The Leader Magazine

DEC 2018

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the lea D er December 2018 17 by Dusty Duistermars T o many corporate real estate (CRE) professionals, the difference between smart buildings and intelligent workplaces is still unclear. Deloitte's The Edge building in Amsterdam might still be one of the best examples of both. However, new tools like queue management, "do not disturb" desk lights, smart whiteboards, smart desks, telepresence, and autonomous reception and security technologies continue to broaden the landscape. If you've witnessed JLL's "Day in the Life" technology workshop, you've seen first- hand how the Internet of Things (IoT) is fundamentally changing the functionality of our workplaces. Over the next three to five years, the gold standard will become a high- touch experience with hyper-personalized, technology-driven services that anticipate employee preferences and streamline common tasks. Many of these futuristic workplace technologies are already on the market today; it's not science fiction. Just as "smart" consumer technologies have transformed our residences into "smart homes," similar technologies are available for the office, too. And, if you're fighting the war for talent, as most industries are, a high-tech, responsive workplace can be a tool for talent recruitment and retention. Many Millennials expect the workplace to offer the same integrated technologies and interactive tools as their homes – and they're disappointed when the office lags behind. However, for most organizations, creating the intelligent workplace will be a journey rather than a sudden leap. Adopting new technologies requires not only financial resources, but also investment in new processes and change management to help end- users embrace new tools and systems. In short, Rome wasn't built in a day and your intelligent workplace won't be, either. In our experience with CRE, HR and corporate IT teams, workplace transformation generally happens in phases. From the status quo, the typical office advances to the connected workplace, to the smart workplace and, finally, to the intelligent workplace. The following describes each phase and its potential for return on investment. The status quo From the employee's perspective, the conventional workplace isn't necessarily technologically enabled to foster productivity or job satisfaction. Something as basic as booking a conference room can equal frustration when rooms either are not available when needed, or are booked yet sitting empty. And, the workspace might be too hot, too cold or too stuffy because the HVAC doesn't respond to occupancy levels or individual preferences. Overhead lights might be bright even when natural daylight is available. Simple requests for more hand towels or printer ink might require a phone call or formal work-order request. Behind the scenes, the CRE and facility management (FM) teams are using an outdated single-purpose application for space management or a limited integrated workplace-management system (IWMS) that is not fully delivering a return on investment. Occupancy planning is less effective than it could be because the organization lacks real- time or point-in-time utilization data, making it difficult to understand exactly how and when space is being used. Building operations are less efficient than they could be, too. The operating systems for HVAC, chillers, elevators and other equipment are siloed, so the FM team has little access to a holistic view of building performance trends. Nor can it implement next- generation predictive maintenance practices that reduce costs and improve energy efficiency.

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