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1、Global Research The Future of Work Survey 2022 November 2022Five critical challenges ahead for real estate The Future of Work Survey 2022|2 The world of work has been turned on its head since JLL published its previous report on The Future of Work four years ago.The unprecedented experience of the f
2、irst two years of this decade has required organizations to adapt fast and pivot quickly to support their workforce through a global public health pandemic.In the last two years we have witnessed a rapid acceleration of many trends identified in our 2018 report:the large-scale adoption of dynamic an
3、d flexible working,the growth of workplace technologies to support CRE(corporate real estate)functions in managing these new workstyles,and increased investment to bolster environmental sustainability goals.As companies emerge from the crisis created by the pandemic,they now face critical challenges
4、.Among these,the execution of their strategic objectives is more complex and outsourcing services more sophisticated;the power has shifted from the employer to employees,forcing organizations to reimagine workplace and portfolio strategies;and the greater application of technology is becoming crucia
5、l to boosting performance levels on all fronts.At the same time,how do companies embrace new dynamic working to their advantage?And what does this mean for organizations and the shape of their future real estate portfolio?To provide answers to these questions,JLL has once again taken a deep dive int
6、o the issues influencing the thinking of circa 1,100 strategic decision-makers in businesses around the globe.Our research highlights that companies are driving a long-term transformation of their real estate portfolio to succeed in a post-pandemic world.They are pursuing new strategic workforce opp
7、ortunities and,consequently,are reprioritizing their future spending to align with these goals.Real estate is at a critical decision-making pointExecutive summary The Future of Work Survey 2022|3 The perspectives of those surveyed in our research have helped to draw out significant conclusions for t
8、he real estate industry:Strategic decision-makers cannot ignore the lasting impact of hybrid work on their organizationOffering hybrid working options will be critical to attracting and retaining talentReal estate is an essential enabler in the ESG(environmental,social and governance)journey and wil
9、l simultaneously support both positive social and environmental impacts Without sustained investment in technology and data,it will become more challenging to achieve performance and resilience goalsOrganizations will seek input from specialists aligned to their priority areas of investmentOur resea
10、rch reveals that the next three years will be a critical phase for CRE strategy.The insights gained from global CRE executives suggest that the period from 2022 to 2025 represents a crucial window of opportunity that will determine how successful companies will be in adapting to rapid changes.The Fu
11、ture of Work Survey 2022|4 2Five key messages emerge from our surveyIn the near term,investing in quality space will be a greater priority than expanding total footprint1Hybrid working is here to stay and calls for the rejuvenation of the office3Environmental and social aspirations will shape future
12、 portfolio transformation4CRE functions need to double down on intelligent technology investments5Real estate needs are becoming more sophisticated and complexAll of the key messages that we have distilled from our research will require careful consideration and strategic clarity before decisions ar
13、e made and action taken.Notably,a common finding for every message is that organizations will accelerate strategic investments over the next three years to realize their long-term workforce and workplace priorities.The following report summarizes the key findings and provides an overview of the stat
14、e of the market in real estate.The Future of Work Survey 2022|5 75%say their employees will increasingly expect their workplace to have a positive impact on society79%agree their organization is taking actions today to make the workplace more inclusive and diverse for all employees77%agree/strongly
15、agree that offering remote/hybrid working will be critical to attracting and retaining talent72%agree that in the long term the office will remain central to their organizations ecosystems75%of leading CRE functions anticipate more reliance on external partners13%say they are collecting data on an o
16、ngoing or real-time basis using advanced analytics43%will accelerate their investment in new or enhanced health&wellbeing amenities for employees74%say they are likely to pay a premium for green credentials.56%plan to do so by 202553%of organizations will make remote working permanently available to
17、 all employees by 2025The Future of Work in numbers69%have already introduced,or will introduce this year,technology to boost in-office collaboration45%of respondents consider the facilitation of collaborative working to be one of the primary purposes of office space77%agree that investing in qualit
18、y is a greater priority than expanding total footprint 73%have planned or are planning to make all office spaces open and collaborative,with no dedicated desk spaces43%expect they will need more outsourcing support for CRE technology solutions over the next three years77%of CRE leaders expect their
19、mandate for change to be stronger by 2025.62%of CRE functions anticipate an increase in budget between now and 20254-in-10 organizations are looking to outsource more around health&wellbeing and sustainabilityPortfolioWorkplaceWorkforceWorkSource:The Future of Work Survey 2022,1,095 decision-makers
20、across 13 marketsThe Future of Work Survey 2022|6 Hybrid working is here to stay and calls for the rejuvenation of the officeInsight#1Organizations need to transform their workplace model to accommodate hybrid work because flexibility is not a passing phase.Strategic decision-makers should not ignor
21、e the lasting impact of hybrid work on their organization.Our research confirms beyond doubt that the hybrid model is now a permanent feature of the working landscape.The number of employers not offering some form of hybrid working option has dropped from 45%pre-pandemic to only 9%today,which means
22、the vast majority of occupiers in our research recognize that providing hybrid working options is essential to attracting and retaining talent.As the office becomes a destination for employees as part of their hybrid workstyle,occupiers need to bring it to life and increase their investments in plac
23、es and people to guarantee long-term growth.Key resultsagree/strongly agree that offering remote/hybrid working will be critical to attracting and retaining talentof organizations will make remote working permanently available to all employees by 2025consider collaborative working to be one of the p
24、rimary purposes of office spacehave planned or are planning to make all office spaces open and collaborative,with no dedicated desk spaces77%53%45%73%The Future of Work Survey 2022|7 Figure 1:Which three of the following strategic objectives are most important for your CRE function between now and 2
25、025?Source:The Future of Work Survey 2022,1,095 decision-makers across 13 marketsWhat are the strategic priorities shaping decision-makers thinking?The rapid shift towards flexible working has come about far faster than we predicted in our previous Future of Work survey back in 2018.Since 2020,worki
