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1、Global Research Technology and innovation in the hybrid age October 2022Technology&innovation in the hybrid age|2 ForewordLarge-scale adoption of hybrid work is a paradigm shift.Navigating,implementing and managing this new world will depend on intelligent and enabling technology.The widespread adop
2、tion of hybrid work is requiring companies to navigate the complex path to the future of work with urgency.How we work is being redefined,and how we think of the workplace is having to evolve in tandem as it emerges as a driver of talent,culture,brand and productivity.The hybrid age is raising funda
3、mental questions about the value and purpose of the workplace,which will be impossible to solve without technology.Rapidly changing dynamics are demanding an always-on transformation strategy around how employees want to work and where and what kind of space companies need.At the same time,operation
4、al decisions are becoming more complex as the need for real-time feedback,tracking and management becomes more pressing.Most importantly,organizations need to support employees and meet shifting workforce expectations with a seamless and healthy experience and sustained performance across work setti
5、ngs.Companies are accelerating their investment in technology to meet these challenges.But with a greater than ever selection of technology tools and providers available,it is increasingly difficult to understand the landscape,which tools are aligned with your specific goals and how best to integrat
6、e them into your operations.Organizations that successfully utilize technology and nurture innovation to support their goals and employees will be well positioned to take on new challenges with greater competitive advantage.We trust that this report provides a useful guide to the technologies that w
7、ill empower the future of work,and implementation strategies to drive productivity and enhance well-being in the workplaces of the future.Ben BreslauChief Research Officer,JLLSharad RastogiPresident,JLLTTechnology&innovation in the hybrid age|3 Key messages 4Technologies to enable hybrid work 5Decod
8、ing technology adoption 8Technology solutions 11Work 12Workforce 16Workplace 19Portfolio management 24Planning for successful technology transformation 27Innovation capacity framework 27Common pitfalls in technology implementation 29Critical capabilities to innovate with technology 32Key considerati
9、ons for selecting technology products 34Creating an implementation roadmap 35ContentsTechnology&innovation in the hybrid age|4 Key messages1Technology is key to the hybrid workplaceHybrid work is inherently tech-enabled.This requires developing an understanding of workforce needs and technology solu
10、tions in each of the key dimensions that will be crucial to the future of work across the organization:work,workforce,workplace and portfolio.2Technology adoption is pivoting from reactive to forward-looking implementation On average,companies have currently adopted only 4 out of 15 technologies tha
11、t JLL has identified as anchors for the hybrid work transformation,but many have significant ambitions.By 2025,78%plan to have incorporated over 10 of these technology categories in their operations.This year alone,most companies aim to adopt between 4-6 new technology tools.3With a greater variety
12、of technology tools available,developing a strategic approach is criticalThere is no one-size-fits-all strategy and organizations are recognizing that they will have to create specific solutions tailored to their ambitions and operating models.Integrating new technologies can be time-consuming and c
13、hallenging,and finding,integrating and scaling new solutions to maximize impact requires a dynamic implementation roadmap.A long-term roadmap should clearly identify key stakeholders,assess budgets and personnel resources,and maintain the flexibility to handle a constantly changing business and tech
14、nology landscape.Technology&innovation in the hybrid age|5 Technologies to enable hybrid workThe world of work has changed permanently.55%of office-based employees are now in a hybrid working pattern,1 and only 11%of employers are not offering some form 36%73%66%caf,hotel,coworking space,etc.55%Hybr
15、id Workworking in at least two different places7%home+thirdplace5%office+thirdplace22%office+home20%office+home+thirdplaceHomeOfficeThirdplaceSource:JLL Workforce Preferences Barometer,20221 JLL Workforce Preferences Barometer,20222 JLL Future of Work Survey,2022of hybrid working option(dropping fro
16、m 45%pre-pandemic).2 Hybrid work has significant implications for how companies operate and how they define and meet their strategic goals.%of people working in each place of work at least once a weekTechnology&innovation in the hybrid age|6 Hybrid work is inherently tech-enabled.This new future of
17、work model needs a holistic adoption strategy that addresses four dimensions across the organization:work,workforce,workplace and portfolio.Leveraging technology to accommodate the emerging demands for hybrid work will be a step-by-step process requiring vision,commitment and strategies.These transf
18、ormations will require a new mindset pushed by corporate leadership to integrate real estate and portfolio planning with broader corporate strategy,business lines,human resources(HR)and IT.Each company will need to create its own set of solutions tailored to its ambitions and operating model.Those t
19、hat are able to empower employees and support flexibility with the right technologies,as well as purposefully designed workplaces,will reap the greatest benefits through enhanced productivity,greater agility,connected culture and seamless,intuitive and personalized experiences.Technology&innovation
20、in the hybrid age|7 Changing prioritiesAttendance-based to outcome-basedFrom managing employees time and location to managingthe work itself.Management to enablementSupporting employee needs as they navigate work-from-anywhere and meeting their greater expectations for the workplace.Location-and cos
