Agility @ Work: adopting the corporate six pack

UNWIRED RESEARCH

AGILITY @ Work
adopting the corporate six pack

by Mark Dixon and Philip Ross

AGILITY @ Work The impact of six forces on the way we work

CONTENTS
EXECUTIVE SUMMARY 3

THE CHANGING NATURE OF WORK 5
NEW WAYS OF WORKING 6
SPACE TO WORK 7
THIRD SPACE 8
NEW WAYS OF WORKING CASE STUDIES 9

6 FORCES RE-SHAPING WORK 13
REAL ESTATE 13
CULTURE and WORKSTYLE 14
PEOPLE 15
INFORMATION AND COMMUNICATION TECHNOLOGY (ICT) 17
TRANSPORT 21
SUSTAINABILITY 22
SIX PACK – FIT FOR BUSINESS? 23

CONCLUSIONS 24
ACTIVITY BASED WORKING (ABW) 24
INNOVATION AT WORK 25
FLEXING SPACE 25

WHERE NEXT? 26

APPENDICES 27
Our Research 27
About the Authors 27
Philip Ross 27
Mark Dixon 27
About Unwired 28
About Regus 28

UNWIRED Research 2 © Unwired Ventures Ltd, 2010 All Rights Reserved


EXECUTIVE SUMMARY
This report sets out to predict the future of work. It presents What is clear is that work is rapidly becoming something we
six trends or forces that are reshaping work, and in turn do, and not a place we go to. Mantras such as work ‘on the
allowing companies to change the way they organise work. pause’, or ‘management by results’ show that supervision and
These external forces are: demography, culture, technology, presenteeism are giving way to trust and empowerment.
sustainability, transport and property. Together they not only People will in the future be increasingly free to choose their
comprise the key overheads of a business, but also the drivers work/place.
of change that no company can ignore if it is to get into shape
as the world emerges from recession. This has a big impact on sustainability. Two of the key
contributors of carbon emissions are commercial buildings
That shape is a corporate ‘six pack’ - a new way of structuring and commuting to those buildings. Both can be challenged
work, based on a new set of assumptions and an understanding by changing patterns and places of work.
of new opportunities. This can be achieved through the
adoption of new approaches to workplace provision such as But there is still a gap in the provision of places to work ‘on
activity based working and a new view of a polycentric city. the pause’. This report will look at early examples of ‘third
spaces’ and discuss the growth needed to accommodate an
We believe that these six drivers will reshape organisations increasingly agile workforce. We predict a new network (both
in the ‘tennies’ to be fitter, and leaner – the ‘six pack’ for the virtual and physical) that in effect becomes the ‘office’. This
corporation that provides a much lower cost base for work. hub and spoke approach will be crucial, as multiple locations
We have looked at the ‘cost of work’ – a measure of the in a city give rise to consolidation, and continued transport
overhead required today to allow a person to be productive. congestion make movement around a city a continuing issue
For a leading, blue chip organisation this is anywhere – immobility in the city will lead to a growth in the demand
between $19,000 and $22,000, at the moment per person per for multi-centric working.
annum in a capital city. The target for some companies is now
under $7,000, achieved through innovation, mobility and the Work will no longer be about a building, a dumb container, to
adoption of new workstyles. which people commute and which ‘houses’ the corporation’s
infrastructure, data, technology and files. Work is now
New technology will have a dramatic affect on how and permeable – the boundaries are blurring and there are better,
where work is done. We present the key drivers and enablers more efficient places to house technology and data. The
of change, for both small and medium sized businesses as future is being redefined.
well as multi-national enterprises. Trends such as accelerating
the adoption of mobility, virtual workplace portals and the This future will result in corporations leasing less real estate.
migration to ‘cloud computing’ will see a gradual transition to As they emerge from recession, fit corporations that have
‘empty’ or thin office buildings, devoid of all technology. adopted ‘six-pack’ thinking will be able to achieve growth in
headcount without taking on additional square feet.
This research not only looks at evidence based on case studies
from early adopters of radical workstyles across the globe. It
also discusses issues with leading heads of real estate from
global companies to understand their thinking, concerns and
aspirations for the new world of work.

Time Magazine



Actions for achieving a corporate ‘six pack’:

1 Real Estate Review workplace strategy and introduce activity based working and mobility. Gather
data on utilisation rates and real cost of occupancy as well as churn costs. Create an
aspirational vision for new workstyles.

2 Culture Introduce change management to prepare people for new workstyles. Move from
management by supervision to a results based approach. Identify champions for
innovation and change.

3 People Understand demographics and profile the workforce to identify the needs of different
groups by age, job function and psychometric analysis. Engage with the workforce to
develop opportunities for change.

4 Technology Identify key drivers and enablers of change. Then align technology to the real estate
strategy and introduce the appropriate tools for new workstyles.

5 Transport Realisation that continued stress in transport corridors will require a new approach to
commuting and mobility, and the adoption of polycentric thinking.

6 Sustainability Reduced quantity of commercial real estate leased, together with better management
of property assets, reduced commuting and greener technology will allow targets to
be met.



THE CHANGING NATURE OF WORK
For over one hundred and twenty years our workplace - the corporate hierarchy. The office has reflected status and power,
office - has been dominated by fixed technology. From the not role and function. But it has also represented stability and
Remington Typewriter and Bell’s telephone in the 1880s certainty, and for the company inflexibility and sloth. Change
to IBM’s PC in the 1980s, there has always been heavy was difficult, expensive and slow.
equipment on desks that has tethered down the office
worker. The growth of the networked computer has resulted But this approach to workplace is increasingly redundant.
in an ‘intelligent office building’, engineered to house, power Most people no longer sit behind desks all day carrying out
and cool the servers and switches that create the network, repetitive tasks. In fact research shows that the majority of
process and store corporate data. And a complex industry desks, typically 55%+, in an average office are empty at any one
has grown up to house this connected real estate, from raised point in time. More and more work is collaborative, and people
access flooring to cable managed systems furniture. spend more time working with others. Having a telephone
extension number that represents a piece of furniture or a
But you can look back into the mid-1800s at a pre-IT era when room is archaic in an age of fast communications.
the workplace had no technology at all. Clerks with pens at
simple desks or benches were the predominant model. And And while desks are usually empty, research shows2 that you
we believe that we are heading ‘back’ to an under-engineered, can never find a meeting room. Space for teams, projects,
technologically sparse workplace environment, at least in the M&As, pitches or war rooms are needed but not available.
eyes of the user or occupant. As the Financial Times stated: The types of spaces that people will demand for the types of
“Fifty years ago computers were absent from office life… In work undertaken in buildings are changing.
50 years time things will be much the same. There will be no
machines on our desktops.”1 When people do find a room for a team session, the barriers
to collaboration and connectivity are extreme. Complexity
As well as heavy, personal desktop technology, paper and to get people onto a network, sharing resources such as a
personal files have tied the worker to his or her desk. People printer or projector are substantial in most workplaces today.
store many linear meters of paper and filing each, at or near And for non-employees with so-called ‘alien devices’ it can be
their desk. In many workplaces, between 15 and 17 % of floor difficult or impossible to connect and use peripherals such as
space is given over to storage, and the paperless office has printers.
yet to materialise. Yes much is about to change and challenge
not the use of paper but the need to file and store it. ‘Digital Now, with the introduction of mobile, portable technology
flow’, new display technology, tablets and ebooks will all and the ability to communicate across distance at little or
reduce the ‘half life’ of paper. no cost, many of the fundamental rules of office life will be
challenged. There is something significant happening to the
Allocating one person to one desk or office has been the nature of work, and the places created to house it in the 21st
predominant approach to organising work, clustering Century.
people by department in a building that represents the static

