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Global Workplace Analytics — the experts in making
the business case for agile workplace strategies
In a rapidly changing world, workplace agility is a must.
Your workplace strategy and work practices must support a wide range of
business activities and be optimized to maximize employee:
Engagement | Productivity | Creativity | Innovation
And to stand the test of time, you must continually measure
the results you’ve achieved against organizational goals.
We are a globally-recognized authority on helping organizations do just that.
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We work with employers and communities to develop goals and measure the impacts of their workplace strategies. We convince stakeholders of the need for change. And we partner with a select group of workplace product and service providers in thought leadership and customer engagements.
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Our practice is informed by a proprietary database of over 4,000 documents on agile work, telework and telecommuting, alternative workplace strategies, workplace flexibility, employee wellness and well-being, and more.
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Here you will find tools you can use including a research roundup; white papers; company, employee, and environmental savings calculators; business cases; sample agreements; details on special topics such as ADA, tax, legal issues; and more.
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We have become one of the top global authorities on mobile and remote work and a trusted resource on a wide variety of workplace topics for for some of the most prestigious media outlets around the globe.
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Organizations that continue to use
19th Century workplace designs and
20th Century workplace practices to do
21st Century work
will not survive.
Let Us Help You Make the Case for Change!
We Have The Facts, We Have the Authority,
and We Speak C-Suite
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Insights are provided by WE:Research leader, Kate Lister. Kate is president of Global Workplace Analytics, a research and consulting firm dedicated to making the business case for workplace change. The opinions expressed herein are her own and do not necessarily reflect those of IFMA or the WE community.
Kate is not responsible for anything including, but not limited to, earthquakes greater than 4.0, crying babies, barking dogs, car alarms, and singing minstrels.
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Allsteel white paper points to identifies the need for a combined tactical, strategic, and business focus
"How does mobility factor into an organization’s real estate or workplace strategy within the context of increasingly collaborative work processes, an emphasis on positive workplace experiences, and new definitions of engagement and productivity? It all starts with creating your own definition of what mobility means that is aligned with the organization’s critical business goals, work processes, and culture."
Source: www.allsteeloffice.com
The paper stresses that before embarking on a mobility program, organizations need to understand how and where people are working now, managers' attitudes toward remote work and experience with remote teams, the workspace itself and how mobility might support critical work processes and business goals. Optimal results only come when tactics, strategies, and business impacts are aligned. It ends with a useful Mobility Assessment Tool and Program Checklist.