21、t-centered to human-centered It is about autonomy,choice and taking a human-centered perspective in designing the workplace.Intuition-driven to data-drivenUsing new sources of datato design and optimize more flexible and dynamic portfolio management.New challengesWorkAgile projectmanagement andteamw
22、orkHow can we manage projects,document the process and collaborate effectively when we have a scattered team?Team building is even harder with hybrid work than when we were fully remote,so how can we maintain company culture and ensure inclusion for the entire workforce?How can we upgrade the office
23、 to create an engaging experience for employees while remaining resilient to changes?Our lease is going to expire in six months,so how should we structure our new leases?Do we need more space,less space,flex space,and how can we manage them?New principles of a hybrid work model WorkforceManaging cul
24、ture,team building,inclusion and talentWorkplaceWorkplace design,functionality andmanagementPortfolioReconsideringportfolio andlocation strategyTechnology&innovation in the hybrid age|8 Decoding technology adoptionThere is a considerable ambition for technology adoption across companies,with a sizab
25、le gap between future plans and current implementation.percentage adoptionRemote-working technologyIn-office collaboration technologyWorkplace experience appsCRE data warehouseCoworking and flex space managementTouchless acessDigital connectivity and infrastructureSustainability and environmental co
26、ntrolPredictive facility managementPortfolio data analysisHealth-tech well-being solutionsOccupancy and environmental sensorsSmart contractsVR immersive meetingRobotics for cleaning,maintenance,securityalready in placeplan to introduce this yearplan to introduce over next three years10%20%30%40%50%6
27、0%70%80%90%100%adoption statusSource:JLL Future of Work Survey,2022,number=1095Adoption status of 15 anchor technologiesThe JLL Future of Work Survey covered 1,095 enterprises across 13 key markets worldwide and identified the adoption status of 15 anchor technologies covering work,workforce,workpla
28、ce and portfolio tech representing the spectrum of transformation toward hybrid work.Technology&innovation in the hybrid age|9 Technology implementation is still at an early stage,but CRE will need to double down on intelligent technology investment by 2025.The survey reveals that,on average,compani
29、es are only using 4 of the 15 anchor technologies identified.The majority have invested in between 2 and 6 categories,while a significant minority 17%have yet to adopt any.Only 2 out of the 1,095 enterprises have checked all 15 boxes in their tech stacks.Source:JLL Future of Work Survey,2022,number=
30、00806040200440number of companies2006080056789517%have 0tech solutionsat the moment40%plan toimplement all15 tech solutionsby 2025Now Average:4By 2023 Average:9By 2025 Average:12Number of anchor technologies currently in place and planned12Compa
31、nies ambitions are significant compared to the moderate level of current adoption.By 2025,78%plan to have incorporated over 10 of these technology categories in their operations,with 40%planning to implement all 15.This year alone,most companies aim to adopt between 46 tech solutions,which will shif
32、t the balance to 9 per company by year-end 2022.Decoding the technology adoption journey of organizations highlights four key learnings:Technology&innovation in the hybrid age|10 The focus of deployment will shift from pandemic response to long-term business goals.So far,the technologies that compan
33、ies have implemented have largely been fueled by the remote-work demand during COVID and the immediate post-pandemic hybrid work trend.The emphasis over the next three years will shift toward technology investments that support wider business goals such as sustainability targets,as well as overall d
34、igital transformation and intelligent operations.To harness the required technological skills and expertise efficiently,companies are becoming more open to outsourcing.This is very evident in our survey,which shows that 44%of large organizations and 43%of mid-size organizations now draw in external
35、partners and service firms to accelerate CRE technology implementation.34Source:JLL Future of Work Survey,2022,number=1095Remote working technologyIn-office collaboration technologyWorkplace experience appsCRE data warehouseCoworking and flex space managementTouchless access47%40%36%31%29%28%Sustain
36、ability and environment controlDigital infrastructure and connectivityOccupancy and environment sensorsPredictive facility managementPortfolio data analysisHealth-tech well-being solutions60%58%56%56%55%55%Top technologies in placeTop technologies to adoptTop technologies in place vs.plan to adopt i
37、n the next three yearsTechnology&innovation in the hybrid age|11 Companies can choose from a greater than ever selection of technology tools to meet their specific needs.Technologies that are enabling the future of work include hardware,a robust digital infrastructure and software applications combi
38、ned as an ecosystem.The following sections provide an overview of commercially available technology products and applications most pertinent to hybrid work,their functions,their market status and considerations that need to be made on their development path.It should be noted that this is a framewor
39、k for navigating relevant technology products rather than an exhaustive list.Many of these technologies are internal-Technology solutionsfacing,focused on solving new workplace challenges,improving operational efficiency,delivering seamless employee experiences and enabling data-driven decision-maki
40、ng.We have categorized the landscape of available technologies according to the dimensions that they support:work,workforce,workplace and portfolio.Although there may be functional overlap between the technology products and applications,this enables a comprehensive view of core solutions in each ar
