Outsourcing and Future Skills · 2019-05-28 · Prototyper / maker 5% Drone manager 4% Potential...
Transcript of Outsourcing and Future Skills · 2019-05-28 · Prototyper / maker 5% Drone manager 4% Potential...
Outsourcing and Future Skills
2 April, 2019
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Future of Work evolutionHistory
2011Opportunity emerges
from crisis
• ~500 respondents
• Following GFC, focus on cost
cutting, efficiency and getting
attention of the C-suite
2013Risks ahead
• 636 respondents
• Risks ahead due to increased demands from
C-suite and shift to global growth mode
• Biggest integrated JLL global marketing
campaign to date
2015Elevate to excellence
• 496 respondents
• Immediate need to elevate CRE
and achieve excellence beyond
traditional metrics
2018Future of Work Survey
• 561 respondents
• Focus on outsourcing, attitude toward and
adoption of technology, approaches to
innovation, the human experience
revolution, and flexible space demand
• Also covers how CRE leaders can add
more strategic value
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2018 Future of Work survey Profile of participants
561survey participants
30+ countries represented
57% manage a CRE portfolio
of over 100,000
square meters
USA
94
India
61
Germany
58
UK
47
France
44
China
43
Japan
40
Spain
38
Australia
25
Rest of World
111
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Industry Sector breakdown Organization size by number of employees
2018 Future of Work survey Profile of participants
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CRE mandate key themes
Profitability-focused business leaders should recognize the opportunity to engage CRE as a lever to driving broader business goals:
• Traditional reporting lines are still predominant. There is a need for better alignment with other business functions—especially HR and IT-- to drive the transformation of the enterprise.
• CRE leaders outsource more highly specialized activities. They are making smarter choices about what and how they outsource activities to external partners.
• There is a need to reskill and upskill the real estate team to meet new demands from the business. Existing role profiles should be updated, and the need for new roles is emerging –particularly in the areas of data, technology, and human experience.
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enterprises are leading
the future of work
Segmentation uncovers a correlation between best-in-class
CRE strategies and enhanced enterprise profitability
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Future Fit enterprises lead the way
• Collaborate extensively with outside providers and view them
as partners.
• Make innovation a core part of service delivery.
• Create clear governance process.
• Provide incentives to motivate continuous innovation.
• Invest in sophisticated technologies and systems.
• Collaborate with C-Suite, IT, HR and other functions.
• Strategically reorganize and reskill/upskill internal CRE team.
• Proactively manage multiple service provider relationships.
Future Fit companies leverage high-performing CRE functions to drive broader business goals and
increased profitability. Utilizing CRE outsourcing in more innovative ways sets winners apart.
The Future Fit behaviours:Average profit growth over
three years:
Future Fit
All Others
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Significant opportunity to add strategic value and contribute
to achieving broader business goals
CRE leaders need
to step up to
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C-suite alignment is key to CRE leader success
* How do you anticipate the strength of the CRE
team’s mandate to change by 2020?
Of CRE leaders expect
mandate to be stronger or
much stronger by 2020*
Top Constraints to CRE Adding Strategic Value
In your opinion, what are the top three constraints that limit CRE's ability to add strategic value in your organization?
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CRE’s collaboration with other functions is strengthening
11
What level of collaboration do you have with other business units?
+30%
+29%
+51%
+32%
+45%
% expecting more
collaboration over
the next 3 years
Future Fit
All Others
Percent of organizations that are fully
integrated on average across all functions
Level of Collaboration with Other Business Units
Excludes ‘don’t know’ responses. Bars may not total to 100% due to rounding.
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Future Fit CRE leaders feel more C-Suite confidence
To what extent does your organization’s C-Suite or Executive Board believe that CRE could add value in the following areas?
% reporting ‘significant value’ add by CRE
CRE’s Perception of Where Leadership Sees Their Greatest Value-Add
Future Fit CRE leaders also
feel more empowered across
all Future of Work dimensions
52%
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There is a growing tendency towards outsourcing
highly specialized activities.
is on the rise.
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Today 41%of companies
outsource more
than half of their
CRE activities
Over 30%expect to increase
their CRE
outsourcing in the
next 3 years
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Hanging in the balance
Top 5
outsourcedservicesTop 5
in-houseservices
Energy services
Lease administration
Facilities / property mgmt.
Transaction management
Project / construction management
Portfolio strategy
Workplace strategy
Change management
Supply chain management
Capital budget planning & mgt.
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Outsourcing growth shifting to areas that reflect broader priorities
How are the following CRE activities performed in your organization?
