The workplace has undergone a dramatic transformation in recent years, driven by shifting employee priorities and an increasingly diverse workforce.
With multiple generations in the mix, companies must adapt their environments to meet evolving expectations.
From traditional to flexible
The traditional nine-to-five office model was under threat even before the pandemic.
Originating in the 1920s with US automaker Henry Ford, the standard eight-hour, five-day work week gradually expanded over time. By 2014, US labour data indicated that the typical 40-hour week had stretched to an average of 47 hours.
But COVID forced the world’s biggest workplace experiment on organisations around the globe.
“The pandemic exposed fundamental weaknesses in traditional business models”, says Donal Laverty, consulting partner at Baker Tilly Mooney Moore.
“Years of underinvestment in digital infrastructure became evident, making employee connectivity a business imperative.”
This shift accelerated ‘organisational velocity’ — the ability to pivot quickly, streamline decisions and eliminate operational inefficiencies to remain competitive.
Leadership styles also evolved, moving from micromanagement to a trust-based approach.
With employees working remotely and on flexible schedules, explains Mr Laverty, leaders were forced to focus on outcomes rather than oversight.
“There are big risks and big challenges in terms of how you manage a dispersed workforce”, says Mr Laverty.
The isolation of remote work placed a renewed focus on employers’ responsibility for employee well-being.
The economic case for addressing mental health is clear: globally, an estimated 12 billion working days are lost annually to depression and anxiety, costing US$1 trillion in productivity.
“Investing in people isn’t just the right thing to do — it’s good for your bottom line,” says Mr Laverty.
“Mental health initiatives must go beyond stress management to creating a supportive workplace culture. This renewed emphasis on well-being is now central to the employer brand proposition.”
Working smarter with AI
The pandemic also marked a turning point for digital technologies, speeding up their adoption by up to a decade.
Platforms like Zoom, Slack and Microsoft Teams have redefined how teams collaborate.
And while some fear that artificial intelligence (AI) and automation will lead to widespread job displacement, the emergence of new roles suggests that technology is as much about creating opportunities as it is about disrupting existing ones.
Adapting to this transformation requires continuous reskilling and seamless technology adoption, explains Mr Laverty. He believes resistance often stems from fear and poor implementation, rather than the technology itself.
“Leaders must champion new technology and embed upskilling into company culture”, he says.
And with technology evolving quickly, flexibility is key.
“We must learn to be comfortable feeling uncomfortable,” says Allen Smith, chief information officer at Baker Tilly (US).
“Visionaries who see beyond what is — to what can be — will shape the future.”
Fortunately, people have already demonstrated remarkable adaptability.
“Over the last five years, we’re become more resilient and adaptable than ever before,” says Mr Smith.
“This is the time to accelerate your digital and AI journey.
“Success lies in incremental change rather than large-scale overhauls. In our personal lives, we adjust seamlessly to small updates — bringing that mindset to work makes adoption intuitive and less disruptive.”
Yet, even in a tech-driven world, human connections remain vital. At their core, most businesses are people businesses, Mr Smith reminds us.
“Human interaction, relationships and connections will always matter.”
Flexibility is the new standard
Work-life balance has soared in importance for workers around the world, becoming their top motivator and pushing pay into second place, according to an annual international survey by Randstad.
Flexible working arrangements are no longer viewed as mere perks but essential elements of a modern and supportive work culture.
A 2023 McKinsey Global study of nearly 13,000 office workers across six countries found that 63% had a hybrid or fully remote work arrangement.
And while, post pandemic, some companies have pushed for office returns, structured in-office collaboration days are replacing rigid attendance policies.
In 2022, 61 UK organisations took part in the world’s largest four-day working week trial. A year later, 89% were still operating the policy, and over half (51%) had made the shift permanent.
This sends a clear signal, says Mr Laverty.
“Flexible work arrangements are no longer a trend — they're the future.
“As businesses continue to adapt, we can expect to see more organisations embracing new ways of working to attract and retain top talent.”
But while the pandemic taught us that many teams can be productive anytime, anywhere, Mr Smith warns that some skills — like handling complex client interactions or navigating high-stake situations — aren’t learned in virtual meetings.
“They come from working alongside experienced leaders,” he says.
The growth in concepts like ‘anchor days’, where teams come together in person on designated days, are emerging as a way to maintain connection while supporting flexibility.
Embracing the multi-generational workforce
As talent attraction and retention evolve, businesses must adapt to a multi-generational workforce spanning different values and work styles.
While each generation has distinct preferences, they share key priorities: meaningful work, career development and work-life balance.
“The key is respecting experience while embracing innovation,” says Mr Smith.
“Long-tenured employees bring wisdom and institutional knowledge, while younger professionals offer fresh ideas, new approaches to problem solving and tech fluency.
“It’s not about choosing between tradition and transformation — it’s about leveraging both to build workplaces that empower people to thrive, not just be productive.”
Workplace 2.0
While the array of possibilities may seem complex, one thing is certain: there is no universal model for the office of the future.
Businesses have the opportunity to shape a workplace that aligns with their needs — blending flexibility, technology and culture in a way that drives their success.
“This is a chance for businesses not just to adapt, but to lead,” says Mr. Laverty.
“It’s about defining a vision that strikes the right balance between innovation and practicality — one that truly works for you.”
These sentiments are echoed by Mr Smith.
“Organisations that proactively design their workspaces — blending physical presence with digital solutions and embracing a diverse workplace — will be best positioned to thrive in this new era of work.”
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