This white paper discusses how Generation Y will impact real estate markets. Generation Y prefers flexible work arrangements allowed by new technologies. This will decrease office space demand but change how existing space is used, with more emphasis on flexible meeting spaces and social areas. Real estate will need to be more flexible and technologically advanced to accommodate changing workstyles.
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.
The document discusses REDD+ implementation in Lao PDR, focusing on the Nam Et Phou Louey National Protected Area (NEPL NPA). It notes that Lao PDR has high forest cover but also high deforestation rates, and that rural communities highly depend on forests. It outlines steps Lao PDR is taking to prepare for REDD+, and describes a partnership between WCS and the CliPAD project to implement REDD+ at NEPL NPA and another site. The feasibility study found low deforestation rates across NEPL NPA, and that incentives like participatory land use planning and conservation agreements can help engage communities in REDD+. It also notes challenges in fully implementing these incentives and the need
- The document discusses reducing emissions from deforestation and forest degradation (REDD+) and its core concepts, including: (1) REL which establishes a emissions reference level; (2) MRV which involves monitoring, reporting and verification of emissions reductions; and (3) roadmaps which lay out the steps for REDD+ implementation.
- It also addresses how REL and MRV are used to quantify emissions reductions and generate carbon credits under REDD+. Baseline emissions are established and projects must demonstrate reductions below this level through MRV to be issued tradable credits.
- Finally, it lists components that national REDD+ programs and projects should include such as safeguards, funding proposals, and phases
This document provides an overview of mapping and GIS functions in QGIS including:
1. Opening existing vector data layers, manipulating their properties, and saving projects.
2. Working with layer attribute tables to calculate geometries and fields.
3. Creating new shapefiles from GPS coordinates, selections, and by converting existing features.
4. Using analysis tools like buffer and union to examine overlaps between layers showing land use permissions, plantations, and satellite imagery.
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.
The document discusses REDD+ implementation in Lao PDR, focusing on the Nam Et Phou Louey National Protected Area (NEPL NPA). It notes that Lao PDR has high forest cover but also high deforestation rates, and that rural communities highly depend on forests. It outlines steps Lao PDR is taking to prepare for REDD+, and describes a partnership between WCS and the CliPAD project to implement REDD+ at NEPL NPA and another site. The feasibility study found low deforestation rates across NEPL NPA, and that incentives like participatory land use planning and conservation agreements can help engage communities in REDD+. It also notes challenges in fully implementing these incentives and the need
- The document discusses reducing emissions from deforestation and forest degradation (REDD+) and its core concepts, including: (1) REL which establishes a emissions reference level; (2) MRV which involves monitoring, reporting and verification of emissions reductions; and (3) roadmaps which lay out the steps for REDD+ implementation.
- It also addresses how REL and MRV are used to quantify emissions reductions and generate carbon credits under REDD+. Baseline emissions are established and projects must demonstrate reductions below this level through MRV to be issued tradable credits.
- Finally, it lists components that national REDD+ programs and projects should include such as safeguards, funding proposals, and phases
This document provides an overview of mapping and GIS functions in QGIS including:
1. Opening existing vector data layers, manipulating their properties, and saving projects.
2. Working with layer attribute tables to calculate geometries and fields.
3. Creating new shapefiles from GPS coordinates, selections, and by converting existing features.
4. Using analysis tools like buffer and union to examine overlaps between layers showing land use permissions, plantations, and satellite imagery.
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.
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.
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