Guidelines for corporate campusworkplace solutions

Dr Margaret LatshawReceived (in revised form): 29th Decembef 1999

Dr Margaret Latshaw, Group Manager, Strategic Planning and Program Management,Sprint Corporation, 6100 Sprint Parkway, Mailstop KSOPHK03lO-3A47O, Overland Park,

KS 66251, USA;Tel: +1(913)315 3910; Fax: +1(9'13].315 a459;e-mail : Margaret. Latshaw@openmail. mai l.sprint' com

Joumal of Corporate Rral EsareVol. 2 No. 3, 2000, pp. 198 207OHenry Ste*'at Publications,1463 {101X

Margaret Latshaw has been Group Manager ofStrategic Planning and Program Management

for Sprint's World Headquafters Campus (4 mil-

lion square feet) since 7998. She has been

responsible for the strategic planning, program-

ming and /oglsfics of moving over 14,000 people

out of more than 50 buildings. From 1994-1997,

Margaret managed the strategic planning for

Sprint's Kansas City porlfolio.

Margaret is a Trustee of the IDRC Foun-

dation Board and was president of the Kan-

sas Clfy Chapter of NACORE from 1996-1998.

She has been a speaker on strategic planning

for NACORE, BOMA, the National Summit on

Building Performance, Tradeline and Expansion

Management and an instructor for the lnstitute

of Corporate Real Estate. She graduated Phi

Beta Kappa from Swarlhmore College, has an

MBA from Whafton in Management and Real

Estate, and holds a PhD in Russian history. She

was a Fulbright Fellow ln Fussla and has studied

six languages.

AesrRncr

For the corporate real estate (CRE) executiue

uho has the opportunity to plan a campus, this

pdper presents guidelines to ensure that campus

workplace solutions are aligned not only with

corporate objectiues but tuith the corporate cul-

ture ds well. The paper draws on a uariety ofcorpordte campus solutions and emphasises the

importance of understanding the role o;f CREin supporting the company's unique culture and

in enabling cltange to that culture.

Keywords: campus, corporate culture,workplace solutions, strategic planning

INTRODUCTIONIf you have the opportuniry to build a

colporate campus, what is the 'right'workplace solution for your company?

Should you centralise to one campus?

Go to a more open office environment?Implement a 'green' strategy?

The answer is that there is no single

correct solution. This paper will focus

on guidelines of the strategic planningprocess when the Cotporate Real Estate

(CRE) executive is considering a campus

straregy as an option.Here are examples of corlpanies in the

same industry which have reached dif-ferent conclusions about key real estate

strategies for a campus:

Centralise or decentralise?Sprint is consolidating its headquarters byrrroving out of over 50 buildings in theKansas Ciry Missouri metro area to a

200-acre campus in Overland Park, Kan-sas. BellSouth, meanwhile, is consolidat-

ing out of more than 70 buildings inAtlanta to three sites located near themetro line, eschewing the concept of a

single headquarters.Two telecommunications companies,

faced with the same situation of occupy-ing a large portfolio scattered in buildingsall over town (the result of years ofincremental growth with space leased onan as-needed basis) choose different solu-tions

- a consolidation to one centralised

campus is right for one but not for theother.

Open or closed office?3-COM and Hewlett Packard are 100 percent open-office, including the CEO'sspace. Microsoft engineers on the otherhand, are in a 100 per cent closed of-fice environment. At the headquarters ofLevel 3 Comrlunications near Boulder,Colorado, every employee (except thecustorner care group) gets a rloveable-wal1 ofiice 9 Get square; the companytouts itself as high-techl anti-'Dilbert'.

These high-tech companies -

each

totally dependent on the creativiry and

productivity of its employees -

have

chosen opposite workplace strategies

regarding the open ollLce environment,and yet the decision appears to be rightfor each.

Industry fype alone does not predict the'correct' real estate solution. 'While thereis no formula for developing successful

real estate strategies, there are guidelinesthat can help the CR-E executive tailorcampus strategies to meet the specificneeds of rhe corporation.

