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1、Shifting to future-fit workplacesNovember 2023Technology office spacesGlobal R Jones Lang LaSalle IP,Inc.2023The landscape04Back to the office05.or not?06Increasing density and amenities08Bright,airy,sustainable09Balancing flexibility and productivity10Rightsizing portfolios12Table of ContentsThis r

2、eport is interactive!Click on the topics to go directly to each section.To come back to this page,use the buttonlocated in the top right corner of every page.2Table of Contents|Technology office spacesExecutive summary03Changing spaces14Optimizing for hybrid15What does adapting to hybrid look like?1

3、6Before you design17Finding the balance18Defining success19Iterate toward success20 Jones Lang LaSalle IP,Inc.2023Executive summaryTech leaders are adapting to a changing environment3Tech companies experienced rapid growth in the last few years.Between 2019-2021,the top 100 companies expanded their

4、office footprint by 6%and the top 10 companies added almost one million employees.However,as revenues plateaued and interest rates rose,the focus has shifted to cost management,portfolio optimization,and balancing new workplace expectations and priorities.Facing this changing landscape,technology le

5、aders need to examine their workplace strategy and decide how to adjust spaces accordingly.Workplaces that suited before may not fit well with new hybrid policies.To adapt,tech companies need to:Find a balance between competing priorities Assemble the right team to redesign or adjust spaces Define s

6、uccess with measures suitable for their organization and continue to evaluate and iterateExecutive summary|Technology office spaces$0$50$100$150$200$250$300$350$400$450$5000.01.02.03.0Jun-19Sep-19Dec-19Mar-20Jun-20Sep-20Dec-20Mar-21Jun-21Sep-21Dec-21Mar-22Jun-22Sep-22Dec-22Mar-23Jun-23Quarterly Reve

7、nue(USD millions)Total employees(millions)EmployeesRevenueSource:S&P Capital IQ,Top 10 tech companies by market capitalization as of 10/3/2023After rapid growth,increases in revenue and employees have slowed for top 10 tech companies,leading them to examine their real estate footprint Jones Lang LaS

8、alle IP,Inc.20234The landscapeWhat is top of mind for tech businesses right now?Reducing operating costs,sustainability and portfolio reduction ranked as the top three priorities for technology companies.Source:JLL Work Dynamics survey,Aug 2023To act on these top priorities,companies are:Returning t

9、o the office in more efficient,enhanced,sustainable spacesOptimizing portfolios to reduce operating costsDefining a workplace strategy,balancing productivity and flexibilityPrioritizing collaboration and connection0%10%20%30%40%50%60%70%80%90%100%Reducing operating costsSustainabilityPortfolio reduc

10、tionEmployee experienceDiversity,equity,and inclusionHealth and wellbeingPortfolio expansionOtherPriorities ranked from most important(1)to least important(8)12345678 Jones Lang LaSalle IP,Inc.20235The landscape|Technology office spacesBack to the officeThough many tech leaders were proponents of ex

11、tended remote work at the start of the COVID-19 pandemic,by late 2023,these same CEOs pivoted again to requiring a minimum of three days in the office,citing advantages of in-office work for collaboration,culture,retention and training.Leading companies in tech remain spread across the spectrum of t

12、he workplace strategies and attendance policies,but there is a marked shift toward in-office requirements with hybrid strategies.79 percent of tech companies in our survey encouraged employees to be in the office at least part of the time.Collaboration,culture and social connection are the most impo

13、rtant drivers when it comes to encouraging employees to return to the office.Almost half of remote employees report that they missed human interactions,like socializing with colleagues,face-to-face work and the common bond that comes with in-office work,as reported in the Workforce Preferences Barom

14、eter.Potential gains in productivity rank more highly for tech companies;many occupiers see the return to officeboosting currently lagging outputs.The most often cited objection to returning in-officefrom employees in JLL surveys is the commute.Tech companies are considering increasing commuting sti

