Creating change in the office C&W


Published on

Businesses around the world
are exploring new and existing
channels and networks to access
clients. However, businesses
need to be aware of how their
clients are changing and
adapt accordingly, to ensure the
proposition they present is an
attractive one. But how does
this relate to the workplace?
Businesses need to adapt and change in
accordance with their clients, but this
needs to go beyond the surface. Simply
changing the product or service offering
is no longer sufficient. With increased
competition in the marketplace, it is
essential to explore all areas for
change including the business itself.
This includes the workplace.
Businesses need to become more
chameleon-like and adapt not only to
the clients they work with, but also adapt
to change within their organisation and
workplace. As we see it, real estate is the
Trojan horse through which the modern
business can drive and achieve such change.
The Corporate Real Estate (CRE) function
can be the catalyst for change in the
workplace, spearheading disruptive and
challenging activities. The CRE function also
has a significant role to play in where the
business operates in the world, how new
markets are accessed and how to attract
the best talent. Firmly sat in the middle of
all of this, is also a need for change. The
CRE Executives of today really are
therefore, change agents in disguise.

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Creating change in the office C&W

  1. 1. Creating Change in the Office Through people, process and perception A Cushman & Wakefield Publication It is not the strongest of the species that survives, nor the most intelligent, but the one most responsive to change Charles Darwin 2013
  2. 2. CREATING CHANGE IN THE OFFICE OUR CLIENTS And OUR COMMITMENT Founded in 1917 in New York City, Cushman & Wakefield (C&W) is the world’s largest privately-held commercial real estate services firm, with approximately 15,000 employees operating from 253 offices in 60 countries and six continents. What makes Cushman & Wakefield the preferred choice? It’s simple. Our success and longevity are built on a simple philosophy which guides everything we do and has made us the world’s preferred real estate services provider for the last 100 years – our clients come first. Every aspect of our platform has been honed to achieve value on behalf of our clients. With a commitment to global collaboration, consistency and creativity, we provide customised services and solutions that see beyond the brick and mortar of each real estate transaction. Whether you are a tenant, landlord, investor, or developer, a global company or a small business, Cushman & Wakefield provides solutions that fit your strategic, operational, and financial goals. OUR SERVICES OUR PEOPLE We provide services across the real estate continuum, advising, implementing, transacting, and managing on behalf of owners, occupiers, investors, and developers through every stage of the real estate process. These services are consistent in every office around the world. Whether you’re in Miami or Moscow, Cushman & Wakefield offers the same resources, same intelligence, uses the same processes, and the same platform. To ensure creative thinking, we recruit talented professionals from all backgrounds – not just real estate – including management consulting, finance, engineering, tax, legal, and systems management. Our people come to the table with entrenched networks and relationships that enhance their ability to make the deal, optimize the engagement, and maximize results. OUR GLOBAL REACH Our partnership with our clients goes beyond the ‘deal’ to support your core objectives. We demonstrate how your real estate holdings can be harnessed to improve productivity and profitability, optimize asset value, strengthen branding, and sharpen your competitive edge. Our professionals have in-depth expertise in more than 200 local marketplaces. But we understand that having offices around the world is only part of the story. Cushman & Wakefield takes the extra step – we have put standards and processes in place that ensure collaboration and sharing of intelligence across borders. OUR RESULTS CUSHMAN & WAKEFIELD 3
  3. 3. introduction Businesses around the world are exploring new and existing channels and networks to access clients. However, businesses need to be aware of how their clients are changing and adapt accordingly, to ensure the proposition they present is an attractive one. But how does this relate to the workplace? Businesses need to adapt and change in accordance with their clients, but this needs to go beyond the surface. Simply changing the product or service offering is no longer sufficient. With increased competition in the marketplace, it is essential to explore all areas for change including the business itself. This includes the workplace. Businesses need to become more chameleon-like and adapt not only to the clients they work with, but also adapt to change within their organisation and workplace. As we see it, real estate is the Trojan horse through which the modern business can drive and achieve such change. The Corporate Real Estate (CRE) function can be the catalyst for change in the workplace, spearheading disruptive and challenging activities. The CRE function also has a significant role to play in where the business operates in the world, how new markets are accessed and how to attract the best talent. Firmly sat in the middle of all of this, is also a need for change. The CRE Executives of today really are therefore, change agents in disguise. 4 This briefing note explores the changing CRE environment, how to develop a vision for workplace change and how to effectively engage with the organisation and its employees, so change can be successfully implemented. The process of change and the roadmap for change are also presented as tools that can assist CRE Executives with this journey. The note focuses specifically on workplace change, but the principles can be applied to any change initiated or supported by the CRE function and across multiple areas of a business.