GUIDELINES

Know your businessYou need to understand what makes yourcompany's products and services profitableand to stay abreast ofthe ever-changing

competitive environment the business

units face. You need to be aware of thespecific challenges facing your industryand of your companyt position withinthat industry.

Effective real estate strategies will be

aligned with corporate objectives, balanc-

ing the competing demands of business

units with a cross-divisional, corporateperspective. They will also consider thecompany's unique situation in any givenregion or market. LJnique circumstances

heip to explain why BellSouth and Sprintarrived at different real estate strategies

even though their leased portfolios had

striking similarities.One reason why a centralised carrpus

was deemed inappropriate for BellSouth is

that BellSouth, in Atlanta, faced a dif-ferent set of rrrass transit problems and

opportunities from Sprint in Kansas Ciry.

The traffic situation in Atlanta was aiTect-

ing BellSouth's ability to attract and retainempioyees in the cify. Centralising toone location would exacerbate an alreadyserious set of HR and traffic problerrrs.

The Metro Atianta Rapid Transit

Authority (MARTA) offered an oppor-tunity for a win-win situation for boththe city and BellSouthi employees.BellSouth's real estate strategy leverages

MARIA's extensive infrastructure byconsolidating BellSouth's portfolio tothree locations near the metro, with a

comrrritment to build 'telework' parkingstations near these metro hubs. Combinedwith BellSouthi significant commitmentto alternative office solutions, this strategyis a compelling real estate solution forBellSouth's continued growth in Atlanta:when the three hubs are completed, 85

per cent of BellSouth's employee base is

expected to be within walking distance ofrail lines.

Sprint, on the other hand, had pur-chased and zoned land near its ernployeebase for a carnpus in 1990, but its campus

plans were put on hold because of therecession in the early 1990s. While Sprintalways had the opportunity to sell the

campus 1and, its existence in the Sprintreal estate portfolio added to the strategic

analysis a factor that BellSouth did nothave to consider.

Know your corporate culturePart of understanding your business is

knowing what diltltcrentiares your com-pany. One key point of ditTerentiationis the corporation's history and culture.The unique aspects of your comPany

define the range of appropriate real estate

strategies.A coryorate cafirpus makes a statement

- about the founder or the chief executive

otTicer of a company and the values and

image of the core business itself. The wayCRE executes the design and delivery of a

corporate campus reflects the degree towhich CRE is aligned with senior manage-

ment and with a multitude of internal and

external groups and functions.The foundation for an eflective campus

strategy for your company is an understand-ing of the vision and values of the founder,chairman or chief executive ollicer. -While

the corporate culture is influenced by morethan one person, the vision and values ofthe Chaiman or CEO have a great impacton corporate culture.

There is no one real estate solution forthe variery of carrrpus situations describedbelow: each solution was driven by thevision and values unique to each corpora-tion.

. EDS headquaters in Plano, Texas, an

elegant campus for 15,000 employees,reflects Ross Perot's active interest inevery detail of the design. The formaliryof this beautiful campus illustrates an

aspect of EDS culture (years after RossPerot left the EDS helm) that permeatedeven the campus dress code, which un-

til recently remained 'business' attire inan industry known for taking 'business

casual'to extremeq.. LISAA headquarters campus design in

San Antonio, Texas reveals the militaryroots of the company in the Pentagon-type layout and feel of the facility as wellas in the portraits of miiitary heroes

that greet visitors in the reception area

(USAA started out seiling insurance toofhcers).

. S. C. Johnson (ofJohnson Wax fame) in-Wisconsin recently completed a cam-pus where the Chairman clearly com-rnunicated to the Treasurer, who was

responsible for the campus project, thathe wanted the new calnPus to con-tinue the Johnson family tradition ofa commitrlent to the environment.That environmental focus was enshrined

in the Frank Lloyd 'Wright S. C.

