Space Planning vs. Floor Planning

Space Planning vs. Floor Planning

By Dave Clifton
Content Strategy Specialist

The realm of workplace management is a semantic minefield. What might sound like one thing, means another—if you’re not careful, you could find yourself talking about one concept while someone else registers it as another. Such an example of important semantic differences is space planning vs. floor planning. While they may sound the same, they’re very different and have differing connotations in context. 

A tale of two terms

What’s the difference between space planning vs. floor planning? It comes down to what each term encompasses.

  • The space in space planning refers to how a section of the floor plan is used. During space planning, you might decide you need a conference room, a cluster of hot desks, and a breakout space. You’re devoting portions of your office’s overall space to these purposes. 
  • Floor planning stems from the idea of organizing space. That conference room goes over here. The hot desks go over there. The breakout space will reside here. Where are these spaces within the context of the floor of a building? 

Floor planning is the where; space planning is the how. The two terms have an important relationship with one another, but are independently important. There’s a big difference between space planning initiatives and a floor plan concept, for example. 

A look at space planning

Office space planning is arguably the first concern of facility managers because it deals with space type and utilization. For example, you wouldn’t put a bunch of single-person desks in an office that revolves around group work. Before you can deploy a space in the context of a floor plan, you need to know what type of space is best. 

Space planning is dependent on a number of variables, including demand for certain space types and availability of square footage. For example, during COVID-19, many businesses are converting conference spaces into hoteling environments based on demand, and the space requirements for these workspaces are less than a single conference room, making them feasible. 

Finally, space planning considers the habits and needs of different work groups. A workforce that’s half in-office and half-remote might need less collaborative space than a team that’s all in-office. The engineering team might work better with a benching concept so they can collaborate openly. The many variables that govern work also govern space planning, and space planners need to account for them as they shape different facets of the workplace. 

An overview of floor planning

Floor planning gives context and application to space planning. A floor plan delegates space and lays everything out in real terms, against the actual square footage of a building’s floors. It also provides parameters for space planning. For example, you can’t put a 12-person conference room in a section of the building that only measures 10’x10’.

A floor plan also shows how much real space is delegated to a particular concept, which informs metrics for efficiency, utilization, and cost. If 40% of your total square footage is hoteling space, but the work that happens in these spaces accounts for 75% of your revenue, that’s a metric worth knowing. It starts by understanding where and how different space concepts exist in reality.

There’s also spatial awareness that comes from a floor plan. When you ask “where does Mesha sit?” the answer needs to come from the context of a floor plan: “the southeast corner of the third floor, by the blue conference room.” Floor plans are so important because they tie space to application, especially through applications like wayfinding, directories, or desk allocation. 

Put them together for maximum effect

Much of the confusion between space planning vs. floor planning comes from execution. For example, you’ll likely use space planning software to create a floor plan—a concept confusing in and of itself. The key difference to remember is that space planning involves finding purpose for the space, while floor planning involves placing it within the context of the workplace. This is, in fact, where the two come together and best complement each other. 

Companies can use space planning data to inform better floor plans, then continue to improve floor plans based on evolving space demands. Conversely, if there’s a hole in a floor plan, the context of that gap can inform better space planning—the need for a breakout space or a quiet workstation, for example. 

In either case, space planning and floor planning, used in tandem, are a powerful combination for maximizing the practicality of a workplace. You can’t have one without the other, and both have important definitions and meanings in the context of total workplace planning. 

Keep reading: Space Planning Software Buyers and Info Guide


Space Planning for COVID-19

Space Planning for COVID-19: Four Effective Solutions

By Dave Clifton
Content Strategy Specialist

The concept of workspace allocation has been in flux since the beginning of the COVID-19 pandemic. Some desking concepts are now inefficient in their use of space utilization, while others are downright inapplicable due to new standards for distancing. It has many businesses reevaluating their approach to space planning for COVID-19.

As they consider new workplace layouts and desking concepts, facility managers need to consider them within the context of the coronavirus pandemic. What desking concepts comply with social distancing standards? What spaces could need to change to promote better utilization? Are there policies to govern when, where, and how employees use specific workspaces? Above all, how can facility managers bring these criteria together through functional space planning?

It’s impossible to plan for an end to the pandemic, and failing to do anything means an inefficient workplace for as long as the pandemic rages on. Here are four effective solutions given the current predicament. 