15、pends to overcome this objection,with 12%considering adding a stipend and 31%with this benefit in place already.Source:JLL Work Dynamics survey,Aug 202392%69%62%58%38%35%31%27%19%19%12%87%61%47%51%32%39%32%18%25%23%11%0%10%20%30%40%50%60%70%80%90%100%Face-to-face collaborationCultivating cultureIncr

16、eased social connectionsPotential productivity gainsIncreased innovationAbility to manage peopleMentorship and developmentFocus on well-beingTechnology capabilities and resourcesImproved onboarding and trainingIncreased cybersecurityPercent of respondentsMotivator for in-office work Collaboration an

17、d culture are top motivators for encouraging in-office workTechnologyAll Jones Lang LaSalle IP,Inc.20236The landscape|Technology office spaces.or notGlobally,21%of JLL clients in the tech sector encourage employees to choose their own work location without emphasizing office attendance.In North Amer

18、ica,38%of clients allow their employees to choose work location without mandating time in the office.Tech companies remain spread across a spectrum of in-office,remote and hybrid work strategies.While 12%of companies previously had a stipend for home office setups but phased it out,another 12%are co

19、nsidering adding it.Source:JLL Work Dynamics survey,Aug 2023Despite the headlines pushing a return to the office,there are tech companies that remain confident in a remote-first or employee-choice strategy.This approach allows firms to compete for top talent anywhere,and they often view it as a recr

20、uiting advantage.Many applicants still show a preference for remote flexibility,even as companies are opting for a return to office.Though only 9%of postings on LinkedIn were for remote jobs in August 2023,remote jobs attracted 44%of applications,according to the State of the LaborMarket Report.21%1

21、4%79%87%0%20%40%60%80%100%TechnologyAllTech companies allow for more flexibility and employee choice for work location than other industries Company encourages employees to choose work location and notnecessarily work from the officeCompany encourages employees to work from the office at least someo

22、f the time15%14%12%8%62%71%12%7%0%20%40%60%80%100%TechnologyAllSome tech firms offer a stipend for home office setupIn placeBeing consideredNot in placeWas in place but no longer Jones Lang LaSalle IP,Inc.20237The landscape|Technology office spacesConnecting a distributed workforce46%Tech firms with

23、 more than half of their workforce in a remote work style sayemployee experience is among their top three priorities71%Tech companies that do not require office attendance use social events to connect remote employeesAtlassian,a developer of collaboration software,decided to give employees complete

24、flexibility,defining their approach as Team Anywhere.This distributed work model allows employees to choose to work from home,a co-working space,a third place,or an Atlassian officeas the employee sees fit.Teams connect three to four times per year in an Atlassian office to promote belonging.To empo

25、wer employees to be autonomous and productive,Atlassian leaders established protocols such as defaulting to written asynchronous communication and shifting meetings to virtual if even one person is not physically in the same room.Social events are key to connecting Atlassians,and they established an

26、 International Gatheringprogram to connect employeesboth inside and outside the office.“We use the term distributed work because were all about flexibility and autonomy.Atlassians can choose to work from one of our offices,or not,on any given day.Were not precious about where work happens.But we car

27、e a lot about how it happens.Source:JLL Work Dynamics survey,Aug 2023 Jones Lang LaSalle IP,Inc.2023When returning to the office,many technology When returning to the office,many technology employees find themselves in denser but more employees find themselves in denser but more amenityamenity-richr

28、ichspace.space.As small-to mid-cap tech companies evaluated their current and future space with JLLs Workplace Strategy team,they envisioned the space per person declining but total rentable square feet for these projects increasing.This demonstratesthat these tech firms expect a growing headcount w

29、ithout expanding footprint,achieved in part through increasing seat-sharing ratios to just over two people per seat.8The landscape|Technology office spacesIncreasing density and amenitiesTo encourage employees to return to the office,tech companies have invested more in workplace technology and amen

