With more workplace apps and systems available than ever before, why are so many large organisations facing a DRIP (data rich, information poor*) dilemma? In a new UnWork blog mini-series, we look at the urgent challenge of workplace and real estate tech fragmentation—its risks and how to move beyond them.

The Path to Fragmentation

Organisations have long invested in technology to boost innovation, productivity, employee experience, and real estate outcomes. From communication through Teams or Slack to HR apps, room bookings, IoT sensors, and building systems—today’s workplaces gather immense amounts of granular data on experience and performance.

However, what began as a drive for best-of-breed solutions has led many enterprises into a complex patchwork of overlapping, underutilised, and disconnected applications, many of which legacy systems.

These silos operate in isolation, increasing costs and complexity, especially as the pressure mounts to simplify operations in the age of AI.

More Integrated Data Ecosystems, not More Data

Many of the leaders managing extensive global workplace portfolios are forced to switch between separate tech stacks, each with unique data, metrics, and levels of detail.

The issue isn’t a lack of data, but rather its fragmentation—making decision-making more difficult and less reliable.

Bridging these divides is now a core need. Like the major tech firm we helped consolidate over 25 separate data streams, helping sharpen their insights into office utilisation, we see many organisations seeking to unify their data landscape. This “connecting the dots” work is becoming common, as so many still find themselves overwhelmed by the sheer number of isolated data sources. 

For employees, fragmented systems can be just as disruptive. Switching between apps for bookings, access, and collaboration creates friction and technology overload, ultimately undermining the workplace experience.  

Clearly, fragmented data undermines both leadership decisions and employee engagement. The question remains: is the answer to add yet another tool that claims to centralise everything, or is a fresh approach to data strategy required? 

In our next post, we’ll examine key strategies to bridge fragmentation, enabling better workplaces and more effective real estate. 

Note: 

* The expression ‘data rich and information poor’ was first used by Thomas J. Peters and Robert H. Waterman in their 1982 business book ‘In Search of Excellence: Lessons from America’s Best-Run Companies’. This goes to show that organisations having access to extensive amounts of data but lacking the capability to convert that data into actionable insights is not by any means a new problem.