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2007 25% 2012 2017


CARBON FOOTPRINT REDUCTION Cisco’s Connected Workplace has enabled the company to reduce its global real estate portfolio and support carbon footprint reduction by 25 percent in the five years ending in 2012. By 2017, the firm expects it to be down by 40 percent from its 2007 baseline.

Alan McGinty says companies need to digitize their workplace to be successful, advice which Cisco has taken to heart.

“You have to provide people with the choice of what kinds of spaces they can work in, and what kind of technology platforms they can use.” Alan McGinty Senior Director, Global Workplace Innovation Group

high-definition videoconferencing, and ubiquitous wireless access have quickly spread throughout the connected workplace. Others, such as physical spaces that can recognize employees—called “intelligent proximity”— seem straight out of science fiction. “When I walk into a meeting room at Cisco, it recognizes me,” McGinty says. “The phone becomes ‘mine.’ I put my computer on the table, and it pops up on the screen.” There’s more innovation on the horizon— such as the telepresence robots that travel from office to office, taking on the face of a remote employee that needs to communicate to a coworker. Additionally, there will be rapidly evolved lighting systems that give “infinite control” over fixtures through controlled networks, as well as sensors that allow administrators to measure real-time occupancy to get a better understanding of how the building is being used. “We’re in the midst of a technological revolution,” McGinty says. “Companies need to digitize their workplace to be successful—providing converged networks, building automation systems, occupancy sensing, security and lighting systems . . . all of these things are rapidly entering the market, driving operational efficiency and employee engagement up.” At Cisco, forward-thinking design has won over millennials—“the most important challenge” for any modern company, McGinty says. In other words, it meets the desires of a rapidly evolving global workforce. “Businesses around the world spent decades housing people in veal pens,” he says. “If you showed young talent an old cube farm and said, ‘This is where you’re going to be working,’ they would turn around and walk out the door before you finished that sentence. We need new workplace models that drive innovation, collaboration, and well-being.”

OCT | NOV | DEC 2016


American Builders Quarterly #63  
American Builders Quarterly #63