An Analysis of Content from the UK Flexible & Serviced Office Industry

Research by FlexSpace Consulting

Executive summary

The flexible-office industry has embraced LinkedIn.

Operators use the platform to promote new buildings, announce deals, celebrate customers, showcase interiors, recruit employees, discuss the future of work and demonstrate their involvement in the communities they serve.

But there is a fundamental question that many operators appear not to be asking:

What actually gets people to engage?

To investigate this, we analysed publicly accessible LinkedIn content from a selection of major UK flexible and serviced-office operators and related industry participants, looking specifically at the subjects, formats and characteristics of posts that generate visible engagement.

The operators examined include organisations such as Orega, Fora, Huckletree, Landmark, Clockwise Offices, Bruntwood, Workspace Group and x+why.

The research produces several clear conclusions.

First, the best-performing content is rarely a straightforward sales advertisement.

Second, people appear to generate more engagement than buildings.

Third, stories, achievements and genuine human experiences are particularly powerful.

Fourth, industry opinion and thought leadership can generate considerably more conversation than standard workspace promotion.

Finally, many operators appear to be using LinkedIn primarily as a broadcasting channel when its greatest value may be as a conversation channel.

The methodology

This study used publicly accessible LinkedIn information.

We searched and reviewed publicly indexed company pages, posts and associated LinkedIn content relating to flexible workspace, serviced offices, coworking, managed offices and commercial workspace.

The research considered:

• reactions/likes where publicly displayed;

• comments;

• reposts/shares where visible;

• post subject;

• post format;

• use of photography/video;

• promotional versus editorial content;

• customer involvement;

• employee involvement;

• events;

• thought leadership;

• community activity;

• company announcements; and

• industry commentary.

LinkedIn's own Page analytics framework uses metrics including reactions, comments, reposts and engagement rate, making these appropriate measures for assessing content performance. (LinkedIn)

However, this research does not claim to represent every post published by every operator.

LinkedIn's public search infrastructure does not provide unrestricted access to complete historical company feeds or private Page analytics. Consequently, the results should be regarded as directional industry research based on publicly observable content.

That distinction is important.

The purpose is not to produce a league table with false precision.

The purpose is to identify what appears to work.

Who is actually using LinkedIn?

The answer is: virtually every significant flexible-office operator.

But there are substantial differences in how they position themselves.

For example, Orega describes its proposition around flexible workspace, technology, customer service and helping businesses work better. Its LinkedIn presence has around 9,500 followers. (LinkedIn)

Landmark has more than 16,000 followers and positions itself around the experience of working rather than simply providing physical space. (LinkedIn)

Huckletree has more than 19,000 followers and emphasises its community and the businesses within it. (LinkedIn)

Fora has more than 26,000 followers and frames its proposition around different ways of working and individual workstyles. (LinkedIn)

The Office Group's LinkedIn presence is considerably larger again, with more than 40,000 followers, although the group now focuses its consumer-facing proposition around Fora. (LinkedIn)

This provides an important piece of context:

Follower count is not the same thing as engagement.

A company can have a large audience and still produce relatively uninteresting content.

Conversely, a smaller operator or an individual employee can generate disproportionate engagement when they publish something genuinely interesting.

The first big finding: people beat property

This is perhaps the clearest conclusion from the research.

Flexible-office companies sell space.

Their customers, however, buy an environment in which people work.

That distinction matters enormously on social media.

A photograph of an attractive meeting room can demonstrate quality.

A photograph of the people using that meeting room can tell a story.

The second is much more likely to create an emotional response.

This can be seen repeatedly in the industry.

Orega, for example, recently highlighted employees participating in a charity challenge supporting Air Ambulance Charity Kent Surrey Sussex. The post centred on people, achievement, teamwork and charitable activity rather than office availability. (LinkedIn)

Huckletree similarly combines workspace content with events and conversations involving businesses, government, technology and the wider entrepreneurial community. Its publicly visible updates include discussion of AI deployment in government alongside workspace-related promotion. (LinkedIn)

This suggests a fundamental principle:

Don't market the desk. Market what happens because the desk exists.

The second big finding: announcements are useful, but stories are stronger

Operators understandably want to announce:

• new buildings;

• new centres;

• new customers;

• expansions;

• new products;

• awards;

• partnerships;

• promotions.

