A diagnostic tool to prioritise change and improvements
In our experience the Corporate Real Estate (CRE) function is often caught in departmental no-man’s land. On one hand it’s responsible for provisioning, maintaining and optimising one of the most important assets within an organisation.
On the other, its efficacy, alignment and operating values are not always synchronised with head office objectives – a state of affairs that can exist for years.
Unfortunately, it’s common for CRE departments not to know what they should be achieving and it’s equally likely that the wider organisation doesn’t really understand how CRE operates or how to create better linkages to it. CRE is often regarded as a highly technical area, clouded in complexity and unique business and legal practices. It’s usually treated as ‘just something we do’, not something that is a strategic part of the long-term success of the organisation.
A little scary don’t you think when you consider that, after staff costs, CRE is the second largest area of business expenditure for both public and private sectors?
CRE Organisational Assessment Framework
To help organisations optimise their CRE function, Grosvenor created a CRE Organisational Assessment Framework. It is based on more than 20 years of business consulting and management experience in assessing and optimising CRE functions.
The CRE framework is used to identify key strengths and weaknesses of organisational practice and to find correlations (or opportunities to build them) between the strategic orientation of the broader organisation and the CRE function.
It’s a diagnostic tool to identify root causes of an issue or to prioritise change and improvement efforts to:
- reduce your spend
- reduce risk
- improve services quality
- align your accommodation portfolios to the current and future needs of your organisation