“Will we or won’t we?” That’s the big question organisations are asking. Will we return to the office full-time? Or will TWAT days —Tuesdays, Wednesdays and Thursdays — become the new in-office default? Hybrid isn’t going anywhere. But isolation, misalignment and culture drift? They’re growing.
Younger generations in particular feel the gap. And as Cristina G. Banks of Berkeley’s Center for Healthy Workplaces puts it:
"Having generations come together on-site, even part of the time, is necessary to build cohesion."
Which means: if we want connection back, we need to design for it.
“Will we or won’t we?” That’s the big question organisations are asking. Will we return to the office full-time? Or will TWAT days —Tuesdays, Wednesdays and Thursdays — become the new in-office default? Hybrid isn’t going anywhere. But isolation, misalignment and culture drift? They’re growing.
Younger generations in particular feel the gap. And as Cristina G. Banks of Berkeley’s Center for Healthy Workplaces puts it:
"Having generations come together on-site, even part of the time, is necessary to build cohesion."
Which means: if we want connection back, we need to design for it.
“Will we or won’t we?” That’s the big question organisations are asking. Will we return to the office full-time? Or will TWAT days —Tuesdays, Wednesdays and Thursdays — become the new in-office default? Hybrid isn’t going anywhere. But isolation, misalignment and culture drift? They’re growing.
Younger generations in particular feel the gap. And as Cristina G. Banks of Berkeley’s Center for Healthy Workplaces puts it:
"Having generations come together on-site, even part of the time, is necessary to build cohesion."
Which means: if we want connection back, we need to design for it.
“Will we or won’t we?” That’s the big question organisations are asking. Will we return to the office full-time? Or will TWAT days —Tuesdays, Wednesdays and Thursdays — become the new in-office default? Hybrid isn’t going anywhere. But isolation, misalignment and culture drift? They’re growing.
Younger generations in particular feel the gap. And as Cristina G. Banks of Berkeley’s Center for Healthy Workplaces puts it:
"Having generations come together on-site, even part of the time, is necessary to build cohesion."
Which means: if we want connection back, we need to design for it.
“Will we or won’t we?” That’s the big question organisations are asking. Will we return to the office full-time? Or will TWAT days —Tuesdays, Wednesdays and Thursdays — become the new in-office default? Hybrid isn’t going anywhere. But isolation, misalignment and culture drift? They’re growing.
Younger generations in particular feel the gap. And as Cristina G. Banks of Berkeley’s Center for Healthy Workplaces puts it:
"Having generations come together on-site, even part of the time, is necessary to build cohesion."
Which means: if we want connection back, we need to design for it.
1. Why connection matters now
Feelings of disconnection are rising fast.
According to Deloitte, Gen Z is the loneliest working generation. Remote work gave us flexibility, but it also eroded casual interaction. What’s needed now is not “return to the office” as a mandate but a reconfiguration of the office as a human-centric, community-building space.
The science is clear: spontaneous, in-person interaction boosts psychological safety and team trust. Meanwhile, hybrid loneliness and lack of casual feedback slow down belonging, onboarding and creativity.
1. Why connection matters now
Feelings of disconnection are rising fast.
According to Deloitte, Gen Z is the loneliest working generation. Remote work gave us flexibility, but it also eroded casual interaction. What’s needed now is not “return to the office” as a mandate but a reconfiguration of the office as a human-centric, community-building space.
The science is clear: spontaneous, in-person interaction boosts psychological safety and team trust. Meanwhile, hybrid loneliness and lack of casual feedback slow down belonging, onboarding and creativity.
1. Why connection matters now
Feelings of disconnection are rising fast.
According to Deloitte, Gen Z is the loneliest working generation. Remote work gave us flexibility, but it also eroded casual interaction. What’s needed now is not “return to the office” as a mandate but a reconfiguration of the office as a human-centric, community-building space.
The science is clear: spontaneous, in-person interaction boosts psychological safety and team trust. Meanwhile, hybrid loneliness and lack of casual feedback slow down belonging, onboarding and creativity.
1. Why connection matters now
Feelings of disconnection are rising fast.
