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Corporate Real Estate Journal 
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ISSN (Print) 2043-9156 - ISSN (Online) 2043-9148
Published by Henry Stewart Publications
[18 journals]
[3 followers] Follow Subscription journalISSN (Print) 2043-9156 - ISSN (Online) 2043-9148
Published by Henry Stewart Publications
[18 journals]- Innovation at the crossroads: Partnering in the service delivery ecosystem to foster innovation
- Abstract: The manner in which corporations relate to one another must change to address new competitive forces. Due to the complex nature of corporate innovation and supplier/customer relations, how companies deal with service providers and how service providers view customers must evolve as well. This paper traces the corporate relationship from a buyer/seller association to a strategic partnership and ultimately to becoming an alliance partner. An alliance partnership allows two companies to mutually benefit one another by providing each other with more than just services or revenue, but innovation as well as support and growth in all aspects of the association. In the process of going from a traditional supplier to an alliance partner, the specifics of the innovation framework provide additional value so that both partners in any relationship may move forward with new ideas and strategies for success. Partnerships offer a rich environment for technological innovation that can add significant value for all involved; however, new governance and organisational models are needed to create an environment where innovation can prosper. Innovation within the partnership needs to be fostered by the use of information technology as a key element of success. With a new model for partnership, an effective governance model and the proper technologies, strategic and alliance partners can achieve the absolute potential value that the relationship can yield.
Content Type Journal Article
Category Practice papers
Pages 235-254
Authors
Brian Jordan
Charemon Tovar
Journal Corporate Real Estate Journal
Online ISSN 2043-9148
Journal Volume Volume 2
Journal Issue Volume 2, Number 3 / December 2012
PubDate: Tue, 19 Mar 2013 14:00:51 GMT
- Abstract: The manner in which corporations relate to one another must change to address new competitive forces. Due to the complex nature of corporate innovation and supplier/customer relations, how companies deal with service providers and how service providers view customers must evolve as well. This paper traces the corporate relationship from a buyer/seller association to a strategic partnership and ultimately to becoming an alliance partner. An alliance partnership allows two companies to mutually benefit one another by providing each other with more than just services or revenue, but innovation as well as support and growth in all aspects of the association. In the process of going from a traditional supplier to an alliance partner, the specifics of the innovation framework provide additional value so that both partners in any relationship may move forward with new ideas and strategies for success. Partnerships offer a rich environment for technological innovation that can add significant value for all involved; however, new governance and organisational models are needed to create an environment where innovation can prosper. Innovation within the partnership needs to be fostered by the use of information technology as a key element of success. With a new model for partnership, an effective governance model and the proper technologies, strategic and alliance partners can achieve the absolute potential value that the relationship can yield.
- Changing company demands and priorities are driving new ways of working and innovation between the CRE organisation and its trusted thought partners — the service providers
- Abstract: The business environment is changing rapidly due to globalisation, technology, increased competition, interdependent financial markets etc. In response, new business trends are occurring and companies need to employ innovative responses to ensure that they are leading their industry. Resilient, flexible and decisive companies and leaders are defining the new global marketplace by devising innovative work and operations strategies. Corporate real estate (CRE) organisations must navigate these trends and build strategies with the business to create an efficient, globalised, flexible and more virtual work environment. It is the responsibility of the CRE organisation to look at its service providers as partners which will expand its resources and help to optimise the potential impact of their combined forces. By gaining access to its service providers’ cutting-edge technology, metrics and reporting, subject matter experts, research etc, CRE organisations can build new solutions and incredible capacity from a network of trusted partners. The organisations that most effectively collaborate and leverage their partners effectively will be those that create competitive advantage for their companies.
Content Type Journal Article
Category Practice papers
Pages 255-263
Authors
Maureen Ehrenberg
Journal Corporate Real Estate Journal
Online ISSN 2043-9148
Journal Volume Volume 2
Journal Issue Volume 2, Number 3 / December 2012
PubDate: Tue, 19 Mar 2013 14:00:51 GMT
- Abstract: The business environment is changing rapidly due to globalisation, technology, increased competition, interdependent financial markets etc. In response, new business trends are occurring and companies need to employ innovative responses to ensure that they are leading their industry. Resilient, flexible and decisive companies and leaders are defining the new global marketplace by devising innovative work and operations strategies. Corporate real estate (CRE) organisations must navigate these trends and build strategies with the business to create an efficient, globalised, flexible and more virtual work environment. It is the responsibility of the CRE organisation to look at its service providers as partners which will expand its resources and help to optimise the potential impact of their combined forces. By gaining access to its service providers’ cutting-edge technology, metrics and reporting, subject matter experts, research etc, CRE organisations can build new solutions and incredible capacity from a network of trusted partners. The organisations that most effectively collaborate and leverage their partners effectively will be those that create competitive advantage for their companies.
