Category: Connections

Changing How We Change: Keeping AHEAD of the Curve by Dismantling the Status Quo

Connections

Insights and Information from Splice

Changing How We Change

Keeping AHEAD of the Curve by Dismantling the Status Quo

Posted by Kai Thompson  |  December 17, 2020

To say that 2020 has been a tumultuous year would be a gross understatement. Over the past ten months we’ve collectively striven to “flatten the curve” and stabilize the economy by developing methods that slow the spread of COVID. We still have some distance to go before we can consider ourselves out of the woods and when we finally do emerge on the other side of this, we will be forever changed. Going back to business as usual won’t be a viable option. It’s critical that we shift our focus to reimagining how we live, work, learn, and engage with one another while building a sustainable future. If we hope to keep ahead of the curves to come, we must reassess that which we deem valuable, do the hard and messy work that true transformation calls for, and expand our concept of community.

1. Nothing Changes… if NOTHING Changes

Pre-COVID society churned along at breakneck speed with a head down, produce, consume, expand, and advance at all costs mindset. Suddenly, the world stood still… then panic took hold. Panic gave way to denial. Denial gave way to blame, which swiftly led to anger, and eventually acceptance. We continue to grapple with despair. From loss of loved ones, jobs, homes, and finances. The freedom of dining out or grabbing drinks with friends. Handshakes, hugs, and shoulders for one another to lean on.

“We may regard the present state of the universe as the effect of its past and the cause of its future.” ~ Pierre Laplace

While the adverse effects of the pandemic are plenty and the true totality of losses incurred are incalculable, what now lies before us is the opportunity to dismantle the status quo and construct in its place the best possible future for ourselves. If the global disruption caused by COVID has taught us anything, it would be that in order to effect lasting change we must begin by adjusting how we relate to it. If we don’t learn to truly appreciate the intangible things we collectively miss the most and largely took for granted, nothing changes. If we refuse to move beyond our infatuations with the past and accept the inevitability of change itself, nothing changes. If we fail to carefully examine the actions and decisions we choose to make, the motivations behind them and the results they cause, nothing changes. If we choose not to give equally weighted import to emotional, mental, and physical wellbeing as we do fiscal performance, nothing changes.

2. Minding the Mess in the Middle

Now that we have viable vaccines approved for use, hope is on the horizon. However, we still have hurdles to overcome before we can refer to the COVID crisis in past tense—one being the time it will take for vaccinations to be accessible to the general public and subsequent widespread distribution. Until then we must become masters of the short-term, carefully discerning what to do next while being mindful of future impacts.

“Chaos is the score upon which reality is written.” ~ Henry Miller

There comes a time in every journey where the traveler is equal distance from their starting point as they are from their destination. It is safe to say that as an industry we are in the middle of our journey to what comes next. An equal distance from our prior existence and our future one, and man is it messy. By minding the mess in the middle, we can be decisive about the now while building a sustainable future. We can learn and grow from this historic event by not only accepting the likelihood of similar mass disruptions in the future, but proactively building flexibility and disaster preparedness into the way we operate.

3. Community and the Common Good

Prior to the pandemic, the industry’s primary focus rested on the effectiveness of the individual. We tracked the movements and strategies of key sales leads, powerful real estate firms, and put our strongest efforts into landing that “one big fish.” The pandemic and our subsequent response decimated our desire to track individual markers so heavily. Organizations that have survived and even thrived during this time, are those that shifted their focus to the common good for all. All employees, clients, and even citizens.

For generations, community has been at the forefront of societal and technological advances. From the time of tribal hunter gatherers, to the modern-day collaboration and ingenuity of likeminded scientific organizations, the societies that advanced were those that were able to harness and sustain the power of community. We must then seek to collaborate with and learn from one another. We must strive to lead, work, and engage with compassion and empathy. We must consider how our individual actions impact and/or support the whole.

