This white paper discusses how Generation Y will impact real estate markets. Key points:
- Generation Y expects frequent job changes, greater workplace flexibility, and a blend of work and social space in offices.
- Their influence will likely reduce demand for office space but change its orientation, with more flexible floorplans and amenities.
- Offices will need to adapt technologically to support mobile working and alternative work strategies to attract Generation Y.
- Being green and sustainable will also be important to recruit and retain Generation Y employees.
This document summarizes a presentation about transforming regions given by Rich Overmoyer. Some key points discussed include the rapid pace of change driven by technology, energy, demographics and place. New models are needed that focus on value-based economic development rather than lower costs. Four main drivers of transformation mentioned are technology, millennials, energy, and commurbanism - a preference for walkable communities. The presentation advocates for thinking differently about assets, innovation, collaboration and resources to transform regions.
This document discusses trends, tools, and tactics for marketing and attracting businesses for economic development. It covers 4 key discussion points: defining economic development; distinguishing between product and economic development marketing; understanding changing customer characteristics; and adopting new roles and tactics. The document emphasizes that economic development is becoming more complex with global uncertainties, political divides, and disruptive technological changes occurring more frequently. It argues that communities need to shift from traditional job and product-based models to knowledge and wealth-based models focused on talent, innovation, and quality of life to effectively compete.
North American Office Highlights 2Q 2011Coy Davidson
The U.S. office market saw a modest rebound in Q2 with higher demand and slightly lower vacancy compared to Q1. However, the recovery remains subdued as rents continued to decline slightly. The Canadian office market performed better with stronger economic and job growth. While the U.S. and Canadian economies are projected to improve in the second half of 2011, forecasts made earlier in the year now appear overly optimistic given recent weak job numbers and high energy costs, which could dampen corporate expansion plans.
By creating renegade social networks for collaboration we have the capacity to spark fresh innovation, create new economic opportunities and build a framework for positive social change.
This research provides evidence that cravings are associated with individual patterns of arousal and are expressed differently in smokers and non-smokers. Patterns of physiologic arousal were identified for craving and tobacco use. This research supports the development of individual algorithms to predict tobacco use for tobacco cessation treatment.
The document summarizes commercial real estate trends in central London during the first half of 2011. It notes that strong absorption of office space led to rising occupancy rates across core locations like the West End. Competition for limited Grade A space continued to drive up prime rents, while availability fell sharply. The West End saw over 1.2 million sq ft of absorption and average rents rise 11% during H1 2011 due to limited new supply. Overall 2011 take-up is expected to be below average despite continued rental growth, as absorption peaks amid a shortage of available stock.
Houston's industrial market saw strengthening fundamentals in Q2 2011, with vacancy decreasing to 5.7% and rental rates increasing 8.6% year-over-year. Net absorption was positive 1.3M SF, pushing year-to-date absorption over 2.1M SF. Industrial construction activity increased, with the pipeline growing to 979,767 SF under construction. Demand is expected to continue driving new development as available inventory shrinks.
Colliers International is a global real estate services firm that provides brokerage, corporate solutions, investment services, valuation and advisory services, project management, and research. They have over $1.5 billion in annual revenue and over 12,500 professionals across more than 500 offices in 61 countries. Colliers International aims to accelerate the success of their clients through an integrated platform and culture of collaboration.
This document summarizes a presentation about transforming regions given by Rich Overmoyer. Some key points discussed include the rapid pace of change driven by technology, energy, demographics and place. New models are needed that focus on value-based economic development rather than lower costs. Four main drivers of transformation mentioned are technology, millennials, energy, and commurbanism - a preference for walkable communities. The presentation advocates for thinking differently about assets, innovation, collaboration and resources to transform regions.
This document discusses trends, tools, and tactics for marketing and attracting businesses for economic development. It covers 4 key discussion points: defining economic development; distinguishing between product and economic development marketing; understanding changing customer characteristics; and adopting new roles and tactics. The document emphasizes that economic development is becoming more complex with global uncertainties, political divides, and disruptive technological changes occurring more frequently. It argues that communities need to shift from traditional job and product-based models to knowledge and wealth-based models focused on talent, innovation, and quality of life to effectively compete.
North American Office Highlights 2Q 2011Coy Davidson
The U.S. office market saw a modest rebound in Q2 with higher demand and slightly lower vacancy compared to Q1. However, the recovery remains subdued as rents continued to decline slightly. The Canadian office market performed better with stronger economic and job growth. While the U.S. and Canadian economies are projected to improve in the second half of 2011, forecasts made earlier in the year now appear overly optimistic given recent weak job numbers and high energy costs, which could dampen corporate expansion plans.
By creating renegade social networks for collaboration we have the capacity to spark fresh innovation, create new economic opportunities and build a framework for positive social change.
This research provides evidence that cravings are associated with individual patterns of arousal and are expressed differently in smokers and non-smokers. Patterns of physiologic arousal were identified for craving and tobacco use. This research supports the development of individual algorithms to predict tobacco use for tobacco cessation treatment.