“Fifty years ago computers were
absent from office life… In 50 years
time things will be much the same.
There will be no machines on our
desktops.”
Financial Times 1

1 Financial Times, The Office is future-proof, Special Report on the Future of Work, Monday September 27 2004
2 UNWIRED research report 2008



With the rise of mobility, work has become more fragmented example, that 5 people share say 4 desks. Sharing ratios are
and staccato – people dip in and out of work, and increasingly often the limit of current thinking, and represent a first step on
‘work on the pause’. The office has become one of a number of the journey to a new workstyle.
locations in which work can take place. But the other spaces
in which people try to work are often challenging. A coffee The terms ‘Hot Desking’, alternative officing and ‘Hoteling’ were
shop, where there may be WiFi connectivity but no power or born, alongside the corporate initiatives such as SMART, Free
ability to print. A transport hub where there is no place to get Address, iWork, my work and so on. They describe the early
away from noise, or an hotel where there are no private work examples of introducing new workstyles. But all too often
spaces. they were attempts to shave cost and share desks. There was
little gain for the individual and the spaces created were often
We predict the rise of new destinations and locations for work; poor and unappealing. Now a new approach is evolving.
places in between the home and corporate centre.
Many of the current examples of new workstyles owe their
NEW WAYS OF WORKING origins to a few pioneers. Apart from the obvious candidates
in accountancy, companies such as SOL (a cleaning company),
Chiat Day (an advertising business), Digital Equipment
Mindful of these trends, and with a desire to cut costs, Corporation (a computer company) and British Airways (the
companies have started to experiment with flexible working airline) began to make radical advances in the way they used
and introduced the idea of hot desking or desk sharing, with work space.
moderate ambition of occupancy efficiency to the extent, for

“Whereas the new mode of “Mobile people need
working was once an exception, somewhere to touch
now the office will be seen as a down.”
last resort.” Chris Hood, Hewlett Packard
Mark Tamburro, Nokia



SPACE TO WORK
In the book, Space to Work (co-authored by Philip Ross first commercial buildings in the world, where people clustered
and Jeremy Myerson) four key trends were identified for by profession, skill or trade. Now we see a re-emergence of
the knowledge company, based on research with over the Guild, as employment by the corporate entity is joined
200 businesses worldwide. These are represented by the by freelance and independent careers – the portfolio workers
diagram and show the tensions at work, between permeable that now form a major part of many organisations.
and contained work, and between high and low corporate
visibility. The BBC is perhaps the first to experience the re-emergence
of the Guild as workplace. Its workforce is a mix of employees
The corporate office becomes an Academy – a place for and independents – production companies and freelancers
people that provides choice and empowerment, enabled by that work on programmes and use BBC workspaces. As Chris
technology and an accepting leadership culture. This balances Kane (BBC) explains, “people want to work with us. Freelancers
with the Agora – the increasing ability to be effective ‘in the are a big proportion of our population.”
field’, in front of customers or working from new, third spaces.
It means that people have to come back to the corporate In the diagram below, people find their own balance or
office on a less frequent basis and so challenges the need to equilibrium, based on their profile. But what is clear is that
give them a desk. the ‘academy’ corporate centre will contract, while work in the
agora and lodge will increase. As Chris Hood from Hewlett
The other trends are about new space. Working near the Packard states, “Mobile people need somewhere to touch
home, in the community, was called Lodge to evoke the period down.” And so new destinations are needed.
in history when piece work from home, or community based
working, commerce and trade were the norm.

A regrouping by people from the same profession was also
recognised – the 21st Century Guild. Guild buildings were the

As Chris Kane (BBC) explains, “I never work at home;
“People want to work I only work remotely.”
with us. Freelancers are John Killey, Citigroup
a big proportion of our
population.”

Space to Work

Four key trends in the Knowledge
Economy



THIRD SPACE
Space ‘in between’ the corporate office and home environment Another innovator in third space is The British Library next
has been referred to as third space. And a range of innovative to London’s new Eurostar terminal at St Pancras. The Library
ideas have emerged, from clubs and hubs to serviced offices initially provided WiFi connectivity for the 4000 people that
and public buildings. came in each day, but demand for space to work was so great
that a free wireless workzone was created in front of the King’s
library. The space provides good ergonomic furniture, with
PRIVATE PRIVILEGED PUBLIC free power (delivered to the arm of sofas) and task lighting.
SoHo House The Hub Starbucks It has proven to be so popular that now 5000 people use the
The Hospital Regus British Library building each day, with 1000 people a day just using the space
for work and meetings before heading on, for example, to St
Pancras or Kings Cross stations.
Using Frank Duffy’s3 well known workplace descriptors, the
idea of third space can equally be categorised as public, At Regus’ Berkeley Square centre, a club workspace has been
private and privileged. From the free space available in public created to allow people a drop in destination that is flexible,
buildings that is being created for mobile workers, to the shared and informal. Private work pods are interspersed with
private members club where you have to be nominated and soft seating and meeting spaces that people use as if they were
recommended to join, a host of options for third space exist in an airline lounge. More formal space can be booked, but for
and more are set to emerge. many of Regus’ Platinum and Gold card holders, the lounge is
exactly what is needed for ‘work on the pause’. A professional
One of the most interesting third spaces is The Hospital, a club space to drop into, connect and work.
for media executives that was set up and funded by Paul Allen
(a founder of Microsoft). Members pay an annual subscription, But the range of current options available to agile workers
and have use of a building in London’s Covent Garden where is limited and often not fit for purpose. A café that does not
they cannot only work, meet and eat, but also screen a film, provide power, a public space that has no acoustic privacy or
use a recording studio or make a television programme in a a private club that offers poor wifi connectivity and no facility
full, state-of-the-art studio. to print. Third space needs to become as sophisticated as a
modern workplace, with a range of facilities that provides
A space that can be shared, that allows high cost capital effective destinations to work ‘on the pause’.
intensive spaces to be utilised well and that gives people
access to resources that they otherwise could not justify,
provides a new model.

