State of the Industry Report 2007-2008

Chapter Seven • Our 2007 research tracks with the Gallup survey predictions and shows a remote work adoption rate of 20%, compared to the 25% forecast for 2010. • Nearly two-thirds have stopped providing assigned workspace to at least 10% of their workforce. ‘Working with others while in different times and different places will become the dominant work style of the future, replacing non-interactive work, which was the dominant work style of the past.’ gsa workplace matters • Typical measurements today are cost per workstation and cost per person housed, or square-foot per person, so that higher-level measures appear to be forthcoming. • Nearly two-thirds, however, still do not measure the effectiveness of remote worker support so that by 2010, more tracking of this key productivity indicator is likely. what will it look like by 2010? • The 2007 survey found that nearly half of CRE departments are already supporting home working initiatives. • This supports the point that the other half are expecting to obtain and use the technology (video conferencing, wireless, laptops, PDA’s, broadband, etc.) to enable remote work. • IT has the highest involvement of support functions involved with CRE and workplace initiatives, but much less so with HR, an IRIS-related gap for CRE to close by 2010. • The enterprise’s desire to reduce cost and workers’ desire for more flexibility will make the so-called 2010 ‘social contract’ a ‘win-win’ proposition and more of a certainty in the next few years. beyond 2010: • The old views of “space entitlement” and “if I can’t see them, they aren’t working,” are dissipating. • Companies are increasingly “loosening of the reins” from the sheer weight of the cost of occupying space, if not for other reasons ultimately leading to the attainment of agility and competitive advantage. • As technology’s steady advance enables more mobility and flexibility, companies will have the option of not building or leasing new space. • Workplaces practices also lend themselves to performance measurement, and while most companies today still measure efficiency, usually in terms of cost, the ability to measure effectiveness, mainly through revenue, satisfaction and productivity, will one day complete the evolution toward CRE as the enterprise source for key performance indicators (KPI’s), especially in the workplace management context. chapter seven Graph Source: Corporate Agility and Agility Packard: A Revolutionary New Model for Competing inNew World, 2007, Charles E. Grantham, a Flat Graph Source: Corporate Hewlett and Hewlett Packard: A Revolutionary a Flat Model for Competing in et al. World, 2007, Charles E. Grantham, et al. Beyond 2010: State of the Industry 2007-2008 27 o The old views of “space entitlement” and “if I can’t see them, they aren’t http://www2.corenetglobal.org/home/index.vsp http://www2.corenetglobal.org/dotCMS/kcoAsset?assetInode=1916122

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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