How Hybrid Work Is Changing Offices of the Future
Architects and real-estate developers are pioneering concepts to entice workers who will permanently split their time between home and office. Here are the innovations you’ll see in coming years.
Architects and real-estate developers are pioneering concepts to entice workers who will permanently split their time between home and office. Here are the innovations you’ll see in coming years.
Workplaces that look like your living room; flexible, multi-use spaces; outdoor terraces. Today’s new hybrid work styles are reshaping the office buildings of tomorrow.
Leading architects and real-estate developers are pioneering concepts aimed at workers who are splitting their time between home and office, and they predict these innovations will become mainstream in the years to come.
The rethinking of office design comes as the return of employees to office buildings remains sluggish, reflecting new remote and hybrid workplace strategies. Workers’ office use on average is around 50% of pre-pandemic levels in 10 major U.S. cities monitored by Kastle Systems, which tracks security swipes into buildings. Employee engagement—a measure of how involved and enthusiastic workers are about their work and workplace—slipped in 2022 for a second consecutive year, according to a survey Gallup released in January.
Making the office a destination, with coordinated on-site days for collaboration, could go a long way in making workers feel more engaged, says Jim Harter, chief scientist for the workplace management practice at Gallup.
Architects are increasing access to the outdoors, even in skyscrapers. More office buildings will include “touchdown” spots where visiting employees can log in and work, says Annie Draper, a director who specializes in flexible office spaces at Hines, a global real-estate developer based in Houston. At Deutsche Bank’s new Americas headquarters in New York City, designed by architecture giant Gensler, trading floors include lockers for hybrid employees, to help avoid lugging equipment back and forth.
The latest changes in building architecture and design are more than temporary, reflexive responses to the pandemic, architects, developers and facilities managers say. Here’s a look at some of the trends that will transform the next generation of office buildings.
Your office is going to look a lot more like your living room (that is, if your living room has high-end decor). In a trend dubbed “resimercial,” short for residential commercial, some office designers are going for an at-home vibe with fewer desks and more couches, armchairs, stools and bistro tables—even fireplaces. The goal is to make offices less corporate-looking and more welcoming to employees who have become accustomed to working in the comfort of their homes.
The residential touches long used by gaming and tech companies will be showing up more broadly, says Talia Olson, interior designer at JPC Architects LLC in Bellevue, Wash. A recent client who wanted a complete office redo showed images that looked residential, with sofas, pillows, area rugs and lots of plants, Ms. Olson says. “A lot of this is getting people back into the office after we’ve been working from home for some time,” she says. “So why not design a space that has that feeling?”
Texas Tower, a 47-story office tower in downtown Houston by Hines that opened in December 2021, has a living-room feel in amenity areas furnished with sofas, armchairs, ottomans and coffee tables. Tenants include Hines, international law firm Vinson & Elkins LLP, and Cheniere Energy.
Lounge-like areas that in the past would have been reserved for executives will be available to all employees in the future, designers say. At the office headquarters Gensler designed for Marriott International Inc. in Bethesda, Md., opened in September 2022, a communal space on the 21st floor features a fireplace and cabinets with an inset TV screen. Nearby are sofas and seating at a high-top island where employees can work or meet with colleagues—with beverages at hand.
New office designs reflect another lesson from pandemic remote work: Be flexible.
The office of tomorrow will have more open environments that accommodate varied working preferences, says Brett Williams, senior managing director, asset services leadership at commercial real-estate firm Cushman & Wakefield. These will include a mix of areas for individual focused work, private meetings and collaboration—often within steps of each other rather than on different floors as in the past.
Meeting rooms will be “less boardroom-style,” Mr. Williams says. Instead, they will be adaptable areas that can be changed to suit the specific needs of a meeting. To accommodate hybrid gatherings, they will increasingly be equipped with immersive technology that allows those on videoconference to feel as though they’re in the room, office planners say.
The new Marriott headquarters in Bethesda has an atrium-style area with a staircase that connects three floors. It could accommodate a thousand-person town hall, doing what a traditional auditorium would have done in the past, says Jordan Goldstein, co-firm managing principal at Gensler. “We’re seeing, in all the projects we have on the board, the need to think about how space can be flexible to bring people together in different ways—spaces that can convert, and be something that is comfortable as it is but then could easily handle greater capacity,” he says.
Equipment and instrumentation company NI Corp. (formerly National Instruments) is renovating its Austin headquarters to create a mix of large traditional conference rooms, small conference rooms, focus rooms and bookable areas of various sizes. Furniture is on casters to boost flexibility.
