The Leader - July/August 2008 - (Page 19)

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 t at e percentage of category across industries and operating models. Typically, successful CRE CRM deployments have involved centralized groups that leverage a direct or centerled operating model. In these situations, the CRM capability benefits from the overall governance program and infrastructure. This approach works well in organizations that are globally aligned by function and deploy a shared service model. In these situations, CRE/W groups can often implement a CRM program that uses full-time customer relationship managers to build strategic relationships with business leaders and engender an asset management culture. Without this centralized approach to global business management, it is often more effective to deploy the CRM capability as a collateral duty associated with one of the other core CRE capabilities, such as Real Estate Transaction Management or Project Management. In a decentralized environment, the transaction and project managers tend to establish strong ties with business unit stakeholders and are well positioned to support CRM activity. In the end, one would be hard pressed to say which model is the “best” or which model better supports the various CRE/W capability areas. As each organization is different and operates within a specific industry context, the “right” model for any given organization will be somewhat unique, but still aligned with one of the three operating model descriptions highlighted above. What’s Next? F IG. 7 hoW Would you d esc r IB e the r ela tI o Ns hI p s B etWeeN c r e/W a Nd other eNaBl INg f uN c t I o Ns , suc h a s hr , It a Nd fINaNc e? CRE / Workplace has embedded and dedicated HR, IT or Finance staff CRE / Workplace has dotted line relationships to defined HR, IT or Finance staff CRE / Workplace has completed selected projects in conjunction with enabling functions CRE / Workplace rarely joins forces with other enabling functions on organizationwide initiatives other 9 15 } 20 40% of Responding CRE functions collaborate routinely with HR, IT and Finance 26 6 3 0 5 10 15 25 30 # of responses F IG. 8 d o pa r tNer shIps WIth eNaBl INg fuNc tI o Ns e q uat e WIth c r e’s a B IlIty to exteN d ser vIc e o f fe rI Ng INto B r oa d er pr ogr a M MaNa geM e Nt ? 100% 90% 80% 70% 60% 50% 40% 30% 20% 10% 0% other rarely select projects dotted line routinely collaborate extend Beyond cre the role of cre project Managers extends beyond cre only in firms with strong relationships with other enabling functions limited to cre None / other To give a view into “what’s next,” the following are vignettes of key trends on a variety of CRE/W organization topics which demonstrate the organizational low to high involvement with other enabling functions the le ade r 19 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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