State of the Industry Report 2007-2008

Chapter Seven result Most participants agree that adoption of mobile work will increase significantly by 2010. There are many potential barriers, some of which are only recently coming into focus: • Denigration of the corporate brand - Minimized time for face-to-face contact - IBM: you must come into office twice weekly - Delusion of loyalty (service provider) - No overt coaching or mentoring (end user) • Push-back from subordinates to remote management - No one’s there when I’m in the office - Provide the tools needed to work remotely o Furniture, connectivity, phone • Flip the portfolio balance - Space weighted to collaboration - Free addressing allowing for plug and play of all telecom - Touch-down space, hoteling, hot-desking, unassigned space - Space reservation systems are important o Secure temporary space o Find out where people are • Daunting complexity - An exercise in orchestration, change management - Top-down support is crucial - Build it and they will come – yes or no? - Legal liabilities of individuals working from home • Designing space to span multi-generational differences - Need structure and standards - Capitalize on major changes like new products or M&A’s • Global regional differences - Access to sun light, windows, fresh air required by law in some European countries - Japan is more formalized, yet end user’s office there has a high adoption rate of remote work ‘What’s in it for me?’ life style choice even in Japan • Middle management continues to be the slowest adopter • It is a barrier to manage someone who is not in the office every day. There is less camaraderie and less culture in working mobile. Now, today, there is no continuity at work • It changes the way you manage and we need training on how to do that other aws obstacles: • Company culture- the challenge is not the need, but the desire to do it • Regional views: West Coast vs. East Coast • Gross margin: the more margin, the less reason to do AWS • Dollars and cents: need to cost justify everything • Competition with business units for funding workplace solutions Slower adoption happens because enterprise solutions are difficult, complicated • Pilot programs and launches work much better • Take very best of real estate to run pilot • Tremendous investment required so unless clear savings can be shown, difficult to implement • Capital one’s “future of work” case is a good example chapter seven State of the Industry 2007-2008 33 http://www2.corenetglobal.org/home/index.vsp http://www2.corenetglobal.org/dotCMS/kcoAsset?assetInode=3045946

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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