30、ities.Nearly all corporate occupiers93 percentare willing to pay a premium for tech-enabled space,according to JLLs 2023 Global Technology Survey.Source:JLL Work Dynamics survey,Aug 2023Enhanced office amenities/spacesEnhanced office technologySpecial events50%45%65%55%69%46%31%24%27%22%15%21%15%29%

31、8%22%15%29%4%2%1%3%0%10%20%30%40%50%60%70%80%90%100%TechAllTechAllTechAllTech companies are providing better offices and events to encourage employees to work from the officeIn placeBeing consideredNot in placeWas in place but is no longer Jones Lang LaSalle IP,Inc.20239The landscape|Technology offi

32、ce spacesBright,airy,sustainableBehind reducing operating costs,sustainability ranked as the second-highest priority for technology companies.Tech leaders are pushing beyond certifications,innovating to incorporate sustainability and circular economies into their space and reduce their carbon footpr

33、int.Sustainability in tech real estate helps achieve overall company goals and potentially cut costs by decreasing energy consumption.Bs Amsterdam HQ incorporates anunder-floor air distribution system and generous daylight.Sustainable design features allowed it to achieve a BREEAM Excellent design c

34、ertificate.Ubers San Francisco HQ incorporates openable windows to reduce the need for mechanical ventilationand features water collection and solar harvesting systems.According to the 2023 Google Environmental Report,Googles Bay View campus is all-electric and netwater-positive,incorporating princi

35、ples of circular design and advancing the company toward its goal of net-zero emissions and 24/7 carbon-free energy by 2030.Atlassians new Sydney headquarters will be the tallest commercial hybrid timber towerin the world,with a naturally ventilated open garden space on each level.This allows it to

36、use outdoor air instead of mechanical ventilation,reducing its carbon footprint.Salesforce Tower in Chicago is all-electric,with no on-site use of fossil fuels,and pursued the Fitwel certification.Jones Lang LaSalle IP,Inc.202310The landscape|Technology office spacesBalancing flexibility and product

37、ivityOptimizing a hybrid policy requires a delicate balancing act between allowing employees the flexibility to help them flourish and facilitating the connection and collaboration to make the organization its most productive.Studies on hybrid and remote work as it correlates with productivity have

38、generated varying results:Working from home saves 72 minutes on average each day,of which 40%of the time savedis dedicated to primary and secondary jobs.Managers believe employees who work remotely are less productive,while employees believe they are more productive.The National Bureau of Economic R

39、esearch found that workers randomly assigned to work from home were 18%less productive than those in office.A study of more than 10,000 staff at an IT company in Asia during theCOVID-19 pandemic showed an 18%increase in hours working with a decrease of productivity by 19%,due in part to more time sp

40、enton communication.One consistent theme in hybrid and remote work research is that onboarding and training new talent is challenging in a remote environment,even with improved technology.Further,a lack of training and integration within the culture upfront can lessen an employees performance and te

41、nure with a company.A 2022 survey found that 36%of remote workers found their onboarding confusing,and 63%said they were likely to look for a new position after their onboarding experience.Jones Lang LaSalle IP,Inc.202311The landscape|Technology office spacesDetermining hybrid strategyThe disconnect

42、 between the number of days employees work and how many days they would like to work from the office is narrowing.JLL benchmarking data showed that as of Q3 2023,employees worked 3.1 days in the office but expected to work 2.8 days.This discrepancy may stem from a disconnect between employee/manager

43、 interpretations of productivity.A Microsoft Worklab study found that 87%of employees report they are productive at work,while only 12%of leaders had full confidence that their teams are productive.Some tech companies have incorporated a work-from-anywhere approach that gives employees the autonomy

44、to determine where they can be most productive,creating alluring workspaces for collaboration and engagement when needed.Others have determined that in-person training,mentoring and collaboration outweigh some talents preference for telecommuting.Many tech firms with a preference for in-office work

