The Leader - July/August 2008 - (Page 16)

o r ga N Iz a tIoNa l desIgN : lea dI Ng practI ce coNsI de ratIoN s fo r co rp o rate re al e s ta t e organization found across industry, the various structures can be categorized into a limited number of operating models. The most prevalent operating models include: the Direct or Center-Led Model, the Indirect or Advisory Model, and the Influence Model. n F IG. 1 hoW sa tIsfI ed a r e you WIth your curre N t or ga NIza tIoNa l str uc tur e? very satisfied satisfied somewhat satisfied somewhat dissatisfied not satisfied 0 7 Direct or Center-Led Model – In this model, all CRE/W employees within an organization report up through a single, global lead. The model is described as “fully integrated,” as there is a single CRE function for the entire organization. Regardless of geography or capability area, CRE is structured as a centralized organization and drives strategy, policy, process, technology, and performance management in a standardized manner globally. Lastly, customer relationship management and supplier/vendor management is centrally coordinated. Indirect or Advisory Model – With the indirect or advisory model, a portion of the CRE/W function is centralized and reports directly into a global lead. Additional CRE/W employees are aligned by the business unit and/ or by geography and report into local business operations/management. The functional or geographically aligned staffs typically have a dotted-line relationship to the Global Lead for CRE/W, driving the “indirect” nomenclature. CRE drives strategy, policy, process, technology, and performance management from a centralized organization, but adoption of these standards by the field is voluntary. Influence Model – This model provides for a small, “center of excel- 24 24 1 3 5 10 15 20 25 30 # of responses n F IG. 2 hoW Would you d esc r IB e c ustoM er re l at I o Ns hI p M a Na geMeNt (c r M) for the c or por a te r ea l e s t at e (c re ) fuNc tIoN a t your c or por a tIo N ? we have a defined and dedicated CRM capability within CRE; CRM has no operational responsibilities we have a defined CRM capability, embedded within one or more CRE disciplines CRM is the department leader’s responsibility 13 24 7 we do not have a defined CRM capability 9 other 6 0 5 10 15 20 25 30 n # of responses the le ade r 16 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

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