The truth is that space planning is rarely straightforward. Optimisation is not just about square footage, but about people - how they choose to work, where they feel most productive and how their behaviour aligns (or doesn’t) with the spaces provided. Without deploying a human lens, companies risk making costly decisions based on incomplete information.
Without quantitative and qualitative data about space usage, presumptions can be made and these are often at odds with the real situation. In short, appearances are deceptive. A meeting space might show high occupancy on paper, yet in reality, it could be serving a very different function from the one intended.
MovePlan works with clients to fully understand the real utilisation scenario and provides recommendations based on a range of data points. In one financial organisation, a training room appeared to be utilised for 60% of the day, but instead was functioning largely as a break area. Elsewhere, employees were seeking collaboration zones - but instead of group work, they were utilising them for individual work. Without the qualitative data that comes from in-workspace observation, these data-led analyses would have provided recommendations that were misaligned to the real scenario. This highlights an important truth: design intent often diverges from day-to-day reality.
When workplace strategies are based solely on utilisation figures, they may miss the nuances that tell the real story. What often looks like demand for more training space, could actually be an opportunity to reconfigure existing rooms for a purpose employees truly need. By missing out the real detail, strategic activities can be planned which won’t solve the real problem. This is why engaging on the intended use of space is as important - this element of change management can be the difference between a utilised or underutilised workspace.
Hybrid working has added another layer of complexity to workspace utilisation planning. While flexibility has been widely embraced, attendance patterns are often far from balanced. Our experience has shown that teams prefer to be in the office from the middle to the end of the week, while the rest of the week remains quiet. This can create an illusion of scarcity, when the real issue is often not the size of the workplace, but the concentration of use. By implementing intentional or structured team days, companies can relieve pressure without a single extra desk.
Such adjustments often require cultural change as much as logistical planning. Clear communication, scheduling that allows availability to be fairly managed and senior management buy-in are all critical. But when done thoughtfully, the results are powerful: greater options and comfort for staff, better space efficiency and avoidance of costly real estate expansions.
With digital tools becoming increasingly sophisticated, it’s easy to see why many organisations still rely heavily on sensor technology, analytics dashboards and AI-driven predictions. They’re quick, easy and seemingly useful sources of data. Yes, these tools are invaluable for capturing patterns of occupancy at scale, yet, as insightful as they are, they rarely tell the full story.
Data can show that a room is used for a certain percentage of the day, but it cannot explain how or why it’s being used. Without human observation, there is no way to distinguish between a training room being used for its intended purpose and one that has morphed into a social hub. Both scenarios produce identical utilisation figures, but the strategic response to each is very different.
This is where behavioural insight becomes indispensable. By layering observation onto data, organisations gain not only the numbers, but meaning. This unlocks opportunities to repurpose, redesign or rebalance spaces in line with actual needs.
Workspace observational studies are often framed as a cost-saving exercise, but their benefits reach far wider. A workplace that reflects employee behaviour can boost productivity, reduce frustration and enhance the overall experience of coming to the office.
Reconfiguring underused areas into private focus zones, creating more flexible meeting spaces, or even simply adjusting attendance patterns can make employees feel more supported in their work. In turn, this strengthens engagement and helps businesses attract and retain talent, which is a particularly valuable outcome in today’s competitive labour market.
At the same time, optimised space usage reduces environmental impact by avoiding unnecessary construction or additional leases. Making better use of existing resources supports sustainability goals and demonstrates responsible management of corporate real estate.
The future of the workplace is unlikely to be defined by size alone. Rather than reacting to every request for more space with a lease extension or renovation project, senior management can ask, “What is really happening here? And how can we adapt what we already have and make it work harder for us?”. Spaces will instead be shaped by adaptability, where spaces flex to meet evolving patterns of work, informed by both data and human insight. By grounding decisions in behaviour-driven evidence, senior management can cut through the noise of conflicting signals and move forward with confidence.
Workspace optimisation isn’t about cramming more people into fewer square metres. It’s about designing environments that align with how people actually work: supporting focus, collaboration and flexibility in equal measure. When done right, it can transform not just the efficiency of a workplace, but the wellbeing and productivity of the people within it.
