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WORKPLACE
TRANSFORMATION SURVEY
A GLOBAL VIEW OF WORKPLACE
CHANGE
A Corporate Occupier & Investor Services Publication

2013 / 2014
WORKPLACE
TRANSFORMATION
SURVEY

OVERVIEW
There is no doubt the corporate workplace is rapidly transforming. Whether in North America,
Europe, the Middle East, or Asia Pacific, maximizing the productivity and efficiency of the corporate
work environment is a top priority for today’s occupier. Most are taking a comprehensive view of
change that considers the cost savings, increased efficiencies, cultural impacts, and human resource
benefits and challenges. Organizations are moving forward with change at various speeds and pursuing
a number of strategies in order to achieve their desired goals.
To better understand the challenges,
differences, and consistencies of workplace
transformation, Cushman & Wakefield, in
partnership with CoreNet Global, recently
conducted a global occupier-focused
survey on the changing work environment.
The results provide keen insight into the
drivers of workplace change, the pace
in which change is occurring on a global
basis, and the barriers to transforming the
workplace. Participants were asked a series
of questions about their organizations, the
level of transformation that’s occurring,
and whether workplace change is effective.
The following discusses the results of this
survey and provides a view of the trends
driving workplace change.

SURVEY FINDINGS
1.	 More occupiers globally are implementing workplace transformation programs
2.	 On average, occupiers cited human resource factors, such as recruiting, workforce productivity
and improved work/life balance over cost factors, such as reduced facility costs and lower churn
as drivers of workplace change
3.	 Hoteling (i.e., unassigned seating) strategies are being more rapidly employed in EMEA and
APAC than North America
4.	 Reluctance of company management ranks as the biggest barrier to workplace transformation
5.	 Most workplace change strategies are effective in helping organizations reach their goals

CUSHMAN & WAKEFIELD	

2
WORKPLACE
TRANSFORMATION
SURVEY

METHODOLOGY
Cushman & Wakefield’s global workplace transformation survey was conducted via two channels.
Qualified responses were sought by Cushman & Wakefield and CoreNet Global from attendees at
the CoreNet Global Summits held in Shanghai, Amsterdam, and Las Vegas. Participants in each region
hailed from a variety of countries and were asked to reply to a series of questions on-line and in
person. Responses were received from a range of industries including Banking & Financial Services,
Life Sciences, Technology, Telecommunications, Healthcare, and Professional Services. The survey was
also administered by Cushman & Wakefield directly to a wider audience of qualified respondents.

RESULTS
The following survey results are presented
around five themes:
1.	
2.	
3.	
4.	
5.	

Rate of adoption
Drivers of change
Types of change
Barriers to change
Program effectiveness

1.	 RATE OF ADOPTION

WHEN DO YOU PLAN TO IMPLEMENT A WORKPLACE
CHANGE PROGRAM?
50
40
30
20
10
0

NA

EMEA APAC

6 months

NA

EMEA APAC

12 months

NA

EMEA APAC

18 months

THE PACE OF ADOPTION IS STRONG
The pace at which the corporate workplace is transforming across the globe appears to be strong. Across the three regions surveyed,
between 62-65% of respondents indicated that their organizations were either in the process of implementing a workplace change
program (35-40%) or planning to implement a workplace change program (25-27%).
Of those planning to implement a workplace change program, an overwhelming majority stated that they plan to begin within the
next twelve months (72% in APAC, 75% in EMEA and 79% in North America). Between 24-27% of respondents stated that their
organizations have not started a change program, where between 10-12% have recently undergone workplace transformation.

CUSHMAN & WAKEFIELD	

3
WORKPLACE
TRANSFORMATION
SURVEY

2.	 DRIVERS OF CHANGE
HUMAN CAPITAL AND ORGANIZATION OBJECTIVES SEEN AS DRIVING WORKPLACE TRANSFORMATION
Respondents were provided a list of twelve factors widely seen as driving workplace change and were asked to identify the top three drivers
of change within their organizations. Cost factors, while significant, were not seen as the most influential drivers of change. Despite ranking
reducing real estate costs as the highest individual driver of change, with 17.6% of respondents identifying it as a factor, the next five most
influential factors related to either strategic or human resource related objectives.
Only 27.5% of respondents cited cost control factors (i.e., reducing real estate costs, lower churn, etc.) as being primary drivers, with
organizational goals such as increasing communication and collaboration, generating high levels of creativity, and improving agility and customer
responsiveness being cited over 37% of respondents.
DRIVERS OF WORKPLACE CHANGE – GLOBALLY
FACTORS

