CoreNet Global Summit, Singapore 2010

Enthusiasm from Singapore to New Orleans

Tuesday, April 20th, 2010

John Forrest
Corporate Solutions, Asia Pacific

Having just participated in what many have considered Asia’s largest CoreNet gathering in Singapore, I am happy to see the same level of enthusiasm in New Orleans.

Confidence is starting to return to the US. CRE executives here have re-opened their strategic plans while the window of opportunity is still available. Raising the bar for CRE seems to be an important feature in light of its contribution during the global financial crisis.

In what many consider is the “new normal”, innovation and flexibility are core themes at this year’s conference. Learning to pick yourself up after one of the most severe downturn requires determination and with the help of new technologies, this may help deliver more value. A change in mind-set is also required with influence being more important than just control.

Whilst the buzz is building, some trepidation lingers. Unemployment is still high in the US with climbing vacancy rates, massive deleveraging among many other challenging factors – 2010 is set to be a watershed year for commercial real estate.

Balancing both challenges and identifying opportunities – that’s a tough act to follow! How can one focus on trends of the future and act fast enough to establish an innovative mindset to get there intact?

Indeed the next few days will shed some light for solution providers as well as CRE executives.

John

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Welcoming John Forrest to the CoreNet Global Board

Saturday, March 27th, 2010

Posted by:
Ed Noha
Managing Director, Strategic Consulting, Americas

I wasn’t able to attend the CoreNet Summit in Singapore – but I’ve been hearing great things. As many of you know, my colleague John Forrest, CEO of our Corporate Solutions business in Asia Pacific, was recently named as one of CoreNet Global’s new Board Directors for 2010. Given this is the first Summit of the year I wanted to formally extend my congratulations to John.

Having served on the Board myself in years past, I know that the position has its challenges. Corporate real estate is entering a new era – CRE has a higher profile within organizations than ever before. The need to reduce costs might have given us that voice, but it will be a commitment to delivering continuous improvement that will keep our seat at the table. John’s challenge on the Board will be to first track and interpret the role of real estate for companies and then translate that changing role into activities and offerings that will drive CoreNet Global’s value proposition.

I am certain John is up to the challenge – he is very passionate about this industry and will relish the opportunity to contribute to its development. It certainly is an exciting time to be playing a part in shaping the future of corporate real estate.

The next Summit is quickly approaching.  I’ll be with John and other Jones Lang LaSalle colleagues, clients and friends in New Orleans from April 18 – 20. I know we’ll have a lot to comment about and I look forward to talking with everyone.

Ed

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Profiling the next generation of CRE leadership

Friday, March 26th, 2010

Posted by:
Jordi Martin
Managing Director, Integrated Facilities Management Asia Pacific

Peter Barge’s presentation yesterday gave us insight into some of the attributes that CRE executives will need in order to become outstanding leaders. Many people were quietly talking afterwards about how poignant his observations were and how relevant to the challenges they are facing today.

Peter highlighted strategic thinking and strategic planning as the most important skills for leadership. Handling ambiguity, being a great listener and being pragmatic are more important attributes for CRE leaders than technical real estate skills. Perhaps we will see more CRE leaders that come from areas outside of real estate in the future.

As CRE executives takes up a more strategic position, they will turn to their service providers to better leverage the skills and capability of their technical teams to deliver better outcomes.

Jordi

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Why is working in CRE like working in a nuclear power plant?

Friday, March 26th, 2010

Posted by:
Sylvia Koh
Head of Occupier Consulting, Asia Pacific

Strategy and portfolio planning (SPP) means different things to different people. The only constant is – we are not doing it enough.

CoreNet launched, for the first time in Asia, the SPP community at this Summit. As a member of the pioneer leadership team of the community, I am very excited about this initiative. This is what I am passionate about and what I do every day.

That’s why I listened closely to Fredrik Härén’s presentation on creativity yesterday. He explained how an “idea” is the product of taking two existing things and combining them in a new way. I think this is happening in CRE, where we are starting to take scenario planning (used in military and organizational strategy) and combine it with traditional portfolio planning to improve risk management.

Take Fredrik’s example of the nuclear power plant. Why do people working there need to be creative? Because, just like in CRE, they have to imagine every single thing that could possibly go wrong before it happens.

Sylvia

p.s find out more in my new report Lifting Your Game: Scenario planning for real estate, or take our quick online poll

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Good things come in threes

Friday, March 26th, 2010

Posted by:
Jeremy Sheldon
Managing Director, Markets Asia Pacific

OK, so yes we have been through a downturn. Many of us have been through downturns before. What can we learn from it to ensure we emerge from the downturn with strength? Here are three key points that I took away from the breakout session:

  1. The downturn has helped CRE raise its profile within many organizations – so use the opportunity to stay in front of the “top table” , continue to play a part in shaping the organisation and thus change managements view of the role of CRE moving forward
  2. Optimisation may not necessarily mean cutting cost  – the downturn sharpens the focus on doing things effectively and efficiently, so CRE should capitalize and instill these disciplines into the culture of the company
  3. The intersection between CRE, HR and IT is more important than ever in periods of significant growth or contraction – don’t just think space management, think “change management”

As they say “do not waste a good recession”!!

Jeremy

Watch my podcast from live on-site at the Summit! Are you ready for what comes next?

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