26、ng patterns in many companies have dramatically changed from a model where most employees spent most of their time on-site or in the office to a more dynamic model where employees have more freedom and control over when and where they work,including a mix of office and home-based work.Balancing shor
27、t and long-term thinkingThese dynamic working patterns have profound implications for real estate strategy.Our research reveals that the most important strategic priority for CRE executives over the next three years will be to successfully operationalize hybrid working to enable their organization t
28、o remain agile and flexible.This focus is even more pronounced among the largest corporate occupiers(those with more than 10,000 employees)where two-thirds(65%)place operationalizing hybrid working among their top three strategic priorities(see Figure 1).53%60%52%49%48%39%55%54%51%55%45%41%65%46%56%
29、52%52%28%Operationalizing hybrid work models to support agility and flexibility Improving workforce resilience by enhancing physical and mental health and wellbeing Improving operational efficiency and portfolio resilience Revisiting portfolio strategy in light of current market conditions,sustainab
30、ility objectives and workforce preferences Addressing environmental impact through sustainability initiatives Promoting social value and community engagement10,000 employeesThe Future of Work Survey 2022|8 Alongside navigating the challenge of hybrid working,other strategic areas of focus will signi
31、ficantly move up the corporate agenda over the next three years.Improving workforce resilience by enhancing health and wellbeing is the second most frequently cited area overall and the most common priority for organizations with fewer than 5,000 employees(60%say its among their top three priorities
32、).The third most important strategic objective is to improve operational efficiency and portfolio resilience(mentioned by 53%among their top three priorities).The pandemic has served as a powerful reminder of the fragility of our real estate ecosystem and the risks to which organizations are exposed
33、.Larger corporations(more than 10,000 employees)name this as their second most important strategic priority.Other strategic priorities are also competing for the attention of decision-makers.As well as the short-term challenges of operational agility,resilience and efficiency,organizations are plann
34、ing ahead for longer-term workplace changes.They are using this moment to reassess whether their portfolio is fit for purpose in light of market conditions and are pushing forward initiatives designed to address collaboration,performance and human experience for a dispersed workforce.The Future of W
35、ork Survey 2022|9 Figure 2:How open is your organization to considering making remote working permanently available to all employees who want it?Empowering employees for a hybrid futureSource:The Future of Work Survey 2022,1,095 decision-makers across 13 marketsThe consequence of this shift towards
36、hybrid working is clear:in future,employees will be more empowered to manage their relationship with their workspace,with more control over how and when they work.Figure 2 shows that by 2025,more than half(54%)of organizations will have movedto an employee choice model where employeeshave greater au
37、thority to orchestrate their workingpatterns.This is up from just 8%before thepandemic.Will the trend towards hybrid working endure over the long term or will we see organizations revert to pre-pandemic working patterns?Our research suggests the former will be true for a large majority of organizati
38、ons.Hybrid work will have a durable presence.A quarter of organizations(24%)say they have already made remote working permanently available to all employees who want it,with a further 30%expecting to do so by 2025.Companies with more than 5,000 employees are even more likely to consider this.23%24%2
39、8%32%22%13%17%17%9%12%1%2%5,000 employeesHave already implementedLikely to implement by 2025Likely to implement,but afer 2025Not on our radar,but would consider doing soWould never consider thisDont knowThe Future of Work Survey 2022|10 Figure 3:Which of the following best describes hybrid working i
40、n your organization?Source:The Future of Work Survey 2022,1,095 decision-makers across 13 marketsCompanies recognize that to remain competitive and draw the best talent they need to plan for a future in which dynamic working is at the heart of their workforce model.More than three-quarters(77%)of or
41、ganizations surveyed agree that offering remote or hybrid working options will be critical to attracting and retaining talent.45%11%9%20%22%11%13%25%24%12%21%23%8%17%25%3%6%8%Before COVID-19TodayBy 2025No or limited hybrid workingFixed office daysPercentage of time on siteA function-driven approachE
42、mployee choiceDont knowThe Future of Work Survey 2022|11 Figure 4:Does your CRE function plan to reduce or accelerate investment in each of the following areas between now and 2025?(%planning to accelerate investment)Flexible space on the rise Source:The Future of Work Survey 2022,1,095 decision-mak
43、ers across 13 marketsOur research indicates that one route to achieving greater agility is through investment in flexible space options such as serviced offices or co-working spaces.43%of organizations surveyed by JLL say they plan to accelerate investment in flexible space over the next three years
44、.51%say they will lease flexible space through a third-party provider.Hybrid work has a durable presence and organizations must embrace it at scale,adapting and transforming their portfolio to empower a dispersed workforce anywhere they work.Dynamic occupancy management will be crucial to enabling m
45、aximum flexibility and elasticity across the portfolio.Where are the opportunities to embrace flexibility?With dynamic working set to remain the norm,corporates will need to think through the size and shape of their real estate portfolio so that it can be managed in a way that best supports workforc
46、e agility.44%40%37%38%49%44%43%41%Workplace design to improve employee engagement and wellbeingIncreasing the amount of flex space in the portfolioManaging space demand dynamicallyReallocating footprint to facilitate access to talent pools5,000 employeesThe Future of Work Survey 2022|12 Embrace dyna
47、mic and flexible working patterns Drive the transformation around the hybrid model as flexibility is not a passing phase Plan for a future in which dynamic working is at the heart of your workforce model Reassess whether your portfolio is fit for purpose Identify new locations to increase the qualit
48、y of the space offered to employees and reallocate your footprint to meet a new demand around hybrid working Increase flexible space allocation to respond to dynamic working patterns Think through the size and shape of your real estate portfolio Deploy a hybrid model at scale and fine-tune it in acc
49、ordance with local constraints and demand Operationalize hybrid working to support agility and flexibility Manage a flexible,resilient and fit-for-purpose portfolio incorporating the highest experiential spaces Enable optimal human performance in an evolving and hybrid work environmentChallenge 1:Ho
50、w do you adapt to dynamic working patterns?The Future of Work Survey 2022|13 Insight#2In the near term,investing in quality space will be a greater priority than expanding total footprintOrganizations must prioritize access to high-quality spaces as the office will remain central to the work ecosyst
51、em.While decision-makers acknowledge that offering hybrid working options will be critical to attracting and retaining talent,they also need to make sure the space their organization occupies now and in the future is optimized to encourage employees both new and existing to spend time in the office.
