Though physical workplaces no longer are viewed as the epicentre of an organization, they are still crucial to create and support organizational culture. A culture that in turn enables organizational strategy and business performance. To do so effectively, the physical frameworks combined with human-centric service must provide a holistic workplace experience, where the end-users can be productive and thrive. Facility Managers are in the unique position of being able to act as workforce facilitators that can make marginal gains in performance in every employee - and facilitate a workplace environment that can bring together people, place and process to enable better business outcomes and secure a strong competitive advantage. How to do this effectively? Take a look at the slides and get the topic insights based on more than 7 years of research with partners such as Copenhagen Institute for Future Studies, IFMA, CoreNet Global and more.

1. 1

2. • Director at Copenhagen Institute
for Futures Studies
• Advising global clients and
decision makers on strategy and
innovation
Jeffrey Scott Saunders
• Chief Marketing Officer of ISS A/S
• Member of IAOP's Strategic Advisory
Board
• FRICS, IFMA Fellow and member of
the IFMA BoD
Peter Ankerstjerne
Presenters’ bio

3. 2011 2013 2014 2015 2016 2017
Research
CIFS megatrends
& industry research
Survey
Appr. 4.500 FM/CRE
professionals (with IFMA,
CoreNet Global & IAOP)
Interviews
60 subject-
matter experts
Conclusions based on over 7 years work to
produce the ISS 2020 Vision Series
and many others…

4. We are in the
middle of a
strategic
transformation
Work
Workplace
Workforce
Human
resources
Facility
Management
Corporate Real
Estate
Strategic
Transformation

5. Structure of the
presentation
Future of Work
Future of Workforce
Future of Workplace
Driving change and embracing future requirements
for FM & CRE

6. Structure of the
presentation
Future of Work
Future of Workforce
Future of Workplace
Driving change and embracing future requirements
for FM & CRE

7. People
Facilities &
Technology
Strategy
Workforce
Workplace
Work
Trends facing the Future of Work

8. Nature of work is becoming more Volatile, Uncertain,
Complex & Ambiguous (VUCA). It’s driven by…
Technology breaking
down barriers for Work
Workforce becoming more
diverse and mobile
Using the Workplace to win
the “War for Talent”

9. Source: CIFS, 2016,
Challenges facing the Future of Work
Only
25%
feel connection
to mission
Only few
companies
demonstrate
ongoing
commitment
to HWB&E
1,3 bn
The number of
mobile workers –
equalling 37%
of total
workforce
60%of
decision makers:
need for office
space is
decreasing
Over
50% of
desk are empty at
any one point in
time

10. Automation
Big Data and advanced
data analysis Internet of Things
Cloud & mobile-
technology
AI, machine and
deep learning
New interfaces /
devices
Natural language
processing
RPA and ARPA
Neural Interfaces Robotics Blockchain
Technology breaking
down barriers,
automating work
and work
processes

11. RPA (robotic
process
automation) mimics
the activity of a
human and can
perform repetitive
tasks more
accurately
Global markets are
transitioning from
an industrial and
service society
driven by
transformative
technologies
Digitally enabled
work and networks
permit the creation
of collaborative
partnerships and
creation of value
networks across
geographics
RPA/ROBOTICS
Future of Work: Fourth Industrial Revolution
INNOVATION SOCIETY COLLABORATIVE NETWORKS

12. 1. CHAIN OF
COMMAND
2. BUREAU-
CRACY
3. 20TH
CENTURY
HIERARCHY
4. PROJECTS
5. ENTREPRE-
NEURIAL
6. PATH-
FINDERS
7. WIREARCHY
FROM CENTRALIZED ALTERNATIVE ORGANIZATIONAL STRUCTURES
Military,
Police
Government Most
companies
Movies,
Sports,
Freelance
Google,
Apple, Tesla
Zappos,
Menlo, Valve
Wikipedia,
Linux, AirBnB
Examples:
Creative,
defined
start/end
Combines
20thC with
Projects:
Focus on
innovation
Piloting new
21st C ways to
organize
people/work
Leveraging
the power of
community
Traits:
Source: CIFS, 2016,
Leading to new organization forms and
leadership requirements

