The Leader Magazine

MAR 2018

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by Alan McGinty A thriving global technology company, Cisco has seen 15 percent growth in headcount over the last five years. Though one would expect to see a corresponding increase in our real estate portfolio, we've actually reduced our footprint need by 30 percent. As a result, Cisco's annual operating expenses have been reduced by $200 million over the past five years, despite the rise in commercial rents in many of our markets. It wasn't "gut feel" that led to these improvements. It was analytics. We use analytics to measure our real estate services to the nth degree. We use them to improve our global services to internal clients, to benchmark our performance against peer companies in the technology sector, and, of course, to manage costs. We track lease transactions, capital-project management, janitorial services, our lobby "ambassadors," sustainability and more – basically everything we can measure. We have key performance indicators for all our global services, and we track our performance continually. Analytics have been critical to our ever-evolving workspace strategy and to our achieving that $200 million in annual OPEX savings. Analytics help us better understand real estate's contribution Internal analytics and external benchmarking in Cisco's ever-evolving workplace strategy F E A T U R E A R T I C L E 16 MARCH 2018 t H e le A de R

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