Corporate Real Estate Impact on Enterprise Success

A Research Study By Dr. Barry Varcoe and Dr. Martha O’Mara
April 2011

Contents
1. Executive Summary . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 3 2. Introduction . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 5 3. The Business View of Corporate Real Estate . . . . . . . . . . . . . 6 4. Research Methodology. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 8 5. The Sample . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 11 6. Findings: Fundamental CRE Management Practices. . . . . . . 13 7. Findings: Comparative Maturity of CRE Practices . . . . . . . . . 19 8. Final Thoughts . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 30 References . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 31 Appendix: Survey Content and Questions. . . . . . . . . . . . . . . . . . 32 About the Authors . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 36 About Regus . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 37

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1. Executive Summary
This research explores the relationship between the perceived maturity and capability of Corporate Real Estate (CRE) practices and the economic performance of business enterprises. It focuses on Fortune 500-sized organisations. Business management and organisational studies have largely ignored corporate real estate practices and their impact on performance. Where CRE and facilities management practices are examined, the focus is more on the nature of the physical assets, not how corporate real estate management practices might impact the performance of the company. Previous studies have focused on: ` The capability and capacity of the real estate assets ` The workplace as an organisational ‘enabler’ ` The (negative) impact the workplace can have on job satisfaction through poor working conditions ` The changing nature of the portfolio of assets ` Alignment of real estate decision-making processes with competitive strategy, as a visual representation of the organisation’s culture and image The goal of this research is to document the range of corporate real estate management practices currently in place at large companies, and to identify which of those practices correlate to key financial performance measures. A survey questionnaire was used to collect information about current CRE practices. Forty valid data sets were submitted. In overall terms, the sample comprises: ` A total supported organisational head count of slightly more than 3.6 million people ` A total operational portfolio size of 221 million gross square metres (2.38 billion gross square feet) ` A total operating budget under management of US$ 72.6 billion The organisations are spread across a large number of industry sectors, but are predominantly headquartered in the USA and the UK. Their financial performance information was obtained from publicly available sources. The research discovered significant correlations between six of the CRE practices and enterprise performance measures, as illustrated in the table below. All of the correlations were positive except for those relating to capital release strategies. No significant correlations were found between the fourteen other CRE practices examined in the survey and the economic performance measures applied.

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The research was not able to establish causality within the correlations. Therefore the identified relationships may be caused by these CRE practices improving enterprise success, or by successful companies performing these tasks at a higher level. Apart from ‘Continuous Improvement and Innovation’, all of the practices that correlate are positioned at the lower end of the CRE practice maturity spectrum as assessed by the survey respondents. This suggests that there is considerable room for CRE managers and their companies to significantly enhance future performance by investing more in those practices which correlate positively to an overall enterprise economic performance.

Table 1: Correlation Summary CRE Practice 3 Year Growth Net Sales/ Employee RoA RoE Tobins Q

Supplier management

      

    

Management information

CRE/HR/IT collaboration

Serviced offices Continous improvement and innovation Capital release strategy

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At many organisations CRE practices have evolved from a narrow definition focusing on managing real estate transactions and design and construction projects. It continues the work of O’Mara (1999. Introduction Corporate Real Estate (CRE) – the function within an enterprise that manages its physical work. It is therefore now timely to ask the following questions: ‘What difference has this progress made? And does better CRE relate to better overall business performance?’ This research explores for the first time the relationship between the perceived maturity and capability of CRE practices and the economic performance of business enterprises. financial and business strategy. other) and Varcoe (2009. production and customer engagement environments – has grown as a professional discipline over the past several decades. and the implementation of work strategies that integrate advances in technological mobility.2. While there has been considerable advance in the sophistication of the practises used. and which are not. productivity and corporate financial performance. but show which are significantly correlated to superior financial performance. The results not only document the relative maturity of a broad array of CRE practices. Regus Global Report | Corporate Real Estate Impact on Enterprise Success | April 2011 | Page 5 . It focuses on large Fortune 500-type organisations. other) in exploring the direct connections between corporate real estate practices and organizational strategy and performance. to managing a wide range of functions that support the physical workplace. The research methodology was inspired in part by the research of Huselid (1995) who successfully identified aspects of Human Resource management practice that correlated to turnover. and the scale and reach of the service provider industry that supports them. a direct connection between these professional advances and broadened scope has not yet been documented.