“What we discovered in designing this workplace of the future is that we need a workplace that has choices for all these work styles,” says Scott Strzinek, NI Corp.’s senior director of global facilities. The company had employees test the changes, designed by Gensler, in a portion of its building before going ahead with a renovation of 450,000 square feet, to be completed in 2024. NI Corp., which has 70 offices in 25 countries, plans to roll out the designs to other locations over the next few years.
Outdoor terraces, greenery and access to natural light and windows are a major feature in plans for new buildings. While Covid concerns spurred some of the open-air ideas, they are also aimed at replicating what many employees enjoyed when working from home.
“A huge priority for us is to add outdoor space with new developments vertically throughout and as many floors as possible, whether it’s a skyscraper or a shorter stack,” says Whitney Burns, global client strategy lead at developer Hines.
In the past if there was a terrace in the building, it was only for that one lucky company. “We want to make it more accessible for all tenants,” Ms. Burns says.
Architects see a move away from lining the perimeters of buildings with offices, a change that would allow more employees access to windows. One building Hines is developing will have “air porches” aimed to give a balcony feel in the absence of an actual deck. These areas, next to windows, are divided from the rest of the office with glass walls. The windows can open for fresh air, and the porches can be decorated with plants and lounge chairs.
At Lever House, a landmark 1951 office building on New York City’s Park Avenue, the third floor that historically would be leased to a tenant is being turned into an amenity floor for the entire building, featuring a 13,540-square-foot outdoor area with chairs and tables. “Now everyone in the building will be able to enjoy that outdoor space,” says Ben Friedland, vice chairman of CBRE Group Inc., which represents the building’s landlord. Use of the amenity floor—which also includes indoor co-working areas, conference rooms, dining rooms and a bar—is included in the rent. There are charges for food and beverages and to reserve conference rooms.
Some buildings will bring the outdoors inside. The London office of global design and consultancy Arcadis, opened in 2021, includes an airy “garden room” with natural light and plants. It is also a no-laptop zone, says Nilesh Parmar, the company’s business area director of places for North America. “This provides an area where people can relax, decompress and either enjoy time with their work colleagues or have a less formal business meeting.”
The libraries appearing in new office buildings have less to do with books and more with the “Quiet Please” sign.
“This idea of a need for more privacy is really driving a number of different space types that we may not have seen in the office before, because everyone works differently,” says Janet Pogue McLaurin, global director of workplace research and a principal at Gensler.
“To focus on my work” was the top reason employees said they wanted to come into the office in a Gensler survey of 2,000 employees in the U.S. conducted between June and August of last year, with 48% expressing that sentiment. This marked a shift from the previous year’s survey, where respondents placed greater importance on working in person with teams and colleagues.
“We have to create more spaces for people to do concentrated work, and that’s starting to drive quiet zones in an office, like those you might see on Amtrak [trains],” she says. “They may be tech-free zones or they may just be areas where everybody knows not to take a phone call.”
These efforts are also aimed at introverts and other workers who thrived working alone or in quiet surroundings during the pandemic and wondered if productivity would suffer in the return to the office. In addition to libraries and other no-noise zones, individual soundproof booths will be must-haves for office buildings, architects and developers say.
The London office of McCann advertising agency, completed in 2021, has an 800-square-foot library as well as designated quiet rooms where employees can retreat and recharge. Gensler, which designed the library, created an etiquette guide that stipulates no food and no group meetings. It has a large communal table, reference books and plush carpet that helps damp sound.
Hines plans to incorporate “head-down” areas in newer buildings that include rows of egg-shaped chairs that face outward away from the office. They provide visual privacy and noise blocking, says Ms. Burns of Hines. “When you’re sitting there, you feel like you have a private space.”
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Technology and semiconductor shares fell sharply as investors questioned the debt financing the AI infrastructure boom and confronted higher rates and Chinese competition.
Elon Musk is exploring a potential merger between Tesla and SpaceX, a deal that could reshape the future of AI, robotics, autonomous vehicles and space technology. With a combined valuation potentially reaching $3.5 trillion, the move could bring Musk’s vision of an interconnected technology ecosystem closer to reality, although a deal remains uncertain.
Elon Musk has engineered ties between Tesla TSLA 3.41%increase; up pointing triangle and SpaceX SPCX 7.79%increase; up pointing triangle that are hard to break, and now he wants to fuse them together permanently.
Musk has run both Tesla and SpaceX concurrently over the past two decades, using a schedule that dictated which days he spent focused on each business.
The companies have often shared resources and personnel, signaling their close ties. Last year, SpaceX looked into creating a spacesuit for Tesla’s humanoid robot Optimus, a person familiar with the matter said. Tesla last week showed off its new Roadster, a vehicle featuring SpaceX rocket thrusters that it hopes to soon bring to market.
