I am an employee at Microsoft, who has had both offices and open space teams, and who has chatted with Dan about many of these points. I'd make two statements,

I am an employee at Microsoft, who has had both offices and open space teams, and who has chatted with Dan about many of these points. I'd make two statements, both are entirely my own. 1. The impact of these changes often lags the change itself, and status quo takes time to shift. Open spaces were definitely a fad for a while, and a lot of people (broader than MS) certainly started drinking the koolaid, yet it took ~decade for the rollout to really move in force. Conversely, I see far more anti-open-space articles nowadays than a decade ago. On top of this as well, bigCo corporate momentum cannot be underemphesized. IBM is still a behemoth, recent follies and very well-discussed employee-QOL-"hiccups" aside. 2. "success" is not binary. It's especially harder to judge when "product success" is often impacted by so many externalities it becomes very difficult to ask "what really is the impact of X specific factor." It becomes _even harder_ when the entire industry did this shift almost in lockstep, so finding "outliers" that are also viable employers for an individual became less and less an option. In that context, all I can bring is anecdata, and the # of peers I've worked with who dislike open spaces and will make active career choices to avoid them (myself included) seems to be growing.