The Hospital
British Library Regus, Berkley Square

“Our wireless workzone has “We are deploying home
increased visitors to the based working for all global
British Library significantly” locations... and we are looking
John de Lucy, British Library very carefully at in between
places”
Daniel Johnson, Accenture

3 Frank Duffy, DEGW



NEW WAYS OF WORKING CASE STUDIES
What is clear is that many organisations have now adopted what There are hundreds of examples of new ways of working
can be broadly defined as ‘new ways of working’. That is they programmes. Some are more adventurous than others, but all
have broken the ‘one-desk-one-person’ model and introduced challenge the premise of the traditional office. The trends can
something different. Solutions, definitions and concepts vary be seen in every part of the globe, in companies big and small
from one business to another, but the trend is clear. People are and in every industry and sector, public and private.
becoming mobile, enabled by new technology and given the
trust and empowerment needed to work in a different way.

As they experience, and are equipped for mobility, inside their
workplace, they will also be able to work from a range of new
destinations and use their experience to work in a different
way.

Nokia, Beijing, China

Situated on one of the ring roads in Beijing, the new Nokia campus has created a state-of-the-art building that provides a
unique campus for R&D in China, attracting the best talent in a competitive market. With the congestion problems in Beijing,
mobile workers such as sales people and engineers spend much of the time on the road and when they are in the office share
workspace, using the mobile units below.

Business Transport Centralised ‘academy’ with Central location on an outer ring road in one
Benefit enabled mobile workforce of the world’s most ‘immobile’ cities. Flexible
working enabled for the mobile workforce.

“In China we have given our
sales force Regus gold cards as
part of a pilot study providing
unlimited walk-in access to
Regus Beijing network.”
Colin King, Nokia

Nokia, Beijing



Interpolis, Tilburg, The Netherlands

Insurance company Interpolis has broken the mould and created a very different office based on teams and tasks, enabled by
mobile technology. Over 3000 people based in their purpose-designed building work in activity based worksettings that range
from weavers huts to stone houses – all designed by some of the top Dutch artists. The workplace has made a substantial
impact on the recruitment and retention of staff. And in the process they saved €90m on capex and over €8m per annum on
opex as churn costs have been reduced to zero.

Business Real Estate Capex and Opex reduction Reduction of real estate leased by 30% has been
Benefit achieved in new ways of working programmes.
Churn costs have been reduced to near zero.

Macquarie Group, Sydney, Australia

Macquarie Group’s new building on Shelley Street in Sydney has adopted activity based working, with over 2500 people sharing
a range of spaces that they choose based on a particular activity. The spaces are rich and varied, with a dynamic central street
as well as a plaza area on each floor. Everyone carries a laptop and uses wireless technology to connect, so people can work
from anywhere. Macquarie has reduced paper by 73% and one of the surprising findings from post-occupancy is that use of lifts
(elevators) has reduced by 50% as people choose to walk up the central stairs between floors.

Business Sustainability Paper and storage Macquarie has reduced paper used by 73%,
Benefit reduction with a 78% reduction in storage space required
(from 5km to 1km of files) and a reduction in
printing of 52% due to Follow Me Printing –
equivalent to 42 tonnes of paper p.a.

Interpolis, Tilburg Maquarie Group, Sydney



Vodafone, Auckland, New Zealand

A desire to attract and retain young, talented people was one of the key drivers of this innovative workplace that presents an
informal, colleigate atmosphere. 1300 people have no desk, and all are equipped with the latest mobile technology. People
choose to work either at a shared workstation, or in one of the more social, café style environments.

Business People Attracting and retaining A more vibrant work environment has been
Benefit talent shown to be a positive factor in attracting
talent.

Googleplex, Mountain View, USA

With over 16,000 people on their Mountain View campus, Googleplex is a remarkable mini city of people and places. As you
would expect in California, the campus has a rich variety of outdoor spaces from restaurants to basketball courts. As well as
fairly traditional workstations, much of the internal space is given over to common, shared spaces from cafes for grazing to
lounges, seminar rooms and social space. Google make much of their 20% time philosophy, and Googlers have plenty of
opportunity to find ‘20% space’ to be inspired.

Business Culture Innovation The focus on 20% time has resulted in many of
Benefit Google’s innovations – Gmail, Google maps and
so on. People have the ability to use shared
space for innovation and inspiration

Google, Mountain View

Vodaphone, Aukland



Microsoft, Amsterdam, The Netherlands

Microsoft’s new campus at Amsterdam’s Schipol airport changes the rules. Nobody has a desk, and the workstyle is activity
based working. A range of spaces have been created, from small private cocoons for concentrated work and for on screen
working and review by one or two people, to open team tables and private, individual carrels. Everyone uses a laptop, and the
space has no fixed phones at all, with Vodafone and Microsoft’s Enterprise Voice solution providing converged telephony and
messaging that is delivered to a person, not a desk. The workplace is almost paperless, with people printing on average only
one page each per day.