%

Reduce real estate costs

17.6%

Attract and retain employees

15.6%

Increase communication and collaboration

14.6%

Increase employee productivity

14.2%

Increase creativity and innovation

10.0%

Improve agility and customer responsiveness

6.4%

Reduce churn and facilities costs

5.9%

Improve work-life balance

5.1%

Reduce other costs (e.g., paper, utilities, travel)

4.0%

Reduce carbon footprint

3.0%

Enhance business continuity and disaster recovery

2.8%

Other

TOTALS

1.0%

Human Resource Factor

38%

Strategic Factor

37%

Financial/Cost Factor

24%

Other

1%

3.	 TYPES OF CHANGE
EARLY ADOPTERS CONSIDER DESIGN STRATEGIES FIRST
The majority of respondents planning new workplace initiatives cited design changes as being the most highly considered change strategies.
Open plan architecture, flexible layouts, and furniture solutions, as well as reducing the amount of space per person in favor of increased
collaborative space all ranked high.
WORKPLACE CHANGE CONSIDERATIONS – GLOBALLY
STRATEGY

%

Open plan / reduced office space

11.0%

Flexible layouts and furniture solutions

10.7%

Increased meeting rooms and collaboration spaces

10.0%

Increased social and relaxation spaces

7.1%

Unassigned seating (employees with no fixed desk)

6.8%

Touch down zones

5.9%

Working from home

5.8%

Increased use of natural light

5.6%

Quiet zones and rooms

5.5%

Increased communication tools (e.g., chat, conferencing)

5.3%

Flexible work hours

4.8%

Remote network access

4.7%

Sustainability accreditation (e.g., LEED)

4.0%

Phone booths

3.4%

Social networking tools
Increased provision of mobile devices
Follow-me telephony

2.3%

Other (please specify)

1.1%

TOTALS
Design Focused

56%

Cultural Focused

33%

3.1%

Technology Focused

10%

3.0%

Other

1%

CUSHMAN & WAKEFIELD	

4
WORKPLACE
TRANSFORMATION
SURVEY

UNASSIGNED SEATING LESS POPULAR IN NORTH AMERICA
Respondents with workplace programs complete or underway were asked about seating. Approximately 50% of those
answering from North America stated that 10% or less of their organizations would not have assigned seats in their
new workplace. In contrast, responses from EMEA and APAC indicated that unassigned seating strategies are being
more rapidly employed in these regions, particularly the EMEA.

WHAT PERCENTAGE OF EMPLOYEES WILL NOT/DO NOT HAVE AN ASSIGNED SEAT?
1% 3%

3% 5%

8%

23%

14%

7% 7%

14%

13%

10%

7%
27%
11%

North America

22%

14%
14%
EMEA

14%

All employees have an assigned seat
Up to 10% unassigned
Up to 20% unassigned
Up to 30% unassigned
Up to 40-60% unassigned
Up to 70-90% unassigned
No employee has an assigned seat
I’m not sure

23%

15%
9%

20%
17%
APAC

4.	 BARRIERS TO CHANGE
CULTURAL BARRIERS IDENTIFIED AS THE PRIMARY OBSTACLE TO IMPLEMENTING CHANGE PROGRAMS
Resistance from managers, staff, and senior leadership were cited by 41% of respondents as impeding the adoption of
workplace change. Notably, a lack of funding also ranked high with respondents as preventing workplace change,
suggesting some organizations have not yet been convinced that the benefits of change lead to revenue and earnings.
BARRIERS TO IMPLEMETING WORKPLACE CHANGE
Resistance from managers

