Artificial intelligence (AI) is dominant in almost every technology related conversation today, but what does the tech really mean for corporate real estate (CRE) and workplace leaders on the ground?
It’s fair to say that corporate real estate and workplace leaders are facing their most significant period of transformation in decades. Return-to-office expectations, portfolio optimization, rising operational costs and employee experience are reshaping how organizations work. The workplace has shifted from a facility to a strategic lever for business performance – and it seems that AI is very much at the heart of this shift.
At a recent Freespace roundtable dinner event held at The Ivy in London, senior leaders across real estate and workplace management gathered for a candid and intimate roundtable discussion. Our goal was to look past the hype of AI and discuss a pressing question:
Beyond AI, what will truly drive tomorrow’s workplace.
Reflecting on the evening, Allison English, Co-founder of Aéto and facilitator of the discussion, shared her view of what should drive tomorrow’s workplace beyond AI:
“Organizations look inward to define how they want to work in the future before they look outward to see what everyone else is doing. Data insights and AI can then be a mechanism to help those organizations achieve success as they have defined it, rather than an objective in and of themselves or a way to keep pace with competitors.”
Under Chatham House Rules, the specific discussions will of course remain within the room, but several interesting themes did emerge, and I have shared these below.
The discussion revealed that AI adoption across corporate workplaces is far from uniform. Occupiers span a wide spectrum of maturity, experimentation, and organizational readiness.
For some organizations, for instance, AI isn’t on the immediate agenda. Their primary goal is about understanding space utilization, prioritizing offices that are fit for staff and that are smart, inclusive, and built to accommodate neurodivergent needs.
Otheroccupiers are, however, actively testing AI tools. Some are looking for practical real estate use cases that provide tangible business value before committing to wider deployment. While other teams are starting to leverage generative tools (such as ChatGPT) to query complex datasets using free text, unlocking hidden insights without technical barriers.
Interestingly a small number offorward-thinking teams are using AI to predict workplace demand, space trends, and operational requirements. Several organizations have even established dedicated teams within HR or Real Estate tasked with embedding AI to streamline internal workflows and gain operational efficiencies. For these more advanced adopters, AI is written directly into their executive performance goals, driving deep integration into the everyday strategy.
Whether operating as an AI-native organization or simply exploring the possibilities of the tech, a common challenge cited by leaders in the room was having access to vast amounts of workplace data but lacking the mechanism to use that data to its best ability. For many, cultural or organizational risk aversion remains a larger hurdle to progress than the technology itself.
The takeaways: What drives real value beyond the tech?
While tools evolve quickly, a central realization from the evening was that while AI is very much a buzzword right now, the real value comes from being clear about the outcome you’re trying to achieve before applying the technology. Organizations are at vastly different stages of maturity, and those seeing the greatest benefit are starting with a distinct business challenge or objective, rather than implementing “AI for AI’s sake.”
But what else did we learn?
- Data alone is not enough. Unlocking value requires three connected steps: collecting quality data, deriving actionable intelligence, and possessing the storytelling ability to communicate insights to decision-makers and employees alike.
- Purpose is key. Tools without direction will ultimately fail. Understanding the why behind any workspace initiative, is essential. Contrary to what many may think, the limiting factor in workplace transformation is rarely technology, it’s the clarity of purpose.
- Regional boom. While major metropolitan hubs like London often dominate headlines, there is immense innovation, investment, and transformation happening in regional workplace hubs too. This is not something to be overlooked.
- Data silos. For workplace intelligence to work, systems must connect. As one participant noted, “The leaf has to talk to the trunk.” Siloed real estate, IT, and HR data can hold organizations back from building truly integrated ecosystems.
- Engaging younger generations. Younger workers expect technology to be an organic part of their workflow, a tool that seamlessly supports work without controlling it. Involving early talent in workplace planning ensures environments remain dynamic and relevant.
- AI is an enabler, not a strategy. Successful technology implementation requires robust processes, clear intent and constraints, and well-defined goals.
Keeping the human front and center.
Despite the rapid advances in technology, many of the discussions during our event reminded us that the human element remains critical. The physical workplace continues to play an irreplaceable role in fostering human connection, collaboration, and a genuine sense of community. These were all elements that many in the room felt simply could not be replicated by technology alone.
Certainly, technology may automate routine processes and handle background administrative burdens. But, one thing is clear, it does not create culture, build community, or foster innovation. Those outcomes belong entirely to – and are built by – people.
I think it’s fair to say that almost all of us in the room agreed that AI exists to clear the noise so that we can focus on what matters most: genuine face-to-face collaboration, creative problem-solving, and meaningful connection.
