“The more things change, the more they stay the same.” No matter our walk of life or the number of trips we have made around the sun, that phrase has been used in some capacity. While often used tongue-in-cheek, it might be difficult to find a more applicable phrase to describe the current commercial real estate (CRE) landscape. 

As individuals and companies prepare to navigate the unknowns of CRE’s future, data suggest we are headed toward a collision of both technology- and human-focused priorities. According to JLL’s 2024 Global Future of Work survey, the traditional siloed approach to leasing, transactions and facilities management will not provide the desired results. Instead, it will require a more holistic view of how environments not only impact business objectives but also how they appeal to the human element. 

Furthermore, this shift is not just externally focused; the need for a more well-rounded strategy also fits within the internal framework of CRE companies. The realization of this new mindset forming the CRE world also comes with a necessary understanding of new expectations. 

It is no longer just about showing up, completing tasks and earning a salary. CRE professionals, especially those newly entering the workforce, are now seeking deeper fulfillment in their professional ventures. Industry professionals are seeing a renewed sense of purpose, belonging and desire bubbling up, and those who recognize it and adapt will see a greater return. As the industry prepares to embrace the journey toward an evolution of operation, it is certainly worth discussing what “adaptability” looks like, both internally and from a customer-focused perspective. 

“Development, development, development!” 

No, saying it three times does not mean it will magically appear—it takes time and intentionality. A necessary approach to ensure companies are adapting to this new mindset is understanding their development strategy, both personal and professional. 

There was certainly a time when a popular corporate development strategy was a one-size-fits-all approach. While circumstances and limited resources allowed for this mode of operation, it is falling short today due to the wide array of career pathways being pursued. How individuals are developed will play a vital role not just in company success but also in the battlefield of talent recruitment and retention. 

Showing and delivering a pathway to an enhanced future is a major key to capturing the human element of today’s CRE. Personal and professional development plans also allow access to another priority that is rapidly changing the real estate industry—collaboration. 

Anytime individuals or groups can collectively work toward a shared vision or goal, success soon follows. Previously, I mentioned the phrase “siloed approach,” and no matter how big or small the operation, it can prevent innovation, efficient decision-making and general workplace harmony. Developing current and future CRE professionals must go beyond traditional classroom learning environments. It must include real-life experiences. Whether through day-in-the-life shadowing, mentorship or coaching programs, it is imperative to expose individuals to actual operations and allow them to see the management of real estate assets through a much deeper lens.  

Bottom line: The industry is moving quickly, and making sure the present and future workforce is positioned to thrive in new environments is foundational. 

Shifting our focus externally, chocolate and peanut butter immediately come to mind. In the hierarchy of incredible combos, one would be hard-pressed to find a more common and delicious pair. Taking it one step further, the range of options provided by this tandem is laudable. 

As much as chocolate and peanut butter are incredible on their own, what sets them apart is how well they balance each other. Whether in our favorite sweet treats or the management of real estate assets, the need for balance is at an all-time high. 

Yes, human experience matters, and we must prioritize how physical structures impact careers and fulfillment, but the shift in real estate also makes it clear that technology and artificial intelligence (AI) will continue to shape the industry. While the widespread adoption of AI might be slower than anticipated, the need for data-driven decision-making is certainly a priority. 

As we think about AI and how it is represented in the workplace, it is easy to notice its impact: more concise verbiage, efficiency in reporting, automation of tasks—and the list goes on. All of these are necessary and will continue to be valuable, but there is also an opportunity to expand how we view AI and its impact on the human experience. Using AI for both internal and external people-focused initiatives will allow companies to create the balance we desire. 

Mike Flanagan, chief growth officer of Arch Amenities Group, once said in a Forbes article, “Previously, owners designed with a ‘rinse and repeat’ model, but approximations and a one-size-fits-all approach are no longer enough. To keep tenants, today’s CRE owners must design spaces with the end user in mind.” 

Those words have never been truer. Thankfully, we have AI tools and resources to help us make data-driven decisions and understand what people need in their built space. 

Flanagan goes on to say, “Today, people conduct different transactional decisions in different spaces—in many cases, from home. We are the same humans going through the same processes but with different end results. Spaces have different intentions, and people are using them differently.” 

The union of data-driven decisions and human-centric needs is at an all-time high, and we must explore the immense opportunities to engage technology and people in a way that allows us to see the value in a balanced approach. AI serves its most impactful purpose when it enhances the human approach, not replaces it. 

As the CRE landscape evolves, unknowns will certainly make themselves known. To combat that, the key is to remain flexible in your approach. When building a strategy, look further down the road and evaluate how difficult it would be to pivot if needed. New trends, outcomes and information will continuously become available. Consider the skills, technology and mindset that allow people and organizations to be agile when the time comes. 

So, let’s circle back to the beginning statement: “The more things change, the more they stay the same.”  

CRE is changing, but one element remains true: People and technology are here to stay. They will look different at times, but they still serve as a firm foundation we can build upon. Do not view them as separate entities; view them as coexisting resources that can provide stability in times of unknown outcomes. View them as that delectable combo that can satisfy your craving for success and fulfillment.  

Be flexible. Be agile. Be transformational. 

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