F
orward‑looking firms are shifting from a defensive to an offensive stance in real‑estate strategy, a new JLL study shows. The 2026 winners will be those who turn physical offices into engines of engagement, creativity and revenue.

    The 2026 Corporate Real Estate Trends to Watch report from JLL Real Estate Services lists priorities for global employers to stay competitive. According to Neil Murray, CEO of JLL’s real‑estate management services, the shift will turn real‑estate portfolios from a cost line into a competitive advantage, boosting employee experience and business growth. Murray stresses that change in corporate real‑estate is accelerating and must be ongoing, not a one‑off. In 2026, the most successful companies will trim real‑estate spend while harnessing high‑quality data to merge people and technology.

    JLL’s survey found that 43% of corporate leaders expect higher headcounts and 33% foresee larger footprints in the coming years. As hybrid models settle into three‑ or four‑day office schedules, employers must create workplaces that employees are eager to commute to.

    Artificial intelligence will shape office design, requiring new leasing strategies, property‑management practices and space layouts for a flexible, partly automated workforce. AI exploration has surged—from under 5% piloting in 2023 to 92% by 2025—yet most remain in the experimental phase.

    Cheryl Carron, COO of Work Dynamics Americas and JLL healthcare division president, says interest in AI across corporate real‑estate and workplace teams has exploded, but readiness lags. Many companies still treat AI as pilots rather than embedding it in workplace infrastructure. Legacy systems, fragmented data and unclear ownership slow progress, even as proven technologies—predictive maintenance, energy optimization, space analytics—gain traction. AI is already slashing controllable costs and easing labor shortages in facilities management.

    The next step is moving from experimentation to enablement. HR and CRE leaders should focus on a robust data architecture that prioritizes interoperability, quality and governance; invest in AI‑savvy talent; and rethink cross‑functional data sharing among CRE, HR, IT and finance. Shared accountability drives the most meaningful outcomes.

    Tom Starner, a Philadelphia‑based freelance writer with over 20 years covering HR, can be reached at [email protected].