State of the Industry Report 2007-2008

Chapter Thirteen areas of strength for Cre Industry eXeCutIVes “seven leadership opportunities for Cre” are based on two years’ of trend tracking within LEADER Magazine’s “Industry Tracker” column There’s strong compatibility or a ‘natural fit’ within the areas seen below. They also map back to the CoRE 2010 set of practices and competencies that any industry professional needs to master, in fact, to become a driver of value and a leader. Look at them as fruit hanging on a tree. How low it’s hanging depends on our industry’s readiness to seize the moment and manage to the opportunities in front of CRE and workplace. opportunIty X 7 • Decision support • Workplace • CSR • CRM • Emerging Markets • M&A’s • Risk management leader magazine: Industry tracker, may, 2007 new leadershIp CharaCterIstICs • Rebranded to workplace strategist • Integrator • Business process expert • Advisor to the business • Resource optimizer • Risk manager • Technology ambassador/advocate • Solutions network provider • Sustainability leader las Vegas global summit daily reports: CoRE 2010 Adoption Update 2005 extending beyond CRE. These higher-level competencies are also characterized by more demand for ‘soft skills’ like relationship management and not just for doing CRE job. One of the primary points is for CRE to know the business of the business: • Understand business needs and show how CRE can help meet those needs There are a number of other significant changes impacting the strategic positioning of CRE inside the enterprise: • ‘Dumbing down’ of CRE - Recruiting people from retail and other places - FM now called Customer Operations Managers • CRE becoming go-between and evolving to relationship managers • CRE teams will come from the business with content expertise coming from those below the business expertise • Solutions support the business, not support real estate - People work to head up CRE only after they’ve worked in other parts of the business first • Prefer chief administrative officer spends two years in CRE - Speed of decision making today requires strong financial background • Relate to business unit on their plans, relate to CFO in his language, understand corporate finance - Few technical questions, get general management questions, how CRE further enables business • Design, construction, negotiations no longer the focus for those in upper levels - Core skill needed – change management - Skill – better associate with external world and make association with the business (economy regional and global) - Smaller companies don’t have CRE staff, no legacy, why build it when it can be outsourced. Answered to in-house counsel because number of leases has grown significantly • Smaller more nimble firms more focused on competencies - Skill – ability to work in multi culture, environment, countries • Whether location, managing teams, etc. chapter thirteen Industry leaders roundtable feebbaCk Corporate repositioning of the Cre function The Roundtable included some general observations on the readiness of CRE executives to play leadership roles, get a seat at the management table, and add strategic value. The strategic positioning of the CRE executive inside the corporate organization revolves around the CoRE 2010 Enterprise Leadership skill set – including but EXAMPLE: Experience at Capital One State of the Industry 2007-2008 53 http://www2.corenetglobal.org/home/index.vsp http://www2.corenetglobal.org/dotCMS/kcoAsset?assetInode=2019693 http://www2.corenetglobal.org/dotCMS/kcoAsset?assetInode=2019693 http://www2.corenetglobal.org/summits_events/las_vegas_2005/reports/monday.vsp#ed01

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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