According to Deloitte, Gen Z is the loneliest working generation. Remote work gave us flexibility, but it also eroded casual interaction. What’s needed now is not “return to the office” as a mandate but a reconfiguration of the office as a human-centric, community-building space.
The science is clear: spontaneous, in-person interaction boosts psychological safety and team trust. Meanwhile, hybrid loneliness and lack of casual feedback slow down belonging, onboarding and creativity.
1. Why connection matters now
Feelings of disconnection are rising fast.
According to Deloitte, Gen Z is the loneliest working generation. Remote work gave us flexibility, but it also eroded casual interaction. What’s needed now is not “return to the office” as a mandate but a reconfiguration of the office as a human-centric, community-building space.
The science is clear: spontaneous, in-person interaction boosts psychological safety and team trust. Meanwhile, hybrid loneliness and lack of casual feedback slow down belonging, onboarding and creativity.
A recent study by MIT Sloan showed that teams working in the same space interact more, learn more and align faster. But that only works if the space supports those interactions. Without thoughtful design, being in the office can feel just as isolating as working from home.
A recent study by MIT Sloan showed that teams working in the same space interact more, learn more and align faster. But that only works if the space supports those interactions. Without thoughtful design, being in the office can feel just as isolating as working from home.
A recent study by MIT Sloan showed that teams working in the same space interact more, learn more and align faster. But that only works if the space supports those interactions. Without thoughtful design, being in the office can feel just as isolating as working from home.
A recent study by MIT Sloan showed that teams working in the same space interact more, learn more and align faster. But that only works if the space supports those interactions. Without thoughtful design, being in the office can feel just as isolating as working from home.
A recent study by MIT Sloan showed that teams working in the same space interact more, learn more and align faster. But that only works if the space supports those interactions. Without thoughtful design, being in the office can feel just as isolating as working from home.
2. Designing for reconnection
As we read in an article by Professor Lynda Gratton:
“We need to consider both time and geography. Synchronous and asynchronous work. Moments for connection and spaces for silence.”
Good office design doesn’t choose one mode of work. It facilitates all of them:
A breakout zone for fast ideas
A retreat corner for real focus
A lounge where mentoring happens naturally
A corridor where you stop to say, “Hey, how did that go?”
In a well-designed office, flow isn’t just cognitive, it’s social.
2. Designing for reconnection
As we read in an article by Professor Lynda Gratton:
“We need to consider both time and geography. Synchronous and asynchronous work. Moments for connection and spaces for silence.”
Good office design doesn’t choose one mode of work. It facilitates all of them:
A breakout zone for fast ideas
A retreat corner for real focus
A lounge where mentoring happens naturally
A corridor where you stop to say, “Hey, how did that go?”
In a well-designed office, flow isn’t just cognitive, it’s social.
2. Designing for reconnection
As we read in an article by Professor Lynda Gratton:
“We need to consider both time and geography. Synchronous and asynchronous work. Moments for connection and spaces for silence.”
Good office design doesn’t choose one mode of work. It facilitates all of them:
A breakout zone for fast ideas
A retreat corner for real focus
A lounge where mentoring happens naturally
A corridor where you stop to say, “Hey, how did that go?”
In a well-designed office, flow isn’t just cognitive, it’s social.
2. Designing for reconnection
As we read in an article by Professor Lynda Gratton:
“We need to consider both time and geography. Synchronous and asynchronous work. Moments for connection and spaces for silence.”
Good office design doesn’t choose one mode of work. It facilitates all of them:
A breakout zone for fast ideas
A retreat corner for real focus
A lounge where mentoring happens naturally
A corridor where you stop to say, “Hey, how did that go?”
In a well-designed office, flow isn’t just cognitive, it’s social.
2. Designing for reconnection
As we read in an article by Professor Lynda Gratton:
“We need to consider both time and geography. Synchronous and asynchronous work. Moments for connection and spaces for silence.”
Good office design doesn’t choose one mode of work. It facilitates all of them:
A breakout zone for fast ideas
A retreat corner for real focus
A lounge where mentoring happens naturally
A corridor where you stop to say, “Hey, how did that go?”
In a well-designed office, flow isn’t just cognitive, it’s social.
3. What we look for at Creneau
We start with movement. Mood. Missed moments.
