The Leader Magazine

MAR 2018

Issue link:

Contents of this Issue


Page 39 of 55

F E A T U R E A R T I C L E 40 MARCH 2018 t H e le A de R B etween 2013 and 2016, when Dell acquired EMC, the EMC Global Real Estate and Facilities Team (GREF), which supported more than 12,000 people in 130 sites across 50 countries in EMEA, transformed from a group operating independently to a fully aligned team providing a uniform and standardised approach to real estate and workplace management. There were numerous drivers for the change. The EMC brand personified a global community of passionate innovators and inspired problem-solvers supported by an organisation that was a great place to work. The business was entrepreneurial and fast-moving, and it required constant innovation to remain competitive in the marketplace. But in 2013, the real estate and facilities team did not always support that approach. Attracting and retaining top talent was key. The GREF team needed to up the ante in terms of its service offering to attract this talent – especially when other technology firms use their workplaces so effectively. The team was challenged to become more efficient, to enable and enhance the business, to improve employee productivity, and to contribute toward EMC being a 'Great Place to Work'. While the standard of real estate and FM service was good, there was no alignment between the more than a dozen service partners ultised in different geographies within EMEA, and no sense of an aligned business family that shared ideas and solutions to common problems. Headlines in Europe continue to talk divorce, with the split between Great Britain and the European Union becoming increasingly acrimonious. The cost is rising, and talks are breaking down as this once-close partnership becomes sharply discordant. Amid all this disharmony, Dell EMC has seen a group of competitive, disparate service providers across Europe brought together with internal stakeholders to create a One Team real estate and facilities business family working together across Europe, the Middle East and Africa (EMEA). The goal: seek new ways of driving efficient and effective business processes based on strategic alignment, consistency and service excellence to create an environment where innovation could flourish. Over a three-year program, which included face-to-face leadership summits and consistent communication across the supply chain, the group worked together to define and implement a common operating platform, underpinned by a shared vision and values. by Bruce Barclay 'One Team' model offers learning opportunities in cross-continent partnerships

Articles in this issue

Archives of this issue

view archives of The Leader Magazine - MAR 2018