The Leader - July/August 2008 - (Page 23)

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 F IG. 11 W h Ich cre/W actIvItI es a r e per for M ed I N - h o use vs. out-tasked vs. outsour c ed ? 100% in-house strategic planning outsourced portfolio management lease administration facility or workplace design project management facilities management construction management transaction management 0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100% all Work is completed In-house activities are out-tasked on a case-by-case Basis some activities are out-tasked or outsourced, but Not Necessarily in a strategic Manner activities are outsourced through a strategic partner relationship N/a ity area (i.e. Transaction Management, Portfolio Management, etc.), global process ownership can be described as a non-operational role focused on policy definition, process development/continuous improvement, and standards delineation. In many CRE/W groups, these process responsibilities are not well managed and only addressed periodically or as required. This fragmented and distributed process approach is indicated in survey results in that nearly 60 percent of the respondents do not have CRE global process owners. In some organizations, policies and processes might not be updated or refreshed for several years, which does not support the continuous improvement mandates that you see at most companies today (see Figure 9). By implementing global process roles for CRE/Workplace, organizations can more effectively drive standardization of process across geographies and enable consistent local delivery capabilities. Forward thinking CRE/W organizations will often establish global process roles for strategic planning, transaction management, project management, and facilities management. These process roles can provide growth and leadership opportunities for practitioners that may not yet be in management positions. As the activities associated with a global process role are typically collateral (part-time) duties, the individuals that serve in a global process role capacity are often dedicated to some aspect of day-to-day CRE/W operations. For example, a Regional Lead for Real Estate & Facilities may also be a global process owner for real estate transaction management. In another example, the Director of Capital Projects may also be the global process owner for project management. As CRE/W groups begin to better leverage information technology through the use of integrated workplace management solutions (IWMS), the importance of global process roles will only increase. As processes are technology-enabled and CRE/W groups seek to drive increased efficiency from existing resources, process owner roles will ensure that organizations leverage leading practices and focus on continuous improvement (see Figure 10). Better leveragINg servIce delIvery Models Over the past several decades, CRE/W groups have leveraged a wide variety of service delivery models. Influenced by management fads, economic conditions, and corporate culture, the tendency to use internal vs. external resources has the le ade r 23 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.