The Leader Magazine

JUN 2019

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virtual and augmented reality applications, smart building systems and more. While developing internal capabilities for innovation is the most common approach for CRE in general, 62 percent of the Future Fit take innovation a step further by co-creating new solutions with partners. In contrast, only 25 percent of other CRE teams invest in co-created solutions. In fact, Future Fit leaders outpace other CRE teams in every avenue of innovation. Future Fit teams are far more likely than others to fund projects with the help of service providers and suppliers, or invest in CRE technology startups. Forty percent of the Future Fit teams have created internal incubators to encourage and finance innovations. And, Future Fit teams are far more likely to crowdsource innovations with peer companies. For example, Future Fit organizations have been first to see the value of flexible workspaces in the corporate portfolio. While some companies have added third-party coworking facilities in urban locations near young talent, others – including Honeywell, IBM, Nike and Microsoft – are creating inspirational, flexible work environments of their own. One global consumer products leader established an internal coworking space for 60 to 70 people with the goal of stimulating innovation and new ways of thinking. IBM created a new workplace concept, IBM Studios, to bring together software engineers, visual designers, user- experience staff, and other internal and external experts to focus on design- thinking on a large scale. Your journey to becoming f uture f it JLL's research shows that CRE teams that don't meet the criteria for Future Fit face some very real barriers. Of greatest concern is a lack of C-suite alignment, commitment and sponsorship. Yet, almost two-thirds of CRE executives expect their mandate from leadership to grow over the next three years, continuing the trend uncovered in JLL's 2015 global CRE survey. So, what do you need to do to achieve greater impact? The following are nine key recommendations based on the practices of the Future Fit. 1. Strengthen alignment with the C-suite. Proactively bring new ideas to the C-suite to demonstrate CRE's strategic value, and come prepared with a strong business case for improvements and required investments. 2. Establish strong collaboration with HR and IT. Establish common goals, such as talent attraction and retention and a productive workplace, and work together to create an agile and productive workplace experience that enhances employee wellbeing and engagement. 3. Augment team skills with strategic outsourcing. Review your goals against your skill sets and resources to determine where a service provider partner can add value more quickly than if you developed additional capabilities in-house. Future Fit teams partner with their service providers and others to help create, shape and manage the future of work. 4. Future-proof your CRE skill sets. Given the focus on human experience, it's no wonder that "human-experience designer" is the No. 1 most desired role for the CRE dream team of the Future Fit. Other roles to consider include data analysts, artificial-intelligence experts and others relating to human experience, data and technology. 5. Create next-generation metrics to manage the future of work. Future Fit CRE teams measure progress toward human experience and innovation strategies. With data and business intelligence, new metrics include total occupancy cost, environmental indicators, continuous user satisfaction, real-time space utilization, innovation spaces and HR outcomes. 6. Pursue high-tech ambitions. Future Fit teams lead the way to the technology-enabled workplace powered by smart-building systems. An important first step is to identify goals and collaborate with IT or a service provider to develop a CRE technology strategy, roadmap and business case for each investment. 7. Embrace the human experience. Future Fit teams focus especially on improving employee wellbeing as a driver of engagement and productivity. Providing the right space for the right work and incorporating design elements, such as natural light and plants that enhance wellbeing, are good ways to start. 8. Get innovative. New ideas can come from internal and external sources, which is why Future Fit teams tend to develop innovation ecosystems. Potential approaches include creating an internal process or incubator for exploring new ideas, partnering with your service providers, investing in startups and more. 9. Think "flexible." For nearly half of all CRE teams, increasing the flexibility and agility of their real estate portfolios is among their top three human-experience goals. By building flexible space into your human-experience strategy, you also help your portfolio – and your organization as a whole – adapt to a dynamic workforce demands and achieve greater business agility. Where are you in your journey to f uture f it? Clearly, CRE today is about far more than spaces and places. Rather, it's about helping organizations transform their business and operational models for competitive advantage. As our research shows, the Future Fit teams are well on their way to achieving success as they work to create, shape and manage the future of work. As you consider your CRE strategies and initiatives for the coming years, it may be time to assess: Where are you in your journey to Future Fit? 32 JUNE 2019 th E l E ad E r Sanjay r ishi is a mericas C e O for Corporate Solutions at JLL.

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