13. Workers
have access to
technology as
powerful as
companies offer
and better
adapted to
individual needs
20 - 30 % work
as freelancers
“Free agents”
and “casual
earners” do so
out of choice
Workers
want to
“Choose
their own
adventures”
Workers
change jobs
10-15 times
during their
career
Millennials job
security comes
from owning
own business
Talent is a seller’s market

14. More people will
be joining
companies and
finding work that is
a manifestation of
their personal
value sets, rather
than for money or
satisfaction.
Talents want identity and career crafting
As boundaries
blur between
private and
personal life,
more individuals
crave a
meaningful
association

15. 1. FULL-TIME
EDUCATION
2. FULL-TIME
EMPLOYMENT
3. FULL-TIME
RETIREMENT
EDUCATION
EXPLORATION
& LEARNING
CORPORATE
WORK
FREELANCE /
GIG WORK
TIME OUTSIDE
THE
WORKFORCE
STAGE-BASED LIFE DYNAMIC LIFE PHASES
Source: Gratton and Scott, 2016
Among empowered workers who are more diverse
and have different career expectations

16. Structure of the
presentation
Future of Work
Future of Workforce
Future of Workplace
Driving change and embracing future requirements
for FM & CRE

17. Office Space, 1999
It’s not that I’m lazy, it’s that I just don’t care.
Challenges facing the Future of Work

18. 15% 67% 18%
of employees are
engaged at work.
of employees are not
engaged at work.
of employees are actively
disengaged at work
28 27
18 18
14 12
63 62 64
60
72
64
9 11
18
22
14
24
0
10
20
30
40
50
60
70
80
Manager / Executive / Official:
in a business or the
government
Professional: doctor, lawyer,
engineer, teacher, nurse, etc.
Service worker: maid, taxi
driver, maintenance or repair
worker, etc.
Farmer / Fisherman / Other
agricultural laborer
Clerical/ Other office worker /
Sales worker
Construction/Manufacturing/
Production worker
Employee Engagement Worldwide
Engaged % Not engaged % Actively disengaged %
6
10
14
14
14
15
17
19
25
27
31
74
71
65
64
71
69
65
70
61
59
52
20
19
21
22
15
16
18
11
14
14
17
0 20 40 60 80 100
East Asia
Western Europe
South Asia
Middle East/North Africa
Australia/New Zealand
Eastern Europe
Sub-Saharan Africa
Southeast Asia
Post-Soviet Eurasia
Latin America
US/Canada
Employee engagement results
per region
Engaged % Not engaged % Actively disengaged %
Global State of Employee Engagement

19. 40%
employees
strongly agree
that they know
what their
company
stands for!
Best friend at
work; 7x
more likely to
be engaged
No strong
relationships
1in 12
chance of
being engaged
Working with “belongingness”
Source: Gallup

20. Source: CIFS, 2017 Lister, 2016
Focus on engagement

21. 0,0%
10,0%
20,0%
30,0%
40,0%
50,0%
60,0%
Source: CoreNet Global, ISS, and Copenhagen Institute of Futures Studies "Promoting Health & Well-being in the Workplace through Best in Class Service Experiences" Survey
I don’t get
injured at the
workplace
I feel
fulfilled at
the
workplace
Helps me in
my personal
development
My
workplace
is my
extended
family
Helps me
give back to
my
community
Helps me
manage
my stress
Helps me
manage my
finances
All of the
above
None of the
above
What does health and wellbeing in the workplace
mean to you?

22. 0,0% 5,0% 10,0% 15,0% 20,0% 25,0% 30,0% 35,0%
Meet legal requirements
Managing liabilities
Reducing costs
Reinforcing brand and reputation
Attracting and retaining talent
Reducing absenteeism by enhancing employee well-being
Improving profitability through enhanced productivity
Other (please specify)
Source: CoreNet Global, ISS, and Copenhagen Institute of Futures Studies "Promoting Health & Well-being in the Workplace through Best in Class Service Experiences" Survey
Which of the following best describes the
motivation of your health and wellbeing agenda?

23. 0,0%
10,0%
20,0%
30,0%
40,0%
50,0%
60,0%
70,0%
80,0%
90,0%
Aging of your
workforce
Rise of chronic
disease
Rise of healthcare
costs
Rise of burnout Other (please specify)
Source: CoreNet Global, ISS, and Copenhagen Institute of Futures Studies "Promoting Health & Well-being in the Workplace through Best in Class Service Experiences" SurveyS
Which of the following health and workplace trends
do you expect to encounter in the future?

