In this exclusive interview, we sat down with Amanda Stanaway, Global Head of User Strategy at ERA-co, as she shares how Australia became a hotspot for workplace innovation.
Frequent lease renewals in Australia prompt companies to reassess and redesign office spaces more often, driving greater innovation in workplace design.
Every 5–10 years, businesses reevaluate their office layout and functionality, using feedback and data to inform design updates or consider relocation.
Australia’s smaller talent pool intensifies competition, pushing companies to adopt cutting-edge designs that boost productivity, collaboration, and well-being to attract and retain top talent.
Gaining popularity in the early 2000s, ABW blended open-plan flexibility with cost-efficiency and employee engagement, becoming a go-to strategy for large organisations post-GFC.
Hybrid work is no longer just about scheduling, it’s a cultural shift that shapes how and where work happens, requiring thoughtful, intentional workplace design.
In this exclusive interview, we sat down with Amanda Stanaway, the Global Head of User Strategy at ERA-co, to delve into her extensive experience and insights into the world of Activity-Based Working (ABW). As the lead designer of the 2009 Macquarie Bank project in Sydney while at Woods Bagot, Amanda played a pivotal role in shaping the way ABW is integrated into workplaces. Her expertise has helped numerous organisations, from NAB to Google, GPT, Fujitsu, and GE, understand and implement ABW. Amanda discusses how the successful adoption of ABW by Australia’s major banks paved the way for other organisations to embrace and further evolve this innovative workplace concept.
Australia has emerged as a leader in creating innovative, forward-thinking work environments, with many companies pushing the boundaries of office design. But what exactly has driven this transformation? Several factors contribute to Australia's reputation for progressive workplaces.
Firstly, lease cycles in Australia and Asia tend to be shorter than those in Europe and the U.S., where it’s not uncommon for large tenants to remain in the same location for over 30 years (Australian Design Review, 2019). This high volume of workplace projects accelerated transformation as companies seek to challenge the status quo, leading to more dynamic and forward-thinking designs.
Donna Wheatley agrees that a key trigger for rethinking office space often occurs when a lease comes up for renewal, typically every 5 to 10 years. This period prompts property managers and businesses to assess how the space is being used and whether it meets current needs. During this time, they gather feedback, conduct observation studies, and evaluate the effectiveness of the workspace. Based on these insights, they may choose to stay in the existing space but adjust the footprint or layout—or relocate and redesign the office from scratch to better align with new work models and employee needs.
Other theories suggest that talent shortages in Australia, due to our smaller population compared to other Western countries, play a role. The struggle to attract and retain top talent is real in Australia, which raises the bar in workplace design as companies strive to create more appealing workplaces in a competitive environment. The need to create spaces that not only support productivity but also foster collaboration and well-being pushes companies to adopt cutting-edge design strategies that appeal to a modern workforce.
Amanda has extensive experience in workplace design across the globe, including the UK, US, and Asia. One aspect that distinctly sets Australian workplace culture apart is its comparatively low emphasis on hierarchy, which has significantly shaped our office spaces and built environments.
In contrast, countries like North America and China, where workplace hierarchies are more deeply entrenched, tend to be more resistant to space-sharing concepts like ABW. The cultural emphasis on rank and structure in these regions influences not only how spaces are used but also how they are designed.
Activity-based working (ABW) was originally coined by Dutch consultant Erik Veldhoen, who introduced the concept as a design approach offering diverse work settings tailored to different tasks and activities. Veldhoen expanded on this idea in 2004, leading to its global adoption.
After emerging in Northern Europe 25 years ago, ABW quickly gained traction in Australia in the early 2000s. Combining the open-plan office concept with its promise of a flexible, dynamic environment, ABW aimed to reduce costs and enhance employee engagement. It soon became the go-to strategy for many large organisations, especially in the wake of the Global Financial Crisis, which intensified the focus on cost-saving measures.
While ABW initially promised flexibility and cost savings, it was not without its challenges. Employees grappled with the lack of dedicated workspaces, especially on busy days, while companies struggled to balance employee demands with the right mix of resources.
Then along came the work from home (WFH) directives of 2020 – 2022, and then the return to office (RTO) strategies that followed, changing how we interact with the office and causing us to rethink ABW.
Whether by choice or necessity, the pandemic catapulted knowledge-based companies into remote work. Some were prepared, while others had resisted until that point. As time went on, management realised they could trust employees to deliver results remotely, and workers became accustomed to the flexibility it allowed.
As the world began to emerge from the pandemic, for many, there was no turning back to a five-day office routine. At the same time, the return to the office was still a welcome change, helping to bridge the gaps in connection and collaboration. Some companies adopted hybrid work models to appease their employees, while others viewed it as a win-win solution for both productivity and employee satisfaction.
According to all our interviewees, hybrid working is more than a mix of remote and office working, rather it is a workplace design philosophy underpinned by a culture that embraces it.
When viewed as merely a philosophy around workplace attendance, companies miss the raft of benefits stemming from a workplace designed around a hybrid workforce.
After all, people are a company’s biggest cost, real estate second – both of which are heavily impacted by hybrid working.
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