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Coworking
(n.) The use of an office or other
working environment by people who are
4 million self-employed or working for different
new businesses
registered worldwide employers, typically so as to share
in just one year
equipment, ideas, and knowledge.
Oxford Dictionaries
1 Smallbizlabs 2014
2 World Bank 2015
3 Global Entrepreneurship Monitor Report 2015/16
4 NUMA 2015
5 Deskmag 2015
1st
HUB
Citizen
200 Space 1st
Coworking
75 space
100,000+
600
7,800
2015 Coworking
By the end of the year the number of coworking spaces
spaces globally was predicted to reach 7,800 globally
42%
of companies expect collaboration
63%
of companies say the main reason
with entrepreneurs to accelerate for using shared office space is the
disruptive innovation ability to collaborate
Source: The Boston Consulting Group 2014 Source: JLL 2015, Global Corporate Real Estate Trends 2015
56%
of CRE leaders reported increased
77%
of CRE leaders report
demand to support the wider increased demands from
corporate agenda around talent senior leadership to reduce
the operating expense of
real estate portfolios
Source: JLL 2015, Global Corporate Real Estate Trends 2015 Source: JLL 2015, Global Corporate Real Estate Trends 2015
There are a number of examples where companies have successfully employed coworking.
Four core models are emerging which can be applied by organisations seeking to
exploit the benefits of coworking.
privacy
Privacy is another frequently cited barrier to coworking. Many
companies fear a loss of intellectual property, ideas or other sensitive
information. This concern can be amplified further by the prospect of
potentially sharing space with competitors. Some element of private
space or procedures around sensitive information sharing can help with
risk mitigation. However, inevitably organisations will need to adapt
existing processes to manage potential privacy risks associated with
opening up their organisation to external coworking environments.
Culture Motivation
Some organisations introduce coworking, but only selectively Motivation can be a further barrier to the successful implementation of
coworking for certain individuals, groups of individuals or coworking. Companies need to be clear about their objectives and about
departments. Allowing selected groups to work in a more flexible what creates the most value for their organisations. Coworking which is
setting, which is different to the rest of the organisation, may breed imposed from the top down without due consideration of the user or
division or resentment amongst staff. Organisations can also miss employee experience is unlikely to yield the benefits most companies are
out on the opportunity to translate the benefits of coworking across seeking. By tailoring workplace solutions, companies can limit their
wider areas of the business. While it may not be practical to extend exposure to some of these barriers and achieve seamless integration of
coworking across the whole company, this needs to be carefully coworking into the established real estate strategy.
managed to avoid any risk of cultural clash.
Coworking is no longer perceived as a There is no one-size-fits-all model for coworking. The four examples
outlined in this paper come with their own benefits and risks. Companies
new age workplace practice, suitable only should first seek to understand what constitutes value for their business
for start-ups. More and more companies of and how the workplace can better support this. Solutions can then be
different sizes and from different industries developed to most effectively respond to the specific strategic objectives.
Creating a successful coworking space relies upon generating a sense of
are exploring the benefits. community, collaboration, and engagement amongst users. It is not simply
about creating another place to work. The experience itself is paramount
The coworking trend will create a number of implications for the to making coworking a success. Whether coworking is primarily seen as a
CRE strategy: tool for recruiting or retaining staff or used to foster innovation, it should
Coworking can be an effective tool for creating a more flexible ultimately aim to satisfy wider business objectives.
and cost-effective office environment
Innovative design can boost employee engagement and attract talent
Coworking provides an alternative work setting, which appeals
to the Millennial generation
The user experience is paramount to creating a successful
coworking environment
Organisations that aspire to innovate and want to tap into entrepreneurial
culture simply cannot ignore coworking. Coworking is a cost-efficient way
of creating a flexible environment, but, most importantly, it can provide a
range of intangible benefits for companies looking to improve their
competitive position.
With competition for talent also intensifying, the workplace is fast
emerging as a critical tool to support recruitment and retention.
Companies need to embrace the new reality of employees
expectations and technology enabled ways of working and adapt their
workplace strategies accordingly. An innovative design, focused on
flexibility and interaction in a well-connected location can boost
employee engagement and attract talent. In this context, coworking
can help companies appeal to different generations by providing a
choice of different work settings.
As more and more companies seek to incorporate coworking into their real estate
strategy, there are four key steps to consider:
Research contacts
Karen Williamson Tom Carroll Marie puybaraud
Associate Director EMEA Research Head of EMEA Corporate Research Global Head of Corporate Research
+44 (0)20 3147 1197 +44 (0)20 3147 1207 +33 (0) 632 879 748
karen.williamson@eu.jll.com tom.carroll@eu.jll.com marie.puybaraud@eu.jll.com
Anastasia Sandstrom
Senior Research Analyst UK Research
+44 (0)20 7087 5713
anastasia.sandstrom@eu.jll.com
jll.com
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