Keeping ahead of the curve in our “disrupted” world requires the combined intentionality and creativity of us all—applying positive energy to generate ideas, inspire change and chart an exciting path towards a sustainable future. If we build that philosophy into the way we do things today, when we’re faced with having to do things differently tomorrow, we’ll be adequately prepared for it.

Here to Help You Succeed…

Splice offers a suite of services built for the day-to-day, long-term, and anything in-between. We’d love to discuss how we can help bring your organization’s vision to life.

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Building Success: Savvy Owners

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Insights and Information from Splice

Building Success

How Savvy Commercial Property Owners and Developers are Proactively Reassessing their Real Estate Investments

Posted by Kai Thompson  |  November 10, 2020

Preface

The idea of Building Success should be viewed as both an action and an outcome. The action(s) being innovation + continuous improvement of indoor workspaces, and the outcome(s) being improved performance + productivity of our workforce. As discussed in The Space Between, due to the current challenges presented by COVID the Commercial Real Estate industry is experiencing a push toward Healthy Buildings as a standard. In the end, the true objective is not just to have healthy buildings, but healthy people.

(Physical office space) will need to meet new demands including healthy building amenities and more space designed for collaborative work, as well as formal and informal meetings with colleagues.”

Vincent Raufast

EY Consulting Assoc. Partner

The adverse economic effects of the pandemic have put commercial property owners and developers under immense pressure to get spaces leased and projects stabilized even as many companies continue to pause on making major capital decisions. With remote work policies becoming more the norm rather than the exception, many have also speculated about whether overall office demand will decrease as a result. Despite these valid concerns, a September survey by the corporate real estate organization CoreNet Global found that office space is expected to remain the locus for team collaboration, employee onboarding, talent management, and business development. Here we look at how today’s savvy property owners are navigating uncharted waters by maximizing the performance of their current assets, identifying new investment opportunities, and restructuring their portfolios to minimize risk.

1. Maximizing Performance of Current Assets

For many companies, the cost savings of remote work doesn’t eliminate the need for physical office space. In fact, the physical office has a greater role than ever to play in establishing and maintaining corporate cultures, effective talent management and retention, and creative inspiration.

In a world full of unknowns, the desire for flexibility remains constant. Owners and developers that embed this element into their real estate strategy are setting the stage for stronger, longer-lasting relationships with their tenants.

Traditional incentives such as periods of free rent and increased tenant improvement packages will do little to rival safety concerns. Emphasis is better placed on touchless bathroom fixtures, self-opening doors, common areas that allow for social distancing, and other features and amenities that at once address current concerns while having post-pandemic appeal. Other considerations include air purification systems, micro-filtration in the HVAC system and ultraviolet light cleaning procedures.

2. Utilizing Location as a Corporate Strategy

While it’s unclear whether occupiers will need less real estate overall, where an occupier’s office space is located may change in response to COVID. With safety, quality and geographical location continuing to be important selling points for attracting and retaining talent, many businesses are likely to follow the workforce talent as they relocate to the suburbs.

Having experienced positive results with working from home, many organizations find themselves at a turning point with how they think about commercial spaces. This has shifted the focus on office real estate from dense, urban or centrally located business districts to a broader range of alternatives, including a “hub-and-spoke” model comprised of a higher quantity of smaller offices in suburban locations. This more distributed model would:

  • Bring businesses closer to job seekers or other talent pools.
  • Bring organizations closer to their clients or customers—even present options for co-locating with them.
  • Better support employee performance and organizational resiliency.
  • Contribute to the improvement of local communities as well as the urban landscapes throughout various geographic regions
3. Minimizing Risks

Due to the mass market disruption caused by the pandemic, many organizations are reassessing their cost structure and options for minimizing or mitigating cost associated risks. Meanwhile, offices across the globe are under-occupied as millions of corporate employees work from home. Many organizations are now choosing to streamline their operations and reduce overhead costs in order to better weather the storm financially, with hopes to come out stronger than they did going into the pandemic. As a result, many are looking for ways to downsize their corporate real estate footprint.

