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Activity-based working

Activity-based working (ABW) is a flexible workplace strategy that provides employees with a variety of activity-specific settings—such as quiet zones for focused tasks, collaborative areas for teamwork, and informal spaces for brainstorming—allowing them to select environments that best support their current work needs, rather than assigning fixed desks.^[1]^[2]^[3] Originating in the early 1980s with concepts from workplace designer Robert Luchetti and formalized by Dutch architect Erik Veldhoen in his 1994 book The Demise of the Office, ABW gained prominence through its implementation at organizations like Interpolis in the 1990s, where it eliminated personal workstations to promote mobility and efficiency.^[1] The approach aligns with broader shifts toward knowledge-based economies and mobile technology, enabling hybrid work models that integrate remote and on-site activities, particularly accelerated post-2020 by the COVID-19 pandemic.^[1]^[4] At its core, ABW emphasizes autonomy and task-environment fit, requiring employees to proactively plan their day and adapt to shared resources like hot-desking systems, while organizations provide supportive infrastructure such as advanced booking tools and ergonomic furnishings to minimize disruptions.^[2]^[3] This design not only optimizes space utilization—potentially reducing real estate costs through higher occupancy rates—but also fosters behaviors like workday structuring and social prioritization, which studies link to improved concentration and reduced stress.^[1]^[4]

Fundamentals

Definition

Activity-based working (ABW) is a workplace strategy that enables employees to select from a range of shared, activity-specific environments tailored to tasks such as individual concentration, collaborative discussions, or client meetings, rather than relying on assigned personal desks. This model promotes mobility and flexibility, allowing workers to match their physical setting to the demands of their current activity, thereby supporting diverse work styles within an organization.^[5] A key distinction from hot-desking lies in ABW's emphasis on purpose-built spaces equipped with appropriate amenities—like quiet zones with noise reduction or open areas with interactive tools—beyond mere desk sharing on a first-come, first-served basis. While hot-desking focuses primarily on space utilization efficiency through unreserved seating, ABW integrates environmental design to optimize task performance and employee satisfaction.^[5] The concept was coined by Dutch workplace consultant Erik Veldhoen in the mid-1990s, as detailed in his 1995 book The Demise of the Office, which built upon earlier notions of mobile working practices that emerged in the late 1960s. ABW's foundational framework revolves around non-territorial principles, eliminating fixed workspaces and encouraging minimal personal items—often stored in centralized lockers—to foster adaptability, with areas accessed or reserved dynamically according to need.^[6]^[7]^[5]

Core Principles

Activity-based working (ABW) is grounded in the principle of activity alignment, which posits that workspaces should be designed to correspond directly to the diverse tasks employees perform, thereby enhancing productivity and satisfaction. This involves providing a range of settings tailored to specific needs, such as quiet zones or enclosed focus rooms for concentrated individual work, and open collaborative areas for brainstorming and team interactions. For instance, open workstations, typically sized at 4-6 square meters, are positioned along building facades to maximize natural light, while meeting rooms are centrally located for accessibility.^[5] A central tenet of ABW is the emphasis on employee choice and autonomy, empowering workers to select their work environment based on daily tasks, moods, or preferences, which fosters a sense of control and supports work-life balance. This flexibility allows individuals to move between spaces as needs evolve, reducing sedentary behavior and encouraging social interactions, as evidenced by employee reports of feeling "mobile and free" in such setups. By removing assigned desks, ABW promotes this autonomy while addressing modern workforce demands for personalization.^[5]^[8] The shared resource model underpins ABW's efficiency, optimizing space utilization through non-territorial, communal workstations with ratios such as 0.7-0.8 workstations per employee, designed to support efficient utilization assuming 60-80% of employees are mobile and out of the office, keeping peak in-office occupancy below 70-80% to avoid overcrowding and minimize fixed costs by 20-40%. This approach relies on ratios such as 0.7-0.8 workstations per employee, supported by lockers for personal storage and mobile technologies like cloud-based tools and docking stations. Examples include implementations where agencies reduced floor space needs, such as consolidating operations across fewer levels while maintaining functionality.^[5] Integration of support services is essential to ABW's success, incorporating amenities like adjustable ergonomic furniture, high-quality acoustics, advanced IT infrastructure (e.g., widespread Wi-Fi and sensors for space monitoring), and wellness features such as kitchenettes and hygiene protocols. These elements ensure seamless functionality across varied settings, with guidelines recommending frequent cleaning and user training to mitigate issues like distractions in quiet areas. Robust support enhances overall well-being, particularly for employees with diverse task requirements.^[5]^[8]