- Key performance indicators: Are they worth it?
- Abstract: Key performance indicators (KPIs) and the red-headed stepchild, dashboards, are the current bright shiny objects of the real estate industry. The unusual nature of real estate — all the variables, everything negotiable, lead times and lag times, and a vocabulary that does not relate to the balance of the business — contributes to a mystical quality of the profession that is understood only by those who are fully engaged. But the profession needs to be able to communicate with the rest of management in its companies and needs to engage with their business demands, understand their needs and be able to anticipate what will be required. The current tools of choice to help with this communication are KPIs and the purpose of this paper is to add a perspective to the content necessary for credible tools that can inform the broader audience within companies and raise awareness of the challenges involved in creating useful results. It begins with the contrarian view that raises the question: ‘Is it really worth it?’, because KPIs are rife with challenges and opportunities to find fault. The paper then goes into a discussion of the role of data because data integrity is essential to the credibility of the indicators. Many have experienced the executive who looks at a sheet of numbers and sees one that he knows is not correct because: ‘I only have four open rec's not five’, or ‘26 people in Minneapolis, not 27’, and he then has prejudiced the entire presentation. This is followed by observations that indicate the metrics — ie the measurables — are changing. The fundamental rules of occupancy are being challenged by the way in which people are beginning to occupy space and, while there are no clear solutions, the issue needs to be addressed. The paper concludes with an approach to what the author believes are good KPIs. Some boundaries and some parameters are drawn, and the paper considers how to prepare KPIs in a way that will result in not only good communication but also consistency moving forward.
Content Type Journal Article
Category Practice papers
Pages 228-234
Authors
Keith Keppler
Journal Corporate Real Estate Journal
Online ISSN 2043-9148
Journal Volume Volume 2
Journal Issue Volume 2, Number 3 / December 2012
PubDate: Tue, 19 Mar 2013 14:00:50 GMT
- Abstract: Key performance indicators (KPIs) and the red-headed stepchild, dashboards, are the current bright shiny objects of the real estate industry. The unusual nature of real estate — all the variables, everything negotiable, lead times and lag times, and a vocabulary that does not relate to the balance of the business — contributes to a mystical quality of the profession that is understood only by those who are fully engaged. But the profession needs to be able to communicate with the rest of management in its companies and needs to engage with their business demands, understand their needs and be able to anticipate what will be required. The current tools of choice to help with this communication are KPIs and the purpose of this paper is to add a perspective to the content necessary for credible tools that can inform the broader audience within companies and raise awareness of the challenges involved in creating useful results. It begins with the contrarian view that raises the question: ‘Is it really worth it?’, because KPIs are rife with challenges and opportunities to find fault. The paper then goes into a discussion of the role of data because data integrity is essential to the credibility of the indicators. Many have experienced the executive who looks at a sheet of numbers and sees one that he knows is not correct because: ‘I only have four open rec's not five’, or ‘26 people in Minneapolis, not 27’, and he then has prejudiced the entire presentation. This is followed by observations that indicate the metrics — ie the measurables — are changing. The fundamental rules of occupancy are being challenged by the way in which people are beginning to occupy space and, while there are no clear solutions, the issue needs to be addressed. The paper concludes with an approach to what the author believes are good KPIs. Some boundaries and some parameters are drawn, and the paper considers how to prepare KPIs in a way that will result in not only good communication but also consistency moving forward.
- Twenty-first-century CRE business models: Promising transformation
- Abstract: Following up on a paper published in the November 2010 issue of the Corporate Real Estate Journal, the author observes trending in corporate real estate (CRE) groups’ progression towards working in a 21st-century business environment. Although the two-year interim is seemingly too brief to see significant movement in an industry which does not move quickly in many respects, a number of results are illuminating. Some companies have completely reorganised their CRE group (typically due to realignment within the company), a new customer-centric mindset is taking hold, sustainability is moving ahead (albeit slower than expected) and alternative workplace strategies continue to grow. At the same time, visibility at the C-suite level is improving communications with management, metrics and strategic vision are getting more attention, the appeal of outsourcing has fluctuated but clearly is here to stay, silo thinking is somewhat receding, more companies are getting the point that technology is an enabler and not the solution, and collaborative teaming across time and space still has excellent potential. Somewhat on the downside, relationship management is not trending up, while ‘knowing what business we're in’ and aligning with the corporate mission continue to have mixed results. Overall, achieving the 21st-century CRE business model has shown steady, if uneven, progress in the two short years since the previous report.
