State of the Industry Report 2007-2008

Chapter Seven possible outcome: With today’s forward-thinking, results-driven companies reinventing the whole concept of ‘going to work,’ today’s CRE professional will wear three hats reminiscent of the Enterprise Skill Set: real estate executive, IT strategist and human resources manager. In regard to the latter, the ability to proactively drive change management – influencing the internal support for new ways of working among company employees – will be a highly sought-after skill set. Consider that healthy majorities of those we surveyed in 2007 introduced or expanded desk-sharing (73%) and stopped providing unassigned space (65%), so there’s plenty of demand for effective change management even now. related Case studIes Hewlett Packard’s “Move to Mobility” via the Workplace Community, Nokia’s “Mobile Workplace Story” via the China Chapter, GSA’s “Workplace Matters” via 2007 Global Innovator’s Award finalist cases, and the Hearst Corporation’s New York integrated workplace transformation via LEADER Magazine, May 2007.) for more information click here workplaCe, teChnology and the web Like globalization, information technology and the Worldwide Web are broad forces enabling and often defining today’s networked enterprise model. From a CRE perspective, technology and the Web are key reasons why the nature of work is changing, and how CRE departments are able to optimize the globally integrated real estate portfolio and supply chain. Information technology (IT) is a multifaceted dimension of CoreNet Global’s CoRE 2010 predictive body of research that now surrounds: • Mobile and flexible work • Building technology and ‘smart’ buildings • Portfolio analytics (See chapters 16 and 17.) Mobility, flexibility and building technology are drivers of collaborative work. This confirms one key facet of collaboration, the CoRE 2010 expectation that “by 2006, the virtual team will be the fundamental structure for knowledge work.” new enVIronments for workIng As CoRE 2010 pointed out, technology “is an integral part of the workplace” and that “mastery of its applications in support of work . . . is the overarching and evolving challenge for CRE.” The use of technology to create flexible and mobile work environments is a strong point for CRE executives. High-speed broadband, wireless, mobile technologies, social media, video conferencing and other advances are all being effectively applied in workplace transformation initiatives largely in partnership with the corporate IT department and service providers, as our 2007 workplace trends research showed. The potential for corporate flexibility to increase dramatically around workplace practices is growing every year, as is the leadership opportunity for CRE executives and their partners. One reason: technology advanced even faster than our CoRE 2010 forecast in 2004. • Broadband speed and capacity are no longer major concerns. • Security and access have also improved greatly. For these and other reasons, the environments for new ways of working continued to evolve in a more pronounced way in 2007 and will continue to accelerate, especially in the context of collaborative or team work. chapter seven hewlett paCkard’s moVe to mobIlIty Mobility is the centerpiece of HP’s recent workplace transformation initiative. The strategy is to reduce the company’s real estate holdings, occupy fewer sites globally but increase the effectiveness of the remaining sites. Director of Workplace Services for North America, Renée Leach, describes HP as “a forward-looking company” that wants to get ahead of the AWS adoption curve and take advantage of the opportunities presented by a more mobile workforce and redesigned workplaces. four key goals drive the strategy: • An integrated set of space, technology and service solutions providing a productive work environment • Well-utilized resources supporting various work styles • A combination of workspaces to meet both independent and collaborative work • Flexible, measureable programs that can change to accommodate continuous workforce and workflow evolution LEADER Magazine Executive Profiles, and Corporate Agility, page 21 State of the Industry 2007-2008 28 http://www2.corenetglobal.org/home/index.vsp http://www2.corenetglobal.org/dotCMS/kcoAsset?assetInode=2961816

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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