The coolest coworking spaces in Bucharest are waiting for you to forget about your home office: some offer a spectacular view, others have amazing designs, but all provide the best amenities and a welcoming atmosphere.<img src="https://pluriastrapistorage.blob.core.windows.net/strapi/assets/Coworking_Bucuresti_Stamina_10ec132885.jpg" alt="Coworking Bucuresti, Stamina"><h2>Stamina Workspace</h2><a href="https://pluria.co/ro/coworking-spaces/1889/romania-bucharest-stamina-workspace" target="_blank" rel="noopener noreferrer">Stamina</a> is a space designed to make you feel at home – as shared by the founder, Mihaela Stîngă (read the interview with her <a href="https://pluria.co/blog/stamina-mihaela-stinga" target="_blank" rel="noopener noreferrer">here</a>). The coworking space is located near Cișmigiu and offers a cozy setting, with open space work areas, a meeting room, and phone booths for calls – everything you need to work efficiently.📍 Address: Bucharest, Strada Constantin Mille 18.📲 What you can book via Pluria: 15 desks • 2 rooms.<img src="https://pluriastrapistorage.blob.core.windows.net/strapi/assets/Coworking_Bucuresti_Hotspot_c54419199c.jpg" alt="Coworking Bucuresti, Hotspot"><h2>Hotspot SkyHub or Workhub</h2><a href="https://pluria.co/ro/coworking-spaces/497/romania-bucharest-hotspot-skyhub" target="_blank" rel="noopener noreferrer">Hotspot SkyHub</a> awaits you on the top floors of Orhideea Towers, offering a spectacular view of Bucharest. <a href="https://pluria.co/ro/coworking-spaces/39/romania-bucharest-hotspot-workhub" target="_blank" rel="noopener noreferrer">Hotspot Workhub</a> is the ideal place for you if you work in a hybrid environment and are looking for a space that inspires productivity.📍 Skyhub address: Bucharest, 15A Orhideelor street, Floors 13 and 14. Workhub address: Bucharest, 82-98 Griviței street.📲 What you can book via Pluria at Skyhub: 16 desks • 8 rooms. At Workhub: 15 desks • 11 rooms.Read also: <a href="https://pluria.co/blog/coworking-space-mexico-bogota-counity">Counity Coworking: A Leader in Coworking Workspaces in Bogotá</a><img src="https://pluriastrapistorage.blob.core.windows.net/strapi/assets/Coworking_Bucuresti_Mindspace_e0f0d92f06.jpg" alt="Coworking Bucuresti, Mindspace"><h2>Mindspace Victoriei or Pipera</h2><a href="https://pluria.co/ro/coworking-spaces/131/romania-bucharest-mindspace-victoriei" target="_blank" rel="noopener noreferrer">Mindspace Victoriei</a> focuses on design and offers elegant and flexible workspaces, no matter the size of your team. You can work remotely either from the city center or from <a href="https://pluria.co/ro/coworking-spaces/130/romania-bucharest-mindspace-pipera" target="_blank" rel="noopener noreferrer">Pipera</a>.📍 Mindspace Victoriei Address: Bucharest, 15-17 Ion Mihalache Boulevard, 1st Floor. Mindspace Pipera Address: Bucharest, 4-6 Dimitrie Pompeiu Boulevard, Globalworth Campus A, 6th Floor.