After decades of focusing on the development of central cities, it might be time to challenge everything we thought we knew and widen our lens beyond big new developments in urban cores to include walkable suburban developments nearest to those that do the work. The shift from company offices that occupy multiple large floors in a single building to a series of distributed nodes throughout multiple locations would mean more mixed-use commercial buildings that serve a truly diverse cross-section of industries and workers. This approach would facilitate more high-quality connections, essential for strengthening existing teams and creating new relationships within and among organizations – a highly desirable and cost-worthy benefit for any tenant.

Here to Help You Succeed…

Splice offers a suite of services built for the day-to-day, long-term, and anything in-between. We’d love to discuss how we can help bring your organization’s vision to life.

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Building Success: Tenant Retention

Connections

Insights and Information from Splice

Building Success

5 Future-Fluid Approaches to Tenant Retention & Attraction in the Age of COVID

Posted by Kai Thompson  |  October 27, 2020

Preface

The idea of Building Success should be viewed as both an action and an outcome. The action(s) being innovation + continuous improvement of indoor workspaces, and the outcome(s) being improved performance + productivity of our workforce. As discussed in The Space Between, due to the current challenges presented by COVID, the Commercial Real Estate industry is experiencing a push toward Healthy Buildings as a standard. In the end, the true objective is not just to have healthy buildings, but healthy people.

The extent of future impacts depends on what we do now.”

John Holdren

Speech at Harvard University Center for the Environment 3.21.2017

In commercial real estate futureproofing is best described as the development of risk mitigation methods in anticipation of adverse future events. Prior to the Pandemic, such efforts included tactics like increased energy efficiency, the imbedding of technological advancements, and variable responses to green building initiatives. While the current health crisis has clearly shown how ill prepared the CRE industry was to absorb such adverse economic impacts, it has also given us the opportunity to be more fluid in our approach to futureproofing our investments in the built environment. In order to assure our industry’s survival, we must foster more effective means of collaboration that not only capitalize on current trends but set the stage for us to thrive long after the current crisis has abated.

Here we look at 5 future-fluid approaches that workspace owners, landlords, and managers can use to maximize tenant retention and attraction.

1. Work Together

Even as new CRE management practices and technologies are being born from this necessary time of innovation, many challenges still exist in the relationship between facility stakeholders (owners, landlords, and managers) – each having different and sometimes competing goals. From ensuring the smooth day-to-day functioning of the built environment while meeting the real-time needs of tenants. To overseeing the investment and profitability of the entire building while mitigating risk and liability. To meeting financial targets tied to each building’s long-term performance. People usually have a stronger buy-in when they are included in the implementation. By openly sharing performance goals and working together to develop H&S protocols and risk mitigation strategies, buildings can function at optimal levels due to a shared understanding.

Consider This… 360 Facility Feedback

In this process, the stakeholder team receives regularly scheduled feedback on the building’s performance. Facility managers would see how current building needs translate into concerns or benefits for landlords and owners. Landlords see the benefits from or impacts to the facility manager’s day-to-day functioning, as well as any notable risk, liability, or cost concerns and how they affect the owner’s investment goals. Owners get to see not only how their building is performing, but the cause and effect relationship between their long-term investment goals and the efficacy of their landlord and facility manager team.

2. Trust + Transparency

In previous times, tenants and facility stakeholders didn’t always share or participate in a consistent message or unified plan. From building improvements and increases in rent, to new maintenance protocols and H&S initiatives, inclusion is a reasonable expectation. By informing tenants about what’s happening in their building – the different procedures being put into place and what the process will look like – you not only build trust but provide a sense of security and level of ownership as well.

Consider This… Automated Monitoring + Reporting

What COVID responses and the current social climate has shown is that daily reporting in a central location helps deliver consistent messaging and increases the level of trust. This can be accomplished by creating a customizable dashboard – accessible by tenants and facility stakeholders – to provide updated information on air quality, contact tracing, cleaning + disinfecting.

