Offices Move Away from Neutrality and Increase Investments to Attract Tenants

After a long period dominated by minimalism, new approaches are gaining ground, incorporating more colors, textures, and striking visual elements — although the expert notes that authenticity does not mean abandoning a specific style. 

“The point is not to replace one aesthetic with another, but to understand the audience. For some people, minimalism is still an expression of authenticity,” she explains. 

This movement has also intensified in the corporate market, especially after the pandemic and the consolidation of hybrid work. With employees becoming more selective about commuting to the office, companies and building owners are seeking ways to make these spaces more attractive. 

This shift is already evident in the management of corporate buildings. According to Ricardo Loducca, head of the office division at SYN, the concept involves reversing the traditional logic of home office. 

“We often say that instead of ‘home office,’ we should think about ‘office home’ — bringing into the workplace some of the convenience people have at home,” he says. 

According to the executive, location remains one of the main factors in choosing a corporate property, but it is no longer sufficient on its own. Market competitiveness now requires the incorporation of services and experiences that encourage physical presence and reinforce company culture. 

“You need to create an environment where people actually want to be. When you add services, amenities, and convenience, you can attract more people and drive engagement,” he says. 

In practice, this differentiation does not always come from major interventions, but rather from operational adjustments and service quality. More comfortable parking, well-designed bike facilities, and concierge services are examples of solutions that, while simple, directly impact the user experience. 

“The building itself — the bricks and a nice lobby — has become a commodity. The differentiator is also in the service,” says Loducca. 

Building identity also requires structured planning. According to the executive, the first step is to understand the tenant profile, followed by the behavior of the people who use these spaces. 

“From there, you define which services and amenities make sense. The asset’s identity comes from this combination of company profiles and user behavior,” he explains. 

In high-end corporate buildings, this customization tends to be more subtle, reflecting the profile of occupants. In single-tenant assets, such as headquarters for tech companies, there is greater freedom for full customization. 

In addition, practices already well established in retail are beginning to be incorporated into the corporate world. With nearly two decades of experience in the shopping mall sector, Loducca highlights the role of relationships and brand activation as competitive differentiators. 

“Today, we can bring brands that are present in shopping malls into office buildings, creating experiences and services for users. This generates convenience and brings the asset closer to people,” he says. 

The integration of different uses — such as offices, retail, and services — is also emerging as a way to strengthen the attractiveness of developments. Researcher Isabela Baracat cites international projects that combine residential, commercial, and urban experiences within a single asset. 

“When you think about real estate in a multidisciplinary way, also considering its surroundings and the experiences it offers, you create an ecosystem that adds value to the development,” she says. 

For the expert, the search for identity and experience should not be seen as a passing trend, but as a structural transformation of the sector. 

“People want stimuli; they want to live experiences. The environment we are in needs to provoke and inspire us,” she concludes.