigorously, using the scientific method or A/B testing — different office configurations.”

In the end, there are as many approaches to workplace design as there are to business. The key is getting a solution that works for your company, reinforcing space with technology, behavior and culture.

Please feel free to reach out with any questions you may have about this or other workplace topics.