There’s a popular saying, originally attributed to Chinese philosophers but now embraced by change managers everywhere: Change is inevitable. Growth is optional. We can’t keep change at bay, but we can choose to embrace it. Why not leverage it, grow through it, profit from it? In the workplace, change as an abstract idea is often met with resistance. People are people, and until they have no other choice, rarely will they opt to change. That leaves it to management—and in 70% of cases, corporate real estate executives—to build change into the workplace scenario so that it becomes a natural part of the culture rather than a problematic wall to scale. To learn more about how you can leverage innovative workplace strategies that increase employee productivity and reduce real estate costs, visit: www.jll.com/workplace

1. Managing
workplace change

2. Change is inevitable. Growth is optional.

3. “The systematic application of the
knowledge, tools and resources
that provides organizations
with the processes to minimize
resistance and accelerate change.”
Change management — our definition

4. Successful change can be challenging
Success rate of change projects
51%
Challenged 34%
Succeeded
15%
Failed
2/3do not meet
expectationsSource: Standish Group, Chaos Study, 2011.

5. 0
10%
20%
30%
40%
50%
60%
62%
17%
With change
management
Without change
management
Improve your probability of success
Source: The Value of Change Management, Jan Neumann, 2009.
Change success rate
~3.5×Higher success
rate

6. Identify the necessary changes in the workplace
that will help you get the results you need.
1

7. Prepare everyone in the organization for
a changed environment.
2

8. Tap key champions and supporters
during the planning stages.
3

9. Make the workplace changes real
and set clear expectations.
4

10. Provide the tools and support to
sustain the changes.
5

11. A leader’s job is not only to inspire change; it is to help each person realistically
assess their own personal cost of change by asking two questions:
What do I give up?
What do I get?
Making change personal
When they are answered, reality will overcome fear because they will see they are getting more
than they are giving up.

12. However, take it a step further and apply these same two questions to yourself.
Making change personal
If your answer to “What do I give up?’ is “a traditional, narrow and passive role in operations” and
your answer to “What do I get?” is “status and value as a serious part of a senior leadership team
that creates vision and drives change,” congratulations!
You are now ready to become a leader of change.
What do I give up?
What do I get?

13. Thank you
Bernice Boucher
Head of Workplace Strategy, Americas
Bernice.Boucher@am.jll.com
Claudia Hamm
Head of Workplace Strategy, EMEA
Claudia.Hamm@eu.jll.com
Su Lim
Head of Workplace Strategy, Asia Pacific
Su.Lim@ap.jll.com
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