The Leader Magazine

SEP 2018

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the leader September 2018 13 on workplace change? "When appropriately delivered, the workplace can make the office an integral vs. optional piece of an employee's success." a gile real estate: the what, how and why What is agile real estate? Workplace environments and space agree- ment structures that are dynamic and nimble in supporting organizational objectives and employee needs – today and tomorrow. How do you achieve agility? Create a unique and implementable strategy that increases productivity, drives efficiency, creates appropriate flexibility and delivers rich experiences to employees and tenants. Why does agility matter? Agility delivers more effective workplaces and assets, and streamlined portfolios, that help drive better business performance, attract and retain talent and tenants, and increase asset value. Source: CBRE Technology has broken the boundaries of 9-to-5 and the workforce sees the world as its workplace. With work now possibly done anywhere and at any time, employees are struggling to find "work-life balance." Companies are recognizing the challenge, responding with policies and services that provide the evolved no- tion of "work-life integration," and supporting com- munity and ease of life. Job candidates are choosing potential employers based on culture, community and purpose over legacy. The era upon us will only further influence this transformation of "how we work." Although "how we work" is changing, for many of us "where we work" is still waiting for a taste of that transformational change. As employees engage with work in new ways, they require an evolved workplace to support them. As tools and technology allow us to be more decentralized, place is what brings us together. When appropriately delivered, the workplace can make the office an integral vs. optional piece of an employee's success. But even with a utopian work- place environment, the office will likely never again be the sole place employees need to frequent to achieve success. CRE executives are increasingly focused on this and, in turn, what it means for their strategy. Although efficiency remains paramount, the focus is 600 500 400 300 200 100 0 1983 1985 1987 1989 1991 1993 1995 1997 1999 2001 2003 2005 2007 2009 2011 2013 2015 o ffice s pace a bsorption per Job a dded ( sf /new job) Source: CBRE Econometric Advisors, Q4 2017 broadening to achieve high-performing workplaces that support employee engagement, while being a nimble asset for the organizations they serve. We have been busy changing The changing landscape of office space is not a new phenomenon, but the drivers for change have taken on a new rhythm. Since the global financial crisis in the U.S., the ratio of space absorbed to new jobs added is strikingly low at 115 square feet (10.7 sq.m.),

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