We ask:
• Where do people linger?
• Where do they avoid each other?
• Where does connection get cut off?
Then we design for:
✔ Zones that pull people in, not apart
✔ Rhythm and contrast: soft vs structured, open vs quiet
✔ Social anchors: nooks, crossings, rituals
At C-Mine Offices, for example, the layout and key meeting spots were deliberately designed to spark casual conversation and strengthen team bonds.
3. What we look for at Creneau
We start with movement. Mood. Missed moments.
We ask:
• Where do people linger?
• Where do they avoid each other?
• Where does connection get cut off?
Then we design for:
✔ Zones that pull people in, not apart
✔ Rhythm and contrast: soft vs structured, open vs quiet
✔ Social anchors: nooks, crossings, rituals
At C-Mine Offices, for example, the layout and key meeting spots were deliberately designed to spark casual conversation and strengthen team bonds.
3. What we look for at Creneau
We start with movement. Mood. Missed moments.
We ask:
• Where do people linger?
• Where do they avoid each other?
• Where does connection get cut off?
Then we design for:
✔ Zones that pull people in, not apart
✔ Rhythm and contrast: soft vs structured, open vs quiet
✔ Social anchors: nooks, crossings, rituals
At C-Mine Offices, for example, the layout and key meeting spots were deliberately designed to spark casual conversation and strengthen team bonds.
3. What we look for at Creneau
We start with movement. Mood. Missed moments.
We ask:
• Where do people linger?
• Where do they avoid each other?
• Where does connection get cut off?
Then we design for:
✔ Zones that pull people in, not apart
✔ Rhythm and contrast: soft vs structured, open vs quiet
✔ Social anchors: nooks, crossings, rituals
At C-Mine Offices, for example, the layout and key meeting spots were deliberately designed to spark casual conversation and strengthen team bonds.
3. What we look for at Creneau
We start with movement. Mood. Missed moments.
We ask:
• Where do people linger?
• Where do they avoid each other?
• Where does connection get cut off?
Then we design for:
✔ Zones that pull people in, not apart
✔ Rhythm and contrast: soft vs structured, open vs quiet
✔ Social anchors: nooks, crossings, rituals
At C-Mine Offices, for example, the layout and key meeting spots were deliberately designed to spark casual conversation and strengthen team bonds.
And what about you?
If people feel disconnected, don’t ask them to come back. Give them something worth coming back to.
Design a space that repairs what hybrid work fragmented:
•Belonging
•Serendipity
•Culture, made spatial
And what about you?
If people feel disconnected, don’t ask them to come back. Give them something worth coming back to.
Design a space that repairs what hybrid work fragmented:
•Belonging
•Serendipity
•Culture, made spatial
And what about you?
If people feel disconnected, don’t ask them to come back. Give them something worth coming back to.
Design a space that repairs what hybrid work fragmented:
•Belonging
•Serendipity
•Culture, made spatial
And what about you?
If people feel disconnected, don’t ask them to come back. Give them something worth coming back to.
Design a space that repairs what hybrid work fragmented:
•Belonging
•Serendipity
•Culture, made spatial
And what about you?
If people feel disconnected, don’t ask them to come back. Give them something worth coming back to.
Design a space that repairs what hybrid work fragmented:
•Belonging
•Serendipity
•Culture, made spatial
Let’s talk.
Or take a look at how we brought connection back into the workplace at Ageas, Level27, TV Limburg and C-Mine Offices.
Each designed to rebuild connection in its own way.
Let’s talk.
Or take a look at how we brought connection back into the workplace at Ageas, Level27, TV Limburg and C-Mine Offices.
Each designed to rebuild connection in its own way.
Let’s talk.
Or take a look at how we brought connection back into the workplace at Ageas, Level27, TV Limburg and C-Mine Offices.
Each designed to rebuild connection in its own way.
Let’s talk.
Or take a look at how we brought connection back into the workplace at Ageas, Level27, TV Limburg and C-Mine Offices.
Each designed to rebuild connection in its own way.
Let’s talk.
Or take a look at how we brought connection back into the workplace at Ageas, Level27, TV Limburg and C-Mine Offices.
Each designed to rebuild connection in its own way.