Content Type Journal Article
Category Practice papers
Pages 217-227
Authors
Phil Wales
Journal Corporate Real Estate Journal
Online ISSN 2043-9148
Journal Volume Volume 2
Journal Issue Volume 2, Number 3 / December 2012
PubDate: Tue, 19 Mar 2013 14:00:50 GMT
- Abstract: Following up on a paper published in the November 2010 issue of the Corporate Real Estate Journal, the author observes trending in corporate real estate (CRE) groups’ progression towards working in a 21st-century business environment. Although the two-year interim is seemingly too brief to see significant movement in an industry which does not move quickly in many respects, a number of results are illuminating. Some companies have completely reorganised their CRE group (typically due to realignment within the company), a new customer-centric mindset is taking hold, sustainability is moving ahead (albeit slower than expected) and alternative workplace strategies continue to grow. At the same time, visibility at the C-suite level is improving communications with management, metrics and strategic vision are getting more attention, the appeal of outsourcing has fluctuated but clearly is here to stay, silo thinking is somewhat receding, more companies are getting the point that technology is an enabler and not the solution, and collaborative teaming across time and space still has excellent potential. Somewhat on the downside, relationship management is not trending up, while ‘knowing what business we're in’ and aligning with the corporate mission continue to have mixed results. Overall, achieving the 21st-century CRE business model has shown steady, if uneven, progress in the two short years since the previous report.
- What living on the edge and outside of organisations can teach us about the spaces in which we work
- Abstract: In this paper the author takes a personal look at recent changes in organisation and working practices. It is suggested that these changes can be traced back to the emergence of the internet and the subversive power of the hyperlink. The author presents his own experiences and experiments with self-organising human systems, offering lessons for corporate property managers. Such managers are urged to move away from discussions about the future of work towards engaging with people who have already embraced a fully-networked working life.
Content Type Journal Article
Category Papers
Pages 211-216
Authors
Lloyd Davis
Journal Corporate Real Estate Journal
Online ISSN 2043-9148
Journal Volume Volume 2
Journal Issue Volume 2, Number 3 / December 2012
PubDate: Tue, 19 Mar 2013 14:00:50 GMT
- Abstract: In this paper the author takes a personal look at recent changes in organisation and working practices. It is suggested that these changes can be traced back to the emergence of the internet and the subversive power of the hyperlink. The author presents his own experiences and experiments with self-organising human systems, offering lessons for corporate property managers. Such managers are urged to move away from discussions about the future of work towards engaging with people who have already embraced a fully-networked working life.
- The future of the workplace
- Abstract: Significant changes have reshaped the workforce and the expectations of those who participate. Working practices, influenced by efficiency and productivity initiatives, have also reshaped the way in which people work within the organisation, and office environments have been through similar transformations. How should the workplace of the future be designed? There is a need to think about a wider contribution to society and about sustainability beyond the current boundaries of preserving energy or reducing waste, and there is a long way to go in terms of addressing the psychological needs at the core of employee engagement. Environmental and design requirements will become obvious when there is a better understanding of the people who do the work and what really motivates them — work first, place second.
Content Type Journal Article
Category Papers
Pages 200-210
Authors
Gareth Jones
Journal Corporate Real Estate Journal
Online ISSN 2043-9148
Journal Volume Volume 2
Journal Issue Volume 2, Number 3 / December 2012
PubDate: Tue, 19 Mar 2013 14:00:49 GMT
- Abstract: Significant changes have reshaped the workforce and the expectations of those who participate. Working practices, influenced by efficiency and productivity initiatives, have also reshaped the way in which people work within the organisation, and office environments have been through similar transformations. How should the workplace of the future be designed? There is a need to think about a wider contribution to society and about sustainability beyond the current boundaries of preserving energy or reducing waste, and there is a long way to go in terms of addressing the psychological needs at the core of employee engagement. Environmental and design requirements will become obvious when there is a better understanding of the people who do the work and what really motivates them — work first, place second.
- What makes a workplace engaging?
- Abstract: This paper proposes that engaging workplaces are those in which people can develop a sense of pride in what they do, where they can learn and achieve together, where they can find opportunities for participation and autonomy, and where they can develop a sense of camaraderie. What people need from work is briefly reviewed. What they tend to get is rigid organisational systems and out-of-date management practices. This sets the stage for a reflection on the increasingly pivotal role of the workplace in urgently adapting to the realities of a rapidly changing and increasingly complex global business environment. All of the analysis is then drawn together into a brief review of what makes a workplace engaging. The paper concludes that, despite long-available evidence linking learning and creativity to high performance and engagement, with the workplace now playing an increasingly crucial role, significant barriers will have to be overcome to make workplaces more engaging.
