Employees and companies are rewriting the playbook for how, when and where work gets done

Commercial real estate businesses know they must reposition their assets, management and investment approaches in order to capture shifting demand

Product and service providers to this sector must evolve their value proposition and their offerings to remain relevant in the face of these changing needs

Enterprise companies need to equip employees with greater autonomy to choose when and where they work.

To do so, enterprises must re-engineer key policies, norms, processes, tools and workplace solutions that provide guardrails within which employees can make choices and align to long-term business goals

Companies that successfully balance employee expectations with business objectives will reduce employee turnover, lowering the associated “hard costs” and materially improve corporate performance

Hybrid work trends continue to erode traditional demand and require commercial real estate owners to upgrade their value proposition to end-users to remain relevant and competitive

Owners need to deeply understand end-user buying patterns and needs, and underwrite to both lowered capital intensity and higher churn attributes of office space products that can better align with the planning horizons of the end-user

Orienting to a future with higher churn coupled with increased management intensity requires an evolution of asset and property management models and processes

The commercial real estate industry vertical has disproportionately high intermediation due to friction in business models long overdue for innovation. Eliminating friction is inevitable

Maintaining, even growing services share requires creating value for clients / customers that is "less transactional" and more "advisory"

Intermediaries across the spectrum  working with investors, operators and occupiers will need to adapt to the changing needs of their customers