41、ea.In practice,many of these technologies are delivered in bundles as integrated services across the four dimensions to drive desirable outcomes.Technology&innovation in the hybrid age|12 WorkCore values:Collaboration and seamlessness Work technologies support companies moving from attendance-based
42、to outcome-based:from managing employees time and location to managing the work itself.Technology&innovation in the hybrid age|13 Solutions to enable hybrid workThere are three main layers to the technologies that enable teams to collaborate and carry out work effectively in a hybrid fashion:hardwar
43、e,digital infrastructure and software applications.The foundation for hybrid work is portable tools and devices that give employees secure access to work-related content and resources from anywhere.There is a notable increase in the digital accessory industry to supplement the standard home office s
44、et-up;such accessories include IoT-enabled equipment,HD webcams,dedicated microphones and speakers.In-office collaboration technologies,as the counterpart to portable devices,focus on upgrading video and audio devices augmented by algorithms in physical meeting rooms.These devices aim to seamlessly
45、integrate virtual conference platforms(such as Zoom or Teams)to solve the connectivity and display problems currently common in hybrid meetings.Hardware such as electronic whiteboards and touchscreens is also becoming more common,while holographic projectors putting remote callers“in the room”are in
46、 earlier stages of development for commercial use.Technology&innovation in the hybrid age|14 Cloud storage and cybersecurity are the most crucial digital infrastructure for hybrid collaborative work.Cloud storage has overtaken local storage as the preferred enterprise data warehousing option.It has
47、superior performance in security,accessibility and data recovery,albeit with higher requirements for internet connectivity.The most popular cloud storage platforms often have integrated applications such as shared-documents and co-editing tools.Around 500 vendors compete in the corporate cloud stora
48、ge space.Cybersecurity issues have become a growing concern for the hybrid workforce,with safety measures weaker outside the office.In the office,the increased use of IoT(Internet of Things)devices also imposed great cybersecurity challenges.As a response,technologies including Security Services Edg
49、e(SSE)and Zero Trust Network Access(ZTNA)are becoming increasingly common to ensure system integrity and data security.Over 10,000 companies provide cybersecurity-related services.Technology&innovation in the hybrid age|15 Software applications for hybrid work generally comprise general-purpose tool
50、s and industry-specific solutions.In the hybrid context,general-purpose tools are directed at analytics,enhancing team collaboration and online-offline hybrid conferencing,which cuts across all industries and business sectors.The technology market in this area is dominated by established tech compan
51、ies,with start-ups concentrating more on developing plug-in functions for large platforms or providing niche solutions to specific points in the workflow.Team collaboration tools include file-sharing tools,co-editing tools,task management tools and real-time whiteboards.While file-sharing and task-m
52、anagement tools are relatively mature,real-time whiteboards which mimic in-person sessions have fewer established providers,with most companies still in the venture capital(VC)stage.Virtual reality(VR)and augmented reality(AR)meeting tools currently have a very limited number of providers(10)activel
53、y developing software specifically for the workplace,despite the hype around the metaverse.All of these companies are in the accelerator or early VC stage,with development constrained by cumbersome hardware such as headsets although breakthroughs are expected in the near future considering the exten
54、t of R&D in this area by tech giants such as Apple and Meta.It is an embryonic innovation to watch.There are a number of industry-specific solutions that facilitate hybrid work for individual,industry-specific use cases,and these include digital marketing tools for e-commerce,supply-chain management
55、 platforms for manufacturing and online brokerage for real estate.The overall direction of optimization is artificial intelligence(AI)-enabled automation and user-friendly product design.Technology&innovation in the hybrid age|16 WorkforceCore values:Experience and empowermentWorkforce technologies
56、support companies in their transition from managing employees to enabling employees:supporting employee needs as they navigate work-from-anywhere and meeting their greater expectations for the workplace.Technology&innovation in the hybrid age|17 Solutions to enable a dynamic workforce3 PitchBook,JLL
57、,2022Over 6,000 vendors currently offer digital tools and solutions to assist HR and support the broader workforce.Investment in this area continues to grow as hybrid work drives the digitization of how enterprises engage with a distributed employee base.In 2021,the total capital raised by these ven
58、dors exceeded US$25 billion and is already at US$20 billion for H1 2022,with over 600 deals made in the first six months of the year.3Most of these technologies are software in the form of desktop or smartphone apps,and the best products are cloud-based with integrated AI and data-driven process aut
59、omation.Compared to technologies for other pillars,workforce tools are more human-oriented and rely heavily on manual planning of engagement programs such as company wellness initiatives.Technology&innovation in the hybrid age|18 Many of these solutions are focused on optimizing HR operations and re
60、moving frictions when employees try to navigate internal resources.Remote HR and employee management tools concentrate on features that address the growing complexity of managing a workforce across locations,such as compliance processes with different local regulations,remote onboarding and offboard
61、ing,global payroll automation with various currencies and performance measurement not based on attendance.Most of these tools also feature employee self-service interfaces.The HR solution market is highly active,with 16 vendors reaching IPO in 2021 and the largest provider valued at US$12 billion in
