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May 20 2013

Gensler’s Corporate Real Estate Challenges in 2013 Survey Summary


Gensler has released Corporate Real Estate Challanges in 2013 Survey Summary:

gensler2013In the ever-changing financial services industry, corporate real estate (CRE) teams face myriad challenges in maintaining increasingly distributed/global portfolios. Mergers and acquisitions, as well as corporate dissolutions have confronted CRE teams with portfolios that can literally change overnight. Despite this volatility, portfolio managers are expected to demonstrate strong value in sustainability, speed-to-market, cost reduction and operational efficiency.

In the ever-changing financial services industry, corporate real estate (CRE) teams face myriad challenges in maintaining increasingly distributed/global portfolios. Mergers and acquisitions, as well as corporate dissolutions have confronted CRE teams with portfolios that can literally change overnight. Despite this volatility, portfolio managers are expected to demonstrate strong value in sustainability, speed-to-market, cost reduction and operational efficiency.

Building on the findings of Gensler’s 2010 Global Portfolio Management and Planning Survey, we conducted a survey last year to delve deeper into CRE challenges. The questions specifically looked at growth, information tools, and workplace strategies. This summary highlights the survey results. The findings offer insights into the types of tools and processes that can assist CRE teams in better managing their real estate portfolio.

Key takeaways reviewed include:

  • Corpore Real Estate Executives (CREs) remain focused on the bottom-line. They are looking for opportunities to cut costs even as they recognize the need to retain talent and evolve in response to changing business models.
  • Information is at a premium. There is a growing interest in work flow and process analysis alongside continued interest in traditional data such as space utilization and employee satisfaction.
  • Measures of workplace productivity are strongly desired but rarely used.
  • Alternative workplace strategies are on the table. Cost and flexibility are the top factors driving interest in new ways of working.

Download the report here.

 

 



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