The Leader - July/August 2008 - (Page 14)

rea l e stat e Ma NageMeNt Organizational Design: Leading Practice Considerations for Corporate Real Estate By george g. BourI, Mcr, slcr, fraNcIsco J. acoBa, Mcr, slcr, aNd pay Wu W n n n ith 2010 just around the corner, many of you are likely wondering how close were the predictions on organization and strategic emphasis from CoreNet Global’s CoRE 2010 reports? Have Corporate Real Estate (CRE) and Workplace functions implemented the Integrated Resource and Infrastructure Solution (IRIS) model? Has customer relationship management (CRM) become a core capability of CRE and Workplace groups? Are external service providers being leveraged for delivery of a more extensive and complex set of services? In conjunction with CoreNet Global, Deloitte Consulting recently conducted a survey of leading organizations to better understand how CRE and Workplace (CRE/W) functions operate in today’s business environment. Sixty senior CRE and Workplace executives participated in the survey, each representing the highest level or most senior CRE/W executive from each company. Based on this survey, it is evident that change continues to be a reality for CRE/W groups across the represented industries and organizations. More than 65 percent of the surveyed companies have undergone organizational change within the past five years, and many within the past 2-3 years. Interestingly enough, only 29 percent of the organizations surveyed had not restructured within the past five years. As an enabling function, CRE/W groups do not change for the sake of change. Many of these changes may be attributed to a range of causes, including shifts in the overall business model, operating processes, or supply chain activity driven by core business functions. As CRE/W organizations endeavor to keep pace with these changes, one wonders “How did we do?” and “What is next?” hoW dId We do? Despite the changes, a majority (93 percent) of the respondents indicated that they were at least “somewhat satisfied” with their current organizational structure. Only about 12 percent indicated that they were “very satisfied.” Approximately 7 percent of the respondents clearly indicated that they were “somewhat dissatisfied” or “not satisfied” with their current organizational structure. One could certainly interpret the 41 percent of respondents that were “somewhat satisfied” with the current structure as an indication that while changes may have been directionally correct, further refinement may be required (see Figure 1). While one could argue that a different structure exists for every CRE/W the le ade r 14 J u ly / a u g u s t

Table of Contents Feed for the Digital Edition of The Leader - July/August 2008

The Leader - July/August 2008 Leadership Contents Message from the CEO Real Estate in the News Organizational Design Accommodating Growth Responding to the Challenge EMEA's Building Energy Rating TVA's Shortcut to Success ANZ Banking Group’s Jane Hamilton Tractus Asia’s Dennis Messeroll Arizona’s Greg Weiner Workplace Design Workplace Directory The Texas Report Industry Tracker Discovery Forum Findings Career Development Congratulations to 2008 Corenet Global Award Winners! Young Leader Economic Development in the News Connect with Corenet Global A Look Ahead

The Leader - July/August 2008

For optimal viewing of this digital publication, please enable JavaScript and then refresh the page. If you would like to try to load the digital publication without using Flash Player detection, please click here.