16%

Lack of funding

15%

Resistance from staff

13%

Resistance from senior leadership

13%

Unsupportive organizational culture

11%

Inadequate change management

9%

Lack of enabling technology

7%

Lack of people to implement

6%

Inadequate training

4%

Other

4%

Inadequate employee performance management

4%

Cultural Barriers

68%

Resource Barriers

17%

Other

15%

CUSHMAN & WAKEFIELD	

5
WORKPLACE
TRANSFORMATION
SURVEY

5.	 PROGRAM EFFECTIVENESS
EMPLOYEE SATISFACTION CITED AS THE BIGGEST MEASURE
OF SUCCESS
Respondents were asked to identify the factors that their
organization are using, or will use, to measure the success of
workplace change programs. Employee satisfaction ranked the
highest, with 17% of respondents identifying it as a measure of
success. Cost savings ranked second with 15%, followed by the
amount of square feet allocated per person at 13%.
When respondents across each region were asked whether they
believed that their workplace change programs were working,
over 80% in North America responded that their programs
were either highly effective or effective, with 100% in EMEA
responding in similar fashion. While only 22% of respondents in
APAC indicted that their programs were effective in helping
organizations reach their goals, almost 30% stated that it was
too early to tell.

WHAT IS THE BIGGEST FACTOR USED TO EVALUATE SUCCESS?
20%

15%

10%

5%

0

s
s
y
o
ss
ge
on
on
ion
ver
vit
oli
ing
ing
ne
cti
ma
ers
no
cti
uct
rt f
sav
sav
are
di
isfa
du
rp
ed
tur
po
st
st
aw
ran
pe
sat
tr
te
co
co
ee
pro
y
in
r
nd
nb
te
sta
ace
yee
he
plo
tpr
yee
ei
bra
le
sta
Sp
plo
Ot
oo
Em
in
plo
ang
rea
al e
nf
Em
Em
of
Ch
nge
Re
bo
a
e
r
Siz
Ch
Ca

HOW EFFECTIVE HAVE THE CHANGES BEEN?
2%

4%

17%
40%
40%
North America

43%

18%

29%

Highly Effective
Effective
Somewhat effective
Not effective

57%
49%
EMEA

Asia

SUMMARY
Workplace transformation remains in its early stages and many
organizations are just beginning to understand how changes in
design and the use of technology can lead to improved
operating performance. Across some industries, such as
technology and telecommunications, the corporate workplace
transformed years ago. For others, such as banking and financial
services, and legal services, change strategies are just beginning
to make their way into real estate strategies. Expect the rate of
change to continue at a brisk pace, as many of those organizations
that were early adopters of change revisit their strategies or
enter the next phase. Clearly, cultural change is a significant
barrier to workplace transformation and that will likely continue
within many organizations until it becomes clear that not
embracing some form of workplace transformation becomes a
competitive disadvantage.

CUSHMAN & WAKEFIELD	

6
www.cushmanwakefield.com

CORPORATE OCCUPIER & INVESTOR SERVICES
Corporate Occupier & Investor Services (CIS) creates comprehensive solutions for real estate portfolios, aligning real estate strategies to our
clients’ overall business priorities. Our clients range from multinational corporations to owners/occupiers of single assets, in local markets and
across the globe. CIS adds value as a trusted advisor, leveraging all services to span the entire life cycle of our clients’ real estate.
Global CIS teams collaborate through the sharing of best practices, use of consistent tools and processes, alignment of goals and priorities
through industry-leading performance management and governance programs and flexible, effective technology. C&W partners with clients,
enabling them to focus on their core business, confident that real estate experts are attending to every strategic and operational detail
required to create, optimize and protect business value.
CIS Services:
Account Management
Transaction Management
Facilities Management
Lease Administration
Project Management
Property/Asset Management
Agency/Landlord Leasing

Cushman & Wakefield’s global occupier survey administered in partnership with CoreNet Global, the world’s leading association for corporate
real estate (CRE) and workplace professionals, service providers and economic developers. CoreNet Global’s mission is to advance the
effectiveness of CRE professionals and the entire industry engaged in delivering value to corporations through the strategic management of
corporate real estate and workplace resources.