3. Flexibility

Historically, when negotiating lease terms, the goal between tenant and landlord/owner was to lock into a 5 to 10-year contract under a pre-determined amount. This model insured a fixed cost for tenants and a dependable revenue source for owners. Tenants who could confidently commit to these agreements had business plans and revenue models that more than supported such a sizeable investment. However, we are now in a time riddled with numerous unknowns and businesses are being reasonably cautious.

Consider This… Variable Space Utilization Options

None of us knows what tomorrow holds or how our use of space might shift and evolve yet again. While workspace owners and landlords will have to choose what approach suits them best, offering multiple options will help maximize occupancy by diversifying their tenant pool. Solutions might include short-term leases, options for subletting and shared workspaces.

4. Cost vs. Benefit

Once based solely in metrics such as price per square foot, maintenance costs, and operational overhead, a cost-benefit analysis must now also consider whether a specific space provides benefits that minimize a newly inherent risk – an unhealthy workforce. This shifts the conversation from space generated revenue to tenant retention and attraction by exploring what a profitable space looks like in the future.

Consider This… A Healthy Workforce + Enhanced Space Performance = Sustained Profits Over Time

By enhancing overall health and safety of the built environment, space performance becomes a tool that effectively serves both current needs while increasing future profitability. To that end, desirable amenities would include touchless technology to support a mobile experience for tenants, destination dispatch for visitors, and door-to-desk tools for employees.

5. Ease of Protocol Implementation + Maintenance

In the age of COVID, the need for streamlined and efficient communication processes has become more urgent than before. As the need for safety procedures increases, i.e. health screenings and contact tracing, so does the need for timely communication in order to safely proceed with typical business.

Consider This… Tech at the Outset

The successful implementation of building protocols depends heavily on how easy it is for tenants to participate in once established. A useful solution would be an integrated, tenant-accessible dashboard capable of tracking space performance and utilization, cleaning and sanitizing measures, maintenance and repair requests, and exposure risks. In conjunction with a comprehensive onboarding process where tenants can get all their questions answered, gain familiarity with building amenities, and understand what data is collected, this approach would ensure compliance and streamline issue resolution.

By working TOGETHER, workspace owners, landlords and managers can better meet the needs and wants of tenants and establish a foundation for building success.

Here to Help You Succeed…

Splice offers a suite of services built for the day-to-day, long-term, and anything in-between. We’d love to discuss how we can help bring your organization’s vision to life.

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Building Success: Workspace Optimization

Connections

Insights and Information from Splice

Building Success

3 Workspace Optimization Strategies for Owners, Landlords, Managers, and Tenants

Posted by Kai Thompson  |  October 13, 2020

Preface

In addition to safeguarding the wellbeing of their people, organizations now find themselves striving to keep pace with the sudden acceleration in the advancement of workplace technology. To establish new business models and management practices that not only integrate the use of these technologies into their workforce but govern how people adapt to and work in partnership with the technology available to them.

Strategy without tactics is the slowest route to victory. Tactics without strategy is the noise before defeat.”

Sun Tzu

The Art of War

The idea of Building Success should be viewed as both an action and an outcome. The action(s) being innovation + continuous improvement of indoor workspaces, and the outcome(s) being improved performance + productivity of our workforce. As discussed in our earlier article, The Space Between, the Commercial Real Estate industry is experiencing a push toward Healthy Buildings as a standard. In the end, the true objective is not just to have healthy buildings, but healthy people.

We Must Begin with the End-User in Mind

When it comes to workspaces, the true End-Users are the employees that inhabit the spaces we build. How much do we know about our end-users? How much of our building design is tailored to what we know and/or understand about their needs, wants, and concerns?

As many people are gearing up to go back to work, they may have noticed a lot of new procedures in place to protect their health and safety. Some of them are easily implemented by owners, landlords, and facility managers but prove inconvenient to tenants and their employees.

1. Convenience

In the time of COVID, convenience can be a well-planned process that gets occupants through the door and to their workspace quickly and easily without compromising safety. Convenience can be easy access to actionable data to inform contract tracing, air and water quality, occupancy counts, and energy use. Convenience is scheduled and on-demand cleaning protocols that effectively demonstrate space readiness.