Content Type Journal Article
Category Papers
Pages 188-199
Authors
Anne Marie McEwan
Journal Corporate Real Estate Journal
Online ISSN 2043-9148
Journal Volume Volume 2
Journal Issue Volume 2, Number 3 / December 2012
PubDate: Tue, 19 Mar 2013 14:00:49 GMT
- Abstract: This paper proposes that engaging workplaces are those in which people can develop a sense of pride in what they do, where they can learn and achieve together, where they can find opportunities for participation and autonomy, and where they can develop a sense of camaraderie. What people need from work is briefly reviewed. What they tend to get is rigid organisational systems and out-of-date management practices. This sets the stage for a reflection on the increasingly pivotal role of the workplace in urgently adapting to the realities of a rapidly changing and increasingly complex global business environment. All of the analysis is then drawn together into a brief review of what makes a workplace engaging. The paper concludes that, despite long-available evidence linking learning and creativity to high performance and engagement, with the workplace now playing an increasingly crucial role, significant barriers will have to be overcome to make workplaces more engaging.
- Capacity planning: Driving transparency for operating efficiency metrics in the CRE function
- Abstract: Capacity planning: Driving transparency for operating efficiency metrics in the CRE function
Content Type Journal Article
Category Editorial
Pages 184-185
Authors
Alan Scott
Journal Corporate Real Estate Journal
Online ISSN 2043-9148
Journal Volume Volume 2
Journal Issue Volume 2, Number 3 / December 2012
PubDate: Tue, 19 Mar 2013 14:00:48 GMT
- Abstract: Capacity planning: Driving transparency for operating efficiency metrics in the CRE function
- Social business and the workplace Overview
- Abstract: Social business and the workplace Overview
Content Type Journal Article
Category Social business and the workplace Overview
Pages 186-187
Authors
Neil Usher
Journal Corporate Real Estate Journal
Online ISSN 2043-9148
Journal Volume Volume 2
Journal Issue Volume 2, Number 3 / December 2012
PubDate: Tue, 19 Mar 2013 14:00:48 GMT
- Abstract: Social business and the workplace Overview
- Workplace strategies in a fast-growing market
- Abstract: In 2010, many occupiers in some of Asia's largest economic centres were confronted with an economic recovery whose speed and strength exceeded expectations. At that time, many enterprises, still reeling from 2008's global economic crisis, welcomed the growth opportunities that the Asia-Pacific region presented. But business enterprises would soon realise that renewed economic growth and business opportunities would be accompanied by significant operations and real estate challenges. Following a precipitous decline in office demand over 2009, by 2010, Grade A office markets in many of Asia Pacific's major business centres began to see a sharp recovery. High absorption, accelerating rental growth and rapidly falling vacancy rates quickly became the norm across the region. As a result, corporate occupiers seeking to establish or expand operations in major business centres such as Beijing and Shanghai were finding increasing difficulty in securing reasonably priced, contiguous, prime-submarket office space. Notably tight conditions have become commonplace in fast-growing markets across Asia. Consequently, in this paper, the author recommends a five-step approach to managing the workplace environment in a cost-effective way.
Content Type Journal Article
Category Papers
Pages 172-177
Authors
Andy Zhang
Journal Corporate Real Estate Journal
Online ISSN 2043-9148
Journal Volume Volume 2
Journal Issue Volume 2, Number 2 / June 2012
PubDate: Mon, 05 Nov 2012 15:11:09 GMT
- Abstract: In 2010, many occupiers in some of Asia's largest economic centres were confronted with an economic recovery whose speed and strength exceeded expectations. At that time, many enterprises, still reeling from 2008's global economic crisis, welcomed the growth opportunities that the Asia-Pacific region presented. But business enterprises would soon realise that renewed economic growth and business opportunities would be accompanied by significant operations and real estate challenges. Following a precipitous decline in office demand over 2009, by 2010, Grade A office markets in many of Asia Pacific's major business centres began to see a sharp recovery. High absorption, accelerating rental growth and rapidly falling vacancy rates quickly became the norm across the region. As a result, corporate occupiers seeking to establish or expand operations in major business centres such as Beijing and Shanghai were finding increasing difficulty in securing reasonably priced, contiguous, prime-submarket office space. Notably tight conditions have become commonplace in fast-growing markets across Asia. Consequently, in this paper, the author recommends a five-step approach to managing the workplace environment in a cost-effective way.
