Stage Gate Processes

Challenges

Dynamic development of core business missing timely co-ordination with corporate real estate management
Result: Uncertainty of corporate real estate management resources and unnecessary time pressure for prestudies for identification of long-term first-best options (increased investments and project costs)
High volatility in work load of project managers with a high degree of permanent outsourcing of project steering tasks

Definition of triggering events on various levels of the core business: headquarters (corporate development, M&A, JVs, …), region (relocation, change, target markets, …) and on site (user satisfaction, process organisation, …)
Development of process standards for identification of triggering events on the respective levels (meetings, reports, standards) and definition of quality-gates for corporate real estate management (approval, veto, information)
Establishment of blue print for each stage
Development of tools: triggering event monitor, process standards

Close linking of strategy and development of core business and corporate real estate management
Guideline und sensitisation of core business for real estate economic contexts without resource involvement of corporate real estate management
Improved capacity planning for corporate real estate management and optimised sourcing at projects
Higher quality of service delivery towards core business due to longer assessment periods
Implementation of active and supporting corporate real estate management philosophy opposed to a mere reactive servicer function