A useful strategy for building in convenience is to anticipate the variance of priorities between stakeholders, i.e. Owners, Landlords, Managers, and Tenants, and how those disparities ultimately impact employees.

For example, the use of high-level screening might be a convenient solution for a landlord but prove inconvenient for the tenants and their employees by adding 30+min to entry time, and for the facility managers responsible for staffing each entry point. A reasonable solution (or tactic) would be the use of touchless health screening kiosks that allow for quick and easy screening while minimizing virus transmission.

2. Reasonable Levels of Comfort

As people go back to work, comfort in the workspace will be realized by easy use of prescreening technology, low or no touch in person screening procedures, and social distancing signage and wayfinding. Comfort in the workspace will be maximized by space scheduling, reimagined collaborative spaces, and ample space allocated for employee wellness.

A useful strategy for maintaining reasonable levels of comfort is to anticipate multiple workflows by building in flexible options that give employees choices on how to safely interact with the space around them.

For example, traditional workflow models might maximize space utilization and minimize energy consumption, but with current social distancing needs, this approach is no longer feasible. A reasonable solution would be to double or triple your building’s turns of fresh air per hour. Such an approach wouldn’t necessarily cost much more in equipment, but it would increase your electricity bill.

3. Perception of Safety

When we begin with the end-user in mind, we should think about how they perceive their safety as they return to work. Their perception is based on how successful organizations are at communicating and enforcing their workspace safety protocols. Perception of safety is built on the clarity and transparency of the plan.

A useful strategy for increasing the perception of safety is the development of standard operating procedures that are easy to access (i.e. via website and apps), building wide communication that is clear and concise, and other messaging designed to increase employees’ confidence while in the workspace.

For example, while an alternating or staggered work force might help with social distancing it can degrade communication by compromising the consistent delivery of up to date safety information. A reasonable solution is utilizing indoor location and data platforms to not only track occupancy, proximity, and spacing, but use real time updates to communicate changes in workspace protocols. This added information helps to ensure compliance and ultimately increase the perception of safety.

By beginning with the end user, organizations can establish a foundation for building success.

Here to Help You Succeed…

Splice offers a suite of services built for the day-to-day, long-term, and anything in-between. We’d love to discuss how we can help bring your organization’s vision to life.

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The Workspace Dilemma: The Future in Present Tense

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Insights and Information from Splice

The Future in Present Tense

Three Dynamic Strategies for Managing Future-Fluid Spaces

Posted by Kai Thompson  |  September 28, 2020

Preface

In addition to safeguarding the wellbeing of their people, organizations now find themselves striving to keep pace with the sudden acceleration in the advancement of workplace technology. To establish new business models and management practices that not only integrate the use of these technologies into their workforce but govern how people adapt to and work in partnership with the technology available to them.

In a post-COVID world, purpose, potential, perspective, and possibility are no longer future-focused aspirations, but the reality of the here and now.”

Erica Volini

Deloitte Consulting LLP

Since the immergence of COVID-19, one of the most prominent lessons of our collective experience has been the true value of communing together. For the sake of community, people across the globe stayed apart from one another for the better part of this year. Organizations were sent scrambling in search of solutions that allowed work to continue despite physical distancing protocols that kept people in their homes and out of offices. In the face of unprecedented odds, the ideals behind connection, community, and collaboration managed to hold true and even sustain the very fabric of society. As we move forward into a new era—where health and safety have taken renewed importance—we must reimagine the workspace experience in its entirety. Here we outline three strategies for building a sustainable post-COVID future for your business.