For more information about this briefing contact:
Rick Cleveland
Managing Director
Research & Strategy
Corporate Occupier & Investor Services
rick.cleveland@cushwake.com

For more information about Cushman & Wakefield’s occupier services account
management platform contact:
John C. Santora
President and CEO
Corporate Occupier & Investor Services
john.santora@cushwake.com

Mark T. Wanic
Americas Head of Occupier Services
Corporate Occupier & Investor Services
mark.wanic@cushwake.com

Michael Creamer
Head of EMEA Occupier Services
Corporate Occupier Services
michael.creamer@eur.cushwake.com
Richard Middleton
Executive Managing Director, APAC
Corporate Occupier & Investor Services
richard.middleton@ap.cushwake.com

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Workplace Transformation Survey - A Global View of Workplace Change

  • 1. WORKPLACE TRANSFORMATION SURVEY A GLOBAL VIEW OF WORKPLACE CHANGE A Corporate Occupier & Investor Services Publication 2013 / 2014
  • 2. WORKPLACE TRANSFORMATION SURVEY OVERVIEW There is no doubt the corporate workplace is rapidly transforming. Whether in North America, Europe, the Middle East, or Asia Pacific, maximizing the productivity and efficiency of the corporate work environment is a top priority for today’s occupier. Most are taking a comprehensive view of change that considers the cost savings, increased efficiencies, cultural impacts, and human resource benefits and challenges. Organizations are moving forward with change at various speeds and pursuing a number of strategies in order to achieve their desired goals. To better understand the challenges, differences, and consistencies of workplace transformation, Cushman & Wakefield, in partnership with CoreNet Global, recently conducted a global occupier-focused survey on the changing work environment. The results provide keen insight into the drivers of workplace change, the pace in which change is occurring on a global basis, and the barriers to transforming the workplace. Participants were asked a series of questions about their organizations, the level of transformation that’s occurring, and whether workplace change is effective. The following discusses the results of this survey and provides a view of the trends driving workplace change. SURVEY FINDINGS 1. More occupiers globally are implementing workplace transformation programs 2. On average, occupiers cited human resource factors, such as recruiting, workforce productivity and improved work/life balance over cost factors, such as reduced facility costs and lower churn as drivers of workplace change 3. Hoteling (i.e., unassigned seating) strategies are being more rapidly employed in EMEA and APAC than North America 4. Reluctance of company management ranks as the biggest barrier to workplace transformation 5. Most workplace change strategies are effective in helping organizations reach their goals CUSHMAN & WAKEFIELD 2
  • 3. WORKPLACE TRANSFORMATION SURVEY METHODOLOGY Cushman & Wakefield’s global workplace transformation survey was conducted via two channels. Qualified responses were sought by Cushman & Wakefield and CoreNet Global from attendees at the CoreNet Global Summits held in Shanghai, Amsterdam, and Las Vegas. Participants in each region hailed from a variety of countries and were asked to reply to a series of questions on-line and in person. Responses were received from a range of industries including Banking & Financial Services, Life Sciences, Technology, Telecommunications, Healthcare, and Professional Services. The survey was also administered by Cushman & Wakefield directly to a wider audience of qualified respondents. RESULTS The following survey results are presented around five themes: 1. 2. 3. 4. 5. Rate of adoption Drivers of change Types of change Barriers to change Program effectiveness 1. RATE OF ADOPTION WHEN DO YOU PLAN TO IMPLEMENT A WORKPLACE CHANGE PROGRAM? 50 40 30 20 10 0 NA EMEA APAC 6 months NA EMEA APAC 12 months NA EMEA APAC 18 months THE PACE OF ADOPTION IS STRONG The pace at which the corporate workplace is transforming across the globe appears to be strong. Across the three regions surveyed, between 62-65% of respondents indicated that their organizations were either in the process of implementing a workplace change program (35-40%) or planning to implement a workplace change program (25-27%). Of those planning to implement a workplace change program, an overwhelming majority stated that they plan to begin within the next twelve months (72% in APAC, 75% in EMEA and 79% in North America). Between 24-27% of respondents stated that their organizations have not started a change program, where between 10-12% have recently undergone workplace transformation. CUSHMAN & WAKEFIELD 3
