DISRUPTIVE TECH - Transcending...

D I S R U P T I V E T E C H I N S I G H T A N D I M PA C T TO C O R P O R AT E O C C U P I E R S

M A T T . T O N E R @ C B R E . C O M

C O N F I D E N T I A L & P R O P R I E T A R Y

2 | CBRE INSTITUTE | CONFIDENTIAL & PROPRIETARY 2 | CBRE INSTITUTE | CONFIDENTIAL & PROPRIETARY

W H A T E C O N O M I C T E C H S O C I A L

S O W H A T E F F E C T S I M P A C T S

M A N D A T E S

N O W W H A T E N G A G E A C T I V A T E L E A D

2 | CBRE INSTITUTE | CONFIDENTIAL & PROPRIETARY

W H Y


s e n s o r + a p p

p o r t f o l i o m a n a g e m e n t

e q u i p m e n t o p t i m i z a t i o n

c ro w d f u n d i n g

…

D I R E C T C R E I M PAC T S



s e n s o r + a p p

p o r t f o l i o m a n a g e m e n t

e q u i p m e n t o p t i m i z a t i o n

c ro w d f u n d i n g

…

c a p a b i l i t y + p i v o t

g l o b a l i z a t i o n

e n t e r p r i s e m a n a g e m e n t

f u n c t i o n a l t i p p i n g - p o i n t s

…

I N D I R E C T C R E I M PAC T S D I R E C T C R E I M PAC T S



SOURCE | Fortune Data Sheet, April 2015



T H E S C A R I E S T G R A P H I N B U S I N E S S

1960 1965 1970 1975 1980 1985 1990 2000 2005 2010 2015 2020 2025

0

10

20

30

40

50

60

70

A V E R A G E C O M P A N Y L I F E S P A N O N S & P 5 0 0 I N D E X ( I N Y E A R S )

P R O J E C T I O N S B A S E D O N C U R R E N T D A T A

1995

SOURCE | Altitude, Inc. | Innosight, Richard Foster | Standard & Poor’s 6 | CBRE INSTITUTE | CONFIDENTIAL & PROPRIETARY


S C A L E | U N I C O R N S O U T, ‘ D E C A C O R N S ’ I N

SOURCE | Digi-Capital, Business Insider, Feb 2015

Over $10B

$5B - $10B

$2B - $5B

$1B - $2B

9 | CBRE INSTITUTE | CONFIDENTIAL & PROPRIETARY 9 9

SOURCE | McKinsey & Company, Expert Interviews and Analysis, Sept 2014

PA T H | D I S R U P T I O N R O A D M A P

Industry revenues rapidly compressing and shifting away from Incumbents

New trends emerge

Innovative startups create disruptive business models

Early adopters start embracing the new models

Advanced incumbents start adapting to the new model

Mainstream customers adopt

Laggard incumbents die

Advanced incumbents and established “startups” constitute the new normal Tipping

point

Consumer Goods

Digital Media

Industry revenues rapidly compressing and shifting away from Incumbents

Margin compression

Traditional Media

Retail Banking


W H Y | E N T E R P R I S E T R A N S F O R M A T I O N

We are mid-shift in a fundamental refocusing of consumer behaviors.

- James Gilmore, Authenticity: What Consumers Really Want

SOURCE | James Gilmore, Authenticity: What Consumers Really Want, 2007 | CBRE Analysis, Aug 2014

100 Years of American Business

Agrarian: Society remains largely designed to meet fundamental human needs

Industrial: Rise of labor-based industry built to produce hard goods on a strict price basis

Service: Introduction of specialized, knowledge-based, management-focused corporations

Experience: Consumers seeking integration within a branded lifestyle

“


D I F F E R E N C E | E V E R Y T H I N G O N D E M A N D

SOURCE | Tom Goodwin, Tech Crunch SOURCE | TechCrunch, Tom Goodwin

The world’s largest taxi company, Uber owns no vehicles.

The world’s most popular media source,

Facebook

creates no content.

The world’s most valuable retailer, Alibaba

has no inventory.

The world’s largest accommodation provider, Airbnb

owns no real estate.


R E A C H | G L O B A L + E M E R G I N G M A R K E T S

2 0 0 9 2 0 5 0

SOURCE | PWC, The World in 2050, The BRICs and Beyond | McKinsey Global Institute, Urban World


83% see the global economy improving

56% plan to pursue an acquisition within 12 months

B R E A D T H | I N N O V A T I O N - B A S E D M & A

SOURCE | EY Capital Confidence Barometer, April 2015

“

ON THE HORIZON FOR 1,600 EXECUTIVES


EXPANDS

H U M A N C O G N I T I O N

W I T H E A C H U S E

N A T U R A L L Y

LEARNS

INTERACTS

SOURCE | IBM RESEARCH

H O W | I N T R O D U C I N G C O G N I T I V E C O M P U T I N G

15 | CBRE INSTITUTE | CONFIDENTIAL & PROPRIETARY SOURCE | BCG's virtual Center for Sensing and Mining the Future