Johnson administrative headquarters builtin Racine, 'Wisconsin, in the 1930s (the

'Great'Workroom', with columns risingfrom the floor and tubular glass rods

filtering light from above). This environ-rlental commitment was later exhibitedin the company's decisio n in 197 5 to stop

putting fluorocarbons in their aerosol

sprays because ofsuspected damage to theozone 1ayer, years before their competi-tion did. The long-held values of this

company continue to be ernbodied in thearchitecture

- the values are the 'con-

stants', even when the design changes

and new buildings are added.. MCI WorldCom's 2,500-acre campus in

Loudoun Counry Virginia, shows a

developer approach to land acquisitionand campus design, aligned with Chair-man Bernie Ebbers' understanding of the

value created on the land that surroundsa colporate carnpus (the master plan

encompasses seven million square feet

when fu1ly built out; this campus is near

the America On Line (AOL) head-quarters and will leverage the value to

other companies and developers ofbeingnear the critical mass of these rypes ofemployees all in one area) .

' Sprint's campus on 200 acres in OverlandPark, Kansas, is a product ofthe vision ofSprint's Chairman and CEO, Bill Esrey,

for a human-scale, pedestrian campus,

college-like in its feel, with traditionalbrick architecture and a commitment togreen spaces.

Recognise campus opportunities andlimitations to change cultureA carnpus can be a great opportuniryfor a company to change its cor-porate culture. Examples of changing theculture with campus workplace solu-tions include moving from enclosed toopen otTices, locating wa11ed otTices inthe interior, making a commitment forworkplace facilities to be environmentallysustainable, and adding amenities such as

fitness centres, daycare and food services.'While any of the above examples rray

be laudable real estate solutions, CRIneeds to understand that real estate is notthe driver of corporate culture change. Itts an enabler of culture change if senior

management is committed to making changehappen. Any rlajor culture change needs

a high-level sponsor and the change mustbe aligned with the vision for the corrr-pany.

Open or walled offices?A change to an open of1ice environmentmay work for one conlpany and not foranother. The workplace solution that is

right for a corporation is one that supports

the corporate culture and vision the CEOespouses.

David Callewaert, Treasurer at S. C.

Johnson responsible for building a newcampus, described a successful transiti.onfrom 60 per cent closed otTice to 100 percent open ofiice in the new cailpus. Hecited as key to this success the combina-

tion of support from the top with activeemployee involvement in the design ofthe new space.

Jarles Eckert at Owens Corning des-

cribed a similar success story of commit-ment from top management combinedwith extensive employee involvement inthe design in the transition of the OwensCorning headquarters to almost 100 percent open office (there are only six olliceswith fuli-height walls).

Meanwhile, Searle, the pharmaceuticaldivision of Monsanto with headquarters inChicago, and Koch Industries in Wichita,Kansas, have recently decided to go backto closed ofEces after trying the openconcept with their engineers. There was

no rnandate from the top at either of these

companies that everyone should work inopen space. The open-ofTice strategy has

not been as effective as hoped, so CREwill adopt another strategy.

A'paperwise' initiative?

A culture change for a new carnpus mightmean rrroving from a paper-intensive to a

rnore electronic environment, but is therea senior-levei champion of this potentialreal estate initiative? Being 'paperwise' is

a reasonable real estate objective thatdecreases the arrrount of space devoted tophysicai storage and may reduce total realestate costs if volumes of paper files are

stored in cheaper otT-site space or becorrreavailabie online.

But people do not change their per-sonal work habits easily. Real estate cost

avoidance rlray not fit a bigger corporateobjective at any given time. Some groups'paper-intensive work processes may re-quire re-engineering and significant in-vestment to become 'paperwise'. Thecosts of the disruption to r,vork processes

and investment in tirrre and dollars toimplement elcctronic option\ lltay out-weigh the real estate benefits, resulting ina misaligninent between a proposed

workplace solution and the corporation'sneeds at the tirne.