- Issues that commonly have an impact upon corporate occupiers and how they can be avoided with appropriate foresight and planning
- Abstract: A corporate occupier party to a commercial lease on standard terms can reasonably expect to encounter a wide variety of issues during the life of its tenancy. At the heads of term and lease negotiation stages, matters including protection under the Landlord and Tenant Act 1954 (the Act) and rent review clauses will be considered, together with the relevant implications. As the tenancy progresses, common landlord-tenant exchanges may involve processes such as the application of service charge mechanisms, conduct of rent reviews and applications for landlord consents to alter, assign or sub-let to enable an occupier to deal with a property more freely. Towards the end of a lease, issues concerning business tenancies may once again arise, as parties consider how Act rights should be best utilised or defended. Also of importance may be the exercise of break clauses, an area of practice that commonly creates major disputes. Finally, not all disputes require a landlord and tenant relationship, for example third party neighbour matters such as disputes regarding rights to light and nuisance. This paper considers these issues from a practical, commercial and legal perspective.
Content Type Journal Article
Category Papers
Pages 153-171
Authors
Beverley Vara
Christopher Woolf
Journal Corporate Real Estate Journal
Online ISSN 2043-9148
Journal Volume Volume 2
Journal Issue Volume 2, Number 2 / June 2012
PubDate: Mon, 05 Nov 2012 15:11:08 GMT
- Abstract: A corporate occupier party to a commercial lease on standard terms can reasonably expect to encounter a wide variety of issues during the life of its tenancy. At the heads of term and lease negotiation stages, matters including protection under the Landlord and Tenant Act 1954 (the Act) and rent review clauses will be considered, together with the relevant implications. As the tenancy progresses, common landlord-tenant exchanges may involve processes such as the application of service charge mechanisms, conduct of rent reviews and applications for landlord consents to alter, assign or sub-let to enable an occupier to deal with a property more freely. Towards the end of a lease, issues concerning business tenancies may once again arise, as parties consider how Act rights should be best utilised or defended. Also of importance may be the exercise of break clauses, an area of practice that commonly creates major disputes. Finally, not all disputes require a landlord and tenant relationship, for example third party neighbour matters such as disputes regarding rights to light and nuisance. This paper considers these issues from a practical, commercial and legal perspective.
- A sale-leaseback transaction: Is it right for your business'
- Abstract: A sale-leaseback is defined as the sale of an owner-occupied property to a real estate investor followed by leasing back space from the new owner. The goal for the vendor essentially is to raise capital while retaining use of the facility in question, while the purchaser is happy to acquire stable, long-term cash flow; however, sale-leasebacks are not this simplistic and, in fact, are not suitable for every corporation. It is key to understand, not only the company's real estate, but also its overall corporate strategy, before determining if such a transaction is suitable. Understanding whether a sale-leaseback transaction could work for a corporation requires a robust financial model, a look at the pros and cons, approach and rationale, and more.
Content Type Journal Article
Category Papers
Pages 144-152
Authors
William Jegher
Journal Corporate Real Estate Journal
Online ISSN 2043-9148
Journal Volume Volume 2
Journal Issue Volume 2, Number 2 / June 2012
PubDate: Mon, 05 Nov 2012 15:11:07 GMT
- Abstract: A sale-leaseback is defined as the sale of an owner-occupied property to a real estate investor followed by leasing back space from the new owner. The goal for the vendor essentially is to raise capital while retaining use of the facility in question, while the purchaser is happy to acquire stable, long-term cash flow; however, sale-leasebacks are not this simplistic and, in fact, are not suitable for every corporation. It is key to understand, not only the company's real estate, but also its overall corporate strategy, before determining if such a transaction is suitable. Understanding whether a sale-leaseback transaction could work for a corporation requires a robust financial model, a look at the pros and cons, approach and rationale, and more.
- ‘One size does not fit all’: An introduction to going global
- Abstract: One of the key challenges facing corporate real estate executives today is how to balance and manage their needs and expectations when expanding into international markets. The fundamental dynamic is how to align their real estate strategy with their business objectives and navigate the cultural, business process and transactional nuances, customs and practices overseas. The intention of this paper is to highlight some of the key challenges and differences across markets that are critical to the decision-making process for lease transactions as occupiers consider international expansion; such as varying business and market practices, cultures, metrics, lease terms and provisions. Furthermore, some key areas of local real estate practices that need to be taken into account once a particular market is chosen for the expansion will be outlined. There will be particular focus on the EMEA and Asia-Pacific regions and, more specifically, a number of comparable differences in the transaction process between New York, London, Hong Kong and Paris will also be outlined.