Business Technology Death of the desk phone A move away from fixed telephony to true
Benefit ‘fixed-mobile’ convergence, with one software
interface providing unified comminications –
connecting people and not desks

Microsoft, Amsterdam



6 FORCES RE-SHAPING WORK
With the early indicators above that work and the workplace is changing, we now predict an acceleration of these trends based
on six key forces:

Real estate • Culture and workstyle • People • Information and communication technology • Transport • Sustainability

REAL ESTATE
Real estate overhead and cost reduction has To get a picture for the future, a leading global technology
become one of the key drivers of work style company with over 100,000 people has introduced new
innovation. As well as reducing the amount of ways of working and mobility and in doing so has reduced
real estate needed, companies are also driving out opex and occupancy costs to $4,000, per head per annum (rent, rates,
downtime by focusing on operational efficiency. utilities, services etc) – less than half the previous costs per
capita.
Real estate costs today represent for most organisations the
second biggest overhead after salaries, and this is now under Even the public sector and government estate is undergoing
scrutiny as companies state that they will grow in headcount change. In the UK, the Office for Government Commerce
without taking on more square feet. (OGC) states that central government occupies over 100
million square feet of space. The average cost of providing
In capital cities such as central London, the cost of a desk office space in London is £7700 per person per annum, and
per person per annum is somewhere between $19,000 and across the UK it averages at £4178 per person per year. And
$22,000. This figure includes rent, rates and services charges this amount is falling year on year.
but often excludes technology.
And so cost reduction can now be achieved through new ways
To provide a measure of the scale of overhead that offices of working that require less space. But operational costs can
contributes as a % of turnover is important. For example, also be removed, notably churn costs – the moves and changes
Philips, the electronics giant, has 118,000 people worldwide which for some companies are at 80%+ - that is 8 out of every
based in 877 buildings on 730 sites in 69 countries. This totals 10 people are moved around the building each year. The cost
6million square metres and costs the business annually €636m of churn can vary, but anything from £400 to £1000 per person
(for real estate and facilities). Interestingly this represents 2.4% per move has been stated. One investment bank found that
of turnover. they spent $8m in churn in London in one year alone.

But companies are now pushing back against these costs. So corporate spaces we believe will be smaller, based on
Nortel, the telecommunications company, has 9000 people an Academy model, with flexible, churn free space, and
in 186 locations worldwide. They have taken occupancy costs companies will begin to rely on other destinations for work to
from $12,000 to under $3,000, per person per annum. 126 sites complement these smaller centres. “The optimal real estate
have been closed and $129m taken out of the portfolio over a solution may now involve only one (corporate) site in any
period of only 3 quarters. Now over 2500 people carry Regus major city but this may be inconvenient for some customers
Businessworld cards, so they can make use of a network of and employees who are on the wrong side of the city”, Chris
workspaces, and in turn Nortel is moving towards managing Hood, HP. And so to minimise travel and down time, we see a
only five corporate hubs. demand for a polycentric approach.

“We need spaces on the fringes of the CBDs “The high value-add is the ability to assemble
(central business districts) if we are going to team space at the drop of a hat. We win a
help people work in a dispersed manor; they contract, a twenty person team needs to be
need to pop up whenever.” assembled and we need to hire a project room
Head of Workplace, Global Technology Company for six months.”
Chris Hood, HP



CULTURE and WORKSTYLE
But these are just artefacts of yesterday’s order. People can still
One of the most dramatic changes that is underway feel belonging – just not to one small desk. Done correctly,
is an acceptance of management by results rather people feel ownership of a community space – rather like a
than supervision. The outdated notion of being private members club.
paid for the number of hours spent in the office is no longer
valid in an age of distributed working. But for many middle What is clear is that status has been correlated to space for
managers, letting go of ‘watching the back of peoples heads’ is over a century and for many, a career climbing the corporate
a difficult transition. For people at all levels, distributed work ladder has been manifested by the journey to the corner office.
has its issues. The SVP label has a physical incarnation in today’s world of
corporate hierarchy.
And while management report challenges in managing
without ‘presenteeism’, in the current climate, people have also But in a matrix, team orientated organisation these tokens
reacted with a need to be present, for job security and being become vestiges of yesterday’s approach. People find new
recognised and remembered. This is partly due to ineffective ways to demonstrate position. The office no longer represents
solutions to ‘virtual presence’ - the technology that can fill the the hierarchy.
void left when people no longer sit together by department in
fixed places. A ‘circle of trust’ is an approach used successfully One of the positive outcomes from flexible working is work-
to allow a different paradigm. A company trusts its people to life balance. An overworked term that for many has little
represent its values to clients, and so the same trust needs to resonance given that mobile email has extended working
be vested in people and the choices they make over where hours and blurred the boundaries between work and ‘private
and when they work. life’. But people spend on average 54 minutes a day commuting
to their workplace. In major cities this can easily double. And
This gets more interesting as more and more work is distributed in many developing economies, cities are becoming immobile
on a global scale. For example, over half of London’s top law – it can take hours to move around Beijing or Dehli.
firms now outsource typing to South Africa – a country within
the same time zone, English speaking with qualified people at We have witnessed a dramatic growth of flexible working. For
a fraction of the cost of London. example, 14% of British Telecom’s workforce are now home
based. People have the tools to work anywhere. Now culture
Adapting to a new workstyle is also a challenge for many and management style is catching up to create new ways of
people. Years of sitting behind the same desk, day in day managing without physical presence.
out, create a pattern of behaviour. The overflowing ‘to do’
pile, the ‘to read’ pile, post-it notes with phone messages and
reminders, pictures of the kids and trophies and collected
mementoes represent our nesting instinct.

“Much of our work continues to happen “It’s not about having a physical place – its
at client sites, and we certainly consider what you contribute to a company.”
“travel” a work location - we have as Mark Tamburro, Nokia
many people in hotels each night as we do
in our consulting offices each day!”
Daniel Johnson, Accenture



PEOPLE
For the first time ever, there are now four Baby-boomers
generations at work. This creates a unique
challenge, as each has its own characteristics, aspirations and This group is so large; it is divided into early boomers, born
preferred workstyles. from 1946 to 1954, and late boomers, with dates from 1955
to 1965. Both share a strong emphasis on individuality,
The newest entrants to the workplace, the Millennial youth, and adventure. They are confident in their prosperity
Generation (also called Generation Y), promise to exert because they were raised amidst economic growth. Boomers
even more influence than their Baby Boomer parents. This have humanised the workplace, making it comfortable and
group, born between 1980 and 2000, is more numerous encouraging innovation at all levels. They are exploring
than the boomers. It is also a generation celebrated for its retirement in interesting ways – they are expecting an
confidence, its dedication to equality in the workplace, and extended active and vital work life by working part time,
its global perspective. But most important, the Millennial telecommuting or consulting.
Generation takes information delivered by digital technology
for granted. For them it is intuitive, invisible and essential and Generation X
the infrastructure that delivers it, ubiquitous. They are used
to living on line and being synchronous does not present a These born between 1966 and 1977 are typically identified as
problem. They have a disregard for privacy, adapting to the slackers, winners and cynics. There is tension between them
transparency of social networks and openness of location and the boomers. If these children of divorce and day-care
aware services. As a social impact, for probably the first time had a slogan, it might be a sarcastic, “thank you for the world
in history, these young people are considered authorities on you’re leaving me.” But Gen X is also very entrepreneurial. They
something that the older generations haven’t mastered in the were raised in times of idealism and equality, so they lack the
same way. social and cultural limitations of their predecessors.