The document summarizes commercial real estate trends in central London during the first half of 2011. It notes that strong absorption of office space led to rising occupancy rates across core locations like the West End. Competition for limited Grade A space continued to drive up prime rents, while availability fell sharply. The West End saw over 1.2 million sq ft of absorption and average rents rise 11% during H1 2011 due to limited new supply. Overall 2011 take-up is expected to be below average despite continued rental growth, as absorption peaks amid a shortage of available stock.
Houston's industrial market saw strengthening fundamentals in Q2 2011, with vacancy decreasing to 5.7% and rental rates increasing 8.6% year-over-year. Net absorption was positive 1.3M SF, pushing year-to-date absorption over 2.1M SF. Industrial construction activity increased, with the pipeline growing to 979,767 SF under construction. Demand is expected to continue driving new development as available inventory shrinks.
Colliers International is a global real estate services firm that provides brokerage, corporate solutions, investment services, valuation and advisory services, project management, and research. They have over $1.5 billion in annual revenue and over 12,500 professionals across more than 500 offices in 61 countries. Colliers International aims to accelerate the success of their clients through an integrated platform and culture of collaboration.
Three market trends drive collaborative value networks to the next levelARC Advisory Group
Three trends will drive changes in industrial companies over the next decade: 1) the shift in global economic power to emerging markets, 2) increased accessibility and capabilities of information technology, and 3) the rising influence of Millennials in the workforce. These trends will pressure companies to collaborate more extensively with partners throughout their value networks. Advanced IT can enable new forms of collaboration in design, production, and delivery. Leading companies will adapt by increasing information sharing and collaboration with customers and other partners across dynamic value networks.
Monthly Talk points:
How to indicate digital transformations are happening?
Impact of Digital Transformation on traditional project mgmt.
Aligning project mgmt. principles with Digital Transformation initiatives to drive change
Planning for Digital transformation projects
Recommendations for DT adoptions and adaptations
Building a Sustainable World in the Digital Construction EconomyKyler Miles
The document discusses the construction industry and the opportunities and challenges it faces with digital transformation. It notes that the construction market is projected to grow significantly by 2030 but that existing business models may collapse as new digital technologies disrupt traditional design and construction processes. The industry also faces challenges like low productivity, risks with complex projects, and a looming skilled labor shortage. However, digital technologies can help construction companies address these issues, increase productivity and profitability, and build more sustainable assets and infrastructure for the future. The time for construction firms to embrace digital transformation and prioritize new technologies is now in order to adapt and thrive in this period of disruption.
The document discusses several trends that will impact the future of work over the next 10-15 years:
1) The rise of the knowledge worker and innovation economics will require more flexible and collaborative work environments.
2) Demographic changes like an aging workforce and Generation Y entering the workforce will lead to new patterns of full-time, part-time, and contract work.
3) Advances in technology will allow more distributed and mobile work, but cities will still be important for amenities and public transportation. Offices will remain important hubs but with more flexible uses of space.
The unique challenges facing the public sector in adopting agile workplaces include an estate that is large and complex, with around half of buildings over 30 years old. This makes maintenance costly and buildings potentially outdated. However, the public sector is beginning to embrace agile workplaces in response to austerity measures and changing employee needs and expectations. Benefits include increased productivity, better recruitment and retention, and utilization rates that show significant unused space in current workplaces.
Discute as facilidades que uma ferramenta como portal corporativo pode oferecer a uma organização, apresenta os critérios de avaliação, infra-estrutura de tecnologia de informação, e o posicionamento, visão e impacto do portal na corporação.
www.terraforum.com.br
The document discusses 10 key trends transforming facilities management:
1. Outsourcing is evolving to deliver more complex, integrated services and is expected to be a $1 trillion global market by 2025.
2. Workplaces must accommodate multi-generational workforces and balance needs of different age groups rather than focus on generational preferences alone.
3. Wellness programs that boost productivity and attract talent are increasingly important for employers.
4. Collaboration spaces that foster innovation are in higher demand.
5. Technology enables more data-driven decision making, personalized workspaces, and smart buildings with integrated sensors and systems.
6. Serviced offices and co-working spaces are growing in popularity to meet flexible
Colliers International Generation Y White PaperCoy Davidson
This document discusses trends in office space planning and workplace design for Generation Y. It notes that alternative workplace strategies like working from home are on the rise due to employee demand and corporate cost savings. Technology has enabled increased mobile working through improved internet access and mobile devices. This has impacted office design, shifting from cellular offices of the 1980s-90s to more open floor plans today that facilitate collaboration. Modern offices incorporate open workspaces, meeting rooms, and private offices to accommodate different work modes.
This document discusses the evolution of flexible office spaces from traditional serviced offices in the 1980s to modern coworking spaces. It explores how cultural and economic trends have driven demand for flexible work arrangements and the growth of the global flexible office market. Major cities like London, New York, Berlin, and Shanghai are developing advanced flexible office ecosystems with both global and local providers expanding. The document examines the key factors influencing this growth, such as economics, flexibility, talent recruitment, and entrepreneurship. It also discusses potential risks and how flexible offices can contribute to urban regeneration.