24. Mobile workers can suffer from disenfranchisement,
disengagement and stress due to challenges of:
Poor managerial virtual
communication skills
Lack of integration
with local workers
Health and well-being challenges for
mobile employees

25. Engagement towards personal wellbeing
LowPurpose
Social
Financial
Com-
munity
Physical
Medium
High
Low
High
Parameters Definition Ability for FM providers to affect
Liking what you do each day and
being motivated to achieve your
goals
Having supportive relationships
and love in your life
Managing your economic life to
reduce stress and increase
security
Liking where you live, feeling
safe and having pride in your
community
Having good health and enough
energy to get things done daily

26. The future
workforce will be
more global and
multi-generational.
Women’s role in the
global workforce
will continue to
grow
Contingent workers
provide
organisations with
flexibility and
access to
specialised
workers, often on a
project basis
Increase in life
expectancy rates
and the rise of
contingent work
means that people
will continue
working well past
retirement and seek
flexible solutions
A DIVERSE WORKFORCE
Future Workforce Developments
A CONTINGENT WORKFORCE AN AGING WORKFORCE

27. Source: Lister, 2016
Engagement Well-being
Productivity
Lower costs
Better A/I/R
Because it pays off

28. …And figuring out, how the workspaces can best support this culture!
Source: Cameron, K. S., & Quinn, R. E.
(1999). Diagnosing and changing organizational
culture: Based on the competing values framework.
Identifying the
existing and
desired
organizational
culture is key

29. Structure of the
presentation
Future of Work
Future of Workforce
Future of Workplace
Driving change and embracing future requirements
for FM & CRE

30. 1900
1940s
1960s
1990s
2020s
Taylorist office Bürolandschaft office
Activity based office
Experience based office
Corporatist office
The Evolution of the Office

31. The office Co-working Public places
Working from
home
SITUATIONAL DETERMINANTS
The Workplace now covers …

32. Source: CIFS, 2016,
Virtual, remote
and mobile
workers
experience ‘out
of sight, out
of mind’
management
A workplace
where
employees
want to come,
not have to
CRE is on an
accelerating
disruption
curve: rapid
changes in tenant
dyanmics and
demographic shifts
The need for a
physical space is
decreasing: towards
2020 over
40% of the
US economy
will be freelancers
Underutilised
space in
offices can
range from
27% - 58%
of an office
Talents are
attracted to
locations over
workplaces
Challenges facing the Future of Workplaces

33. Optimization Transformation
Maintenance Management
Business innovation
Business efficiency
Mass customization Personalization
Driving
towards
business
transformation

34. Source: Lister, 2016
Away from a
focus on cost
Decreasing a workers productivity by
six minutes can negate cost savings
from eliminating office space
Towards a Return
on
Investment in
People
Increasing employee productivity
by eight minutes can pay for their
entire occupancy cost
Requires a shift
in how we think
about our
physical and
digital assets

35. RESEARCH, HORIZON
SCANNING
ONLINE SURVEY FOCUS GROUP
INTERVIEWS
WORKSHOP
FACT FINDING SOCIAL NETWORK
ANALYSIS
SENSORS &
TRACKING
APPS & SOCIAL
MEDIA
Requires data

36. Assets quickly become liabilities.
Attractive locations are not cocoons.

37. Co-working spaces are disrupting the industry

38. An inspiring workplace
Learn
Seek
inspiration
Develop
Solutions

39. Structure of the
presentation
Future of Work
Future of Workforce
Future of Workplace
Driving change and embracing future requirements
for FM & CRE

40. There is no one size fits all solution…
Creating alignment through user-centric data and analytics (D&A)
Organisational culture
Organisational structure
Strategic environment
Source: CIFS, 2017.

41. Bridging the Gaps to become orchestrator of
performance
HR CRE
IT
FM
Building
Collaborative
Ecosystems in the
workplace using FM
as the facilitator

42. Which function is
responsible for the
company’s
workplace strategy
today?
ISS / CoreNet (Sept. 2017)
ISS / IFMA WW (Oct. 2017) 6,6%
33,3%
8,0%
0,0%
5,3%
1,3%
4,0%
16,0%
2,7%
22,7%
10,9%
5,7%
42,7%
0,0%
3,1%
1,0%
8,8%
11,5%
3,6%
12,5%
Other
Facility Management independently
Corporate Real estate independently
IT
Strategy (incl. Corporate Affairs)
Commercial (Incl. Marketing)
HR
Operations
Finance
Executive Officer

43. How would you evaluate the
collaboration between
ISS / CoreNet (Sept. 2017)
1,4%
0,9%
12,8%
39,4%
34,9%
10,5%
Don't know
Very negative
Negative
Neutral
Good
Excellent
CRE & FM and the
HR function today?