62、 2022,up from US$5.5 billion in the previous year.Health and wellness platforms are typically apps that give employees access to local and virtual medical resources,mental health services,wellness coaching and fitness programs.In a huge pool of over 350,000 health-related apps,around 300 are supplyi
63、ng enterprise-focused solutions,using data and algorithms to recommend and customize health programs.There is a rising trend in VC investments following the pandemic,with demand now at an all-time high,and emerging niche areas include gamification,VR healthcare and blockchain for privacy.Health and
64、wellness tech in the workplace will be discussed in the next section.Virtual community and social platforms aim at enhancing social engagement and creating community bonding in the hybrid workforce,delivering virtual experiences in addition to traditional in-office activities.These may include virtu
65、al event planning,virtual interest groups and metaverse social activities.AR and VR applications for social interaction are currently much further developed and in demand than corporate AR/VR products for more formal settings such as conferences.Learning and career development platforms pool and dis
66、tribute training programs and other learning resources to employees in various forms.Online courses and live streaming sessions are the most prevalent,with AI powering recommendation and customization.There is also an emerging market for AR employee training,with the top provider having raised US$51
67、 million in funding.Across many technologies,the security of employee privacy is an emerging theme,and this is raising concerns among the workforces.For instance,health tracking and wearable devices as enterprise services share personal data with employers,while there are other products that also al
68、low intrusive employee monitoring for example,by tracking web browsing history.Data sensitivity issues will need to be robustly resolved by companies as they introduce or upgrade apps and tools for employees.Technology&innovation in the hybrid age|19 WorkplaceCore values:Automation and optimization
69、Workplace technologies help CRE operators create a healthy,dynamic and engaging work environment thats energy efficient and automated.Technology&innovation in the hybrid age|20 Technologies for the hybrid workplace rely heavily on hardware,especially sensors and IoT devices.Sensor technology is the
70、building block for any IoT-based application,and in the hybrid workplace the most prevalent use cases are environmental sensing(e.g.,temperature,air quality)and dynamic occupancy sensing(e.g.,location,density),with a variety of sensing methods available,including motion detection,thermal detection a
71、nd video-based computer vision.The latest generation of sensors are AI-enhanced,with market-ready sensor solutions packaging cloud storage,API integration,software interfaces and analytics functions.It is a broad sector with currently over 1,000 vendors.Solutions to enable optimized workplacesSmart
72、furniture for the workplace is developing toward IoT-integrated modular solutions to enable hot-desking and utilization analysis,and furniture manufacturers are embracing this trend by assembling internal R&D teams or partnering with tech companies.Workers who spend at least part of their time worki
73、ng remotely are reporting heightened sensitivity to noise and difficulty concentrating in the workplace,and a new market for soundproofed workstations is therefore emerging.The leading start-up has raised US$24.5 million and reached later-VC stage,while established vendors have also begun to launch
74、products in this category.Technology&innovation in the hybrid age|21 Dedicated building networks and digital twins are the two outstanding digital infrastructure technologies to enable the hybrid workplace.Dedicated building networks,namely,resilient and diverse connectivity infrastructure,are in gr
75、owing demand as IoT applications in commercial real estate proliferate.High performance in connectivity requires a combination of cabling,wireless infrastructure,and 4G/5G to stably support the new array of innovations.5G brings a concept of“private”networks,which could be embraced by organizations
76、as an alternative to cabled/Wi-Fi solutions for corporate connectivity.4 Gartner,2022The application is still at an early stage and will require laptops/portables to be compatible with 5G.Digital twins are a digital representation of physical space with real-time data generated by sensors.These func
77、tion as the middle layer to the application ecosystem and are used in areas such as automated HVAC and lighting.The industry is projected to reach US$183 billion in revenue by 2031,4 driven chiefly by the manufacturing sector.Nonetheless,existing digital twin products for commercial real estate larg
78、ely remain a building information visualization tool,with around 20 providers currently in the market.Technology&innovation in the hybrid age|22 5 JLL Workforce Preferences Barometer,2022In the hybrid context,the most impactful workplace technology applications are health and wellness,space manageme
79、nt and employee experience.Workplace health technologies,accelerated by COVID,are in great demand,with 71%of the workforce desiring to work in places that support their health and well-being.5Smart building management systems(BMS)are built with IoT and AI to automatically monitor and optimize HVAC a
80、nd lighting to ensure energy efficiency,thermal comfort and air quality.Smart energy optimization systems are now able to integrate with existing BMS platforms to upgrade their functionality and automate HVAC management without requiring a full replacement of legacy systems.This is also a core compo
81、nent of workplace sustainability.Full-feature services are delivered through a software as a service(SaaS)model by around 50 vendors,many of which have been acquired by larger smart office solutions providers.Touchless access uses mobile NFC(near-field communication),Bluetooth,face recognition or ge
