State of the Industry Report 2007-2008

Chapter Fifteen “stakeholder” approach. On behalf of internal and external stakeholders, integrated solutions can be delivered not only in support of the workplace but also in direct partnership with the company’s location, energy management, carbon reduction, community reinvestment, talent and other needs relating to IRIS itself and to corporate social responsibility or other sustainable practices. possIble outCome: If IRIS can be the strategic fabric of the enterprise and CRE, then strategic competencies are the thread. Enterprise Leadership Skills and IRIS are both 2010 domains within themselves, but each runs through the other corresponding value drivers. These drivers also represent disciplines, or strategic competencies, so that IRIS is a reflection of the Enterprise Skill set, and vice-versa. Yet they both lag on the 2010 adoption curve. If CRE’s can weave their thinking, planning and actions toward this mirror view of IRIS and strategic competencies, they will become more effective. Reading the outcomes predicted by 2010 within the Enterprise Leadership piece of our forecast is like taking a page out of the IRIS report done separately: • The role of the CRE executive will evolve into that of a change agent driving the infrastructure model for the business and the accompanying service delivery networks. • The skill set will be more cross-functional and more focused on the business of the business, integrated financial analysis and process management. • Possible titles for this new role will be Resource Director or Chief Resource Officer. • Senior CRE infrastructure leaders must have a good understanding of how to leverage technology to improve enterprise productivity. • Business continuity planning will be a key responsibility. • Service providers, consulting firms and training organizations will work together to provide the development and training for CRE executives on topics outside of real estate, including Six Sigma, CRM and strategic planning. • This of course reflects the higher and more diverse level of skills needed to manage within CRE and across company lines, both internally and externally. Click here for The Royal Bank of Scotland’s Global Innovator’s Award-winning case on “Embedded Culture of Innovation” stressing integration across company lines and support units. 2008 Industry leaders roundtable looks at IrIs adoptIon IRIS began to take shape in 2003 as a concept central to the globally networked enterprise and CRE’s role as an integrator of support solutions within the corporate enterprise. It’s about aligning or integrating support services like CRE, HR, IT, and now even energy management, conservation and carbon reduction. The three support units have shown they work well together in workplace transformations, for example. But the degree of IRIS adoption overall is lagging compared to other CoRE 2010 practices like workplace itself. One reason is that the focus has remained too narrow internally. Widening that focus is a key to greater IRIS adoption. CoRE 2010 said that IRIS would be the cement that holds together the integrated structure of the global enterprise, but it’s not happening, according to one industry senior leader. “The leap is hard to make, but it’s a real opportunity for CRE,” as CoRE 2010 IRIS report co-author karen ellzey, Executive Managing Director for CB Richard Ellis, advised during the Roundtable update on this issue. The conclusion of the group is that IRIS is still critical, but “it’s broken and lumpy,” Ellzey added. While some progress is evident, it’s now a question of optimizing it for better capital planning and project management. Rockwell Automation’s “WIRED” initiative serves as a good example of an IRIS approach that’s working to some large extent. It’s a strategic and tactical horizontal communications structure, offered alan mcginty, mCr, Director of Global Real Estate for the company. roCkwell’s ‘wIred’ IntegratIon • Workplace integration resource delivery, or WIRED • CRE orchestrated • CRE “sees across the business units” • Weekly teleconference meetings to coordinate global strategy • Biweekly meetings to coordinate regional plans/ tactics • Internal support groups like IT discuss their roles • Helped identify big issues like consolidated approvals for capital expenses • IT project management is another improvement • HR is admittedly “one critical element that’s still missing” chapter fifteen State of the Industry 2007-2008 60 http://www2.corenetglobal.org/home/index.vsp http://www2.corenetglobal.org/learning/awards/global_innovators/2005_rbs.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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