1. Remote Work as a Culture and a Practice

It’s time to rethink how work gets done. In the wake of profound societal and organizational shifts, business leaders have the opportunity to redesign the future of work, building on the practices implemented as a means to surviving the crisis and integrating lessons learned as their people return to the workplace. Virtual teams can be challenging to manage, but with a clear strategy and the right set of tools, leaders can ensure that their unique culture transcends physical boundaries. Actions that managers can take to support remote employees include consistent communication, establish and manage expectations, focus on outcomes rather than activity, supply proper resources, be flexible, make time for team building activities and ‘non-work’ conversations. Another suggestion: Identify what jobs can be done remotely, as well as which jobs must be carried out in person, and to what degree. Roles can then be reclassified into three major employee segments: fully remote, hybrid remote, or onsite only.

2. Agile Workspace Configurations

Chart a new path forward by redesigning your workspace to support organizational priorities. It’s impossible to predict what technology or work-culture disruptor will strike next but staying flexible is the best way to ensure the longevity of your workspace. Agile workspaces – designed for maximum flexibility and hybrid functionality – empower employees to work how, where and when they choose, and give them all the technology and tools they need. Creating an agile office requires much more than simply transforming your physical space, it also requires a shift in organizational thinking.

3. Technology and Controlled Access (stage the return to work)

Using industry leading apps like inpixon to capture, interpret and visualize your building’s data can help make your indoor space(s) smarter, safer, and more secure by providing indoor mapping and contact tracing; identifying areas or assets within your space that require sanitation; configuring wayfinding paths and offering customizable navigation options to minimize unnecessary interactions; leveraging advanced indoor analytics to gain invaluable insights into how visitors and employees interact with your buildings and address complex and evolving needs across your enterprise on an ongoing basis.

Here to help you succeed

Splice offers a suite of services built for the day-to-day, long-term, and anything in-between. Whether you’re moving, growing, or evolving, we’re here to help you handle the finer details while doing the heavy lifting.

  • Need help managing your space? We offer schematic design, occupancy planning, tenant improvements, and FF&E planning services geared toward establishing and accommodating greater flexibility.
  • Need help measuring, evaluating, and adapting your space? Splice’s space utilization services can help you identify how much of your current space is being used versus what you actually need. We also offer staff and facility infrastructure augmentation to help you take swift, cost-effective action on high priority tasks.
  • Need help maintaining your space? In addition to our staff and technology augmentation services, Splice can work with you to build out your own real time interactive real estate management dashboard, giving you the ability to make informed decisions in less time and with greater confidence.

Connect with Splice

Need help deciding what your next “right” thing to do is? We’d love to discuss how Splice can help you bring your company’s vision to life.

Get In TouCh

The Workspace Dilemma: Flex Forward

Connections

Insights and Information from Splice

FlexForward

Managing, Measuring, and Maintaining YOUR Flexible Workspace

Posted by Kai Thompson  |  September 15, 2020

Preface

What is the true value of Face 2 Face communication? In the absence of it, what are the benefits that we can derive from virtual communication as a supplement rather than a substitute? What are the roadblocks and/or challenges to both and how do we overcome them?

The percentage of people that work virtually will no doubt be far less once the pandemic has passed, but it belies reason to think that the trend that was already present won’t jump ahead”

Scott Davis

Splice President

The inherent value in effective communication can’t be overstated. And while it’s true that Face to Face work will never cease to be, we now must adjust the lens through which we See it. We must consider the how, when, where, and why as well as the implications behind the choices made for face to face and/or virtual collaboration. As we’ve previously explored in The Workspace Dilemma and The Space Between, for many workspace owners, landlords, tenants, and managers, deciding what the next “right” thing to do is a common challenge. While the choice to do as little as possible might be tempting, we must all keep our heads up and eyes forward in order to be prepared and equipped to leap over the hurdles we’re all sure to face in the future…

1. Managing

Much of the resistance to supporting an increased percentage of mobile or at home virtual work has historically come from middle managers and their struggle to account for their people without seeing and counting them throughout the day. While it’s clear that the COVID crisis has blown a hole in that wall of resistance, the untethering of our workforce, by and large, has been an emerging phenomenon for more than fifteen years. Thanks to the advent and convergence of cell phones, laptops, WiFi, and cloud computing, prior to the pandemic it was not unusual for workstations to be empty more than half the day as workers moved to conference rooms, amenity spaces, off site 3rd party spaces, and yes, even home. So, the question becomes, why continue investing in large, fully equipped workstations that might often go unused? A possible solution: improve your shared and collaborative spaces by making them larger, better equipped and more supportive of mobile technology.