Making the Shift to the Next-Generation EnterpriseCognizant
It's crucial for organizations to assess their next-generation strengths and weaknesses in light of their strategic priorities and then focus on the enablers that will prepare them for the future of work.
Preparing for the Next-Gen Worker: Is Your Organization Ready?Cognizant
This document discusses how organizations need to prepare for the next generation of workers by updating their hiring, onboarding, and employee engagement practices. It notes that the workforce is changing dramatically as new technologies allow people to work in more social and collaborative ways. It states that to attract and retain top talent, and remain competitive, organizations will need to build an organizational culture of collaboration, leverage new technologies to improve performance, and be ready to utilize the skills and expectations of the new generation of workers.
This document discusses how digital disruption is transforming commercial real estate across different asset classes. The office sector is being impacted as technology allows employees to work remotely. This has led to declining space needs per employee and more flexible work environments. Retail is shifting to an omnichannel model as consumers conduct research and shopping across both online and physical stores. Industrial real estate is impacted by trends in advanced manufacturing, supply chain optimization, and some reshoring of production. Real estate owners, investors and occupiers will need to adapt to remain competitive in this new digital environment.
Making the Shift to the Next-Generation EnterpriseCognizant
It's crucial for organizations to assess their next-generation strengths and weaknesses in light of their strategic priorities and then focus on the enablers that will prepare them for the future of work.
This document discusses how business virtualization can help companies unleash true innovation power in the 21st century. It outlines 10 principles of business virtualization including choosing a path of differentiation, moving decision making closer to customers, leveraging partnerships, and building a listening infrastructure. Examples are given of companies like Ritz-Carlton, Samsung, Tesco, GE, Target, and IBM that have applied these principles through practices like empowering employees, partner innovation programs, collaboration tools, open innovation platforms, customer data analysis, and focusing on customer lifetime value. Zynga is highlighted as exemplifying business virtualization through its lightweight infrastructure, outsourcing of non-core functions, and scaling games based on usage patterns.
Adaptive Work Systems: A Perspective on the Evolution of Socio-Technical SystemsSociotechnical Roundtable
This document provides an overview of adaptive work systems as the next generation model for organizing work. It discusses how work has evolved from small craft shops to modern socio-technical systems and flexible manufacturing. The rate of change in today's globalized, digital world requires work to be organized around problem solving, uncertainty, and continuous innovation. Adaptive work systems balance optimization and adaptation, and hierarchy and networks. They are designed based on principles like open systems and empirical process control to enable agile, effective production and delivery of products and services in changing environments.
This document discusses different ways to measure the success of cities. It explores strategic, user-driven metrics that focus on desired outcomes rather than just data. The document examines frameworks around innovation, spatial efficiency, economic institutions, human capital, and quality of place. There is some overlap between the frameworks, but also opportunities to consider additional factors like business dynamics, research and development, transit accessibility, governance, job alignment with education, and industry productivity. The discussion emphasizes building local economies with high-human capital occupations and functions to attract knowledge workers.
Accenture From Global Connection To Global OrchestrationInnovation Tank
This document discusses two defining trends for the next economic era: the acceleration of multi-polar globalization and the transformative potential of newly mature information technologies. It summarizes that economic power is increasingly diffused across more countries and regions, with emerging markets accounting for over half of global output. It also discusses how information technologies like cloud computing are enabling new forms of business models and market-making forces. The document advocates that companies must move beyond global connectedness to proactively orchestrate opportunities from these new trends through strategies like gaining deeper customer insights and developing wide networks.
1. Advancing technologies are rapidly disrupting traditional business models. Senior executives must think strategically about how to prepare their organizations for this new environment.
2. Ten emerging technology-enabled business trends are profoundly reshaping industries: distributed cocreation, networks as organizations, deeper collaboration, the Internet of Things, experimentation with big data, wiring for a sustainable world, anything-as-a-service models, multisided platforms, innovation from emerging markets, and using technology for social good.
3. To exploit these trends, leaders must track their evolution, be alert to adoption rates, guide strategic adaptations, and use "test and learn" methods to avoid disruptions from overly rapid technology adoption
Ten tech-enabled business trands to watch - August 10Carl Terrantroy
1. Advancing technologies are rapidly disrupting traditional business models and forcing strategic changes. Ten emerging tech-enabled business trends were identified that executives need to understand and adapt to, including distributed cocreation, networks as organizations, collaboration at scale, the growing 'Internet of Things', experimenting with big data, and wiring for a sustainable world.
2. To guide strategies in this changing environment, leaders should track the evolution of new technologies, monitor adoption rates, assign accountability for implications across functions, catalyze collaboration across silos, and use "test and learn" methods when implementing technologies to avoid disruptions. Fully exploiting these trends will require transforming organizations into learning laboratories.
The document discusses how the concept of work is evolving due to changes in technology, demographics, and business models. Knowledge workers now demand flexible work arrangements and mobile access to tools and information enabled by cloud computing and virtual conferencing. Real estate developers must adapt office buildings to cater to collaborative work styles by integrating alternative workspaces and mixed-use communities. In the Philippines, the growth of the IT-BPO industry and rising middle class is driving demand for modern workspaces, while start-up incubators aim to support entrepreneurship among Filipino millennials.