📲 What you can book through Pluria at Mindspace Victoriei: 10 offices • 8 meeting rooms. At Mindspace Pipera: 15 offices • 14 meeting rooms.Read also: <a href="https://pluria.co/blog/coworking-S%C3%A3o-paulo">Top Coworking Spaces in São Paulo, Brazil</a><img src="https://pluriastrapistorage.blob.core.windows.net/strapi/assets/Coworking_Bucuresti_V7_3e9f1c0585.jpg" alt="Coworking Bucuresti, V7"><h2>V7 Startup Studio</h2><a href="https://pluria.co/ro/coworking-spaces/2/romania-bucharest-v7-startup-studio" target="_blank" rel="noopener noreferrer">V7 Startup Studio</a> connects you with startups, investors, and freelancers, in a space that fosters innovation, right in Piața Romană. It’s the perfect place to focus on your projects in a professional and creative atmosphere.📍 Address: Bucharest, 5 D.I. Mendeleev Street, 1st Floor.📲 What you can book through Pluria: 6 offices • 3 meeting rooms.<img src="https://pluriastrapistorage.blob.core.windows.net/strapi/assets/Coworking_Bucuresti_Commons_274ed03c25.jpg" alt="Coworking Bucuresti, Commons"><h2>Commons Unirii or Romană</h2><a href="https://pluria.co/ro/coworking-spaces/9/romania-bucharest-commons-unirii" target="_blank" rel="noopener noreferrer">Commons Unirii</a> offers a vibrant atmosphere in a historic building in the heart of Bucharest, as well as another location in <a href="https://pluria.co/ro/coworking-spaces/8/romania-bucharest-commons-romana" target="_blank" rel="noopener noreferrer">Piața Romană</a>. You’ll enjoy high ceilings, a lounge with a fireplace, and shared spaces that will inspire you every time you work remotely from there.📍 Commons Unirii Address: Bucharest, 5 Halelor Street, 2nd Floor. Commons Romană Address: Bucharest, 5 Nicolae Iorga Street.📲 What you can book through Pluria at Commons Unirii: 25 offices • 4 meeting rooms.At Commons Romană: 25 offices • 2 meeting rooms.Read also: <a href="https://pluria.co/blog/coworking-spaces-mexico-city">Top Coworking Spaces in Mexico City for Focused Employees</a><img src="https://pluriastrapistorage.blob.core.windows.net/strapi/assets/Coworking_Bucuresti_Random_House_61a4318725.jpg" alt="Coworking Bucuresti, Random House"><h2>Random House</h2><a href="https://pluria.co/ro/coworking-spaces/2042/romania-bucharest-random-house" target="_blank" rel="noopener noreferrer">Random House</a> is located in a spectacular bourgeois house and offers you a unique coworking space with both indoor and outdoor areas, perfect for working in a pleasant and productive environment.📍 Address: Bucharest, 69 Vasile Lascăr Street.📲 What you can book through Pluria: 20 offices • 1 meeting room.Read also: <a href="https://pluria.co/blog/cafes-bucharest">The best Cafés in Bucharest to work remotely</a><h2>How to work with Pluria in the coolest coworking spaces in Bucharest:</h2>1. Book your desk directly through the <a href="https://pluria.co/download-app" target="_blank" rel="noopener noreferrer">Pluria app</a>.2. Check in at the coworking space you chose and get ready for a productive day.3. Enjoy the experience and come back whenever you want! 😊If your employer has a contract with us, your subscription is already covered.Don’t have access to Pluria yet?Pluria offers a collaborative solution designed specifically for companies and their teams, through an app that opens access to a network of coworking spaces and cafes in 14 countries across Latin America and Europe.To benefit from Pluria, ask your employer for access. You can work from a variety of spaces, perfectly complementing your home or office setup.Fill out the <a href="https://pluria.co/get-started" target="_blank" rel="noopener noreferrer">form</a> to get in touch with us!