Proportion of CRE Activities Outsourced
USA
48%
India
49%
Germany
40%
UK
49%
France
36%
China
33%
Japan
32%
Spain
29%
Australia
41%
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Outsourcing landscape across key marketsWide regional variations in CRE outsourcing
% who outsource half or more of their CRE services
JLL (2018) Future of Work Survey
with 561 Real Estate Directors
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Outsourcing landscape across key industriesDrivers vary in each sector
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Technology & Comms 49%
Retail & Consumer Goods 49%
Healthcare & Pharmaceuticals 45%
Banking & Financial Services 43%
Professional Services 37%
Energy & Utilities 35%
Manufacturing & industrial 32%
% Who outsource half or more
of their CRE services
% who plan to outsource
more in next 3 years
JLL (2018) Future of
Work Survey with 561
Real Estate Directors
43%
38%
51%
33%
34%
30%
37%
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Big shift in expectationsClient motivations for outsourcing are changing
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Shift in client
expectations
brought about by
new imperatives
and broader
challenges
Conventional reasons
for outsourcing
New reasons
for outsourcing
Data-driven
decisions
Modernized
processes
Business
insights &
portfolio
intelligence
Traditional value
drivers losing ground
New value
drivers emerging
Technological
capabilities
Workplace
productivity
Employee
experienceInnovation &
collaborationCost-saving Labor-
arbitrageQuality
Access to
expertise
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Outsourcing growth shifting to areas that reflect broader priorities
50% - Facilities/Property Management
48% - CRE Technology
44% - Energy Management
43% - Project / Construction
42% - Employee Experience
41% - Data Analytics / BI
Areas where companies
are planning greatest
outsourcing growth
% who anticipate outsourcing more
over the next three years
65% expect CRE mandate to grow in next 3 years, facing pressure to contribute to broader business goals.
JLL (2018) Future of Work Survey with 561
Real Estate Directors
New Pressures
The need for flexible, agile
workplaces is driving exponential
increase in demand. Flexible space
is set to increase from 19% of real
estate portfolios to 31% by 2020.
Big trend towards elevating the
employee experience and enabling
the workforce. A human experience
designer is the no.1 desired role in
the CRE dream team.
High appetite for digital solutions
and services. Technology is the top
investment priority for CRE leaders
in next 3 years.
Outsourcing Strategies
Technology
People Places
CRE Mandate
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are needed on the CRE Team
The war for talent and digital disruption are driving the need for
new skills in data, technology and human experience
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New roles needed on CRE team to maximize impact
Top 20 Roles Percent
Human experience designer 50%
Space planner 50%
Financial analyst 45%
Architect / designer 44%
Data analyst 41%
AI expert 39%
Energy consultant 38%
Health and safety manager 38%
Mobility / agility manager 32%
Transaction manager 31%
Data scientist / data architect 29%
IOT engineer 28%
Futurist / trend tracker 27%
Hospitality / ambience manager 27%
Community manager 24%
Wellbeing manager 24%
BI manager 22%
User interface architect 21%
Cyber security specialist 20%
Chief happiness officer 20%
Which of the following profiles would you want as part of your CRE dream team to make the biggest impact on your organization? Select up to 10.
Other Roles Percent
Business developer 18%
Ergonomist 17%
Digital marketing manager 16%
Influencer / Lobbyist 16%
VR engineer 13%
Blockchain specialist 13%
Robot assistant 11%
Nutritionist 10%
Transport logistician 9%
Barista / coffee maker 9%
Product manager 8%
Office pet 8%
Blogger / instagrammer / youtuber 7%
Dreamer / oracle 7%
Mathematician 6%
Hacker / programmer 6%
Prototyper / maker 5%
Drone manager 4%
Potential Roles for the CRE Team of the Future
Top 10 roles for Future Fit
Enterprises:
1. Human Experience Designer
2. Data Analyst
3. AI Expert
4. Space Planner
5. Architect/Designer
6. Financial Analyst
7. H&S Manager
8. Mobility / Agility Manager
9. IOT Engineer
10. Data Scientist / Data Architect
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Ranking of top 20 profiles CRE leaders need to consider
Which of the following profiles would you want as part of your CRE dream team to make the biggest impact on your organization? Select up to 10.
BUSINESS-AS-USUAL
• Space Planner (2)
• Architect / Designer (4)
• Energy Consultant (7)
• Health and Safety Manager (8)
• Transaction Manager (10)
DATA
• Financial Analyst (3)
• Data Analyst (5)
• Data Scientist (11)
• BI Manager (17)
• Cybersecurity Specialist (19)
TECHNOLOGY
• AI Expert (6)
• IOT Engineer (12)
• Futurist (13)
• User Interface Architect (18)
HUMAN EXPERIENCE
• HX Designer (1)
• Mobility and Agility Manager (9)
• Hospitality Manager (14)
• Community Manager (15)
• Wellbeing Manager (16)
• Chief Happiness Officer (20)
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CRE Mandate: Three recommendations for becoming Future Fit
Future Fit Characteristics Recommendations
Strengthen alignment with the C-Suite • Proactively bring new ideas to the C-Suite to
demonstrate CRE strategic value.
Establish strong collaboration with HR and IT • Create strong communication around common goals
such as talent attraction and retention.
• Include functional business partners proactively to
ensure visibility to CRE objectives and priorities.
Leverage outsourcing / partnering to
augment team skills
• Evaluate existing team skills against business
objectives.
• Reskill/upskill team as appropriate.
• Identify where partners can help augment the team
or provide highly specialized skills.
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Upcoming Topics:
• Technology
• Human Experience
• Flexible Space
• Metrics
• Innovation