The document summarizes research on working from home (WFH) trends and implications. It finds that WFH has increased 6-fold during the pandemic and is stabilizing at around 30% of workdays. Most employees prefer a hybrid model that allows some choice over WFH days. Managing hybrid teams well requires coordinating in-person office days to promote collaboration. Offices are not expected to significantly cut space but may redesign to add meeting rooms and lounge seating. Support services may increasingly offshore under long-term hybrid models.
Three market trends drive collaborative value networks to the next levelARC Advisory Group
Three trends will drive changes in industrial companies over the next decade: 1) the shift in global economic power to emerging markets, 2) increased accessibility and capabilities of information technology, and 3) the rising influence of Millennials in the workforce. These trends will pressure companies to collaborate more extensively with partners throughout their value networks. Advanced IT can enable new forms of collaboration in design, production, and delivery. Leading companies will adapt by increasing information sharing and collaboration with customers and other partners across dynamic value networks.
Monthly Talk points:
How to indicate digital transformations are happening?
Impact of Digital Transformation on traditional project mgmt.
Aligning project mgmt. principles with Digital Transformation initiatives to drive change
Planning for Digital transformation projects
Recommendations for DT adoptions and adaptations
Building a Sustainable World in the Digital Construction EconomyKyler Miles
The document discusses the construction industry and the opportunities and challenges it faces with digital transformation. It notes that the construction market is projected to grow significantly by 2030 but that existing business models may collapse as new digital technologies disrupt traditional design and construction processes. The industry also faces challenges like low productivity, risks with complex projects, and a looming skilled labor shortage. However, digital technologies can help construction companies address these issues, increase productivity and profitability, and build more sustainable assets and infrastructure for the future. The time for construction firms to embrace digital transformation and prioritize new technologies is now in order to adapt and thrive in this period of disruption.
The document discusses several trends that will impact the future of work over the next 10-15 years:
1) The rise of the knowledge worker and innovation economics will require more flexible and collaborative work environments.
2) Demographic changes like an aging workforce and Generation Y entering the workforce will lead to new patterns of full-time, part-time, and contract work.
3) Advances in technology will allow more distributed and mobile work, but cities will still be important for amenities and public transportation. Offices will remain important hubs but with more flexible uses of space.
The unique challenges facing the public sector in adopting agile workplaces include an estate that is large and complex, with around half of buildings over 30 years old. This makes maintenance costly and buildings potentially outdated. However, the public sector is beginning to embrace agile workplaces in response to austerity measures and changing employee needs and expectations. Benefits include increased productivity, better recruitment and retention, and utilization rates that show significant unused space in current workplaces.
Discute as facilidades que uma ferramenta como portal corporativo pode oferecer a uma organização, apresenta os critérios de avaliação, infra-estrutura de tecnologia de informação, e o posicionamento, visão e impacto do portal na corporação.
www.terraforum.com.br
The document discusses 10 key trends transforming facilities management:
1. Outsourcing is evolving to deliver more complex, integrated services and is expected to be a $1 trillion global market by 2025.
2. Workplaces must accommodate multi-generational workforces and balance needs of different age groups rather than focus on generational preferences alone.
3. Wellness programs that boost productivity and attract talent are increasingly important for employers.
4. Collaboration spaces that foster innovation are in higher demand.
5. Technology enables more data-driven decision making, personalized workspaces, and smart buildings with integrated sensors and systems.
6. Serviced offices and co-working spaces are growing in popularity to meet flexible
Colliers International Generation Y White PaperCoy Davidson
This document discusses trends in office space planning and workplace design for Generation Y. It notes that alternative workplace strategies like working from home are on the rise due to employee demand and corporate cost savings. Technology has enabled increased mobile working through improved internet access and mobile devices. This has impacted office design, shifting from cellular offices of the 1980s-90s to more open floor plans today that facilitate collaboration. Modern offices incorporate open workspaces, meeting rooms, and private offices to accommodate different work modes.
This document discusses the evolution of flexible office spaces from traditional serviced offices in the 1980s to modern coworking spaces. It explores how cultural and economic trends have driven demand for flexible work arrangements and the growth of the global flexible office market. Major cities like London, New York, Berlin, and Shanghai are developing advanced flexible office ecosystems with both global and local providers expanding. The document examines the key factors influencing this growth, such as economics, flexibility, talent recruitment, and entrepreneurship. It also discusses potential risks and how flexible offices can contribute to urban regeneration.
Making the Shift to the Next-Generation EnterpriseCognizant
It's crucial for organizations to assess their next-generation strengths and weaknesses in light of their strategic priorities and then focus on the enablers that will prepare them for the future of work.
Preparing for the Next-Gen Worker: Is Your Organization Ready?Cognizant
This document discusses how organizations need to prepare for the next generation of workers by updating their hiring, onboarding, and employee engagement practices. It notes that the workforce is changing dramatically as new technologies allow people to work in more social and collaborative ways. It states that to attract and retain top talent, and remain competitive, organizations will need to build an organizational culture of collaboration, leverage new technologies to improve performance, and be ready to utilize the skills and expectations of the new generation of workers.
