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POSITIV MAN
without unnecessary risk. Building it yourself may seem
cheaper at first – but trust me, that impression rarely lasts
for long.
Do managers struggle with leading remote teams or
maintaining company culture?
Most managers today can handle managing tasks remotely.
We have Microsoft Teams, Slack, video conferencing,
shared documents, reporting tools and project
management systems – I do not see the problem there.
What is far more difficult is maintaining culture, trust
and the team’s overall energy. Company culture is not
created in a presentation or during an online meeting.
It is built through everyday moments – how people talk
after a meeting, how a newcomer learns from a more
experienced colleague, how problems are solved, or how
a good idea emerges over coffee.
That is why I believe the office of the future should not be
a place of control. It should not exist so that a manager can
see who is sitting at their desk. It should be a place where
the company comes together, where relationships, trust
and shared energy are created.
What helps companies improve efficiency
in the long term?
I can share a few principles that our clients successfully
implement thanks to the working environments we create
– and most of them are not complicated at all. They simply
need to be applied consistently.
The first principle is to measure outcomes, not attendance.
Just because someone spends eight hours in the office
does not mean they have created value.
The second is protecting people’s time for focused work.
Today, many companies waste the most productive part
of the day on meetings. In reality, a large number of those
meetings could have been handled through an email or
a short message instead. On the other hand, brainstorming
sessions, onboarding new employees, solving more
complex problems or building relationships all gain
enormous value from face-to-face interaction.
The third principle is using space according to the type
of work being done. If I need peace and concentration,
I should not be sitting next to a busy kitchen area. If I need
team energy, I should not be isolated alone in an office.
That is why, in our centres, we work with different zones –
for focus, collaboration, quick calls, meetings and informal
interaction.
And finally, it is important to give people opportunities
to learn, connect, relax and enjoy themselves. That is why
programmes are not an add-on for us, but an integral part
of the working environment. One day it may be a workshop
on AI, another on leadership, hybrid meetings, negotiation
skills or stress management. Other times it might be
yoga, Pilates, a table football or PlayStation tournament,
an evening after-party or a morning community breakfast.
Can you personally work from home?
I can, but only for a certain type of work. I have a regular
rhythm – one home office day per week – because
I often need quiet time to think, write or prepare strategy,
and remote work is excellent for that. But when it comes
to building a company, strengthening relationships, driving
innovation, sharing knowledge or making fast decisions,
I prefer being with people in person, offsite.
Do you have space to switch off, exercise or are you
constantly online?
No comment – I am not satisfied with my time
management. Recently, I have had to sacrifice a great deal
of my free time for the company. I am definitely more
online than I would like to be. When you are building
a business, managing expansion, teams, clients, finances,
new locations and the brand itself, your mind rarely
switches off. But every top-level manager has to know how
to relax and recover – it is part of long-term performance.
Sport has always helped me – tennis, cycling, movement
in general. And of course, time with family or travelling.
I do not always succeed in switching off as much as
I would like, but the longer I lead the company, the more
I realise that without recovery, you lose perspective as well
as energy.
That is also why I believe in our concept. A working
environment should not simply exhaust people and send
them home at the end of the day. It should help them
handle the day better – focus more effectively, connect
with people, recharge their energy and mentally reset
for a moment. Performance is not just about enduring
for as long as possible. It is about functioning at your best.
Adam Zvada is the founder and CEO
of Sco.Weber Workspace, the largest Czech provider
of premium exible workspaces and event spaces.
He founded the company in 2009 with a simple belief:
an oce should be a service that saves me, reduces
risk and helps people work more eecvely — not just
leased space.
With a background in business process outsourcing,
Zvada believes companies should focus on their core
while leaving the working environment to specialists.
Under his leadership, Sco.Weber has grown to more
than 17 premium locaons across nearly 70,000 square
metres, evolving into an experience-driven lifestyle brand
built on exibility, design, technology and community.
Measure outcomes, not aendance —
me in the oce doesn’t equal
created value.