Coworking Bucuresti

Coworking spaces in Bucharest for more efficient remote work

“I don’t want a linear career,” “I don’t even want a portfolio career. I want a portfolio life.”Might be thoughts in our minds, maybe, but for sure, comprised in a fantastic book of Christina Wallace in The Portfolio Life: <a href="https://www.amazon.com/Portfolio-Life-Future-Proof-Career-Worthy-ebook/dp/B0BSL8Z5CW/ref=sr_1_1?crid=3PRF9EOCV6P72&amp;dib=eyJ2IjoiMSJ9.BtLpJh4rhvH-agVQl9I-U0lh7Ulj7zftmCLicVwIDin6_U2qCsgG98S-QaT0wLeHZpQMZE1ZoH7hGWSQ3f55Q6-k27fBd0sch9lgZNZP-t9RNx8k8FVbMbqPF4KWi4caerXO3vyV0cZbqqLDhq1AZ92SeCcKKdfr_j-ILTa0JBgF3fEb2sXSU90iZQB7zo3cUWFIAAHX6U9-8IsBlUnw9Mcq5raNW6gNPxg6JEH5vps._u6i1aGRYugr6GCvXu58AHEZTGX6d0s8XPX1GbZmxCc&amp;dib_tag=se&amp;keywords=portfolio+life&amp;qid=1730971245&amp;s=digital-text&amp;sprefix=portfolio+lif,digital-text,220&amp;sr=1-1">How to Future-Proof Your Career, Avoid Burnout, and Build a Life Bigger than You</a>.<h2>The Portfolio Life</h2>After just about setting the scene, by the author, stating that despite being better educated than our parents, millennials are the first generation in American history to be worse off economically, I would dare do go further in geography, as some of the reasons behind, named by the author, might be the same in other places too.&nbsp;So why? Because earnings have stagnated, industries have cratered, the cost of housing, health care, and education have ballooned, and “innovations” in capitalism like moving employees off the balance sheet and turning them into permalancers, gig workers, or contract hires without benefits or future prospects rippled beyond Jack Welch’s much-lauded tenure at GE to become the norm for many of the biggest companies looking to boost their quarterly reports to Wall Street.&nbsp;Read also: <a href="https://pluria.co/blog/the-life-intense">The Pressure to Slow Down</a>She is quoting Anne Helen Petersen too, that was granting millennials the title of the “<a href="https://www.amazon.com/Cant-Even-Millennials-Burnout-Generation-ebook/dp/B081TRRXC7/ref=sr_1_1?crid=2EAWAL6JDMU1T&amp;dib=eyJ2IjoiMSJ9.CZSg-8jHbIGf9lGSEut8R07V5iQyGvszcu5QTKZoT9BKup1u9JYfsyWK_HmnI_I3u_jHUiFcJzD3aYAFEWxbPlX7CaeIs_SxefC3MILnreMg6Br2kuKGUDbExO-VumyoyvEsUe9eYx9vSBg98OUpyNjC0F2jCTXN9cJ360De0LjrLGYGcF71J-dM_RLJywkQDnJWhB6c9mrIXPkqy07f4BkBwuPaXH8Z4U9ib3PkUjo.ErOojX38PDGazgTxDjedPv6A_FGWpyTd6oZAKfbDI_0&amp;dib_tag=se&amp;keywords=Anne+Helen+Petersen&amp;qid=1730969973&amp;s=books&amp;sprefix=anne+helen+petersen+,stripbooks-intl-ship,327&amp;sr=1-1">Burnout Generation</a>.” “Burnout and the behaviors and weight that accompany it aren’t, in fact, something we can cure by going on vacation. It’s not limited to workers in acutely high-stress environments. And it’s not a temporary affliction: It’s the millennial condition. It’s our base temperature. It’s our background music. It’s the way things are. It’s our lives,” she wrote.&nbsp;I leave these thoughts with you, as Millennial, to be very precise, a Xennial (did you know? Are the one born between 1977 and 1983). I personally let my mic to drop reading the author’s micro elevator pitch: “I’ve often described myself as fluent in three languages: English, math, and music.” Oh well, this is mine: corporate and business lover, academia sympathizer, former cello player and avid music consumer. This is why, I found some music in my ears, related to Christina’s point, that like the arts, tech startups are a place where uncertainty, creativity, and opportunity go hand in hand.&nbsp;Building something from nothing can be terrifying, but it also can give you the space to think beyond the status quo and imagine something bigger, something better. And if this sounds heavy, here comes the resolution: the power of a portfolio. It is as dynamic as you are, ensuring you have what you need for each season of life without taking your eyes off your goals. Because, of course, we are more than work. More but not as quantity, but as diversity. I am sure that many of us, reading and my writing this book recensions, do love our work. But let me add a “s”. Probably we actually love our works! As we love ideas, friends, neighbors, children, colleagues, all the countless categories with plural.&nbsp;Read also: <a href="https://pluria.co/blog/nestle-sidonia-bodianschi">Sidonia Bodianschi, Nestlé: Flexibility is part of Nestlé’s culture</a>Identity. Optionality. Diversification. Flexibility. These are the four pillars of the Portfolio Life about Christina Wallace details the book. The Portfolio Life isn’t about the future of work; this is the present of work. This model of separating work from identity, embracing optionality, de-risking through diversification, and gaining flexibility is one that anyone from any generation can adopt.&nbsp;The term portfolio life was first coined in by <a href="https://www.amazon.com/Age-Unreason-Charles-Handy/dp/0875843018">Charles Handy in his book The Age of Unreason</a>. He bristled at the notion that your life’s work should be one narrowly defined job and instead argued it could be a collection of passions, interests, and hobbies. And than she brings into her book an another fantastic reference. In the early s, business school professors Jeffrey Dyer, Hal Gregerson, and Clay Christensen undertook a six-year study to uncover the origins of creativity, particularly in innovative companies.