Historical Development

Early Concepts

The roots of activity-based working trace back to the late 1960s and early 1970s, when initial experiments with mobile work practices emerged in response to the expanding administrative roles in organizations and the limitations of rigid, fixed-office layouts. These early concepts challenged traditional territorial workspaces by introducing flexible, non-assigned environments that allowed employees to move between settings based on tasks. A notable example was IBM's implementation of non-territorial offices, featuring open layouts and shared desks to accommodate varying work needs and promote efficiency.^[9]^[10] A pivotal contribution came in 1983 from American architect Robert Luchetti and psychologist Philip Stone, who developed the idea of "activity settings" as a framework for U.S. corporate office design. This approach divided workspaces into distinct zones optimized for specific activities, such as acoustically private enclosures for focused individual work and expansive open areas for team collaboration, thereby reducing reliance on personal desks. Drawing from Roger G. Barker's behavior settings theory, their model emphasized reconfigurable environments integrated with emerging technology to support diverse work modes. The concepts were detailed in their 1985 Harvard Business Review article, influencing subsequent architectural practices.^[11] The 1970s and 1980s saw further evolution through the impact of office automation, as the proliferation of computers and early visions of paperless offices diminished the need for dedicated personal workstations. This technological shift encouraged shared spaces and mobile setups, with concepts like videoconferencing and portable tools envisioning offices where employees could adapt locations fluidly rather than being anchored to fixed desks. These ideas aligned with broader experiments in flexible working, setting a precedent for task-oriented environments.^[9] In Europe, precursors appeared in Dutch and Scandinavian open-plan office experiments from the 1960s through the 1980s, which prioritized functionality and collaboration over hierarchical structures. Influenced by the German Bürolandschaft movement of the 1950s—characterized by organic, landscape-like layouts without rigid divisions—these designs in neighboring regions promoted egalitarian workspaces that supported group interactions and reduced status-based separations. Such approaches in the Netherlands and Scandinavia foreshadowed activity-aligned flexibility by integrating varied settings for different work functions.^[12]^[13]

Modern Adoption

The formalization of activity-based working (ABW) began in the Netherlands with Dutch author Erik Veldhoen's 1994 book The Demise of the Office, which provided the first explicit definition and promotion of the concept as a flexible office model tailored to diverse employee activities rather than fixed desks.^[1] Veldhoen's ideas emphasized integrating physical, virtual, and mental work environments to enhance productivity and mobility for knowledge workers. This publication laid the groundwork for practical application, influencing early adopters in Europe. A flagship implementation occurred in 1996 when Veldhoen collaborated with the Dutch insurance company Interpolis to redesign its headquarters in Tilburg, creating an ABW environment that consolidated operations into a single building with varied workspaces for collaboration, focus, and meetings, reducing space needs by optimizing for activity rather than assigned seating.^[1] This project served as a model for subsequent European offices, demonstrating ABW's potential to foster efficiency in the insurance sector. In the United States, a parallel early experiment emerged in the 1990s with advertising agency Chiat/Day's "virtual office" policy introduced in 1994, which eliminated personal desks and required employees to check out laptops and phones daily, aiming to promote mobility and creativity though it faced resistance and was partially reversed.^[14] During the 2000s, ABW expanded globally, particularly among technology firms driven by the knowledge economy's emphasis on collaboration and innovation. Companies like Google and Microsoft adopted flexible workspace designs featuring diverse settings for individual and team activities, integrating ABW principles to support dynamic work patterns in their expanding campuses.^[15] By the early 2010s, ABW saw widespread implementation across Europe in sectors such as finance and consulting, with organizations like Dutch auditing and financial advisory firms redesigning offices to include activity-specific zones, enhancing employee autonomy and task-environment fit.^[16] This period marked ABW's transition from niche experimentation to a mainstream strategy in professional services.