What are the characteristics of the other three Getting ready for the digital natives – the ‘net’ gen
generations?
What is clear is that the next generation (still at school) will
Traditional generation be even more radical in their attitudes and approach. The ‘net
gen’ or digital natives have grown up with the internet and
Born between 1928 and 1945, these are the oldest members of use technology in a very different way to other generations.
the workforce. They tend to exemplify faith in the Institutions, They are learning with the internet, use SMART interactive
loyalty, willingness to conform, and the importance of hard white boards in their class rooms and carry with them more
work. They respect their employing organisations and expect computing power than their predecessors had in their
‘paternalism’. Many of this generation are retired. But a growing workplace. They will be the generation that moves the goal
percentage is staying in the workforce, offering outstanding posts – the first to be able to live on line, to read on screen and
knowledge and experience. to be happy with less privacy on ubiquitous connectivity that
still leaves the digital immigrants out in the cold.

The ‘net’ gen classrom



Characteristics of the generations

Born Age Issue Solution

Traditionals 1928 63+ Will not retire but will work Bespoke areas for shared space with
to 1945 part-time. treatment such as higher lux/lighting
levels, areas to relax/have a nap,
different furniture.

Baby Boomers 1946 43 - 62 Mixed comfort with May still need allocated space as they
to 1965 technology, mostly digital have climbed the ladder and are often
immigrants, now leading the resistant to change.
enterprise.

Generation X 1966 31 - 42 Too late to be natives but Open to change and used to working
to 1977 savvy with technology. Prime flexibly. Best group to introduce new
contenders for flexible working. workstyles.

Millennial 1980 11 - 30 Experienced PCs in the home Open to and indeed expect radical
Generation or to 2000 and at college. Some learning workplace solutions. Very suited to
Generation Y with technology. First digitally activity based working and advanced
literate group to arrive in the technology.
workplace.

Net Gen Since 2000 Under 10 Will be net savvy – born with Will not need paper and probably
the internet – true digital be the first group to embrace virtual
natives. workplaces.



INFORMATION AND COMMUNICATION TECHNOLOGY (ICT)
New digital technology is emerging that will one where people do not have to commute in to a ‘dumb
change the nature of how, why and where work container for work’. The digital office is being defined.
is done. The rise of a new breed of technology is
challenging not just the world we live in, but is beginning to The digital world assumes that you can connect from anywhere.
redefine the very construct of the organisation. Becoming Today from a laptop and ‘smart’ phone; tomorrow from
digital will change that equilibrium, resulting in a new any device through a browser. The combination of wireless
relationship between ‘man and machine’, between the city network connectivity, high performance mobile devices,
and suburb, and between employer and employee. high speed networks and new, software-led connectivity and
‘unified’ messaging tools have in effect sounded the death
Being analogue wasn’t much fun. For the past 120 years office knell of the ‘desk phone’ and the desktop personal computer.
workers have been tied to desks, tethered by the heavy, cabled
technology that enabled their usually repetitive work to take The biggest technological barrier had been paper, but even
place. Taylor’s time and motion was the predominant view of here its half life is diminishing and while people will still always
efficiency, and ever since Alexander Graham Bell invented the use paper, it need not be stored and certainly not kept at the
telephone in the 1870s, people have been tied to furniture desk. But paper is also threatened as we become digital. The
for work and communication. The desk and private office previous IT revolution was basically to take paper and turn it
became synonymous with status, territory and belonging in digital. And this meant that what you viewed on screen could
the organisation. then be re-output to paper. No longer. What is displayed is
now a mix of media, with flat, two dimensional text juxtaposed
But slowly things have started to change. In the 1990s, email, with video and Uniform Resource Locators – the url links
the laptop and the cell phone became the tools for a new that help us navigate the internet as well as hover or hidden
mobile elite. This was followed by the growth of the internet, information. What you print no longer represents what is on
with its redefinition of telephony, networks and collaboration. the screen.
Then we witnessed wireless networks, mobility and ubiquity.
Now we have digital flow, data centres and the cloud. Digital Now digital technology will take that data, and soon
technology is re-writing the rules. applications, out of the office altogether. The rise of the
corporate data centre will now be superseded by cloud
So far these rules have applied to the edges of corporate life. computing, as applications, processing and data are managed
Better ways to communicate, mobile email and the Blackberry via the internet in anonymous grid or utility computing farms
revolution, multimedia and multifunctional devices. Faster managed by the likes of Google, Microsoft, Amazon and HP.
connections and speed of communication have changed how The efficiency of these spaces with their ‘blades’ and shared
we work to some extent. But now, the opportunity exists to resources through ‘virtualisation’techniques, will challenge any
look at ‘digital’ as the enabler for a different way of working; corporate solution on cost, efficiency and green credentials.

“As technology has improved, so
has people’s understanding that
they don’t need to be in a fixed
place to perform.”

Picture Credit: Intel



And so the digital revolution will take almost everything out What you view on screen
of the corporate office. We will in effect occupy from a digital
perspective an empty building in the future, devoid of the
is now a mix of media,
computing power that keeps the corporate pulse. And with with flat, two dimensional
the migration to the cloud will come the realisation that work, text juxtaposed with
increasingly will be done from anywhere, at anytime. The video and hover or hidden
necessity to co-locate in a down town office building, sitting information. What you print
adjacent to departmental colleagues to carry out a task will be
seen as yesterday’s approach to work in the analogue era.
no longer represents what is
on the screen.
So with mobility and new devices, digital flow and the cloud,
what is left for the office? The rise of digital does not mean the
decline of bricks and mortar. People will still need to work, and
will need a place for work that is not the home. Collaboration
will require people to co-habit. And there will always be the
need to create a branded environment that represents the
corporation and acts as an extension to the corporate brand.

The digital revolution will not slow down. New devices, city
wide WiMax networks and a host of other innovations will
continue to allow innovation and change. The next step
change will see location aware systems and services that will
combine with knowledge management software and real
time buildings to actually bring people together when they
are in the same space and have something to talk about.
Engineering the chance encounters in tomorrows digital
organisation will not only remove downtime but become the
catalyst for an acceleration of the speed of corporate activity
and human interaction.

