This is the multimedia portion of Team 15073's submission to the CoreNet Global 2015 Academic Challenge. Our topics cover using Business Intelligence models to adjust corporate real estate portfolios for large financial service firms

1. Team #15073
7/31/2015
Modern CRE Portfolio
Management in
Financial Services

2. CRE Recommendations
Business Intelligence Model
• Utilize organizational data to
evaluate property
• Optimize decision making
Our Solutions
• Rent for Equity
• Collocation Model
• Super Nucleus Models
• Modern Mobility Programs
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3. Knowledge from Data:
Using the Business Intelligence Model
• Companies persistently aggregate volumes of operational data
• Only a small fraction is used for reporting
• Financial institutions are becoming tech IT companies
• Utilizing these pools of data is a significant goal
• Applying BI models to CRE management is currently rare
• Indexes locational data
• Provides ranked output for questions asked during CRE planning
• Success depends on:
• Identifying valid and useful sources of information with applicable data
• Strong correlation to key variables identified in past operational results
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4. • Build a series of unsupervised models for predictive analysis output
• Regression analysis, neural network, and decision tree models
• Use high-level questions to develop the model
• Follow with subordinate, more specific queries
• Identifies sources of data that provide useful information
• Help train and implement the analysis
Knowledge from Data:
Using the Business Intelligence Model
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5. Rent for Equity
Key goal: Minimizing costs for hard to release, under-utilized property
Grant zero-rent agreements to startups whose products strategically
align with our firm's mission
• Our vacant space can improve their success
while optimizing our use of space
• Startups are explicitly chosen to align with
corporate goals
• Bill utilities and building operating expenses
to the startups, but not rent or taxes
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6. Collocation
• Lease excess space to contracting labor companies for their office
functions
• Trade discounted leases for reciprocal service discounts
• Foster a “same team” mentality in a shared office
• Enhance trust in us
• Less likely to cancel their leases or revoke their work contracts
Share our space with strategic and
complimentary services
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7. Collocation
• Collect parties who assist with significant financial decisions
• Legal aid, financial planning, or real estate professional are typically
off-site
• Expedite large customer transactions with one-stop shop
• Specific primarily to retail locations
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8. Super Nucleus CRE Model
• Create new CRE department to
facilitate collaboration between
groups:
• Internal - IT, HR, Legal, etc.
• External - parties providing brokerage,
architecture, interior design, lease
administration, and facilities
management
• Partner CRE departments with on-
demand external service providers
• Manage portfolio, reduce CRE costs,
expedite new market penetration,
improves agility
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9. Modern Mobility Model
• Use the same space for more employees
• Mitigate WFH problems
• Builds culture and aids promotion and innovation
• Seasonal Span Example:
• Team A works in office for three months, then works from home for three
months
• Team B works opposite schedule, yet share the same desk space
• Doubles the people in one space before considering graveyard or swing shifts.
• Alternatively:
• Cross-pollinate teams where some member of Team A and B share the office
• Another subset of their teammates replaces them at switching time
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10. Align Operations with Strategy
Our solutions support the corporate goals with increased flexibility, agility,
and utilization that come from our real estate portfolio.
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