Content Type Journal Article
Category Papers
Pages 135-143
Authors
Richard Sexton
Joey Vlasto
Journal Corporate Real Estate Journal
Online ISSN 2043-9148
Journal Volume Volume 2
Journal Issue Volume 2, Number 2 / June 2012
PubDate: Mon, 05 Nov 2012 15:11:06 GMT
- Abstract: One of the key challenges facing corporate real estate executives today is how to balance and manage their needs and expectations when expanding into international markets. The fundamental dynamic is how to align their real estate strategy with their business objectives and navigate the cultural, business process and transactional nuances, customs and practices overseas. The intention of this paper is to highlight some of the key challenges and differences across markets that are critical to the decision-making process for lease transactions as occupiers consider international expansion; such as varying business and market practices, cultures, metrics, lease terms and provisions. Furthermore, some key areas of local real estate practices that need to be taken into account once a particular market is chosen for the expansion will be outlined. There will be particular focus on the EMEA and Asia-Pacific regions and, more specifically, a number of comparable differences in the transaction process between New York, London, Hong Kong and Paris will also be outlined.
- Adopting enterprise mobility: Advancing the discussion from theoretical to implementable
- Abstract: The idea of mobility or telecommuting has gained significant momentum, particularly over the past decade. In order to get the attention of management, the first advocates of the idea of working from an offsite location (usually in the home) armed themselves with a ready toolkit of benefits that could be used to make the notion of mobility sellable. They were often quick to point out an array of benefits, including better work/life balance, compressed commute times, better resilience in terms of business continuity, and attraction and retention of workers. Early proponents created a value proposition generally based upon these sound bites but, in retrospect, the very nature of these benefits was largely qualitative and tended to frame the discussion in terms of something that seemed theoretical, which, if one day attained, would make for a better workplace. In this sense, they had the air of those who used to marvel at the man wearing a back-mounted jet pack at a world exposition, thinking that, if all the pieces somehow come together one day, they would be able to fly. Bridging the divide between something that remains theoretical and something that can actually be implemented is always the challenge. Mobility has in fact reached a point where that divide, for the most part, has been crossed, and this is largely due to a technological platform that has exponentially exploded over a relatively short period. It was only a few years ago that IT help desks were largely tasked with trouble-shooting issues associated with either a laptop computer or a BlackBerry. Today the range of devices, not to mention the connectivity infrastructure, has exploded. This paper advances the notion of mobility to the point where those technologies are described and a practical implantation toolkit is offered.
Content Type Journal Article
Category Papers
Pages 127-134
Authors
Tony Gill
Journal Corporate Real Estate Journal
Online ISSN 2043-9148
Journal Volume Volume 2
Journal Issue Volume 2, Number 2 / June 2012
PubDate: Mon, 05 Nov 2012 15:11:06 GMT
- Abstract: The idea of mobility or telecommuting has gained significant momentum, particularly over the past decade. In order to get the attention of management, the first advocates of the idea of working from an offsite location (usually in the home) armed themselves with a ready toolkit of benefits that could be used to make the notion of mobility sellable. They were often quick to point out an array of benefits, including better work/life balance, compressed commute times, better resilience in terms of business continuity, and attraction and retention of workers. Early proponents created a value proposition generally based upon these sound bites but, in retrospect, the very nature of these benefits was largely qualitative and tended to frame the discussion in terms of something that seemed theoretical, which, if one day attained, would make for a better workplace. In this sense, they had the air of those who used to marvel at the man wearing a back-mounted jet pack at a world exposition, thinking that, if all the pieces somehow come together one day, they would be able to fly. Bridging the divide between something that remains theoretical and something that can actually be implemented is always the challenge. Mobility has in fact reached a point where that divide, for the most part, has been crossed, and this is largely due to a technological platform that has exponentially exploded over a relatively short period. It was only a few years ago that IT help desks were largely tasked with trouble-shooting issues associated with either a laptop computer or a BlackBerry. Today the range of devices, not to mention the connectivity infrastructure, has exploded. This paper advances the notion of mobility to the point where those technologies are described and a practical implantation toolkit is offered.
- Breaking new ground in CRE supply chain contracting: Microsoft's global integrator model
- Abstract: Microsoft is in the first full year of a new operating model, called ‘the integrator’. The integrator model is a global solution — technology and external provider enabled — where Microsoft's in-house corporate real estate function (Real Estate and Facilities) leads a single ‘integrator’ provider that manages a stable of tier 1 service providers. The tier 1 companies provide facilities management, project management and brokerage services. The integrator provides programme management, data and technology management, lease administration, thought leadership and general support services. The system is held together through a comprehensive organisational and governance model supported by advanced technology solutions. The paper describes the decision made by Microsoft to adopt the integrator model, the journey taken to achieve this model and the outcomes experienced.
