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Case Study

An information services and analytics company aligns its portfolio strategy with its ambitious cultural and leadership goals

building upshot

​This 22-location company came to JLL for help in transitioning to a workplace design and culture that supported the company’s ambition to be the single-most trusted sources of client insights and analytics. This meant the organization not only had to be a market leader, but it also had to be truly innovative, giving off a sense of excitement and energy about its work. It also needed to “pivot” from infrastructure management to information services and analysis. Using real estate as a tool, the company was able to use workplace utilization and other portfolio-linked strategies to meet this goal.

Through a comprehensive assessment, JLL helped define benchmarks, establish metrics and develop core objectives that would be the roadmap for the process. The process, repeatable and cyclical, could be adjusted over time to keep identifying improvements and drive out waste.

This result? Densifying key existing facilities and relocating to strategic locations. This involved shedding two facilities from the real estate portfolio while increasing productivity by co-locating key groups for increased collaboration and innovation. The switch to the open, collaborative “membership” workspace was a direct result of utilization data that showed on average desks were utilized 51 percent of the time—below the best practice standard of 85 percent.

Some of the other changes included connecting with clients through dedicated space, a blurred separation between external and internal spaces, and an emphasis on the visual display of the company’s process service and capabilities. As a result, the offices became zoned for activity to maximize interaction across the business, increase energy and “buzz”, and support both individual and collaborative work. Ninety percent of spaces were allocated to open work, and density was added to increase activity. All locations shifted from an ownership to membership model, which encourages creativity and collaboration.

For the first time, the way the organization thought and worked became visible to clients, and they began to think about the organization differently—as an innovative service provider and thought leader.

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