82、sture control to allow hands-free door unlocking or elevator floor selection.An emerging area is unified access control across offices and regions based on reservation.Among some 40 competitors,the leading start-ups have raised around US$90 million,while a number of established vendors also particip
83、ate in this market.Sanitization and disinfection have traditionally been done manually.However,technologies such as ultraviolet light(UVC)sanitizing devices and self-cleaning antimicrobial materials started to receive greater R&D during the pandemic,and more mature products are likely to be on the m
84、arket soon.Technology&innovation in the hybrid age|23 Space and facility management solutions typically include IoT-and AI-powered scheduling,reservation,allocation,space utilization analysis and predictive maintenance functions to streamline the workplace experience and handle variable occupancy ra
85、tes for different spaces over the day and week.This is one of the most heated areas of investment,with the most competitive start-up reaching a valuation of US$1.05 billion.A niche area in facility management is robotics for cleaning,maintenance and security of both indoor space and outdoor building
86、 facades.Workplace experience apps focus on workplace amenities,service requests and employee engagement and feedback.They also serve as the portal to functions such as touchless access,visitor management,space booking and environmental control.Some experience apps are offered by landlords(usually c
87、alled tenant experience apps)and some by occupiers(under the label employee experience apps).First-tier full-service SaaS providers currently number around eight companies.Workplace software is moving toward consolidation as companies look for integrated solutions offering the widest set of features
88、.The top players in the market are now competing to be one-stop shops that offer all these functions on a single platform(integrated workplace management systems,or IWMS),and this is resulting in the acquisition of smaller providers of complementary services.Technology&innovation in the hybrid age|2
89、4 Portfolio management Core values:Data-driven and bespoke Portfolio management technologies use new sources of data to design and optimize workplaces for specific outcomes and to drive strategy,moving away from the traditional experience-based and location-focused approach to a data-driven approach
90、.Technology&innovation in the hybrid age|25 Solutions to enable flexible portfoliosThe hybrid work model enables employees to choose where they want to work,and this is pushing organizations to reconsider their approaches to corporate real estate(CRE).As the use of space becomes more dynamic and por
91、tfolio composition more complex,companies are turning to data and AI to help reduce costs and optimize portfolio decisions.Portfolio management technology is underpinned by data warehouse infrastructure that pools real estate data from different sources,including sensors,lease administration tools,e
92、xternal databases and pocketed Excel files.The data warehouse is often a component of platform solutions such as IWMS and integrated with enterprise tools such as enterprise asset management(EAM)or enterprise resource planning(ERP).JLLs Future of Work Survey shows that 31%of organizations have deplo
93、yed data warehouses for their real estate portfolio,but only 26%of companies are equipped with corresponding data science or statistical modeling techniques.Technology&innovation in the hybrid age|26 Technology applications are responding to the demands for tracking building performance,redesigning
94、office space and managing portfolios,including flex space:Portfolio data analytics functions allow the management of key information on existing space,including occupancy,energy use and financial costs.and,in turn,its analysis across buildings and locations to support portfolio resizing and cost red
95、uction.At the same time,they also follow market data to help companies prepare for fully informed site selection and new leases.Interactive data dashboards are now a standard element in PropTech products.The outstanding challenge is the consistency in portfolio data recording and reporting.Design an
96、d planning tools for capital projects enable companies to adjust their physical workspaces to accommodate a variety of flexible functions based on space utilization data.The products provide intuitive and AI-guided 3D modeling interfaces for collaborative design by non-designers,while the costs of t
97、he chosen layout and finishes are automatically generated.These tools also provide VR walk-throughs for users to experience the design.There are less than five SaaS providers incorporating all these functions,with the top start-up having raised US$22 million so far.Portfolio management platforms cov
98、er the management functions of the entire CRE life cycle,acting as the system of record to streamline lease administration,lease accounting,transactions,resource and cost planning and automated reporting all aimed at reducing redundant processes,automating manual repetitive work and guiding the stra
99、tegic porfolio plan.Leading portfolio management tools also enable forward-looking predictive tactics for strategic portfolio planning.There are around 60 vendors dedicated to providing portfolio management software,with the leading start-up having raised US$340 million and reached unicorn status.Bl
100、ockchain technology and smart contracts are likely to play a growing role in portfolio management in the future.Flex space and coworking,starting out as spaces for small teams and start-ups,have attracted more large corporate tenants since the pandemic.The flexibility that coworking space provides f
101、or companies facing economic uncertainty and a gradually dispersed workforce makes it an ideal complement to the traditional CRE portfolio.Flex space search tools and flex lease management tools for shorter-term and highly specific contracts are the technologies facilitating this trend,and these are
