Listen as Pallavi Shrivastava, Principal and Workplace Strategist, Arcadis, and Jodi Williams, Principal and Global Director, Optimized Asset Portfolios, Arcadis, discuss how the workplace and workplace strategies are evolving.

Listen as Adam Stark, President and CEO of Stark Office Suites, discusses the role of fully serviced offices in today's evolving workplace.

As multiple pressures bear down on today’s corporations—constrained budgets, the difficulties of attracting and retaining talent, the need to adopt sustainable practices—the organization’s infrastructure and support services are expected to perform more efficiently and in more innovative ways.

Business continuity has been defined as the process by which companies mitigate, to the greatest extent possible, unacceptable risks to their commercial viability, taking all reasonable and prudent measures to ensure that the company’s critical operations will continue to function throughout any emergency and, in the unlikely event that they are unable to do so, that they can be restored to operational capacity as quickly and seamlessly

as possible.

Employees in today’s progressive workplace often encounter a vastly different scene than their counterparts experienced a few years ago. Instead of clocking in and then settling into a cubicle while the boss looks on from the corner office, workers today are arriving to find workplaces that are arranged in a variety of ways to meet a variety of needs.

In 1983, the United Nations Brundtland Commission was formed, and charged with uniting countries around the world to pursue sustainable development together. In its 1987 report, “Our Common Future,” the group defined sustainability as: “development which meets the needs of current generations without compromising the ability of future generations to meet their own needs.”

The Project Management Institute, one of dozens of similar organizations worldwide, defines project management in general as “the application of knowledge, skills and techniques to execute projects effectively and efficiently.”1 It goes on to say that project management responsibilities are strategic in nature, allowing organizations to link project results with business goals.

Corporate real estate professionals depend heavily on technology tools to manage complex real estate portfolios. In many cases, those portfolios comprise millions of square feet / meters of space and hundreds, perhaps even thousands of individual locations around the world. The

need for a robust technology platform to manage these real property assets is obvious.

For decades, the financial, manufacturing, and professional services industries have measured performance, conducted routine analysis, and monitored trends to inform decisions and drive improvements in operational and financial results. Now, corporate real estate executives are responding to calls to improve performance, do more with less, and advance strategic decision-making by leveraging newly available tools, including meaningful benchmarking, for performance management.

In chapter 4, which addresses the property life cycle, three phases are

identified: acquisition, holding period, and disposition. The holding period, or retention period, is the time the space is held by the corporation, and it is in this phase of the property life cycle that facility management (or facilities management, sometimes abbreviated as FM) comes into play.