And in recent months, Musk has repositioned both companies by expanding beyond their core operations toward a shared mission centered on artificial intelligence.
The world’s richest man on Tuesday signaled his interest in tying up SpaceX and Tesla, marking what would be the biggest corporate merger of all time. Because he serves as chief executive of SpaceX and Tesla, Musk said committees of independent directors at both companies are evaluating a possible deal, adding that a transaction might not come to fruition.
The committees will likely evaluate, with lawyers and bankers, how each company would fare in a potential deal and how a deal might best be structured. They then present their conclusions to their respective boards, who typically vote on whether to proceed.
“It’s an odd Kabuki dance where two groups of people are talking and I can’t be in the conversation,” Musk told SpaceX investors on Tuesday in response to an analyst’s question about a potential deal.
For Musk, the merger supports his vision of a world full of autonomous cars, humanoid robots and weekly rocket launches, as well as the data centers and satellites required to keep the whole thing running.
Some investors and analysts said they expect a transaction would be structured as an all-stock deal, with SpaceX potentially paying a modest premium for Tesla shares.
SpaceX, which has a market value of about $2 trillion, said it is seeing sharp growth in revenue across its businesses, which include operating data centers, launching rockets and operating satellite networks such as the internet service Starlink. Tesla is valued at about $1.5 trillion and is expanding its operations beyond its automotive and energy business. Shares in both companies traded higher following the news Tuesday.
Musk’s substantial ownership stakes in both companies, along with voting control at SpaceX, has enabled him to set the deal in motion. Analysts and investors said the deal will probably face regulatory scrutiny internationally, though some see Musk’s close relationship with the Trump administration as an asset to getting approval.
The companies haven’t said which directors are on the special committees evaluating a potential deal. Several SpaceX and Tesla board members have either personal or business ties to Musk. And like Musk, venture capitalist Ira Ehrenpreis sits on both boards.
In a filing this week, Tesla outlined millions of dollars in business agreements with SpaceX and its subsidiaries last year, including $143 million in car sales to SpaceX, $3.3 million in advertising that it bought on the social-media platform X and $430 million in revenue from the sale of Megapack batteries for SpaceX’s data centers.
The companies also split the cost of resources including the use of Musk’s SpaceX jet and the bill for his personal security, which he runs through a private company.
Employees at both companies routinely move between companies to work on special projects, and some executives have dual roles, including Charles Kuehmann, vice president of materials engineering at both SpaceX and Tesla, and Ashok Elluswamy, the vice president of AI software at Tesla who runs a joint venture with SpaceX called Digital Optimus.
Over the years, Musk has launched new startups within his empire, including brain-implant company Neuralink, underground-tunnel developer the Boring Company and xAI, the AI startup that merged with SpaceX in February.
It is that AI business that Musk thinks can serve a market worth tens of trillions of dollars, justifying the need for a merger.
The business case goes like this: Tesla is developing robotaxis and robots, which it calls “physical AI.” SpaceX is working on the back end of physical AI: the data-center capacity and internet connection required for those robotaxis and robots to operate continuously.
“I don’t see what the value of Tesla is if it’s not merged with SpaceX,” said investment adviser Ross Gerber, a former Tesla bull turned critic invested in both companies. “If they don’t merge, the brains of everything that runs Tesla is owned by another company.”
On top of it all, both companies face constraints on the supply chains they need to make this world a reality, particularly when it comes to chips. To address this, Musk earlier this year announced a joint venture between Tesla, SpaceX and Intel to design and manufacture chips in Texas. “The most epic chip-building exercise by far,” he has said.
For Musk, a merger would also solve two problems: demands on his attention and his lack of control at Tesla.
Tesla for years was Musk’s only public company, a status that came with greater scrutiny. There, Musk reports to a public board, as well as individual investors who make up around 30% of Tesla’s voting power, according to FactSet.
The question of Musk’s attention became a particular focus for investors and the board in recent years after he acquired Twitter in 2022 and launched xAI in 2023, and again in 2025 as he spent time in Washington, D.C., running the Department of Government Efficiency in the early months of President Trump’s second term.
As Tesla’s car business suffered in 2025, Musk threatened to take his AI ambitions outside the company if he wasn’t granted 25% voting control. Last November, Tesla shareholders approved a new pay package for Musk, which created a path for him to vastly expand his stake.
As of Sept. 30, Musk owned a roughly 20% stake in Tesla, according to the company’s proxy filing.
The SpaceX IPO gave Musk a different path. When SpaceX went public in June, the deal’s structure enabled him to have more than 80% voting power at the company—so much that he can’t be fired and decisions can’t be made without his support.
If SpaceX acquires Tesla, he will likely stay in control.
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