In business, everyone is looking for a competitive advantage. Procter & Gamble and Jones Lang LaSalle found a competitive advantage in their successful business relationship that was recently highlighted in the book, Vested. Joe Stolarski describes a vested relationship as alignment between two companies with shared common goals toward an outcome where both sides have “skin in the game.” He discusses how the vested relationship between Jones Lang LaSalle and P&G provides a competitive advantage and has driven innovations, like IntelliCommand.
Posted by: Neil Galliford, Regional Director, Transaction Management, Asia Pacific
It was a beautiful day to drive down to Microsoft’s office in Cyberport for the Hong Kong Discovery Forum. Cyberport is an office, hotel, retail and residential campus situated on the waterfront at Pokfulam, a 20 minute drive out of Central. It has a fantastic view overlooking the Lamma channel; the campus feel is rare in Hong Kong.
The first topic on everyone’s mind was developing workplace and culture to attract and support Gen Y workers. This was identified as a particular challenge for the financial services sector, which is constrained by regulators. The consensus was that CRE executives are being pushed to provide a vision for ‘what next’ after mobility – and right now, they don’t know what that looks like. Driving enduring change is something that goes beyond the physical space. It is an area where CRE needs to engage with other support functions, such as HR, which means new skills will be needed. We address some of these issues in our recent white paper, Driving successful workplace change in Asia.
We then heard from Marianne Rathje, the lead for implementing Microsoft’s new Integrator Model in Asia Pacific. Marianne’s presentation sparked a lot of debate (over the course of 1.5 hours Marianne wasn’t able to get beyond slide 4…) as the audience probed how the model works and how it overcomes issues such as:
- Conflicts of interest and confidentiality
- Fostering innovation
- Transition times
- Maintaining future flexibility and service provider choice
- Cost and efficiency
The industry is watching with great interest to see what outcomes the Integrator Model will achieve for Microsoft. In the meantime, the one thing we can be sure of is that we are facing significant changes ahead. Perhaps we should make the most of any time we get to sit back and enjoy the view!
The Project Management Institute has stated that one third of all projects are unsuccessful. Given the increased challenges for companies to secure capital, project success is a major concern. Todd Burns speaks to Jones Lang LaSalle’s experience and expertise managing and mitigating project risks for clients and the importance of partnering with clients to ensure capital is allocated and spent effectively. He highlights key success indicators that Jones Lang LaSalle regularly measures as well as the company’s high success rate on projects.
Jim Scannell, Chairman of CoreNet Global, discusses the extent to which predictions from past CoreNet research reports have come to pass and looks at future trends within “Corporate Real Estate 2020.” The relationship between outsourced service providers and corporate real estate departments will continue to evolve up the value chain, along with increased teaming of the corporate real estate department with other parts of the corporate organization.