  5. 5. THE CHANGING CRE ENVIRONMENT ADAPTING TO CHANGE IN THE WORKPLACE THE DEMANDS PLACED ON THE CRE FUNCTION Real estate is increasingly used as a catalyst for change in the workplace, with the intention of enhancing the culture and improving working styles and working practices adopted by the organisation and its employees. If change is successfully implemented, this has a knock-on effect on the organisations supply chain, the channels taken to market and the perception of the business from the viewpoint of its clients. For the CRE function to successfully implement workplace change, this firstly requires an understanding of the change process and the fundamentals of business transformation. For CRE Executives who take on a more traditional CRE role, this level of knowledge may not exist and fall outside of their comfort zone. The CRE function may, therefore, need to evolve and acquire new skills and knowledge before embarking on the organisational change journey. Workplace change inevitably evokes emotional and sometimes irrational responses from employees, who are directly or sometimes indirectly affected. It requires employees to change often ingrained habits and the way work is approached to fulfil the requirements of their role. This happens gradually, as they adjust to the new working environment. The time it takes for this adjustment to happen is linked to how successful the changes are perceived to be and their immediate impact on the success of the business. The CRE function must be ready and equipped to meet these challenges in a proactive rather than reactive way. 6 CRE functions that respond to this change challenge, will benefit from a greater recognition of their contribution to the overall business success. The property industry has, for years, been asking why real estate is not recognised and discussed to the extent it should be in the Board room. The solution to this problem is very clear. Position the CRE function as an agent for change, charged with the task of transforming the way the organisation operates. To enable the CRE function to effect the necessary change, it is critical that the management team recognise the importance of involving the CRE function in the organisations strategic decisionmaking process, from the very beginning. If this subsequently enables the organisation to attract the best talent, gain competitive advantage and be perceived as the organisation of choice in its respective sector, the Management team will have no other choice but to change how real estate is discussed and positioned within the overall business strategy. CRE TRANSFORMATION The CRE teams of today increasingly take on both a pan continental and strategic role, critical to achieving the often stretching aims of organisations in terms of footprint and workplace strategy. This means collaborating with, if not challenging and leading, other corporate service functions including HR, ICT, Finance and even Operations. This, along with the need for CRE Executives to understand change management and business transformation, presents the need to develop new competences. Examples include: • The ability to devise a business strategy with key stakeholders, rather than focusing solely on developing the optimal property solution • The ability to gather and analyse business data, both quantitative and qualitative, to develop business insight • Know how to engage with key stakeholders, converse in their language, be cognisant of their propensity to change and understand what is critical to them as individuals and managers CRE Executives therefore need to develop a spectrum of skills and knowledge to be able to understand, plan and implement workplace change, enabling the organisation to then take advantage of the strategic opportunities.
