Definition: A mature, data-driven workplace model that connects flexible work patterns, experience strategies and location factors for improved employee outcomes of performance and wellbeing.

The Reality: Employees broadly understand current attendance frameworks - 66% say their employer has a clear policy and 72% view it positively. But understanding doesn’t equal showing up. Support and compliance rise when the workplace feels worth the commute; resistance correlates with poor comfort, limited autonomy and weak wellbeing support. Put simply: people don’t reject the office-they reject bad office experiences and poor locations. 

Flexibility, in terms of location and working hours, has become a human need, not a perk. Work-life balance now outranks salary as the top retention driver (65%), and 57% say flexible hours would improve quality of life. This means the office must adapt to better support this new orchestration of work and life.

Meanwhile, experience itself is becoming more important as a lever to drive performance and is central to talent attraction and retention strategies. With burnout affecting 40% of workers globally and ‘always on’ challenges mounting, employers recognize that an effective workplace experience can directly impact productivity and mental wellbeing. Employers are challenged with needing to support flexibility while also addressing the hidden burden of hybrid work: the pressure for constant availability across physical and digital realms.

With more days in the office and work-life balance top of mind, the workplace’s location also becomes more vital for the employee experience. Globally, 67% of people value a workplace in a vibrant location, and this figure is highest in India (84%), the Middle East (78% KSA, 76% UAE) and China (77%). In geographies with rapidly expanding urban hubs and longer commute times, employees are keen to enhance the value of their working day.

Definition: Facilities management (FM) is entering a new era that demands proactive talent upskilling, functional transformation and effective change management. Building a future-ready FM organization requires investing in human-centric skills, embracing technology and adopting agile structures that empower teams to adapt as roles and workflows evolve with AI, automation and changing business priorities.

The Reality: 84% of FM leaders identify escalating operating costs and budget constraints as their top concern, while occupant wellbeing and workplace safety tied for second on their priority list. Yet the accelerating adoption of digital tools and AI is fundamentally altering the required skills, mindsets and structures of FM teams. Upskilling existing employees, managing change effectively and bringing in new digital-first talent are now as critical as cost efficiency or process excellence. Organizations must therefore assess and plan for a CRE talent transformation that embeds digital, analytical and change management capabilities into every role. Investment in training, agile cross-functional teams and new approaches to leadership are required to unlock the full value of technology while supporting a human-first workplace.

Why It Matters Now: Leading organizations are reimagining FM as a competitive advantage by recognizing their essential role in creating environments that support wellbeing and productivity while demonstrating measurable ROI through financial and human outcomes. Supply chain optimization and strategic partnerships are becoming essential levers for cost savings, while data and technology drive automation and workflow efficiencies without sacrificing human experience.

2026 Call to Action: Prepare your teams and organization for the scale of transformation ahead in facilities management. Building a future-ready FM function demands readiness for change through development of digital fluency, innovation capabilities and adaptive leadership that enable teams to navigate and shape ongoing disruption. Balance operational excellence with employee experience by fostering a culture where cost efficiency and engagement are mutually reinforcing priorities. Commit to talent and change strategies that build problem-solving skills, empathy and collaboration, while leveraging technology to automate high-volume tasks and support a safety-first environment.

Incorporate occupant satisfaction and engagement metrics alongside traditional operational KPIs, enabling leaders to measure safety, satisfaction and performance - not just cost per square foot. By prioritizing these fundamentals, FM leaders can create resilient, people-centric operations that thrive amid continuous innovation and evolving workplace demands.