Facility, workplace, and asset management leaders are investing heavily in technology, analytics, and new operating models. But September’s conversations suggest many organizations are still struggling with challenges that should be getting easier to solve. The reason may be that the real barriers often sit beneath the surface, hidden behind disconnected information, incomplete processes, and assumptions about human behavior.

Organizations have made meaningful progress connecting workplace systems and operational data. According to Eptura’s latest Workplace Index report, 73.9% of workplace managers describe their systems as mostly or fully integrated. Yet 41.5% still say workplace decisions often rely on assumptions rather than live data, while 34.1% report that inconsistent information regularly slows decision-making.

That contrast is what makes this month’s conversations so interesting. Organizations are connecting more systems, collecting more data, and exploring new technologies, but many of the challenges they’re trying to solve remain stubbornly familiar.

Across the conversations, the same pattern repeats. The first diagnosis is not always wrong, but it can be incomplete. Leaders may approach AI adoption as a training challenge when employees also need proof, transparency, and control. They may view low occupancy as a space problem when the real issue involves the mix of spaces available. They may see fragmented maintenance operations as a data shortage when employees actually lack access to usable context.

The specific challenges are different, but the underlying lesson is remarkably consistent: before choosing a solution, organizations need to be certain they are solving the right problem.

Key takeaways

  • Technology delivers more value when people understand and trust how it supports their work: Successful adoption requires useful capabilities as well as transparency, demonstrated value, appropriate controls, and human oversight
  • Data becomes useful when people can interpret it in context: Occupancy figures, employee feedback, maintenance records, and asset histories support better decisions when organizations connect them to actual behavior and operational needs
  • Strong leaders define the outcome before choosing the solution: Examining assumptions and root causes helps organizations invest in technology, space, and processes that address the challenge people actually face

These lessons do not suggest that technology investments are misplaced. They show why leaders need to understand the operating environment and employee needs surrounding an investment before deciding how to implement it.

Build AI adoption around trust, value, and control

Many conversations about AI focus on capabilities. Leaders discuss implementation plans, use cases, governance policies, and productivity improvements. Those conversations matter, but Dr. Gleb Tsipursky, CEO of Disaster Avoidance Experts, argues that organizations also need to understand how employees experience workplace AI.

In episode 417, “‘Become a Manager of Agents’ – The Psychology of AI Adoption at Work: From Resistance to Results,” he argues that resistance often stems from concerns about professional identity and changing roles. In his view, organizations that treat adoption only as a technology rollout or training initiative risk overlooking concerns that influence whether employees use the tools confidently.

Training can help employees understand a new technology, but adoption also depends on what employees experience once the technology is introduced. Employees want to see how a tool improves their work, understand how recommendations are made, and feel confident that appropriate oversight remains in place.

Data from Eptura’s latest Workplace Index suggests that many organizations are still early in that journey.

Nearly half of employees, 48.3%, say they have not encountered AI-powered workplace features, while only 24.2% report that those features have made workplace tasks moderately or significantly easier or faster. At the same time, employees identify practical safeguards that would increase confidence, including the ability to override recommendations, evidence that recommendations remain accurate over time, human intervention when mistakes occur, and opportunities to review actions before they happen.

Taken together, those findings suggest that successful adoption depends on more than deploying the technology itself. Employees are looking for clear value, transparency, and confidence that workplace AI operates within defined guardrails.

Use workplace evidence to understand the real space problem

We covered a similar pattern in the webinar Closing the Gap Between Workplace Design and How Work Actually Happens, where Poonam Bharj, RVP, Enterprise Sales, and John Hilderbrands, VP, GTM Technology and Alliances, discussed a surprisingly common workplace planning mistake: treating assumptions as facts.

Many organizations still rely on familiar assumptions. Tuesday through Thursday are always the busiest days. Low occupancy means there is too much space. Employee surveys accurately predict future attendance. Average occupancy tells you everything you need to know about demand.

The webinar challenged each of those ideas. As Poonam explained: “Don’t always work on the assumption of perhaps even what your employees are telling you.”

That’s not an argument against employee feedback. It’s a reminder that employee intentions and employee behavior are not always the same. Surveys help workplace teams understand what employees want. Occupancy and utilization data show what employees actually do. Comparing the two often reveals gaps that neither source could identify on its own.

The same principle applies to occupancy metrics.

An office that averages 30% occupancy but reaches 60% occupancy during peak periods can tell two very different stories. The average suggests excess capacity. The peak suggests concentrated demand. Both numbers are accurate, but neither tells the full story alone.

The webinar highlighted another example that many workplace leaders will recognize. A building can have relatively low overall occupancy while employees still struggle to find meeting rooms, phone booths, or collaboration areas. In that case, the problem may not be the amount of space. The problem may be whether the available space supports the work employees came in to do.

That point led to one of the strongest observations in the discussion. Rather than focusing only on attendance targets, some organizations are focusing on workplace purpose.

Plan an office experience with purpose in mind

In “‘Assume Good Intentions’ – Everyday Resilience, Workplace Culture and Reimagining the Office,” Rob Clark, senior director at Cushman & Wakefield, makes a similar point from an employee-experience perspective.