Real estate on its own is not likely tosucceed when proposing to change thecorporate culture surrounding the pro-liferation of personal fax machines andprinters and a habit of easy access tohard-copy files in the aisles. But whenlinked with a high-level corporate ob-jective, such a workplace solution canbe effectively introduced as part of thenew culture on a new canpus. A major'paperwise' workplace solution was suc-cessfully introduced at Owens Corningtcampus in Cleveland, Ohio, driven bythe CEO's comrnitment and directive to'house people, not paper' and a visionfor a paper-free environment. Alcoa inPittsburgh, Pennsylvania, also successfullyintroduced a 'paperwise' initiative withsirnilar comrnitment from the top.

Gloser alignmentIJse the campus to align more closelywith key partners. A corporate canpusis a major opportuniry to integratereal estate processes with key functionssuch as Information Technology (IT),Human Resources (HR) and SupplyChain Management (SCM/procurement)and to forge stronger relations with otherFinance functions, Legal and CorporateCommunications.

From the early stages of planningSprint's four-million-square-foot campus,the Sprint Campus team included mem-bers from IT, SCM and HR, who havebeen co-located in the constructiontrailers on the campus site to enhancepartnering and communications.

CRE coordinating with lTIT's strategies and budget

- with or

without a campus are integrallylinked to CREt strategic plans, but forSprint the effects on IT of centralisingover 14,000 people to a single carr-

pus heightened the importance of earlyand continuous comnrunication befweenCRE and IT. Strategic decisions such as

UPS guidelines, network redundancy andthe centralisation of servers have space

implications and are critical for all partiesto know as early as possible in theplanning process. IT is a critical memberof CREI weekly meeting with theCampus Program Architect.

Sprintt campus requires moving about4,000 people per year to the campus forover three years while maintaining a rela-tively high off-campus churn. Given thisrelentless schedule and a need to com-municate a consistent message to all movegroups, CRE and IT have taken integra-tion to a new level in planning thecampus move process with a series ofscripted meetings with the customer, withspecific agendas and deliverables.

CRE coordinating with HR

A campus is an opportuniry to impactthe recruiting and retention of employees.CRE and HR therefore need to cooperateclosely to ensure the campus real estate

solutions are in sync with corporate objec-tives on a variery of personnel policies.

CRE needs to work closely with HRand senior management on decisionsabout the amenities to be offered, suchas fitness centres, food services, retailand daycare, and whether these ser-vices

should be made available to familymembers and the public. Decisions madefor one campus in one ciry could haveimplications for the corporation's globalportfolio because of the question ofequitable access by all employees to thesame menu of amenities. The choice ofwhether to subsidise an ameniry such as a

fitness centre or food service will affectemployee participation rates, affecting theamount of space these amenities require,so close coordination between CRE andHR is essential.

The corporation's policy on smokingwill also affect carnpus planning. Forexanlple, at First (Jnion Bank's recentlycompleted two-miilion-square-foot Cus-tomer Information Center (CIC) outside

Charlotte, North Carolina a bankwhose big customers include tobaccocompanies

- the cofiunon area space

throughout the campus includes smokingrooms with specially designed ventilationto mininrise the irr-lpact on non-smokerswho work near these rooilrs.

Alternative oflice strategies heighten theneed for coordination among CRE, ITand HR, as well as Legal and RiskManagement. At Sprint, the telecon-unut-ing initiative is well defined and ownedby HR, with IT and CRE play-ing an integral role. BellSouth's Atlantastrategy assumes a significant percentageof errployees will utilise alternative offic-ing workstyles. This information impactsasslrmptions about parking ratios, traf-fic, network connectiviry and otherinfrastructure concerns associated with thecapaciry of campus facilities.

Campus as communicationsopportunityA successful campus planmng process

needs to incorporate input frorlemployees to ensure the CEO s visionis translated into a workplace that enables

employees to be productive. CorporateCommunications becorrres an irnportantCRE partner in developing a com-munications plan with employees,especially when significant coryorateculture change is being introduced at a

campus, such as going to an open officeat Owens Corning and at S. C.