52、In particular,this will enable organizations to support their broader employee health and wellbeing goals.Our survey participants tell us they want their future office to be a collaborative,creative space that fosters employee wellbeing and maximizes productivity.As employees expectations will play
53、a leading role in driving future workplace strategies,the provision of quality space will be a top priority.Many companies are already well down the path of rethinking the purpose of their portfolio and investing to create spaces that are brand differentiating and attractive to future talent.Key res
54、ultsof organizations agree that in the long term the office will remain central to their work ecosystemagree that investing in quality office space is a greater priority than expanding total footprintconsider collaborative working to be one of the primary purposes of office spacehave planned or are
55、planning to make all office spaces open and collaborative,with no dedicated desk spaceshave already introduced or will introduce technology this year to boost in-office collaboration72%77%45%73%69%The Future of Work Survey 2022|14 What is the value of the workplace?One of the biggest drivers shaping
56、 the future of real estate over the next three years will be the flight towards quality office space.When asked about their attitudes towards space,77%of those surveyed stated that investing in quality space is a more significant priority for their company than expanding the total occupied footprint
57、(see Figure 5).The flight to quality space Figure 5:To what extent do you agree or disagree with the following statement?Investing in quality space is a greater priority than increasing total space occupied.Source:The Future of Work Survey 2022,1,095 decision-makers across 13 marketsThis finding ref
58、lects concerns among corporates that not only do they need to have the best space available to encourage their workforce to spend time working from the office,but they also need the best space available to set themselves apart from their peers.Embedded in their thinking is a recognition that office
59、space will remain central to the future work ecosystem.This mirrors how employees think about their own working patterns.In JLLs latest workforce survey1,60%of office workers consider that the office will remain central to their working life in the future.40%37%14%5%3%Strongly agreeSomewhat agreeNei
60、ther agree nor disagreeSomewhat disagreeStrongly disagreeDont know1 The JLL Workforce Preferences Barometer 2022,June 2022The Future of Work Survey 2022|15 What will be the role of the office in the future?Our research reveals that organizations now prioritize collaboration as the primary purpose of
61、 their office space.45%rank facilitating collaboration among their top three objectives for their workplace,and this rises to 55%among corporations with more than 10,000 employees(see Figure 6).This reflects the growing challenge of promoting effective collaboration among a large,often geographicall
62、y dispersed workforce.The future office a collaborative and creative spaceThe office of the future will also be a place to encourage greater innovation and creativity and to provide opportunities for peer-to-peer learning,cited by 36%and 32%respectively across JLLs research.These priorities highligh
63、t the challenges of replicating spontaneous idea-sharing and fostering on-the-job learning experiences when employees are working away from the office.Decision-makers believe the office is the most effective place to achieve these outcomes consistently.As well as planning and delivering office space
64、s that enhance staff productivity,organizations want to create spaces that are welcoming and which promote employee health and wellbeing.The most forward-thinking occupiers view their workplace as a space that can create unique,positive experiences for their people through improved amenities and bes
65、t-in-class fit-outs,hence the flight towards quality space.The Future of Work Survey 2022|16 Figure 6:Between now and 2025,what will be the primary purpose of office space for your organization?Source:The Future of Work Survey 2022,1,095 decision-makers across 13 markets35%37%35%32%32%33%41%36%34%35
66、%41%26%28%55%40%25%38%32%25%To facilitate collaborative working To foster innovation and creativity To provide space for employees to undertake focused,independent work To attract and retain quality talent To provide opportunities for peer-to-peer learning and mentorship To support health and wellbe
67、ing of employees A location for employees to meet with clients and suppliersTo showcase the companys culture,brand and values To provide space for employees to socialize 26%31%23%28%29%37%10,000 employees25%42%The Future of Work Survey 2022|17 What level of investment is required to achieve these go
68、als?Our research shows that decision-makers have clear aspirations for the future of their space to enhance the employee experience,and in close to one-half of organizations these ambitions are being supported by increased investment over the next three years.Translating intent into investment prior
69、ities When CRE executives were asked about their budget allocation to support workplace resilience and portfolio strategy,the following priorities emerged:Workplace design and fit-out:46%plan to accelerate investment in workplace design projects that are intended to improve employee engagement and w
70、ellbeing.New amenities:43%expect to push forward investment in new or enhanced health and wellbeing amenities.Air quality:42%will increase investment to improve indoor air quality.Access to new talent pools:39%plan to accelerate investment in the reallocation of occupied real estate to new locations
71、,thereby widening their access to new talent pools.Rest and recharge spaces:35%intend to expand investment in dedicated spaces for employees to rest and recharge,such as outdoor spaces and/or roof gardens.The office has a new purpose and a new role to play in the work ecosystem.“Quality space”is the
72、 employees clarion call for employers to take action.For the office to be the best place to work and provide outstanding human experience,the workplace needs to be reimagined to meet talent preferences and aspirations.The Future of Work Survey 2022|18 Put people first and genuinely take care of thei
73、r health and wellbeing to achieve sustainable performance Listen to the workforces preferences to match the workplace with the right offering Create office environments that support peoples workflow Embrace the flight to quality and prioritize access to high-quality spaces,as the office remains cent
