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WHAT MATTERS MOST

Facility management toward 2030

QUESTION

LEADING RESPONSES

QUESTIONS FOLLOWED BY LEADING RESPONSES

How overall demand for office real estate in the following population centers will develop toward 2030

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  • 1 million inhabitants or more: would be lower
  • 250K to 999K: would be higher
  • <250K: would be about the same
  • Nonmetro–rural population 20K+: About the same
  • Nonmetro–rural population 2.5K-20K: About the same
  • Nonmetro–rural population of <5K: About the same

Building classes in demand

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  1. Coworking locations
  2. Class A buildings
  3. Class B buildings
  4. Class C buildings

Most important real estate strategies companies will employ

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  1. Reduce square meterage/footage
  2. Leverage more flexible spaces with short leases
  3. Leverage more coworking spaces

Top technologies in most Fortune 2000 companies' offices in 2030

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  1. Mixed reality interfaces
  2. Multi-experience platforms
  3. End-to-end AI-enabled IWMS/BMS systems
  4. Frictionless offices

Likely ESG goal-setting practices in FM industry

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  1. FM contributions to ESG goals are impact oriented
  2. FMs ESG key performance indicators (KPIs) are part of enterprise-wide interdependent and integrated KPIs
  3. FM products and services are assessed for their impacts across value chains and networks
  4. ESG goals are grounded in science

FM business drivers toward 2030

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  1. Reduce buildings’ and operations’ environmental impact
  2. Ensure healthy and safe workplaces
  3. Reduce real estate and facilities costs

FM responsibilities toward 2030

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  1. Establish deeper alignment with other business support functions
  2. Reduce buildings’ environmental impact
  3. Own the workplace experience

Workplace strategy and management toward 2030

QUESTION

LEADING RESPONSES

Motivation for coming to the office 2022

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  1. Participate in in-person meetings
  2. Need professional development, mentoring or coaching
  3. Have fun and informal interactions with colleagues

Motivation for coming to the office 2030

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  1. Participate in in-person meetings
  2. Step into a highly experiential workplace
  3. Work on innovation projects

Three critical factors for developing a distributed work strategy toward 2030

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  1. Management by results, not time
  2. Adopt policies and procedures for remote work
  3. Development of team norms

Health & well-being challenges facing workers toward 2030

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  1. Stress and mental health issues
  2. Social and professional isolation
  3. Burnout

Top business drivers impacting the workplace toward 2030

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  1. Ability to attract and retain talent
  2. Accelerate innovation
  3. Reduce organizations’ environmental impact

Most important amenities & services

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  1. Digital tools
  2. At-home work point setup and support
  3. Integrated enterprise and metaverse solutions
  4. Food services
  5. Subsidies for remote work
  6. Employer sponsored at-home services

Challenges to address when aligning physical and digital workplace experiences

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  1. Organizational barriers among functional areas
  2. Cybersecurity risks
  3. Differences in expectations between employees and managers

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