Get exclusive insights from Sue Solly, a workplace strategy expert at Swinburne University, on how Activity-Based Working (ABW) and hybrid work shape today’s evolving workplace. Learn how to optimize workplace experiences and successfully implement hybrid work strategies
• No One-Size-Fits-All Strategy – There is no universal approach; what works for one company may not suit another. Each organization must tailor its workplace strategy to its unique culture, needs, and operations.
• Remote-First Model Builds a Strong Culture – The office serves as a social and collaboration hub, fostering relationships while employees primarily work remotely.
• Office-First Model Needs Structured Planning – Balancing remote flexibility with in-office collaboration is key to preventing unproductive office days.
• Fully Flexible Model Prioritizes Collaboration – Employees decide when to work remotely or in-office, requiring well-equipped spaces for effective teamwork.
• Employee Feedback Highlights ABW Challenges – Common concerns in hybrid workplaces include noise distractions, inadequate video call spaces, resource competition, and the need for purposeful in-office days.
We sat down with Sue Solly, a workplace strategy expert from Swinburne University to discuss how Activity-Based Working (ABW) and Hybrid working come together in the new world of work.
Sue’s impressive career includes consulting for Deloitte where she helped companies from a variety of sectors map out their workplace experience strategy to now consulting at Swinburne University where she works predominantly with HR managers who are transitioning to a permanent hybrid model post-2019 and are focused on the workplace experience.
In this model, employees work predominantly remotely and come into the office to socialise, collaborate and foster relationships in a relaxed setting.
Therefore, the office space is set up may be more reflective of a “club lounge” than a traditional office, with fewer formal workstations or meeting rooms. There are more informal meeting spaces and fewer desks because the expectation is that a-synchronous tasks are completed remotely, and office time is used as an opportunity to connect and brainstorm with colleagues.
Companies with this model were typically already working this way prior to 2019 and built a strong culture off the back of it, so when the pandemic hit, they were less impacted than organisations with office-based work practices.
In this arrangement, employees mainly work from the office but occasionally work remotely. They may work from the office for a set number of days of their choosing (flexible split) or on certain days as determined by the organisation (fixed split).
In line with ABW, the office offers a mixed array of resources allowing for focussed and teamwork. In some cases, it may be slightly easier to manage utilisation of these resources due to the predictability of attendance on mandated days. From a cultural perspective, if team based activities or co-location are not planned for the days when the employee is in the office this can lead to feelings of ‘wasted time’.
In a fully flexible working environment, employees are free to work from home or the office as required by their teams or as individuals. It accommodates different personal
circumstances, personalities, and ways of working. In this model, employees come into the office for 'moments that matter' such as co-locating with their team, meetings or events. Therefore, organisations should provide spaces that facilitate these moments — adequate meeting spaces, breakout areas, and superior technology experiences.
The busiest days of the week tend to be Tuesday, Wednesday and Thursday, with Fridays and Mondays being quieter. So, the challenge then becomes managing resource demand on peak days. With the provision of bookable smart furniture, utilisation can be easily managed by allowing employees to book necessary resources and co-locate with colleagues.
When consulting employees at various companies, Sue has encountered the following feedback:
Employees frequently mention the lack of available quiet spaces for focused work and tasks that require concentration. If not adequately addressed, this can lead to the home becoming the preferred environment for such activities.
Surprisingly, a persistent issue in ABW hybrid workplaces is the inability to find an enclosed room for video conferencing. Often, at least one meeting attendee will be working remotely, requiring the meeting to take place in a space that accommodates remote participants. Conversely, if fewer employees are present in the office and some dial in from their desks, this can distract others. Moreover, as people are accustomed to working in the background of video meetings at home, they carry this habit into the office, joining calls from their desks, which reduces in-person interactions and adds to workplace distractions
On high-attendance days, employees often face challenges finding available desks, meeting rooms, or collaboration spaces. This competition for resources can lead to frustration and reduced productivity, highlighting the need for more strategic resource planning in ABW environments.
In hybrid workplaces where office attendance is mandated, a common complaint is that coming into work feels like a "tick-box" exercise. While this isn't necessarily a failure of ABW itself, it often stems from poorly implemented workplace policies and a lack of meaningful integration between ABW and hybrid work strategies.
“Contrary to popular belief that Gen-Z prefer working remotely, they actually enjoy coming into the office - provided the environment is conducive to theirprofessional development and need for connection through meaningful interactions.”
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