45、are implementing both“sticks”(mandates,attendance tied to performance)and“carrots”(better amenities,enhanced workspaces or special events)to improve attendance.Finding the balance is the key for talent recruitment and retention.Balancing short-and long-term goals for both employees and leaders is cr

46、itical to success and the adoption of a hybrid policyEmployeesBusiness leadersShort-termLong-term Work-life balance Flexibility Productivity(no commute)Job opportunities Career growth Fulfillment Social/business network Health and well-being CRE cost savings Employee satisfaction Retention Geographi

47、c rangefor recruiting Performance Retention Company culture Innovation and creativity Resilience Risk and governance Performance Jones Lang LaSalle IP,Inc.202312The landscape|Technology office spacesRightsizing portfoliosTech companies report that they have more unusedspace than other industries,lea

48、ding to opportunities to re-evaluate portfolios.After oversubscribing to space during a period of rapid growth,tech firms are rightsizing real estate portfolios.From 2019 to 2021,the top 100 technologycompanies expanded office portfolios in a landlord-favorable market by 14 million s.f.to accommodat

49、e workforce growth and protectively lease space for future needs.When economic growth slowed,these companies offloaded underutilized space,adding 10 million s.f.of sublease space in Q4 2022 and Q1 2023.As needs for hybrid work become clearer,some of this space will be withdrawn to accommodate for hi

50、gher office attendance.Source:JLL Work Dynamics survey,Aug 202312%42%39%0%6%14%25%31%12%11%0%10%20%30%40%50%Less than 20%20%to 39%40%to 59%60%to 79%80%or moreIn-office attendance on a typical dayTechnologyAll Jones Lang LaSalle IP,Inc.202313The landscape|Technology office spacesFuture forecast:Tech

51、firms split on real estate strategiesSmaller midcap technology companies that partnered with the JLL Workplace Strategy team from January 2021 to July 2023 anticipate expanding their footprints by about 50%in the future.While portfolio reduction was the trend for tech clients over the last 24 months

52、,tech leaders remain divided on real estate strategy for the next 3-5 years,with 36%saying their portfolio will expand.Some of this trend is driven by companies cutting too much in 2023 and needing to expand space again to accommodate new growth and more employees returning to the office.Adapting sp

53、ace for hybrid work and more collaboration can also increase overall footprint compared to dedicated desks.3%9%24%15%3%15%12%9%9%0%10%20%30%Next 3-5 years3%9%18%33%6%9%9%9%3%0%10%20%30%40%Past 24 monthsUnsure+30%+20%+10%Unchanged-10%-20%-30%Less than-30%36%of technology companies expect their portfo

54、lio to grow52%of technology companies expect their portfolio to shrink9%are unsure on their portfolio strategy they need more understanding of their space and needsSource:JLL Work Dynamics survey,Aug 202364%of respondents reduced their portfolio in the last 24 months Change in tech companies portfol

55、io size in the.vs.Jones Lang LaSalle IP,Inc.202314Changing spacesWe are still in the early stages of adapting office space for hybrid or remote-focused strategies.New leasing has slowed across the tech sector,and like all industries,many are opting for renewals rather than signing new leases.Spaces

56、can be adapted slowly as the picture becomes clearer for how workplace facilitiesneed to change for evolving proven practices.How it started How its goingOffices are moving from assigned desks and enclosedmeeting spaceto more collaboration space,shared seating and modernized floor plans 132Headcount

57、132Workstations226Total seats0Lockers180Headcount67Workstations274Total seats150Lockers Jones Lang LaSalle IP,Inc.202366%19%12%3%0%45%24%13%11%7%0%10%20%30%40%50%60%70%Flexible work but in-officerequirementFunction drivenEmployee choiceFixed daysOther,please specifyTechnologyAll15Changing spaces|Tec

58、hnology office spacesOptimizing for hybridTech companies taking a hybrid approach have more flexible policies than in other industries.More than half of surveyed tech firms have reworked real estate portfolios to optimize for hybrid workplace strategies.Allowing choice of which days employees work f