Content Type Journal Article
Category Papers
Pages 105-118
Authors
Mike Webber
Mark Gibson
Journal Corporate Real Estate Journal
Online ISSN 2043-9148
Journal Volume Volume 2
Journal Issue Volume 2, Number 2 / June 2012
PubDate: Mon, 05 Nov 2012 15:11:04 GMT
- Abstract: Microsoft is in the first full year of a new operating model, called ‘the integrator’. The integrator model is a global solution — technology and external provider enabled — where Microsoft's in-house corporate real estate function (Real Estate and Facilities) leads a single ‘integrator’ provider that manages a stable of tier 1 service providers. The tier 1 companies provide facilities management, project management and brokerage services. The integrator provides programme management, data and technology management, lease administration, thought leadership and general support services. The system is held together through a comprehensive organisational and governance model supported by advanced technology solutions. The paper describes the decision made by Microsoft to adopt the integrator model, the journey taken to achieve this model and the outcomes experienced.
- The corporate perspective on state and local incentives in North America
- Abstract: For many corporations, relocating their facilities can provide significant cost savings while improving productivity. This paper focuses on state and local incentives as one critical aspect of the relocation process. The quality and quantity of incentives vary considerably from state to state and community to community across North America. Incentives can include tax abatements and refunds, forgivable loans, job training, cash grants, free or reduced-cost buildings and land, infrastructure improvements, accelerated permitting, and other programmes that are limited only by the imagination of those attempting to attract employers by addressing their individual needs, Many of the statutory programmes can be complicated with extensive applications, documentation and, in some cases, political red tape that varies with each state and agencies within a state. In spite of these complications incentives can provide a very significant reduction in the start-up or expansion costs of a corporation's operations. A well-negotiated and documented set of incentives can assure that all the parties will fulfil their obligations.
Content Type Journal Article
Category Papers
Pages 119-126
Authors
Brent A. Pollina
Journal Corporate Real Estate Journal
Online ISSN 2043-9148
Journal Volume Volume 2
Journal Issue Volume 2, Number 2 / June 2012
PubDate: Mon, 05 Nov 2012 15:11:04 GMT
- Abstract: For many corporations, relocating their facilities can provide significant cost savings while improving productivity. This paper focuses on state and local incentives as one critical aspect of the relocation process. The quality and quantity of incentives vary considerably from state to state and community to community across North America. Incentives can include tax abatements and refunds, forgivable loans, job training, cash grants, free or reduced-cost buildings and land, infrastructure improvements, accelerated permitting, and other programmes that are limited only by the imagination of those attempting to attract employers by addressing their individual needs, Many of the statutory programmes can be complicated with extensive applications, documentation and, in some cases, political red tape that varies with each state and agencies within a state. In spite of these complications incentives can provide a very significant reduction in the start-up or expansion costs of a corporation's operations. A well-negotiated and documented set of incentives can assure that all the parties will fulfil their obligations.
- Sustainability policies for an industrial corporation's real estate management: A case study
- Abstract: This report analyses BASF Group and its corporate real estate management. In the first section, an introduction to the business and overview of BASF is carried out. The second section evaluates critically the existing real estate portfolio and provides an evaluation of BASF's ambition to implement in 2012 a sustainability strategy in its corporate real estate portfolio, which matches the firm's commitment to sustainability in its business guidelines. To generate this case study, information within the public domain was used, as well as first-hand information from BASF's Real Estate & Facility Management department.
Content Type Journal Article
Category Papers
Pages 94-104
Authors
Sabine Erneker
Thomas Glatte
Journal Corporate Real Estate Journal
Online ISSN 2043-9148
Journal Volume Volume 2
Journal Issue Volume 2, Number 2 / June 2012
PubDate: Mon, 05 Nov 2012 15:11:03 GMT
- Abstract: This report analyses BASF Group and its corporate real estate management. In the first section, an introduction to the business and overview of BASF is carried out. The second section evaluates critically the existing real estate portfolio and provides an evaluation of BASF's ambition to implement in 2012 a sustainability strategy in its corporate real estate portfolio, which matches the firm's commitment to sustainability in its business guidelines. To generate this case study, information within the public domain was used, as well as first-hand information from BASF's Real Estate & Facility Management department.