  7. 7. establishing a shared vision Change management is the term used to describe the process of change. It can be defined as: However, many organisations have tried to realise these savings and failed. The reasons behind this are usually: Change management is the process, tools and techniques used to manage the peopleside of workplace change, in order to achieve the required business outcome. Change management deploys the organisational tools that can be utilised to help employees make successful personal transitions, resulting in the adoption and realisation of change. • a lack of appreciation for the change agenda For the CRE function, the concept of change management and the ability to develop, support and lead change programmes, has a direct and measurable benefit in terms of the resulting outcome. For many years, the property industry has been discussing how new ways of working brought about by change management, can reduce the demand profile for real estate and therefore save organisations money. • a lack of appreciation for different stakeholder perspectives • the positioning of benefits simply at a property level, rather than articulating the value of change to the wider business The first step that the CRE function needs to take is to develop a vision. The vision will be embedded within every change that is planned and implemented, to ensure all efforts are geared around the agreed outcome. The vision needs to address: Why the vision is important to the organisation and what are the anticipated benefits A clear organisational vision can influence and enable the generation of real estate cost savings. However, communication, collaboration and team work are important attributes that need to be considered as well. Will the vision help to enhance talent recruitment and retention? Will the vision ultimately result in increased time spent with clients? The vision must work in tandem with the organisational strategy and be supported and promoted by everyone. Developing a vision based on how the organisation will work in the future and what the required employee behaviours will be, is an essential part of any workplace change programme. How the vision will impact the organisation, teams and employees The long-term vision needs to be shared by all teams within the organisation and therefore, if possible, it is preferable that all parts of the business are involved in its development. • Which working processes will be disrupted? The vision will need to consider what is and isn’t within the scope of change, the behaviours that need to be discouraged and those behaviours the organisation would like to be known for. Questions that will address this include: • Who will be impacted and what will their perception of the vision be? • Which policies need to change? • What changes will be necessary? • Which areas will be necessary to adapt rather than change? For certain teams, even if new ways of working are welcome, it can place added and sometimes unwelcome pressure on employees against a backdrop of an already busy working day. Employees will need to adjust their working practices and learn to adapt to a different working environment and/or working style, often at the same time as adjusting or responding to strategic and operational challenges. With an entire workforce all facing the same change, the CRE function will encounter heightened sensitivity amongst the user community and this will need to be managed with care if the project is to realise the anticipated benefits. ‘CRE Executives: change agents in disguise’ 8
  9. 9. HOW CAN THE CRE FUNCTION DELIVER EFFECTIVE WORKPLACE CHANGE? How can the CRE function create change in the workplace? The CRE function can help organisations to not only plan for and implement workplace change, but also help employees to come to terms with and manage the change in a timely and non-disruptive way. In order to achieve this, the CRE function needs to develop comprehensive change plans centred on the vision for change. Change plans need to address how to engage with employees, taking into consideration the current working practices, as well as how to manage employee expectations. Wrapped around this, will be how the real estate element is to be addressed simultaneously. Another essential ingredient when creating change in the office, is to understand how and why employees react to change. If this is realised at the start of the change process, the CRE function can help diminish any negative reaction by supporting employees through the change process as it happens. HOW DO PEOPLE REACT TO CHANGE? Even the most exciting and desirable change can be unsettling. It might not be unwelcome, but it is rare to see employees taking change in their stride without specific attention being given to how things will be undertaken differently. New ways of working require employees to rethink the things they do automatically every day. Office location, travel arrangements, interactions with colleagues, collaboration opportunities, personal space, eating arrangements, meeting protocols and spaces could all be affected and subject to change and adjustment. Certain employees will be upset by the change process or by specific parts of it. Some employees will make their feelings known straight away, while others will remain quiet until they find the opportunity to discuss their