These posts have a legitimate business purpose.

But there is an important distinction between an announcement and a story.

Consider the difference.

Announcement

"We're delighted to announce the opening of our new Leeds centre."

Useful.

But predictable.

Story

"Three years ago we identified this building as one of the most interesting opportunities in Leeds. Today the first members moved in..."

Now there is a narrative.

There is a reason to keep reading.

There is something to discuss.

Office launches are still valuable

This doesn't mean operators should stop posting about buildings.

Quite the opposite.

A new centre provides some of the best raw material an operator can have.

Clockwise, for example, uses location-specific content to showcase its buildings. A recent post about Clockwise Leeds describes the architecture, natural light, terraces, Club Lounge and different ways members can use the space. (LinkedIn)

Orega similarly uses individual-centre content to explain available workspace, facilities and location benefits. (LinkedIn)

The lesson is that the building itself isn't necessarily the problem.

The problem is how it is presented.

"Four new offices available."

is a sales message.

"Here's why we designed this particular workspace differently."

is a story.

The second gives people something to engage with.

Thought leadership creates a different type of engagement

One of the most interesting patterns is the amount of industry discussion generated by individuals rather than corporate pages.

A good example is Matt Watts discussing the 2026 flexible-office market and mentioning operators including Juntos, TOGETHER.SPACE, Co-Space, Clockwise, FigFlex, Landmark, Huckletree, The Work Project, Runway East, Spacemade and Orega. His post generated visible discussion around the state and future of the market. (LinkedIn)

Another example comes from Richard Smith, whose discussion of flex brokerage economics attracted substantial commentary from industry professionals. One response from Orega's Zach Douglas provided a detailed perspective on broker fees and the relationship between operators and brokers. (LinkedIn)

These are important examples because the engagement isn't simply:

"Great post!"

It becomes:

"I agree."

"I disagree."

"Here's what we're seeing."

"This is how it works in our market."

That is much more valuable.

Comments are arguably more valuable than likes

A like tells you:

"I saw this and approved of it."

A comment tells you:

"I cared enough to respond."

For a B2B business, that distinction is significant.

Consider the type of post likely to produce comments:

Low-conversation content

New office now open.

Higher-conversation content

We've opened five centres this year. But here's what we've learned about what customers actually want from a flexible office...

The second invites opinions.

This is particularly important for FlexSpace Consulting.

The objective shouldn't simply be maximising reactions.

It should be creating content that gets property owners, occupiers, operators and industry professionals talking.

The "human story" effect

One of the strongest examples identified during the research isn't actually a corporate post.

It's a personal post from an employee working at Regus.

James D Sloper published a light-hearted post about Twinings drinks being provided to clients at Regus Broad Quay. The post subsequently passed 100 likes, with the author publicly celebrating the milestone and thanking people for engaging. It also generated a series of comments. (LinkedIn)

Why is this interesting?

Because it wasn't:

• a new centre;

• a property announcement;

• a corporate press release;

• a market report;

• a promotional offer.

It was essentially:

"Something nice happened in our workplace."

And people responded.

That is a powerful lesson for operators.

Employees are an underused marketing asset

The previous example illustrates a much bigger opportunity.

A company might have:

• 50 employees;

• 200 employees;

• 500 employees;

• thousands of employees.

But only the corporate LinkedIn page is being used as a publishing channel.

That leaves an enormous amount of potential reach unused.

Imagine a new centre opening.

The company page publishes:

"We're delighted to announce our new Manchester workspace."

Perhaps 500 people see it.

Now imagine:

• the CEO posts about the strategy;

• the centre manager posts about the building;

• the sales director discusses the market;

• the community manager posts about the opening event;

• employees share photographs;

• customers post their own experiences.

Suddenly the same event becomes multiple stories distributed through multiple networks.

This is particularly powerful because personal LinkedIn accounts can feel substantially more authentic than corporate pages.

Community is a major content opportunity

Flexible workspace is fundamentally a community business.

Yet many operators still market it primarily as property.

That is a mistake.

Huckletree is particularly interesting in this respect. Its positioning explicitly talks about creating a "home where businesses thrive", with community teams becoming an extension of members' own businesses. (LinkedIn)

x+why takes an even more explicit approach, positioning itself around purpose-led businesses and the relationship between purpose, people and profit. (LinkedIn)

This gives these operators enormous potential content territory:

• member success stories;

• introductions between members;

• collaborations;

• events;

• networking;

• community achievements;

• customer milestones;

• employee stories;

• charitable initiatives.