This document discusses how digital disruption is transforming commercial real estate across different asset classes. The office sector is being impacted as technology allows employees to work remotely. This has led to declining space needs per employee and more flexible work environments. Retail is shifting to an omnichannel model as consumers conduct research and shopping across both online and physical stores. Industrial real estate is impacted by trends in advanced manufacturing, supply chain optimization, and some reshoring of production. Real estate owners, investors and occupiers will need to adapt to remain competitive in this new digital environment.
Making the Shift to the Next-Generation EnterpriseCognizant
It's crucial for organizations to assess their next-generation strengths and weaknesses in light of their strategic priorities and then focus on the enablers that will prepare them for the future of work.
This document discusses how business virtualization can help companies unleash true innovation power in the 21st century. It outlines 10 principles of business virtualization including choosing a path of differentiation, moving decision making closer to customers, leveraging partnerships, and building a listening infrastructure. Examples are given of companies like Ritz-Carlton, Samsung, Tesco, GE, Target, and IBM that have applied these principles through practices like empowering employees, partner innovation programs, collaboration tools, open innovation platforms, customer data analysis, and focusing on customer lifetime value. Zynga is highlighted as exemplifying business virtualization through its lightweight infrastructure, outsourcing of non-core functions, and scaling games based on usage patterns.
Adaptive Work Systems: A Perspective on the Evolution of Socio-Technical SystemsSociotechnical Roundtable
This document provides an overview of adaptive work systems as the next generation model for organizing work. It discusses how work has evolved from small craft shops to modern socio-technical systems and flexible manufacturing. The rate of change in today's globalized, digital world requires work to be organized around problem solving, uncertainty, and continuous innovation. Adaptive work systems balance optimization and adaptation, and hierarchy and networks. They are designed based on principles like open systems and empirical process control to enable agile, effective production and delivery of products and services in changing environments.
This document discusses different ways to measure the success of cities. It explores strategic, user-driven metrics that focus on desired outcomes rather than just data. The document examines frameworks around innovation, spatial efficiency, economic institutions, human capital, and quality of place. There is some overlap between the frameworks, but also opportunities to consider additional factors like business dynamics, research and development, transit accessibility, governance, job alignment with education, and industry productivity. The discussion emphasizes building local economies with high-human capital occupations and functions to attract knowledge workers.
Accenture From Global Connection To Global OrchestrationInnovation Tank
This document discusses two defining trends for the next economic era: the acceleration of multi-polar globalization and the transformative potential of newly mature information technologies. It summarizes that economic power is increasingly diffused across more countries and regions, with emerging markets accounting for over half of global output. It also discusses how information technologies like cloud computing are enabling new forms of business models and market-making forces. The document advocates that companies must move beyond global connectedness to proactively orchestrate opportunities from these new trends through strategies like gaining deeper customer insights and developing wide networks.
1. Advancing technologies are rapidly disrupting traditional business models. Senior executives must think strategically about how to prepare their organizations for this new environment.
2. Ten emerging technology-enabled business trends are profoundly reshaping industries: distributed cocreation, networks as organizations, deeper collaboration, the Internet of Things, experimentation with big data, wiring for a sustainable world, anything-as-a-service models, multisided platforms, innovation from emerging markets, and using technology for social good.
3. To exploit these trends, leaders must track their evolution, be alert to adoption rates, guide strategic adaptations, and use "test and learn" methods to avoid disruptions from overly rapid technology adoption
Ten tech-enabled business trands to watch - August 10Carl Terrantroy
1. Advancing technologies are rapidly disrupting traditional business models and forcing strategic changes. Ten emerging tech-enabled business trends were identified that executives need to understand and adapt to, including distributed cocreation, networks as organizations, collaboration at scale, the growing 'Internet of Things', experimenting with big data, and wiring for a sustainable world.
2. To guide strategies in this changing environment, leaders should track the evolution of new technologies, monitor adoption rates, assign accountability for implications across functions, catalyze collaboration across silos, and use "test and learn" methods when implementing technologies to avoid disruptions. Fully exploiting these trends will require transforming organizations into learning laboratories.
The document discusses how the concept of work is evolving due to changes in technology, demographics, and business models. Knowledge workers now demand flexible work arrangements and mobile access to tools and information enabled by cloud computing and virtual conferencing. Real estate developers must adapt office buildings to cater to collaborative work styles by integrating alternative workspaces and mixed-use communities. In the Philippines, the growth of the IT-BPO industry and rising middle class is driving demand for modern workspaces, while start-up incubators aim to support entrepreneurship among Filipino millennials.
The document summarizes research on working from home (WFH) trends and implications. It finds that WFH has increased 6-fold during the pandemic and is stabilizing at around 30% of workdays. Most employees prefer a hybrid model that allows some choice over WFH days. Managing hybrid teams well requires coordinating in-person office days to promote collaboration. Offices are not expected to significantly cut space but may redesign to add meeting rooms and lounge seating. Support services may increasingly offshore under long-term hybrid models.