&nbsp;They studied the habits of innovative entrepreneurs and surveyed more than 3000 executives and 500 individuals who had started companies or invented products. What they found were five “discovery skills” that distinguish creatives in business: associating, questioning, observing, experimenting, and networking. The core skill—the “backbone”—is associating, anchoring the other four skills in place like the double helix of DNA. “Associating, or the ability to successfully connect seemingly unrelated questions, problems, or ideas from different fields, is central to the innovator’s DNA,” they wrote in a article in <a href="https://hbr.org/2009/12/the-innovators-dna">Harvard Business Review</a>.I agree with the statement that doing just one thing is the riskiest career move we can make. This is where a portfolio can be most powerful. Anyone who sees their career as a singular job or professional path must face the binary choice of “work” or “don’t work” at these moments. If we allow our identity to be greater than job title, and take advantage of optionality and diversification, we might find flexibility when we need it the most.Read also: <a href="https://pluria.co/blog/stamina-mihaela-stinga">Mihaela Stîngă, Stamina: “I created the space as if people were coming to my home”</a><h2>We will have many lives within this one life.&nbsp;</h2>Yes, read again. Isn’t a revelation? Now let me propose some scenarios comprised by the author, in just very few words, looking at potential types of portfolio lives:<ul><li>Moonlighters: they have a primary, often full-time, responsibility and one or more secondary projects that they make work during down periods like nights and weekends. Your more traditional “day job” likely provides financial stability while your projects on the side might offer creativity, community, growth, and/or income diversification. For some, moonlighting is a model they stick with throughout their career. For others, it’s an on-ramp to a zigzag or multihyphen model. In either case, it’s an opportunity to try something new, bring in another source of income, maintain an interest and community that is outside your main line of work, or all of the above. How is moonlighting different from a side hustle? Probably it is as a choice, an opportunity to spend significant time and energy on a side project that you may or may not monetize. It could be a small entrepreneurial endeavor, a serious hobby, or a meaningful volunteer gig. It brings you fulfillment in a way that your day job may not, and you are in control of your commitments.&nbsp;</li><li>Zigzaggers: as a model of interdisciplinary jumps and diagonal moves between seemingly unrelated industries and functions. Sometimes unfairly judged as being “flighty,” zigzaggers pursue their various interests (mostly) one at a time, even when the connections between their choices don’t make sense to the outside world. Zigzagging can feel harder than just picking up a side project like moonlighters do; we invest a lot of time, effort, and money into pursuing a career path and to make a zig or zag into something else completely unrelated requires both the courage to quit the first path and an investment in a new one. Another huge benefit of the zigzag model? The ability to exit an organization or industry that is on the decline or being disrupted, transporting skills to another sector with more viable prospects.</li><li>Multihyphenates: while zigzaggers invest their energy in one principal area at a time, multihyphenates dig into multiple fields at the same time, either by pursuing several lines of work simultaneously or by merging two (or more) fields into a new line of work altogether. These are people who place more of an equal emphasis on their various professional interests, unlike moonlighters, whose side project(s) often need to take a back seat to their day job. The challenge for multihyphenates is how to fit their interests together, which often requires crafting a custom career path rather than following a road that’s already paved. Multihyphenates will tell they find their work incredibly fulfilling, standing in two (or more) worlds simultaneously.</li></ul>Read also: <a href="https://pluria.co/blog/what-is-remote-work">What is remote work. Understanding the future of employment</a><blockquote><h2>I knew who I was this morning, but I’ve changed a few times since then.&nbsp;</h2>Lewis Carroll, Alice’s Adventures in Wonderland.&nbsp;</blockquote>I will leave you with this citation from this book, and with a few closing phrases, that hope will be an invitation for you to read the entire book, that is full with really easy to visualize, test, try or even to practice and implement tools.&nbsp;So there are many ways to craft a Portfolio Life. “But at a high level, the goal is to design a combination of work, community, hobbies, volunteering, and personal time (including rest!) that collectively meets your needs by utilizing the skills, networks, and interests in your Venn diagram.&nbsp;You can’t do everything all at once, but you should be able to make progress on your most important priorities at any given time. And when your priorities change or your needs transform, you can rebalance or rebuild your portfolio altogether.”