The office becomes the setting rather than the product.

Corporate social responsibility performs an important role

CSR content can sometimes be dismissed as corporate "box ticking".

But genuine community and charity stories are different.

Orega's recent post about its team supporting Air Ambulance Charity Kent Surrey Sussex demonstrates how a company can connect its employees, community and purpose. (LinkedIn)

These stories are naturally human.

They involve:

people + emotion + achievement + purpose.

Those are excellent ingredients for social content.

The key is authenticity.

A post saying:

"We're committed to sustainability."

is generic.

A post showing:

"Our team spent Saturday helping X organisation achieve Y."

is a story.

Promotional posts have a place - but shouldn't dominate

Operators obviously need to sell offices.

LinkedIn can generate leads.

There is nothing wrong with saying:

"We have offices available."

The problem occurs when almost everything becomes a sales message.

One publicly visible example from Clockwise is a promotional offer providing the first month free with a 12-month private-office agreement. (LinkedIn)

That type of post has a clear commercial purpose.

But if a company's feed consists primarily of:

• office available;

• new office available;

• meeting room available;

• discount;

• book a viewing;

• new office available;

the audience quickly learns that every post is an advertisement.

And once that happens, engagement becomes much harder.

The strongest content categories

Based on the publicly observable content reviewed, I would rank the major content categories approximately as follows.

Important: these scores are an analytical framework derived from the patterns observed, not measured LinkedIn engagement scores. They should not be presented as empirical industry averages.

The biggest opportunity: turn properties into stories

This is where the research becomes particularly relevant to flexible-office operators.

A conventional property marketing post might say:

"Our new Birmingham office is now open."

A stronger version could say:

"When we first saw this 1930s building, it had been empty for 18 months. Here's what we changed - and why."

Now you have:

Problem → decision → transformation → result.

And that creates a narrative.

You can then break the same project into multiple posts:

Post 1

Why did we choose the building?

Post 2

What was wrong with the building?

Post 3

How did we redesign it?

Post 4

What did customers tell us they wanted?

Post 5

Meet the team who delivered it.

Post 6

The first customer moves in.

Post 7

Three months later: what we've learned.

One building can therefore generate months of content.

What about photographs?

Photographs clearly remain important.

Workspace is inherently visual.

Beautiful interiors provide an obvious source of content.

But photographs become considerably more interesting when there is context.

Instead of:

"Our new meeting room."

Try:

"We originally designed this room for eight people. After talking to members, we changed the layout to make it work better for hybrid meetings. Here's what we changed."

Now the photograph supports a story.

Video is potentially underused

Video has another major advantage.

It allows operators to show:

• people;

• buildings;

• events;

• customers;

• design;

• personality;

• atmosphere.

A 30-second walk-through of a building can do more than ten photographs.

But again, the video shouldn't simply be:

"Here's our beautiful office."

The strongest format is likely:

"60 seconds inside the office our members chose as their new HQ."

The difference is subtle but important.

The first promotes property.

The second tells a story.

The importance of opinion

There is an enormous amount of generic content in the flexible-office sector.

Everyone talks about:

• hybrid working;

• the future of work;

• employee wellbeing;

• flexibility;

• sustainability;

• collaboration.

The problem is that these subjects have become clichés.

The solution is opinion.

Instead of:

"Hybrid working is changing the workplace."

Say:

"I think the flexible-office industry has got hybrid working wrong."

Now people want to know why.

Or:

"Why I think serviced offices are going to become more expensive, not cheaper."

Or:

"The biggest mistake landlords make when launching flexible workspace."

Or:

"Why most office operators are measuring the wrong thing."

You don't have to be controversial for the sake of controversy.

You simply need to have something worth discussing.

What operators should stop doing

The research suggests several common weaknesses.

1. Stop making every post a brochure

LinkedIn isn't an online property brochure.

2. Stop talking exclusively about yourselves

Ask:

Why would someone who doesn't know us care?

3. Stop relying on generic industry clichés

"Work has changed forever."

"People are at the heart of everything we do."

"We're shaping the future of work."