  • 4. WORKPLACE TRANSFORMATION SURVEY 2. DRIVERS OF CHANGE HUMAN CAPITAL AND ORGANIZATION OBJECTIVES SEEN AS DRIVING WORKPLACE TRANSFORMATION Respondents were provided a list of twelve factors widely seen as driving workplace change and were asked to identify the top three drivers of change within their organizations. Cost factors, while significant, were not seen as the most influential drivers of change. Despite ranking reducing real estate costs as the highest individual driver of change, with 17.6% of respondents identifying it as a factor, the next five most influential factors related to either strategic or human resource related objectives. Only 27.5% of respondents cited cost control factors (i.e., reducing real estate costs, lower churn, etc.) as being primary drivers, with organizational goals such as increasing communication and collaboration, generating high levels of creativity, and improving agility and customer responsiveness being cited over 37% of respondents. DRIVERS OF WORKPLACE CHANGE – GLOBALLY FACTORS % Reduce real estate costs 17.6% Attract and retain employees 15.6% Increase communication and collaboration 14.6% Increase employee productivity 14.2% Increase creativity and innovation 10.0% Improve agility and customer responsiveness 6.4% Reduce churn and facilities costs 5.9% Improve work-life balance 5.1% Reduce other costs (e.g., paper, utilities, travel) 4.0% Reduce carbon footprint 3.0% Enhance business continuity and disaster recovery 2.8% Other TOTALS 1.0% Human Resource Factor 38% Strategic Factor 37% Financial/Cost Factor 24% Other 1% 3. TYPES OF CHANGE EARLY ADOPTERS CONSIDER DESIGN STRATEGIES FIRST The majority of respondents planning new workplace initiatives cited design changes as being the most highly considered change strategies. Open plan architecture, flexible layouts, and furniture solutions, as well as reducing the amount of space per person in favor of increased collaborative space all ranked high. WORKPLACE CHANGE CONSIDERATIONS – GLOBALLY STRATEGY % Open plan / reduced office space 11.0% Flexible layouts and furniture solutions 10.7% Increased meeting rooms and collaboration spaces 10.0% Increased social and relaxation spaces 7.1% Unassigned seating (employees with no fixed desk) 6.8% Touch down zones 5.9% Working from home 5.8% Increased use of natural light 5.6% Quiet zones and rooms 5.5% Increased communication tools (e.g., chat, conferencing) 5.3% Flexible work hours 4.8% Remote network access 4.7% Sustainability accreditation (e.g., LEED) 4.0% Phone booths 3.4% Social networking tools Increased provision of mobile devices Follow-me telephony 2.3% Other (please specify) 1.1% TOTALS Design Focused 56% Cultural Focused 33% 3.1% Technology Focused 10% 3.0% Other 1% CUSHMAN & WAKEFIELD 4
  • 5. WORKPLACE TRANSFORMATION SURVEY UNASSIGNED SEATING LESS POPULAR IN NORTH AMERICA Respondents with workplace programs complete or underway were asked about seating. Approximately 50% of those answering from North America stated that 10% or less of their organizations would not have assigned seats in their new workplace. In contrast, responses from EMEA and APAC indicated that unassigned seating strategies are being more rapidly employed in these regions, particularly the EMEA. WHAT PERCENTAGE OF EMPLOYEES WILL NOT/DO NOT HAVE AN ASSIGNED SEAT? 1% 3% 3% 5% 8% 23% 14% 7% 7% 14% 13% 10% 7% 27% 11% North America 22% 14% 14% EMEA 14% All employees have an assigned seat Up to 10% unassigned Up to 20% unassigned Up to 30% unassigned Up to 40-60% unassigned Up to 70-90% unassigned No employee has an assigned seat I’m not sure 23% 15% 9% 20% 17% APAC 4. BARRIERS TO CHANGE CULTURAL BARRIERS IDENTIFIED AS THE PRIMARY OBSTACLE TO IMPLEMENTING CHANGE PROGRAMS Resistance from managers, staff, and senior leadership were cited by 41% of respondents as impeding the adoption of workplace change. Notably, a lack of funding also ranked high with respondents as preventing workplace change, suggesting some organizations have not yet been convinced that the benefits of change lead to revenue and earnings. BARRIERS TO IMPLEMETING WORKPLACE CHANGE Resistance from managers 16% Lack of funding 15% Resistance from staff 13% Resistance from senior leadership 13% Unsupportive organizational culture 11% Inadequate change management 9% Lack of enabling technology 7% Lack of people to implement 6% Inadequate training 4% Other 4% Inadequate employee performance management 4% Cultural Barriers 68% Resource Barriers 17% Other 15% CUSHMAN & WAKEFIELD 5
