Office Like Spotify No CDs, Just Online – What Will the Workplace of Tomorrow Look Like?

When people choose their sofa over the office, the problem is not remote work. The problem is an office that offers nothing more than their own living room. Adam Zvada builds on the idea of “Live Your Workday” and is helping shape a new era of modern working environments.

What will offices look like in ten years?

In ten years, an office will no longer primarily be a “leased space”. It will be a service, a platform and, in a way, a subscription. Much like how we no longer listen to music on CDs, but through Spotify. The same shift will happen with offices. Companies will no longer want to own chairs, cables, reception desks, meeting rooms or fit-outs. They will want access to a work ecosystem that can adapt to their current needs. That means fewer fixed square metres and far more flexibility. One day you need a quiet zone for deep focus, the next a meeting room for a workshop, then an event space for clients, and the day after a smaller office for a project team. The office of the future will not be about assigning everyone a desk. It will be about giving everyone the ability to choose an environment that matches the work they are doing at that moment.

At Organica, we built this principle around Activity-Based Working. We have six zones: Welcome, Socialise, Work, Focus, Relax and Meet. Throughout the day, people naturally move between concentration, collaboration, meetings, coffee breaks, rest and social interaction with a community of like-minded professionals.

And content itself will become increasingly important. The office of the future will not just be a well-designed space. It will have its own programme as well – workshops on productivity, AI, leadership or company culture, wellbeing activities, networking and smaller community moments that bring the entire centre to life. People will no longer return just to a building, but to an environment where something is always happening.

Why don’t people want to go to the office?

Many offices still fail to give people a good enough reason to come in. Remote work has shown that a great deal of work can be done from anywhere. So when you ask someone to spend half an hour travelling to the office, open the same laptop and sit on video calls all day in a noisy open-plan space, it is perfectly understandable that they ask themselves: Why would I do that?

The biggest issue, then, is not remote work. The biggest issue is an office with no clear value. People do not return to work because of an office itself, a desk and chair, or fast internet. They come back because of people, culture, faster decision-making, inspiration and the feeling that the day was better than if they had spent it alone at home.

Today, the office has to feel like an upgrade, not a downgrade. It needs to offer high-quality meeting rooms, quiet zones, excellent coffee, strong service, good lighting, acoustics, community and the energy of the space itself – all complemented by programmes and activities that support not only professional growth, but personal lifestyle as well.

That is why, at Organica, we did not think only about offices, but about the entire working day. Morning coffee from a barista, followed by focused work, meetings, workshops, a moment in the relaxation zone, and perhaps a community event in the evening. That is no longer an office in the traditional sense. It is an environment that gives people a reason to come in willingly.

What do companies underestimate when building a working environment?

What companies underestimate most is operations and the everyday experience. Many believe that once they create an attractive fit-out, buy quality furniture and place their logo on the wall, the job is done. In reality, that is only the beginning. An office is not a project that ends when the construction is handed over. An office is a service that has to function properly every single day.

Companies often cut costs in the wrong places –acoustics, lighting, air quality, ergonomics, technology, service, reception, response times and feedback management. When a company operates its office internally, it frequently discovers that instead of focusing on its core business, it is dealing with replacing a sick or underperforming receptionist, IT support, cleaning, insufficient air conditioning, broken printers, suppliers and invoices for unapproved orders, expensive refurbishments, and countless small operational issues that together consume an enormous amount of energy.

That is why we believe in the Office-as-a-Service model. Companies do not need to tie up capital in their own fit-out, spend years planning office space, or carry the risk of not knowing whether they will need twenty more people – or twenty fewer – a year from now. They simply pay for a service and use as much space and support as they genuinely need.

In Ostrava, I believe this topic will only grow in importance. Construction costs, technology, energy and skilled labour are all becoming more expensive. Time and capital are increasingly valuable for businesses. Premium flexible workspace solutions therefore do not necessarily have to be the more expensive option. Quite often, they are the rational way to achieve higher quality, speed and flexibility 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.