State of the Industry Report 2007-2008

Chapter Fifteen Integrated resourCes InfrastruCture solutIons – IrIs IRIS is the central precept of the globally networked enterprise as envisioned within CoRE 2010. • While the idea of shared services is not new, IRIS changes the standard view of how corporations used to approach their operating strategies, mainly within silos stressing functional excellence but not with cross-functionality. • Instead, “resource and infrastructure leaders (like CRE executives) implement strategies that use holistic, process-oriented solutions to improve total business outcomes.” • At its highest level, IRIS represents CRE’s “sweet spot of innovation” where cost efficiency is elevated to strategic effectiveness through the coordinated support of internal and external resources across multiple enterprise and geographic lines. As its BPO, business process outsourcing, dimension demonstrates, IRIS’ most effective application to date is seen mainly through the globally outsourced service delivery model now integral to alliance management and ultimately to the globalization of multinational corporations. CoRE 2010’s report on IRIS cited the nature of “business triggers,” or macro-level change drivers in 2004 that would like bring about the formation of a “powerful community prepared to seize the opportunity” driven by continuous global expansion, emerging markets and outsourcing. By 2007, the prediction had come true that “the flow of investment capital to third-party BPO firms . . . to deliver new levels of value.” more on IrIs see related information on IRIS, LEADER Magazine, November 2007 here’s what Core 2010 said would happen: • By 2010, IRIS will be accepted as a best practice by leading multinational companies. • IRIS will be implemented in different ways, resulting in a spectrum of solutions (including) organizational structures and service providers offering integrated solutions. • Successful IRIS programs will be characterized by … common business processes and a customer service orientation. • Trends toward integration will result in major changes for the service provider industry . . . resulting in a further “blurring of lines” between the enterprise and its supply chain. • The total amount spent on HR, IT and CRE as percent of revenue will steadily decrease as corporations continue to streamline their infrastructures. chapter fifteen State of the Industry 2007-2008 58 http://www2.corenetglobal.org/home/index.vsp http://www2.corenetglobal.org/dotCMS/kcoAsset?assetInode=2946626

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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