Rethinking the Workplace: Autonomy, Collaboration & Wellbeing

Before the pandemic, knowledge workers were already seeking—if not outright demanding—a better working experience. However, many companies were falling short. Research from organizations like Leesman consistently highlighted that not everyone was enjoying a great workplace experience. Key workplace features, such as support for focused individual work, were often neglected.

While we can debate why companies struggled to create better workplace experiences, the pandemic forced them to confront an unexpected reality: implementing new ways of working was not as challenging as previously thought. Many long-held assumptions—about productivity, trust, remote management, and collaboration—were put to the test, and the results surprised many leaders. With employees suddenly working from home, these traditional concerns were re-evaluated.

The conversation around employee wellbeing gained prominence at the executive level, bringing leaders together across disciplines to rethink the future of work. A stronger emphasis was placed on the fundamental needs of employees—purpose, belonging, achievement, security, autonomy, and recognition.

MillerKnoll workshops have repeatedly shown that autonomy ranks as one of the most critical employee needs. The future of work is increasingly centered on providing this autonomy—allowing employees to determine when and where they work—while still maintaining structure and boundaries. A hybrid working model, for example, may not truly provide autonomy if employees are mandated to be in the office on specific days.

So, what does this mean for the workplace itself? Even before the pandemic, some organizations were giving employees more choices both inside and outside the office. Now, office spaces are being designed to accommodate a broad range of work styles, from focused individual tasks to intensive collaboration. It is a mistake to assume that focus work should happen at home while the office is reserved solely for collaboration. Not everyone has the space or the right environment at home for productive work. Therefore, offices must still include quiet, distraction-free zones, even if they are not entirely private. Pre-pandemic Leesman research identified noise as a major workplace issue, making sound management even more crucial moving forward. Beyond noise-reducing products, designated quiet areas with clear usage protocols are becoming more common.

Another emerging trend is the need for adaptable workspaces. Neil Usher, author of Elemental Workplace, describes workplaces as being in a state of “permanent beta.” This sentiment is reflected in MillerKnoll companies’ product innovations and the flexible layouts being designed by workplace strategists.

As organizations seek to make offices attractive destinations for employees who can now work from anywhere, three key workplace experiences stand out:

1. Community and Socialization – While technology has helped maintain close personal connections, many of our “weak ties” have faded—such as casual interactions with colleagues from other departments or friendly chats with the office concierge. These relationships are vital for social wellbeing, company culture, and a sense of belonging. Offices should be designed to foster these interactions.
2. Team Collaboration – Traditional workplace models assigned personal desks while collaboration spaces were shared. A more effective approach flips this model, creating team-owned spaces with shared individual workstations. This neighbourhood-style design encourages spontaneous collaboration and better accommodates long-term teamwork.
3. Individual Focus –For employees who lack a quiet space at home, the office can provide an environment designed for focus and concentration. However, this requires thoughtful spatial design to ensure a productive atmosphere.

How companies treated their employees during and since the pandemic will have lasting effects on talent retention. Negative experiences will push employees to seek opportunities elsewhere, while companies that took employee needs seriously will benefit from increased loyalty. This period of disruption has provided valuable insights into what makes a great work environment. Offices will remain a crucial part of that equation—but they must evolve.

Now is the time to rethink the entire work experience, shifting the office from being seen as a fixed cost to a competitive advantage. Let’s not miss this opportunity.

“Human organizations have always been natural places of change, reflecting the organic nature of life. What is different now is the pace of change and the prospect that it will come faster and faster.” – Robert Propst, The Office: A Facility Based on Change, Herman Miller, 1968.