Page 9 - From space to place

More and more companies have recognized the need to develop a workplace strategy that will transform the office into an “enabling platform”.
A place that is flexible, provides innovative services and is designed to attract new tal- ents and to play a key role in the pursuit of maximum performance, maximum comfort and the simultaneous reduction of costs.
Three groups may be distinguished: “Early adopters” (27%) who see the workplace strategy as vital to success, a majority (45%) of people who consider it important but have not taken any action yet and the “laggards” (23%) who do not have this kind of action on their agenda at all 6.
“THERE ARE CURRENTLY AN ESTIMATED 53 MILLION AMERICANS FREELANCING, APPROXIMATELY 34% OF THE TOTAL WORKFORCE. THIS NUMBER IS EXPECTED TO BALLOON TO 50% BY 2020”
JEFF WALD, 5 PREDICTIONS FOR THE FREELANCE ECONOMY IN 2015, FORBES, 2015
This demonstrates that the transition from the traditional office to the office as a plat- form, the office as a service, is primarily a cultural and institutional challenge for most companies. Those most innovative and open to change will seize the competitive ad- vantage of attracting more talents and creating and using innovative, more collabora- tive and productive spatial formats.
Important features to the labor force
Data: CBRE, Global occupier survey 2015, 2016
FACTS AND FIGURES | 9