thoughts and feelings with the right people. Resistance to change is a common initial reaction – it’s a natural and necessary reaction to be cautious about change, because this also stops us from doing the wrong thing. Most people will accept change once they have mentally worked through the physical and emotional aspects, although some people will take longer than others to get to this point. What is important during the change process, is to plan activities that provide employees with the information that will enable them to firstly understand the change and secondly, help them to collaborate and engage with their teams. Working through change collectively as a team, provides support and helps employees to compare, contrast and solve problems. Step 2: Look at change from different employee viewpoints Step 1: Be aware of possible employee reactions to change Step 3: Recognise that employees will need help Step 6: Review and measure success! Step 5: Obtain specialist support Figure 1: The six steps of change that the CRE function should look to follow 10 Step 4: Map out the change using the Change Curve
  10. 10. CREATING CHANGE IN THE OFFICE THE CHANGE PROCESS + External expression Commitment Shock Denial Exploration Internal focus Resistance – Looking back (Energy more internally focused) Looking forward (Energy more externally focused) Figure 2: The Change Curve what happens to people DURING THE CHANGE PROCESS? When people are faced with change, the immediate reaction is one of surprise or shock. This will of course depend on the scale of the change and the initial interpretation of the severity of its impact. It is likely that at first, people will attempt to minimise the impact in their own minds, in an attempt to rationalise and prepare for the disruption likely to impact on them. The initial announcement of change to the workplace could, therefore, result in managers and teams feeling shocked and to perhaps deny some of the deeper issues that will eventually impact on their day-to-day roles. Many employees will put off thinking about the change until they actually have to face the situation and deal with it. This reluctance saves time in their minds, when in fact it can lengthen the time frame for the overall adaptation process. Adapting to change requires employees to think through how the new situation will relate to the old one and how current processes and work practices need to be changed. Employees will also have to make sense of the change and convince themselves that the transition will be smooth and trouble-free. This is the purpose of resistance – to undertake a useful process of personal persuasion and understanding. Once employees have thought through any resistances they have, they are able to move forward and begin to explore and try out new ideas. This implies a process of review and adjustment, gradually working through things so that they work for the employees themselves and eventually they feel satisfied with the results. Workplace change is usually more effective when teams establish new practices together to achieve a level of shared commitment – an essential step towards delivering the desired outcome. Finally, when working through the process of workplace change, the needs of all stakeholder groups must be considered at each stage of the process, so that change activities and accompanying communication will simultaneously satisfy both emotional and practical needs. CUSHMAN & WAKEFIELD 11
  11. 11. A ROADMAP FOR CHANGE It is important to recognise that change is an iterative process with layers of different activity, each with a slightly different agenda. The workplace change plan has the overall aim of getting executive level employees on board and will need to have the gravitas to influence managers and teams on the ground. Initiation phase early engagement at strategy stage • Build relationships with key stakeholders • Guide change activities envisioning and planning • Support the overall change process executive team engagement • Engage with the Executive team and encourage ownership of the change and the workplace change plan • Define the desired working styles • Define activity based working and how this will apply across the organisation • Outline the role and responsibilities of the Executive team during the workplace change process SENIOR MANAGER ENGAGEMENT ALL STAFF COMMUNICATION • Work on and agree the organisational values and desired culture for the ‘new’ workplace • Provide regular, clear and consistent communication to all employees throughout the change process • Review and decide on the flexible working practices to be utilised • Outline the vision, values and culture to be followed and adhered to • Review employee roles and decide on their base location and how flexible working can be adopted • In the initial stages of change, provide an overview of what this will entail and how working practices will change • Define activity based working and how this will apply across the organisation • Provide an overview of changes to the technology provision • Outline the role and responsibilities of the Senior Managers during the workplace change process • Build a dedicated website used to house information relating to the workplace change – provide feedback boxes for employees to comment MANAGER LEVEL CHANGE EVENT roll out • Outline the flexible