Fragmented real estate accountabilities due to missing resp. insufficient real estate organisational structures
Absence of clearly defined roles, responsibilities and tasks
Shortage of resources in real estate management and no group wide comprehensive acceptance of CREM
Project approach
As-Is analysis
Analysis of real estate task and responsibility
Analysis of existing resources and know-how
Deduction of potential levers regarding the real estate portfolio
Digital data registration
Inspections including organisational recording
First potential estimation and deduction of recommended course of action
Definition corporate real estate management strategy
Distinction between local core business taks and CREM-tasks
Real estate mission & vision
Deduction of internal value creation depth (portfolio management to facility management)
Determination of future outsourcing line
First definition organisation structure:
Definition and description of roles
Determination of key processes
Determination of internal and external interfaces
Determination of implementation concept:
Identification of hot-tasks-map and deduction of implementation roadmap
Results
Custom-fit CREM organisation with clearly defined contact persons and responsibilities (optimisation of resources via learning and flexible organisation structures)
Simple and „secure“ processes for the international and group wide implementation of CREM
