In 2026, the office is no longer “just the office”. It is a place people choose, or refuse, to use. As a result, the workplace experience now shapes culture, performance, and retention.
However, many organisations still treat it as an afterthought. Decisions get split between departments. Meanwhile, no one steers the full journey. The outcome is predictable. The space looks fine, yet it feels frustrating to use.
So, who actually shapes the workplace experience in 2026? More importantly, how do you set clear ownership, so the office works harder for your business?
What “workplace experience” really means
Workplace experience is the sum of everyday touchpoints. It includes the physical environment, as well as the systems and behaviours around it.
It often covers:
- Space and layout: how teams move, focus, collaborate, and reset.
- Technology and tools: meeting rooms that work first time, every time.
- Services and operations: reception flow, lockers, storage, cleaning, maintenance.
- Culture and behaviour: how leaders use the space, and what gets encouraged.
- Brand and identity: whether the workplace reflects what you stand for.
In other words, it is not just design. It is design, delivery, and day-to-day management working together.
Why ownership matters more in 2026
Hybrid working is still evolving. Teams are also more intentional with their time. Therefore, the office must offer a clear purpose.
People often come in to connect, learn, and collaborate. They also expect fewer barriers when they arrive. If booking a desk is painful, they will stop trying. If meeting tech fails, they will avoid rooms. If the space does not support the day’s tasks, attendance drops.
There is also a cost factor. Commuting is expensive, and time is tight. So, employees want the office to feel worth it. They want comfort, clarity, and a better working day.
Because of this, leaving ownership unclear is risky. Issues go unresolved. Experience becomes inconsistent. Eventually, the office turns into a cost that is hard to justify.
The problem with shared responsibility
In many businesses, workplace experience sits between functions.
For example, HR may lead culture. Facilities may manage space. IT may support tools. Operations may own budgets and suppliers. Each team does their part. Yet no one owns the end-to-end experience.
As a result, small problems stack up. Room settings drift. Storage runs out. Wayfinding confuses visitors. Feedback gets collected, yet nothing changes. Over time, trust in the space reduces.
Clarity fixes this. You still need multiple teams. Even so, you also need one clear owner.
Three models that work well
1) A dedicated workplace experience lead
Some organisations appoint a Head of Workplace, Workplace Experience Manager, or similar. This person connects strategy, space, tech, and operations.
As a result, decisions become faster. Priorities become clearer. Also, accountability becomes visible.
2) A cross-functional ownership group
This model works well for larger organisations. HR, IT, Facilities, and Operations share delivery. However, one person must still be accountable.
To make it work, you need a simple cadence. Set a monthly meeting, shared actions, and clear KPIs. Then keep it moving.
3) An external partner with internal oversight
Many teams bring in specialist support. This is common during relocations, refurbishments, or major changes.
Importantly, outsourcing does not mean losing control. Instead, it gives you capability and pace. You still set the vision. The partner helps you deliver it.
What the “owner” should actually own
Ownership is not a job title. It is a scope of responsibility.
In 2026, that scope should include:
- Purpose: why the office exists, and what it enables.
- Work settings: the right mix of focus, collaboration, and social space.
- Experience standards: what “good” looks like for a working day.
- Technology integration: reliable rooms, intuitive booking, and support.
- Change management: helping people adopt the space, not just view it.
- Measurement: feedback, utilisation, and what to improve next.
This matters because the workplace is never “finished”. It needs iteration. It also needs someone driving that loop.
The questions that create clarity
If you want to define ownership, start with alignment.
Ask:
- What are we asking people to come in for?
- Which teams need to be together, and when?
- What journeys must feel effortless (staff, visitors, candidates)?
- Which pain points do we hear repeatedly?
- Who can make decisions across functions?
- What budget covers experience improvements?
- How will we measure success this quarter?
Once answered, you can set governance. You can also set a roadmap. Then the office becomes intentional, not accidental.
How ADT Workplace supports experience-led delivery
At ADT Workplace, we help businesses connect workplace strategy to real-world delivery. We do this through workplace consultancy, interior design, and full fit-out and refurbishment delivery.
Firstly, we work with you to understand how your teams operate. Then we translate those insights into a workplace strategy. After that, we design and build a space that supports the experience you want people to have.
Just as importantly, we help you avoid “nice-looking, hard-to-use” outcomes. Instead, we focus on flow, function, and usability. This means your investment supports culture and performance, not just aesthetics.
If you are unsure who should own workplace experience in your business, we can help you define it. From there, we can help you build it.
Final thought
In 2026, the workplace experience is a business asset. Therefore, it needs ownership. When someone owns it, the office becomes easier to use, easier to love, and easier to justify.
If you want your workplace to support your people and your goals, start with clarity. Then design and deliver with intent.
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