1. Adopt a hoteling standard

Hoteling has emerged as one of the de-facto desking concepts during the pandemic. The relative flexibility of hoteling—combined with a framework of oversight through hotel space planning software—makes it easy to allocate the right space to the right people. Employees still get the freedom to choose their desk for the day or week, and facility managers get a clear understanding of occupancy and utilization. 

For hoteling to be effective, companies need to create hoteling stations that meet the needs of employees. This might mean special accommodations for different work groups or a specific location within the building, near certain facilities. Hotel stations need to be comfortable, adaptable, accessible, and conducive to concentration and productivity. 

2. Repurpose group work spaces

As companies explore new desking concepts like hoteling, they’ll need to borrow space from current facilities to make these concepts work. The simplest solution is to repurpose group work spaces, which are less likely to see usage during the pandemic (and after). A rise in Zoom meetings and virtual collaboration means many conference rooms, collaboration space, and group work areas can be dismantled and revived as hoteling areas or flex work spaces.

While it might seem dramatic to convert group workspaces into smaller workstations, realize that this is one of the most likely office space trends post COVID-19. Video chat and virtual collaboration changed group work in a major way by taking the need for proximity out of the equation. While the conference room is unlikely to ever go away, businesses should plan to dedicate less square footage to these spaces in the future. 

3. Schedule buffer time

Repurposing space and changing the desking strategy aren’t the only factors that affect space planning. How and when employees occupy a space also matter—as do the precautions that go into sanitizing it in a pandemic. In concepts like hoteling and hot desking, multiple employees will use the same desk over the course of a day or week, necessitating sanitization between uses. During these times, that space will be unavailable, which means planning to seat employees elsewhere during that time. 

Schedule appropriate buffers between start and stop times, so shared spaces receive cleaning between uses and employees aren’t disrupted while they’re using the space. This is as easy as generating support tickets along with space reservations or scheduling routine cleanings every few hours as bookings expire. This will keep the space clean and viable, in-play as part of a new workspace floor plan. 

4. Put parameters on workspaces

An often-overlooked COVID-19 office space planning tip is to limit who can use certain spaces or when they’re available. It seems counterintuitive for space optimization, but can help facility managers better-govern space, as well as the flow of employees through the workplace. 

For example, if the hotel desks on the fourth floor are off limits to anyone other than the sales team, Sales is less likely to spread out across the entire building. Likewise, the second floor might only be for Marketing, because the amenities on that floor are conducive to graphic design, print, and copywriting teams. 

This type of space-specific control ensures workplaces are available for those who need them, where and when they need them. It can avoid overcrowding in certain areas or bottlenecks for specific workspace types. Simple controls and parameters make a big difference in the effectiveness of a new workplace concept. 

Plan for COVID-19 and beyond

The great thing about these space planning solutions is that they all work together—and, they all create a framework for the workplace of the future. The marriage of flexible space planning with controls in place to govern workspaces sets the stage for an adaptable office environment. There’s no telling how long the pandemic will last or what the outcome will be. These solutions put more control in the hands of businesses as they consider the future of their physical workplace. 

Read Next: COVID-19 Workplace Resources

Workplace Thought Leadership

Adjusting Workplace Strategies for a Post-COVID Future

By Laura Woodard
Real Estate & Workplace Program Manager (Ret.)

“…I believe scarcity breeds clarity: it focuses minds, forcing people to think creatively and rise to the challenge.”
Sergey Brin, Google Co-founder & President, Technology
2008 Founders’ Letter (May 2009)

Those words resonated deeply with everyone at Google at a time when the housing market crashed to record lows. Like the Dot-com bubble burst of the late 1990s and early 2000s, Google weathered the storm by embracing Sergey’s words: “Scarcity breeds clarity.” We ruthlessly prioritized, did more with less, and planned for the future.

The world faces a greater challenge in COVID-19. Yes, businesses are closing. But this time, people are dying from an enemy not interested in instant online business success or low mortgage rates. Companies of all sizes and types have closed their doors not because of economic strain; they’re shuttered to keep employees and customers alive.

As the business community prepares to reopen, its path remains fraught with perils we don’t understand, nor are prepared to face. Social distancing is defining a new workplace structure that may require a completely different work model based on remote employees, staggered shifts, and smaller footprints. But one thing is certain: we won’t go back to the way things were in January 2020.