2. Measuring

While virtual customer interface has grown to become a widely accepted norm in many industries, professional and consultative organizations–that have historically relied strongly on face to face engagement–have long held out as the exception… Until now. From healthcare organizations to lawyers and financial advisors, companies are finding ways to pivot and flex. Take, for example, REI’s recent choice NOT to occupy their spectacular new space in Bellevue’s Spring District in favor of a decentralized approach that may come to include a mix of work from home as well as localized collaboration/workspaces. REI’s actions are similar to growing speculation that for many commercial and administrative spaces, there may be a move toward a “hub and spoke” model, where a relatively large space serves as a center for leadership and larger collaborations, while regional or even smaller neighborhood spaces support needs of workers closer to their home. It might be that a veritable combination of virtual collaboration, work from home and a high percentage of shared workstations holds the model together. Whatever that future model turns out to be, it’s clear that workspace managers must now find new ways to flex and adapt. To manage ever-changing spaces filled with people in highly varying numbers while adapting to an overall real estate strategy that is prone to shifting under their feet at a near moment’s notice. Unfortunately, in many organizations a single person often ends up “inheriting” facilities management in addition to their normal job function. For one person, this can quickly become an insurmountable task. A possible solution: engage temporary or long-term talent to support your ability to manage through the crisis and assist in establishing adaptable protocols for the long haul.

3. Maintaining

One of the biggest challenges for workspace managers–once they’ve jumped the many hurdles to update and enforce occupancy, engineering and janitorial systems and processes–is being able to monitor, interpret, and act on all that information. Having to look at numerous reports from several different systems is daunting and offers little opportunity to see how things might be related. A possible solution: centralized data collection, management, and reporting systems.

Here to help you succeed

Splice offers a suite of services built for the day-to-day, long-term, and anything in-between. Whether you’re moving, growing, or evolving, we’re here to help you handle the finer details while doing the heavy lifting.

  • Need help managing your space? We offer schematic design, occupancy planning, tenant improvements, and FF&E planning services geared toward establishing and accommodating greater flexibility.
  • Need help measuring, evaluating, and adapting your space? Splice’s space utilization services can help you identify how much of your current space is being used versus what you actually need. We also offer staff and facility infrastructure augmentation to help you take swift, cost-effective action on high priority tasks.
  • Need help maintaining your space? In addition to our staff and technology augmentation services, Splice can work with you to build out your own real time interactive real estate management dashboard, giving you the ability to make informed decisions in less time and with greater confidence.

Connect with Splice

Need help deciding what your next “right” thing to do is? We’d love to discuss how Splice can help you bring your company’s vision to life.

Get In TouCh

The Workspace Dilemma: The Space Between

Connections

Insights and Information from Splice

The Space Between…

Agile Approaches to Overcoming Today’s Workspace Planning Paradox

Posted by Kai Thompson  |  September 1, 2020

Preface

We are in a situation that none have faced in our lifetime. Members of the commercial real estate industry—those who manage workplaces and consumer spaces, as well as tenants and landlords—are all in a place where weighty near- and long-term decisions must be made. In the face of the current pandemic, many often find themselves having to doing so in the absence of critical information about what the “right” thing to do is. As queried in an age-old public health mantra, we must collectively ask ourselves: ”What do we KNOW? What do we THINK? What can we PROVE? And what do we DO?”

The Space Between conjures ideas of the unknown… the space between ideas, between answers, and how can we find strength in surrendering. Accepting living in the space between knowing how working in the office used to be and how we might work in the office in the future.”