  • 6. WORKPLACE TRANSFORMATION SURVEY 5. PROGRAM EFFECTIVENESS EMPLOYEE SATISFACTION CITED AS THE BIGGEST MEASURE OF SUCCESS Respondents were asked to identify the factors that their organization are using, or will use, to measure the success of workplace change programs. Employee satisfaction ranked the highest, with 17% of respondents identifying it as a measure of success. Cost savings ranked second with 15%, followed by the amount of square feet allocated per person at 13%. When respondents across each region were asked whether they believed that their workplace change programs were working, over 80% in North America responded that their programs were either highly effective or effective, with 100% in EMEA responding in similar fashion. While only 22% of respondents in APAC indicted that their programs were effective in helping organizations reach their goals, almost 30% stated that it was too early to tell. WHAT IS THE BIGGEST FACTOR USED TO EVALUATE SUCCESS? 20% 15% 10% 5% 0 s s y o ss ge on on ion ver vit oli ing ing ne cti ma ers no cti uct rt f sav sav are di isfa du rp ed tur po st st aw ran pe sat tr te co co ee pro y in r nd nb te sta ace yee he plo tpr yee ei bra le sta Sp plo Ot oo Em in plo ang rea al e nf Em Em of Ch nge Re bo a e r Siz Ch Ca HOW EFFECTIVE HAVE THE CHANGES BEEN? 2% 4% 17% 40% 40% North America 43% 18% 29% Highly Effective Effective Somewhat effective Not effective 57% 49% EMEA Asia SUMMARY Workplace transformation remains in its early stages and many organizations are just beginning to understand how changes in design and the use of technology can lead to improved operating performance. Across some industries, such as technology and telecommunications, the corporate workplace transformed years ago. For others, such as banking and financial services, and legal services, change strategies are just beginning to make their way into real estate strategies. Expect the rate of change to continue at a brisk pace, as many of those organizations that were early adopters of change revisit their strategies or enter the next phase. Clearly, cultural change is a significant barrier to workplace transformation and that will likely continue within many organizations until it becomes clear that not embracing some form of workplace transformation becomes a competitive disadvantage. CUSHMAN & WAKEFIELD 6
  • 7. www.cushmanwakefield.com CORPORATE OCCUPIER & INVESTOR SERVICES Corporate Occupier & Investor Services (CIS) creates comprehensive solutions for real estate portfolios, aligning real estate strategies to our clients’ overall business priorities. Our clients range from multinational corporations to owners/occupiers of single assets, in local markets and across the globe. CIS adds value as a trusted advisor, leveraging all services to span the entire life cycle of our clients’ real estate. Global CIS teams collaborate through the sharing of best practices, use of consistent tools and processes, alignment of goals and priorities through industry-leading performance management and governance programs and flexible, effective technology. C&W partners with clients, enabling them to focus on their core business, confident that real estate experts are attending to every strategic and operational detail required to create, optimize and protect business value. CIS Services: Account Management Transaction Management Facilities Management Lease Administration Project Management Property/Asset Management Agency/Landlord Leasing Cushman & Wakefield’s global occupier survey administered in partnership with CoreNet Global, the world’s leading association for corporate real estate (CRE) and workplace professionals, service providers and economic developers. CoreNet Global’s mission is to advance the effectiveness of CRE professionals and the entire industry engaged in delivering value to corporations through the strategic management of corporate real estate and workplace resources. For more information about this briefing contact: Rick Cleveland Managing Director Research & Strategy Corporate Occupier & Investor Services rick.cleveland@cushwake.com For more information about Cushman & Wakefield’s occupier services account management platform contact: John C. Santora President and CEO Corporate Occupier & Investor Services john.santora@cushwake.com Mark T. Wanic Americas Head of Occupier Services Corporate Occupier & Investor Services mark.wanic@cushwake.com Michael Creamer Head of EMEA Occupier Services Corporate Occupier Services michael.creamer@eur.cushwake.com Richard Middleton Executive Managing Director, APAC Corporate Occupier & Investor Services richard.middleton@ap.cushwake.com