Get out of the weeds

It’s easy to become mired in the day-to-day issues of getting back to business under COVID-19. You’ve got a lot of questions—but they may not be the right ones. Instead of only planning where to put hand sanitizer stations, you should also be asking how you’ll adjust to changes two to five years from now.

Crises will come and go, but how you adapt to the changes those emergencies foster is the difference between success and failure. There’s no crystal ball to guide your decision-making, but focusing on change management vs. crisis management requires big-picture vision.

First, create a cross-functional team including executive management, HR, people managers, and employees who work in lockstep on strategies that cover a two-to-five-year horizon. The team should meet on a regular basis to assess current strategies and make adjustments. Note: there may be an existing cross-functional team established already that you can leverage for this longer-term outlook.

Because there’s no one-size-fits-all change management structure, the cross-functional team should create a decision tree that identifies the strategies, tactics, and incidentals your business needs to succeed. Think of each branch as a different strategic path you take depending on the change that’s required.

Finally, plan for likely scenarios. Play the “If this, then that” game to identify and plan for internal and external circumstances. Your decision tree determines which of these tactics to use and the cross-functional team ensures the right work gets done at the right time.

These plans aren’t tabletop exercises based on imagination, but on data. Your cross-functional team should determine how to measure business success during the reopening phase. Specific metrics and outcomes will help clarify how a physical comeback to the office—even at a partial level—will support operations. Key areas to explore are employee uncertainty, the effects of social distancing on capacity, and long-term lease considerations.

The human element

Because the workplace is a microcosm of society, there’s a human element to consider as you reopen your business. You need to acknowledge that employees are dealing with a heightened state of individual fears as well as a sense of loss. In addition to anxiety surrounding their personal lives, they could be carrying residual stress from this extended shutdown and the negative impacts it may have had on your company.

As you welcome employees back to the office, offer clear communication channels for them to voice their concerns. Their apprehensions may involve workplace-related issues like the process of returning to the building, issues with public transportation, or private considerations about a family death, mental health, or a lack of access to childcare.

If your company has multiple locations, be aware that communications will need to be tempered for each site. New Yorkers, for example, are going to have a different state of mind than employees in areas where cases haven’t been as high. Tailor your response guidelines and workplace modifications to each city, county, and state to match the realities of their situations.

Managers should also be empowered to both receive and relay concerns from the frontlines. In a March Gallup poll, only 54% of employees felt strongly “that their supervisor keeps them informed about what is going on in the organization.” Managers are in the best position to understand individual concerns, as well as judge team morale. They know which roles can be done remotely, those unique to the office, and what technology solutions both groups will need.

End of crammed offices

Companies across every industry have long been reducing the square footage allocated for individual workstations. Michael Bloomberg, former mayor of New York City, was once famous for adopting an open-office concept in a government building. Dubbed the Bullpen, employees were stationed at small desks configured in tight rows. But the practice of working shoulder-to-shoulder is—at least for the time being—a big no-no.

Business owners should determine if hoteling, hot desks, and benching can accommodate on-site workers under social-distancing rules. Even if you currently offer reservable desks, employees might be worried about who else sat there and for how long. Plus, there’s now a question of adding daily janitorial services to sanitize desks and other work surfaces.

One solution to alleviate overcrowding and improve cleaning efficiency is to implement A/B days. The first step is to determine where people normally sit, then calculate capacity based on distancing guidelines. Because social distancing significantly alters capacity, space planning software can show how to place people at safe intervals.

Remodel or renegotiate

Now, step forward 18 months. Theoretically, you should feel comfortable making permanent decisions about workplace strategies. We’ll likely have more clarity on a “new normal” and how that impacts workplace operations. Is social distancing still needed? If not, should you abandon hot desks for more permanent workstations? Can you design for capacity or is distancing required?

Changing the physical workplace is an expensive endeavor;it be done easily or quickly. Companies need to consider how long social distancing might last before committing to layout changes that require a remodel. It’s worth remembering that a construction project often depreciates over the length of the lease. If your lease expires in 10 years, 18 months is not that long to wait for a renovation.

The coronavirus pandemic has made companies even more cautious of committing to decades-long leases and costly buildouts. As businesses inevitably shutter during this period, turnkey office space at below-market rates is more readily available. It may be prudent to evaluate these options and take the opportunity to negotiate more flexible terms for your existing lease.