74、ral to the work ecosystem Create exceptional workplaces that offer sustainable,inclusive,collaborative spaces with wellbeing embedded at the core of their design Match the workplace offering against increased workforce needs and aspirations Capitalize on workforce resilience to be better armed to co
75、pe with disruptions Maximize the comfort of users,create experiential environments and deliver healthy buildingsChallenge 2:How do you use space to attract talent and enhance the employee experience?The Future of Work Survey 2022|19 Environmental and social aspirations will shape future portfolio tr
76、ansformationOrganizations must increase investment in ESG solutions as environmental and social aspirations are now mainstream.As stakeholder expectations around ESG(environmental,social and governance)outcomes increase,decision-makers tell us they have sharpened their focus on achieving positive en
77、vironmental and social impacts through their real estate.They are now facing ever-increasing levels of pressure and scrutiny to deliver clear environmental and social outcomes over shortening time frames.One strong example is that companies are now acting with greater rigor to make the workplace mor
78、e inclusive and diverse for all employees.A large majority of organizations in our research say their employees will increasingly expect the workplace to have a positive impact on the environment.As a result,green credentials are now highly important to future portfolios,and environmental commitment
79、s and decarbonization roadmaps are at the forefront of decision-makers thinking.However,ESG motivations are not only environmental.Nearly 8 out of 10 companies say their employees expect their workplace to have a positive impact on society.Ramping up investment in social considerations has therefore
80、 become as important as funding environmental objectives.Diversity,inclusion and wellbeing are now high on the agenda,with employee expectations strongly driving decisions and actions.Nearly half of those participating in our survey say they will accelerate investments to 2025 that are intended to i
81、mprove diversity and inclusion outcomes.Insight#3Key resultssay their employees will increasingly expect the workplace to have a positive impact on the environmentsay their employees will increasingly expect their workplace to have a positive impact on societyare likely to pay a premium for green cr
82、edentials,with 56%planning to do so by 2025agree their organization is acting today to make the workplace more inclusive and diverse for all employeeswill push forward investments through to 2025 that are intended to improve diversity and inclusion outcomes77%75%74%79%46%The Future of Work Survey 20
83、22|20 How are ESG strategies being addressed through real estate?In JLLs 2021 research 2,occupiers told us that they were strengthening their focus on decarbonization,putting in place clearly defined goals such as net zero or Science Based Targets,and turning their attention towards developing an ac
84、tion plan to achieve these goals through their real estate.Occupiers are open to paying a green premiumFigure 7:How open is your organization to paying a premium to occupy space with leading sustainability and green credentials?Source:The Future of Work Survey 2022,1,095 decision-makers across 13 ma
85、rketsIn this survey we see the evolution of this thinking,with green strategies having a direct impact on real estate decisions.More than half of occupiers(56%)say their organization has already paid,or by 2025 will pay,a premium to occupy space that has leading sustainability and green credentials(
86、see Figure 7).Only a very small proportion of respondents,just 7%,say they would never consider paying a green premium to occupy space.22%34%18%18%7%Have alreadyLikely to by 2025Likely to,but afer 2025Not on our radar,but would considerWould never considerDont know2 Decarbonizing the Built Environme
87、nt,JLL,2021Decarbonizing the Built EnvironmentThe Future of Work Survey 2022|21 Besides occupying green certified buildings,there are other common strategies that corporates are starting to prioritize in order to significantly boost their progress towards net zero targets over the next three years.T
88、hese include:Operating facilities in a more carbon-efficient manner:46%of occupiers in our research plan to accelerate investment to improve the carbon efficiency of their buildings.Influencing new location selection:43%will increase their focus on embedding net zero carbon requirements into new loc
89、ation selection processes.Embracing circular design principles:37%plan to push forward investment which ensures that fit-outs and refurbishments are underpinned by circular design principles.Exiting less carbon-efficient space:36%will be particularly focused on exiting less carbon-efficient space.Th
90、e Future of Work Survey 2022|22 Figure 8:Does your CRE function plan to reduce or accelerate investment in each of the following areas between now and 2025?%planning to accelerate investmentSource:The Future of Work Survey 2022,1,095 decision-makers across 13 markets43%44%45%42%44%35%38%50%49%44%43%
91、40%35%34%Improving diversity and inclusion in all aspects of the workplaceWorkplace design to improve employee engagement and wellbeingPracticing responsible procurement and localizing supply chainsNew or enhanced health and wellbeing amenitiesImproving indoor air qualityDedicating spaces for occupa
92、nts to recharge(e.g.,outdoor spaces,roof gardens,etc.)Establishing partnerships with amenities and businesses near office locations/facilities to enhance community cohesion and engagement5,000 employeesThe Future of Work Survey 2022|23 How is social value addressed through real estate?Improved diver
93、sity and inclusion and health and wellness are now high on the corporate agenda,and our research shows that companies are underpinning these objectives with further investment and resources.79%agree that their organization is acting today to make the workplace more inclusive and diverse for all empl
94、oyees.Delivering social impact through real estateOccupiers now firmly believe that their real estate can have very tangible,positive impacts on people,placemaking and the community at large.As such,corporates are allocating increased investment to space fit-out and design initiatives to improve emp
95、loyee engagement,diversity and wellbeing outcomes,and also towards developing greater community engagement.This is being translated into focused action and investment that includes:Improving diversity,equity and inclusion Adopting responsible procurement Establishing community partnerships A new soc
96、ial deal needs to be offered through real estate that goes beyond addressing the E of ESG.It is also about tackling the S,the social value of real estate,and ramping up investments to deploy solutions beyond the traditional sphere of real estate.Organizations need to foster partnerships with local a