- Editorial
- Abstract: Editorial
Content Type Journal Article
Category Editorial
Pages 93-93
Authors
Brenda Rouse
Journal Corporate Real Estate Journal
Online ISSN 2043-9148
Journal Volume Volume 2
Journal Issue Volume 2, Number 2 / June 2012
PubDate: Mon, 05 Nov 2012 15:11:01 GMT
- Abstract: Editorial
- Increasing productivity by introducing facilities management software
- Abstract: Traditionally, a public service such as the Federal Public Service (FPS) Economy focused on its internal operation rather than on the wellbeing of citizens. Public servants saw themselves as the guardians of law and order. In 21st-century society, people are no longer satisfied with being governed but want value for their money. For the Belgian federal government this revolutionary idea led to a new vision and an ethical change in the working process. This case study explains what this change in ideas meant for the facilities organisation of the FPS Economy and how this public service proceeded in order to make the necessary changes. Rather than being an organisation that provided services and goods without considering citizens’ needs, this organisation has been transformed into a client-oriented service provider. To become such a service provider, it was necessary to redesign the organisation itself and its operations in order to improve efficiency. The use of a Facilities Management Information System (FMIS) as a tool to support business process re-engineering allows productivity to increase. After the decision of the government to reduce resources, the facilities department was forced to reorganise. In order to achieve this business process re-engineering, a practical and user-friendly methodology was applied. In this paper, the different steps that led to a better organisation are summarised. At the end of this case study, a few lessons learned are given.
Content Type Journal Article
Category Papers
Pages 78-86
Authors
Rudy Liekens
Journal Corporate Real Estate Journal
Online ISSN 2043-9148
Journal Volume Volume 2
Journal Issue Volume 2, Number 1 / April 2012
PubDate: Fri, 13 Jul 2012 14:11:13 GMT
- Abstract: Traditionally, a public service such as the Federal Public Service (FPS) Economy focused on its internal operation rather than on the wellbeing of citizens. Public servants saw themselves as the guardians of law and order. In 21st-century society, people are no longer satisfied with being governed but want value for their money. For the Belgian federal government this revolutionary idea led to a new vision and an ethical change in the working process. This case study explains what this change in ideas meant for the facilities organisation of the FPS Economy and how this public service proceeded in order to make the necessary changes. Rather than being an organisation that provided services and goods without considering citizens’ needs, this organisation has been transformed into a client-oriented service provider. To become such a service provider, it was necessary to redesign the organisation itself and its operations in order to improve efficiency. The use of a Facilities Management Information System (FMIS) as a tool to support business process re-engineering allows productivity to increase. After the decision of the government to reduce resources, the facilities department was forced to reorganise. In order to achieve this business process re-engineering, a practical and user-friendly methodology was applied. In this paper, the different steps that led to a better organisation are summarised. At the end of this case study, a few lessons learned are given.
- The relationship equilibrium: Deriving value from client and supplier relationships
- Abstract: The maturity of the facilities management (FM) services provided into any business is driven, at least in part, by the relationship between the FM client and the supplier delivering the services. Maturity measurement identifies whether or not the optimum FM operating model is in use for the business being served. Unconscious incompetency to conscious competency is the journey of maturity for all FM organisations and one influencer of success is the creation of relationship equilibrium between the FM client and the supplier, which facilitates the right maturity of FM delivery. Understanding the equilibrium, the principles that are applied to develop the most effective equilibrium and the benefits realised by achieving it comprise both the objective and the essence of this paper. In addition, a clear understanding of the operational consequences and costs of failing to achieve this equilibrium may lead the reader to consider their existing relationship within the context discussed and to contemplate moving that relationship forward by applying the principles articulated.
Content Type Journal Article
Category Papers
Pages 71-77
Authors
Neil Longley
Journal Corporate Real Estate Journal
Online ISSN 2043-9148
Journal Volume Volume 2
Journal Issue Volume 2, Number 1 / April 2012
PubDate: Fri, 13 Jul 2012 14:11:13 GMT
- Abstract: The maturity of the facilities management (FM) services provided into any business is driven, at least in part, by the relationship between the FM client and the supplier delivering the services. Maturity measurement identifies whether or not the optimum FM operating model is in use for the business being served. Unconscious incompetency to conscious competency is the journey of maturity for all FM organisations and one influencer of success is the creation of relationship equilibrium between the FM client and the supplier, which facilitates the right maturity of FM delivery. Understanding the equilibrium, the principles that are applied to develop the most effective equilibrium and the benefits realised by achieving it comprise both the objective and the essence of this paper. In addition, a clear understanding of the operational consequences and costs of failing to achieve this equilibrium may lead the reader to consider their existing relationship within the context discussed and to contemplate moving that relationship forward by applying the principles articulated.