Key Elements

Workspace Variety

Activity-based working (ABW) emphasizes a diverse array of physical spaces tailored to specific tasks, enabling employees to select environments that align with their immediate needs, such as concentration, teamwork, or relaxation.^[17] Key categories include focus areas, designed as quiet pods equipped with noise-cancellation features to minimize distractions during individual tasks; collaboration zones, featuring open lounges with whiteboards and movable seating to facilitate group brainstorming; meeting rooms, outfitted with technology for virtual and hybrid interactions; and wellness spots, such as breakout areas incorporating ergonomic furniture for informal recharge periods.^[17]^[18] These spaces draw from the principle of activity alignment, where design supports varied work modes without fixed assignments.^[19] Design specifications in ABW prioritize adaptability and user comfort to enhance functionality across space types. Flexible furniture, including height-adjustable desks and modular partitions, allows reconfiguration for different group sizes or solo use, while acoustic controls—such as sound-absorbing panels and enclosed booths—ensure privacy in open layouts.^[17] Natural lighting is integrated through large windows and skylights in collaboration and wellness areas to promote well-being and productivity, often complemented by adjustable artificial lighting.^[20] These elements collectively create an environment where spaces transition seamlessly between uses, reducing the need for dedicated personal workstations. Space allocation in ABW varies based on organizational needs and industry, often balancing individual and communal areas to optimize utilization; for example, technology companies may dedicate 30–40% of space to collaboration zones, with the remainder for individual work, meetings, and informal areas.^[21]^[22] This distribution accommodates diverse activities, though exact proportions depend on specific analyses.^[22] Representative examples illustrate the practical application of these spaces. Huddle rooms serve as compact, tech-enabled areas for quick team discussions, often with video conferencing capabilities for 4-6 people.^[18] Innovation labs, equipped with prototyping tools and writable surfaces, support creative sessions and problem-solving in a dynamic, project-oriented setting.^[17]

Employee Flexibility

In activity-based working (ABW), employee flexibility is primarily enabled through choice mechanisms that permit workers to select workspaces daily based on their specific tasks, often guided by intuition or digital booking apps, in environments without assigned desks to foster mobility and adaptation. This non-territorial approach encourages employees to move between settings as needs evolve, with switching behavior positively correlated to higher job satisfaction among frequent users. For instance, only about 4% of workers switch workstations several times daily, but those who do report above-average satisfaction levels, as their choices align with diverse activity profiles involving communication and external mobility.^[23] Personalization in ABW supports this flexibility via practices such as the use of lockers or mobile caddies for storing belongings, which align with a "clean desk" policy requiring employees to clear workstations when leaving them unattended for periods ranging from one to several hours. These measures prevent territorial attachment and ensure availability of shared spaces, though compliance varies; explicit policies in well-prepared implementations lead to higher adherence and reduced nesting behaviors. Lockers, in particular, facilitate desk rotation by providing secure, temporary storage, allowing workers to maintain a sense of personal organization without fixed territories. Such flexibility plays a key role in enhancing productivity by enabling employees to switch environments that match their energy levels and task demands, such as opting for quiet focus zones in the morning and collaborative areas in the afternoon. Studies indicate that ABW participants perceive higher productivity compared to traditional office workers, attributed to the ability to select settings like brainstorming rooms or chat spaces that support varied activities, though objective measures show only a small, non-significant decline. This task-environment matching promotes autonomy in workflow management, contributing to improved satisfaction with the physical workspace.^[24] Implementing employee flexibility in ABW necessitates a cultural shift toward greater autonomy, often requiring training programs like workshops and site visits to build comfort with non-territorial practices and reduce attachment to personal spaces. In cases with extensive user involvement during planning—spanning 1.5 to 2.5 years—employees report increased decision latitude in choosing workstations, leading to better rule acceptance and a unified understanding of shared responsibilities.^[25] Without such preparation, ambiguous policies can hinder autonomy, resulting in frustration and lower compliance.