$7.4 $10.8

$15.3

$26.9

$42.9

$66.9 Billion

2000 2005 2010 2015 2020 2025

A C C E P T A N C E | C O N S U M E R R O B O T I C S


N E W B O U N D A R I E S | I N T E R N E T O F E V E R Y T H I N G

SOURCES | Harvard Business Review, Nov 2014


DATA STORAGE COSTS SINGLE GIGABYTE

$120,000

$0.06

$0

$20,000

$40,000

$60,000

$80,000

$100,000

$120,000

$140,000

1 21980 2015

P L E N T I F U L | D A T A S T O R A G E

“ These guys will drive prices to zero.

- Aaron Levie, cofounder of Box

ON FUTURE OF THE CLOUD | Amazon, Google and Microsoft

-99.99%

SOURCE | New York Times | Forbes.com, August 2014


S H I F T I N G | T A L E N T B A S E D E C O N O M Y

SOURCE | Fortune, 2013

1963

72% 10%

2013


M O B I L E | T H E M O D E R N F A M I LY

SOURCES | Bloomberg BusinessWeek, Oct 2014 | US Census Bureau, Sept 2014

There is a new and tremendous amount of liquidity in the US labor pool…much more flexible, mobile, and responsive.

- Edward Yardeni, Economist

“

ON THE DISAPPEARANCE OF TRADITIONAL FAMILIES


C A U S E O R E F F E C T | V A L U E & V A L U E S C O N C I O U S D I G I T A L N A T I V E S

SOURCE | Pew Research, 2015 | Brookings Institute, 2013 | EY and Towers Watson, 2014

C r i t i c a l M a s s i s G r o w i n g More than one-third of the U.S. workforce is aged 18 to 34

T a l e n t i s A t t r a c t e d t o C r e a t i v e O u t l e t s The top five ideal employers are Google, Apple, Facebook, the U.S. State Department, and Disney

M o t i v a t e d b y a C a r p e D i e m P h i l o s o p h y 64% would rather make $40,000/year at a job they love than $100,000/year at a job they think is boring

T a l e n t S h o r t a g e s h a v e N e v e r B e e n H i g h e r 65% of global companies are having problems finding employees with the skills they need

22 | CBRE INSTITUTE | CONFIDENTIAL & PROPRIETARY SOURCE | CBRE Labor Analytics | BOSTI Consulting

L I F E T I M E C O S T S

82% People

10% Technology

3% Operations & Maintenance

5% Facilities

0.5% Design



Google Coca Cola

8

9

Starbucks Apple

Rank Company HQ

1 Apple CA

2 Amazon.com WA

3 Google CA

4 Berkshire Hathaway NE

5 Starbucks WA

6 Coca-Cola GA

7 Walt Disney CA

8 FedEx TN

9 Southwest Airlines TX

10 General Electric CT

SOURCE | Fortune, 2014 23 | CBRE INSTITUTE | CONFIDENTIAL & PROPRIETARY


WILL TOP TALENT STAY FOR THE INTERVIEW?



WILL THEY STAY FOR A YEAR?



YESTERDAY TODAY TOMORROW

Workspace Capacity & density

Workplace Business strategy & productivity

Workforce Enabling employees to excel

T H E I M PA C T | C R E M U S T E M B R A C E A N E W R O L E


PROJECTS

PEERS

PASSION

PLAY

SOURCE | MIT Media Lab, Aug 2014

FOUR P’s TO CREATIVE LEARNING

L E A D I N G D R I V E R S O F G E N Z G R O W T H



A C C O M O D A T I N G U N I Q U E E N T E R P R I S E N E E D S



R E S E T T I N G T H E B A R



now 31 | CBRE INSTITUTE | CONFIDENTIAL & PROPRIETARY


T H E R O A D A H E A D | T E C H N O L O G Y & T H E C O R P O R A T E O C C U P I E R

Accept and integrate with ‘radical mobility’

“I work” vs. “I go to work”


Define our participation in the collaboration economy “I want to listen to music” vs. “I want to buy the CD”

Deliver creative, engaging workspaces Inspiring and supporting a modern knowledge miner

Stop providing an office and start collaborating on a solution “Moving CRE from a debit to a credit”

33 | CBRE INSTITUTE | CONFIDENTIAL & PROPRIETARY 33 | CBRE INSTITUTE | CONFIDENTIAL & PROPRIETARY

D I S R U P T I V E T E C H I N S I G H T A N D I M PA C T TO C O R P O R AT E O C C U P I E R S

M A T T . T O N E R @ C B R E . C O M

C O N F I D E N T I A L & P R O P R I E T A R Y

DISRUPTIVE TECH - Transcending...

Documents

Transcript of DISRUPTIVE TECH - Transcending...