Free addressing: an alternative path to portfolio optimization
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- Philip Tate
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1 September 2013 Free addressing: an alternative path to portfolio optimization The Rationale Behind Technology and Place The past decade has seen a steady shrinking of many occupants work areas, alongside a growth in alternative arrangements such as work-at-home and desk sharing at the office. Separately these strategies increase portfolio efficiencies. The next level of portfolio optimization will be released through the concept of free addressing. It will be delivered by Occupancy Planning partnering with clients who are capable of acting on insights to deliver higher earnings per share and greater talent retention.
2 Squeezed by ever-tightening budget and margins, organizations have for many years embraced mobile work arrangements as a way to reduce portfolio expenses. And while some executives have bemoaned a perceived loss of status that came with walled offices and windowed views, many more have celebrated the freedom and lifestyle flexibility from a provision that enables work at home. Still, the most enlightened companies are asking: How can we reduce space costs even further without harming operations? How can we increase employee loyalty and productivity, and discourage our best workers from jumping to competitors? Free addressing is a next step that most enterprises have not yet taken, but one that can help achieve these goals and other significant benefits. As companies continue to work toward leaner portfolios and increased utilization rates, the notion of where you work may be less important than with whom and when. This is the brave new world of occupancy permitted by a free addressed portfolio. Quite simply, free addressing is the technology-enabled ability to take a seat anywhere in a specific segment of the portfolio. Work areas are categorized by capabilities of the space rather than by business unit. If an employee wants a suitable work space in a certain building on a particular day, he or she reserves it online, then simply shows up. Employees receive any space available that meets their needs. The biggest difference this represents from previous occupancy processes is not so much the spaces as much as improved technologies allowing people to reserve their work area. The operational advantages Free addressing takes the value propositions enabled by solutions such as hot-desking a step further, opening up unassigned seats not just in certain areas, but across broader segments of the entire portfolio. The types of spaces and setting may vary to accommodate certain work styles, degrees of privacy or implied hierarchy but the net result is a space that supports a utilization rate in excess of 100%. Operational advantages of this model include: The portfolio becomes fully transparent for performance measurement and planning purposes.
3 Changes to the physical portfolio may be minimal. Space data management is focused on neighborhoods and floor plates instead of people. Move adds and changes and overall churn should be dramatically reduced. The demand planning process remains intact. Improved utilization contributes to not just savings or cost avoidance, but to available operating capital and slower physical portfolio growth. Risk mitigation and improved actuarial readiness through better accommodation of employment surges or short-term expansion. Collaboration in unpredictable team environments based on the seemingly random availability of space contributes to productivity and breakthroughs. Improved business focus and richer dialogue around demand strategy and forecasting, enabling smaller, more highly skilled planning teams. More adaptive space can better support all business units through a variety of settings or current configurations. Reservations are flexible and can be daily, weekly or project/program based. Higher overall earnings per share are realized through managed portfolio growth, higher utilization and reduced churn. Innovation and productivity through the Value Capture Model Harder to document at this point but perhaps holding the greatest potential benefit is that an ever-changing diversity of free addressed employees housed together on any given day will stimulate each other toward greater productivity, even occasional breakthroughs. It can support not only evolution, but quantum leaps in creativity and productivity in an enterprise. Imagine the scenario as a party full of new and interesting people, compared to a gathering of people you see every day. New faces not only ramp up most peoples thought processes, but they provide a wider variety of information and expertise, increasing the chance of the eureka experience or Why didn t I think of that? moments. This has been demonstrated in environments that use the Value Capture Model (VCM) of competition, also known as Cooperative Game Theory.
