Dependent on the allocation of roles and functions within an organisation, the responsibility of securing and managing property (no matter whether it is leased or owned) usually rests with the facility manager. It is probably trite to say property is different, but the unique features of property are often neglected in company decision-making processes. Problems
One of the on-going challenges for CRE executives in managing corporate portfolio performance is trying to forecast the future needs of the company. We all know that it is not possible to predict the future. But this is no reason to be caught out – it is possible to plan for a number of futures.
All businesses need real estate to operate from, be it leased or owned, large or small, specialised or generic. In many businesses real estate represents a large, if not the largest, component of assets and one of the longest term liabilities reflected in the company balance sheet. However, as most landlords and real estate practitioners
Where does Facility Management fit into Corporate Real Estate Responsibilities- and how does this impact a career path? In the property user market there is a lot of confusion about the concepts of corporate real estate (CRE) and facility management (FM). This is particularly true if the latter term is prefaced with the word ‘strategic’.
In the war for talent, enabling the emerging “technology-savvy” team to work anywhere, any time and any place has become paramount in corporate weaponry. Networked, distributed workplace strategies integrating physical workplace solutions with technology connectivity are the key to the future success for new millennia corporations such as Sun Microsystems, Nortel and Cisco. However, the
What is OSCRE (or PISCES, if you’re British) and how will it help the CRE executive? As world economies continue to globalise and CRE executives are expected to operate across continents, one of the most challenging aspects of portfolio optimisation is the monitoring and reporting of portfolio performance based on the wide range and complexity
Corporate sustainability is far more than regular profit reporting. With impending global environmental catastrophes and increasing world conflict, corporations are being driven by their stakeholders to report on their contribution to global and community sustainability. The response has started to emerge in the form of triple-bottom-line annual company reports with corporations eager to illustrate their
Contemplating the development of a new head office or other facility is quickly followed by the ‘own versus lease’ debate. For companies having a relatively low cost of capital, the develop and – own approach looms attractively, particularly compared to the alternative of negotiating with a developer with a higher cost of capital. Why should
In the last decade the corporate real estate executive’s challenges have become ever more daunting. Not only have constant change and significant discontinuities demanded totally new strategies to deal with the lumpiness and long term nature of the real estate supply side, now the workplace is being redefined. Work anywhere, any place, any time is
The emerging challenge of Corporate Real Estate executives in any organisation is not to be “caught out” by unforeseen business strategy changes. Sudden or constant change in business models can be driven by various factors such as a local catalyst, globalisation, innovation of products and business models, technology impacting the way business is done, changing