• / Acknowledge

    Acknowledging global change within the workplace and the need to make that change.

  • / Validate

    Organisation sees the possibilities and threats and finds support to continue the journey of workplace improvement.

  • / Manage

    Workplace is being changed based on organisation and employee needs.

  • / Optimise

    Permanent improvement loops secure a future-proof organisation.

  • / Justification

    Create insights in needs and benefits.

  • / Engagement

    Motivate all stakeholders and share successes.

  • / Adaptation

    Integrate professional tooling for permanent use and monitoring.

The Workplace Maturity Model© contains three dimensions: levels, steps, and areas. Some of the levels overlay the areas. The areas can be found through the model at all times. They represent the areas where the data is collected and where the workplace strategy can be adjusted. The Maturity Model© can be applied in three different areas, namely means, activities, and people. Each area has a different focus point going from ‘non-threatening optimisation’ to ‘the-things-we-do’ to ‘personal development’. A new workplace concept can bring more freedom, motivation, and efficiency for employees and thus have a positive impact on the bottom line.

Area 1 – Means

This area contains square feet of office space, desks, chairs, meeting rooms, and all other furniture. By starting here we can facilitate change in a non-threatening way and gain momentum to proceed to the next two areas. We create insight into costs reduction potential.

Area 2 – Activities 

This stage focuses on the activities and tasks employees perform around the workplace. Data must be gathered on the actual use of different workplace types and make activity analyses that break down to departments or team levels.

Area 3 – People 

This is where we get personal and use data for coaching and professional development. Actual behavior on an individual level means that a workplace can be designed around individual preferences and based on the tasks an employee performs.

The Workplace Maturity Model© has four different levels: Acknowledge, Validate, Manage and Optimise. 

Level 1 –  Acknowledge
The organization has just been made aware of the change in the work environment. A new workplace concept can bring more freedom, motivation, and efficiency for employees and thus have a positive impact on the bottom line. In order to make this strategic change work, support needs to be created within the (higher) management of the organization. Building a business case and start some small or low impact measurements, will help provide tools for the manager to bring insights to the (higher) management, gain trust and momentum to drive the change.


Level 2 – Validate
In this level the organisation has a widespread knowledge of workplace concepts and what this could mean for their own organization. A solid business case is discussed within multiple meetings on different levels within the organization. Possibilities and threats are heavily debated and pros and cons are being exchanged. The discussion changes from cost reduction to organizational improvements. The business case is being extended towards profit gain, working up to employee satisfaction and perceived productivity.
Level 3 – Manage
This level indicates that an organization has started implementing a new way of working. Initial investments have been done. The organization (openly) asks herself ‘is the new way to work successful?’ There could be different forms of implementation, for example, Working Digital, Working From Home, Flex Working or Activity Based Working. Each organisation has to decide on a preferred way of working and data collected by Measuremen services can help decide what the best strategy will be.


Level 4 – Optimise
These organizations have the need for a permanent insight to the actual performance of their workplace (and other locations worldwide). They fine-tune the workplace and their workplace strategy based on metrics and actual needs of their employees. A great balance between employee preferences and (global) management has been found to keep cost to the essentials and investments to increase satisfaction and productivity. This enables them to anticipate changes on a global scale but also on local changes in workforce or workforce retention.

Step 1 – Business Case – Occupancy & Utilization 

  • Client acknowledges level 1 maturity and asks Measuremen for help in order to reach the next level;
  • Measuremen provides a business case to indicate the possibilities and possible threats;
  • In co-operation with client, Measuremen develops a plan to overcome the threats with facts and figures;
  • Business cases and occupancy & utilization reports combined provide a validation to continue in order to reach the next level in workplace maturity.

Step 2 – Activity Analysis

  • The pilot and business case have been approved and preparations for the Workplace Occupancy & Activity Analysis can be made;
  • Every stakeholder has communicated the measurements. Sessions for preparation, guidance, and feedback have been planned;
  • Measuremen starts with measurements for all departments and locations;
  • Results are presented and shared among the departments.

Step 3 – Organisational fit


  • GAP analysis based on workspace preference, functional needs, personal characteristics and actual use;
  • Implement decision-making portal, where different measurements are compared with each other;
  • Preparations are made to go into detail on personal benefits for individual users;
  • Individual tuning of activity and workspace choice reports (through MP2W);