As digital technologies enable the creation of smart, digitally connected spaces, businesses should consider four aspects that would place people at the centre of their smart buildings.
THE confluence of the Internet of Things (IoT) with building operations and the future of the workplace is creating a significant opportunity for building owners, operators and occupants to create smart, digitally connected spaces that support the people at their centre. Business leaders are increasingly interested in creating a strategy for managing their buildings that reflects the digital transformation taking place throughout their business. Those that do may outpace their competitors in key areas such as employee attraction and retention, operating cost savings and operational risk mitigation.
The world is awash in “smart” things, as the term has become synonymous with embedding an inanimate object with network connectivity and the ability to communicate and/or interpret data about the object’s status, performance, or behaviour. Take, for example, smart cities, which include connected infrastructure ranging from physical assets such as parking metres, to streetlights and rubbish receptacles. Deloitte’s smart cities research has expanded the initial definition to a Smart City 2.0 version, which encompasses not only connected infrastructure, but also the goal of higher quality of life for citizens. Smart City 2.0 uses three Ds—data, digital and (user) design—to enhance citizens’ experience and city decision-making.1
In much the same way, smart buildings seek to encompass a logical, physically proximate grouping of smart things. At their most basic, smart buildings are digitally connected structures that combine optimised building and operational automation with intelligent space management to enhance the user experience, increase productivity, reduce costs, and mitigate physical and cybersecurity risks. Smart buildings span industries—they include office buildings, factories, shopping malls, hospitals, academic campuses, stadiums, airports, military bases and residential buildings. The common cotton running through these use cases is human—these are all spaces in which humans can converge and interact with each other, utilise advanced technology to perform their necessary functions and benefit from a digitally enhanced experience. Deloitte’s smart building framework consists of the physical assets within the building, the digital assets that create a fabric throughout the connected space and finally the use cases that are enabled by the marriage of physical and digital assets (see figure 1).
Smart buildings are digitally connected structures that combine optimised building and operational automation with intelligent space management to enhance the user experience, increase productivity, reduce costs, and mitigate physical and cybersecurity risks.
Smart, digital buildings span industries and uses, but all of them can provide the same basic capabilities: they connect humans; they provide better control of facilities and operations; they support ways to collaborate digitally; and they enable owners to conserve resources that include space, energy, water and employees. Each of these four capabilities can form the basis for creating a smart building strategy that can deliver a number of measurable benefits (see figure 2).
Today’s workplaces have changed dramatically from the days of cubicle “farms” and oversized conference rooms. As trends such as the globalisation of business, remote work and coworking have taken off, technologies have evolved to support a distributed workforce, altering the physical space needed for workgroups. Wi-Fi and cellular networks support mobility throughout an office and beyond it, offering immediate, zero-latency access to key services, information and insights that improve operations and employee productivity.
What does connectivity in a smartbuilding enable? It creates a level of visibility that was previously impossible, allowing for the workforce to make more efficient use of space and their time, enhancing productivity. Using in-building, real-time location services, for example, to connect people within a physical workplace, can answer questions such as, “Where is my coworker sitting today?”, “Where is space available for us to have a meeting?” and “Is it busy in the cafeteria right now?”. Additionally, services such as secure, wireless printing and one-touch dial-in for conference calls are enabled by connected, digital workplaces.
In today’s tight job market, connected digital workplaces also enable companies to differentiate themselves by providing exceptional levels of employee experience and human comforts that can help employers attract and retain talent. Indoor wayfinding, digital signage, smart kiosks, wireless charging and even concierge services can all be enabled through a connected workplace and set an employer apart. In fact, organisations with strong online social networks can be 7 per cent more productive than those without and when employee engagement increases, there tends to be a corresponding increase in employee retention by up to 87 per cent.2
Experts in workforce management, innovation and human capital have all identified the benefits that can be gained from enhancing collaboration among coworkers. Ongoing research on workspaces has reported data that suggests creating “collisions”—chance encounters and unplanned interactions among coworkers—improves performance.3 Many businesses have been reconfiguring office layouts and creating a mix of closed and open spaces over the past decade in the hopes of sparking encounters that drive new collaborations.
The technology available in smart buildings today can take collaboration to entirely new levels. For coworkers that are physically proximate, smartboards and smart conference rooms can foster collaborations and capture their outcomes. Additionally, video conferencing and virtual meeting walls can bring physically remote coworkers into an environment that can spark more creative interactions. And, the ability of a connected workplace to sense and respond to the coworkers that are present is a particular advantage of smart buildings. Layering in tools such as virtual digital assistants and wireless content sharing makes collaboration effortless.
All this increased collaboration typically has tangible benefits. Some companies have reported increasing annual employee productivity. Others identify faster new product development cycle times and increased sales as the result of creating workplaces that foster communication and collaboration across corporate functions and workgroups. Additionally, levels of employee engagement generally increase when the workspace supports interactions and communication. Humans have a natural affinity for places that allow congregation, friction and interaction.4 Using real-time data analytics and digitally integrated furniture, for example, to spur these interactions could empower new levels of employee engagement.
The first “smart” buildings enabled automation of common building operations, notably with climate control and secure building access. This aspect of smartbuildings has had the benefit of more than a decade of technology evolution and is poised to fully leverage today’s advanced technologies such as the IoT, Wi-Fi, cloud analytics and mobile devices. Facility management in smart buildings has become a complex orchestration of a portfolio of services that are both physical and digital. It can include optimising aspects such as space, temperature and lighting, along with providing the highest levels of cyber-physical security and access control. Today, it elevates control across a portfolio of services and capabilities that enable facility operators to maximise their efficiency and effectiveness of the space.