working practices to be adopted and how these will support the organisational strategy • Plan the approach to change at a manager level • Develop change management knowledge and communication techniques • Plan and prepare for team charter events TEAM CHARTER EVENTS (ENGAGING WITH EMPLOYEES) • Discuss the impact of workplace change • Outline the role and responsibilities of the managers during the workplace change process • Outline the vision, values and culture to be followed and adhered to and how these elements relate to the organisational strategy • Highlight the importance of setting clear employee objectives and KPIs • Ascertain the working needs of the team • Practice ‘scenario’ leadership to prepare for potential pitfalls • As a team, agree on the future ways of working and how flexible working practices can be adopted Figure 3: A typical change roadmap prepared by C&W for an occupier client 12 MANAGER LEADERSHIP EVENT • Outline a future development plan for the teams
  12. 12. CREATING CHANGE IN THE OFFICE ACTIVITIES TO FACILITATE THINKING IN A TIMELY WAY C&W provide specialist support to CRE Executives throughout the workplace change process. Our generic approach includes the set-up of workshops or team charter events for all employees. The first event is held at the earliest stage of the process, so that employees feel like an essential part of the change and that their views are being considered. The events enable managers and teams to think through how the workplace changes will impact on their day-to-day working practices, as well as reach an agreement as to how they should both change for the future. C&W always look to adjust the generic approach to meet an organisations needs and work in accordance with their culture as well as their current working practices. Each event has an agenda that is designed such that, the information flows smoothly, interactions take place and the desired outcomes evolve. CUSHMAN & WAKEFIELD 13
  13. 13. SUPPORTING workplace CHANGE – through team work HELPING TEAMS COME TO TERMS WITH CHANGE In most cultures, when working in teams, employees tend to behave in a polite and respectful manner. In order to avoid conflict, most employees want to know that other colleagues agree with their thinking before making a final decision on their own. perspectives. Hence, it is helpful for employees to get together formally, to discuss the issues that are relevant to them and then derive a common approach on how to face the new workplace environment. This enables everyone to get involved with the thinking and decisionmaking process that will ultimately impact the entire team. Teams can also function as a support mechanism. Team members struggling to cope with change, can be supported by colleagues facing the same challenge and discuss issues and share different THE VALUE OF SPECIALIST SUPPORT The outcome of this practice is a much more engaged and motivated team centred on the changes that are taking place, with a high level of commitment surrounding their success. PLANNING WORKSHOP Attended by: • Project team • Senior Managers • HR and Comms Instructing a specialist change facilitator to help the team through the change, ensures all viewpoints are addressed and a more sustainable outcome is reached. Pages 16-18 illustrate examples of our experience in this area. MOVE PREPARATION WORKSHOP Attended by: • All Managers REVIEW WORKSHOP Attended by: • All Managers WORKSTYLE PLANNING Attended by: • Every team with their managers ACTIONS • Plan approach • Make key decisions • Plan communications ACTIONS • Communicate details • Discuss implications • Raise questions and concerns • Take ownership of change ACTIONS • Communicate details to the teams • Discuss implications for the teams • Raise questions and concerns • Take ownership of change • Decide on how to work in the new environment Figure 4: The Change Curve – adapted for an occupier client 14 ACTIONS • Review successes and issues • Problem solve issues • Summarise common behaviour preferences • Communicate the change to the entire organisation
  14. 14. CREATING CHANGE IN THE OFFICE It is important to recognise the iterative nature of change and the different agenda that each layer will have CUSHMAN & WAKEFIELD 15
  15. 15. OUR EXPERIENCE: WORKPLACE CHANGE Case Study client: MARKET LEADING PROVIDER OF DIGITAL INSIGHT SERVICES About OUR ROLE THE OUTCOME This market-leading provider of digital insight services, currently employs 350 people with an average workforce age of 26. The employees within the organisation were faced with a dramatic change of working styles from the old, staid, more paper-based environment, to a more digitally driven environment. This required a change in outlook to meet the stretching vision and goals of the transformed organisation. The idea of the office move created a lot of apprehension amongst the organisations employees, even though people were very happy to be moving to a new building. However, as soon as the team charter sessions began, a mood of excited anticipation overtook the earlier anxiety and teams began to step up to the new performance expectations. The organisation was originally located in a more traditional workplace in outer London, which they felt was hindering efforts to attract the calibre of talent they needed to develop and grow the business. The organisation wanted