102、 being provided by around 700 coworking and flex operators globally.Technology&innovation in the hybrid age|27 Innovation capacity frameworkCompanies can be placed into an innovation capacity framework in accordance with their level of technology adoption and innovation capabilities.They can benchma
103、rk themselves Source:JLL,2022LowHighCapacity to innovate with technologiesLowHighLevel of investment in technologiesTraditionalReactivePurposefulStrategicNative*size of circle represents estimated number of companies on that maturity levelA formal assessment of enterprise real estate technological i
104、nnovation capacity in the future-of-work scenario based on standard procedures and an in-depth company survey such as the JLL Dynamic Workplace Technology Assessment is an essential step to examine against their peers on their management and technical capabilities and current level of investment.cur
105、rent states,find benchmarks and identify gaps to guide future technology implementation.Below,we use the example of workplace sensor technology to illustrate the stance of companies at different points in their innovation maturity.Planning for successful technology transformationTechnology&innovatio
106、n in the hybrid age|28 Reactive Reactive companies are in the beginning phase of technology adoption,following relevant trends by conducting ad-hoc experiments on a small scale with limited in-house expertise.PurposefulPurposeful companies are actively developing their tech initiative by acceleratin
107、g technology investments and building technology capabilities,while integrating separate tech solutions.“Were actively collecting occupancy and environmental data via sensors,but the analytics are not yet integrated into our workplace decision-making processes.”StrategicStrategic companies have impl
108、emented aligned technology portfolios managed by dedicated teams of experts,with clearly defined business goals,roadmaps and continuous resource inputs.“We have a group of real estate and IT teams thats defining and implementing a strategy for sensors thats focused on workplace operations,safety,hea
109、lth and wellness.”NativeNative companies recognize technology as the key pillar to business success,running fully integrated systems and automated processes with a holistic view and possessing deep expertise in cutting-edge technologies across the organization.“We have highly integrated systems and
110、processes that connect sensor-based occupancy and environmental data to our workplace management system and resource booking platforms to drive workplace automation.”“Were piloting sensors in a few locations to better assess the sensor technology before deciding whether to scale it.”TraditionalTradi
111、tional companies have not yet adopted technological tools,relying on manual processes and lacking the necessary technical and data analytics expertise.“We have yet to invest in sensor technologies because we dont have a good business case to do so.”Technology&innovation in the hybrid age|29 Common p
112、itfalls in technology implementationSelecting the right technology tools is a dynamic process.The successful implementation of a new tech solution into the operations of hybrid work goes far beyond just procurement.In the same way that online conference software cannot guarantee a fruitful meeting,o
113、ff-the-shelf tech tools cannot deliver superior performance on their own.Companies that aspire to make the most of their tech investments face some common pitfalls in the technology adoption process:WasteddataFragmentation&poor integrationLow usage Isolated decision-makingPassive consumermindsetInef
114、fectivemetrics for successTechnology&innovation in the hybrid age|30 Ineffective metrics for successSetting metrics for success that do not touch the core of the problems will not lead to the ideal outcome.For example,“Deploying 10 tech applications this year”is not a good enough metric.The sheer nu
115、mber of techs is not a goal to achieve.It is the means to achieve the underlying goal:improve collaboration,enhance culture,increase satisfaction,lower operational costs,etc.An effective metrics system should address the fundamental problems,accommodate a range of potential scenarios and maintain fl
116、exibility in the constantly changing business landscape.Passive consumer mindset A passive consumer mindset is one that views technology as a one-off purchase from service vendors that is then bolted on to the current workflow.However,technologies alone might only create limited value until the proc
117、esses around them are thoroughly reconsidered.Successful digital transformation requires enterprises not to be confined to existing practices but instead to proactively seek new possibilities by designing systems and processes around technologies available.Isolated decision-makingHybrid work cuts ac
118、ross work,workforce,workplace and portfolio decisions,and by nature it involves multiple functions of a firm,including business units,HR,finance,IT,BI(Business Intelligence)and real estate.Without joined-up planning,companies are likely to face a range of issues,from duplicated or misaligned investm
119、ents to institutional obstacles,under-utilization and the inability to pool sufficient resources to introduce a truly impactful set of solutions.To align changes across multiple business units,leading companies are forming focused work groups(that incorporate all impacted divisions)to set their hybr
120、id work goals and design strategies together.Technology&innovation in the hybrid age|31 Fragmented solutions and poor integration This problem emerges as a company purchases multiple technologies.Piling up tech tools without holistic planning and effective integration will only result in burdens rat
121、her than benefits due to inconsistency.Instead of generating greater synergies,siloed tech tools create even more complicated procedures.Companies should build frameworks that integrate siloed data assets,software platforms and other digital tools to enable automated processes.Wasted data Companies
