The Leader Magazine

SEP 2018

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Page 11 of 55

12 September 2018 the leader F E A T U R E A R T I C L E Effecting change: Why are we so focused by Julie Whelan I t's here – a fourth industrial revolution, where the powerful connection between people and emerging technologies will transform every aspect of our life. This revolution will have an impact on industries in ways we might not anticipate. From app developers to Uber drivers, there are already professions affecting us that we barely knew anything about 10 years ago. And this transformation shows no signs of slowing down. The World Economic Forum states 65 percent of children entering primary school will have jobs that don't exist today. Based on a forecast by management consultants Innosight, any company on the S&P 500 today has a 50/50 chance of still being there 10 years from now. Change must be embraced and deliberate actions must be taken to stay relevant in this environment. The disruption is real. Given this backdrop of change, it's incumbent on real estate professionals to think about the downstream effect on their asset class. This includes corporate real estate (CRE) professionals tasked with creating impact through office space. Historically, "work" was an activity that happened between 9 a.m. and 5 p.m.; these hours embod- ied the bifurcation of work vs. play. As a result, the office was the defined place for work, and the vessel to access people and technology employees needed to accomplish their tasks. The building itself came to symbolize the organization, and a hierarchy of power was indicated by what neighborhood the building was in, what floor the depart- ment was on, and, ultimately, where on that floor a person was assigned. This symbol of power often correlated with pride and certainty employees had in their company and provided a stage that demanded people be seen in order to be recognized for their impact. Today, work is widely accepted as an action that takes place agnostic of place and time. The discussion of how we work is more important than where we work. Mobile devices, cloud storage, and interactive virtual-collaboration tools have freed employees from the office and, as a result, where work happens is becoming more transient. How are corporate occupiers solving for the future? With agility. Americas-based corporate real estate executives responding to the 2018 Americas Occupier Survey intend to remain agile in balancing today's requirements for highly efficient, adaptable, and experience-centric workplace environments designed to quickly adapt to future needs. The results of this year's survey highlight the strategies executives are executing for the workplace, workforce and CRE teams of the future.

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