Future of Work: Signals, Shifts and Strategic Bets

Interested to start a peer-to-peer conversation amongst the occupiers on different space-as-a-service models and ways to balance out risk / reward of a scalable, on-demand workspace service with traditional leasehold procurement. When is it better for organisations to own or access future workspace services ? Are efficiency benefits offered by cooperativism in the sharing economy model better aligned to start-ups and flex workspaces where exclusive possession offer little value add ? Are bespoke managed office solutions crafted with building owner a lower risk solution to traditional serviced office / co-working operators ? What are the most import…

Interesting article in FT .. 'Stores still matter when it comes to online groceries' ... Stores still matter when it comes to online groceries | Financial Times (ft.com) Key Takeaways - Whilst online grocery spending has surged during pandemic, profiting from additional revenue is proving a challenge. "Bain estimates companies that use staff to fill online orders in a store and deliver them lose between 10 and 15 per cent on every order, depending on the delivery fees." The most cost-effective method to deliver online orders is to leverage "smaller, automated warehouses, often attached to a store". J Sainsbury, the UK’s second largest groce…

Whilst travel and hospitality are undoubtedly caught in the eye of the storm, when we look back in 12-36 months, which Industry will will face the greatest level of disruption as a result of the Covid-19 pandemic ? Has the predictable linear outlook for real estate changed forever? .. is increased autonomy in workplace choice here to stay ? Post your opinions and favour research / articles here.

Interesting McKinsey article attached (How COVID-19 is redefining the next-normal operating model) highlighting four key observations on pandemic driven changes to the corporate operating model - 1. Purpose sets priorities (enables rapid change in focus from multiple competing priorities to most critical objectives) 2. A flattened cross-functional structure focused on outcomes (moving from traditional hierarchies to decentralising cross-functional teams organised around outcomes / specific tasks) 3. People are reallocated, reskilled, and reenergized (coupling new virtual training programs with new technology and tools to empower employees and make organi…

Will rise of distributed working and advent of the 'globally distributed company’ correlate with / lead to broader adoption of flexible workforce arrangements (e.g. freelance, contract, outsourced etc.) ... i.e. an acceleration in the industrialisation of services ?