JLL‘s Sanjay Rishi is taking us on a workplace retrospective as we approach the 5 year anniversary of the first March COVID-19 lockdown.
Five years ago, the world flipped upside down, and the workplace — along with the way business operates — was rewritten. COVID-19 forced companies to adapt on the fly, sometimes overnight, setting off a chain reaction that has permanently altered the landscape of work.
What began as a desperate experiment in survival quickly laid the groundwork for innovation and resiliency — but not without the occasional stumble.
Today, one thing is for certain:
The workplace is never going back to what it was. And that’s a good thing.
How the Workplace Evolved
The office is no longer a place to show up to; it’s a choice destination. Companies stepped up their game to compete with home offices and were challenged to redesign spaces that would entice employees back into the office as dynamic hubs of creativity, collaboration and connection.
COVID-19 accelerated the adoption of distributed work, with hybrid work proving its viability for multiple industries. Distributed work models, combining remote and in-office work, emerged as an effective post-pandemic workplace model. Companies (many to their surprise) discovered that productivity and performance can be maintained, or even increased, with distributed hybrid work practices. They also recognized that brand, culture and sustained innovation requires in-person interactions, highlighting the value of work in the office.
To lure employees back to the office, companies needed more than improved aesthetics — they required functionality and inspiration. Adaptive layouts replaced rows of desks, fostering collaboration, innovation, focus, and socialization while prioritizing employee well-being. Flexible workspaces and co-working areas built for hybrid and agile practices have taken center stage, supporting creativity and human performance at scale.
To make the spaces viable for both companies and employees, technology became the backbone. Integrated smart systems optimized energy use, seating arrangements and meeting room availability. Robust video conferencing tools bridged in-person and remote teams, while secure digital platforms enabled seamless collaboration. Companies quickly discovered that investments in tech infrastructure, data security, and employee training were critical for distributed work success.
Sustainability also moved from optional to essential. Energy-efficient designs, green certifications and biophilic elements — like natural light and greenery — became workplace norms. Meanwhile, real estate portfolios were trimmed and optimized — not just for cost, but for overall experience. Many organizations downsized office footprints, relocated to affordable locations and embraced subleasing or flexible leases to reduce commitments.
Shedding spaces that don’t elevate the employee experience was no longer a choice; it became the price of staying competitive through COVID-19 and the following years.
It was innovative real estate strategies like these that created workplaces that inspired, connected and empowered employees or all generations to become high-performing contributors to important business and organizational objectives.
The New Workforce: Multigenerational and Diverse
During COVID-19 many of Gen Z entered the workforce for the first time. This means that the workforce now spans six generations, from Gen Z’s tech-savviness to the Silent Generation’s enduring wisdom. The rules of engagement have changed, with loyalty and patience becoming relics of the past. Today’s employees demand purpose, flexibility and growth — and they’re not shy about it.
Employees expect fast-paced learning opportunities, career mobility and a clear commitment to their well-being. Flexibility is the new currency for talent retention, and companies that fail to deliver risk losing their best people to competitors offering more progressive environments.
The payoff for adapting is clear. Companies that prioritize these needs enjoy higher engagement, increased innovation, and reduced turnover. Well-being has emerged as a cornerstone of workplace success. However, this isn’t about superficial perks — it’s about fostering mental, physical and emotional health.
Organizations are rethinking wellness with programs that address mental health, ergonomic designs, and policies that prioritize work-life balance. Employees don’t just want a paycheck — they want a place to flourish and are willing to leave if their company hasn’t evolved from the past.
The New Organization: Built to Bend
The past five years have been a wake-up call for companies stuck in pre-pandemic thinking. Disruptions have become the new normal, and agility is no longer a buzzword — it’s the defining trait of organizations that thrive.
Companies that successfully transformed their business continuity planning from a dusty compliance manual into a living, breathing, operational DNA infusion made themselves ready not just for the next pandemic, but for any challenge.
To accomplish this, resilient organizations are shifting from rigid hierarchies to ecosystem thinking, embracing collaboration across internal teams and external partners, suppliers and even competitors. This approach is critical for building adaptive supply chains, embracing flexible real estate strategies and planning for future disruptions.
COVID-19 exposed vulnerabilities in global supply chains, prompting companies to diversify suppliers, nearshore operations, and increase inventory levels. Business continuity planning became a critical, living part of operations, resulting in regular updates, scenario testing and strategic planning. These are simply mandatory for companies looking to navigate an uncertain future.
Meanwhile, companies are increasingly adopting flexible co-working arrangements, serviced offices and on-demand workspaces. By partnering with flexible workspace providers, companies can scale their office footprint up or down as needed.
Organizations that adopt agility and ecosystem thinking are positioned not just to survive disruptions but to grow through them. Those that can pivot quickly, innovate consistently, and effectively use their real estate to collaborate effectively will be the ones to watch in this new era.
The New Leadership: Empathy is the New Power Move
Leadership has evolved dramatically, and empathy isn’t a soft skill anymore — it’s a power move. The age of command-and-control is over. The pandemic served as a litmus test for leaders, exposing the limits of outdated authoritarian and micro-managing approaches. Those who leaned into transparency and flexibility earned the trust from their employees.
The pandemic taught leaders how to be responsive, inclusive and ready to pivot at a moment’s notice. For those returning to work in-person, companies upgraded their real estate to properly implement enhanced cleaning protocols, enact social distancing measures, and provide health screening procedures focusing upon employee health and safety. This also included regular employee check-ins, town halls and transparent communication to maintain trust and engagement — which apply to employees of all working arrangements. Mental health support and wellness programs also gained increased attention and investment, valued by employees and their organizations alike.
Leaders had to adapt their management styles to support remote teams and maintain employee engagement throughout various crisis management interventions, balancing the human side of work with the hard realities of business strategy. The goal was to craft a workplace culture of trust, care and safety. And it worked. Employees switched from looking for a “nice boss” to a leader who can create a culture where people feel seen, supported, and empowered to do their best work.
Trust-based leadership isn’t just a feel-good strategy; it’s a competitive advantage. Teams perform better, innovate faster, and stick around longer when they know their leaders have their backs.
Leading the Change
The past five years have been a masterclass in reinvention, but the next five will demand even more. The future of work isn’t about reverting to the old normal — it’s about building something that’s not just better, but transformative.
Dynamic workplaces will blend physical spaces with virtual capabilities, creating seamless environments where work is a destination, not an obligation. Employees will continue to demand more — more flexibility, purpose and growth — and organizations that fail to meet these expectations will struggle to attract and retain top talent.
Leadership will also need to adapt. The leaders of tomorrow must balance empathy with decisiveness, trust with accountability and flexibility with structure. For those prepared to embrace the challenges ahead, the opportunities are immense. For those who are ready to lead a world that never stops changing, the question isn’t whether they can keep up. It’s whether they’ll lead the charge — or be left behind.
