Karl Breeze, CEO at Matrix Booking explores the need for executives to put aside individual priorities in favour of a united workplace strategy that supports long-term organisational success.
Conversations about the future of work in the public sector frequently revolve around how leaders interact with employees. However, an equally critical conversation is unfolding among executives themselves.
CEOs, CFOs and HR leaders each bring a different understanding of what the workplace should become. Although all are focused on long-term business success, their priorities often pull in different directions – driven by their unique outlooks and responsibilities.
This dynamic creates an intricate balancing act for leadership teams. Gone are the days of just managing office space logistics. Instead, now leaders must also weigh up the long-term impact on employee retention, the public’s experience and financial performance.
With external pressures mounting, executive alignment is more important than ever. Failing to identify common ground risks leaving organisations stuck in a reactive loop, struggling to meet operational demands, public needs and workforce expectations.
Competing priorities in the C-suite
Undoubtedly, CEOs, CFOs, and HR each approach workplace strategy with different objectives. All of which shape their perspectives on what the future office should look like.
CEOs often view the office as a core hub for collaboration, a space that can drive productivity and nurture innovation. Many worry that without an office, company culture will suffer, even though others have shown it is possible to thrive without making the office central to their strategy.
Perhaps the deeper concern lies in the fear of stepping into uncharted territory.
For many CEOs, running a company without a traditional office represents a significant departure from their professional experience. At the same time, they are being warned that in-person collaboration, whether through social interactions, team meetings or strategy sessions, is vital for spurring on innovation and alignment within teams.
CFOs remain focused on cost-efficiency and maximising return on investment. As a result, they tend to question whether maintaining large office spaces is financially justifiable in today’s climate. For CFOs, the financial sustainability of office decisions is tied directly to the organisation’s ability to deliver value whilst remaining within budget. This makes them advocate for space reduction or hybrid models that aim to balance cost-saving measures with operational and public needs.
HR leaders, meanwhile, prioritise employee wellbeing, satisfaction, and talent retention. They recognise that flexible work environments must cater to diverse employee needs, adapting to a workforce that increasingly values options and inclusivity over rigid, one-size-fits-all policies.
This presents HR with a challenge: How do they champion these priorities while ensuring alignment with broader organisational goals? For HR, creating a workplace strategy that supports productivity and engagement while addressing diverse expectations is essential for long-term success.
Finding common ground
The divergent priorities of CEOs, CFOs and HR inevitably lead to disagreements over the future of public sector office space and working models. Some argue for downsizing or hybrid approaches, while others advocate for maintaining existing spaces. These debates can create tension within leadership teams which can ripple through to the broader business strategy and decision-making process.
Navigating these disagreements demands a proactive approach that balances operational needs with employee expectations and public needs. By tapping into data-driven insights, leaders can uncover patterns in office usage that would otherwise go unnoticed. For instance, tracking peak occupancy times might highlight opportunities for staggered schedules, reducing overcrowding and improving efficiency.
Real-time occupancy sensors can provide visibility into how spaces are being used throughout the day, allowing adjustments that improve efficiency and the employee experience. Predictive analytics can also forecast future needs, helping organisations redesign layouts or allocate resources strategically. These tools not only reduce friction between stakeholders but also enable informed, forward-looking decisions that align with both business goals and workforce needs.
A joint approach to workplace strategy
To unlock this long-term success, executives need to bridge the gaps in their workplace strategies. Economic pressures, talent competition, and evolving employee expectations make it increasingly important for CEOs, CFOs, and HR leaders to recalibrate their priorities.
Data-driven insights can be instrumental in this process, offering a clearer picture of how space is used and helping organisations make proactive, well thought out choices rather than abrupt reactive ones.
Recent examples highlight what happens when workplace strategies aren’t built on data. The Civil Service’s return-to-office (RTO) push ran into a significant roadblock due to insufficient desks. As it stands, it’s estimated that 10 government departments only have enough desks for 53% of civil servants[i].
Fundamentally, the future of the workplace isn’t about choosing one model over another. It’s about finding an agile solution that meets diverse demands. By leaning into the idea that productivity, culture, and flexibility can coexist, organisations can rise above internal power struggles to create a workplace strategy that supports long-term growth, employee engagement, public demands and business success.
[i] Labour’s back-to-office drive doomed as half of civil servants have no desk
Meet with Matrix Booking at DigiGov 2025. It's the place to be for anyone passionate about digital transformation in the public sector. With cutting-edge tech, expert insights, and unbeatable networking opportunities, you'll be inspired and empowered to bring real change to your work.
Karl Breeze, CEO at Matrix Booking
Karl Breeze, CEO at Matrix Booking
