The Leader - July/August 2008 - (Page 22)

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 partNerINg WIth eNaBlINg fuNctIoNs HR, IT, CRE or Workplace and Finance have collectively been termed as the “enabling functions” by recent industry references. This category of corporate departments sets a clear distinction between the revenue generating “front of the house” and the support functions that enhance the revenue generating units’ ability to focus on their core work activities. Individually, each of the enabling functions has undergone dramatic changes over the last 30 years. With the advancements of computers, ERP systems and the internet, each enabling function has fundamentally shifted its processes and adoption of technologies. While organizational trends have recently proceeded to cluster these functions in shared services entities, many functions remain stand-alone. Curiously, as each of these functions evolved, the main focus has always been about how best to service the business. Very rarely have these functions supported each other nor partnered on initiatives until recent workplace and integrated resource and infrastructure management trends. Anecdotal discussions with CRE/W organizations indicate that, in the past, CRE has received marginal support from the other enabling functions. This treatment stems from the perception that the only customers are the front line businesses (see Figure 7). Recent momentum in workplace innovation, mobility, and evolving work force expectation/demands, has resulted in a tighter focus between the enabling functions. Survey findings indicate that 40 percent of the respondents routinely collaborate with the other enabling finctions on strategic initiatives, often through dotted-line reporting relationships. Today, the CRE/Workplace function is driving a cross functional agenda that creates opportunities for other enabling functions. Consider that a Workplace Transformation effort requires the coordination of place (Real Estate), with tools (Mobility IT), policies/protocols, performance management, and talent implications (HR). Above all, these solutions are predicated on ROI benefits through comprehensive business cases (Finance). So the key question to ask is: Where does my CRE/Workplace organization stand in comparison to other enabling functions within my company? Is my CRE/Workplace organization: A customer of the enabling functions (and not a very good one, get no attention) n A partner with other enabling functions (peers who collectively create a value proposition for the company) This dialog and on-going relationship with the other enabling functions is further validated by the survey data. Having close relationships with other enabling functions (partnering on selected projects, either through dotted-line reporting or routine collaborate) correlates with the CRE/W department’s ability to add program management value to projects beyond CRE/Workplace. As transactional project management within CRE/W is increasingly out-tasked and outsourced, can traditional CRE project managers “swim upstream” and manage enterprise wide programs that deliver incremental value to the company? Answering this key question is the difference between outsourcing the responsibility and creating an enterprise role that elevates the criticality of the CRE/W function (see Figure 8). n exteNdINg proJect MaNageMeNt skIlls INto prograM MaNageMeNt During the last decade, the emphasis within the CRE/W industry has become more strategic, through organization constructs, and better leveraging data and analytics. As transactional activities continue to be out-tasked or outsourced, retained employees with great project management skill-sets are often called on to “wear different hats” or manage more strategic activities. Of the surveyed companies, 72 percent of the respondents have project managers that are still limited to traditional roles of design and construction project management, while 19 percent of the project management staff are leveraged across disciplines and geographies. In the past, a project manager might have simply managed design and buildout activities. In today’s context, that same project manager may be asked to lead a business unit into an emerging market from the infrastructure and support perspectives, providing seamless facilitation of all the moving parts and activities. These “program managers” leverage the same problem solving skills honed over time from project-to-project. By helping to retool these project managers into “program managers” with Six Sigma or other similar training, CRE/W can help establish a true center of excellence focused on program management of operational improvement activities. These “black belt” program managers can manage any number of operational improvement projects with the same rigor applied to managing cost, time and resources, as in the past. estaBlIshINg gloBal process roles Distinct and potentially separate from the management of a CRE/W capabil- the le ade r 22 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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