to recruit the top performing graduates from the top universities and worked with C&W to develop a strategy to enable this. New high specification office space was acquired in Central London and the subsequent layout and design, was both modern and functional to meet the needs of their employees. The organisation also underwent a process of workplace change and new flexible working styles and practices were adopted, which included the introduction of multiple work settings and no assigned seating. The organisation also wanted to use the relocation as an opportunity to build excitement, generate energy and new ideas, as well as open doors to more interconnected team working. Employees could still hang out where in the office and with whom they liked, but the change presented, at the time, a considerable difference to the working practices adopted. It was, without doubt, a big change for both the organisation and its employees. C&W achieved this by holding a series of workshops, supporting both managers and teams, coaching them both on how to operate differently. The following steps were taken. • A planning workshop was held with the Change Management team, which included a number of Executive Managers • An away day then took place with the Management team, to outline the new ways of working and explore the implications and opportunities for both themselves and their teams, in a safe neutral environment and before the changes took place • Following this, workshops took place for every manager and their teams where collectively, they explored the implications of the changes and determined as a team, how they could and would maximise the benefits. The output of the workshops was a charter for each team – an agreement between team members as to how they would implement and adopt the new ways of working, to enhance their team opportunities and results. The teams reviewed their respective charters after 6 months, to adjust any activities that needed to be undertaken differently in light of the shared experience • A follow-up workshop was then held with the team managers, during which success was reviewed and any further changes that were needed. The workshop also looked at how remote teams could be managed more effectively 16 When the time came to relocate, it was taken in the stride of the employees and the organisation quickly settled into a creative and flexible output-based approach. The building and location have played a large part in the process of changing and transforming from the old to the new culture and image, alongside the new attitudes adopted by the teams. The change workshops also helped teams to visualise new performance criteria and generated a new approach to cross-functional collaboration.
  16. 16. CREATING CHANGE IN THE OFFICE OUR EXPERIENCE WITH WORKPLACE CHANGE Case Study client: International RETAIL Company THE DILEMMA OUR ROLE THE OUTCOME This leading international retail company was, and still is, growing rapidly and at the time of C&W’s involvement, had outgrown their premises situated outside of London. This resulted in the need to acquire new office space where the majority of the organisation could be located. Central London was chosen as a location which enabled disparate parts of the company to be co-located and to collaborate more effectively. It also enhanced the businesses’ recruitment and retention strategy. The Management team sought C&W’s support for the process of managing the changes associated with the new location, the appropriate policies and processes that needed to then be reviewed and adjusted, the communications planning and the employee engagement activities that were required to ensure the changes were managed effectively throughout. The project support provided an injection of specialist resource on two fronts and at a critical time. It enabled the busy HR team to focus on the future in addition to day-to-day activities and also enabled the client to achieve challenging timescales. However, the move brought with it management challenges, as staff based outside of London were then faced with an extended commute into the office. Another separate issue, was that the HR team was fully engaged in the activities of recruiting and training new hires and managing the workforce on a day-to-day basis, but had little time for designing and planning changes to where and how people worked. C&W provided 1-2-1 management support for the project, coordinating discussions with key people, analysing data to understand the issues and provided advice around best practice. C&W also supported the necessary changes to contracts of employment, to ensure that all statutory requirements were adhered to. This included the preparation of necessary communication material. C&W also provided advice on the timing of activities, to achieve the organisations move timescales. C&W also provided programme management support, which enabled the team to understand the impact of the changes and their role and cohere around the project to harmonise their approach. Supporting the detailed HR process was very helpful in changing the outlook of the HR team from uncertainty to real confidence. Working through the finer details helped the HR team to envisage and take ownership, once they were able to see how to include them in their everyday work. CUSHMAN & WAKEFIELD 17
