Is Cisco’s New Workplace the Future of Employee Wellbeing?

As hybrid working patterns continue to shape employee expectations, leaders face the challenge of rethinking the purpose and value proposition of the office and workspace . 

Cisco's recent workplace redesign efforts hint at a fundamental change: the modern workplace is moving from a site for task execution to a destination for collaboration, problem-solving, mentorship and cultural connection.

In the modern workplace, an employee’s working day is increasingly dynamic. While they may come onsite for a workshop or team session, that is rarely their only activity. 

According to Cisco, if workplaces fail to support a full spectrum of needs, including private calls or periods of deep focus, the perceived value of coming to the office can drop. 

Building on this, a report by Christian Bigsby, Cisco’s Senior Vice President of Workplace Resources, and Sarah Walker, Chief Executive of Global Sales in UK and Ireland, emphasises that today’s workplaces must be built around flexibility, adaptability and human experience.

Neuro-inclusivity inspiring workspace design

Central to this evolution is the role of inclusion as a design imperative rather than a tick-box exercise. 

Cisco notes that while its workplace strategy has long prioritised accessibility, its focus has now expanded to include neuro-inclusion. 

This involves designing environments that acknowledge the different ways individuals think, process information and experience their surroundings. 

As workforces become more cognitively diverse, Cisco believes leaders must ensure their environments support a wide range of working and thinking styles. This approach could suggest that resilient workplaces must adapt to these differing experiences to ensure every employee can thrive.

This philosophy was applied in the renovation of Cisco’s Finsbury Circus office in London. During the redesign, the company identified a gap: while its offices were built for collaboration, they did not always support the full range of cognitive and sensory needs. 

In response, Cisco developed neuro-inclusive guidelines, addressing lighting, acoustics, sensory zoning and material choice.

The London office now includes:

• High and low-stimulation zones
• Open sight lines for reduced anxiety
• Quiet areas with dimmable lighting
• A single-person reflection room for sensory recovery
• Improved air quality enabled by sensor technology

Acoustic comfort is addressed through soundproof rooms and strategic printer placement, while neutral palettes and tactile materials help minimise overstimulation.

Embedding inclusion in talent strategy

Cisco’s approach extends beyond workplace design, embedding inclusion into its people and talent strategy. 

According to Cisco’s Purpose Reporting Hub, inclusion is a core business competency, accelerating innovation by connecting people across differences. 

A key pillar of this is Cisco's Inclusive Communities, which covers 31 employee-led groups spanning various identities and experiences. These provide networking, leadership development and allyship opportunities for thousands of employees globally.

Leaders are also encouraged to sponsor talent through Cisco’s “Multiplier Effect” programme. The programme helps to advocate for high-potential individuals and foster career advancement. This approach to building an inclusive culture is paired with investment in people development.

A culture of development and belonging

In fiscal year 2024, Cisco spent over US$1,700 per full-time employee on training, with an average of 25.6 hours of development. 

Employees are empowered through self-directed learning and mobility across roles, enabling them to align their strengths with Cisco’s evolving business needs.

Cisco’s hybrid work philosophy frames flexibility and empathetic leadership as critical to wellbeing. 

By fostering a culture of proximity, through meaningful one-to-one conversations between leaders and employees, Cisco aims to build deeper understanding, trust and belonging. 

Cisco’s people and talent strategy is not just about inclusion or training as standalone initiatives; it’s about building a conscious, connected culture where every individual can contribute and grow.