Siri Nelson

Splice Project Manager

The idea of space optimization is shifting. Rather than just maximizing the capacity of every square inch, our focus as a society must now widen to include the safeguarding of our greatest asset—each other. The path ahead requires that we seek the true meaning of sustainability and efficiency. What does it look like to be good stewards of our resources while remaining cognizant of the impacts our actions have on the overall health and wellbeing of the very people who keep our economy going?

In order to better understand where we are and lay the framework for where we intend to go, we must look at how we got here and hold fast to the lessons learned.

1. What Was

Once the cold calculated jargon of operational efficiency translated our business and people into quotas, space requirements, and maintenance costs.  We have exhausted multiple workspace configurations—be it cubicles, benching, open layouts, or free address—that essentiality center around getting as many people into one space as possible. Ultimately saving money came before health of the employees. At the time the health of the company was not directly tied to the physical health of the employees. It was clear that our concept of workspace needed an overhaul, however we continued onward with a flawed system—applying band-aid fixes as we went. In the absence of any substantial challenges, we were lulled into a false sense of confidence, believing that what was could continue to be. And then along comes the challenge… COVID-19. A literal shock to the system.

2. What Now?

Our relationship with space is changing in leaps and bounds. We’ve come to realize that the environment in which people work matters. As a result, many of the forward-thinking initiatives that have lingered on the periphery are now in full focus (i.e. Healthy Buildings), while others that have garnered high levels of recognition are finding ways to pivot (i.e. the U.S. Green Building Council). We must consider the implementation of important safety measures alongside practical application, building confidence in the safe return to work without negatively impacting the emotional and psychological wellbeing of the very people we’re striving to protect. As a society we are now charged with simultaneously safeguarding the investments we’ve already made in our workforce while overhauling the hard assets that create the very framework in which they are intended to thrive.

3. What’s Next?

COVID-19 has created the impetus for our sector to change. Previously, resistance to change fueled by fear and anxiety, prevented us from making necessary course correcting adjustments.  To continue in similar fashion is to usher the sector back into a broken system. We should learn from challenges of COVID-19 and resist the urge to return to a system that does not work. What’s next, is growing from this challenge. When we get the opportunity to start over, we should take it, and begin again from a more informed place than we had previously. The sector needs new habits, and habits take a minimum of 3 weeks to form. Essentially, the future is now. What’s next is focusing on what’s now. What’s next is focusing on optimizing the health of your organization, which includes buildings, employees, and the subsequent space between, because when you optimize health, your business wins too.

Here to Help You Succeed

Is your organization confidently prepared to reopen or expand the occupancy of its space(s)? Have you established sustainable protocols to protect the H+S of your tenants and/or employees? Need help deciding what your next “right” thing to do is? Please get in touch!

We’d love to discuss how Splice can help you bring your company’s vision to life.

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The Workspace Dilemma: Data-Driven Solutions

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Insights and Information from Splice

The Workspace Dilemma…

Exploring Data Driven Solutions in a Post-Pandemic World

Posted by Kai Thompson  |  August 18, 2020

As businesses across the nation prepare to reopen following coronavirus lockdowns, many are wondering what will the return to work look like? During our recent Bisnow Webinar titled Data’s New Rules for the Office Space: How Data Can Drive Better Decisions Going Forward, Splice President, Scott Davis, sat down with Jordan Lott (Lake Washington Partners), Marc Weigum (Starbucks), and Doug Loates (TPCHD) to explore the important role data has played and will continue to play in the ongoing management of corporate spaces. While it’s true that each company’s unique set of needs means that no two transitions will look exactly alike, Splice has identified three key challenge areas that organizations and workplace leaders should anticipate as they look to bring tenants back into buildings…

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Navigating a New Normal

Online survey conducted July 30, 2020, of 342 webinar registrants.

Lack the Right Information
to confidently manage their commercial space(s) in the age of COVID.
N=311

Think a Data-Centric Approach
is Very Important
to re-opening and/or expanding occupancy of their space(s).
N=84

Have Inefficient Space Configurations
to keep a 6-ft distance between employees.
N=91

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We’d love to discuss how Splice can help you bring your company’s vision to life.

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