Implementation

Design and Planning

The design and planning of activity-based working (ABW) environments begins with an initial assessment to understand employee work patterns and space requirements. Organizations typically conduct needs analyses through employee surveys, interviews, and workplace analytics to identify the distribution of activities such as individual focus work, collaboration, and meetings.^[26] For instance, if data reveals a high proportion of employee time involves collaborative tasks, planners prioritize larger open areas and huddle spaces to accommodate these needs, ensuring the layout aligns with actual usage rather than assumptions.^[27] This step draws briefly from core principles of flexibility and activity alignment to inform subsequent decisions.^[26] Layout principles in ABW emphasize zone-based planning, where spaces are organized into distinct areas tailored to specific activities, connected by efficient circulation paths to facilitate movement. Designers aim for a ratio of approximately 1.2 to 1.5 employees per workstation, promoting desk sharing and higher utilization rates while avoiding overcrowding.^[28] This approach reduces dedicated individual desks in favor of versatile communal zones, with considerations for acoustics, lighting, and furniture modularity to support seamless transitions between tasks.^[29] Sustainability is integrated into ABW design through the selection of eco-friendly materials, such as recycled furnishings and low-VOC finishes, alongside energy-efficient lighting systems like LED fixtures with occupancy sensors. These elements not only minimize environmental impact but also enhance occupant comfort in flexible spaces. Guidelines from public sector projects highlight how such integrations align with broader green building standards. Post-2020, ABW implementations have increasingly incorporated adaptations for hybrid work and health safety, such as touchless booking interfaces and enhanced ventilation in shared zones to manage density and reduce infection risks, informed by lessons from the COVID-19 pandemic.^[30]

Management and Technology

Effective management of activity-based working (ABW) environments relies on robust policy frameworks that establish clear guidelines for shared space usage, ensuring equitable access and minimizing disruptions. These policies often include etiquette rules such as maintaining noise levels through designated quiet, semi-quiet, and interactive zones, where verbal interactions and phone calls are restricted in focus areas to support concentration. Clean desk policies mandate removing personal belongings at the end of use or after absences exceeding two hours, promoting hygiene and availability, with high compliance observed in organizations with explicit communication during planning. Hybrid scheduling guidelines allow employees to select workspaces based on daily tasks and moods, incorporating desk-sharing ratios (e.g., 0.3 to 0.7 workstations per employee) to optimize space below 70% occupancy. Feedback loops are integral, involving regular surveys like the Leesman Index and post-occupancy evaluations six months after implementation to gather user input on adjustments, fostering continuous improvement through workshops and suggestion channels.^[5]^[25] Technology enablers play a pivotal role in operationalizing ABW by facilitating seamless mobility and resource allocation. Booking systems, such as apps from Robin and Envoy, enable employees to reserve desks, huddle rooms, or collaborative spaces via mobile interfaces, integrating with calendar tools like Google Workspace or Microsoft Outlook to automate availability checks and predict usage patterns through analytics on peak times and preferences. These systems display real-time space status on digital kiosks or apps, using color-coded indicators (e.g., green for available desks) to guide navigation and reduce morning rushes. IoT sensors enhance this by providing unobtrusive occupancy tracking, monitoring presence across zones to balance desk utilization and inform dynamic adjustments, as seen in implementations at organizations like AXA where wireless sensors feed data to cloud dashboards for space optimization. Audio-visual (AV) setups in meeting areas, including touchscreens and integrated microphones, support quick transitions for hybrid collaboration, while robust Wi-Fi and docking stations ensure connectivity without fixed cables.^[31]^[32]^[5]^[33] Training programs are essential for onboarding employees and addressing resistance to ABW's flexibility, equipping users to navigate shared environments effectively. Comprehensive sessions cover ergonomics, technology proficiency (e.g., booking apps and collaboration tools), and ABW principles, integrated into new hire onboarding with hands-on simulations and "pop-up" advice clinics. Managers receive specialized training on change management, including toolkits for leading mobile teams and modeling behaviors to build adoption. To mitigate resistance, programs incorporate workshops sharing success stories, employee involvement in pilots via focus groups, and phased rollouts, helping overcome concerns about territoriality or disruption through education on benefits like enhanced autonomy. Refresher courses post-implementation sustain engagement, with evaluations ensuring alignment to performance-focused outcomes.^[5]^[34]

