The Leader Magazine

MAR 2017

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54 MARCH 2017 Corporate real estate: strategic and leadership challenges by Dr. Robert G. Schuur T he globalization of commerce fi nds corporate real estate (CRE) leaders operating in an increasingly complex environment as corporations face both national and international competition. The development of corporate real estate management (CREM), which emerged as a recognized management discipline in the 1980s and 1990s, was largely driven by the pressure to reduce overall real estate costs in the face of increasing global competition. CREM, as a relatively new management discipline, has advanced a wide variety of theories and models that seek to explain the practice of CREM leadership, strategy, and performance management (PM). CREM leaders, by building on these theories and their own insights and by sharing those insights within the CRE community, have the opportunity to develop common models of best practices for the benefi t of their own CREM practice (Bon, Gibson, & Luck, 2002). Recent research by this writer investigated current CRE leadership, strategy and performance-management practices through interviews with senior CRE leaders. Research methodology Data for the research were gathered by means of semi-structured phone interviews with 14 participants (P1-14) all of whom are CoreNet Global members holding senior-level CREM positions. The interviews, based on research questions (RQs), focused on the individual experiences of these leaders in their practice of CREM leadership, strategy and performance management.

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