Workers who regularly use artificial intelligence are spending less time working alone and more time learning and socialising with colleagues, suggesting that the spread of AI could increase rather than diminish the importance of the physical workplace. Gensler’s Global Workplace Survey 2026, a comprehensive study analyzing the evolving landscape of work, indicates a significant shift in how employees engage with their work environments and each other as artificial intelligence becomes more integrated into daily professional life.
The survey, which polled 16,459 full-time, office-based workers across 16 countries between July and September 2025, identified a distinct group of "AI power users" – individuals who regularly employ AI tools in both their professional and personal capacities. This group constitutes 30 percent of the surveyed workforce. In contrast, 36 percent of respondents are classified as "late adopters," reporting minimal to no use of AI technologies. This segmentation of the workforce by AI adoption offers critical insights into how technological advancement is influencing work patterns, colleague relationships, and the very purpose of the physical office.
The AI Power User: A New Paradigm of Workplace Engagement
Contrary to prevailing narratives that often predict a more solitary existence for workers augmented by AI, the Gensler survey paints a different picture. AI power users dedicate an average of 37 percent of their working week to solo tasks, a figure notably lower than the 42 percent observed among late adopters. This reduction in solitary work is directly correlated with an increase in time allocated to collaborative and developmental activities.
Specifically, AI power users allocate 12 percent of their workweek to learning and professional development, a substantial increase from the 8 percent dedicated by late adopters. Concurrently, the proportion of time spent on socialising with colleagues rises from 9 percent among late adopters to 11 percent among AI power users. This suggests that as AI automates routine and repetitive tasks, employees are freed up to engage in higher-value activities that foster innovation, skill enhancement, and interpersonal connection.
The implications for workplace culture and employee satisfaction are equally profound. The survey found that 85 percent of AI power users report having formed meaningful friendships at work, a stark contrast to the 70 percent of late adopters who share this sentiment. Furthermore, AI power users are more likely to express enjoyment of their team’s company, feel a strong sense of reliance on their colleagues, and believe their teams consistently produce high-quality work. This enhanced sense of camaraderie and trust, facilitated by increased interaction and shared purpose, underscores the potential of AI to strengthen, rather than erode, the social fabric of the workplace.
Challenging the Solitary AI Narrative
Gensler’s analysis directly challenges the notion that widespread AI adoption will diminish employees’ reliance on physical offices and their colleagues. Instead, the firm posits that the automation of mundane tasks through AI may paradoxically elevate the importance of human-centric aspects of work, such as learning, collaboration, and genuine interpersonal interaction. This perspective suggests a future where the office is not merely a place for task completion, but a vibrant hub for knowledge exchange, skill development, and the cultivation of strong professional relationships.
The connection between AI use and a heightened focus on learning is particularly compelling. A significant 70 percent of AI power users consider learning and professional development to be critically important to their job performance, compared to only 44 percent of late adopters. This emphasis on continuous learning is not merely a personal preference; it translates into tangible differences in how these employees approach their work. Across the broader workforce, individuals who prioritize learning spend an average of 12 percent of their working week engaged in developmental activities, significantly more than the 7 percent spent by their less learning-centric counterparts. Crucially, those who value learning are also considerably more inclined to experiment with novel working methodologies, with 60 percent reporting such a tendency, versus 41 percent among other workers.
Designing for the Future of Work: Learning, Wellbeing, and Connection
The Gensler survey also delves into the physical and environmental factors that contribute to an effective learning and working environment. Researchers identified several key workplace characteristics that are most closely associated with successful learning outcomes. These include the aesthetic appeal and overall ambiance of the space, appropriate noise levels, the flexibility to reconfigure furniture in meeting areas, access to up-to-date technology, and the provision of dedicated spaces for relaxation and rejuvenation. These findings highlight the crucial role that thoughtful workplace design plays in supporting employee development and overall well-being.
However, the survey also illuminated persistent shortcomings in many contemporary workplaces. A substantial two-thirds of employees reported making ad-hoc modifications to their workspaces to address design deficiencies, ranging from ergonomic issues and temperature control to privacy concerns and inadequate storage. Furthermore, over 60 percent of respondents resort to conducting calls in hallways, staircases, or at their desks, or even cancelling meetings altogether, due to a lack of suitable meeting spaces. These practical challenges underscore a gap between the ideal workspace and the reality for many employees, impacting productivity and the overall work experience.
The trend towards unassigned seating, while adopted by 17 percent of respondents, also appears to be at odds with the preferences of a significant portion of the workforce. A considerable 59 percent of employees working with unassigned desks expressed a preference for having their own dedicated workspace. This suggests that while flexibility is valued, a sense of personal space and ownership remains important for many.
Evolving Work Patterns and Workplace Aspirations
Despite ongoing discussions and policy shifts surrounding hybrid working models and return-to-office mandates, the Gensler survey indicates a relative stabilization in working patterns. Employees are currently spending an average of 55 percent of their working time in the office, a figure that has remained consistent since 2025 and represents an increase from 51 percent in 2024. Conversely, home working has seen a slight decline, falling from 20 percent in both 2024 and 2025 to 18 percent in the current survey period. This trend suggests a gradual re-embrace of the physical office, albeit with evolving expectations about its purpose and function.
The survey also provided clear insights into what workers desire from their future office environments. Forty-six percent of respondents expressed a desire for amenities that support physical and mental well-being, while 43 percent sought access to outdoor spaces and views of nature. A further 40 percent prioritized quiet zones for focused work, with an equal proportion wanting dedicated spaces for training, coaching, and professional development. These preferences underscore a growing demand for workplaces that cater not only to productivity but also to holistic employee well-being.
Productivity, however, remains the paramount aspiration. Half of all respondents indicated that they want their future workplace to foster a sense of productivity. This was followed closely by a desire for a professional environment (45 percent) and spaces that are both creative and inspiring (42 percent each). These findings, detailed in page nine of the Gensler report, highlight the enduring importance of the office as a driver of business performance and innovation.
Conclusion: The Human-Centric Office of the AI Era
Gensler concludes that the integration of AI into the workplace should be viewed not solely as a technological advancement but as a fundamental "people transition." The firm emphasizes that organizations will need to design workplaces that are strategically centered around learning, adaptability, employee well-being, and robust collaboration. This approach is essential to support employees as they navigate and adapt to the transformative capabilities of AI.
The survey’s methodology involved an online questionnaire administered to 16,459 full-time, office-based employees across 16 diverse countries. The data collection period spanned from July to September 2025. Participating organizations were required to have a minimum of 100 employees, with the exception of firms in the legal sector, where the threshold was lowered to 50 employees. Gensler has indicated that the country-level data samples possess a margin of error of approximately plus or minus three percentage points, lending statistical robustness to the findings. The insights gleaned from this extensive study provide a crucial roadmap for businesses seeking to optimize their physical spaces and operational strategies in the age of artificial intelligence.
