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Global Corporate Real Estate Trends 2015

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JLL’s third report on global CRE trends stresses an immediate need to elevate the CRE function. We’ve identified four themes that characterize the challenge ahead, and the ‘great traits’ of high-performing CRE teams. Find out more at: www.jll.com/globalCREtrends

Published in: Real Estate
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Global Corporate Real Estate Trends 2015

  1. 1. Global Corporate Real Estate Trends Report 2015 ELEVATE to excellence
  2. 2. Note: Region % is based on location of person responding Americas EMEA Asia Pacific44% 20% 36% respondents544 countries36 companies represented350+ The third biennial JLL Global CRE Survey 1
  3. 3. A variety of sectors represented HEALTH- CARE 6% ENERGY 9% GOVT 6% TECHNOLOGY, MEDIA, AND TELECOMMUNICATIONS 24% MANUFACTURING AND INDUSTRIAL 19% BANKING AND FINANCIAL SERVICES 25% PROFESSIONAL SERVICES 11% OTHERS 27% CONSUMER PRODUCTS 10% 2Note: Does not add to 100%; respondents could select more than one sector.
  4. 4. CRE teams are becoming increasingly centralized and global, being more formally connected to the C-suite and better empowered to drive change. 1 Interaction and integration with other business functions and stakeholders is a growing need, but it is a strong feature of only a few CRE teams. Demand to deliver across a range of tactical and strategic activity continues to intensify, challenging the composition and skills of CRE teams and creating a ‘pressure cooker’ of expectations. CRE teams are using outsourced service providers across more geographies and industry sectors; but many are still missing the opportunity to drive strategic, long-term value through outsourcing partnerships. Four key themes emerged from the survey 2 3 4 3 CENTRALIZATION INTEGRATION EXPECTATION OUTSOURCING
  5. 5. v 4 THEME 1 CENTRALIZATION
  6. 6. 5 How would you assess the strength of the CRE team’s mandate, compared to three years ago? CRE teams feel that their mandate has strengthened CENTRALIZATION
  7. 7. 6 Teams expect more centralization and control over the next three years What changes do you anticipate in the CRE team structure over the next three years? CENTRALIZATION
  8. 8. 7 The majority of CRE leaders continue to report directly into the C-suite To what level of the organization does the head of CRE currently report? CENTRALIZATION
  9. 9. v 8 THEME 2 INTEGRATION
  10. 10. 9 Cross-functional integration is an aspiration, but not yet the norm How would you describe the collaboration of CRE with other business functions, currently and three years from now? INTEGRATION
  11. 11. 10 Integration between CRE and procurement teams is especially strong Do you have an internal procurement function that is involved in CRE decisions? Where does your internal procurement team who are involved in CRE sit within the organization? INTEGRATION
  12. 12. v 11 THEME 3 EXPECTATION
  13. 13. CRE teams are experiencing intensifying demands to deliver across a range of STRATEGIC activities 12 How are the demands of senior leadership on the CRE team changing in terms of alignment with the firm’s strategic priorities? EXPECTATION
  14. 14. CRE teams are experiencing intensifying demands to deliver across a range of TACTICAL activities 13 How are the demands of senior leadership on the CRE team changing in terms of the tactical delivery of CRE? EXPECTATION
  15. 15. CRE teams feel slightly less equipped to handle changing demands 14 How well-equipped do you feel to meet changing demands? EXPECTATION
  16. 16. v 15 THEME 4 OUTSOURCING
  17. 17. Nearly half view outsourcing as a strategic activity 16 How strategic is CRE outsourcing to your firm? OUTSOURCING
  18. 18. 17 CRE teams are increasingly using outsourced service providers across a wide range of services How would you best describe the delivery of CRE services now and in three years time? (1/2) OUTSOURCING
  19. 19. 18 CRE teams are increasingly using outsourced service providers across a wide range of services OUTSOURCING How would you best describe the delivery of CRE services now and in three years time? (2/2)
  20. 20. v 19 IMPLICATIONS
  21. 21. The biggest constraints for CRE are around data and analytics and relationships with the business 20 What are the top three constraints hindering CRE from enhancing itself as a strategic value-add to your organization?
  22. 22. How CRE teams can elevate to excellence 21 1 2 3 4 5 Respond to a growing mandate by bringing tangible, strategic value to the organization Prioritize development of people skills ahead of technical, property-focused skill sets Create a strong data and analytics platform to bring science to day-to-day delivery and long-term strategy Create a strategy to address ‘business as usual’ activities without undermining the evolution to trusted advisor Leverage vendors to extend strategic capabilities and gain exposure to industry best practices Agree what excellence looks like for the CRE function, then chart progress and position relative to peers 6
  23. 23. What’s next? Recognizing and adopting the “Great Traits” of CRE organizations 22 Believe in active TALENT MANAGEMENT Establish coordinated INFRASTRUCTURE MANAGEMENT Foster a culture of INNOVATION Adopt a mix of PARTNER MANAGEMENT/LEVERAGE Be CHANGE AGENTS Formalize RISK MANAGEMENT 1 2 3 4 Be CENTRALIZED, EMPOWERED AND PROCESS-ORIENTED Leverage DATA ANALYTICS AND BUSINESS INTELLIGENCE Focus on SERVICE DELIVERY EXCELLENCE Invest in a formal INTERNAL RELATIONSHIP MANAGEMENT FUNCTION Provide STRATEGIC PLANNING5 6 7 8 9 10 11
  24. 24. THANK YOU 23

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