State of the Industry Report 2007-2008

Chapter Three chapter three a broader skIll set Is needed for Cre • Being an integrator is about aligning services like CRE, HR, IT, and now even energy management, conservation and carbon reduction • But our Integrated Resources, or IRIS, model forecasted by CoRE 2010 is lagging. • The strategic positioning of the CRE executive inside the corporate organization revolves around the CoRE 2010 Enterprise Leadership skill set – including but extending beyond CRE there’s a war for talent InsIde Cre • The higher-level and blended skill set stressing general management ability, understanding the business and new ‘soft’ skills like CRM and change management is hard to find • There’s a gap for CRE talent at the senior and technical skills levels, in part, because of the wide extent of outsourcing of CRE non-core, and now portfolio-level, functions • Service providers and their corporate clients continually point to talent gaps in these technical skills: Facilities Management and Transactions especially in Asia and other emerging markets • Project Management is also another major talent gap globally. Project managers are hard to find, command escalating salaries and are linked to the industry’s RFP issue • Service providers are pressed by an onerous industry RFP model that’s being made more inefficient from internal rigor on procurement and from SOX, in part due to the lack of project managers ‘Service providers are not doing enough to find, develop and keep talent. You sold us on outsourcing, but you let us down on talent’ ‘We don’t have the staff inside any longer. Service providers are being squeezed by growing end user demand’ ‘Is it reasonable to say that the (talent) gap is on all of us (service providers)? The single-sourcing expectations of the end user may not be realistic’ ‘In Asia, the CRE professionals are certainly moving up the ladder but they are not yet entirely accepted by C-Suite’ ‘Service providers are at last being allowed to connect with the business by their CRE clients on a global scale and we are seeing more strategic input from service provider and clients are paying for it!’ State of the Industry 2007-2008 12 http://www2.corenetglobal.org/home/index.vsp

Table of Contents Feed for the Digital Edition of State of the Industry Report 2007-2008

State of the Industry Report 2007-2008 Contents Chapter 1: Introduction : CoRE 2010 Framework and Report Structure Chapter 2: The Changing Business Environment Chapter 3: Executive Summary of Key Findings and Conclusions Chapter 4: CoRE 2010 Adoption Rate Chapter 5: Sustainability/Corporate Social Responsibility Chapter 6: Global Sustainability Survey and Roundtable Findings Chapter 7: Workplace Practices/Work Environments Chapter 8: Workplace Related Issue: The War for Talent Chapter 9: Asset Management/Portfolio Optimization Chapter 10: Solutions Delivery Chapter 11: Location Strategies/The Strategic Role of Place Chapter 12: Location Related Issue: Site Selection Morphs to Portfolio Alignment Chapter 13: Strategic Competencies/Enterprise Leadership Skills Chapter 14: Competencies Related Issue: The War for Talent in Corporate Real Estate (CRE) Chapter 15: Integrated Resources Infrastructure Solutions – IRIS Chapter 16: Technology and the Web Chapter 17: Technology Related Issue: Removing the Obstacles to Industry Data Standards Acknowledgements and Sources

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