2021-06-17-Gartner-CRE_in_2020_Action_Plan_10页_539kb

报告摘要

Corporate Real Estate Action Plan Summary

Core Content

This document outlines the evolving landscape of corporate real estate (CRE) in response to eight major trends reshaping corporate functions. It emphasizes the need for CRE to adapt its role, strategy, and capabilities to remain relevant and effective in a rapidly changing business environment.

Main Trends Reshaping Corporate Functions

Pervasive Digital Capabilities
- Digital tools are integrated into all aspects of business operations, changing how value is created.
Corporate Function Drag
- Overlapping process requirements increase bureaucracy and reduce efficiency.
Data Scrutiny
- Stakeholders expect companies to manage data effectively, including understanding risks and opportunities.
Eroding Process Ownership
- Businesses are becoming more self-sufficient due to access to tools and data, challenging traditional functional roles.
War for Talent
- High competition for specialized skills (e.g., data scientists) drives the need for skills-based roles and talent sharing.
Asset Lite
- Companies can now create and launch products and services quickly using digital and flexible resources.
Winners Take All
- Platforms and network effects favor companies with scale, influencing market dynamics.
Regulatory Fragmentation
- Global regulations are becoming more fragmented due to political and populist influences.

Five Key Shifts in Corporate Real Estate

Shift	Corporate Trends	Current State	Future State
1. Value Drivers	Pervasive digital capabilities, data scrutiny, corporate function drag, asset lite	Cost savings and space efficiency	Employee experience and space flexibility
2. CRE's Functional Role	Eroding process ownership, asset lite, corporate function drag	Service provider	Workplace strategist
3. The Role of the Business	Eroding process ownership, asset lite, regulatory fragmentation	Information provider	Solution design partner
4. Delivery Model	Eroding process ownership, war for talent, winners take all	Best-in-class or bundled services	Integrated delivery model
5. Resources	Pervasive digital capabilities, data scrutiny, war for talent, corporate function drag	Skills and technology focused on customer service and portfolio management	Skills and technology focused on influence and real-time analytics

Implications for Corporate Real Estate

Employee Experience and Space Flexibility:
- CRE must leverage new space alternatives to design flexible, attractive, and collaborative environments.
- Amenity offerings will be crucial in attracting and retaining talent.
CRE's Functional Role as Workplace Strategist:
- CRE needs to align with corporate strategy and work closely with HR, finance, and IT.
- Emphasize activity-based working and digital workplace integration.
Business as Solution Design Partner:
- CRE should facilitate business input in real estate decisions and redefine governance structures.
- Address unreliable inputs like head count projections through new mechanisms.
Integrated Delivery Model:
- CRE must ensure consistency across service providers and manage outsourcing strategically.
- Consolidate vendors for better service quality and operational control.
Skills and Technology Focus:
- Invest in analytics and influencing skills.
- Use intelligent apps, VPAs, and AR to enhance workplace experience.
- Budget for new-age amenities and technologies.

Immediate and Additional Actions

Immediate Actions

Convene corporate leadership to examine the five shifts and develop future scenarios.
Include the five shifts in discussions with CTO and CHRO to align on employee experience and flexibility.
Review data privacy regulations and workplace minimum requirements with risk and legal.
Engage with service providers to explore new capabilities and talent quality.
Discuss the new role of business partners with CRE teams.

Additional Actions

Embed the five shifts in CRE's strategic plan and portfolio management.
Add metrics to the performance dashboard to track the impact of the shifts.
Coach business unit leaders to improve their inputs for space forecasting and strategy.
Communicate the five shifts and their implications in team meetings and internal communications.
Explain the evolving role of CRE to outsourced partners.
Expand dedicated business liaisons across the organization.

Conclusion

The future of corporate real estate is defined by its ability to adapt to digital transformation, shifting from a cost-focused function to a strategic partner that enhances employee experience and drives business value. This transformation requires a reevaluation of roles, skills, and delivery models, as well as stronger collaboration with internal and external stakeholders.

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