Work environments classified as worker-friendly—those that incorporate practices aimed at well-being, work-life balance, and inclusion—have been gaining ground in the corporate market. More than a trend, the benefits associated with these spaces are measurable, Saade says. “Acoustic solutions, comfort, focus, collaborative areas, natural light, outdoor areas, and nature go beyond aesthetics and have a real impact on employee well-being in companies.”

Optimizing factors such as lighting, layout, and temperature minimizes distractions and makes it easier for employees to concentrate. Studies by Gensler’s research institute indicate that 90% of employees believe office architectural design impacts the way work is done.

Other studies also show a 15% increase in productivity for spaces developed with biophilic design and a 33% reduction in employee turnover.

A standout case is Plantronics. After restructuring its offices with areas dedicated to concentration, collaboration, and contemplation, the company reduced absenteeism from 12.7% to 3.5% and increased job satisfaction from 61% to 85%.

Saade also highlights the importance of the intelligence behind architectural decisions and the involvement of specialists in the process. “It takes specialists to design an efficient office. One of the most common mistakes I can point out is those armchairs or sofas left in the middle of work areas—mistakenly called ‘home feeling.’ No one sits there because there’s no privacy, and it creates the impression that people aren’t working.”

According to the executive, the main lesson is the need to view the environment through the employee’s perspective. While furniture and design communicate values and intentions, they must align with operational reality, company culture, and the expectations of those who use the space every day. This coherence prevents investments without return and ensures that architecture fulfills its functional and strategic role.

For Thaís Trentin, CVO of Workplace, the office needs to be understood as a living space—one that intentionally translates the company’s culture. “The office is the meeting point for people, for the community that forms that ecosystem. It physically packages the culture that needs to be experienced every day—and yes, space shapes behavior,” she says.

In this sense, Trentin points out that imported soluions without context tend to fail. “There’s no point in copying Silicon Valley models, like a slide in the middle of the office. Every company has its own culture, purpose, and dynamics. The project needs to be extremely intentional and make sense for that reality,” she explains.

Today, corporate architecture speaks directly to one of senior leadership’s main interests: resource efficiency. More than that, it has become an instrument capable of strengthening organizational culture and structuring more efficient environments that combine performance, well-being, and productivity—factors that ultimately have a positive impact on company profitability.

“When we analyze data such as heat maps, cross-area flows, peak occupancy days, and the effective use of empty or occupied rooms, we can understand how to better organize teams, identify which spaces perform well, and which can be adjusted to make the office more efficient,” Saade says.

“Architecture is a consequence of organizational culture and, at the same time, a catalyst for that culture in everyday life,” the executive concludes.