More than a decade of industry-centric initiatives
have focused Corporate Real Estate and Facilities (CRE&F) on best-practices
in service and work environments. Your CRE&F organization has invested
in any number of these initiatives and has likely been successful
at some. Through these efforts your organization has :
- Defined alternative workspace strategies and established standards
- Mastered churn through the Moves, Adds, and Changes process
- Partnered, out-sourced, out-tasked, and streamlined procurement
- Developed high-quality project managers and project process
- Competitively benchmarked your results
So why does it feel like it's still not working? Despite success in
some areas, many CRE&F organizations still struggle to achieve recognition
within their own corporations. They fall short of peer relationships
with their business unit clients and co-suppliers, and as strategic
resources for their senior management. These organizations fail to
"engage" their corporate environment in a meaningful way, limiting
both the relevance and value of their services. While both the needs
and challenges faced by each of these organizations is unique, they
share a remarkably similar set of characteristics:
- Business unit managers feel that CRE&F still doesn't "get
it "
- Capital planning, based on "too little, too late" customer
input is quickly obsolete
- As a strategic organization they can't seem to " get ahead
of the ball "
- Planning and administrative processes are out of synch with
corporate needs
- Management does not or cannot use CRE&F's financial and other
reporting
- Corporate finance relies on its' own capital forecasts, not
CRE&F's
- Hard-won standards are misapplied, unused or undone
Just as cost is an incomplete measure of value,
CRE&F best practices do not guarantee services aligned to the unique
corporate environments in which they're required. Successful CRE&F
organizations are able to leverage best practices to the advantage
of their corporations, easily migrating evolving business requirements
into management, plans, programs and projects; ensuring continued
value to their corporations. Again, while the environments are unique,
these effective, highly valued CRE&F organizations share a number
of remarkably similar characteristics. These organizations;
- Focus on the Owner, not the Customer - knowing what's important
and when
- Recognize that management of tactical & strategic issues can't
be separated
- Are process-based, but focused on ideas and outcomes, not the
rules
- Know how and when to manage issues up, rather than burying
them below
- Require peer to peer communication, not handoffs
- Value functional responsibilities over individual skill sets
- Link planning with corporate financial and administrative functions
and calendars
Creating highly effective service organizations, relign offers
its services to large corporations wishing to derive greater value
from their real estate and facility organizations.
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