State of the Industry Report 2007-2008

Chapter Seven Ultimately, 24X7 infrastructure and tools will facilitate time management and flexibility that also link to the War for Talent, are critical to work/life balance, and are the cause for greatest job satisfaction and productivity. possible outcome: As outlined in CoRE 2010, collaboration has become the “dominant work style.” That means the space for collaboration is different than the space needed for individual work. With more collaborative and less assigned space, CRE must flexibly manage shifting workplace configurations used by smaller employee populations on the one hand and by expanding networks of suppliers and business process integrators on the other. As illustrated, the impacts of mobility on the nature of business and work are already pronounced. more pronounced. Long-term emphasis on the quality of lighting, air and the work environment in general is a key reason for this. Government regulation has also been a driver and will remain so. Canada should be regarded in the same context. Because of the huge stock of existing building inventory in the U.S. versus the recent emergence of smart building development as a global trend, the introduction of intelligent buildings will take longer. The likelihood of increased government regulation will push the trend but it will happen more around new instead of existing buildings. Asia, especially China, is fast becoming known for the development of smart buildings. This fast-growth region has the advantage of large-scale new development, and is capitalizing on the integration of digital and other new technologies with the built environment. chapter seven buIldIngs of the future Intelligent, or smart, buildings are another way that here’s what technology is supporting significant changes to the As outlined in CoRE 2010, collaboration has become theCore 2010 said wouldstyle.” That means “dominant work happen: • Smart buildings accelerate productivity nature of work. It’s also another important element space for collaboration is different than the in the sustainability, energy management and carbon space needed for individual work. With more collaborative and less assigned space, CRE must flexibly manage shifting workplace here’s where we are today: reduction mix. • Building the one hand and by expanding configurations used by smaller employee populations onarchitecture’s converged systems • Service-oriented building architecture Like other trends and practices, its adoption varies by networks of suppliers and business process integrators on the other. • Features e-concierge capabilities, defined processes global region. that are in place, systems and devices. • The of business driving lighting, HVAC, elevators, With Europe and Australia as the earliest regional adopters As illustrated, the impacts of mobility on the nature model is now and work are already 24/7 monitoring, fire and video surveillance of green practices, the frequency of smart buildings is pronounced: the Evidence of mobility/distributed work Accenture 45% of Office and R&D employees have a manager not located in the same site 75% of managers have at least one team member in another country or time zone Development of a typical mobile device involves teams in 9 different office locations Company -wide 200,000 hours of conference call and online meeting time every month © 2007. CoreNet G lobal. All rights reserved. 40% of the US workforce does not sit in same facility as manager 60% outside the US does not sit in same facility as manager Consulting is highly mobile, with ~90% of time working at client site, and third places (including home) Mobility for Business Practice functions varies by Geography (US/UK highest) with very strong traction in emerging markets and Asia Distributed work business model with globally spread development and Systems Integration teams supporting nearly all engagements Employee Engagement scores are positively linked to work life balance advantages of mobility. On average HP employees are present in their “office” less than 50% of a normal work day Mobility is upon us and contributes to low space utilization and a low -energy environment Buildings of the Future Intelligent, or smart, buildings are another way that technology is supporting significant changes State of the Industry 2007-2008 30 to the nature of work. It’s also another important element in the sustainability, energy http://www2.corenetglobal.org/home/index.vsp

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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