HORIZON TOWER
520,094 RSF
17-story medical + biomedical space
13-level parking garage; 2,700 stalls
Under Construction and
On-Schedule for 4Q2023 Delivery
This document summarizes a webinar hosted by Occupier Services on May 14th discussing strategies for leading occupiers in the "new normal". The webinar featured a panel of real estate executives from Nokia, Nestle, ServiceNow and PepsiCo discussing topics like portfolio management, transaction strategies and workplace strategies in light of COVID-19. Survey results were presented showing most occupiers anticipate a decrease in future office space needs and a preference among employees to work from home at least one day a week going forward. The webinar provided insights into how large occupiers are adapting their real estate strategies in response to the pandemic.
Houston Methodist and Colliers International HoustonCoy Davidson
Colliers International has provided real estate and advisory services to Houston Methodist Hospital since 2001. Houston Methodist is one of the largest health systems in the US, consisting of 7 hospitals and over 120 locations across the Greater Houston area. Colliers International assists Houston Methodist with services such as site selection, acquisitions, property management, and tenant representation. Some of Colliers' accomplishments for Houston Methodist include selecting and acquiring sites for new hospitals in The Woodlands and Katy, Texas, as well as five emergency care centers, and representing Houston Methodist in leasing over 230,000 square feet across 23 locations.
Despite strong demand and low vacancy rates in 2016, the healthcare industry faces uncertainties in 2017. The repeal of the Affordable Care Act and its replacement details are unknown, which may delay real estate decisions. Additionally, new Medicare reimbursement rules will challenge off-campus projects' viability and cause providers to reevaluate expansion plans. Rising costs are putting pressure on providers' operating margins as the aging population increases demand for healthcare. While fundamentals remain solid, the industry will need to make nuanced real estate decisions based on the changing policy and consumer landscape.
Colliers International Houston Trends 2017Coy Davidson
This document contains multiple charts and graphs summarizing real estate market trends in Houston, Texas from 2001 to 2016. It shows that drilling permits and rig counts in Texas peaked in the late 2000s and declined sharply after 2014. Houston gained over 100,000 jobs annually from 2009 to 2013 but saw job losses in the energy sector after 2014. Office vacancy rates in Houston doubled from the early 1980s to late 1980s during a period of rapid office development. The industrial, retail, multifamily, and construction sectors are also analyzed with statistics on vacancies, rents, absorption, construction projects, and sales.
This document summarizes economic indicators and trends in Houston, Texas. It finds that while Houston added over 15,000 jobs in 2015, growth has slowed significantly since the dramatic fall in oil prices in late 2014. The energy sector, particularly upstream exploration and production, has been hardest hit, though other industries like healthcare and trade have provided job gains. Population growth remains strong at over 2.5% annually. Despite challenges from low oil prices, Houston's diverse economy, large port and medical sector position it for continued importance.
2016 Healthcare Real Estate MarketplaceCoy Davidson
Healthcare real estate continues strong performance, with demand for medical office space expected to increase due to rising healthcare spending and an aging population. Vacancy rates have declined to 9.5% nationally as absorption remains positive, while rental rates have increased slightly. Medical office building sales volumes hit a new peak in 2015, contributing to downward pressure on capitalization rates. The outlook for 2016 is continued strong fundamentals and demand in the healthcare real estate sector.
Houston Healthcare Real Estate Market Report - Year End 2015Coy Davidson
The Texas Medical Center in Houston announced plans to expand its life science research campus by 30 acres and $1.5 billion to establish Houston as a new life science hub. Additionally, Baylor College of Medicine and CHI St. Luke's Hospital plan to develop a $1.1 billion medical campus featuring a medical school, cardiovascular research institute, and nationally recognized hospital. The expansions aim to solidify Houston's position as a leader in human health and medical research.
The office market fundamentals continued to improve in Q4 2015, with rents rising and vacancies falling in the core areas of the top 10 markets. Absorption trends were generally positive, though leasing slowed in some markets due to low availability. Tech tenants remain an important driver of leasing activity, though corporate relocations and professional services are also contributing. Rents are below prior peaks in most markets, suggesting further potential for growth in 2016 as the US economy continues moderate expansion.
This document provides a summary of the crude oil market in early 2016. It notes that crude oil prices had fallen dramatically to around $30/barrel from over $100/barrel previously. It analyzes factors contributing to lower oil prices such as increased US shale oil production, the lifting of the US oil export ban, and the market share war being waged by Saudi Arabia. The document also examines projections for global oil supply and demand in 2016-2017 and the expected impacts on production levels from US shale declines, OPEC, and potential increased exports from Iran.
This document provides information on sponsors, partners, and leadership for CRE // Tech events. It lists lead sponsors and national media sponsors. It also lists the board of advisors and regional chairs that provide leadership for CRE // Tech. Finally, it thanks sponsors and supporters for making the events possible.
The document summarizes the Q4 2014 office market report for San Francisco. Key points include:
- The vacancy rate remained flat at 7.5% due to new construction, though it has decreased 51% since 2010.
- Leasing activity was strong with 1.5 million sq ft leased in Q4 and a total of 8.1 million sq ft for the year, exceeding the annual average.
- The market posted its 18th consecutive quarter of positive absorption, with over 257,000 sq ft absorbed in Q4 and over 2.8 million sq ft for the year.
