CBRE Workplace Strategy
CEOs have a new strategy in the
unending war for talent. They are
creating more open and
collaborative cultures –
encouraging employees to connect,
learn from each other and thrive in a
world of rapid change.
IBM Global CEO
Insights Report 2012
CBRE | Workplace Strategy
CBRE | Workplace Strategy
2
CEOs have a new strategy in the
unending war for talent. They are
creating more open and
collaborative cultures –
40%
of knowledge
encouraging employees to connect,
will have
learn from each otherworkers
and thrive in
a world of rapid change
abandoned their desk
phones
by
the
end
of
IBM Global CEO
this
year.
Insights
Report
2012
Gartner
Research
CBRE | Workplace Strategy
CBRE | Workplace Strategy
3
CEOs have a new strategy in the
unending war for talent. They are
creating more open and
collaborative cultures –
40%
of knowledge
encouraging employees to connect,
40-50%
of the
will have
learn
from each otherworkers
and
thriveUS
in
a workforce
world of rapid change
abandoned
is predicted
or removed
their
desk
phone
by
the
to be independent
IBM Global CEO
of 2012
2013.
contractors
byend
2020.
Insights
Report
Gartner
US Bureau ofResearch
Labor
Statistics
CBRE | Workplace Strategy
CBRE | Workplace Strategy
4
CEOs have a new strategy in the
unending war for talent. They are
45%
young employees
creating more openof
and
would
accept
collaborative
cultures
– a lower-paying
of
knowledge
if it hadtomore
flexibility on
encouragingjob
employees
connect,
50%
of
the
US
workers
will media
have
learn from each
otherchoice,
and thrive
in
device
social
is
predicted
to
aworkforce
world of rapid
change
access,
and
mobility
a
abandoned than
or removed
be independent
higher-paying
job with
less by the
their
desk
phone
IBM Global CEO
flexibility.
contractorsUSbyBureau
2020.
of Labor
40%
end
of
2013.
Insights
Report
2012
Statistics
Study by Cisco
Gartner
Research
CBRE | Workplace Strategy
CBRE | Workplace Strategy
5
SIZE
CBRE | Workplace Strategy
WHAT OUR CLIENTS ARE ASKING…
What organizations are asking
1. How do I attract and retain talent?
2. How do I optimize for innovation and
productivity?
3. How do I do more with less?
2013 CBRE | CONFIDENTIAL & PROPRIETARY | Page 7
CBRE | Workplace ©
Strategy
SIZE
WE BELIEVE CORPORATE OCCUPIERS WILL
GREATLY REDUCE THEIR CORE ASSETS
CBRE | Workplace Strategy
SIZE
AND INVESTMENT WILL FOLLOW IN THE RAPID
EXPANSION OF WORKPLACE ON DEMAND
CBRE | Workplace Strategy
1980
1981
1982
1983
1984
1985
1986
1987
1988
1989
1990
1991
1992
1993
1994
1995
1996
1997
1998
1999
2000
2001
2002
2003
2004
2005
2006
2007
2008
2009
2010
Office Stock ('000-square feet occupied)
4,000,000
25,000
3,500,000
20,000
3,000,000
2,500,000
15,000
2,000,000
1,500,000
10,000
1,000,000
5,000
500,000
-
-
Office Stock
CBRE | Workplace Strategy
Office Employee
Employed Headcount ('000-people)
SUPPLY FOLLOWS DEMAND
OCCUPANY TRENDS SHOW A NET INCREASE
Occupied Square Feet per Office Employee
Comparison of total square feet as divided by total occupancy from 1980 through 2010 – source CBRE Econometrics
230
220
210
200
190
180
170
Square Foot Per Worker
CBRE | Workplace Strategy
Long-Term Average
Linear (Square Foot Per Worker)
CBRE | Workplace Strategy
CBRE | Workplace Strategy
1B
Square Feet
CBRE | Workplace Strategy
SO WHAT?
Workplace Trends
Financial Services Example
Examples
TECHNOLOGY FIRM
DIGITAL MEDIA FIRM
FINANCIAL SERVICES
RISK MANAGEMENT SERVICES
Area Metrics: Averages
Scaling Business Models from B2C to B2B
20
Co-working and Corporate Real
Estate
• Game Changer or Hot Trend?
key questions
Why are Corporate RE teams considering coworking ?
Coworking helps address core themes in the corporate workplace.
How does coworking fit within the corporate portfolio?
Coworking is one option in a complete workplace portfolio.
How will Corporate RE teams use coworking spaces?
In a controlled way for specific groups and purposes.
What’s next?
Bring the coworking experience into the corporate setting.
macro drivers
The key drivers for workplace change
WORK
WORKFORCE
TECHNOLOGY
core workplace themes
Coworking can be one component in addressing these themes.
alignment
with business objectives,
culture and brand
resource vs. entitlement;
standards based on “we” vs. “me”
effectiveness
efficiency
in space and asset utilization
enabling/improving individual
and team performance
functional match to users’ work
practices and business unit’s
direction
agility
adaptable to change
physical flexibility;
organizational understanding of
linkages between work and place
standardization strategy for “me”
and “we” spaces;
planning/construction mgmt
approach
coworking within the corporate portfolio
Coworking is one option in a complete workplace portfolio
© Jan Johnson + Keith Keppler 2012
How will coworking be used?
In controlled ways for specific groups and purposes.
To create unique client
experiences
To foster innovation
To connect with specific
communities, groups and
individuals
what’s next?
Bringing the coworking experience into the corporate setting
The same space types, just on a different scale and for specific groups
Julie Seitz
Director, Workplace 2020
The Coca-Cola Company
35
Workplace 2020 Design Principles
1. Increase transparency
2. Create flexibility
3. Tell our story
4. Be authentic
5. Bring the outside inside
6. Drive collaboration
7. Foster a sustainable culture
Creating a Unique, Coca-Cola Workplace
Employee Engagement
Guest Experience
Transportation
Technology
Brand Experience
Workplace 2020 will deliver a
connected, productive workplace
that inspires collaboration,
creativity, innovation, optimism
and action
A more
sustainable
future