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Future-proofing the CRE organization

Download the Future-proofing CRE Organization report

Given the scale of the emerging challenges, now is the time to define the value corporate real estate (CRE) can play within the overall organization.

Read our latest report which identifies a new way of working.


5 areas with the potential to have radical impacts on a business:


Change People

The way people work has changed. The illustration shows a traditional Corporate Real Estate (CRE) organization structure (either regional or global), and following it is an example of the evolution to a networked structure.

Sample Networked Organization Structure

A key shift is moving from a hierarchical structure to a model based on how work gets done. When coupled with the disruptive forces emerging from more distributed work patterns, this era presents an exciting and compelling time to propose an innovative CRE structure.


Change Processes

Technology can be used to manage vendor compliance and performance along with enabling specialized vendors with incentives collaborate. For example, collective intelligence across processes, service delivery and desired outcomes helps create value for their clients. CRE process design may include numerous internal functions, individuals and suppliers and vendors (e.g., work order process, space acquisition process, etc.).



CRE organizations need to re-think the current technology and human capital strategy for delivering services. We suggest that the following solutions will reshape CRE’s resources by redefining the roles currently in place to deliver services. Our proposed long-term solution is reliant upon three highly networked functional areas:

Productivity ICX

Productivity COE

Productivity PMO

Partnership & Relationship Management

Partnership Relationship Management 554x310

CRE organizations are continuing to enhance their collaboration and performance management efforts when managing internal and external teams. More than ever, it is important to stay aligned with the changing needs of the business, coupled with bringing proactive plans to enable and drive change.



Change Places

As companies focus on the benefits of collaboration and preserving culture, the trend towards gathering common space is increasing. Other asset types such as manufacturing, warehousing and health care have not seen such a dramatic design shift. These shifts to more variable, virtual and scalable solutions are key drivers for the CRE organization models discussed in this paper. All are factors in giving employees benefits, and experience and a reason “why” they should return to the office.

Historically, companies have viewed outsourcing, internal changes and progression in CRE as generational steps. This is no longer applicable given technology opportunities, the need to operationalize ESG Programs and commitments, and the demand on CRE organizations to create enhanced value for the business.

If you have any questions or would like to learn more, please reach out to one of our experts.

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