Global CRE trends 2018 - Marie Puybaraud Global Head of Research JLL Corporate Solutions
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Global CRE trends 2018 Marie Puybaraud Global Head of Research JLL Corporate Solutions ©JLL 2016 1
Top 10 CRE Trends for 2018
Dynamic workforce Flexspace Innovation culture Digital drive Smart real estate
Rapidly changing workforce Coworking and flexible A work environment Harness digitisation and Digitally enabled
environment workspaces supporting creativity, cross- rich data real estate
collaboration and
innovation
Adaptive organisation Future skilling Wellness Humanisation Community
Responsiveness to a Rethinking skills base and Being in good health as an Reintroducing the Nurturing a
rapidly changing operating profiles actively pursued goal human factor at the network of
environment core of the enterprise interdependent individuals
© 2018 Jones Lang LaSalle IP, Inc. All rights reserved. 2
Portfolio career Liquid workforce
Between 20% and 30% of the working
population is already working in the on-
demand or gig economy.
80% 60% Source: Independent Work: Choice, Necessity and the
Gig Economy, Mckinsey, 2016
of all employees during of the workforce nowadays Coworking
the 1980’s worked for the switches employers after
only four. ofFlexible working Workplace utilisation
About 30-40% of space is underutilised
of employees work from home at during a typical workday.
54% least once a month. Source: Occupancy Planning Annual Report, JLL 2017
Supply side growth
of employees say access to No. of coworking spaces worldwide
external co-working spaces has a 16 000
positive or a very positive impact 13 800
>60% 14 000
Coworking and flexible on their engagement and 11 300
12 000
workspaces productivity at work.
10 000 8 700
8 000
5 800
of employees work at least once a 6 000
3 600
The proportion of flexspace month from third places such as 4 000
2 070
within CRE portfolios will 34% internet cafes, public libraries or 2 000 1 130
co-working spaces. 0
continue to grow in 2018. Source: Human Experience, JLL, 2017
2011 2012 2013 2014 2015 2016 2017
Source: Coworking Survey, Deskmag, 2017
Incorporate flex-space as a core part of workplace and portfolio strategy.
© 2018 Jones Lang LaSalle IP, Inc. All rights reserved. Menu 4Cross-Collaboration Operating models for innovation
of CEOs plan to enter new Open innovation 61%
strategic alliance or joint venture.
48% Source: 20th Annual CEO survey, Design thinking 59%
PwC, 2017 Co-creating with customers,
partners, suppliers 55%
Traditional R&D 34%
Innovating in emerging markets,
exporting to developed markets 34%
Taking risks, failing fast, trying
again 31%
A work environment supporting Open Innovation Internal incubators 27%
creativity, cross-collaboration
Investing in start-ups via
and innovation of large companies stated that corporate venture capital 21%
open innovation is important or
critical to higher levels of future
New collaboration 97% business performance. Q: what operating models does your organization currently use to
imperatives are changing Source: Building a Digital Ecosystem:
drive innovation? Percentages denote the number of companies
using these innovation models.
Collaborate for Growth, Accenture, 2017
corporate innovation Source: PwC’s Innovation Benchmark; Base: 1,222
infrastructure. Source: Innovation Benchmark, PwC, 2017
Review innovation infrastructure to foster hyper-collaboration within
© 2018 Jones Lang LaSalle IP, Inc. All rights reserved.
and outside the organization. Menu 5IoT investment Digital drivers
1 000 832 To meet changing
IoT investments by businesses 80%
customer expectations
are projected to grow dramatically
$M
500
215 over the next few years. To improve operational
52%
Source: Leveraging the Upcoming efficiency
0 Disruptions From AI and IoT, PwC, 2017
2015 2020 To reinvent business /
47%
operating model
To create new products
41%
Harness digitisation or services
and rich data AI Investment
0% 20% 40% 60% 80% 100%
of executives report they will
invest extensively in AI-related Q: Why companies feel the need for digital transformation.
technologies over the next
Integrated technology and 85% three years.
(Survey of leaders responsible for digital transformation
initiatives).
ecosystems will drive new Source: Technology Vision, Accenture, Source: Digital Trends Report, Nimbus Ninety, 2017
levels of enterprise 2017
performance.
Align CRE strategy with enterprise-wide digital transformation.
© 2018 Jones Lang LaSalle IP, Inc. All rights reserved. Menu 6“Traditional real estate organisations need to engage with PropTech
companies in order to adapt to the changing global environment.”
Technology partnerships Return on investment
of real estate decision makers
89% agree with the statement
Digitally enabled 81%
real estate
of real estate decision makers
expect to collaborate with an
Smart real estate existing or new supplier to
develop their technological of occupants report that smart buildings
technology is transforming 49% innovation capability. improve employee retention.
the real estate life cycle. Source: Bridging the gap, Global Source: Smart Buildings Decoded, BPIE 2017
PropTech Survey, KPMG 2017
Deploy emerging smart real estate solutions to optimise user-experience
© 2018 Jones Lang LaSalle IP, Inc. All rights reserved.
and enhance enterprise performance. Menu 7Agility Drivers
Why Businesses should improve agility?
of companies report that “agility Management-level executives rated the top
and collaboration” are critical to reasons for improving agility.
their organization’s success, yet
94% only 6% say that they are “highly
agile” today.