Picture Credit: Plantronics



The rise of video and the death of distance
Video conferencing is about to come of age. A technology There will be an increasing demand for video conferencing
that has been around for many years is reaching critical mass, ‘on the pause’, especially in shared spaces such as work hubs
thanks to the spread of broadband and miniature webcams and third spaces. With the capital investment and operational
embedded into devices. The credit crunch-led travel bans has costs remaining high, these rooms need high utilisation to be
also had a remarkable impact on the acceptance of high quality cost effective, and so more and more companies will accept
video conferencing as a replacement to physical meetings, them as a shared resource.
and the market is expanding, realising the notion of the ‘death
of distance’. When people can effectively meet and ‘eyeball’ For many organisations with specialist spaces, from recording
each other rather than jumping on airplanes, distributed work and television studios, to immersive spaces and collaboration
really works. rooms, sharing capital intensive spaces provide an attractive
solution. “Moving away from specialised space, so that it was
At the desk, there will be a dramatic expansion in the use provided (by a third party) would be attractive. It needs to be
of high definition (HD) video for ad hoc conversations and multi-purpose, multi-functional,” suggests Chris Kane at BBC
collaboration sessions. HD video will become required as a Workplace.
core communications tool, and with this growth will be a
new realisation of the importance of workspace design as
the backdrop becomes important as well as acoustics and
technology.

“Between 10 an 15 hours of “Moving away from specialised
telepresence in an average space, so that it was provided
week – if we are an example of (by a third party) would be
what is coming that is what its attractive. It needs to be multi-
about.” purpose, multi-functional.”
Head of Workplace, Global Chris Kane, BBC Workplace
Technology Company

Polycom’s roundtable video
conferencing unit in Microsoft’s
office of the future



Some Key Technologies and their potential impact

Description Impact on work and the workplace

IP Telephony and Softphones Using data networks and the Cost savings and changing economics of location.
internet to carry voice The ‘death of distance’. Enabler of new work
styles.

Fixed-Mobile Convergence Mobile phones as ubiquitous New ways of communication. Consumers able to
devices – always on with internet price compare with always on internet.
access and IP Telephony

Telepresence and Halo High quality video conferencing Death of distance, allowing reduced travel
and new ‘av’ technologies for and increased collaboration. New types of
Smart surfaces collaboration. collaborative project space in buildings.

Mobile Internet Devices New format devices Always on portable internet tablets offering
(MIDs), slates and tablets synchronous access to social networks,
messaging and applications.

Ultrawide Band and RFID Active location tags Used for sustainability in offices, to track people
and measure real time occupancy.

WiFi Wireless Ethernet Meru networks provide new single cell coverage
in buildings with RF barriers on the facade.

Near Field Communication Secure Payment System for Mobile Ability for operators to begin to offer micro
Phones payment systems. Emergence of the keyless
building.

WiMAX Metropolitan wireless internet Changing nature of the high street and urban
coverage plan.



TRANSPORT
Commuting is one of the most challenging social These numbers and forecasts point to a transport infrastructure
behaviours associated with work. Affecting work- at breaking point, at capacity, with only expensive options
life balance, productivity (downtime) and urban available to it for expansion and growth. And this situation
planning and infrastructure, it consumes an average is repeated in most other developed urban areas around the
of 80 minutes a day worldwide according to figures from the world.
Universities of Sheffield and Michigan.
Our motorways (freeways) are not much better. Road
In Thailand, the country with the longest commuting times in delays from traffic jams or accidents have a huge and often
the world, a total of 37 million hours is spent travelling to work unquantified economic impact. For example, it has been shown
everyday. And in Bangkok, the average travel speed during that a 13 minute holdup on the M25 motorway (freeway) in
the peak rush hour is now just 7 miles per hour. the UK following an accident equates to 18 driver days lost.

But current transport planning in most major cities still But what if distributed working changed patterns of
correlates transport growth to economic growth. Massive commuting and so use of transport infrastructure? Can
investment plans at best aim to keep corridors at their commuting patterns be changed? Could the 1/3 of inhabitants
current stress levels. For example, in the current London of ‘outer London’ that commute into the centre each day
plan, population is forecast to increase to 9.1m by 2031, with instead, work locally in their community – at least for a part of
employment increasing from 4.7m to 5.3m jobs. A predicted the working day?
475,000 new jobs in business and financial services will be
created.

According to Michele Dix, Managing Director of Transport for
London, an expansion of transport capacity by 20-30% into
central London is required. For example, Crossrail will move
1.5m more people. But even with all the proposed investment,
she predicts, “most corridors are stressed and will continue to
be.”

Taking a capital city such as London, 24 million trips are made
every day, 3 million people use the tube each day, there are 11
million car and motorcycle trips a day and 9.5 million people
walk or cycle. A staggering 2 billion bus journeys are made
each year.

AVERAGE GLOBAL COMMUTE TIMES (ONE WAY)

Source: SASI Group (University of Sheffield) and Mark Newman (University of Michigan).



SUSTAINABILITY
While not all companies are taking climate change equipment and even communication networks. According to
seriously, financial necessity is increasingly driving McKinsey research, in the US alone using such tools could cut
action in today’s corporations, backed by changes the commercial-building sector’s energy bill, and associated
in government legislation. Companies and organisations are emissions, by nearly 30% a year. Globally, smart buildings
increasingly being obliged to measure and publicly disclose could cut emissions by 1.68 metric gigatonnes a year.
and report their energy use and related emissions. In time,
there will be penalties for not doing so. The UK government There is a raft of government legislation being put in place to
is already taking action. Under the latest Climate Change Act, encourage efficiency in real estate. One of the most important
the UK has targets to cut emissions by 34% and to increase the of these in the UK is the Carbon Reduction Commitment, due
amount of renewable electricity on the grid to 15%, both by to come into effect in April 2010. It will initially target around
2020 – a tall order when one considers that renewable energy 5,000 UK businesses which each consume over 6,000MWh
currently accounts for just under 5% of energy production in of electricity every year. Under the terms of the proposals
this country. But a raft of legislation is being implemented to each affected firm will be expected to reduce their energy
help the country achieve its goal. consumption – and therefore their emissions – against a
set baseline. The government has already said it is likely to
Emissions from buildings are responsible for 40% of all global increase the reach of the proposals to cover around 20,000
emissions according to research from McKinsey and up to 80% companies in the not too distant future.
of total greenhouse gas emissions in our cities and towns. In
the UK, it’s accepted that 50% of the UK’s greenhouse gas While a requirement to cut energy use will help drive change,
emissions are associated with buildings, which means that it is also evident that new workstyles can also generate
it’s becoming critical that buildings, facilities management significant savings. Laptop use reduced carbon at Macquarie
operations and workstyles begin to address the issue. Group by an estimated 8,000 tonnes. And many new ways of
working programmes can result in a dramatic reduction of
Obviously one of the key carbon/energy solutions for real estate leased or occupied. A 30% reduction of floor space
buildings, especially in the commercial sector, lies in lighting creates a 30% reduction in carbon emissions.
and temperature controls, as well as the technology that
enables companies to track what’s happening in their Innovation in workstyles can also have further impacts. A
buildings. Concepts such as advanced integrated wireless move to mobility requires new technology platforms, and
lighting control systems mean that lights switch off when a many organisations take the opportunity to migrate to web
room is empty, temperature controls respond to real-time based systems, data centres or cloud computing. This takes
weather conditions, positioning blinds where they’re needed technology infrastructure out of buildings, into purpose
to provide optimum light and shade – these help ensure built data centres that cool servers more efficiently. Without
energy is only used when and where needed and won’t technology infrastructure in buildings, the power and cooling
compromise the comfort of the building’s inhabitants. These requirements can be dramatically reduced, creating a greener
building management systems (BMS), when working together building.
with a network of sensors, can manage lights, heat, ventilation
and air conditioning (HVAC) systems, fire safety and security