59、rom the office creates more flexibility,but some tech companies find specifying in-office days facilitates culture-building and cross-department collaboration.Flexibility on when employees work in office creates space-planning challenges like ensuring theres enough space available for everyone on pe

60、ak days(Tuesday through Thursday typically),and there isnt too much emptyspace on quieter days.Technology firms offer a variety of hybrid workplace strategies,especially compared to other industriesTechnology companies report a higher percentage of their offices have been adapted for hybrid work55%o

61、f technology businesses report more than half their portfolio is optimized for new ways of working.The flip side of this is that over 40%of tech firms report their portfolios are not ready for hybrid work.Adapting for hybrid isnt just about space.Policies and culture need to be evaluated to achieve

62、goals of collaboration,connectivity and productivity.For example,if an employee is at the office but solely in virtual meetings or wearing headphones,is their attendance contributing to the goals of the workplace?Source:JLL Work Dynamics survey,Aug 202315%27%3%27%27%29%22%10%21%19%0%5%10%15%20%25%30

63、%35%0-19%20-39%40-59%60-79%80-100%Percent of respondentsPercent of portfolio adapted for hybrid work.TechnologyAll Jones Lang LaSalle IP,Inc.202316Changing spaces|Technology office spacesWhat does adapting to hybrid look like?Predominant approaches to adapting workspaces to accommodate hybrid work i

64、nclude switching to unassigned seating,setting up team neighborhoods and increasing tech-enabled collaboration space.Workplaces designed for hybrid often have a higher level of“we”space(collaboration spaces,break rooms for socializing,conference rooms)than“me”space(dedicated desks,enclosed offices).

65、Neighborhoods for collaboration,rather than an open office,are a common feature of hybrid workplaces,enabling teams of 20-50 people flexible space to work individually and in focused groups.With increased concerns around cost,the focus is more on structured collaboration in these spaces,while casual

66、 collaboration is encouraged in caf areas.Seamless technology is essential for a hybrid workplace.Tech that allows for easy reservations for desks and meeting rooms enables productive work.To encourage connection,apps can be adopted to find out whos in the office or open to sharing a space.Small,tec

67、h-focused meeting rooms for two to three people are becoming more common,with seating arrangements that allow all people to participate fully.Intentional design and access in a shared workspace is not only key to transitioning to hybridits also an opportunity for DEI.Adjustable workstations with erg

68、onomic seats and badge-operated lockers allow for personalization and accommodation while facilitating a sense of inclusion and belonging in the office.Focused,quiet spaces allow for crucialheads-down individual work.Its vital to provide a balance between collaboration and focus areas throughout the

69、 office to encourage attendance and engagement from individual contributors and to retain neurodiverse talent.Jones Lang LaSalle IP,Inc.202317Changing spaces|Technology office spacesBefore you designAssemble a cross-functional teamFocus on the goalUseutilization tech The right office space is not ju

70、st a physical desk or room where someone can work;it helps support the work of those within it.This requires a multifaceted approach to design along with perspective on the overall company goals.Real estate is not just a financial decision;it affects how people work,connect and are productive.Evenpr

71、e-2020,HR and DEI departments had a seat at the table for real estate decisions,as real estate assisted with employee recruitment and retention in a tight labor market.In the hybrid world,technology also plays a huge role in making spaces useful for both in-person and hybrid workers.Incorporating fe

72、edback from individual team leads helps ensure the space works for their unique balance of focused and collaborative work.Questions for designing a hybrid space are no different than for designing typical office space.What is the ultimate goal of the people using the space?(Are they writing code for

73、 products,analyzingfinancials,creatives working on designs?)How does this space support this goal?How many people are using the space?How are they using the space?Will employees do focused or collaborative work or a mix of both?What tools do people need to do their work?Through automated workplace t