The Portfolio Life

Before 9 and after 5, and in between

When I was really (really!) young and got my first job (in 2004), I had no idea what organisational values were. Actually, in my first role as an broadcast assistant for a Romanian radio station, the values that guided me were simple: be on time, do your job right, don’t make mistakes and learn fast. So organisational values were actually personal values.&nbsp;Once I moved into the IT world, working for an international company, things started to get a little more complex. In our customer support team, there were talks about values that we are looking for in the people we work with, about how to bring the right people on board or how to work together better by all adhering to the same principles and having the same work ethic. Organisational values were basically team values. I even remember that my welcome email included the following:The most important rule is the rule of common sense. -&gt; common sense1. Whatever you need, you ask for and your colleagues will help you. -&gt; helpful2. Whatever problem you encounter, you communicate it. -&gt; communicative3. If you have an idea, you share it and – if possible – we will make it happen. -&gt; resourceful4. Anything else you think you can handle, you let us know. -&gt; proactiveIt was probably my first encounter with having values inside a team and – although at that moment I did not realise it – these values guided me throughout my entire time within the company. Things moved fast from there on and I found myself 10 years later, working for the same company, leading the exercise in which we were defining the company values. I had come full circle.&nbsp;A lot has changed since, but the importance of organisational values only grew stronger. Fate should have it that I am leading the same values exercise in Pluria right now – but with a lot more experience – and so this topic is really close to my heart. And here are the reasons why I think having these values from the start matter.&nbsp;<h3>It’s about your behaviour, it’s not about you</h3>This is a hard lesson to learn, especially if you are Eastern European (like me). We have been raised with the narrative that we are our behaviour and that if we do something bad, we are bad and if we do something good, we are good and there are no grey areas in which you could be just a child, learning, making mistakes, acting both good and bad, basically… being human.&nbsp;I feel like this mindset can be easily changed for such cultures, when we introduce values and explain to people how these may reflect in your behaviour, but not necessarily define you as a person. The values we share as a group aim to address all those nuances and doubts that we bring with us from our childhood or our national culture. By clearly stating what are the things that we all appreciate, we focus on what behaviours and actions we want to encourage and help reframe some of the biases and prejudices around them that we grew up with.&nbsp;Speaking up, being bold, failing fast, experimenting or learning from mistakes are all great ways of encouraging people to unlearn what they were taught in their school years and how these actions might have sounded disrespectful or wrong to their parents and teachers, but are perfectly acceptable, even celebrated in a professional environment.<img src="https://pluriastrapistorage.blob.core.windows.net/strapi/assets/happy_woman_sitting_sofa_using_laptop_home_1024x683_a87bb5aef3.jpg" alt="" width="1024" height="683"><h3>Breaking some of the (invisible) barriers</h3>Depending on where your company is born, you can use a values exercise to address some of the issues that you anticipate you might be having with national culture. The Culture Map is a great resource for understanding how the people in your company might react to criticism, like to communicate or make decisions. So if you anticipate you might be having issues making fast decisions because everybody wants to come to an agreement before anything is done, having FAST as a value might be a great way to tackle that.&nbsp;For example, being BOLD is not something that is appreciated in a lot of countries. Having the courage to speak up, stand up for yourself, try new things or challenge your superiors is received with a lot of scepticism and pushback. Introducing this as a company value can be a great way of showing the team that you are looking to build a company where people feel safe to act like this, without being apprehended about it.&nbsp;The flip-side of this is that if your team is already pretty bold, you might need to explain to them what behaviours that might look bold, but are actually inconsiderate and are not accepted inside the company. The reality is that if you do not explain these behaviours to people, they will act to the best of their ability to embody the values and sometimes, they might cross a line. So to break these barriers, you need to be as clear and as honest as possible about what works and what does not. And give people time to practice and adjust.