The Leader - March/April 2009 - (Page 47) UNITEDHEALTH GROUP’S RESTOR JOHNSON: HEALTH CARE SERVICES LEADER TURNS TO CORPORATE REAL ESTATE FOR ADDED VALUE ‡ Rigorous transaction management ‡ Effective project management to drive on-time, on-budget results ‡ Robust and integrated IT platform for CRE ‡ Reliable occupancy planning to support MEASURING EFFECTIVENESS growth and reduce vacancies ‡ Real-time performance management with CRE organizations use a wide variety of key performance indicators depending on industry type and other factors. “Measurement drives management,” as UnitedHealth’s VP of Real Estate Services, Restor Johnson, notes. Some of his KPI’s include: Solutions Delivery Workplace Effectiveness Project Performance continuous improvement focus “Sustained improvement is a big investment,” as Johnson observed. But the demonstrated improvement in project costs and transaction results his team is delivering to the bottom line, blended together with CRE’s business focus and what he calls “optimal outsourcing,” cost reduction is likely to rise to the level of value creation within UnitedHealth Group. Once again, efficiency transcends to effectiveness. ° Variance vs. schedule ° Variance vs. budget ° Cost vs. market ° Conformance to business needs ° Planned vs. unplanned projects ° Lead-times ° Data integrity Cost Management ° Square feet occupied ° Cost per seat 2 0 0 9 THE LE ADE R 47 MARCH / APRIL
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