The Leader Magazine

JUN 2018

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10 June 2018 the leader F E A T U R E A R T I C L E Optimize your outsourcing programs for operational excellence by Francisco J. Acoba, Griffin James, Akhila Gudla and Trevor Newman R apid changes characterized by new operating models, innovative partnerships, technological advancements, and multiple market forces have a collective impact on how business operations are performed. These factors make a compelling case for companies to re-evaluate their core business strategies and determine which non-core functions, like corporate real estate (CRE), to keep in-house and which to outsource. The case for re-evaluation is more relevant than ever for CRE, which is increasingly influenced by evolving delivery models, growth and consolidation within the service provider industry, increasing maturity of vendor management organizations, and expanding options for tech-centric solutions. Many CRE organizations continue to seek more services from providers and place greater emphasis on workplace experience as a means of attracting and/or retaining top talent. Outsourcing has evolved from a vendor- procurement activity to more of an organizational transformation paired with strategic alliances. To better understand this evolution of CRE outsourcing, CoreNet Global and Deloitte Consulting LLP recently conducted a survey, following a related survey from 2013, to extract observable trends from the past four years. A large majority of the respondents were global or regional leaders of CRE organizations of varying scale, scope, and complexity. Of all the key market sentiments expressed collectively through the survey, the following five stand out for deeper consideration; this article elaborates on these themes: 1. Alignment of outsourcing goals 2. Managing change to drive implementation and adoption 3. Nuanced complexity across regions 4. Process and technology as accelerators 5. Developing partnerships

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