Spotlight Interview – Ian Baker | Humans & Places

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27 October 2026 | Updated 24 October 2026

ThisWeekinFM speaks to Ian Baker, Founder of Humans and Places and Chair of the IWFM Workplace Special Interest Group, about the boundary between facilities management (FM) and the broader business strategy becoming increasingly blurred in today’s rapidly changing work environment.

Baker offers critical insights into how organisations should approach their physical environments, align operational management with business goals, and shift their perspective on workplace challenges.

Workspace vs. Workplace

A core distinction exists between "workspace" and "workplace". "Workspace" refers purely to the physical assets – empty buildings, desks, chairs, and meeting rooms. A "workplace" is created the moment people enter that space, bringing in culture, leadership dynamics, and specific ways of working. Understanding this distinction helps businesses move beyond managing physical real estate to shaping environments that actively support human performance.

To better understand how physical real estate transitions into a functional work environment, consider the following breakdown:

Dimension	Workspace	Workplace
Core Definition	The static, physical container.	The dynamic ecosystem formed when people inhabit a space.
Primary Focus	Physical assets, furniture, square footage, and layout.	Company culture, leadership, collaboration, and working styles.
Operational Goal	Space allocation and physical maintenance.	Enabling organisational efficiency and business performance.
Strategic Approach	Focuses on hardware (e.g., desks, walls, technology).	Focuses on integration (connecting human behaviour with spatial design).

Professionalising Strategy - BS 8703

The development of BS 8703, a professional standard for workplace strategy guidance, marks a major shift in the discipline. It signifies that workplace design and strategy are moving away from ad-hoc decisions toward evidence-based, data-driven methodologies.

Elevating Facilities Management Upstream

Traditionally, FM has operated reactively or downstream, focusing on day-to-day execution and performance metrics. However, FM teams hold valuable operational data and direct knowledge of how spaces function. Involving FM early in the design and strategic planning processes prevents operational missteps and allows companies to leverage existing data to drive strategic outcomes rather than simply meeting basic KPIs.

Diagnosing the Root Cause

Issues commonly framed as "workplace problems" – such as low office attendance or poor space utilisation – are frequently symptoms of deeper organisational or business challenges. Rather than relying on quick fixes (such as adding desks or altering room layouts without context), organisations must evaluate whether their space aligns with their broader business objectives.

Targeted Investment through Data

Tools like the Humans and Places Index (HPI) help bridge the gap between business needs and workplace decisions. By evaluating how culture, people, space and buildings support how an organisation needs to work, businesses can identify high-impact, cost-effective adjustments without automatically resorting to unnecessary, full-scale refurbishments or relocation projects.

Conclusion

Creating an effective working environment requires moving beyond transactional facilities management and reactive space fixes. By integrating operational expertise early in the planning process, utilising research-backed insights, and focusing on overall business strategy, organisations can build spaces that foster long-term growth and support their workforce effectively.

Picture: A headshot of Ian Baker, Founder of People & Places.

Article written by Dave Mapps | Published 27 October 2026

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