&nbsp;<h3>A sense of belonging</h3>Of course, one of the main reasons why values matter is because they give us a sense of belonging. It is one of our most basic needs – as humans – to belong to a group. I am convinced that a business can function without mission, vision or values, but would never thrive or have great success. At least not in these times. I have been part of all types of companies from startups to corporations and I could clearly see the difference between having these, even if they were informal, and not having them at all.&nbsp;Still, our sense of belonging is not just about some words we’ve seen on our company’s website or were asked to remember on day one of onboarding, it’s more than that. Usually, when we have our company values clear from the beginning, all of the recruitment, promotions or changes inside the teams are done based on that. So the sense of belonging is built step by step, because people can see and feel that the values they appreciate and they were attracted to are actually embodied by everybody in the company.&nbsp;<h3>Setting the direction and the pace</h3>One of the most important aspects of business life is strategy. However, there is a saying that culture eats strategy for breakfast, meaning no matter how well-designed your strategic plan is, it will fall flat unless your team shares the appropriate culture. So I feel that having a vision, a mission and values addresses both these major components of a company’s success. The first two define generic aspects of your strategy, but the third one clarifies in what ways and through what behaviours you will get there.&nbsp;For example, in a technological company, having INNOVATION as a core value sets a different pace than if you choose SAFETY. Both can co-exist, of course, but the speed with which innovation is done is very different when it is coupled with a value such as keeping customers safe.&nbsp;&nbsp;<h3>That one value that steals the show</h3>Sometimes, one of the values might be the one that has the most impact on people. One of the values that really took me by surprise in one of my previous roles was HUMBLE. Normally, the values that companies choose are related to doing your best work, succeeding as a team or offering a great customer experience. But this was such a basic human quality and seemed so contradictory to the company’s mission and some of the other values it had. Whilst my desire to be and act with humbleness was so strong, I was having a hard time understanding how to do so without appearing submissive or unassertive or even worse, displaying behaviours that seemed to be the opposite of what being humble means.&nbsp;I can definitely say that this was one of the most complicated journeys of discovery for me. I had to learn how to best embody a value in a way that is both representative of my personality, but also of what the company was aiming to achieve and became wiser in the process. And even if Merriam-Webster’s definition of HUMBLE is still a little far from my interpretation, I managed to find my own way of being humble: by listening to others and making sure they feel heard, by being curious and never thinking I have the best answers and by always offering sincere apologies and admitting quickly when I was wrong, no matter how painful that might have been.&nbsp;<h3>Cultures are local, but values are universal</h3>Finally, I think the best contribution that values bring to a company culture is that you manage to create your own culture inside your team, that will tower over everything you do. We all come from such different backgrounds and cultures, that it is almost impossible to create a perfectly functioning team by just giving people something to do. I feel that when we choose our values and officially share them with the team and state their importance, we give everybody the tools they need to communicate better, resolve conflict or figure out solutions.&nbsp;If we want to have autonomous, responsible and proactive people, we need to set up the context in which they will make their decisions and give them the tools they need in order to make them fast and not worry whether their choices, style or personality are liked or not. Values allow us to be authentically ourselves, while at the same time co-existing, working and even succeeding with a group that, even if diverse, will still understand our behaviour.&nbsp;I guess what I am trying to say is values are crucial to building a great company. If you are a founder, an executive or working in human resources, I strongly recommend that you go through this exercise and immerse yourself fully in it. I can guarantee that when you do it, you will also discover what are the anti-values that you never want to promote inside the company and sometimes that is just as powerful as finding your values. I would say that we should all probably share both sides of the story with the team: what we want and what we don’t want our company to stand for, because both are just as important.&nbsp;And while it may not be immediately obvious, having your values clear from the beginning will make your life so much easier. It will give you the clarity you need to overcome obstacles, make hard decisions or have the patience to implement them whilst everyone else might be questioning your ways of thinking. And making things easier in such a complicated and competitive world is a value that we should all embrace.&nbsp;

