The Leader Magazine

MAR 2019

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O ver the last two years, we have seen geopolitical tensions ratchet up, with trade conflicts coming to the fore, as tariffs between countries threaten to disrupt businesses and the wider economy. The effect of this will continue to reverberate as companies grapple to adjust to a new, more unpredictable world of trade volatility and unpredictable policy outcomes. Behind these tensions are shifting tectonics, as China goes global, as traditional western hubs of economic power continue to face headwinds, and as we see new anxieties around technology, big data and cybersecurity. Given this backdrop, corporate real estate (CRE) professionals are facing an increasingly challenging environment in which to operate. However, with real estate now serving to support, facilitate or portray strategic business transformation, with a certain amount of planning and foresight, steps can be taken to mitigate some of the risks. Here are five steps that CRE professionals should consider in this new environment: 1) Align real estate strategy with business goals A real estate strategy should always be in lock-step with the strategic goals of the company, as shown in a recent survey by Knight Frank, whereby 87 percent of respondents believe that their portfolio supports their business objectives 'a great deal' or 'a fair amount'. Geopolitical and trade tensions: five steps to mitigate risk by Nicholas Holt F E A T U R E A R T I C L E 34 March 2019 the leader

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