“The most sustainable office is the “More and more companies and employees
one you don’t have” want to be good corporate citizens and
Barry Varcoe, Royal Bank of Scotland this may result in less car commuting for
individuals. Therefore, I can envisage that
you’ll go to a local drop down for corporate
services and connect to the company network
from there”



SIX PACK – FIT FOR BUSINESS?
The six forces identified that are reshaping business can be
applied to make an organisation more efficient, lean and fit.
They can become catalysts that accelerate a change process
that develops the corporate ‘six pack’ – an organisation that
occupies perhaps 30% less property, with corresponding
reductions in capex. An organisation where ‘churn costs’ are
close to zero and where technology infrastructure migrates
to the cloud.

And the most striking realisation that fit organisations
are stating is that they believe that they can grow out of
recession without taking on more real estate. For the first
time economic growth and expansion in head count may not
result in expansion in floor space.

“fit organisations are stating that they
believe that they can grow out of recession
without taking on more real estate”

Actions for achieving a corporate ‘six pack’:

1 Real Estate Review workplace strategy and introduce activity based working and mobility. Gather
data on utilisation rates and real cost of occupancy as well as churn costs. Create an
aspirational vision for new workstyles.

2 Culture Introduce change management to prepare people for new workstyles. Move from
management by supervision to a results based approach. Identify champions for
innovation and change.

3 People Understand demographics and profile the workforce to identify the needs of different
groups by age, job function and psychometric analysis. Engage with the workforce to
develop opportunities for change.

4 Technology Identify key drivers and enablers of change. Then align technology to the real estate
strategy and introduce the appropriate tools for new workstyles.

5 Transport Realisation that continued stress in transport corridors will require a new approach to
commuting and mobility, and the adoption of polycentric thinking.

6 Sustainability Reduced quantity of commercial real estate leased, together with better management
of property assets, reduced commuting and greener technology will allow targets to
be met.



CONCLUSIONS
ACTIVITY BASED WORKING (ABW)

The logical conclusion of the trends presented in this report Colin King from Nokia goes on to say that:
is the wide scale adoption of activity based working, both
inside and outside the corporate building. Enabled by the “A Corporate Real Estate head needs to create a Real Estate
technology that has been described, people will increasingly plan that:
be able to choose where to work.
• Is organisationally change proof –based on key activities
Heating, cooling and lighting half empty buildings will and capabilities not current organisational structures
become a redundant concept as property is utilised efficiently,
• Supports the business strategy in optimal way
minimising emissions but also improving performance, not
just of buildings but for people. An energised, dynamic • Optimises the cost of location portfolio
workplace is a busy, utilised space – and not one where half
• Fosters company culture, spirit and engagement –
the desks and offices lie empty.
aligned with ways of working/co-location/presence in
the office
ABW will create the experience inside buildings of using
specialist spaces for specific tasks and providing people • Offers flexibility and scalability
with the tools as well as the cultural and behavioural norms
• Ensures best talent supply and attraction for key
to adopt distributed working. This will create a new mix of
capabilities
space in an increasingly permeable city that people will be
familiar with; a combination of ‘third space’, home working • Creates a competitive advantage over competitors
and other mobile solutions such as working from clients’ - Innovation factor
premises. Multiple locations, some leased or owned by a - Cost factor
company, but most shared or public will begin to remove risk
for businesses.
There will be range of product and services that a MNC will
need to consider in arriving at the right value offering for their
Workspace will increasingly be just another ‘on-demand’
people.”
service, adopting many of the characteristics of software as
it also becomes another utility. Software as a Service (SaaS) is
set to change the face of computing as people use what they
need, when and pay by the minute. Workplace as a Service
(WaaS) should follow the same model.

These solutions and approaches de risk real estate and provide
‘flex’ for businesses that need to be as ‘nimble’ as possible.
And this polycentric approach to work is set to grow.

“You have to have a spread across
multiple locations to de risk the
business model.”
Colin King, Nokia



INNOVATION AT WORK FLEXING SPACE

With the forecast adoption of activity based working, mobility One of the clear trends is that there are never enough meeting
and distributed working, there are far too few places to work rooms in today’s corporate office. Research has found that
from outside the corporate office or the home. The experience corporate decision making is being slowed down by a lack
of working in a café or coffee shop is challenging – no where of available spaces for executives to meet. And as well as
to plug in for power, poor acoustics and no way to print. And meeting rooms being at a premium, project space is normally
so we predict a huge growth in third space, especially in new all but non-existent.
destinations and the peripheries of cities, transport hubs and
neighbourhoods. One vision for the future is the co-location of a corporate office
with a serviced office or ‘meeting hotel’. The ability for an
“In the future I see a ring of peripheral drop in spaces. But do outside operator to offer flex for a company, with the benefits
they need to be 5*?” explains Simon Ward at Barclays. And the of co-location are obvious. “There is value in Regus becoming
current range of ‘serviced offices’ on offer may not yet be the a permanent feature in every development,” says a Head of
correct match for an increasingly mobile workforce. Real Estate at a FTSE 100 company.