4 VCM identifies potential payoffs to investments in resources and capabilities when played against a data-rich environment. This means that positive results such as the development of a new product may be more likely to emerge from a seemingly chaotic way of accommodating employees in the work place. While free addressing has been partially embraced by some organizations, it is not the normative state for many organizations. Still, while there is no database of evidence for creativity and productivity gains from opening all facilities to free addressing, several global companies are exploring the possibilities. Sun Microsystems Inc. (SMI) had been a leader in this area where employees were given three options: Assigned, Flexible or WorkFromHome. This designation drove decisions on real estate across the SMI global space and was supported by a type of free addressed portfolio. The challenges to free addressing Paradigm shifts aren t always easy the free addressed portfolio is a cooperative stage set that requires precise interactions between technology and participant. Challenges include: An investment in robust technology for both a reservation and telephone system need to be made to support the technology, along with a full assessment to ensure the asset is a qualified location for this expenditure. A commitment to researching and understanding the needs of multiple work styles, settings, businesses and their functions. Governance and the ability to self-manage: not every worker is suited for the flexibility of free addressing. Cultural preparedness to change: training a free addressed workforce can be initially costly, though advocates cite a strong ROI in operational savings and employee motivation. Those who see assigned space as a validation or a home away from home may initially object to this concept. Ergonomics will be increasingly important since workstations will have to accommodate the physical needs of many different users. Macquarie Bank opens their whole building One of the largest single free addressed workplaces is Macquarie Bank headquarters in Sydney, Australia. It uses a system called Activity Based Working, which replaces allocated desk space with a variety of unassigned work and meeting areas in a technologicallyprogressive building. This allows users to be completely mobile and occupy a variety of work settings dependent upon the nature of the particular tasks they need to undertake at any given time. A Macquarie executive reports, a paradigm shift in the perception of office space territory akin to occupying your teenage bedroom within your parents house one day, to owning your own 3-bedroom apartment the next.
5 Can success be measured? Though free addressing is a leading edge concept that has been sparsely measured to date, one way to gauge progress is through utilization of the reservation system by the population assigned to it. Another, when applicable, might be badge swipe data. And while productivity gains may be more challenging to quantify, they can be measured through business results if systems and baseline data are established prior to the onset of the program. There are several ways to measure success through worker surveys, as well as analyzing metrics such as employee retention and recruiting statistics, and of course by evaluating the program against past portfolio growth trends and utilization rates vs. the new model. As with any sound real estate measurement, the first step is to establish a baseline metric, which leads to clearly understanding the current state. Once those two components are in place the next step is mapping to a future state. Free addressing progression Traditional Model Free-addressing Model Future State Flexibility Full Occupancy Planning 1.5:1 Occupant to seat Demand planning Neighborhoods Governance Alternative workplace strategies Process enhancements Portfolio optimization Progressive State Choice/Self Service Network of places Technology enabled Capacity Planning Alternative workplace strategies Demand Planning Redundant process elimination Utilization Portfolio transformation Change Management Readiness to change Current State Space Data Management 1:1 Occupant to seat Event Planning Occupancy-centric Allocations to lines of business Process improvements Increased productivity Portfolio stabilization Mobility State Employee Engagement Capacity Planning Process elimination 3:1 Occupant to seat Technology enabled Capacity-centric Allocations to lines of business Alternative workplace strategies Portfolio minimization Acknowledged need
6 Towards an optimized portfolio While free addressing is still an emerging portfolio practice, it follows the logical evolution of how best to continually optimize space by recognizing the powerful contribution that informed alternative workplace and occupancy planning strategies have come to produce. The right size and types of spaces to meet increasing economic and competitive pressures The ability to work in shared spaces that encourage collaboration and idea exchange An increased employee desire for maximum flexibility to blend work harmoniously with family requirements and personal preferences, combined with organizational objectives to attract, retain and motivate their best and brightest professionals A portfolio that is agile and can pivot with an organizations supply and demand Enterprises that embrace and implement free addressing across their portfolio over the next few years will lead change in their industries and reap the benefits that the free addressed model brings to an enterprise. Those that don t may find that they are soon behind the curve and may lose market share and human capital while trying to deploy the model. As with other breakthroughs in business operations over the years, free addressing is a powerful portfolio optimization model that may be standard practice in the not-too-distant future. An organization is well advised to lead the way rather than follow the crowd. For more information, contact Greg Bonsignore Global Director of Occupancy Planning greg.bonsignore@am.jll.com
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