97、uthorities and communities,charities and NGOs,and local and responsible suppliers to maximize their social impact.46%of occupiers plan to accelerate investment to improve diversity and inclusion in all aspects of the workplace between now and 2025.44%are increasing their focus on practicing responsi
98、ble procurement,including localizing their supply chains where possible.More than 1-in-3(36%)will do more to establish partnerships with amenities and businesses near their office locations to enhance community cohesion and engagement.The Future of Work Survey 2022|24 Challenge 3:How do you accelera
99、te positive environmental and social impacts through real estate?Put ESG at the top of the corporate agenda Develop a social value strategy Increase investment in ESG solutions as environmental and social aspirations are now mainstream and stakeholder expectations are increasing Improve diversity,eq
100、uity and inclusion through your portfolio operations Follow a responsible procurement path Establish community partnerships to have a broader social impact Transform portfolios for sustainable value creation and reduce the environmental impact of your investments Maximize the comfort of users,create
101、 experiential environments and deliver healthy buildings Invest in future technologies to support sustainability and wellbeing goalsThe Future of Work Survey 2022|25 CRE functions need to double down on intelligent technology investmentsSustained investment in smart technologies and data analytics i
102、s necessary to propel operational performance and resilience.As corporates look to elevate the performance of every aspect of their organization,it follows that improved access to technology and greater visibility of data leads to better decision-making.In particular,access to high-quality CRE data
103、and the use of more sophisticated technology and systems will provide CRE executives with greater real-time insight to support improved portfolio and workplace resilience and agility.Deeper investment in intelligent technology will be key to unlocking new opportunities to boost performance and produ
104、ctivity,and there is clear evidence that this is accelerating.In comparison terms,the widespread investment in and use of data currently lags behind.Data will be as vital as technology to companies though,and a systematic approach to data collection and analysis will be necessary to meet the complex
105、 operational models being designed to improve the performance of people,portfolios and assets.However,it should be understood that digital transformation does not happen overnight,as leveraging technologies to accommodate the emerging demands for hybrid work is a step-by-step process that requires v
106、ision,commitment and strategies.Insight#4Key resultssay they either do not regularly capture/report real estate data or that they do so only intermittentlyare collecting data on an ongoing or real-time basis using advanced analytics plan to bring in immersive technologies and virtual reality by 2025
107、expect to introduce smart contracts or agreements secured via blockchain by 2025plan to start using industrial robots for cleaning,maintenance or security by 2025aim to accelerate investment in technologies to optimize their workplace59%13%55%52%45%51%The Future of Work Survey 2022|26 What is the le
108、vel of maturity of CRE functions around technology and data today?Leveraging the transformative potential of big data for strategic planning and decision-making represents a huge opportunity for CRE functions.However,limited data and technology maturity is currently slowing the pace of change.In JLL
109、s survey of CRE executives,the lack of access to effective data and analytics was cited as the fifth most significant barrier to CREs ability to add strategic value to their organization.Current data and technology capabilityOur survey reveals that most organizations today are still at an early stag
110、e in their CRE technology and data journey and shows that the majority of future technology investment will be targeted at tools to support sustainability and wellbeing goals.Without this sustained investment in technology and data,it will become decidedly more challenging to achieve clear operation
111、al goals and to support the delivery of strategic workforce and workplace goals.The Future of Work Survey 2022|27 Figure 9:In your opinion,what will be the top constraints that limit CREs ability to add strategic value in your organization between now and 2025?Source:The Future of Work Survey 2022,1
112、,095 decision-makers across 13 markets27%26%24%21%20%18%18%18%18%17%16%16%16%13%26%25%25%22%21%20%18%18%17%15%15%17%17%12%29%28%23%20%19%16%18%18%18%20%18%14%15%14%Continued uncertainty resulting from the COVID-19 pandemicBudget allocation/financial investmentAccelerating innovation strategy and inv
113、estmentsChange of strategic direction of our businessAccess to effective data and analyticsIncreasing focus on executionStrength of CRE mandate/limited capacity to influence decision-makersIntegration with other business unitsLack of talent and/or relevant skills internallyStakeholder expectations a
114、nd aspirationsLack of investment in technologyStrength of our external ecosystem of partnersC-Suite alignment,commitment and sponsorship5,000 employees5,000 employeesOverallCultural barriersThe Future of Work Survey 2022|28 According to our survey,only 13%of organizations consider themselves to have
115、 market-leading capabilities,whereby they are collecting data on an ongoing or real-time basis and leveraging advanced forms of analysis(see Figure 10).say they either do not regularly capture/report real estate data or that they do so only intermittently.do not regularly capture or report on real e
116、state data.consider themselves to be advancing their capability,with the systems in place to regularly capture and report data,often in real time.59%17%28%Figure 10:Which of the following best describes your functions ability to collect and report on real estate data such as space utilization,operat
117、ing costs or energy consumption?Source:The Future of Work Survey 2022,1,095 decision-makers across 13 markets17%42%28%13%We do not regularly capture or report on real estate dataWe capture and report data intermittentlyWe have systems in place to capture and report data on an ongoing or real-time ba
118、sisWe are collecting data on an ongoing or real-time basis and leverage advanced forms of analysisThe Future of Work Survey 2022|29 How will future technology and data investment be allocated?The transformative power of technology to accelerate changes in a dynamic-working model has been very eviden