Johnson.At Sprint, survey tools and focus groups

were used to detennine the needs andwants of employees regarding amenitiesand parking and their expectations aboutIT Gatures and functionaliry. A carnpus

website has been an invaluable way toprovide up-to-the-minute status reportsand answer Frequently Asked Questionsto erlployees (an on-site carnera tracksprogress over time with photos put on thewebsite). The website is used as a trainingtool to orient people to the move process

and to set expectations for employeeswho are moving to what will continueto be an evolving construction site forseveral years.

Dedicate a single point of contactwithin CRE or Corporate Communica-tions to do presentations and tours forinternal and external groups, to serve as a

clearinghouse for questions and feedbackand to maintain a website. It is importantto have one consistent corporate campus

message. If CRE does not forge thernessage, the void will be filled withrumours and inaccurate information.

Plan in advance how to measure andcommunicate the success of the canl-pus, with success as measured by theCEO (budget, schedule and consistencywith the intangible values), employees(what your colnpany accepts as metrics ofproductivity and workplace satisfaction)and success as defined by sharehoiders(impact on shareholder value).

Estabiish the baseline data and resources

and a timeline for pre- and post-occupancy tests. Coordinate with othergroups, so that employees are not boln-barded with too many survey tools. Forexample, work with HR if measuring theimpacr of a crnrpus on rec-uiring. reten-tion or absenteeism; work with IT ifmeasuring changes in satisfaction withconnectivity. To establish baseline data, be

sure to distribute the survey to each groupbefore its lnove to the campus. Thecalnpus post-occupancy data can begathered after the group has been on thecampus for 6-12 months, giving themtime to adapt to any big changes in thecJmpus environment.

CONCLUSIONS'While colporate culture tends to be stable

and predictable, business challenges are

changing at an accelerating rate and usuallyare the source of CRE being put in a

reactive rather than proactive mode ofoperation. A major change in corporateculture can resulr fronr a merger. acquisi-tion or other significant change at the top.While CRE always needs to be flexible, itis critical that carnpus planning and designanticipate that change will happen.

A recent decision to relocate the head-quafters of a Kansas Ciry-based phar-maceutical company to New Jersey is an

example of a situation being played out inmany industries where there is an urge tomerge with other companies to competeby using economies of scale.

Corporate vision conles from the top.When the top changes, the real estate

strategies, all of which need to be alignedwith the top, must also change. it is

di{ficult to imagine the founder of MarionLabs, a Kansas Ciry civic leader, movinghis headquarters out of Kansas Ciry. Butthe decision-rnakers setting the vision forthe newly merged pharmaceutical gianthave changed, as has the strategic en-vironment of the pharmaceutical industryitself, so moving headquarters to the phar-maceutical industry's equivalent of SiliconValiey in New Jersey fits the new vision.Real estate strategies must adapt to be ofvalue to the new corporation.

On 5 October 1.999 the Chairmen ofSprint and MCI 'WorldCom

announcedthe largest merger in United States cor-porate history. How will the vision andvalues of Sprint change? OnIy time willtell, and CRE itself will need to be as

flexible as the campus space that has beendesigned for Sprint's employees.

Martha O'Mara writes of the impor-tance of having CRE develop strategiesthat make the real estate fit the business,not force the business to fit into the real

estate. Given how quickly business ischanging, real estate solutions, especiallycampus ones, must be flexible to accom-modate continuously changing businessrequirements. Space needs to be able toflex quickly and cost-effectively to fit a

variery of uses and users. Bill Yontz, VicePresident of Real Estate at Capital One,put it succinctly in a recent presentationon workplace changes being implementedat his company: 'The Right Stufl CapitalOne Applies Its Change-or-Die Strategyto the Workplace.'

lJnderstand that a corporationt culture is

Iike a liue organisnt. Real estate solutions,whether or not on a campus, need tobe an organic match. Introducing a newworkplace solution for a company can berisky and anticipated with anxiery likemajor surgery

- cutting out one part ofthe

culture and introducing something new. Ifthe change is not perceived as part of thecompany, eg in sync with the company'svalues and objectives, the new real estate

solution will be recognised as foreign,attacked and ultimately rejected, as a threatto the corporate organism's survival. On theother hand, if the new real estate solutiondoes match the corporate vision and objec-tives, it may enable the company not onlyto survive but to thrive. And just as theorganism adapts to survive, so too must thereal estate strategies adapt as the company'sleadership and cornpetitive environnentchange.

