The flex debate has changed – now it’s all about trust and execution

For years, the flexible workspace sector was treated by many in the property industry as a useful but peripheral part of the office market – a traditional leasing opportunity, tactical solution for void space or a short-term response to changing occupier habits. That conversation is now over.

Our latest independent research at Orega, surveying 500 landlords, advisers and asset managers across the UK, confirms what many of us have been witnessing firsthand, and highlighting, over many years: flexible workspace has moved decisively into the mainstream. More than 81% of respondents said they plan to increase their exposure to flex space within the next three years. Less than 3% expect to reduce it, and none plan to exit the sector altogether.

The debate is no longer about whether flex belongs in office portfolios. It is about how best to deliver it.

What is particularly striking is how flex is now being viewed strategically rather than tactically. Historically, flexible workspace was often perceived primarily as an occupancy play – a traditional leasing opportunity or a way to fill underutilised space. Today, landlords and asset managers increasingly recognise it as a powerful tool for enhancing the overall performance of their office asset.

The research shows that attracting and retaining occupiers, improving the occupier experience in the whole building and increasing revenue potential are now the three biggest drivers behind flex adoption. That shift matters because it reflects a much broader evolution in the office market itself.

Modern occupiers increasingly expect choice, convenience and service. They want flexibility in the amount of space they use, flexibility in commitment length and simplicity in the operational delivery. Businesses are navigating a world of economic uncertainty, changing workforce dynamics and rapid technological change. Long-term fixed commitments no longer suit every organisation.

In that context, flex is not simply a workplace product – it is a business enabler. Importantly, this trend extends far beyond startups and SMEs. Larger corporates are increasingly using flexible workspace as part of their wider real estate strategy, whether for project teams, regional hubs or expansion into prime city locations without the commitment of long leases and capital expenditure.

The result is that flexibility itself is becoming a competitive advantage for office buildings. Owners who cannot offer agile workspace solutions risk becoming less relevant in a market where occupier expectations are evolving rapidly.

However, while demand for flex is growing strongly, our research also highlights a very important reality: operating flex space successfully is not straightforward. This is where the industry debate is now becoming more sophisticated.

Flexible workspace requires a fundamentally different operational model from traditional leasing. It is service-intensive, technology-led and operationally dynamic. Delivering a high-quality occupier experience consistently – from seamless IT infrastructure and meeting room technology to hospitality-style customer service – requires specialist expertise.

That is why many landlords and asset managers are increasingly considering partnerships with experienced operators rather than trying to build these capabilities entirely in-house. Our research found that joint ventures and management agreements with specialist operators are now the preferred model for many respondents, ahead of in-house operations or lease-based third-party arrangements.

Yet this shift also brings understandable scrutiny. Landlords and asset managers want reassurance around transparency, performance and reputational alignment. As flex becomes more institutionalised, operators will need to demonstrate not just strong occupancy levels, but robust governance, operational excellence and alignment with long-term landlord objectives. Trust is becoming critical. The next phase of growth in the flex sector will therefore not simply be about expansion. It will be about professionalisation.

Technology will also play an increasingly important role. Advanced operational platforms, data analytics and AI-driven systems have the potential to improve efficiency, enhance customer experience and provide landlords with greater operational visibility. As the market matures, the ability to combine hospitality, technology and real estate expertise will become increasingly valuable.

What our research ultimately points to is a structural shift in the office market. Flex is no longer cyclical or opportunistic. It has become embedded in how landlords compete, how buildings operate and how occupiers consume workspace.

The opportunity ahead for the sector is significant. But success will increasingly depend on execution. Those who can deliver high quality, flexible environments with operational excellence and trusted partnerships will be best placed to thrive in the next generation of the office market.