As Chris Hood from Hewlett Packard observes about ‘serviced This would allow the corporate to focus on its core workspace,
office space’ today, “design can make a difference; it does not and all specialist and shared services could then be provided
need to be expensive, but creative. Make it a place I really by an external partner, from meeting and project spaces to
want to go.” Someone needs to bring into the market an video conferencing and high end collaboration space. As one
environment that is lighter and cooler – not invest so much. Global Head of Real Estate reinforces, “If we were able to use
specialised environments which demand intensive capital
So the next generation of third space will need innovation to investment ‘on demand’, provided by a specialist operator
get the positioning right for a large mobile workforce and not and shared with other organizations, this would be very
just transient executives. A third space model also needs to interesting.”
move away from the idea that companies want to either hire
desks or meeting rooms only. “The idea of hiring a desk in a
private office for a day does not ring right. I prefer to sit in a
coffee shop and work. People need a technology capability
that they can’t get anywhere else - for example Halo (advanced
video conferencing)”, says Chris Hood at Hewlett Packard.

What began as a solution for small and start-up businesses and
a provision of temporary and overflow space solutions is now
maturing to become a part of real estate strategy for major
corporate and a central part of a distributed working model.

“In the future I see a ring of “There is value in Regus “Make sure spaces have
peripheral drop in spaces. But becoming a permanent video – that’s what its all
do they need to be 5*?” feature in every about. We don’t do any
Simon Ward, Barclays development.” conference calls webinars
Head of Workplace, Global with a camera.”
Technology Company Head of Workplace, Global
Technology Company



WHERE NEXT?
The 6 forces represent the ability for a point of inflexion compasses and accelerometers. The next wave of technology
for work and the workplace. A change so fundamental will introduce ‘geo-presence’ – knowing where people are in
that the very basis for how and where people work will be real time, inside and outside buildings, and what their current
challenged. status is…“we should use technology to tell you where you
can work.” says Colin King at Nokia. And the combination of
The imperative for such radical change will surely come geo-presence, augmented reality (AR) and a host of other new
from sustainability – our current model of work is clearly applications will begin to remove some of the boundaries and
unsustainable. But it will also be driven by demographics, challenges of place-independent working – finding a nearby
as the millennials and the ‘net generation’ yet to graduate place to work, feeling belonging, connecting with colleagues,
shift expectations and employers react to attract and retain knowing where people are – and trusting that they are
talent. Transport in cities will drive people to find alternatives actually working when they are not being ‘watched’.
as urban environments become increasing immobile, and
legislation will also drive change, from working hours to taxes Development of new concepts to accommodate an
on business inefficiency (for example in CO2 emissions). increasingly footloose workforce will be essential, especially
as these behaviours are adopted by new job functions, not
Technology will have its part to play, as catalyst and driver used to flexibility. “The model needs to continue to be fine
of change, but also as enabler of forces and trends in mobile tuned and tested,” says Chris Hood at Hewlett Packard.
working, collaboration and teaming that are already emerging.
Management culture and change will be, as always, two of “It can only get better – more and more people will move to
the biggest hurdles to overcome. But reducing the cost of distributed working,” predicts Chris Kane (BBC Workplace)
real estate or ‘occupancy’ will be seen to be a clear win-win, as and this vision we believe will set the agenda for work and
new work styles change the cost base for doing business. patterns of use of the city and its myriad of workspaces over
the next decade.
Innovation will be everywhere. Mobile devices not only have
global positioning systems (GPS) built in but, now, also digital



APPENDICES
Our Research

Thanks
John de Lucy The British Library Head of Estates
Chris Hood HP Head of Workplace
Daniel Johnson Accenture Global Director, CRE Workplace
Ronen Journo Cisco Head of Workplace EMEA
Chris Kane BBC Head of Workplace
John Killey Citigroup Managing Director Citi Realty Services
Colin King Nokia Global Head Real Estate
Richard Paver BP Global Head of Real Estate
Mark Tamburro Nokia Global Head Real Estate
Barry Varcoe Royal Bank of Scotland Head of Workplace
Simon Ward Barclays Global Head Real Estate

About the Authors
Philip Ross Mark Dixon
Philip is CEO of the Cordless Group, specialists in the impact of Chief executive and founder, Mark Dixon is one of Europe’s best-
emerging technology on people and their behaviour in the built known entrepreneurs. Since founding Regus in Brussels, Belgium
environment. in 1989, he has achieved a formidable reputation for leadership
and innovation. Prior to Regus he established businesses in the
He has worked with organisations such as Ernst & Young, Allen & retail and wholesale food industry. Recipient of several awards for
Overy, GlaxoSmithKline, Cisco, McKinsey & Co, Nottingham City enterprise, Dixon has revolutionised the way business approaches
Council, PriceWaterhouseCoopers, Royal Bank of Scotland, Jones its property needs with his vision of the future of work.
Lang LaSalle and Ericsson on future concepts based on emerging
technologies.

Philip has spoken at conferences around the world including the Wall
Street Journal Europe CEO Forum on Converging Technologies, alt.
office in the USA and Corenet’s Global Summits in Beijing, Auckland,
Orlando, San Diego and Melbourne. In 1994 he wrote and published
The Cordless Office Report and founded Cordless Group.

He has written three books on the future of cities, work and
workplace: The Creative Office, The 21st Century Office and Space to
Work (all co-authored with Jeremy Myerson). He has also contributed
to a number of other books including the Corporate Fool and the
Responsible Workplace.



About Unwired About Regus

work • workplace • technology • innovation The Regus Group (LSE:RGU) is the world’s leading global
provider of innovative workspace solutions, with products and
Unwired is a specialist in the future of work. Through research, services ranging from fully equipped offices to professional
forecasting, publishing and events it predicts the way that meeting rooms, business lounges and the world’s largest
our a patterns of work will change as a result of political, network of video communication studios. Regus delivers a
socioeconomic and technological trends. new way to work, whether it’s from home, on the road or from
an office. Clients such as Google, GlaxoSmithKline, and Nokia
Unwired was founded in 1996, and has published over 50 join thousands of growing small and medium businesses that
research reports, including Creative Places for the BBC, benefit from outsourcing their office and workplace needs to
the New Millennials for Nokia and Rio Tinto and Workplace Regus, allowing them to focus on their core business.
Sustainability.
Over 500,000 clients a day benefit from Regus facilities spread
Its events include the WorkTech conferences held in London, across a global footprint of 1,000 locations in 450 cities and
New York, Shanghai and Amsterdam. 78 countries, which allow individuals and companies to work
wherever, however and whenever they want to.
For further information visit:
www.unwired.eu.com For more information please visit:
www.regus.co.uk

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