Look to the future

The end of the COVID-19 story is unclear; we have no way of knowing where each of us will be after this saga. But the silver lining for businesses is an opportunity to recalibrate. When everything has changed, it’s wise to pause and take a fresh look at the how’s and why’s of doing business.

Companies no longer have the luxury of holding onto the mantra of “We have always done it this way, so that’s the way we should do it.” That’s putting your head in the sand. Don’t ignore the facts that business has changed. Instead, rise to the challenge, throw out the old rule books, and get laser-sharp about our workplace goals.

Keep Reading: COVID-19 Wokplace Management Resources

Workplace Thought Leadership

Modifying Your Workplace for Social Distancing

By Reagan Nickl
Director of Professional Services

The COVID-19 crisis has radically altered the modern workplace. We’ve yet to see the full extent of changes, but one thing is for sure: there’s no going back to normal.

Social distancing is forcing workplace professionals to find innovative ways to redesign their offices for employee safety. It’s a daunting task, but there are questions to ask and answer that will help maximize existing space to create safe working environments.

Who should come back to the office?

The first thing to decide is which employees need to return to the physical office. Note: the answer isn’t “everyone,” at least right now. When COVID-19 hit, companies discovered that certain roles can be productively done from home. Leaders are now considering whether those jobs should be remote for an extended period or permanently.

According to a Gartner survey from March 2020, 74% of CFOs will “move at least 5% of their previously on-site workforce to permanently remote positions post-COVID-19.” At the same time, there’s a percentage of employees who are more productive at the office. This has everything to do from fewer distractions than at home and access to ergonomic furniture to the social atmosphere of being around coworkers.

There’s no single solution for every organization. Company leaders need to work closely with managers to determine which team members can stay at home and which should return based on job type, productivity needs, cost, and employee wellness.

How does social distancing affect your floor plan?

Anyone who thinks social distancing is going away is kidding themselves. The six-foot separation is expected to last well into the foreseeable future. But how do you do that in a standard workplace? Facility professionals need to suspend the idea of cubicle buddies and side-by-side desks crammed into any available open space. Your floor plan will look significantly different once employees are spaced six feet apart.

Calculate this radius around each seat and see how many circles overlap. For example, a benching station for four people will now only seat one person. The reality is that your occupancy will drop dramatically—plan on a 50% to 60% reduction.

You will also need to implement measures to enforce distancing. Don’t rely on policies alone. You can physically block workstations that should be unoccupied. You can even remove chairs to avoid confusion about which desks are available.

How will you handle traffic patterns around the office?

Chances are you have some narrow hallways or paths that are within six feet of where people sit. Take a page from grocery stores and add directional arrows and two-way lanes where needed. Traffic control lets employees know how to travel safely about the office.

Think about common routes to the restrooms, conference rooms, and the kitchen. Remember to map out the main entrance to all workstations—employees are guaranteed to travel that route twice a day. It may be necessary to block off certain corridors or rearrange desks so they are pushed back from the main paths.

Don’t forget your lobby either, recommends Cushman & Wakefield’s report Recovery Readiness: A How-To Guide For Reopening Your Workplace. For example, you may need to install a plexiglass partition around a reception desk or disable touchscreen directories.

What will you do with conference rooms?

Your space planning needs to include conference rooms. If you have a conference room that seats 10 people, the capacity for social distancing will likely go down to only two people. Will you ask employees to eliminate in-person meetings and hold only virtual meetings, even if the other people on the video call are in the same building? Will you convert some conference rooms into temporary offices? Will you close off small huddle rooms or tell employees they are only for single occupancy?

Whatever you decide, every room’s capacity should be updated in calendar programs and/or your conference room reservation system. That way, employees have a digital reminder for the new occupancy restrictions; door signage will also help during this transition.

Can you move to hoteling?

Sanitization is harder when you don’t know where people have been sitting. If you previously used hot desks, switch to hoteling instead. This structure allows employees to reserve a desk every day so they know exactly where to go—no wandering around searching for an empty workstation. Hoteling is also helpful if your company is adopting A/B days (which OSHA recommends in its latest COVID-19 guide), where departments alternate which days or weeks they come into the office.

What cleaning protocols will you use?

