The Leader - July/August 2008 - (Page 18)

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 and the CRE/W group to be effectively delivering the across the entire value spectrum, from facilities operations to long-term portfolio planning. Some would argue that the direct or centerled model best supports the delivery of services across a wide geographic area. As CRE/W groups and their companies evolve and better appreciate the benefits of effective asset planning and management, groups typically trend towards a direct or center-led model. Over time, the direct model supports easier transition to the highly outsourced service delivery models that many companies are pursuing across shared services, including corporate real estate/workplace planning and management. At the other end of the spectrum, groups that are primarily focused on facilities operations and the delivery of tactical services often operate more effectively in a decentralized model that leverages the independence of individual locations to address customer needs/ requirements. In this organizational context, the mere discussion of a direct or center-led model drives fear and resistance into the minds of the stakeholders. While there is no “one size fits all” model, the various capabilities within each model (i.e. customer relationship management, strategic real estate planning, project management, facilities management, etc.) must be effectively deployed in light of the industry environment, company culture, and CRE/W maturity. For example, while customer relationship management (CRM) is now recognized as a formal capability area within corporate real estate, the approach to CRM deployment varies dramatically F IG. 5 hoW d oes your a ppr oa c h to d eployINg e N a B lI Ng tools a Nd INfor Ma tIoN tec hNologI es alI g N WI t h your or ga NIza tIoNa l str uc tu re ? We are implementing or have implemented an IWMS (Integrated Workplace Mgmt System) Already implemented integrated tools and technologies to support a centralized CRE / Workplace organization Are planning to implement integrated tools & technologies to support a centralized CRE / Workplace organization We have tools and technologies to support a centralized organization, but they are not integrated Each site does its own thing, some with paper, some with excel spreadsheets, etc. 6 19 14 15 5 0 5 10 15 } 20 58% not integrated 25 30 # of responses F IG. 6 a r e the c oMpa NIes WIth d ed Ic a ted s t rat e g I c pla NNINg fuNc tIoNs suppor ted B y IN t e g rat e d tools a Nd tec hNology? 100% 90% lack of integrated tools is correlated with lack of strategic planning capability ( just 40% vs. 80%+ for those with tools percentage of category 80% 70% 60% 50% 40% 30% 20% 10% 0% decentralized dedicated limited done by d&c do Not other Not Integrated planning to Integrate already Integrated IWMs low to high integration of tools and technologies the le ade r 18 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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