Is the learn/work environment just a space with a roof where people study and work from nine to five, or is it a means that can contribute to the organisational strategy and human health & well-being? The latter can certainly be the case, but then several business perspectives must be taken into account.
As a real estate/facility manager, do you know that frustrating feeling of always being one step behind with the changing accommodation needs of your organisation? How would you like to be one step ahead in terms of reducing costs, but at the same time proposing accommodation solutions that are in line with the organisational strategy and well-being of the occupants?
Accommodation is more than just overhead costs. The learn/work environment (consisting of physical, digital, and social) is a catalyst for people’s performance and well-being and therefore has a strategic impact. It is an important asset in the value creation of an organisation.
The learn/work environment can be compared to a rainbow spectrum. The seven colours of the rainbow are always present in white light. However, the spectrum is only visible through the refraction of light at different angles. For example, you can only see the contribution that the learn/work environment can make to the business strategy if you look at it from an integral business perspective.
The learn/work environment contributes to the organisational strategy. Seven business perspectives on how to contribute with the learn/work environment to corporate strategy. This puts the real estate/facility management department one step ahead of organisational changes.
- Be distinctive.
- From price to value.
- Image building.
- Integrate instead of coordinate.
- Team building.
- Meet and collaborate.