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Harvard Case - Verizon Reimagines Corporate Real Estate

"Verizon Reimagines Corporate Real Estate" Harvard business case study is written by Josh Lehr, Pau Amigo, M. Julia Prats. It deals with the challenges in the field of Entrepreneurship. The case study is 27 page(s) long and it was first published on : Dec 18, 2017

At Fern Fort University, we recommend that Verizon embrace a hybrid approach to corporate real estate, leveraging a combination of traditional office spaces, flexible work arrangements, and strategic partnerships with co-working spaces. This strategy will enable Verizon to optimize its real estate portfolio, foster innovation, and attract and retain top talent in a rapidly changing work environment.

2. Background

Verizon, a telecommunications giant, is grappling with the changing landscape of work and the rising costs of traditional office spaces. The company is exploring innovative ways to optimize its real estate portfolio and create a more flexible and agile work environment. This case study examines Verizon?s efforts to reimagine its corporate real estate strategy, focusing on its partnership with WeWork, a leading co-working space provider.

The main protagonists in this case are:

  • Verizon: A telecommunications giant seeking to optimize its real estate portfolio and create a more flexible work environment.
  • WeWork: A co-working space provider offering flexible and collaborative workspaces for businesses of all sizes.
  • Verizon employees: The primary stakeholders impacted by the changes in the company?s real estate strategy.

3. Analysis of the Case Study

This case study can be analyzed through the lens of strategic management, focusing on competitive strategy, corporate strategy, and organizational change.

Competitive Strategy:

  • Disruptive Innovation: The rise of co-working spaces represents a disruptive innovation in the traditional office market. Verizon?s partnership with WeWork allows them to tap into this trend and offer employees a more flexible and cost-effective work environment.
  • Business Model Innovation: Verizon?s partnership with WeWork exemplifies business model innovation, allowing the company to leverage external resources and expertise to optimize its real estate portfolio and enhance employee experience.

Corporate Strategy:

  • Growth Strategy: Verizon?s real estate strategy is an integral part of its overall growth strategy, enabling the company to attract and retain top talent, reduce costs, and foster innovation.
  • Organizational Culture: The shift towards a more flexible work environment aligns with Verizon?s efforts to foster a more innovative and collaborative organizational culture.

Organizational Change:

  • Change Management: Implementing a new real estate strategy requires effective change management to ensure employee buy-in and minimize resistance.
  • Organizational Structure and Design: Verizon?s real estate strategy necessitates a shift in organizational structure and design to accommodate a more distributed workforce.

4. Recommendations

Verizon should implement a hybrid approach to corporate real estate, incorporating the following elements:

1. Flexible Work Arrangements:

  • Implement a flexible work policy that allows employees to work remotely, from co-working spaces, or from traditional offices based on their individual needs and preferences.
  • Provide employees with the necessary technology and support to work effectively from different locations.
  • Conduct regular surveys and feedback sessions to assess employee satisfaction with flexible work arrangements and make necessary adjustments.

2. Strategic Partnerships with Co-working Spaces:

  • Partner with leading co-working space providers like WeWork to offer employees access to a network of flexible and collaborative workspaces.
  • Negotiate favorable terms with co-working space providers to ensure cost-effectiveness and access to amenities and services that meet Verizon?s needs.
  • Regularly evaluate the effectiveness of co-working space partnerships and explore new partnerships as the market evolves.

3. Optimize Traditional Office Spaces:

  • Reduce the footprint of traditional office spaces by consolidating operations and adopting a more agile and efficient workspace design.
  • Utilize technology to optimize office space utilization and reduce unnecessary costs.
  • Create a more collaborative and engaging office environment that fosters innovation and teamwork.

4. Invest in Technology and Analytics:

  • Invest in technology and analytics platforms to track employee usage of different workspaces and identify areas for optimization.
  • Utilize data insights to inform decision-making regarding real estate strategy and workplace design.
  • Develop a comprehensive data-driven approach to managing and optimizing the company?s real estate portfolio.

