• Increasing international orientation of investors and real estate markets and projects
  • The globalisation of markets means also for real estate investment companies the necessity to revise their market appearance and operations
  • Growth chances are in the stress fields
    • National | local specialities vs. international requirements
    • Trend to standardisation on global company level with concurrent trend to local individualisation
  • Consequence: necessary harmonisation of organisation architecture with international focus

Project approach

  • Status Quo and international benchmarking
    • Products, processes and roles
    • Assessment of service level and work relations between central and decentralised company units
    • Steering model and governance
  • Conception structure model
    • Definition of local expertise resp. performance/value creation depth per region
    • Determination of transnational core processes as well as intra division, global co-operation
    • Preparation, discussion and prioritisation of structure options
    • Creation of a global change management and communication concept
  • Implementation plan as well as implementation controlling


  • Target photo of new organisation structure considering the individual particularities/targets of the company („structure follows strategy“)
  • International steering and governance model boosting the successful collaboration of various core functions
  • Contribution to creation of a global corporate identity and culture