Assigned or reservable seating allows your janitorial staff to do prescriptive and targeted disinfection. They need clear guidance on which desks, workstations, and conference rooms need to be sanitized every day.

If you use a cleaning company, review your contract and request additional deep cleaning. The basic pass the crew had been doing in normal times is no longer sufficient. Make sure your revised agreement includes disinfecting commonly touched surfaces: door knobs, kitchen handles, keyboards, elevator buttons, and tables.

Can you switch to all hard furniture?

Soft seating used to be great for collaboration, but these furnishings pose a challenge right now. First of all, they invite people to sit close together, which is no longer feasible. Second, both upholstery and leather can be hard to disinfect or may not be compatible with bleach. Check the EPA’s List N to see which disinfectants can be used on soft materials.

It might be wiser to eliminate or section off soft seating. On the bright side, moving aside lounge furniture creates another opportunity for someone to safely work at the office. You might be able to add a desk to areas where you removed a couch or a group of ottomans because it’s spaced away from other workstations.

Be patient and consistent

We know there’s a lot to process here. And by the time this article is live, the CDC may have new guidance about how to handle reopening a workplace. But it’s important for businesses to focus on the wins in the midst of so much negativity. Employees have already been asked to make extraordinary sacrifices as they pivoted to remote work. Those who can return to the office deserve to know their company has taken every precaution to safeguard their health and wellbeing.
Note: We’d like to offer a special thanks to Carly Tortorelli, Senior Vice President of Workplace Technology at Impec Group for her collaboration and insights into managing workplaces during the COVID-19 crisis.

Keep Reading: The Latest COVID-19 Workplace Resources

Workplace Thought Leadership

The Next Frontier: Space Fusion and the Modern Workplace

By Nai Kanell
Director of Marketing

People love a great mash up. We see “fusion” all the time in food, music, clothing, and even architecture. Food fusion gave us Korean tacos and BBQ chicken pizza. Musicians in the 1960’s combined their work with rock and R&B to create jazz fusion.

Now, the workplace is experiencing a fusion revolution of its own. The homogenous days of private offices, cubicles, and open-office layouts are fading as facility and workplace planners find new ways to use a single area for multiple purposes. That’s “space fusion.”

Reimaging existing space

Look around a typical home and wasted space is everywhere. How often do you use your formal dining room or guest room? With a few modifications—a Murphy bed and foldable treadmill—and that guest room used a couple times a year becomes a daily exercise area. The dining room transforms into a craft area by adding some stylish cabinets to store paper, scrapbooks, and fabric.

It’s the same in the workplace. You’ll be hard-pressed to find someone who sits at their desk for eight hours straight. Work doesn’t…well, work that way anymore. Physical meetings require a move to a different room. Need privacy and quiet for a client call? You’d likely head to a phone booth or smaller conference room.

Space fusion practices ignore labels (conference room, cafeteria, etc.) and reimagine ways an area can be used. For example:

  • A cafeteria doubles as a stadium-style space for company meetings.
  • Conference rooms act as workspace for visiting telecommuters and guests.
  • Unoccupied private offices become small meeting rooms.
  • Couches in the lounge transform into team brainstorm seating.

Not all companies offer such a wide variety of workspaces. Smaller businesses likely don’t have a dedicated cafeteria or phone booths. But space fusion doesn’t have to be fancy. An unoccupied meeting room becomes a breakout space or a collection of bean bags in the lounge transforms into a team collaboration area.

A blend of quiet and collaborative

The move to open-office concepts was meant to increase employee collaboration. But in many ways, the lack of walls and private space resulted in the opposite. Employees need and want quiet areas.

According to a Harvard study, open offices may trigger a natural reaction for people to withdraw from others. Employees lost 86 minutes a day to distractions and saw face-to-face interactions decline. In another study, 95% of workers said working alone is critical, but only 41% had the ability to do so.

A growing number of companies are fusing private spaces with open-office designs. Phone booths and meeting pods are popular, lower-cost options to building walls. Some businesses are converting closets and small conference rooms into solitary workspaces. These quiet zones provide solace when needed without sacrificing collaborative areas meant to foster employee communication and connection.

Finding balance with space fusion

Ultimately, employees want a workplace that allows them to contribute when and where they want. It’s important to remember that the workforce consists of unique individuals from five different generations that demand different things to feel productive and valued.

