Global occupier trends to watch in 2025

As the practice of 3-4 days in the workplace becomes the norm for most, firms will balance space optimization with plans for future portfolio growth.

Policies and practices around workplace expectations have stabilized over the last year and organizations will need to consider not only the more immediate implications for their portfolios but also be ready to flex their portfolio for longer-term growth expectations. As organizations continue to adapt to hybrid work models and changing employee expectations, their ability to quickly adjust and optimize space use will become crucial. Balancing the short-term priority of efficiency with expectations of future expansion creates a complex scenario for CRE leaders to future-proof portfolios. 

Organizations will also need to balance ambitions for increased use and employee days in office with supporting varied work activities and employee experience. 44% of organizations stand out as 'office advocates' today, expecting people to work fully from the office, while 56% are ‘hybrid promoters’, offering some form of flexible workstyles. And while hybrid will remain relevant for most organizations, it will continue evolving; 43% of organizations we surveyed expect the number of office days to increase in the coming years. This will ultimately drive portfolio expansion. However, in the near-term, organizations will increasingly focus on implementing best practices to optimize space within their portfolio to meet today’s workplace needs.

Organizational approaches are crystalizing, with office-centric firms more frequently tracking employee whereabouts and enforcing compliance through management oversight or performance review measurements. Firms offering more flexibility are focused on employee choice, investment in workplace services and community-building to incentivize more time in the office. As organizations compete for talent and strive to improve employee engagement, the human experience will be top of mind. Changing expectations of work and workplace across generations will drive new considerations for workplace design. This shift recognizes that the workplace is not just a place for work, but a holistic environment that supports learning, collaboration and personal well-being. Added focus on the human experience will also influence portfolio decisions related to location choice, as corporates seek to attract and retain talent in emerging innovation geographies.

With 57% corporate real estate leaders surveyed by JLL indicating expansion as a top expectation through 2030, there’s no question that portfolio growth is coming. But leaders also recognize the need to be more efficient, smart and responsible in achieving this growth.

Most organizations are early in the maturity curve and will need a multi-faceted strategy to capitalize on the promise of AI.

Organizations are embracing the potential of AI to transform workplace management and, through experimentation, have discovered both the challenges and opportunities inherent in scaling this capability. Data readiness is the key driver of success, while closing the skills gap to enable AI programs will be crucial in evolving these platforms further. The evolution of CRE is defined by a rapid pace of change and a growing emphasis on innovation, agility and adaptability. 92% of C-suite leaders believe artificial intelligence (AI) will change how the workforce operates in the next five years, and 90% of organizations plan to accelerate AI investment during that time. To stay ahead of the curve and deliver maximum value to their organizations, CRE leaders must be proactive in identifying and investing in the key technologies that can scale to shape the future of work.

Corporate real estate should be positioned as a value driver rather than a cost center, requiring new skills and partnerships.

As the business landscape continues to evolve at an unprecedented pace, the CRE function finds itself at a critical inflection point. To remain relevant and drive strategic value for their organizations, CRE leaders must fundamentally reimagine and reinvent their roles, capabilities and competencies. Partnerships with human resources leaders are becoming more important, as organizations acknowledge the role their real estate plays in supporting both culture and talent retention, and workforce expectations become the primary basis for space design and the range of facilities. Breaking down traditional silos to work closely with HR, IT and finance will help to develop integrated workplace strategies to support the needs of a diverse and dynamic workforce.

The first step in this journey is to recognize that the traditional skills and competencies that have defined success in CRE are no longer sufficient. While technical expertise in areas such as leasing, transactions and project management will always be important, the CRE leaders of tomorrow must also possess a broader set of strategic leadership, financial and technological capabilities. They must be able to think holistically about the role of the built environment in supporting business objectives, human experience and technology imperatives. Leaders will also need to engage with the C-suite to translate that vision into actionable strategies, reinforce the value of the real estate portfolio and the teams that manage it, and effectively drive measurable results.

To position CRE as a career of choice and develop this new breed of talent, organizations must invest in comprehensive training and development programs that go beyond traditional classroom-based learning. This may include rotational programs that expose CRE professionals to different aspects of the business, as well as mentorship and coaching initiatives that provide ongoing support and guidance. CRE leaders should also prioritize diversity and inclusion in their talent acquisition and development strategies, recognizing that a more diverse and representative workforce can bring new perspectives and ideas to the table. 

To truly elevate the CRE function, however, organizations must also be willing to rethink traditional models of service delivery and embrace new ways of working. This may involve the outsourcing of certain technical activities to specialist providers, the development of new revenue streams through the monetization of underused assets or the creation of innovation labs and accelerators that can drive new ideas and solutions.

The reinvention of the CRE function is not a one-time event, but an ongoing process of continuous improvement and adaptation by prioritizing talent development, forging strong partnerships and embracing new ways of working.

As leaders work to address these trends within their organization, they should keep the following overarching principles in mind:

Agility and adaptability: build flexibility into your CRE function, strategy, space design and employee programs, and be prepared to pivot as new trends emerge or unexpected challenges arise. Continuously evolve skills to empower the CRE function and enhance capabilities in an ever-changing landscape. 

Data-driven decision-making: while widespread AI adoption may be slower than anticipated, the importance of data in CRE decision-making cannot be overstated, particularly as it supports tech-enabled workplaces and sustainability goals. Continue to invest in data collection and analytics capabilities, even if full AI integration is a longer-term goal. 

Employee-centric approach: throughout all these trends, the needs and preferences of employees should remain at the forefront. Wellness will continue to drive employee value and support talent attraction and retention. Integrate these considerations into all aspects of your CRE function.