Purpose – To explore current practice and integrate proposed concepts from academic literature into a more comprehensive conceptual framework for workplace solution planning that is applicable to professional services firms. The paper aims for facilitating holistic considerations of strategic opportunities and, therefore, may enhance approaches in the early stages of workplace transformation projects. It also presents a critical reflection of the contemporary cost reduction paradigm.
Design/methodology/approach – Review of literature from a wide range of academic disciplines and practitioners.
Findings – In the realm of contemporary workplace solutions there is little evidence to be found of an evolution of CREM towards a truly strategic discipline but it still appears to be focused on operational metrics in the aftermath of the greatest recession after World War II.
Originality/value – This paper integrates findings and theories from different disciplines in order to create a contextual understanding about the nature of knowledge work and the requirements for productivity-focussed workplace solutions in multinational professional services firms.
Table of Content
1 INTRODUCTION AND OBJECTIVES
1.1 Strategy, CREM and Workplace Solutions
1.2 Professional Services and Knowledge Work
1.3 Strategic Driving Forces and CRE Strategies in P-KIBS Firms
1.4 Objectives
2 LITERATURE REVIEW
2.1 Integrated Resource and Infrastructure Solution
2.2 The Business and HR/Office User Perspective
2.2.1 Work tasks, styles and roles in professional services firms
2.2.2 Significance of the workplace in a generational and cultural context
2.3 The CREM and Finance Perspective
2.3.1 Resource and infrastructure costs in a multinational context
2.3.2 Performance Measurement
3 CONCEPTUAL FRAMEWORK
4 CONCLUSIONS
Research Objectives and Key Topics
The primary objective of this paper is to bridge the gap between corporate real estate management (CREM) and strategic business objectives by developing an integrated conceptual framework. The study investigates how workplace design can be aligned with knowledge work processes and human resource needs, specifically within the context of multinational professional services firms, while critically assessing the common focus on cost-reduction paradigms.
- Integration of HR, IT, and CRE perspectives for holistic workplace planning.
- Evaluation of knowledge work characteristics and their impact on office space requirements.
- Analysis of the relationship between workplace design, employee productivity, and corporate strategy.
- Critique of the cost-reduction paradigm in favor of value-added workplace solutions.
- Consideration of multi-generational and cultural aspects in modern office environments.
Excerpt from the Book
1.1 Strategy, CREM and Workplace Solutions
In order to achieve superior performance in a competitive and dynamic environment and, hence, create shareholder value as the primary goal of any enterprise, top management defines the business strategy leveraging sustainable CA based on a strategic fit of strengths and weaknesses of the business unit on the one hand (resource-based view/inside-out approach; Rumelt, 1984; Wernerfelt, 1984; Porter, 1985; Prahalad and Hamel, 1990; Barney, 1991; Hall, 1993) and opportunities and threats in its macro- and micro-environment on the other hand (industry-structure view/outside-in approach; Ansoff, 1965; Andrews, 1971; Porter, 1980). The selected business strategy needs to be translated consistently into functional strategies for the entire value chain (Porter, 1985) including corporate real estate as a secondary activity supporting the primary activities, which produce the market output customers pay for.
As, eventually, shareholder wealth is primarily influenced by revenues and costs, especially the expectation of future potential revenues and costs, strategies should, according to Porter’s (1985) seminal work, focus either on one or the other side of the coin depending on their individual strategic fit. The author suggested two alternative generic ways of competitive positioning that he termed differentiation on product/service quality and cost leadership either with a broad market scope or a niche focus.
In a later article, Porter (1996) stressed that CA results from the selected combination of consistent and reinforcing activities, i.e. the fit of the entire ‘activity system’ that is different from that of rivals, which generates sustainability and forms the essence of strategy, i.e. a unique and valuable position. He pointed out, that, while important for achieving superior performance, pure operational effectiveness (OE) must not be confused with strategy since this can easily be imitated by competitors. OE includes but is not limited to efficiency and means performing similar activities better than competitors, whereas strategic positioning means performing different activities or similar activities in different ways.
Summary of Chapters
1 INTRODUCTION AND OBJECTIVES: Outlines the strategic context of workplace planning and establishes the research objectives regarding the alignment of CREM with corporate strategy.
2 LITERATURE REVIEW: Examines academic concepts on integrated infrastructure, user perspectives in professional services, and the financial dimensions of workplace performance.
3 CONCEPTUAL FRAMEWORK: Proposes a new model for strategic workplace solution planning that integrates resource, process, and human factors within a business-centric context.
4 CONCLUSIONS: Synthesizes the findings, arguing for a shift from pure cost-cutting to value-adding workplace strategies tailored to professional services.
Keywords
Corporate real estate management, Strategy, Workplace, Knowledge work, Performance measurement, Professional services firms, Competitive advantage, Activity-based office, Employee productivity, Workplace transformation, Human resources, Multinational, Cost effectiveness, Office innovation, Sustainability.
Frequently Asked Questions
What is the fundamental focus of this research?
The work focuses on how multinational professional services firms can move from a tactical, cost-driven approach to a strategic, value-added approach in planning their workplace solutions.
What are the central thematic fields addressed in the paper?
Key themes include the alignment of corporate real estate with business strategy, the nature of knowledge-intensive business services (KIBS), the significance of human factors in office design, and performance measurement.
What is the primary objective of this study?
The objective is to contribute a comprehensive, holistic conceptual framework that links workplace design to sustainable competitive advantage, specifically considering the needs of knowledge workers.
Which scientific methodology is applied?
The paper employs a conceptual methodology involving an extensive review and synthesis of academic literature from multiple disciplines, including strategic management, corporate real estate, and human resources.
What core topics are covered in the main section?
The main section explores the relationship between strategy and CREM, analyzes work styles and tasks within professional services, discusses the "three Ps" (people, processes, places), and evaluates cost versus value dimensions.
How can the key characteristics of this work be summarized?
The paper is characterized by its multidisciplinary integration, a critical stance on cost-reduction paradigms, and a focus on aligning physical workspace with organizational productivity in the knowledge economy.
Why is the "value shop" model mentioned as significant for professional services?
The "value shop" model is identified as more suitable than the traditional industrial "value chain" for professional services because it better represents the cyclical and iterative nature of problem-solving for clients.
What is the role of the "three Ps" framework in this study?
The "three Ps"—people (HR perspective), processes (business unit perspective), and places (CREM perspective)—form the core components of the proposed integrated planning framework.
How does the author evaluate the "one size fits all" approach to office design?
The author argues strongly against a standardized "one size fits all" approach, emphasizing that workplace solutions must be tailored to specific industry, task, culture, and market differences.
- Citar trabajo
- Diplom-Kaufmann Thilo A. Bäß (Autor), 2014, Towards a Strategic Approach to Workplace Solution Planning for Multinational Professional Services Firms, Múnich, GRIN Verlag, https://www.grin.com/document/455174
