Nine out of ten employees expect flexibility
Zygmunt Bauman spoke of a liquid society where ideas, connections, and even work routines shift with ease. Today the business world mirrors that movement. In a globally connected era, where digital links span continents in real time, the traditional 40-hour grind in a single chair feels less relevant. The pandemic and successive quarantines accelerated a shift toward new work realities that make the office feel less essential and more fluid, giving rise to a model that blends telecommunications with daily life. The liquid office isn’t just about choosing home or office; it signals a way of work that aligns with how people live and how technology enables it.
In this approach, the hybrid model emerges as more than a simple schedule. It shapes how teams collaborate, how workloads are managed, and how resources adapt to the cloud era. Employees gain autonomy and consensus while organizations gain flexibility to stay productive in a digital landscape that never sleeps. The core idea is that work should flow with personal commitments, not against them. This is the direction many companies are moving toward in the modern economy.
Gema García, co founder of the consultancy The Move, highlights that face to face meetings may not be the default anymore. People could work from home when focus is needed, gather in the office for collaborative sessions, and even use external coworking spaces for mixed models. The essence is that presence in the office becomes a choice rather than a rule, driven by purpose rather than habit. This perspective reflects a broader trend where work design favors outcomes over fixed locations. (Attribution: The Move, insights cited in media.)
For firms like The Move, which began before the coronavirus crisis to rethink space use, the redesign has evolved from cost cutting to strategic flexibility. Rotating desks, personal lockers, and portable devices set the stage, while quiet zones for calls, bigger rooms for teams, and versatile spaces for events support varied work patterns. The aim is to ensure employment arrangements match the needs and rhythms of a workforce that seeks balance and reliability in time management. Initiatives such as compact urban projects that bring work, leisure, and services closer to residents are already reshaping cities in places like Barcelona, Paris, and Tokyo. (Attribution: city transformation initiatives referenced by industry analysts.)
The Spanish labor market is adapting to the new normal. Even as pandemic restrictions ease, many workers still prefer a mixed approach. The latest data show that roughly half of remote-capable workers have teleworked, with Madrid and Catalonia reporting notable shares. In early 2022, a spike in remote work offers reflected this shift, with many postings now including telework options. Large operators show variation; for instance, a significant majority of eligible employees in some networks have chosen remote work, while others maintain office presence for certain activities. (Data summaries from national employment authorities and industry reports.)
Industry leaders emphasize that a hybrid model will succeed only with strong leadership and clear processes. The goal is to streamline collaboration, manage distractions, and reduce loneliness while preserving the benefits of in person interaction when it adds value. A study by Talent Solutions indicates that most companies with remote work are considering or planning a hybrid transition, aiming to balance the advantages of face to face with the realities of distributed teams. (Research notes from talent management firms.)
Telework as a lasting element
Teleworking has become a staple across many business sectors, though it is not universal. The trend shows a steady decline in pure in person days as organizations tune the mix for efficiency and satisfaction. The focus remains on aligning employee needs with customer expectations and organizational performance. Industry leaders note that the right proportion of shared spaces versus private work zones allows offices to function like adaptive hubs rather than static rooms. A practical approach is to reserve substantial portions of offices for collaboration and social interaction, while conferring more flexible space for individual concentration. (Ongoing workforce studies and corporate strategy discussions.)
Despite the gains, some leaders warn that pure telework is a minority reality, and success hinges on commitment from executives to implement effective support structures. The balance between in person collaboration and remote work remains a defining factor in productivity and morale. A recent forecast suggests a widespread tilt toward hybrid arrangements, with many organizations exploring a phased path that preserves human connection while embracing digital efficiencies. (Industry analyses and executive briefings.)
Public statements from industry observers stress that the choice is not one size fits all. In practice, offices are being reimagined to optimize capacity, with estimates suggesting that a site could host a café style area alongside 40 percent dedicated to productive work and 60 percent reserved for flexible use. The aim is to accommodate more employees without sacrificing the quality of collaboration. Movement consultants emphasize that not all work can be desk bound, and flexibility should unlock opportunities rather than create chaos. (Consultant perspectives and workplace strategy studies.)