The Leader Magazine

MAR 2019

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the leader March 2019 31 space, or the landlord's owner-operated amenity space; this usually results in a 10 percent to 15 percent reduction in space required, by accessing workspace, meeting rooms and event spaces on demand. Conversations with the operator should then take place regarding the layout of space and what level of flexibility is required to implement the Flex and Core model and fully leverage this to generate genuine cost savings. Privacy and security: Inherently using shared amenities and space controlled by an operator creates additional risk to the occupier. However, mitigating factors include secured access to dedicated space, private servers, and implementation of a plan around how employees' use of space can counteract this. Most concerns are generally overplayed, as employees are increasingly mobile in any case and today's workforce will often use coffee shops and home-working. Physical product: This comes down to preference and company culture. Many operators have a cost-effective product, but it often falls short of the standards of multinational corporations. When implementing the Flex and Core model, the occupier should consider which operator to partner with and whether that operator will handle the core element of their space or simply the flex part. Often, when only using the operator for the flex element, some compromises can be made on the level of physical product. However, we are certainly seeing a flight to quality. Where is the flex in the f lex and Core model? The flex can come in lots of different ways and we have explored a range of these in the following section. One way it can be used is to take space with an operator in the same building or leverage an operator for on-demand space, such as short-term project space and access to amenities such as

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