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Organisational Values and Why they Matter

During Colombia Tech Week, one of the most significant tech events in Latin America, Pluria had a key presence, standing out in two unique spaces that allowed us to connect with industry leaders and professionals. This event in Bogotá was the perfect stage to drive conversations about the future of remote and hybrid work and to introduce the latest developments of our platform.<img src="https://pluriastrapistorage.blob.core.windows.net/strapi/assets/Pluria_cofounders_cd414206b2.png" alt="Pluria cofounders.png" width="1086" height="570">On Wednesday, August 28, at Rooftop Santorini, we hosted the Chill &amp; Talk: Redefining the Future of Work event, bringing together partners, clients, and new allies in a dynamic and interactive setting. In this exclusive space, we announced for the first time the arrival of Pluria 2.0, the new version of our app, featuring updates designed to enhance team collaboration and provide tools that optimize the performance of remote and hybrid teams. It was a moment to share ideas on how companies can leverage flexible workspaces and beyond to improve their employees' efficiency and productivity.<img src="https://pluriastrapistorage.blob.core.windows.net/strapi/assets/Go_Fest_Bogota_ac4a1c4ee6.png" alt="GoFest Bogotá.png" width="1086" height="570">In addition to this event, as part of Colombia Tech Week and GoFest, our co-founder, Andrei Crețu, had the opportunity to participate with his talk Launchpad for the Global Future of Work. During his presentation, our co-founder discussed the current challenges faced by companies with distributed teams and how technological innovation can be key to overcoming them. He emphasized the importance of tools that facilitate the use of private offices, coworking spaces, and effective talent management through clear data and performance indicators.<img src="https://pluriastrapistorage.blob.core.windows.net/strapi/assets/Colombia_Tech_Week_5ae5afedfb.png" alt="Colombia Tech Week.png" width="1086" height="570">Both moments at Colombia Tech Week were crucial for Pluria to showcase how our platform is helping companies adapt to the new realities of hybrid and remote work. Pluria’s active participation in this event strengthens our position as leaders in transforming the future of work, not only in office spaces but also in flexible environments that foster collaboration and performance.This event was just the beginning of the exciting news features that are <a href="https://pluria.page.link/Q3F3">already here.</a> From now on, users will be able to enjoy some new functionalities of Pluria 2.0, a solution designed to transform team management in various work environments, from coworking spaces to traditional offices. Stay tuned for our upcoming updates, as we will soon reveal more enhancements and innovative tools to drive the evolution of work with Pluria!

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Pluria at Colombia Tech Week: Innovation and Collaboration for Work's Future

Sometimes it seems like the very invitation to slow down as a pressure itself. At least for me. I think that sometimes there are moments when we stretch ourselves, we push the boundaries, we have peaks of activity, but then, and both, afterward and before, we try to maintain a personalized normal. Slow, semi-slow, very slow, not slow at all. Or fast. Or intense.&nbsp;<h2>The Life Intense: A Modern Obsession</h2>This summer, a friend suggested a few days of disconnection. I liked the idea; we traveled by train, and I, for one, decided to do nothing, or multiple nothings. At most, to listen to music and at least to sleep, to bask in the sun. My friend brought some books with her, and in all this context, I browsed through one of her books:&nbsp;<a href="https://www.amazon.com/Life-Intense-Obsession-Speculative-Realism/dp/1474437125/ref=sr_1_1?crid=3B1PC7Q1ZIDQA&amp;dib=eyJ2IjoiMSJ9.4xL-bqmGcBF4UrE79ICUIE5QuMKzop9gXc-TG9LniJnGjHj071QN20LucGBJIEps.fUDXSDBEfAgcoL1TcOeLJ54FzW_V9XML3nz1TsKiSDo&amp;dib_tag=se&amp;keywords=the+life+intense&amp;qid=1730039433&amp;s=books&amp;sprefix=ther+life+intense,stripbooks-intl-ship,211&amp;sr=1-1" target="_blank" rel="noopener noreferrer">The Life Intense: A Modern Obsession</a>, by Tristan Garcia.