These statements have become almost meaningless through repetition.

4. Stop hiding the people

Your employees are an asset.

Show them.

5. Stop treating comments as a vanity metric

A comment can create a relationship.

A relationship can create a meeting.

A meeting can create a customer.

What should operators post instead?

A strong flexible-office LinkedIn strategy could follow something like this:

Again, these are recommended strategic allocations, not observed industry averages.

The important principle is that sales content becomes one part of the mix rather than the entire mix.

A particularly important lesson for FlexSpace Consulting

There is an even bigger opportunity here.

FlexSpace Consulting isn't a workspace operator.

That means you don't have to compete with operators on:

"Look at our beautiful new office."

Instead, you can own the industry intelligence space.

For example:

"We analysed 500 flexible-office LinkedIn posts. Here's what we found."

"The 10 things flex-office customers actually engage with."

"Why your office availability posts aren't generating leads."

"The most engaging flexible-office content of 2026."

"What 20 flex operators are doing differently on LinkedIn."

"The flexible-office industry's biggest LinkedIn mistake."

This positions FlexSpace Consulting as someone who understands the market rather than simply selling into it.

The real lesson: engagement isn't the objective

There is a danger in conducting research like this.

You can become obsessed with:

likes → comments → shares.

But those aren't necessarily the ultimate business outcomes.

Imagine two posts.

Post A

10,000 views500 likes80 comments

Post B

1,000 views30 likes2 comments

But one of those two comments says:

"We're a landlord with 100,000 sq ft of surplus office space. Could we talk?"

Post B is worth considerably more to a consultancy or operator.

Therefore, the ultimate hierarchy should be:

Reach → engagement → conversation → relationship → opportunity → revenue.

The objective isn't to win LinkedIn.

The objective is to use LinkedIn to win business.

Conclusions

The publicly observable evidence from flexible-office LinkedIn activity points towards a fairly clear conclusion.

The industry's strongest opportunity is to move away from property marketing and towards storytelling.

The most compelling content tends to have at least one of the following characteristics:

It involves people.

It tells a story.

It expresses an opinion.

It teaches something.

It creates emotion.

It celebrates an achievement.

It invites discussion.

It demonstrates something rather than merely describing it.

The physical office remains important.

But the office should increasingly become the stage on which the story happens.

That is a fundamental change in approach.

The 25 posts every flexible-office operator should consider

Based on the research, here is the content playbook I would recommend.

• Meet the person behind the centre

• Why we chose this building

• The transformation: before and after

• A member success story

• A customer explaining why they moved

• The biggest lesson from opening our latest centre

• Something we got wrong — and fixed

• Three things customers told us this month

• An unpopular opinion about the office market

• What landlords don't understand about flexible workspace

• What occupiers don't understand about flexible workspace

• A day in the life of a community manager

• The most interesting thing that happened in our centre this week

• Meet one of our members

• A member-to-member collaboration

• A charity/community initiative

• An employee achievement

• A behind-the-scenes video

• An office-design decision and why you made it

• An industry statistic — with your interpretation

• A prediction for the next 12 months

• Something everyone in the industry believes that you disagree with

• A question to the industry

• A lesson learned from a difficult customer situation

• A transparent look at something happening behind the scenes

The common denominator is simple:

Don't just tell people what you sell. Give them a reason to care.

Final assessment

This research should not be presented as "we analysed every LinkedIn post from every serviced-office provider", because publicly accessible LinkedIn data doesn't support that claim reliably.

It can, however, legitimately be presented as:

"An analysis of publicly observable LinkedIn content from leading flexible and serviced-office operators."

That is both defensible and commercially useful.

The next stage I'd recommend is substantially more quantitative: build a defined universe of perhaps 30–50 UK operators, collect the publicly discoverable posts from each, record every visible engagement figure, categorise the posts, and produce a genuine Top 100 ranking. That would allow us to replace the directional conclusions in this article with actual tables such as "Top 20 posts by comments", "Top 20 by reactions", "Top 20 by engagement per 1,000 followers" and "content type versus average engagement."

That would make this a particularly strong FlexSpace Consulting lead-generation report, rather than simply an article.

Indicative LinkedIn content potential

Directional assessment based on publicly observable patterns in flexible-office LinkedIn content; this is not a measured industry-wide engagement dataset.