The Leader Magazine

SEP-OCT 2015

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Creating the Culture For CRE innovations to have a meaningful and lasting impact on business performance, an organization must institutionalize the practice of producing new ideas, tools and processes that create value and enable continuous improvement. However, to manifest a culture of innovation and improvement at all levels of the enterprise presents a major challenge for many MNCs. While no single solution answers this challenge, the panel of senior executive CRE leaders suggests there are three central themes to generating effective innovation in the workplace: Communication & Collaboration, Technolog y & Tools and Strategic Implementation. Communication & Collaboration: For MNCs, employees act as mobile practitioners of the enterprise's business objectives through collaborating with co-workers, customers and service providers during day-to-day business operation. In order to deliver value and enhance workplace performance, CRE teams seek to establish a culture of innovation through creating workplace env ironments t hat a re conducive to employee collaboration. Technolog y & Tools: Adva ncement a nd i nvest ment i n technolog y goes hand-in-hand with building an innovative ident it y. Wit h i n t he work plac e , t he i mplement at ion of tech nolog y a nd tools set s t he tone of a n orga n i z at ion's willingness to adapt. In turn, the use of technolog y in the workplace tangibly characterizes a company's attitude towards embracing an innovative culture. S t r a t e g i c I m p l e m e n t a t i o n : C o m m u n i c a t i o n a n d collaboration help generate new ideas and processes which lay the groundwork for innovation. Technologies and tools provide the necessary resources and support platforms for achieving the desired outcomes. Strategic implementation puts the program into practice and ensures the lasting impact. I n nov at ion doe s not oc c u r over n ig ht ; it compr i s e s a methodical shift from an existing process to a new process. Similarly, developing a culture of innovation in the workplace is a gradual undertaking that requires constant effort from both the core enterprise and CR E teams. The CR E agenda aids in opening avenues for communication and collaborative environments, and serves as a medium for introducing new technologies and tools to the workplace. Both themes represent essential components towards developing the blueprint for st rateg ic i mplement at ion. T he success of i mplement i ng innovations across the workplace environment rests on realizing the CRE value proposition. Conclusion The corporate real estate profession has witnessed a considerable amount of innovation, including the centralization of CRE operating platforms, dynamic workplace environments and enhancements to technology and tools deployed by workplace professionals. However, the most significant innovation within CRE to date revolves around the evolution towards the adoption of global, full-service real estate operating models. This pursuit for a globally integrated workplace solution has created the recent impetus for transformational merger and acquisition activity amongst real estate service providers that are striving to better support the expanded requirements of global occupiers. To ensure long-term, sustainable success, organizations must embrace a culture of workplace innovation that enables optimal productivity and the efficient delivery of corporate strategy. *Editor's note: The panel at the CoreNet Global Summit APAC was comprised of the following CRE leaders: Michael Alcantara, Global Real Estate Excellence Manager, Shell Retail; Erwin Chong, Head of Corporate Real Estate Strateg y and Administration, DBS; Ken Manke, Vice President Employee Services - Workplace, Unilever; and Steve Williamson, Head of Property Services, Asia, Royal Bank of Scotland; Andrew Hallissey, CBRE (Moderator) **A longer version of this article was originally published in summer 2015 in Henry Stewart Publications' Corporate Real Estate Journal. Andrew Hallissey is Executive Director – Head of Client Solutions, APAC, CBRE. Hallissey is a longstanding member and contributor to CoreNet Global, and served as moderator during the Summit panel. Patrick Benoist is Director, Client Solutions Group, for CBRE Global Corporate Services (GCS), Asia-Pacific. Based in Hong Kong, Benoist was recently featured in the LEADER's "36 Under 36: Up-and coming Young Leaders in CoreNet Global." Sources CBRE (2015) "For CRE innovations to have a meaningful and lasting impact on business performance, an organization must institutionalize the practice of producing new ideas, tools and processes that create value and enable continuous improvement." 34 the LEADER | September/October 2015

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