CoreNet Global Office Transformation realizes annual savings of $36,000

After months of preparation, input from employees and support from membership, CoreNet Global underwent a dynamic headquarters move and workplace transformation during the summer of 2011.

More than 70 members from nearly 50 companies came together to research, design and create a new home on the 30th floor of the Georgia-Pacific building in downtown Atlanta. As a result, the office occupies 20 percent less space, implements alternative workplace trends and strategies, and supports the CoreNet Global mission to advance the effectiveness of Corporate Real Estate professionals and the entire industry engaged in delivering value to corporations through the strategic management of corporate real estate and workplace resources.

Angela Cain, CEO of CoreNet Global, explains the rationale, experience and results of the recent project success to WorkPlace Now.
What is the motivation behind the transformation?
Angela Cain, CEO of CoreNet Global
I took over as CEO a year and a half ago, and one of the initial thoughts was that we needed to do something about the space. As an organization, we needed to practice what we preach. The existing office space didn’t allow any opportunities for our staff to collaborate and work as a team.

Our lease was nearing expiration, and given the timing, we were looking for ways to save money and reduce footprint, square footage and occupancy costs. Additionally, we felt it was a huge opportunity to engage staff and increase employee morale throughout the process.

In regard to research, we interviewed staff members on current working conditions and what they perceived as a better office environment. The existing office was a highly siloed environment, had few connection points and was an inefficient use of space. The key feedback from our interviews was that people wanted more flexibility, choice and collaboration. We also reorganized the staff around strategic priorities our members helped develop.

While we’re surrounded by trends and insight, CoreNet Global is an industry association rather than a leader in corporate real estate. A natural decision was to turn to association members for guidance and recommendations. Not only did the membership offer subject matter expertise, the process transformed the way CoreNet Global serves our members.
When did the process begin?
Preliminary conversations began at the CoreNet Global Summit in New Orleans in the spring of 2010. The willingness to help from our member base was immediate. As a follow up, we had an organizational meeting that fall in Phoenix and let our members know we needed their help. They worked collaboratively as a team, competitors side by side, cobbling together best practices and ideas.

Jake Owen, Johnson Controls Project Manager, was the glue that held the project together. He was pushed further than a typical project manager, and if he did any more, we’d have to erect a bronze statue! Jake ensured the project was on time and under budget and was thoughtful of the teams working on the project.

What was the reaction from employees?
Happy workplace
A Change Management team worked with our staff from the beginning. We had candid discussions about moving to an open layout and a more flexible model. The biggest concern was noise and that an open floor plan would be too disruptive to work. This factor was taken into consideration, however, with space allocated for both concentrated work and collaboration.

There was a noticeable transformation from day one. The employees who were most reluctant to change embraced the new space the most. There was a sense of pride – it’s our new home, and we wanted to take care of it. Early communication and input brought employees on board and reinforced that it was a team effort.

We are both fortunate and grateful. Without the support from our membership, we would never be in the new space. The outpouring of donations was incredible, and we are now the envy of the Georgia-Pacific Building!

In recognition of our donors, we’ve included a donor wall – a glass wall identifying names of those who helped make our transformation possible.
What type of improvements have you seen since the move?
Anecdotally, there have been significant improvements. We’ve cut out formal meetings because of the informal meetings taking place. We’ve reduced the volume of emails. “Eavesdropping” sparks interest and opens up the lines of communication. There’s been such a change in collaboration and teamwork of the group.

The best part of the move was the moment we first walked in the door. Watching our staff’s eyes light up and to see that renewed sense of energy and enthusiasm was very powerful. The newness has not yet worn off. It’s a very happy place to work.
Any lessons learned or things you'd do differently?
Throughout the process, we needed to be mindful of our mission and stay true to CoreNet Global. There were so many great ideas, but we needed to be honest with both ourselves and the volunteers for what made sense for our office.

The office transformation was such a unique project with competitors working together on a volunteer basis for the benefit of the client. It was very powerful to see all the dynamics come into play.
Besides the aesthetic and behavioral improvements, what are some of the key metrics achieved?
CoreNet Global is realizing annual savings of $36,000 over the seven-year lease. We cut space by 20 percent (12,000 to less than 10,000 sq. ft.) and have almost 100 percent of our space unassigned. We’ve seen a 17 percent increase in workspace efficiency and significant reductions in operating costs.

When we first began this journey, the key objectives were:
  • Be consistent with organizational vision
  • Leverage the collective knowledge of CoreNet Global membership
  • Improve communication and collaboration
  • Serve as an example of best workplace thinking
We’ve far surpassed what we hoped to achieve, and as a result, CoreNet Global is truly moving in the right direction.
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