Rob argues that successful offices are built around “collaboration, community and connection.” For workplace leaders, that shift is important because it frames the office as a destination people choose rather than a place they are required to be. When employees come in primarily to connect, collaborate, and build relationships, occupancy alone becomes a less useful measure of success. The more important question is whether the workplace supports the reasons people chose to make the trip in the first place.

That’s a subtle but important shift. Instead of asking how to get people into the office, the organization focused on creating an experience worth travelling for. Collaboration spaces, reliable technology, client-facing environments, focused work areas, and fewer points of friction all contributed to that outcome.

Put people at the center of workplace decisions

In “‘Designing to Thrive’ – Eudaimonia, Workplace Innovation & Unconventional Design,” Jenna Mikus, PhD, CEO of Eudae Group, LLC, offers a useful test for workplace leaders facing design, technology, and planning decisions: “Does this decision help people flourish?”

The question shifts attention away from occupancy targets, utilization percentages, and workplace policies long enough to focus on outcomes. Organizations can measure attendance, meeting-room demand, and space utilization, but those metrics only matter if they help create a better experience for the people using the workplace.

Jenna argues that leaders should identify the outcomes they want employees to achieve and the support they need, then use technology, design, and workplace services to reinforce those goals. Technology should be “an enabler and an enhancer” rather than the objective itself.

That idea reinforces a theme that appeared throughout the webinar discussion. Workplace teams might assume they need more space, more attendance, or more technology. The more useful question may be whether the workplace is helping people accomplish the reason they came in at all.

Give maintenance teams connected operational context

Most organizations already generate substantial information through work orders, inspections, asset records, parts data, spreadsheets, and technician experience, but teams may still struggle to make timely decisions when that information remains divided across systems, processes, and individual knowledge.

In How to turn maintenance data into better frontline decisions, Kris Konrath, vice president of demand generation at Eptura, sums up the problem with: “Having more systems doesn’t automatically create more useful intelligence.”

He’s not arguing against maintenance technology. Instead, he’s pointing out the difference between having systems and giving people an accurate operational picture. A technician may receive a work order without seeing the previous repair. An inspection may identify a concern without informing the planner. A crew may reach an asset before discovering that the required part remains unavailable.

Each gap may appear manageable on its own, but the combined delays create slower decisions, repeated troubleshooting, rework, downtime, and risk. Connected systems create more value when they bring those pieces together in the workflow where the technician, planner, or supervisor needs them.

Fred Kraus, vice president of product management at Eptura, reinforces that practical focus when he says in the webinar, “It’s not really about the amount of data. It’s about the right data.”

For frontline teams, the right data answers specific questions, while connected context helps technicians prepare for the work, complete it consistently, and leave a useful record for the next person.

Stay on top of the trends in intelligent worktech and facility management

Workplace and facility management are constantly evolving with new technologies, regulations, and best practices. Industry professionals always have something new to learn.

For more videos, podcasts, and webinars to keep you updated on the latest trends, visit Eptura’s resource page.

Frequently asked questions 

  • Why do some organizations still struggle despite having more workplace technology?

    Many organizations have made significant progress connecting workplace systems and operational data, yet many leaders still report relying on assumptions when making decisions. The challenge is often less about accessing information and more about understanding how to use it effectively in context. Connected technology creates value when leaders combine it with reliable data, clear processes, and an understanding of how employees actually work.

  • What helps employees feel more confident about workplace AI?

    The Workplace Index suggests employees want more than access to AI-powered features. Nearly half have not yet encountered workplace AI, and only 24.2% say it has made their work easier or faster. Employees also identify practical safeguards such as override options, evidence of accuracy, human intervention, and review before actions occur. These findings suggest that transparency, demonstrated value, and appropriate oversight all play a role in building confidence.

  • Why isn't occupancy data enough to make workplace decisions?

    Occupancy data helps organizations understand how many people are using a workplace, but it doesn’t explain why they are there or whether the space supports their needs. A workplace can have relatively low occupancy while employees still struggle to find meeting rooms, collaboration spaces, or private areas. The most effective workplace strategies combine occupancy data with utilization patterns, employee behavior, and workplace purpose.

  • How can workplace leaders create a more valuable office experience?

    Organizations often achieve better results when they focus on why employees choose to come together rather than simply how often they attend. Successful offices support collaboration, community, and connection while reducing friction and making it easier for employees to accomplish meaningful work. Leaders can improve workplace experiences by understanding employee needs and designing spaces and services around those activities.

  • What information do maintenance teams need to make better decisions?

    Maintenance teams often have access to large amounts of information, but not all of it is available when decisions need to be made. Technicians benefit from having access to asset history, inspection findings, procedures, parts availability, and operational risk information within the workflow where work occurs. Connected operational context helps teams reduce delays, avoid rework, and make more informed decisions.

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As a content creator at Eptura, Jonathan Davis covers asset management, maintenance software, and SaaS solutions, delivering thought leadership with actionable insights across industries such as fleet, manufacturing, healthcare, and hospitality. Jonathan’s writing focuses on topics to help enterprises optimize their operations, including building lifecycle management, digital twins, BIM for facility management, and preventive and predictive maintenance strategies. With a master's degree in journalism and a diverse background that includes writing textbooks, editing video game dialogue, and teaching English as a foreign language, Jonathan brings a versatile perspective to his content creation.