74、racking systems and data analysis,technology is helping tech companies understand and optimize their real estate.Tech firms know better than most how critical having the right tools,data and analytics can be for operations.The 2023 Global Technology Survey found that occupiers are not getting enough

75、 from their workplace tech,and they need better solutions to understand how people are using space.Proptech is rapidly innovating to collect data on how a workplace is used and assist with space planning.JLL partnered with Zyngas real estate and HR teamsto build a space that functioned for a hybrid

76、model and embodied their culture of play by rethinking about how employees would work and how the space could support their unique goals.To understand the true utilization of their space,a Boston-based cybersecurity company partneredwith JLL.Using VergeSensewhich tracksoccupancy ratesthe company adj

77、usted its space,achieving significant cost savings and improving employee experience.A large technology company wanted to strategically transform its workspace to better attract and retain talent.Partnering with JLL,it leveraged Saltminea space planning and workplace optimization systemto collect an

78、d analyze data.With the actionable insights from industry-leading proptech,the company developed a human-centric workplace strategy,improving employee satisfaction.Jones Lang LaSalle IP,Inc.202318Changing spaces|Technology office spacesFinding the balanceBetween flexibility and specificityBecause di

79、fferent teams and departments within an organization have different goals,a one-size-fits-all approach is not ideal for a tech organization.However,designing for too much specificity makes it difficult to shift if the department mix in anoffice changes.Modular furniture setups and design can help wi

80、th the shift between a focused workspace and a more collaborative space.Between condensed space and employee satisfactionSeat sharing or hotel desking is a quick way to optimize space for hybrid work if all employees are not in the office each business day.Technology companies are morelikely to impl

81、ement this approach than other industries.Shared seating still must accommodate for peak days(Tuesday through Thursday)in the office,especially ifin-office days are mandated.Space and furniture must also allow for customization of comfort to prevent affecting employee satisfaction and productivity i

82、n a setting without dedicated space.Between collaboration and focusTech companies rank the top three priorities in returning to the office as face-to-face collaboration(92%),cultivating culture(69%)and increased social connections(62%).In fourth is potential productivity gains,with 58%of tech compan

83、ies ranking this as a priority.Teamwork and building culture can be noisy,and while part of success and group productivity,these may hinder individual productivity.In its Hybrid Report,Corgan highlights the tension between in-office requirements without properly designed space:“This focus on collabo

84、ration can inadvertently lead to a minimum attendancemindset for staff,as individuals may opt for remote work if they cannot also accomplish focused tasks in the office.”Sound privacy,focused individual work and acoustics are areas with the lowest satisfaction scores in JLL client surveys,with remot

85、e and hybrid workers the least satisfied.To encourage these employees to return to the office,there must be more emphasis on quiet,focused workspaces.We are already starting to see this in new tech office designs and modifications.Source:JLL Work Dynamics survey,Aug 202361%41%27%28%3%13%3%10%6%7%0%2

86、0%40%60%80%100%TechnologyAllTechnology offices embrace shared workpoints more than other industriesOtherMost in assigned seats,desksfor visitorsNo shared workpointsCertain groups will shareworkpoints but not allMajority in or will transition toshared seating Jones Lang LaSalle IP,Inc.202319Defining

87、successSuccess in a hybrid office is not entirely dissimilar to success for an entirely in-office model.While the question“are we more productive?”seems like a goal to strive for,this has proven to be elusive to measure.Productivity needs to be defined by metrics relevant to each tech employer,and s

88、ometimes looking at how to reduce inhibitors to productivity can be more helpful.Focus on reducing the time it takes to set up meetings and technology,find people to collaborate and get set up in a workspace.Consider metrics used:pre-pandemic financial performance of a business unit,employee retenti

89、on,employee satisfaction,lines of code generated,projects completed,etc.There is not one golden measure:a triangulation of metrics will be needed to understand success.Even though workstyles have changed,orienting around business goals can help measure success.Time in the office and occupancy of the

