The Leader - May/June 2008 - (Page 30)

B ui l D in G FlexiB ilitY in to B u sin es s s trate G Y: trans Fo rMati o nal p artne ri nG anD o uts o urc inG implement rapid changes. TP&O will support and drive a susin place and the property skills are just another service that tainable change and performance approach to CRE. they can integrate. A second key challenge is creating a business level value Consider this case study that demonstrates the benefits proposition from CRE, of the TP&O approach. which will support the National Australia Group development of a TP&O Europe which includes approach. The suppliers Yorkshire Bank and need to become equipped Clydesdale Bank is one of 20 with the knowledge and the world’s top 30 finan200 ability to provide the intecial services organizations gration of services, focusing serving over 2.7 million on business and moving customers in the UK. away from the focus on NAGE designed a proppurely offering low prices. erty operating model which would require a “total TP&O offers three key 20 property service” from one dynamic benefits, and 100 lead supplier (Capex, Opex it can serve to become and TM). In identifying a source of competitive this requirement they recadvantage to the core ognized that not only were business. It will produce 20 70 there significant financial the cost savings that outand performance objecsourcing always promised tives, but that without a through optimization. This partnership that would will come from efficiency 20 50 support NAGE’s business drives, supply chain strate# strategy and ensure the gic sourcing and optimizatransformation of service tion through technology. 20 40 provided by the lead supSecondly, it will support plier, then the objectives CRE in becoming business would not be met. focused and therefore a 20 boardroom lever of perforThe basic delivery 30 mance. The service providof the property service ers will move towards a in a bundled form was 20 20 ‘management consultant’ readily available from a type role, and their values number of providers. But will be aligned with corpowhat separated NAGE’s 20 www.manhattancenterstone.com 15 rate goals. Emphasis is on requirements was the Boston . London . Sydney the move from service proneed for an integration viders to service partners. platform in order to drive Thirdly it will drive adaptefficiency and manage ability into CRE where demand, but also the previously it had not existed. This will enhance business need for genuine change management skills within the supperformance, as an organization built on the value of integraplier’s team in order to drive transformation of the service tion will possess the capability to respond to competition and and NAGE’s organization. IS V 1 2 ION 1 Global Real Estate Software 3 4 5 6 7 8 tH e le aDe r 30 MaY / j u n e 2008 http://www.manhattancenterstone.com http://www.manhattancenterstone.com

Table of Contents Feed for the Digital Edition of The Leader - May/June 2008

The Leader - May/June 2008 Leadership Contents Message from the CEO Real Estate in the News Green Real Estate Work Without Boundries Building Flexibility Into the Business Strategy Multi-Generational Work-Force Design Work Force Longevity Analysis Wells Fargo's David Nelson Pennsylvania's Michael Rossman Globalization 2.0 Site Selection Consultant Directory The New York Report: A Core of Traditional and State-of-the-Art Opportunities Discovery Forum Findings Industry Tracker Young Leader Career Development Effective Leadership Economic Development in the News A Look Ahead In Our Next Issue Calendar of Seminars Index of Advertisers Executive Development Spotlight

The Leader - May/June 2008

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