State of the Industry Report 2007-2008

Chapter Fifteen Industry leaders Comment on IrIs CRE is like a General Contractor and the other support pieces of the enterprise are like subcontractors. The term ‘integration’ implies ownership but we have a collaborative environment with HR and IT. IRIS has morphed to CRIS: Collaborative Resources Solutions. Will it ever become seamless to everyone? No. We’re an IT company. Do we favor IT? Yes! But CRE, IT, HR all report to the COO (Nortel). People unify the model not HR, IT or CRE. In other companies, CRE reports to Finance (Rockwell and Pitney Bowes). Project Management Officer, or PMO, is a new term or function. Nortel CRE now performs the PMO role with its recent acquisition of former IT staff specializing in that area. “We’re better able to champion business unit needs,” said mark gorman, mCr, Director of Global Real Estate. At Pitney Bowes, CRE drove its workplace transformation in IRIS-like fashion through a strategic task force, said maureen fahy, VP of Global Real Estate. It involved HR but CRE turned out to be better project managers. The IT piece “doesn’t work well for us.” Rewiring a 25-year-old headquarters was CRE driven with IT playing “a reluctant role.” CRE can often get blamed for IT’s shortcomings because “CRE is the face of the project,” according to Karen Ellzey. Integrators need to be “trilingual” to be effective, added patrick donnelly, MCRh, of BHDP Architecture. That means understanding and speaking the languages of the C-Suite, businesses, HR, IT and other support units. Corporate communications may be more effective in an IRIS sense. There’s some benefit to having the communicators coordinate the CRE, HR and IT aspects, Patrick also offered. chapter fifteen State of the Industry 2007-2008 61 http://www2.corenetglobal.org/home/index.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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