Source: Global Human Capital Trends,
Deloitte, 2017
Key obstacles to digital transformation 84% 65% 58%
Responsiveness to a rapidly believe the expect higher expect higher
Lack of properly skilled teams 63%
changing operating capability to customer employee
Outdated technologies 61%
environment respond more satisfaction productivity and
Lack of integration of new and existing
technologies and data 59% quickly to new and retention. retention.
opportunities will
Inflexible or slow processes 42%
Nurture an agile culture Lack of collaboartion between IT and
give them a
35% distinct
and workplace against the business
advantage.
backdrop of market and What’s stalling digital transformation efforts? Source: The State of Business Agility, CA
Technologies, 2017
digital transformation. Source: Global Digital IQ Survey, PwC, 2017
Embed agility in the organisation to seize new opportunities and respond
© 2018 Jones Lang LaSalle IP, Inc. All rights reserved.
to a volatile operating environment. Menu 8Changing profiles Talent strategy
Top approaches to get sufficient talent to
of HR professionals say that skills support business strategy:
needed for jobs in their
organisation are changing.
65% 59%
Source: Resourcing and Talent Planning
Survey, CIPD / Hays, 2017
52%
51%
Rethinking skills base and
profiles Retrain or redesign
of companies will either retrain
people to use technology or will
Develop and Recruit new Hire contractors
redesign jobs to better take
Adapting team 77% advantage of human skills.
train existing employees and consultants
employees
competencies to meet Source: Global Human Capital Trends, Source: Digital Business Global Executive Study,
future CRE challenges. Deloitte, 2017 Deloitte, 2017
Consider new and atypical profiles to drive the future of your
© 2018 Jones Lang LaSalle IP, Inc. All rights reserved.
organisation and enhance CRE performance. Menu 9Current state Desired state
Only about 9.5% of today’s workforce is covered by any Switching off and Happiness at work
kind of workplace wellness programs or services. meditation
Source: Global Wellness Economy Monitor, GWI, 2017
According to WHO, by 2030 the largest health risk on earth 25% 69%
will be depression. The global economic impact of mental
health is estimated at US$ 1 trillion per year in lost
productivity. Q: What criteria would give you the feeling of having a unique
experience of work?
Source: Global Wellness Summit, WHO, 2017
Source: Human Experience, JLL 2017
Being in good health as an
actively pursued goal Wellness Architecture
International
Indoor air quality Daylighting Noise and
Thermal comfort layout and active
and ventilation and lighting acoustics
design
Support mental and
physical health at work by Biophilia and views Look and
Location and access
Employee
to amenities
aligning workplace and HR feel engagement
strategy. Source: “Building The Business Case: Health, Wellbeing and Productivity in Green Offices”, World Green Building Council, October 2016
Create a new wellness architecture to activate and sustain human experience.
© 2018 Jones Lang LaSalle IP, Inc. All rights reserved. Menu 10Automation Humanisation
In the period 2018-2020 the expected Only 22% of executives reported that their
annual growth rate of sales in service companies were excellent at building a
robots for professional use is expected to differentiated employee experience.
Reintroducing the human between 20% and 25%. Source: Digital Mobility | Talent 2017 Trends,
factor at the core of the Deloitte, 2017
Source: World Robotics, International Federation of
enterprise Robotics 2017
Create workplaces that
are people orientated,
experiential and
personalized.
Enhance human experience while building on the potential of
© 2018 Jones Lang LaSalle IP, Inc. All rights reserved.
automation and digitization. Menu 11Building trust Impact on employees
61% 58%
of CEOs say building greater trust among external report a positive impact on engagement and
stakeholders and customers is a top three priority for productivity.
A network of their organisation today. Q: Does access to spaces for shared community interests (vegetable
interdependent individuals Source: Global CEO Survey, KPMG, 2017
gardens, spaces for artistic expression, spaces for leaving pets, etc.) have
an impact on your engagement with the company and productivity?
Buildings to become an
Source: Human Experience, JLL, 2017
epicentre for communities to
share passions, experiences
and ideas.
Meet community aspirations by seamlessly connecting people and
© 2018 Jones Lang LaSalle IP, Inc. All rights reserved.
creating comfortable spaces. Menu 12Act now and don’t be left behind!
Dynamic workforce Flexspace Innovation culture Digital drive Smart real estate
Adopt a user- Incorporate flex- Review innovation Align CRE strategy Deploy emerging smart
centric approach to space as a core part infrastructure to foster with enterprise-wide real estate solutions to
respond to a of workplace and hyper-collaboration digital optimise user-experience
dynamic workforce. portfolio strategy. within and outside the transformation. and enhance enterprise
organization. performance.
Adaptive organisation Future skilling Wellness Humanisation Community
Embed agility in the Consider new and Enhance human Meet community
Create a new
organisation to seize atypical profiles to experience while aspirations by
wellness architecture
new opportunities and drive the future of building on the potential seamlessly connecting
to activate and sustain
respond to a volatile your organisation of automation and people and creating
human experience.
operating environment. and enhance CRE digitization. comfortable spaces.
performance.Contact
Marie Puybaraud, PhD
Global Head of Research
JLL Corporate Solutions
Mob : +33 (0) 632 879 748
Marie.puybaraud@eu.jll.com
www.futureofwork.jll
www.humanexperience.jll
WEF 2018 – The Future of Workplace
http://www.jll.com/Documents/JLL_Future_Of_Workplace_Human_Experience_1.pdf
© 2018 Jones Lang LaSalle IP, Inc. All rights reserved. 13© 2018 Jones Lang LaSalle IP, Inc. All rights reserved. The information contained in this document is proprietary to JLL and shall be used solely for the purposes of evaluating this proposal. All such documentation and information remains the property of JLL and shall be kept confidential. Reproduction of any part of this document is authorized only to the extent necessary for its evaluation. It is not to be shown to any third party without the prior written authorization of JLL. All information contained herein is from sources deemed reliable; however, no representation or warranty is made as to the accuracy thereof.
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