90、 office space measures the success of the office but not workforce efficacy,especially for hybrid teams.If a facility is underutilized,companies must examine if the space still fulfills the overall mission and metrics of the business,or if the space should be repurposed or offloaded.Modular furnitur

91、e setups and design can help with the shift between a focused workspace and a more collaborative space.However,as tech real estate leaders optimize portfolios,they must be cautious of cutting too much and impacting employee experience or limiting future growth.Companies that shed space in the last y

92、ear are looking to expand again and add spaces for hybrid,and some that put sublease space on the market are now withdrawing it.55 percent of technology companies cite reducing operating costs as a top priority.However,even in a tight economic environment,tech companies must balance cutting costs an

93、d footprint with employee satisfaction and productivity.Jones Lang LaSalle IP,Inc.202320Defining success|Technology office spacesIterate toward successSuccess does not come overnight,and given the rapidly changing landscape,both culturally with hybrid policies and economically,change will be needed.

94、Tech companies will need to continually adapt and adjust by tracking utilization and employee feedback and must iterate carefully to improve their space.Two tech companies,LinkedIn and Adobe,have set a high bar for workplace experimentation and iteration.While most companies wont have a dedicated de

95、sign lab,it is important to take a pulse of employee experience andmake continual adjustments to make space most productive.LinkedIn Workplace Design LabsThe Mountain View office of LinkedIn incorporatesa Workplace Design Laboratory,which is anever-adapting space designed to test furniture,office se

96、tups and technology before a wider rollout.Adobe Lab82During the pandemic,as Adobe shifted to hybrid work,Lab82 evolved into a human-centric experimentation lab for optimizing hybrid.The lab conducts tests of technology and office setups,focused on helping employees work more effectively.Jones Lang

97、LaSalle IP,Inc.2023Research authorsTo find out more about JLL services,contact:Katy RedmondCo-Lead,Integrated Portfolio Services&Technology Industry Lead,JLL Markets A21Research at JLLJLLs research team delivers intelligence,analysis and insight through market leading reports and services that illum

98、inate todays commercial real estate dynamics and identify tomorrows challenges and opportunities.Our more than 550 global research professionals track and analyze economic and property trends and forecast future conditions in over 60 countries,producing unrivalled local and global perspectives.Our r

99、esearch and expertise,fueled by real-time information and innovative thinking around the world,creates a competitive advantage for our clients and drives successful strategies and optimal real estate decisions.Kari BeetsSenior Manager&Technology Industry LeadIndustries and Work Dynamics R Amber Schi

100、adaSenior DirectorIndustries and Work Dynamics R About JLLFor over 200 years,JLL(NYSE:JLL),a leading global commercial real estate and investment management company,has helped clients buy,build,occupy,manage and invest in a variety of commercial,industrial,hotel,residential and retail properties.A F

101、ortune 500 company with annual revenue of$20.9 billion and operations in over 80 countries around the world,our more than 105,000 employees bring the power of a global platform combined with local expertise.Driven by our purpose to shape the future of real estate for a better world,we help our clien

102、ts,people and communities SEE A BRIGHTER WAYSM.JLL is the brand name,and a registered trademark,of Jones Lang LaSalle Incorporated.For further information,visit .Rob KolarDivision President,TechnologyJLL Work DCopyright Jones Lang LaSalle IP,Inc.2023This report has been prepared solely for informati

103、on purposes and does not necessarily purport to be a complete analysis of the topics discussed,which are inherently unpredictable.It has been based on sources we believe to be reliable,but we have not independently verified those sources and we do not guarantee that the information in the report is

104、accurate or complete.Any views expressed in the report reflect our judgment at this date and are subject to change without notice.Statements that are forward-looking involve known and unknown risks and uncertainties that may cause future realities to be materially different from those implied by suc

105、h forward-looking statements.Advice we give to clients in particular situations may differ from the views expressed in this report.No investment or other business decisions should be made based solely on the views expressed in this RodriguesManaging Director,Technology IndustryJLL Global Consulting P