Impacts

Benefits

Activity-based working (ABW) has been associated with notable productivity gains by enabling employees to select environments tailored to specific tasks, such as quiet zones for focused work or collaborative areas for team interactions, which minimize distractions and optimize performance. A study by Veldhoen + Company found that organizations transitioning to ABW experienced an average 13% increase in individual productivity and 8% in team productivity, attributed to better alignment between activities and workspaces.^[35] These improvements, ranging from 10-20% in various implementations, stem from reduced interruptions in suitable settings, as evidenced in research on knowledge workers.^[36] ABW contributes to significant cost savings through higher space utilization and reduced real estate needs, transforming underused traditional offices—often at 40-50% occupancy—into more efficient layouts targeting 70% or higher. For instance, Dutch insurer Interpolis achieved a 45% reduction in required workspace and a 24% decrease in annual occupancy costs after adopting ABW in 1996, consolidating operations into a single 10,000 sqm building for 1,500 employees without expansion.^[37] Such efficiencies can yield up to 30% savings in real estate expenses by promoting shared, activity-specific zones rather than assigned desks.^[38] Employee satisfaction and engagement also rise under ABW due to greater autonomy and variety in work settings, fostering a sense of control and improved interpersonal dynamics. Veldhoen + Company's research reported a 17% average increase in overall workplace satisfaction post-transition, linked to enhanced physical environments and coworker relationships.^[35] Surveys, such as one by Steelcase, indicate that 88% of highly engaged employees prioritize workspace choice.^[39] A natural experiment further showed meaningful gains in job satisfaction (effect size Cohen's d = 0.38) and physical environment satisfaction (d = 0.84).^[40] ABW boosts innovation by facilitating diverse interactions and serendipitous "workspace collisions" that spark creative ideas, particularly in tech firms like Google^[41] and Microsoft that have adopted it for collaborative ecosystems.^[42] A critical incident study of knowledge workers in activity-based offices revealed that low-noise private spaces enhanced individual creativity, while equipped collaborative zones supported group innovation through better resource access and reduced distractions.^[43] These dynamics, as seen in ABW implementations at innovative companies, promote creativity by aligning environments with ideation processes.^[42]

Challenges

One major challenge in implementing activity-based working (ABW) is the concern over privacy and distractions in open layouts, which can lead to higher noise levels and reduced concentration, particularly for employees with a high need for privacy. Studies indicate that need for privacy is a strong negative predictor of satisfaction in ABW environments, with a correlation coefficient of -0.39, as open-plan areas often lack sufficient seclusion for focused or confidential tasks.^[44] This issue is exacerbated for introverted or older workers, who report greater sensitivity to auditory and visual disturbances, resulting in overall lower environmental satisfaction compared to traditional cellular offices. To mitigate, organizations can incorporate soundproofing and dedicated quiet zones, though these must be balanced against space efficiency goals. Adaptation difficulties represent another significant obstacle, as employees accustomed to fixed desks often resist the shift to flexible, non-assigned workspaces, leading to initial frustration and reduced productivity. Research shows that such resistance stems from a loss of personal control and belonging, with many workers rarely switching settings even after implementation, requiring an extended period for cultural adjustment—typically observed over the first year, with noticeable changes at 2 months and 1 year post-relocation. Longitudinal studies highlight that without targeted training and communication, this resistance can persist, undermining the intended flexibility of ABW. Basic mitigation involves involving employees in the transition process to foster buy-in, though full adaptation demands ongoing support. Logistical hurdles further complicate ABW adoption, including overbooking of spaces, underutilization due to poor visibility of availability, and challenges in locating colleagues without fixed positions. Inadequate technology, such as unreliable booking systems or insufficient integration with hybrid tools, often results in desk shortages and wasted time searching for suitable areas, affecting up to 40% vacancy rates in some setups. Additionally, equity issues arise between remote and in-office staff, as flexible designs may disadvantage those unable to access varied workspaces consistently. Mitigation strategies include deploying robust digital reservation platforms and analytics to optimize utilization, ensuring fair access across work modes. Health impacts in ABW environments pose risks related to reduced work recovery and physical strain, especially in high-density configurations that limit personal space. Empirical evidence from longitudinal surveys reveals a significant decline in daily work recovery scores (from 3.77 to 3.61 on a scale) nine months post-implementation, linked to heightened stress from constant stimulation and lack of isolation; a 2025 study confirmed no adaptation in recovery over time.^[45] High-density open areas also contribute to musculoskeletal complaints, such as back and neck pain, due to unergonomic shared furniture and frequent movement between zones. While some benefits like increased physical activity may offset minor issues, these health concerns underscore the need for ergonomic assessments and recovery-supportive designs in ABW planning.