122、make big investments to capture as much data as they can by installing sensors and building databases.Nonetheless,there is a big gap between collecting data and effectively using it to automate processes or support decision-making.It is common to see large amounts of data remaining untouched after b
123、eing collected.Selecting products that provide analytics functions and building a pipeline to incorporate insights into decision-making processes is key.Low usage rates among employeesTechnology solutions are only able to fulfill their promises whether they are better information,analytics and bench
124、marking,reduced time and resources,or enhanced services if they achieve significant employee buy-in and fully replace previous processes.Implementing tools that arent user-friendly and intuitive such as workplace experience apps with multiple logins or extensive form-filling or require technical ski
125、lls to navigate,frequently leads to low utilization rates and duplicated procedures or administrative workloads.Companies must ensure that the technologies adopted are easy to use and accessible to the non-technical workforce.Technology&innovation in the hybrid age|32 Critical capabilities to innova
126、te with technologyWhile technology is essential to support hybrid work and create the workplace of the future,it requires much more than technical capacity.Companies need to nurture four critical capabilities to be successful in using technology and innovation to drive their long-term strategy:Innov
127、ateInnovatewithwithTechnologyTechnologyStrategic PlanningCollective LearningTechnology ManagementOrganizational InnovationBusiness goals-Technology roadmap-Metrics for success-Resource allocation-Workforce engagement-Skills training-Encouraging environment-Bottom-up innovation-Technical architecture
128、-Solution&data integration-Flexibility to change-External expertise-New managerial model-Cross-functional collaboration-Leadership-Overcome institutional obstaclesTechnology&innovation in the hybrid age|33 Strategic planning Developing an actionable strategic roadmap to align the companys technology
129、 and real estate capacities with the short and long-term business goals they need to support such as enhanced productivity,talent retention and attraction,and financial performance is crucialto enabling the success of new working styles and workplace configuration.The roadmap should clearly identify
130、 key stakeholders,assess budgets and personnel resources,and maintain the flexibility to handle a constantly changing business and technology landscape.The ability to create a plan that integrates requirements from across the business including leadership teams,HR,finance,IT and CRE is core to succe
131、ssful strategic planning.Collective learning The willingness and ability to leverage technology and data-intensive insights across the organization is vital to building an innovation culture and ensuring technologies are fully integrated and utilized.The as a service model empowers frontline busines
132、s units outside of IT to take the lead in hunting for tech solutions that work best for them;for example,space utility sensing and analytics tools for the CRE division.This involves a long-term program to build digital proficiency through coaching employees to assimilate new technological skills and
133、 more broadly,nurturing a culture where bottom-up technological innovation and experimentation are encouraged.The latest advancements in workplace technologies can then be proactively monitored and considered with rich domain expertise.Technology managementConfiguring a robust and dynamic technical
134、architecture to implement,operate,integrate and optimize technological products,processes and services lays the foundation for workplace automation and intelligent decision-making.Managing a growing tech stack puts a priority on integrating traditionally siloed real estate data assets,facility manag
135、ement software platforms and other digital tools.Building in-house technology expertise at the same time as partnering with external advisory services is an effective way to upgrade technology management capability and facilitate successful technology adoption.Organizational innovation The ability t
136、o introduce new production or managerial models is a key factor in how resilient a company is when facing changes.The lack of organizational innovation capability is among the top reasons for failed technology adoption.Organizational innovation creates new roles and new collaborative networks,allowi
137、ng companies to drive enterprise-wide buy-in to the digital future of the workplace,acquire appropriate capital and talent,form cross-functional collaboration and remove institutional obstacles.Technology&innovation in the hybrid age|34 Key considerations for selecting technology productsWith the te
138、chnology roadmap guiding implementation,technology products can be acquired through various channels,directly from vendors or through outsourced tech consultancy services.There are nine key considerations when selecting products.Business Fit How well will the functions and features of the technology
139、 product support your business needs?State-of-the-Art Does this product employ cutting-edge technological components to power its services?CybersecurityAre your systems secured to ensure operational integrity and safety of your data?User-FriendlinessCould the technology support multiple easy-to-use
140、interfaces that deliver a seamless experience to non-technical users?Implementation Does this product provide customer success programs to guide deployment and help train users?Integration How well can this technology be integrated with other tools or platforms?UpgradabilityCould the product evolve
141、with your future business needs and new frontiers of technologies?CRE ExpertiseDoes the vendor specialize in designing and implementing CRE-specific solutions?Vendor ReliabilityCan you build a solid partnership with the technology provider to grow together and handle unforeseen scenarios with trust?
