This study makes a significant contribution to the evolving field of strategic facility management by addressing the underexplored intersection of hybrid work models and office space transformation in the post-COVID-19 era. Unlike earlier research that predominantly focused on remote work effectiveness or real estate cost reduction in isolation, this study provides a holistic evaluation of how hybrid work trends are shaping corporate facility strategies in the Baltic context. The originality of the research lies in its empirical basis—grounded in qualitative interviews, survey responses from leading Baltic corporations, and document analysis, which has produced a context-specific framework adaptable to regional economic and social conditions. Another novel contribution is the application of the seven-step redesign process model, developed by the authors, which guides organizations in transitioning from traditional office use to a hybrid work ecosystem. This model integrates technological, psychological, spatial, and managerial components – elements that are rarely combined systematically in similar research. It reflects how organizations can build agility into facility planning while maintaining productivity and employee satisfaction. The study also introduces a nuanced categorization of office work models in Latvia, such as activity-based offices and shared workplaces, and correlates them with performance metrics. This typology has not been previously explored in the Latvian context with such specificity. By highlighting the diverse interpretations and implementations of hybrid work strategies across sectors, the research challenges the assumption of a one-size-fits-all model and opens new avenues for adaptive facility planning. These findings significantly enrich the academic and practical understanding of post-pandemic workplace restructuring.