Future Directions

Emerging Trends

In 2025, artificial intelligence integration is transforming activity-based working (ABW) environments through predictive analytics for space allocation. AI systems leverage machine learning to analyze historical occupancy data, employee work patterns, and real-time inputs, enabling dynamic suggestions for appropriate zones tailored to tasks such as collaboration or focused work. For instance, platforms like Spaceti AI monitor space utilization and deliver smart recommendations to optimize resource distribution, increasing space efficiency by up to 15% in flexible offices.^[46]^[47]^[48] Biophilic design has emerged as a key innovation in ABW, incorporating natural elements like plants, green walls, and natural lighting to enhance employee well-being and align with broader 2025 wellness priorities. These features create restorative spaces within varied work zones, fostering mental health and cognitive performance; studies indicate biophilic elements can boost productivity by 6% and creativity by 15% in office settings. In ABW contexts, such designs are integrated as essentials, including quiet zones with vegetation to support sustained focus amid flexible arrangements.^[49]^[50]^[51] Sustainability efforts in ABW are gaining momentum, with a focus on net-zero offices constructed using recycled materials and energy-efficient systems to minimize environmental impact. Organizations are right-sizing spaces through flexible ABW models, which, combined with greener building practices, contribute to carbon footprint reductions compared to traditional fixed-desk setups. This trend supports broader net-zero pledges by 2030, emphasizing eco-friendly fit-outs that maintain functionality while promoting resource conservation.^[52]^[53]^[54] Data-driven optimization via sensors is refining ABW dynamically, with IoT devices providing real-time analytics on occupancy, environmental conditions, and usage patterns to inform ongoing space adjustments. In flexible workspaces, these sensors enable proactive refinements, such as reallocating underused areas for high-demand activities, improving overall efficiency and employee satisfaction. Tools integrating sensor data with AI analytics, like those from Coreoi, track utilization to support evidence-based decisions without rigid prescriptions.^[55]^[56]^[57]

Hybrid and Post-Pandemic Adaptations

Following the COVID-19 pandemic, activity-based working (ABW) offices have increasingly incorporated touchless technologies, such as automated desk booking apps and IoT-enabled sensors, to minimize physical contact and enhance hygiene in shared spaces.^[58] Density controls have also become standard, with reduced occupant densities and physical distancing measures implemented to comply with health guidelines, leading to layout adjustments that prioritize airflow and spaced workstations.^[59] By 2023, surveys indicated a rise in ABW or flexi-desk layouts from 25% to 55% in Australian offices, reflecting broader global adaptations to hybrid models amid ongoing health concerns.^[59] Integration of ABW with hybrid work has emphasized "hotel-like" booking systems for in-office days, allowing employees to reserve spaces dynamically via mobile apps, which supports flexible attendance and optimizes space utilization in underused offices.^[58] These systems blend seamlessly with virtual collaboration tools, such as video platforms and digital whiteboards, enabling remote participants to join activity-specific zones—whether for focused tasks or team brainstorming—without disrupting in-person dynamics.^[60] Approximately 37% of global organizations planned to expand flexible spaces post-pandemic to facilitate this hybrid blend, improving overall collaboration efficiency.^[58] Equity considerations in post-pandemic ABW focus on policies that ensure fair access for distributed teams, including guidelines for equitable booking priorities and accommodations for varying home setups to prevent disadvantages for remote workers.^[30] Virtual activity zones, supported by cloud-based tools, extend ABW principles to off-site environments, allowing all team members to engage in tailored work modes regardless of location.^[61] This approach addresses potential disparities, as 55% of employees prefer a mix of office and home work, promoting inclusivity across demographics.^[58] Looking ahead, ABW is projected to become the new normal in knowledge sectors by 2030, with experts anticipating widespread adoption driven by sustained hybrid preferences and technological advancements.^[62] Reports from 2025 highlight that 62% of corporate real estate leaders view hybrid ABW as the dominant model, potentially increasing global uptake to support productivity and employee loyalty in flexible environments.^[58]

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