Transforming hybrid office management with an overarching dynamic delivery model

Abstract

The paper presents a detailed exploration of the concept of dynamic management in corporate real estate (CRE), which aims to maximise the utilisation of CRE assets in a changing work environment. This model links concepts across the real estate life cycle, including ownership paradigms, workplace engagement, culture and service delivery strategies. A core element is the implementation of flexible and adaptable space strategies, responding to shifts in demand patterns brought about by hybrid working trends. It also illustrates a realignment from peak demand planning towards managing average or median demand, leveraging technology to enhance space utilisation and deliver efficient on-demand services. The model further embraces change management principles, nudging employees’ behaviour to align with dynamic space supply strategies. The paper acknowledges obstacles in change culture and traditional mindsets while suggesting an incremental approach focusing first on environmental and experiential improvements before financial ones. The paper concludes that dynamic management, although challenging, provides an opportunity to ‘rewire’ an industry, leveraging learnings from both capital-intensive industries and other corporate business functions.