119、t over the last two years.In response to the pandemic,organizations tell us they have made recent investments focused on providing the tools that will facilitate remote working and collaboration across a dispersed workforce,and there is a consensus among them that technology will be one of the most
120、powerful drivers of work efficiency,workforce satisfaction and workplace experience.The technology roadmapSource:The Future of Work Survey 2022,1,095 decision-makers across 13 marketsOur research reveals a clear roadmap for CRE technology investment shaped around 15 anchor technologies which we iden
121、tified,and that organizations future technology investments will be aligned to achieve wider strategic goals such as sustainability and employee wellbeing.Top technologies in place(amongst 15 anchor technologies)47%40%36%31%29%28%Remote-working technologyIn-office collaborationWorkplace appsData war
122、ehouses or databases to store CRE dataCo-working and flexible space management sofwareTechnology to minimize physical contact60%58%56%56%55%55%Sustainability technologies to improve environmental performanceImprovements in building connectivityor digital infrastructureSensors to monitor space and wo
123、rkplace performanceTechnologies to enable predictive management and maintenance of building systemsData science and statistical modelling techniquesHealth-tech wellbeing solutionsTop technologies to adopt(amongst 15 anchor technologies)The Future of Work Survey 2022|30 60%58%56%56%55%55%55%54%52%52%
124、51%51%50%49%44%Sustainability technologies to improve environmental performanceImprovements in building connectivity or digital infrastructureSensors to monitor space and workplace performanceTechnologies to enable predictive management and maintenance of building systemsData science and statistical
125、 modelling techniquesHealth-tech wellbeing solutionsImmersive technologies/virtual realityCo-working and flexible space management sofwareData warehouses or databases to store CRE dataSmart contracts or agreements secured via blockchainIndustrial robots for cleaning,maintenance or securityWorkplace
126、appsTechnology to minimize physical contactIn-office collaboration technologyRemote-working technologyFigure 11:Which of the following technologies does your organization plan to introduce between now and 2025?Source:The Future of Work Survey 2022,1,095 decision-makers across 13 marketsCompared to t
127、he moderate level of current adoption,the magnitude of ambition is significant among companies.Figure 11 shows the anticipated level of adoption of these anchor technologies between now and 2025.By 2025,most companies(78%)plan to have incorporated over 10 of the anchor technologies in their operatio
128、ns,with 40%planning to implement all 15.Areas where adoption is anticipated to increase significantly are smart technologies-such as those that will monitor space and workplace performance and provide real-time data about occupancy-and predictive technologies that will automate facilities management
129、 and maintenance decision-making.Across both areas,56%of organizations surveyed by JLL anticipate implementing them over the next three years.Real estate without a robust technology and data investment strategy will not be competitive,resilient and forward-thinking.Thus,technology and data will be c
130、ritical foundations in the future of real estate operations.The gap to fill is immense and will require significant investment,particularly over the next three years.The Future of Work Survey 2022|31 Double down on your technology investment to propel your operational performance and resilience Defi
131、ne a clear roadmap for CRE technology investment by 2025 and by 2030 Reinforce your technology and data platform to accelerate your performance capabilities Pull in real-time data continuously Leverage the transformative potential of big data for strategic planning and decision-making Boost your cap
132、acity to invest in innovative solutions to deliver better solutions across a distributed network Invest,improve and maintain a technology platform to facilitate work from anywhere Build advanced digital platforms to enable business continuity on and off-siteChallenge 4:How do you harness better CRE
133、technology and data capabilities?The Future of Work Survey 2022|32 Real estate needs are becoming more sophisticated and complexInsight#5Organizations are not equipped to tackle the new challenges of the future of work alone and will need to rely more on alliances and partnerships.Companies realize
134、that to respond successfully to the complex range of challenges,risks and opportunities on their radar,they cannot act on their own.As their own mandate increases,CRE leaders will not be equipped to tackle the new and varied tasks that the future of work demands.Instead,they will rely more and more
135、on alliances and partnerships.Organizations will increasingly seek input from specialists aligned to their priority areas of investments,and our research reveals that decision-makers are looking to augment their internal capabilities through working with external partners.They are already building a
136、 diverse ecosystem of partners that includes stakeholders within other functional areas of their own company(HR,strategy,operations,finance,IT)and specialist partners outside their organization.Key resultsanticipate they will require more outsourcing support for sustainability and for health and wel
137、lbeing services strategy over the next three yearspredict that they will require more outsourcing support for renewable energy supply and sourcing over the next three yearsexpect they will need more outsourcing support for CRE technology solutions over the next three yearsanticipate they will requir
138、e more outsourcing support for sustainability program management over the next three years44%43%43%42%The Future of Work Survey 2022|33 How is the CRE outsourcing strategy evolving?A majority of CRE decision-makers are planning to increase their level of outsourcing over the next three years:58%at a
139、 global level,59%at a regional level and 54%at a local level.A quarter of CRE executives expect this increase to be significant,while the biggest growth in outsourcing is anticipated for the financial services and technology sectors(see Figure 12).Acceleration of outsourcing between now and 2025Larg
140、e organizations:Renewable energy supply and sourcing:45%CRE technology solutions:44%Health and wellbeing services:43%Sustainability program management:42%Sustainable assets:41%Mid-size organizations:Sustainability strategy:47%Health and wellbeing services:45%Sustainability program management:43%CRE
