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Global Workplace Analytics helps organizations and communities

understand and communicate the business case

for emerging workplace strategies such as

telecommuting, hoteling, desk sharing, agile work, open office, flexible work, and wellness programs.

In a rapidly changing world

Engagement • Productivity • Creativity • Innovation

Must — and can — be quantified

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Reliable, fact-based analyses derived from over 4,000 documents on agile work, telework and telecommuting, alternative workplace strategies, workplace flexibility, and worker wellness and well-being



Tools you can use including a research roundup, white papers, company and employee savings calculators, business cases, sample agreements, details on special topics such as ADA, tax, legal issues. and more



When you need to convince someone, we can help you make the business case for workplace strategies such as mobile work, telecommuting, flexible work, office hoteling and more.



Story ideas for writers, speeches and presentations for plagiarizers, press coverage for Mom; plus PR materials , news releases, random thoughts, and some digital detritus we couldn’t fit anywhere else


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We Can Help You Make The Case For Change

Today’s companies can’t use

19th Century organizations


20th Century management

to do

21st Century work

We Make The Case For Place

Based on our work with public and private sector employers and an examination of over 4,000 documents, case studies, and research papers, we’ve built models to quantify the economic, societal, and environmental benefits of alternative workplace strategies for the US, UK, and Canada. Hundreds of organization and community leaders have used our custom models to make their own case for workplace change.

Global Workplace Analytics conducts independent research and consults on emerging workplace issues and opportunities. We specialize in making the management case for workplace flexibility, well-being programs, mobile work, activity-based work settings, and other agile workplace strategies.

ROI Calculator™ Creates Your Validated Business Case


4,000 Sources

600 Calculations

100 Variables


We Have The Facts and We Speak C-Suite


United States Government Accountability Office 2016 Report:
Global Workplace Analytics calculator is comprehensive and based on solid research.


Recent Posts

Some theories about why IBM is moving 5,000 of its tech people back to the office

Some theories about why IBM is moving 5,000 of its tech people back to the office

IBM pioneered telecommuting. Now it wants people back in the office.

That IBM called back its employees anyway is telling, especially given its history as 'a business whose business was how other businesses do business.' Perhaps Big Blue’s decision will prove to be a mere stumble in the long, inevitable march toward remote work for all. But there’s reason to regard the move as a signal, however faint, that telecommuting has reached its high-water markand that more is lost in working apart than was first apparent.

The communications technology offering the fastest, cheapest, and highest-bandwidth connection is still the office.”


This thoughtful article by Jerry Useem in November’s Atlantic offers several rationales for IBM’s about face on remote work, including:

  • Need for “collaborative efficiency” – some studies indicate that groups can solve problems faster when working in proximity.
  • Research by Ben Waber, a visiting scientist at MIT, who found that people working in an office together traded an average of 38 communications about a problem vs. an average of 8 communications if the workers were in different locations.
  • “Radical collocation” – a term coined by Judith Olson, a researcher at UC Irvine. In the late 90s, Ford Motor Company let Olson run an experiment with six teams working on the exact same problem. All six teams worked in war rooms near each other. and all completed their software development projects in about a third of the time normally required for such work.


Our take: These studies by no means prove that remote work is less efficient than co-located work, but they help us understand why some companies might be swayed by reasoning that backs up their hunches.

0 / / Nov 30, 2017
How Adam Neumann, cofounder and CEO of WeWork, organized $20 billion in funding with one meeting

How Adam Neumann, cofounder and CEO of WeWork, organized $20 billion in funding with one meeting

"At $20 billion, WeWork is the most valuable startup in America outside Uber and Airbnb. The bet: rather than just building co-working spaces, it's going to change everyone's office experience.

Softbank would invest $3 billion directly into WeWork. Neumann's team would build and manage the offices, and Softbank would handle the local relationships. Valuation: $20 billion. WeWork, which straddles real estate, hospitality and technology, was now worth about the same as hotel operator Hilton Worldwide."


Business deals are breaking boundaries too. At the end of their taxicab meeting, Son emailed a photo of their “digital cocktail-napkin contract” to Neumann and their business relationship was sealed.

0 / / Nov 30, 2017
How do you keep remote workers from feeling like second-class citizens?  

How do you keep remote workers from feeling like second-class citizens?  

Many employers, however, “have let remote work happen rather than make it happen. They haven’t done the (management) training,” says Kate Lister, president of consultancy Global Workplace Analytics.



It's all too easy to forget that person who dialed into the meeting remotely (and for them to forget about you). Good communication doesn't just happen, you have to make it happen. That's true for face-to-face or remote employees. Dell, National Equity Fund, and many others make it work in a big way and reap the benefits in attraction/retention, engagement, cost reductions, and more.

0 / / Nov 17, 2017

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