From charterworks: How does your organization get the most out of your office spaces? Where can you save money? And what improvements should you really invest in?
In 2020—we’re a public company, so you can read this—our revenues with the offices empty stayed pretty solid in my part of the business. That immediately begs the question, why? Why is there not enough flexibility? Why are these fixed costs? The truth is they’re fixed costs because the services dimensions have never been occupancy-dependent. You had a janitorial contract, a security contract, an access contract, HVAC, etc.
We have introduced dynamic scheduling for everything we do now based on occupancy. We started doing it with postage-stamp-size sensors in the simplest form under a desk that says if someone was there. Or if nobody has been there, let’s not clean it. So you start to shift the janitorial, which is a big cost, by the way. Then you start to get predictive about what space is used, when you can be more directive about where you put people.
It sounds like that’s not an answer to the real-estate footprint, but it’s an answer to overhead cost… In terms of footprint, our clients want less space, but better space. I’m going to be much more intentional that the office is a manifestation of my brand, of my purpose, of my identity, of my culture, as opposed to a factor of production. It’s no longer seen as a factor of production. So yes, I’m going to see how I can consolidate departments and certain geographies, consolidate space, cut leases. But the leases I do have, I want better premium space.
Bear in mind a lot of people are making the transition from home. So the notion of it being commute-worthy, much more collaboration space, much more warmth, is a theme. I don’t mean that from a temperature perspective. People are used to working in home environments and they’ve gone back to very sterile, cold spaces. That doesn’t work for them. So warmer, more welcoming spaces.
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