141、technology solutions:43%Data analytics and insights:41%Outsourcing priorities1 2 3 4 5 The Future of Work Survey 2022|34 Figure 12:Between now and 2025 do you expect these activities to be performed more through outsourcing,less through outsourcing or no change?-%expecting more outsourcingSource:The
142、 Future of Work Survey 2022,1,095 decision-makers across 13 markets51%51%49%47%46%44%43%43%42%42%52%51%49%49%40%39%35%34%32%Healthcare&Life SciencesRetail&ConsumerTech,Tech Manufacturing&DigitalData analytics and insightsHealth and wellbeing servicesRenewable energy supply and sourcingSustainable as
143、sets Sustainability program managementRenewable energy supply and sourcingSustainable assets CRE technology solutionsData analytics and insightsSustainability program managementSustainability strategyRenewable energy supply and sourcingCRE technology solutionsSustainable assets Health and wellbeing
144、servicesSustainability program managementData analytics and insightsCRE technology solutionsSustainable assets Health and wellbeing servicesBanking,Insurance and other FS50%The Future of Work Survey 2022|35 Addressing ESG needs through partneringWhat is the role of partnerships in outsourcing strate
145、gies?CRE decision-makers are increasingly open to outsourcing as the most effective way to harness specialist skills and expertise to achieve their strategic objectives.When asked about where external partners will be able to contribute most value to their CRE function in the future,CRE executives s
146、ay they are looking to access specialist knowledge and expertise around employee experience,the environment and technology.The Future of Work Survey 2022|36 The two areas in which the greatest growth in working with external partners is expected over the next three years are health and wellbeing ser
147、vices(44%foresee an increase in outsourcing in this area for their organization)and sustainability strategy(44%)(see Figure 13).Figure 13:Between now and 2025 do you expect these activities to be performed more through outsourcing,less through outsourcing or no change?-%expecting more outsourcingSou
148、rce:The Future of Work Survey 2022,1,095 decision-makers across 13 markets44%44%43%43%42%41%41%39%37%37%37%36%36%35%35%35%29%Health and wellbeing servicesSustainability strategyRenewable energy supply and sourcingCRE technology solutionsSustainability program managementSustainable assets(building as
149、sessments,ratings and certifications)Data analytics and insightsHybrid employee experience servicesWorkplace strategyDesignProject and construction managementOccupancy planning and managementLife-cycle asset management(engineering)Transaction managementPortfolio strategyFacilities and property manag
150、ementLease administrationThe Future of Work Survey 2022|37 Our research shows that organizations clearly see the benefits of accessing the specialist knowledge and experience of external partners to support their environmental goals.Alongside sustainability strategy,other areas that represent signif
151、icant demand for external support include renewable energy supply and sourcing(43%anticipate an increase in the use of external partners),sustainability program management(42%)and sustainable assets,such as building assessments,rating and certifications(41%).An ecosystem of partnerships will be cruc
152、ial to meet future needs across all real estate operations,with outsourcing playing a critical role in the shift towards specialist offerings across the board.Cross-functional disciplines can only be acquired by boosting partnering and intensifying collaboration outside the traditional real estate p
153、ool of talent and across the value chain.However,it is not just the E of ESG where companies believe that external partners can play a crucial role:they are looking for input around the S too.Managing the hybrid employee experience will be another area where external partners can add value or addres
154、s internal knowledge or resource gaps:39%of CRE decision-makers surveyed by JLL anticipate seeking more support from external partners to address this issue between now and 2025.The Future of Work Survey 2022|38 Build on your ecosystem of partnerships to reinforce your resilience model and mitigate
155、disruptions Outsource to harness specialist skills and expertise to achieve your strategic objectives Boost your capacity to invest in innovative solutions to deliver better solutions across a distributed network Enable the organization to cope with sudden disruption by relying on a distributed and
156、interconnected network(people,assets,services,systems)Challenge 5:How do you partner with specialists to fill internal skills gaps?The Future of Work Survey 2022|39 ConclusionThe decision pathways to 2025 and beyondWhat is next for CRE decision-makers?After a period of rapid change comes an opportun
157、ity to pause and to think strategically about the future.CRE leaders are now at that moment.They face a series of critical challenges over the next three years and have crucial decisions to make now,the outcome of which will have a lasting impact on how their organization operates across the rest of
158、 this decade and beyond.There are exciting opportunities ahead.However,successfully embracing these opportunities will require connected thinking about work,the workforce,the workplace and the portfolio to understand how real estate can best align with future corporate priorities.Being a future-fit
159、organization will necessitate significant investment to drive the transformation potential of CRE to deliver enhanced enterprise outcomes.Our research shows that decision-makers need to:Plan for a future where flexible and dynamic working pattens are the norm Unlock the potential of workspaces to en
160、hance employee creativity,productivity and wellbeing Take a responsible approach that promotes positive environmental and social outcomesDeploy technologies at scale to harness the power of dataBuild new alliances with an ecosystem of partners to implement complex and expert solutionsAs CRE leaders
161、plot their future path,they know they cannot pursue it alone.Partnering with experienced specialists will add complementary skills and fill internal knowledge gaps.At the same time,investing in enhanced technology and data capabilities will power the pace of change.Now is the time to think strategic
162、ally about the future of work.The Future of Work Survey 2022|40 JLL believes there is a window of opportunity between now and 2025 for decision-makers to bring their action plans to life and to meet the expectations of diverse stakeholders such as employees,executive leaders,shareholders and local c
163、ommunities.In our view there are some crucial steps that all organizations can take to elevate their approach:To find out about other publications and insights on the Future of Work,visit this page:Hybrid model:Drive the transformation around the hybrid model as flexibility is not a passing phaseFli