44. What is the most important benefit of
an integrated approach
ISS / CoreNet (Sept. 2017)
between HR and
CRE & FM?
13,20%
9,10%
12,30%
11%
30,60%
16,40%
Making the workplace more effective
Making the workplace more aligned with the future of work
agenda
Focus on making the workplace more aligned to new
generational values and ways of working
Focus on retaining / attracting talent
Align physical environment to improve organisational
performance
Align organisational structure and work processes

45. Requires a people-
centric focus!
Focusing on the
individual

46. Understanding how the end-user works
48
Source: Dell, 2015

47.  Technologies
 Service management system
 Values
 Assumptions
 Attitudes
 Behaviours
 Rewards
Supporting
facilities
Workplace strategy
Brand,
People and
Culture
Central role of the Workplace – it needs a strategy

48. So what’s the right strategy?
Organisations rework their business
models, employment practices and
need for physical space.
Peoples’ attitudes change toward the
role of work in their lives. And for
many it’s changed how, where and
how much they work.
Organisations
People

49. OBJECTIVEAPPROACH WORKPLACE STRATEGY
Be big
Aims at
excelling in a
competitive
environment
The classical
approach
• Quantitative and predictive
workplace strategy
• Traditional workplace planning,
outsourcing and supporting
services
• Only moderate changes in the
workplace strategy. Radical
changes occur rarely
Be responsive:
Suited for
unpredictable
environments
The adaptive
approach
• Need for continuous experiments
and real-time adjustments in the
organisation
• Reflected in a flexible workplace
design – internally and externally
Source: CIFS, 2017
5 Approaches to Workplace Strategy

50. OBJECTIVEAPPROACH WORKPLACE STRATEGY
Be first:
Seeing and
pursuing
opportunities
single-mindedly
The survival
approach
The visionary
approach
• Workplace strategy must ensure
that the organisation can marshal
resources and plan for make-or-
break projects
• Should prepare for both the
succeed and failure of projects
The shaping
approach
Be orchestrator:
Be part of an
ecosystem of
collaborators,
sharing risks and
resources
Persevere:
When internal/
external shocks
forces the
organisation to
change course
• Workplace strategy should
promote remote work and use of
co-working spaces
• Distributed and shared work
solutions must be supported
• Organisations respond
strategically to changing
conditions by calling remote
workers back to office, cutting
cost, reducing portfolios and
preserving only critical resources
Source: CIFS, 2017
5 Approaches to Workplace Strategy

52. Tool: Mental
Rebuild
Defining top
management’s strategic
perspective and criteria
of success for how
workspace design in the
future promotes better
performance in the
organization – what
outcome should be
improved?
Collecting data on employee working
processes - uncovering potential for
where to challenge habits and bring in
new ways of working measured up
against top managements KPI’s &
outcome for future performance
Collecting data on desk
and space occupancy,
collecting data on work
processes – uncovering
unused space and
showing potential for
optimizing space and
bringing in more
facilities that promotes
outcome
PEOPLE
PERFORMANCE
CORPORATE
PERFORMANCE
FACILITY
PERFORMANCE

53. Tool: Smart buildings (predicting capacity needs…)

54. • Analyse
• Be co-
creative
• Preto-type
• Implement
Service Design
can create the
Workplace
Experience by
focusing on the
end-user
Tool: Service Design/Design Thinking

55. Tool: Nudging
You could i.e.
affect people’s
health by:
A. Including specific spaces that encourage activity
B. Providing smaller plates to reduce portion sizes
C. Placing healthy food options more prominently
It is possible to
steer people
towards better
decisions by
presenting them
choices in
different ways…

56. Key conclusions of the Future of Work,
Workforce and Workplace
The Workplace as a
place of shared
experiences New Business
Realities requires
more collaboration –
especially between
HR, FM/CRE and IT
BIG opportunity to
improve FM
operations through
Technology and
Digital

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