State of the Industry Report 2007-2008

Chapter Fourteen The effect: Much higher level skill sets to deliver strategy aligned with the enterprise and business unit needs AND to deliver on informed decision support. Interpersonal skills are needed, too. “How you manage across company lines internally and the talent needed to do that will make the big difference to successful delivery of the global portfolio.” - Dr. Terry Grissom, Georgia State University, leader magazine,september 2006 Solutions for global expansion, emerging markets, supply chain, portfolio integration, M&A’s, CRM, workplace, change management, technology, managing alliance partners, C-Suite access, talking the language of the C-Suite. These skill sets are the most often used, most often cited among industry executives along with strategic planning and finance. It’s clear that Cre and workplace executives are creating the conditions to support how their companies are recruiting and utilizing their talent. two questions emerge on the Cre side of talent: • Is what we’re doing adequate enough on the senior level? • Should we and how can we being doing more at the middle and entry levels, moving up from there? speCIal feature Increasing Cre’s influence inside the enterprise Getting a Seat at the Table - Gaining C-Suite Access Gaining Business Unit Credibility • You have to win the C-Suite’s attention and access to it - Demand it, show the value of the portfolio in doing so - Put it in understandable terms, one page of bullets maximum - Speak their language, keep it simple, understandable • The buy-in of business units is also critical - You can have C-Suite support but if you don’t have the support of the business units, you’re nowhere • How will CRE actions affect the quarterly or semi-annual results even incrementally? A penny increased value per share can be viewed a significant CRE contribution to the bottom line results, especially considering the influence of Wall Street chapter fourteen CRE War For Talent Is a Function of Outsourcing and Demographics Strategy “Trusted Advisor” Portfolio Management Technical Skills Talent Demand Gap Emerging Leaders Service Providers End User © 2007. CoreNet Global. All rights reserved. Two questions emerge on the CRE side of talent: • Is what we’re doing adequate enough on the senior level? State of the Industry 2007-2008 56 http://www2.corenetglobal.org/home/index.vsp http://www2.corenetglobal.org/dotCMS/kcoAsset?assetInode=869537

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

For optimal viewing of this digital publication, please enable JavaScript and then refresh the page. If you would like to try to load the digital publication without using Flash Player detection, please click here.