142、Technology&innovation in the hybrid age|35 Creating an implementation roadmap The benefits to be gained from being a market leader in implementing technology solutions are wide-ranging yet depend on understanding how they can add value and support corporate goals.In a fragmented industry landscape,i
143、t can be hard to find the right solution,with many vendors providing niche or overly specific products and difficulty measuring ROI clearly.At the same time,integrating new technologies is typically time-consuming and difficult to scale across a business.Review work and workplace design1Map out inte
144、grated technology architecture goals5Establish an understanding of the tech landscape 2Plan the implementation6Identify future goals across each quadrant3Rollout7Review and identify gaps4Educate stakeholders 8Establishing the right solutions and integrating and scaling new technologies across the en
145、tire business to maximize impact requires a full-process technology implementation roadmap along with a number of key considerations,including:Technology&innovation in the hybrid age|36 Map out integrated technology architecture goals:Scope out a comprehensive tech stack and product recommendations
146、using the gap analysis and future-state goals,including cost/benefit analysis and success metrics.Plan the implementation:Design a detailed implementation plan with prioritized initiatives and phasing,including a rollout schedule,resource requirements,product map and architecture.Rollout:Implementat
147、ion strategies need to be dynamic enough to incorporate the iterative process of piloting,incorporating feedback and refining plans.Educate all stakeholders:Successful technology strategies require significant buy-in from end users and others across the organization,with ongoing support and training
148、.Review how work and workplace strategy should be designed to support business goals:Developing a hybrid work strategy that aligns real estate with corporate strategy will require input from across the organization,including leadership,HR,CRE and IT.Establish an understanding of the current tech lan
149、dscape:Having an overview of what solutions are available or being developed is crucial to envisaging the possibilities and understanding how your current capabilities measure up.Identify future-state goals across each of the quadrants(work,workforce,workplace and portfolio):Clearly articulate the b
150、usiness goals that need to be addressed and how technology will support these goals.Review and identify gaps:A thorough inventory of the technologies youre currently using and your technical capacity will highlight where new solutions are needed and identify gaps,challenges and opportunities.1234567
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153、ever,no representation or warranty is made as to the accuracy thereof.Global ResearchAbout 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 by using the most advanced technology t
154、o 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 than 100,000 as of March 31,2022.For fu
155、rther information,visit .About JLL ResearchJLLs research team delivers intelligence,analysis and insight through market-leading reports and services that illuminate todays commercial real estate dynamics and identify tomorrows challenges and opportunities.Our more than 500 global research profession
156、als track and analyze economic and property trends and forecast future conditions in over 60 countries,producing unrivalled local and global perspectives.Our research and expertise,fueled by real-time information and innovative thinking around the world,creates a competitive advantage for our client
157、s and drives successful strategies and optimal real estate decisions.Yuehan WangAssociateGlobal InsightYuehan.WAbout JLL TechnologiesJLL Technologies(JLLT)is a division of JLL,a world leader in real estate services,that helps organizations transform the way they acquire,operate,manage and experience
158、 space.A first-of-its-kind team combining builders of high-growth tech companies and commercial real estate experts,JLLT delivers a comprehensive technology portfolio of purpose-built solutions and leading edge,venture-backed companies to meet and exceed the industrys demands for better business int
159、elligence,workplace experience and smart building platforms.Learn more at .Matthew McAuleyDirectorGlobal InsightMatthew.McADr.Marie PuybaraudGlobal Head of ResearchWork DynamicsMarie.PAmber SchiadaHead of Work Dynamics ResearchAmericasAmber.SJames TaylorHead of Work Dynamics ResearchAsia PacificJames.THannah DwyerHead of Work Dynamics ResearchEMEAHannah.DJLL Technologies and Work DynamicsSharad RastogiPresidentJLLTSharad.REdward WagonerExecutive DirectorJLLT Edward.WRobbie HobbsChief Product OfficerWork DynamicsRobbie.HTony JosipovicSenior Product ExecutiveWork DynamicsTony.J