State of the Industry Report 2007-2008

Chapter Nine possIble outComes: CRE and workplace service providers will cross industry lines to deliver other services like architectural design, systems design, data management and even talent. The growing demand and decreasing supply of qualified workers to perform outsourced core functions like transactions, project and facility management – especially in emerging markets - could influence global service providers to add employee search and placement services to a more diverse mix of service offerings. As one technology consultant observed at the 2007 Dallas Discovery Forum, “Where will the next generation of facility managers come from?” The irony would be that CRE was slower as an industry to adopt outsourcing than other support industries like HR and accounting. See Chapter 10 for related findings on solutions delivery issues including service provider consolidation, the outlook for more service industry mergers, outsourcing’s effect on the War for Talent, CRE and service provider talent gaps in key areas like Project Management, and geographic differences in CRE staffing to meet internal and external support solutions globally. shIft from taCtICal to portfolIo management Where we’ve been, how we got there and where we are now 1980 Shared services outsourcing begins without real estate 1990 Corporations outsourced CRE basic functions by project 1995 Service providers begin delivery of integrated services, compensation structures begin to reflect that change, preferred provider status ensues 1997 IDRC Foundation sets focus on workplace management, changing nature of work, including expanded role of service providers 1999 Service provider industry consolidation accelerates, ramping up delivery of services on a global scale, strategic partner status emerges 2000 Service provider move from tactical to portfolio is established 2004 CoreNet Global defines IRIS as a key to the globally networked enterprise and the supply side model driving the integration of strategic and tactical services 2007 CRM, strategic planning and strategic alliance management remain as corporate in-house functions, service provider global consolidation continues chapter nine 2008 Trusted partner status grows for service providers but is it enough yet to support total portfolio and now even talent needs of corporate clients? Source: leader magazine, September 2006 Shared services outsourcing begins without real estate State of the Industry 2007-2008 41 http://www2.corenetglobal.org/home/index.vsp http://www2.corenetglobal.org/dotCMS/kcoAsset?assetInode=853675

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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