&nbsp;I expected a critique of speed, and I got one. The abstract and philosophical concept seemed complicated at first, then just complex, and finally, when the author provided a bit of resolution and even a rehabilitation of speed, I made peace with the book. What I call speed in daily life, the author placed in a different context, speaking about intensity.Read also: <a href="https://pluria.co/blog/7-books-on-trust-betrayal-and-repairing-relationships-in-organizations">7 Books on Trust, Betrayal, and Repairing Relationships In Organizations</a>The text explores the concept of the "electric person" or "intense person." The author believes that this type of person lives in a metaphysical state that embraces constant change and intensity, preferring it to static identities or absolute truths. This person is heroic in their refusal to cling to stable identities, thriving in a world characterized by constant variation. Instead of interpreting reality through fixed concepts, the electric person seeks to amplify their perceptions, living life intensely and energetically.&nbsp;This person rejects the promise of a better future life and focuses instead on the experience of the present, intensified and continuously amplified. The intense person challenges their limits to fully update their capabilities in all areas of life—physical, intellectual, emotional—seeking perfection not in a completed, idealized state, but in the act of continuous intensification. They thrive through new and intense experiences to avoid monotony, finding meaning through the continuous renewal of life's intensity.The author argues that as intensity has become normalized, it has been quantified and rationalized in society, becoming the opposite of what it originally represented. Instead of representing what was elusive or unquantifiable, intensity has now been dissected into measurable figures, creating a model of the "intense person." In sports, for example, this change is evident, with athletics becoming a demonstration of maximizing human potential rather than a revival of ancient rituals.&nbsp;Read also: <a href="https://pluria.co/blog/remote-book-recommendation">Reading recommendation: on remote work in a memorable book</a>Modern society standardizes these intensities into a form of conformity, pushing individuals to seek ever more extreme sports. This endless pursuit of intensity often provokes a sense of alienation and even depression, as society imposes the paradox of infinite growth and the impossibility of achieving complete satisfaction. Contemporary philosophy and sociology have extensively explored the collapse caused by the modern pressure for continuous intensity, labeling this phenomenon burnout, exhaustion, or collapse.&nbsp;Jonathan Crary warns of a model that attacks sleep to promote uninterrupted activity, creating a "Burnout Society" as described by Byung-chul Han. Psychoanalyst Alain Ehrenberg describes this situation as a world in constant change, where maintaining intensity becomes increasingly difficult. Initially, the term "burnout" described collapse induced by addiction, but it now refers to the emotional exhaustion of workers overwhelmed by the demands of intense productivity. Pascal Chabot observes that performance demands ultimately undermine self-actualization. This endless intensity leads to psychological and social suffering, highlighting a paradox: the more we pursue intensity, the more we weaken it.The concept of intensity, while seemingly opposed to logic, follows a paradoxical logic. When individuals or societies pursue intensity as a guide, they become trapped in a self-destructive cycle, where the increase in intensity leads to the loss of the initial experience. Routine becomes the price paid to maintain perception and thought. We arrive at "routine progress," where each acceleration of intensity simultaneously generates disappointment and distance from past experiences. This phenomenon is evident in economic or technological promises, which, while captivating, make the present seem insufficient. Ultimately, progress and its pursuit generate a sense of monotony, haunted by the unconscious cycle of routine that diminishes authentic enthusiasm for the future.Read also: <a href="https://pluria.co/blog/the-subtle-art-of-giving-up-false-hope">The subtle art of giving up false hope</a>“Primaverism,” the ethos of living each experience as if it were the first time, emerges as a response to the routine effect that erases the novelty and intensity of life. While routine erodes the feeling of progress and novelty, the intensity of a first-time experience remains preserved in memory. Each moment could be reframed as a “new beginning,” reviving the routines of life. Maturity might involve learning to live experiences as if they were new, even if we have lived them many times before.I declare myself intensely connected to this phenomenon and still digesting this perspective, which I adopt in numerous contexts. Still digesting. Less when I’m in a hurry, and when things gain intensity!

The Life Intense

The Pressure to Slow Down

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