5. Basis of Recommendations

These recommendations consider:

1. Core Competencies and Consistency with Mission: The hybrid approach aligns with Verizon?s core competencies in technology and innovation while supporting its mission to provide high-quality telecommunication services.

2. External Customers and Internal Clients: The strategy prioritizes employee satisfaction and flexibility while ensuring that Verizon can effectively serve its external customers.

3. Competitors: Verizon?s competitors are also exploring flexible work arrangements and co-working space partnerships. This strategy allows Verizon to stay competitive and attract and retain top talent.

4. Attractiveness: The hybrid approach offers significant potential for cost savings, increased employee productivity, and improved talent acquisition and retention.

Assumptions:

  • The demand for flexible work arrangements will continue to grow in the future.
  • Technology will continue to evolve and enable more effective remote work.
  • Co-working spaces will continue to be a viable and attractive option for businesses.

6. Conclusion

By embracing a hybrid approach to corporate real estate, Verizon can optimize its real estate portfolio, create a more flexible and agile work environment, and attract and retain top talent in a rapidly changing work environment. This strategy will enable Verizon to stay competitive, foster innovation, and achieve its long-term business goals.

7. Discussion

Alternative options include:

  • Fully embracing remote work: This option could lead to significant cost savings but may also present challenges in maintaining employee engagement and collaboration.
  • Maintaining traditional office spaces: This option would be less flexible and could lead to higher costs.

Risks and Key Assumptions:

  • Employee Resistance: Some employees may resist the shift towards a more flexible work environment.
  • Security and Privacy Concerns: Remote work and co-working spaces may raise security and privacy concerns.
  • Technology Challenges: The success of the hybrid approach depends on the availability and reliability of technology.

8. Next Steps

Verizon should implement the following steps to implement the hybrid approach:

  • Phase 1 (Short-Term):
    • Conduct a pilot program to test the effectiveness of flexible work arrangements and co-working space partnerships.
    • Develop a comprehensive communication strategy to inform employees about the new real estate strategy.
    • Provide training and support to employees on how to work effectively in a hybrid environment.
  • Phase 2 (Mid-Term):
    • Roll out the hybrid approach to a larger segment of the workforce.
    • Continuously monitor and evaluate the effectiveness of the strategy.
    • Make adjustments based on employee feedback and data insights.
  • Phase 3 (Long-Term):
    • Fully integrate the hybrid approach into the company?s culture and operations.
    • Develop a long-term strategy for managing the company?s real estate portfolio in a hybrid environment.

By taking these steps, Verizon can successfully reimagine its corporate real estate strategy and create a more flexible, agile, and innovative work environment for its employees.

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Case Description

In late October 2015 James Tousignant, Director of Transactions and Real Estate Development for Verizon Global Real Estate, was sitting in his office at Verizonยฟs headquarters in Basking Ridge, NJ' a sprawling 1.4 MM square foot megaplex of 80's construction. The compound was made up of nine building-wings and a central core to serve food to over 5,000 employees each day. As he looked out his office window he pondered what he should do. Verizon had spent significant resources and energy developing their campus master plan and Verizon's new way to work within them, but had overlooked a large share of the administrative portfolio (small offices under 50K square feet) which made up two thirds of Verizon's portfolio by count, housed over 8,500 employees, and represented $62 million in annual operating cost.The next morning Tousignant would present a plan to John Vasquez, Verizon's Global Head of Real Estate, that should solve the problems with the small office portfolio as well as align the portfolio with the greater enterprise's strategic goals. Tousignant wondered if he should move forward with the plan or reconsider if the risks outweigh the benefits. Tousignant knew that if he did, the strategy would mean a strong departure from traditional corporate real estate. He would spend the rest of the night carefully reviewing the strategy, implementation, and of course the benefits, risks, and alternatives. It would be a night of Keurig and energy bars.

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