APPENDIX 1

Understanding the GEO

Tips to make sure campus plans in theearly design stages are consistent with theCEO's expectations and vision:

. Ask the CEO what the vision for thecampus is and use this vision to craft theCampus Mission Staternent. Let the

mission statement guide every decisionilade. Make posters and larninate wal-let-sized copies of it so that every-one can be reminded of the corporatedrivers for the campus.

. Establish up front what decisions theCEO expects to make or be involvedin. Some, like Ross Perot, want to be

involved in the details. The currentCEO of Fidelity Investments in Boston,Massachusetts enjoys being involved inthe detaiis of real estate decisions

- a

perhaps atypical situation. Others willbe content to set the tone and directionand rrray appoint a key trusted contact,inside or outside the company, to makedecisions on design solutions.

. Detenrrine early on the frequency ofmeetings needed with the CEO, drivenby the ievel of participation in thedesign the CEO wants and get on theCEOt calendar on a regular basis fordesign review meetings.

. The architect's compatibiliry with theCEO is critical to the success of theproject. Make sure the architect listens

well.. Have the architect do a 'taste test' as

early on in the planning process as

possible. This 'test' consists of showingsenior rnanagement a wide variery ofcanpuses, from an aesthetic and func-tional perspective, with high-level costs

attached. This brief over-view can helpset the direction and define design andbudget parameters.

. Figure out early on rvhat the CEO (orsenior nlanagement) is willing to cham-pion in the way of changing corporateculture.

APPENDIX 2

Gommunications strategiesTo enhance corlmunications arnong thecampus teams:

. Consider the 'chemistry' of thetearl when seiecting contractors. Getcommitments from the architect,construction nanager, and owner'srepresentative on which specific staffmembers wiil be 100 per cent dedicatedto the project and for how long. Thesame care should be used in selectingstaff of service providers, such as foodser-vices, fitness centre and/ or childcare.

. Bring service providers on board as

early as possible in the design process

- fitness centre, food ser-vice, child

care. This communication is essential tcr

avoid rework.. Physically co-locate as many campus

functions and groups as possible to en-hance communicrrion.

. Visit other campuses as a team. Learnwhat is working well, and

- espe-

cialiy -

what the current CRE andIT management would do differentlyif they had the opportunity to buildtheir own canpus over again. Studyeverything from technology to parking,lighting, roofs and arnenities, such as

food, retail and fitness centres. It giveseach team member a better understand-ing of what other tearn rnernbers are

concerned about.. Budget and schedule partnering sessions

with a professional facilitator, with alicore team groups r:epresented. For thekick-off partnering session, set aside

time to develop a clear understanding ofthe team's mission statenlent, roles andresponsibilities and rrrilestones; outlinemajor obstacles over the early months ofthe project; and secure buy-in of thesteps each group will take to overcomethese obstacles.

. Document processes and procedures,including protocols for rrreetings andwrirten communications.

. IJse rnock-ups as a neans of decision-making and corlrrrunicating decisions.

Steelcase created an elaborate andeffective mock-up for senior executivesto generate support for the open olTiceconcept. The CEO was comrnitted tothe open office concept, but some of hisdirect reports had their doubts aboutleaving their private o{fices. A foarlmock-up of the new executive quarterswas created in about 20,000 square feetof warehouse space (in the company'splant), so that each senior executivecould literally see how much space theywould get and get comfortable with thefunctionality of the proposed layout.Sprint used about 6,500 square feetof warehouse space to simulate thecompanyt universal workstation l^y-out, complete with the proposed newworkstation options. The mock-up siteturned out to be a valuable way to assess

lighting and ceiling options and wall,fabric and carpet colours, and to getemployee and management reaction toproposed workstation solutions.

