State of the Industry Report 2007-2008

Chapter Seven the ChangIng nature of work and workplaCe Less traditional and more flexible workplace practices were first identified by Corporate Real Estate 2000, the body of research introduced in the 1990’s by one of CoreNet Global’s predecessors, IDRC. It was within CRE 2000 that the concept and actual practice of telecommuting first emerged as part of the universe of so-called ‘alternative workplace strategies’ also benchmarked by CoRE 2010 through the Gallup Organization in our study on the “Changing nature of work and the workplace.” The use of AWS by large companies is becoming more prevalent. In a sense, the ‘bleeding-edge’ workplace practices from only a decade ago have gone main stream. The innovations of the 1990’s are now more standards as best practices are being adopted on a much wider scale. But innovation, though less frequent, continues to evolve and new best practices continue to emerge. The AWS migration pattern away from traditional work solidified in 2007. tradtIonal ways of workIng • Focus on place • Performance based on “time in” • Supervision • Team members co-located • Design based on status, hierarchy • Empty space held “just in case” the emergIng way • Focus on work • Performance based on results • Mentoring and coaching • Virtual team, mobile individuals • Design based on functions/tasks • Space provided “just in time” HP’s Move to Mobility • Less risk by combining flexible workplaces with flexible leasing options • The rising cost of energy and the resulting use of less space • Creating environments to attract and retain talent, or knowledge workers • Using the workplace to enhance a company’s brand image or product line • The strengthening linkage of workplace and sustainable practices to talent The enterprise’s key characteristic of success — agility — is being increasingly defined through the framework of the flexible workplace. Like other drivers such as globalization, technology and outsourcing, effective workplace strategies add value to the enterprise and to competitive advantage. That’s why, of all the CRE value drivers contributing to the enterprise, workplace management stands out as the area where CRE professionals have most effectively differentiated themselves in our mission to elevate the status of CRE to a strategic asset. CRE is in fact proving to be the premier partner to the enterprise in the area of workplace as the use of AWS by large companies is becoming more prevalent. The successful launch of Corenet global’s workplace Community in 2007 reflects the rise of workplace management on the corporate agenda and a growing number of distinct leadership opportunities for CRE professionals. Click here for more information. here’s what Core 2010 said would happen: • Almost like a mirror reflecting the globally networked enterprise, “the role of the CRE executive must become enabling work wherever it takes place – and supporting individuals working in many different places at different times,” CoRE 2010 offered. • A resulting tendency by companies to allocate office and other space by the degree of use at any given time rather than by the total headcount of an office or enterprise will mean that 25% of knowledge workers would work remotely. • We also predicted that “tighter integration is needed between IT, HR and CRE functions.” here’s where we are today: • Our March, 2007, study on Corporate Real Estate Workplace Trends shows evidence of a healthy 2010 adoption rate of unassigned space, space utilization, mobility and other AWS features. Click here to view survey key findings. chapter seven other aws InfluenCIng faCtors: • Shift to Information Age, intellectual capital and knowledge workers • Pressure to reduce real estate footprint and drive down occupancy costs • Demand to improve efficiency, business processes and productivity • Increased space utilization and decreases in the use of assigned space • More flexibility to respond to change and enhance continuity State of the Industry 2007-2008 26 http://www2.corenetglobal.org/home/index.vsp http://www2.corenetglobal.org/dotCMS/kcoAsset?assetInode=368558 http://www2.corenetglobal.org/home/info_center/global_press_releases/press_release_38.vsp http://www2.corenetglobal.org/home/info_center/global_press_releases/press_release_38.vsp http://www2.corenetglobal.org/learning/communities/workplace/index.vsp http://www2.corenetglobal.org/learning/communities/workplace/index.vsp http://www2.corenetglobal.org/learning/communities/workplace/index.vsp http://www2.corenetglobal.org/dotCMS/kcoAsset?assetInode=1161851

Table of Contents Feed for the Digital Edition of State of the Industry Report 2007-2008

State of the Industry Report 2007-2008 Contents Chapter 1: Introduction : CoRE 2010 Framework and Report Structure Chapter 2: The Changing Business Environment Chapter 3: Executive Summary of Key Findings and Conclusions Chapter 4: CoRE 2010 Adoption Rate Chapter 5: Sustainability/Corporate Social Responsibility Chapter 6: Global Sustainability Survey and Roundtable Findings Chapter 7: Workplace Practices/Work Environments Chapter 8: Workplace Related Issue: The War for Talent Chapter 9: Asset Management/Portfolio Optimization Chapter 10: Solutions Delivery Chapter 11: Location Strategies/The Strategic Role of Place Chapter 12: Location Related Issue: Site Selection Morphs to Portfolio Alignment Chapter 13: Strategic Competencies/Enterprise Leadership Skills Chapter 14: Competencies Related Issue: The War for Talent in Corporate Real Estate (CRE) Chapter 15: Integrated Resources Infrastructure Solutions – IRIS Chapter 16: Technology and the Web Chapter 17: Technology Related Issue: Removing the Obstacles to Industry Data Standards Acknowledgements and Sources

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