What does it take for CRE to operate as a strategic enabler rather than a space provider, and how do teams develop the capabilities and organisational credibility that role demands?
The Function We Need to Build, hosted by Jane Watson of XY Sense, examined how workplace teams build that capability and credibility. The Tribe also covered AI governance and working across IT, people and finance.
Tribe Host: Jane Watson
Co-Hosts: Lewis Barker (ServiceNow), Rebekah Powley (Entain), Elizabeth Linden (Lloyds Banking), Hanro Hennig (Wise), Alisa Weber (Wolt), Keith Begley (Snap Inc)
Scribe: Suha Kamran
Building the Right Capabilities with the Same Resources
Workplace teams are expected to cover productivity, cost, experience and space decisions without a bigger budget or more people, and the skills in demand are shifting as a result. Many of the Tribe believed teams need a solid data foundation behind their analytics, more focus on experience and people, and in some cases in-house event capability, because events have grown sharply.
One of the Tribe members suggested that technology in CRE can no longer be treated as an add-on to someone’s job: teams need technical expertise, in-house or through third parties, to shape and unlock the value AI can create. AI now covers some skills, such as multilingual support, which leaves teams free to concentrate on core property expertise.
Many of the Tribe called for people with a blended background and strong soft skills, who understand how AI tools work without needing to be experts in them. Concern was also raised that relying on AI could wear down emotional intelligence, which front-line service teams depend on.
Telling the Story and Trusting the Data
Most organisations hold plenty of data. The harder skill is finding the few figures that matter to a particular audience and turning them into a clear case. One example was a comms specialist who learned data skills and became one of the best storytellers in his data team.
One of the Tribe members added that having the data is not enough: the people who translate insight into business value and build stakeholder trust in what it shows need strong soft skills. There was also a caution that, with enough data, you can find support for almost any story, so someone with real estate experience needs to challenge the result.
Views differed on how much of the data work can sit with data specialists, but many of the Tribe felt the money decision still needs a real estate person. Trust in the data is critical, because one wrong metric can sink a business case.
AI Adoption, Governance and Silos
Approaches to AI vary widely. In one organisation, AI use is largely open and tracked against goals, with little training or quality control. One bank keeps its tools in a closed environment, which limits what they can access. Many of the Tribe agreed that output still needs careful checking, and AI was likened to a team of interns: useful for research, but not ready to present to the board.
Staff moving company data into personal tools was raised as a governance concern. Teams are also building their own AI tools in separate silos, with no wider strategy to join them up.
One organisation is working on a single group-wide colleague agent, instead of separate ones for help desk tickets, catering and travel, while another found that an agent built for its food programme did not deliver the value it expected.
Working Across IT, People and Finance
The relationship between property and IT was described as a weak point, partly because the two work so differently. Property teams fill gaps and solve problems, while tech teams tend to work in defined lanes. Placing the teams side by side and using one shared change platform has helped handovers.
On ownership, one view was that IT should own AI products, since it carries the risk if something goes wrong. Where the workplace function sits also matters: teams that moved under people or HR described a more hands-on approach to AI, though business cases can still need finance approval.
Contracts are under strain too, as many are set on headcount and much of that work is administrative, the kind technology is replacing.
Biggest Opportunity: Moving Teams Towards Higher-Value Work
Many of the Tribe believed that if AI takes on more of the administrative load, workplace teams can spend more time on communication, influence and building the business case. A joined-up colleague agent could also give people a more cohesive experience across a whole group.
The Tribe largely agreed that change works best when it is shaped with the business rather than imposed on it. One example was property advocates placed in each division, who helped design change alongside their colleagues.
Biggest Challenge: Planning Without a Clear Direction
Business strategy is changing quickly, while real estate is slow to adjust because of long leases, fixed locations and contracts built on headcount. Leaders can announce mandates and policy changes at short notice, and workplace teams are left to deal with the impact.
Three years ago, the shift to hybrid work gave a clear direction. Now teams are being asked to lead on AI without a wider strategy or a clear picture of where it is heading.
OCCUPEERS took place on 13 October 2026 at Fulham Pier, London.
Find out more about the event at space-plus.org/occupeers