RerenerucEs

Presentations, publications and discussions

about campus planning and real estatestrategic planning processes:

(1) Duane Ackerman, CEO and Chairmanof BellSouth, 18 October, 1999 keynotespeech at IDRC World Congress,Nashville, Tennessee, on BellSouth'sAtlanta corporate facilities strategy:'Concrete, Cars and Cyberspace'.

(2) David Callewaert, SVP, Finance, IlManufacturing and Sourcing, Tieasurer,at S. C. Johnson Commercial Marketsin 'Wisconsin: presentation on S. C.

Johnson's new campus and eco-sensitiveworkplace at the Fourth AnnualNational Sunrmit on BuildingPerfornrance, 28th October 1.999,

Washingon, D.C., co-presented withBill Odell, Director and DesignPrincipal, HOK Architects, St Louis.

(3) Richard Cooper Jr, Director ofFacilities and Real Estate at KochIndustries: presentation on'IntegratingWorkspace and Technology to IncreaseSpeed to Market' at the Fourth AnnualNational Summit on BuildingPer{ormance, 28th October 1999,Washington, D.C.

(4) Stan Davis, Christopher Meyer (1998),Blur: The Speed of Change in the

C o nn e cte d Eco no m y, Addison-Wesley,Reading, MA.

(5) Jarnes Eckert, Director of FaciliryPlanning at Owens Corning,interviewed in Facility Design and

Management Quly 1997) for article onOwens Corning campus in Cleveland,Ohio.

(6) David Haresign (1999), 'Is a CorporateCampus Right for Your Business?' Sire

Selection (fanuary). The article providesa useful checklist for corporate campusplanners.

(7) Beth Flarrnon-Vaughan, Principal at

Gould Evans Goodman Associates inKansas Ciry Missouri, and the ProgramArchitect for the Sprint Campus inOverland Park, Kansas.

(8) Bob Hillier u'ith The Hillier Group i.n

Princeton, NJ, whose company is thelead architect for the Sprint Campus inOverland Park, Kansas. Among thecampuses this company has designed are

Beneficial Finance Corporation andAmerican Home Prodr-rcts in NewJersey; Howard Hughes MedicalInstitute in tsethesda, Maryland;Vanguard (the rrrutual fund company) inPhiladelphia, Pennsyivania; and IHS (a

health services conpany) in Baltinrore,Maryland.

(9) Daniel Jeakins, HKS, Inc, Dallas,Texas, whose firm's calrrpus designs

include USAA, EDS, and JC Penneyin Texas.

(10) Michael Jorofl lecturer at MIT -discussion on research on corporate

infrastmcture management andinstructor for the Institute forCorporate Real Estate.

(11) Jack Lyne (1999),'Level 3: Building at

Broadband Speed', Site Selection

(September).(12) Mert Livingstone, Executive Director of

Facilities at Searle (a unit of Monsanto):presentation on'Integrating -Workspace

and Technology to Increase Speed toMarket' at the Fourth Annual NationalSurnrnit on Building Performance, 28October 1999, WashinSon, D.C.

(13) 'MCI 'WorldCom lJses Excess RealEstate to Defray Expansion Cost,'Business Deuelopment Outlook Magazine(Sept-Oct 99) (www.wedanet.com).

(14) Martha O'Mara, (1999),'Strategy andPlace: Managing Corporate Real Estate

and Facilities for CompetitiveAdvantage', The Free Press, New Yorkand Simon & Schuster Inc.

(15) Ken Robertson, (1999), ''WorkTransformation, Planning andImplementing the New'Workplace',HNB Pubiishing, New York.

(16) H. Gordon Wyilie, Executive Directorand CEO of NACORE International.

(17) Bill Yontz, Vice President Real Estate,

Capital One Services, Inc: jointpresentation with HOK Consulting at

the IDRC World Congress, Nashville,Tennessee, October 1999:'Capital OneApplies its Change-or-Die Strategy tothe Workpiace'.