The Leader - January/February 2008 - (Page 14) r e al- liFe Wor k pr a ctices: m a pp i NG G lo Bal W o rkp lace s trate G Y aNd me as Uri NG s Ucc e s s reGioNal diFFereNces Adoption of Workplace Strategy varies by region and country according to infrastructures, efficiencies and cultural norms. early adopters United States Canada United Kingdom rising implementation Australia Sweden The Netherlands initial stages China Taiwan Indonesia solutions should enable the knowledge worker to elevate individual performance and job satisfaction while allowing the company to achieve overarching objectives which often include reduced costs and improved productivity. Measurable and predictable value is created in terms of an organization’s people, profits and processes. While these and other beneficial outcomes can be expected from a well-designed program, the question remains: How do you design yours? positioNiNG For sUccess irreversiBle impetUs Within the next two years, nearly every major company in the world will have adopted some form of Workplace Strategy. This is largely due to powerful forces such as technology. Technological advances have broken down the once-rigid boundaries of the conventional workplace and the tradi- As we continue to focus on the enablers and address the barriers of Workplace Strategy in various regions, global adoption will continue to gain momentum. tional workday. Today, the technological impetus for Workplace Strategy is universal and irreversible, and programs continue to gain traction globally. There is also a continuing shift toward collaborative work. The typical knowledge worker’s output is increasingly dependent upon group activities and input. Gartner Dataquest suggests that individual work has decreased from approximately 40 percent of all work accomplished in 2000 to 30 percent today, and will decrease further to 20 percent by 2010. Because technology enables individual work to be completed from anywhere, the office is becoming a hub to accommodate this increasing collaboration. siGNiFicaNt valUe oF Workplace strateGY We can now identify and classify the characteristics of successful Workplace Strategy programs. These characteristics can be used as benchmarks for measuring the effectiveness of a company’s Workplace Strategy. In designing and evaluating programs worldwide, Jones Lang LaSalle has categorized the components of success within four core enabling functions: value proposition, human capital, real estate and facilities, and technology. value proposition n Alignment with business drivers – Setting the foundations of the strategy so that business objectives are clearly communicated and documented n Awareness – Assuring the community of stakeholders understands the value, and that appropriate messages are developed for each stakeholder n Metrics – Developing clearly defined metrics that are understood, monitored and managed human capital Participation – Determining the number of participants involved in a Workplace Strategy program (of those Adoption of Workplace Strategy is embraced because of its compelling value proposition. Workplace Strategy brings value in a host of ways to different stakeholders as it corresponds to underlying behavioral, financial and competitive forces. Well-designed n 2 0 0 8 the le ade r 14 J aN Ua rY / F e B rUa r Y
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