The Leader Magazine

JUN 2019

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14 JUNE 2019 th E l E ad E r F E A T U R E A R T I C L E Engage and align: how our leading organizations enable business effectiveness by Karen Ellzey, Thomas Kurtz and Peter Mikol T he corporate real estate and facilities (CRE&F) profession emerged in the 1980s, when corporations began seeing the value of consolidating and centralizing corporate real estate decisions within their organizations. Because organizations vary in terms of geographic reach and functional, departmental, and service-line scope and scale, the way in which the CRE&F discipline became formalized within their organizations naturally emerged in different ways. Over the years, and across many types of organizations and geographies, the approach to managing CRE&F has matured and evolved. As would be expected, no "one-size-fits-all" approach to this management exists today. To gain a sense of the many ways CRE&F organizations currently manage their responsibilities, CBRE and CoreNet Global developed a survey to query CRE&F leaders on their business engagement and alignment strategies and practices. In this article, we focus on four topics and the resulting findings from the survey: reporting structure, organizational model, data management and performance metrics. The intent is not to recommend one approach or strategy over another but rather to give readers insights into the CRE&F management landscape and to identify the relative merits of the strategic choices being employed based on business needs and priorities.

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