The benefits related to optimising the control of building operations are well documented and reveal some of the most directly attributable outcomes from smart buildings. Optimising and improving the operations of the facility can lead to a variety of recouped costs, starting from major saving on bills related to heating, cooling, lighting and maintenance. For example, on average, 50 per cent can be saved by moving to a connected lighting system.5 This can be achieved by creating a digital control tower for building operations, which provides real-time insight and leverages machine learning and artificial intelligence to calibrate services across a building. Even something as simple as identifying which workspaces or bathroom facilities have been used and need cleaning can result in measurable cost savings.
Corporate environmental sustainability has become a watchword in today’s global business markets. Companies across industries are seeking ways to codify their environmental, health and safety (EHS) and sustainability efforts in response to customer, shareholder and regulatory demands. Smart buildings can be central components of sustainability and EHS programmes. Space utilisation is one of the highest sources of waste in most business settings today, despite the fact that average square footage per employee has shrunk considerably in the past decade.6 Industry reports have indicated that on average only 56 per cent of work seats are utilised, while the remaining 44 per cent remain vacant. Even at peak seasons and times, upward of 30 per cent of seats remain empty the majority of the time.7 Using analytics to identify office space usage and reducing office footprints to reflect actual occupancy can save considerable costs related to overheads, operations and resource consumption.
Energy conservation is another source of interest for business owners and one that delivers a dual benefit of supporting the environment and providing cost savings. Connected building technologies enable better coordination of energy audits, allowing providers to perform usage assessments that empower better energy procurement contracts, identify opportunities for reducing consumption and suggest alternate energy sources, including renewables and micro-grids. Companies that implemented IoT-enabled sensors and smart devices have seen energy savings of up to 70 per cent in three years.8
In addition to space utilisation and energy conservation, waste management is an important component of conservation that can be optimised through smart building technologies. For example, The Edge, a Deloitte smart office building, collects rainwater to reuse in the sanitation system.9 Other examples of waste conservation include the use of smart bins and robotic sorting, which can significantly increase the operational efficiency of the facility. Radio-frequency identification (RFID) tracking and fill sensors can detect fill levels and monitor the materials that can be recycled and reused. This could reduce both the time and energy required for waste management services as well as the amount of waste created.
Given the opportunities involved in leveraging smart buildings to drive employee engagement, cost savings, energy efficiencies and more, many business leaders are eager to adopt smart building technologies. However, it is important to establish a strategy around smart buildings to avoid some of the common pitfalls that many of these individual efforts produce (see sidebar, “Common pitfalls to avoid when designing smart buildings”). An effective strategy should define a holistic set of requirements that spans across functional areas such as IT, operations, human resources, corporate property and security. It should also identify the team of key stakeholders based on these requirements and prioritise use cases from the requirements to establish realistic time frames and make the right investments in proofs-of-concept and full-scale implementations. All of these can be essential to making the most of a smart building initiative.
It is important to frame a smart building initiative in the context of the overall business objectives. Because of the vast array of directions in which an initiative can go, leaders should identify the important capabilities within connect, collaborate, control and conserve, and prioritise them within a strategy. For example, approaching an initiative through the lens of workplace strategy may focus on the connect and collaborate capabilities. Leaders could start by reviewing how people would like to use a building or space and create requirements that are framed through the users’ experience to identify smart building technology that supports these requirements. Similarly, if leaders are more interested in building operations, they would identify the capabilities within control and/or conserve to focus their strategy around the junction of building and operational automation using smart building technologies.
By their very definition, smart buildings are all about technology. It is the rise of advanced technologies that has enabled the new generation of capabilities and digital services within office buildings, factories, retail establishments and more. A number of key technologies have created the foundation for smart buildings, including the IoT, cloud infrastructure, data analytics, machine learning and artificial intelligence. Equally important is the convergence of two very important areas within the smart building: IT and operations. Increasingly, the IT infrastructure that powers the information-driven digital workplace also becomes a core foundation for connected building automation, for cyber-physical building security and other operational aspects of the building itself. A smart building strategy should incorporate all aspects of technology, which can be grouped into three categories that are part of Deloitte’s smart building framework: physical, digital and services (see figure 1 for more details).
Through the identification of the business objectives and the necessary technology infrastructure for enabling smart buildings, it becomes apparent that the team of stakeholders should be diverse to reflect the broad reach of these initiatives. While the composition of a smart building strategy team will vary by use case and situation, there are several common roles that represent the complexity of these projects and can help with their success:
Possibly the most important aspect of selecting a smart buildings team is to ensure that representatives of the business goal for the initiative and the enabling functions come together to agree upon the purpose, scope and timeline for the initiative.
Once leaders start to consider how to frame a strategy for smart buildings, there are some methods to consider for making progress with an initiative. One that has worked repeatedly across different types of smart building initiatives is a project-based approach. With this method, the smart building team identifies the first group of use cases that align with business objectives and launch a project to plan, test and scale them. Below are a few suggested steps leaders can take.
Smart buildings hold a significant amount of promise and potential for savvy building owners and operators. The rise of smart, connected devices and ubiquitous connectivity have created an opportunity to transform buildings—whether they are offices, retail stores, factories, or hospitals—into cost-efficient, responsive environments for delivering exceptional experiences to their occupants. Business leaders who identify the potential of smart buildings can reap tangible benefits, from reduced overheads to greater corporate sustainability and better talent retention. Given the pace of this evolving market, the most important thing could be to start by forming a smart building strategy.
Deloitte's Internet of Things (IoT) practice enables organisations to identify where the IoT can potentially create value in their industry and develop strategies to capture that value, utilising the IoT for operational benefit. Smart buildings are digitally connected structures that use IoT to combine optimised building and operational automation with intelligent space management to enhance the user experience, increase productivity, reduce costs, and mitigate physical and cybersecurity risks.