- Average rents increased to $64.79 per sq ft, a 16.2% increase over the previous
Houston Medical Office Report and Healthcare CommentaryCoy Davidson
This document summarizes healthcare real estate trends in the Houston area in 2014. It notes that the population is growing rapidly and demand for healthcare services is increasing. As a result, major hospital systems are expanding by constructing new facilities and medical office buildings in the suburbs to improve access. In the Texas Medical Center, several large hospital projects were underway or completed in 2014 that will add over a million square feet of new space. Freestanding emergency departments are also proliferating as another strategy to expand access and capture market share. Overall, the healthcare sector in Houston showed no signs of slowing down despite a downturn in the energy industry.
Despite uncertainty around the Affordable Care Act, demand for healthcare real estate continues to increase due to growth in the insured population and an aging baby boomer generation. Medical office vacancy rates are at their lowest since the recession and declining further, while modern, flexible spaces in good locations see the highest demand. Both new construction and space under construction have remained low since the recession. Healthcare industry consolidation is accelerating due to the ACA and cost pressures.
The document summarizes updates to BOMA standards for measuring and calculating rentable area in commercial real estate. It outlines revisions to Method A (legacy method) and the introduction of Method B (single load factor method) for more consistent rentable area calculations. It also discusses new enclosure requirements to provide consistent boundaries for measuring interior space. Abel Design Group presented on these updates to assist clients with applying the current BOMA standards.
North American Industrial Outlook Q4 13Coy Davidson
This document discusses trends in the North American industrial real estate market in Q4 2013. It notes that vacancy rates declined slightly to 7.69% due to strong absorption in the US market. While construction of new industrial space increased, absorption exceeded new supply, indicating no overbuilding risk. The document advocates thinking in "3D" by considering factors beyond traditional supply and demand like the impact of e-commerce, changing manufacturing processes, and transportation infrastructure on industrial real estate.
The document provides an overview and summary of Colliers' first national medical office report. It discusses key drivers of the medical office building (MOB) market, including the aging baby boomer population and Affordable Care Act. It also summarizes trends in the healthcare industry such as employment growth in outpatient care and widespread industry growth across US geographies. Healthcare real estate trends are also examined, like stable MOB vacancy rates and declining construction activity in recent years.
In the realm of cybersecurity, offensive security practices act as a critical shield. By simulating real-world attacks in a controlled environment, these techniques expose vulnerabilities before malicious actors can exploit them. This proactive approach allows manufacturers to identify and fix weaknesses, significantly enhancing system security.
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https://bit.ly/Automation_Student_Kickstart
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Gen y whitepaper
1. GENERATION y | white paper | JUly 2011
collierS international | whITE PAPER
iSSUe 1 of 6
Generation Y
wHo Are GeNerATioN Y
AND Are THeY reAllY
so DiFFereNT?
Generation Y, broadly speaking, is
implicATioNs For oFFice mArKeTs
the generation of techno-savvy, digi-
tally sophisticated twenty to thirty year
olds, who are now coming to dominate
the workplace.
They have grown up in a world sur-
rounded by modern information tech-
nology and rapid technological change
– just consider that while it took 50
years for radio to reach an audience of
50 million, followed by 13 years for TV;
it took Facebook only two years.
The IT revolution does not offer ‘the
shock of the new’, but is an integral
part of their life. It is also providing
new employment orientations.
Coupled with easier labour migration
and simpler access to employment
opportunities, this enables Generation
Y to constantly seek out the fresh op-
portunities they desire.
Set against the context of a shrinking
labour pool this is placing collective
bargaining power in the hands of Gen-
What does Generation Y have to do with real estate?
eration Y, and indeed Generation Z –
the generation after them. Recruiting If you’re interested in how office markets will look and behave in the future this report will
and retaining the right staff is a grow- give you some ideas. This paper is the first in a series of reports exploring the different
ing challenge. aspects of how Generation Y will impact the real estate market including:
• HR implications for occupiers in terms of the need to adapt policies which enhance
Time To reAcH 50 millioN Viewers employee recruitment, management and retention;
60 • Implications for the design and format of office space in terms of the need for
50
effective optimisation and workspace planning strategies;
40 • Strategic office market implications – the supply/demand equilibrium and
30 implications for owners, investors and developers in terms of how this may affect
20 your office asset management strategy, what to buy/sell and what to build.
10
This report follows several months of research on a unique research report for Skanska to
0 help them understand what motivates Generation Y in the workplace. In particular, we were
rADio TV iNTerNeT FAceBooK
asked why it was so difficult to retain Generation Y staff beyond a two year horizon and
how could Skanska better understand this group in order to keep them actively interested
and employed within their organisation.
Following our analysis of the motivations and behaviour of the Generation Y group, we soon
realised that the way in which they work, and would increasingly like to work, has far
reaching implications for the real estate market. Hence this series of reports.