164、ght to quality:Prioritize access to high-quality spaces as the office remains central to the work ecosystemWorkforce preferences:Listen to the workforces preferences to match the workplace with the right offeringSustainability agenda:Increase investment in ESG solutions as environmental and social a
165、spirations are now mainstreamDigital drive:Double down on your technology investment to propel your operational performance and resilienceEcosystem of partners:Outsource to harness specialist skills and expertise to achieve your strategic Future of Work Survey 2022|41 About the JLL Future of Work Su
166、rvey 2022JLL conducted research among 1,095 senior CRE(corporate real estate)decision-makers through online research during April and May 2022.All respondents have responsibility for making or influencing decisions regarding corporate real estate within their organization.Research respondents are mo
167、stly based within 13 markets globally:Australia,Brazil,Canada,China and Hong Kong SAR,France,Germany,India,Japan,the Middle East,Singapore,Spain,the UK and the USA(see Figure 14).Over 40%of organizations surveyed employ more than 5,000 people globally and a quarter(24%)employ more than 10,000 global
168、ly(see Figure 15).The 1,095 research respondents represent a range of industry sectors(see Figure 16).Nearly three-quarters of research participants(72%)occupy office space(see Figure 17).Other commonly occupied property assets include warehouses(37%),data centers(37%),manufacturing sites(33%)and re
169、tail property(29%).Figure 14:Location of respondentsAustralia55Japan55Middle East62Brazil57Spain50UK122Germany103France118Canada52Singapore5322%AMERICAS35%APAC43%EMEARest of the World35USA125India106China 102The Future of Work Survey 2022|42 Figure 15:Size of organizations bynumber of employeesFigur
170、e 16:Survey respondents by industry sectorFewer than 500 1%500-999 18%1,000-4,999 40%5,000-9,999 17%More than 10,000 24%15%13%8%7%6%5%4%4%4%3%3%3%2%2%1%1%4%Technology,technology manufacturing and digitalBanking,insurance or other financial servicesConstruction and engineeringManufacturing and heavy
171、industryHealthcareRetail or consumer goodsProfessional and business servicesGovernment and public sectorReal estateEducationAutomotiveAerospace and defenseE-commerceEnergy and renewablesFood and beverageLife sciences and pharmaceuticalsData centersWarehousing and logisticsHotels and hospitalityMedia
172、 and communicationsOther2%2%4%8%Source:The Future of Work Survey 2022,1,095 decision-makers across 13 marketsFigure 17:Types of property occupied72%37%37%33%29%15%14%11%9%7%4%OfficesWarehousesData centersManufacturing sitesRetailLaboratoriesLiving spacesEducational space(e.g.schools,universities)Hos
173、pitals and ambulatory care locationsHotels and hospitalityOtherCOPYRIGHT JONES LANG LASALLE IP,INC.2022This report has been prepared solely for information purposes and does not necessarily purport to be a complete analysis of the topics discussed,which are inherently unpredictable.It has been based
174、 on sources we believe to be reliable,but we have not independently verified those sources and we do not guarantee that the information in the report is accurate or complete.Any views expressed in the report reflect our judgment at this date and are subject to change without notice.Statements that a
175、re forward-looking involve known and unknown risks and uncertainties that may cause future realities to be materially different from those implied by such forward-looking statements.Advice we give to clients in particular situations may differ from the views expressed in this report.No investment or
176、 other business decisions should be made based solely on the views expressed in this reportGlobal Research TeamWork DynamicsAbout JLLJLL(NYSE:JLL)is a leading professional services firm that specializes in real estate and investment management.JLL shapes the future of real estate for a better world
177、by using the most advanced technology to create rewarding opportunities,amazing spaces and sustainable real estate solutions for our clients,our people and our communities.JLL is a Fortune 500 company with annual revenue of$19.4 billion,operations in over 80 countries and a global workforce of more
178、than 102,000 as of September 30,2022.JLL is the brand name,and a registered trademark,of Jones Lang LaSalle Incorporated.For further information,visit .About JLL ResearchJLLs research team delivers intelligence,analysis and insight through market-leading reports and services that illuminate todays c
179、ommercial real estate dynamics and identify tomorrows challenges and opportunities.Our more than 500 global research professionals track and analyze economic and property trends and forecast future conditions in over 60 countries,producing unrivalled local and global perspectives.Our research and ex
180、pertise,fueled by real-time information and innovative thinking around the world,creates a competitive advantage for our clients and drives successful strategies and optimal real estate decisions.Dr.Marie PuybaraudGlobal Head of Research JLL Work DRicha WaliaDirector of Research,EMEAJLL Work Dynamic
181、s Flore Pradre Research Director,GlobalJLL Work DThis survey was carried out in collaboration with Alastair Beddow and Bertie Heppel from Meridian West.Phoebe ShumExecutive DirectorWork Dynamics,China Cindy LiManaging DirectorProject and Development ServicesWork Dynamics,China Ronnie YinHead of Sale
182、sWork Dynamics,China Truddy ChuengHead of ConsultingWork Dynamics,North AAbout JLL Work DynamicsJLL Work Dynamics partners with leading organizations across industry sectors,creating environments that achieve a more human-centric,resilient and responsible approach toshaping a better world of work.Wi
183、th more than 45,000 local and global specialists,the team enables clients to enhance the performance of their portfolios and people to realize their ambitions of a more sustainable built environment.Through technology enabled solutions,JLL Work Dynamics creates safe and inspiring spaces around the w
184、orld for people to collaborate,innovate and drive meaningful change anywhere that work is performed.JLL Work Dynamics manages over 1.6 billion square feet of real estate and has averted more than 112,700 metric tons of CO2e by advising clients on renewable energy projects.For more information visit
185、CarrollHead of Research&Strategy,EMEAJLLAmber SchiadaHead of Research,AmericasJLL Work DJames TaylorHead of Research,Asia PacificJLL Work DChristian BeaudoinHead of Global Research AdvisoryJLL To find out how we can support your real estate strategy with research insights and strategic advice,please
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