Tod Lickerman speaks about how service providers today can add value to their clients by broadening the perspective to focus on the future of clients, “shaping the real estate envelope” around their long-term business goals. Tod discusses helping corporations rationalize their US and European portfolios, while investing in facilities in growing economies in Latin America, Africa and Asia, and collaborating on innovative service delivery metrics.
Posted by: Soubir Ignatius Ghose, Assistant Manager, Markets, India
I attended yesterday’s breakout session on the role of leadership and culture in organizational change. It was quite interesting, since I originally thought I was attending a session on supply chain management, so it became an example of change management in action! Here are a few of my key takeaways from the session:
- Understanding the culture of the company and how people would react to change is key to understanding what could be the objections and how could you overcome them.
- Change is always tough and you have to make some tough decisions. You can’t request for permission to change things – no one listens. Change has to be top driven and it has to be imposed to ensure things happen.
- It’s more about the fear and uncertainty of the final results, which is the biggest impediment to change. But, if you can have the conviction, you can make things happen.
Finally, you have to back your decisions to take the ‘leap of faith’.
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.
p.s find out more in my new report Lifting Your Game: Scenario planning for real estate, or take our quick online poll
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:
- 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
- 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
- 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”!!
Watch my podcast from live on-site at the Summit! Are you ready for what comes next?
Head of Corporate Research, Corporate Solutions, Asia Pacific
Relationships can be adversarial if not checked, that’s the view of this morning’s session on strategic partnerships. Without agreed objectives between client and service provider, a change in mind set is required. Succession planning is critical in ensuring consistency. Whilst economic conclusion is the key driver, the philosophy of partnership must be seen as the extended arm of the client rather than a separate arm.
Organizations continue to evolve and change and this brings a lot of complexities. Senior management needs to embrace service providers and treat them as equals, this will help the CRE role mature and increasingly become an integral part of their organization.
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