JUlY | 2011 www.colliers.com/reseArcH | p. 1
2. GENERATION y | white paper | JUly 2011
KeY implicATioNs For oFFice mArKeTs
In summary, we are likely to witness a number of changes within our office markets as
a result of the growing influence of Generation Y on:
• Technological advancement, notably with the use of mobile computing and communi-
cation devices and the growing sophistication of cloud computing, coupled with;
• Changing corporate employment structures, notably an increase in Alternative Working
Strategies (AWS).
These two factors go hand-in-hand, with technological advancement allowing organisa-
tions to deploy AWS effectively. While this in itself is nothing new, it is becoming far more
prevalent. This will impact upon the need for offices in five key ways:
A key impact of Generation Y
will be on the orientation of 1 An overall reduction in the demand for office space as a result of
office space: creating an the increased implementation of alternative working strategies and
integrated workplace which more efficient use of the actual workspace.
combines the need for more
efficient workspace with flexible 2 A change in the orientation of the workplace, with a greater need
meeting rooms and more fun/ for more flexible space which combines efficiently planned
social space. workstations with flexible meeting rooms and a large proportion of
fun/social space. While a shift from 12 m2 per person to 8 m2 per
person is not uncommon, the requirement for greater flexibility and
fun/social space means that we will not see an overall reduction in
demand of one third.
3 Much greater need for flexibility in the use of space, with implications
for the underlying structure, technological platform and management
of buildings.
4 Space which genuinely conforms to sustainability standards – be it
LEED®, BREEAM® or an alternative - will become a must have. In
particular, energy efficiency will be a critical component of meeting
demand.
5 Greater demand for bespoke data centres, driving the growth of
a relatively new niche market.
Whilst we see these as general trends across Europe, individual markets are at various
stages of maturity along the ‘Gen Y curve’. We appreciate that other factors will have an
influence on the extent to which these Gen Y trends will play out in each local market.
Atrium 1, Warsaw by Skanska – the first zero net
‘energy, water and waste’ building in Poland and
Eastern Europe.
JUlY | 2011 www.colliers.com/reseArcH | p. 2
3. GENERATION y | white paper | JUly 2011
Generation Y In The Workplace
wHAT moTiVATes THem / How Do THeY worK?
KEY MOTIVATIONS
• They are highly ambitious and expect many things now – they’re used to getting their
Ambition own way. As well as being driven by the obvious and timeless desire for higher pay and
Knowledge better benefits they put a premium on interesting and challenging work, and
New challenges a work environment which meets their lifestyles and needs.
Freedom and feedback
• Whilst these characteristics may be somewhat muted at present by rather sedate
Companionship economic growth and employment prospects, this has not altered the internal desire of
Flexibility this group to seek new and fresh challenges when the opportunities arise.
Work-life balance Fresh opportunities will come back, and those organisations best prepared to embrace
the Gen Y workforce as part of this are most likely to succeed long-term.
Traditional Hierarchies • Knowledge above title. Generation Y’s ambition is not expressed in a desire for titles
place staff By Title
and external prestige, but rather through a real urge to move forward in the ranks. They
expect to do this through the constant absorption of knowledge and skills.
Smith
• New challenges – every 2 years. It is predicted that by the age of 38 an average Gen
Y’er will have had 14 different jobs – that equates to 1 job every 1-2 years. This presents
Accounts
HR Director Sales Director
Director a real challenge for all companies with a desire to retain their best staff.
Accounts Sales &
HR Manager
Manager
Marketing
Manager
• Freedom and feedback. They require continuous and instantaneous feedback from
management yet dislike an authoritative management style. They want the flexibility to
Brown Davies Evans work to their own schedules, to break when they want to break, to leave when they need
to leave and arrive when they need to arrive. A difficult balance for any manager to
Thompson Johnson Roberts maintain, placing an important requirement on the need for mentoring and coaching.
Wright Hall • They seek companionship at work, rather than just colleagues, as they function on a more
flexible, social basis. This more casual attitude to work is leading to organisational
Walker White networks and where staff are placed by connections and skills as opposed to the more
traditional hierarchical structures which place staff by title. In turn, this is creating the
greater use of project-based teams to complete assignments.
organisational Networks
• The overriding impact on the workplace is the need for much greater flexibility, where
place staff By connections project-based teams can be quickly, efficiently and cost-effectively set-up within the
office environment and allowed to function on a rolling basis.
Taylor
• The ability to work remotely is also increasingly in demand, facilitated by technological
Brown
Davies Willliams advances. This is a generation which wants to be judged on results rather than on their
physical presence in the office.
White
Walker
Smith • The work-life balance is a significant source of motivation. The need for flexibility to
suit the demands of family and social life is a major factor driving employment choices,
Thomas Jones pushing organisations towards offering flexible alternative working strategies. This
does not mean that the workplace will become redundant. In fact, we believe quite the
Wright Thomas opposite will occur. Given the pressure on companies to attract Generation Y staff, it is
Hall
important that the workplace has the right blend of social/fun space which Generation
Wilson
Y can positively identify with. In locations where there is real pressure on housing in
Roberts
Hughes terms of cost/choice, this dynamic is likely to be even more pronounced, pushing the
Robinson
requirement for companies to ensure staff have their own ‘private space’ at work.
JUlY | 2011 www.colliers.com/reseArcH | p. 3