  17. 17. CONCLUSION tHE CHANGing LANDSCAPE CRE: THE TROJAN HORSE The enormous and rapid changes we are witnessing in the global business environment are placing added pressure on CRE functions. For some, employee volumes and global locations are growing exponentially. For others, whole industries are consolidating as their products become commoditised and agility is essential to remain competitive. The world is changing and organisations need to also change, at the surface level and beyond, to not only meet the ever-changing requirements of clients and employees, but also, to be perceived as the organisation of choice – the organisation that is ready to respond to change to stay ahead of the curve. The CRE function, as we see it, is the Trojan horse for strategic workplace change. The CRE function is at the forefront of the organisation, crafting strategy, analysing data, choosing locations, finding premises, engaging with all stakeholders to plan and design new layouts and developing new ways of working in various locations around the world. The drivers of change vary across industries, but there is no doubt that change is affecting everyone. Employees are increasingly expected to take on a more skilled level of work than perhaps they would have 10 years ago. With this change, interaction and collaboration has become critical to enable the development of new products, which present an improved proposition compared with competitors. As the economy begins to improve, forward-thinking organisations will be focusing on how real estate will help to generate and achieve more engagement and collaboration amongst their workforce and as they attempt to attract the top-performing candidates and retain their high-performing employees. 18 Change can be planned, led and implemented by the CRE function and if successful, raises the profile of the function which will then be accredited with a contribution to greater business success. The opportunities, on a personal and organisational level, are simply too good to resist. CHANGE MANAGEMENT: THE NEW SKILL REQUIREMENT It follows, that CRE Executives must possess an understanding of change management and the fundamentals of business transformation before embarking on a workplace change journey. By engaging with a change management specialist, skills and knowledge can be acquired, enabling the function to engage effectively at all levels of its organisation. A clear vision and roadmap for change can also be developed, enabling the CRE function to take a systematic approach to change. The new skills and knowledge acquired through working with a change management specialist, will allow for the CRE function to upskill itself and become an indispensable team. AND FINALLY... ACHIEVING THE BENEFITS With a comprehensive approach taken with all stakeholders, real estate can then finally be recognised and discussed in the Board room and perceived as THE agent of change, attributed with transforming the way the organisation works, leading to the attraction of top-performing talent and rapidly gaining competitive advantage. Change management and workplace change really does enable organisations and the CRE function to adapt, change and transform.
  18. 18. CREATING CHANGE IN THE OFFICE NEXT STEPS Every organisation is different and will require a bespoke solution for their workplace. C&W’s Business Consulting EMEA team can help to devise the right workplace strategy for your organisation. Neil Mclocklin Partner – Global Business Consulting EMEA +44 (0) 20 7152 5049 If you have a workplace challenge that you would like us to review, we can help you to navigate through the process of balancing a variety of organisational needs with those of the employees working within it, to create a truly effective and engaging solution. ABOUT THE WORKPLACE PROGRAMME Creating change in the office through people/process/perception, is the third topic in the Cushman & Wakefield Workplace Programme. The programme explores alternative workplace topics and encompasses a series of events and associated publications. The topics will help generate thought provoking ideas to enable organisations to plan and implement workplace change. FOLLOW US Future Workplace Programme Events: • Where in the World? • The Holy Grail II @CWorkplace @CushWakeCIS To attend any of these events or to receive a copy of the associated briefing notes, please contact DISCLAIMER Cushman & Wakefield is the world’s largest privately-held commercial real estate services firm. The company advises and represents clients on all aspects of property occupancy and investment, and has established a preeminent position in the world’s major markets, as evidenced by its frequent involvement in many of the most significant property leases, sales and assignments. Founded in 1917, it has 253 offices in 60 countries and nearly 15,000 employees. It offers a complete range of services for all property types, including leasing, sales and acquisitions, equity, debt and structured finance, corporate finance and investment banking, corporate services, property management, facilities management, project management, consulting and appraisal. The firm has more than $3.7 billion in assets under management globally. A recognized leader in local and global real estate research, the firm publishes its market information and studies online at CUSHMAN & WAKEFIELD 19