The Leader - July/August 2008 - (Page 53)

“ “I’ve brought together different aspects of my career to bring a solid understanding of what Property can do to help the businesses progress. It’s about supporting out-performance. ” and projects,” Hamilton points out. A big part of that is the internal client relations management (CRM) approach that Property takes with ANZ’s business units, and that it feels the pulse of ANZ’s workforce. Another big part of it is the workplace, because ANZ is among the growing number of global financial institutions introducing more flexible workplace practices. For ANZ, much of it centers on “outperformance,” or the ability to contribute to higher net profit margin growth resulting, in part, from innovations like flexibility and productivity. In this respect, property and the workplace serve as “an integral part of the business,” she remarks. Hamilton readily proves the claim that Property has a seat at the table by detailing three critical factors: - One is the company’s top-down mandate from the C-Suite for Property to drive changes in the workplace, and to govern the portfolio - Another is that Property is responsible for building relationships with the business units to know what they need, add value and to stay in touch with the front line - A third is that Property reports directly to a senior manager who holds one of 10 seats on ANZ’s Management Board What’s ‘Next’ Property’s elevated role allows Hamilton and her internal team of 54 CRE staff to “feel the energy as the business changes.” (An additional 80 staff are outsourced via Jones Lang LaSalle, which also helps support the CRM interface.) “It’s a fast-pace, customer-focused reflection,” as Hamilton terms Property’s mirroring of the bank’s outward face. Hamilton says ANZ recognizes change drivers like socially-minded and information-oriented customers and employees – some of the factors changing the way that corporate business models are structured. These trends are outlined in CoreNet Global’s recent State of the Industry Report and have been validated in IBM’s Global Business Solutions Global CEO Study that followed weeks later. Property is part of ANZ’s brand conveying a fast-forward feel that plays to customers’ individuality, entrepreneurism, and – ultimately – youth. This is mirrored in ANZ’s 36,000 employees globally and its 820+ branches. It’s a classic example of effective workplace design and practices tying to the brand internally and externally. “It’s really exciting,” says Hamilton, who considers workplace “the most interesting part of the job.” the le ade r 53 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.