{"id":1812898,"date":"2015-12-31T23:59:53","date_gmt":"2015-12-31T22:59:53","guid":{"rendered":"https:\/\/www.newzyexecutive.fr\/comment-travaillerons-nous-en-2030\/"},"modified":"2026-05-04T09:52:58","modified_gmt":"2026-05-04T08:52:58","slug":"comment-travaillerons-nous-en-2030","status":"publish","type":"post","link":"https:\/\/www.newzyexecutive.fr\/en\/comment-travaillerons-nous-en-2030\/","title":{"rendered":"How will we work in 2030?"},"content":{"rendered":"

From the outright disappearance of the office to the powerful resurgence of hierarchical structures, Johnson Controls envisions three scenarios for our future workplaces.<\/strong><\/p>\n

What will our workplaces look like in 2030? They will vary significantly depending on our technology, as well as our economic models and the types of risks faced by our companies. This is the conclusion of a study by the Johnson Controls group (an American group active notably in the automotive and energy sectors, among others) which envisions three major types of offices.<\/p>\n

In a first scenario<\/strong>, researchers have envisioned “an unprecedented acceleration of economic growth, relentless pressure on short-term profits, and fierce global competition, driven by rapid technological advancements and deeper market integration.”<\/p>\n

As a result, work is organized like a “hive,” within a network. The company’s structure becomes virtual. These shifts are driving employees to work from home; under this premise, the office as we know it ceases to exist entirely.<\/p>\n

Second possibility: the emergence of an “Eco-office”<\/strong>. It would emerge within a society defined by “knowledge, collaboration, and consensus, as well as environmental balance.” This model expands upon the existing concept of shared workspaces, resembling hotels where guests check in upon arrival and employees are provided with various on-site services.<\/p>\n

The worst-case scenario envisioned<\/strong> named by the investigators “Gattaca”: economic growth is concentrated in a limited number of regions, leaving society more “fragmented, disconnected, and precarious.” In this context, the notion of hierarchy and the “rigid” corporate structure is making a strong comeback in the workplace. Consequently, the office is becoming a “fortress.”<\/p>\n","protected":false},"excerpt":{"rendered":"

From the complete disappearance of the office to the powerful resurgence of hierarchical structures, Johnson Controls envisions three scenarios for our future workplaces. What will our workspaces look like in 2030? They will vary significantly depending on our technology, as well as economic models and the types of risks faced by our companies. This is the finding of a study by the Johnson Controls group (an American group active notably in the automotive and energy sectors, among others) which outlines three major types of office environments. In the first scenario, researchers envisioned “an unprecedented acceleration of economic growth, relentless pressure on short-term profits, and fierce global competition, driven by rapid technological advancements and greater market integration.” The consequence: work is organized like a “hive,” within a network. Corporate organization becomes virtual. These shifts drive employees to work from home; under this hypothesis, the office ceases to exist entirely. The second possibility: the emergence of an “Eco-office.” This would arise in a society characterized by “knowledge, collaboration, and consensus, as well as environmental balance.” This model extends the concept of shared offices we already know, resembling hotels where employees check in upon arrival and are provided with various services. The darkest scenario envisioned by the study’s authors is dubbed “Gattaca”: economic growth concentrates in a limited number of regions, and society becomes more “fragmented, disjointed, and precarious.” In this context, the notion of hierarchy and “rigid” corporate organization makes a powerful comeback in the workplace. The office becomes a “fortress.”<\/p>\n","protected":false},"author":1,"featured_media":1812899,"comment_status":"open","ping_status":"closed","sticky":false,"template":"","format":"standard","meta":{"footnotes":""},"categories":[224],"tags":[],"class_list":["post-1812898","post","type-post","status-publish","format-standard","has-post-thumbnail","hentry","category-news-in-brief"],"_links":{"self":[{"href":"https:\/\/www.newzyexecutive.fr\/en\/wp-json\/wp\/v2\/posts\/1812898","targetHints":{"allow":["GET"]}}],"collection":[{"href":"https:\/\/www.newzyexecutive.fr\/en\/wp-json\/wp\/v2\/posts"}],"about":[{"href":"https:\/\/www.newzyexecutive.fr\/en\/wp-json\/wp\/v2\/types\/post"}],"author":[{"embeddable":true,"href":"https:\/\/www.newzyexecutive.fr\/en\/wp-json\/wp\/v2\/users\/1"}],"replies":[{"embeddable":true,"href":"https:\/\/www.newzyexecutive.fr\/en\/wp-json\/wp\/v2\/comments?post=1812898"}],"version-history":[{"count":5,"href":"https:\/\/www.newzyexecutive.fr\/en\/wp-json\/wp\/v2\/posts\/1812898\/revisions"}],"predecessor-version":[{"id":1814150,"href":"https:\/\/www.newzyexecutive.fr\/en\/wp-json\/wp\/v2\/posts\/1812898\/revisions\/1814150"}],"wp:featuredmedia":[{"embeddable":true,"href":"https:\/\/www.newzyexecutive.fr\/en\/wp-json\/wp\/v2\/media\/1812899"}],"wp:attachment":[{"href":"https:\/\/www.newzyexecutive.fr\/en\/wp-json\/wp\/v2\/media?parent=1812898"}],"wp:term":[{"taxonomy":"category","embeddable":true,"href":"https:\/\/www.newzyexecutive.fr\/en\/wp-json\/wp\/v2\/categories?post=1812898"},{"taxonomy":"post_tag","embeddable":true,"href":"https:\/\/www.newzyexecutive.fr\/en\/wp-json\/wp\/v2\/tags?post=1812898"}],"curies":[{"name":"wp","href":"https:\/\/api.w.org\/{rel}","templated":true}]}}