Space fusion is all about flexibility and balance. When designing a space, consider the purpose of each area and how it will be used by employees from all walks of life. When done thoughtfully, fusing different spaces can meet the demands of a multigenerational workforce without compromising individual work styles.

Keep reading: What Is Flexible Workspace? The Ins and Outs

Workplace Thought Leadership

Tech Determinism Yields to User Determinism

By Nai Kanell
Vice President of Marketing

Technology has long been a driving force in business. From personal computers and fax machines to the internet and smart devices, companies are continually evolving thanks to the latest technological advancements.

This begs the question: How much is technology evolution influenced by its creators vs. its users?

The answer is both, actually. Our society, and by extension our workplaces, are shaped by the technology we use every day. But user expectations are also pushing tech companies to continually raise the bar. Technological evolution is now a two-way street where companies and end users are in constant dialogue.

Technological Determinism Has a Weak Spot

We experience technological determinism every day. A concept derived from theorists in the 19th century, the idea posits that technology shapes every element of society. The effect of technology is so pervasive, in fact, that it influences everything from values to relationships. Because the workplace is a microcosm of our larger society, it also experiences the push-and-pull of technological determinism.

Think about how digital technology has changed our professional lives since the turn of the millennium: WiFi, video conferencing, cloud computing, to name just a few. How a global company is managed today is completely different than it was even 10 years ago. The skillset of knowledge workers has also evolved significantly to keep pace with the latest generation of software programs.

Technological determinism can be seen in the model of tech teams as creators and users as adopters. Customers patiently looked to tech providers for the latest products and updates. In the past, even if users reached out with an idea for a new function or improvement, most of the time their feedback would be ignored or take months/years to implement.

But a massive shift has taken place that is challenging the distinction between creators and users. Call it “user determinism,” because customers have become a powerful sphere of influence to demand technological changes. Smart technology companies recognize the value of bringing their customers to the product development table.

This shift resulted in the birth of the “customer success” role around 2010. Back then, companies had customer-service programs, but were missing the “success” part of the equation. Today, it’s critical that tech providers ensure a customer’s implementation goes well and that their needs are fulfilled on an ongoing basis. Customer success professionals are the links between clients and product development. In the end, customers want to feel they are heard and that tech providers take their feedback seriously.

How Users Drive Technological Innovation

How have users become such vocal proponents of innovation? For one, the feedback loop between companies and clients is at the most transparent it’s ever been. Online reviews and social media tags fundamentally alter how users communicate with technology developers. Clients have no compunction about publicly sharing their opinions (positive or negative) about a product for all to see.

Their expectations about a company’s response time have also changed. The days of writing or faxing in a complaint or suggestion are long over. Even waiting 48 hours for an email response is seen as unacceptably slow—people want an immediate answer. A quick reply is now a given, plus it shows that a business values the opinions of its users.

Yet some legacy companies are holding onto the outdated mindset that only tech determinism rules product development. Because they believe they have all the answers to their clients’ needs, they are slow to respond to or act on feedback. When customer comments aren’t prioritized, however, companies stop innovating.

This is at odds with tech-savvy customers. Because they work in dynamic companies experiencing rapid growth, the ability to pivot quickly is paramount. That includes the technology tools they depend on every day for creativity, collaboration, and productivity. These users are not shy, nor should they be, about demanding modifications or updates that are uniquely suited to their needs.

Like most next-gen tech companies, we’re in a constant marathon to bring new value to our customers. We are always looking for ways to innovate and are deliberately positioned to make agile product changes. Part of our philosophy of continuous improvement is integrating customer feedback into our latest offerings.

For example, a San Francisco-based communications company was using our wayfinder kiosks to show employee and resource locations. Company leaders came to us for ways to book a meeting room at the kiosks. They also wanted an employee catalog with workers’ photos and their current locations.

Suggestions from our customers resulted in substantial improvements to our wayfinding platform. And our collaboration continues to this day, with an add-on that allows wayfinding maps kiosks to reflect the direction in which the person using it is facing.

These are examples of user determinism at its best. The pressure to innovate comes from both internal vision and external feedback—not for just one company, but for every customer looking for ways to maximize every square foot of their workplace. The close ties between technology providers and their clients, via customer success teams or other communication channels, make for more innovative solutions that meet business needs and drive greater workplace productivity.

Keep reading: How Agile is Your Real Estate?