3. Over-provision can be induced by less critical decision criteria reliant in turn on cheap finance from an increasingly global capital market (Mintzberg 1994) • Its potential premature redundancy through changing environments (Johnson and Scholes 2002) ` Its place as an organisational ‘enabler’: • Physical location and layout as a key ‘enabler’ of group and production effectiveness (Handy 1993) (Peters 1992) • Conversely. Does it make a difference and warrant serious consideration. a large number of the writers reviewed made no mention of them. where CRE and facilities are referred to. including: • Its role as a ‘useful’ part of the firm’s infrastructure (Moore 1992) and how that needs to be an integrated part of the business system (Senge 1990) • Improving its utilisation (Ansoff 1987). to reduce the amount of capital invested in property (Ehrbar 1998) ` As a visual representation of the organisation’s culture and image (Harvey-Jones 1991) (Sadler 1991) Regus Global Report | Corporate Real Estate Impact on Enterprise Success | April 2011 | Page 6 . resource and time by executive leadership. not workers. even when they were discussing fundamental shifts in the nature of work. as a constraint if the workplace is not positively managed (Davenport 1997) ` The (negative) impact it can have on job satisfaction as a potential dissatisfier through poor working conditions (Pugh 1971) ` The changing nature of the portfolio of assets: • A potential location shift as work. becomes the primary axis of mobility (Drucker 1992) • A reduction in the proportion of a portfolio that is owned. recurring themes can be identified: ` The capability and capacity of CRE as an asset (Mintzberg 1994). The Business View of Corporate Real Estate A broad review of management and organisational literature enabled some clear conclusions to be drawn regarding the business view of CRE. However. it is noticeable that CRE and its management are deemed to warrant a comparatively minor amount of content and significance. Indeed. or is it more of a marginal issue? In overall terms. including through the removal of waste (Handy 1994) to reduce cost and improve the return (speed and amount) on capital invested (Kaplan and Norton 1996).

Much of the modern business literature is arguably dominated by authors more intent on quickly turning post event rationalisations for lasting business success (backed up by case examples) into easily remembered. and. branded principles and methodologies that can be adopted by the mainstream. Regus Global Report | Corporate Real Estate Impact on Enterprise Success | April 2011 | Page 7 . in some ways. If such an assertion is even only partly true. rather than publishing the results and learning from rigorous primary research. unless something significant changes. it probably never will. it perhaps in part helps to explain why CRE does not warrant much attention within the body of business and organisational literature. repeatable and.

Is this fair and correct? The research that follows explores this question. and expressed those practices in a way that is considered ‘best practice’. Twenty areas of practice were identified. These subsets were not distinguished in the actual survey instrument. The key CRE practices were identified following an extensive literature search into the field of CRE performance. some background data was also requested that would help test for any response variance from identified control factors such as size or industry. and those that support the business in its development and implementation of its competitive strategy. The purpose of the survey was to capture each executive’s opinion about the relative maturity and capability of their key CRE practices. Research Methodology So we face a situation where ‘the enterprise’ view of CRE is primarily as a tactical component of its production value chain that does not warrant significant managerial investment or attention. The twenty practices are as follows: Tactical ` Supplier management ` Operational and management information ` Space and interior standards ` Governance and compliance ` Customer satisfaction measurement ` Performance measurement ` Budget management * ` Extent of outsourcing * ` Telework policy * Regus Global Report | Corporate Real Estate Impact on Enterprise Success | April 2011 | Page 8 . The target audience for the survey was senior corporate real estate executives at large corporations headquartered in the USA and Europe. CRE doesn’t really make much of a difference. How are large corporate organisations managing their workplace operations? Are any of these practices related to economic performance? What other external factors correlate with corporate real estate management practices? The survey questionnaire catalogued the array of roles and responsibilities commonly found in corporate real estate functions. The final survey was then tested and challenged at two workshops with leading corporate real estate practitioners. The survey recipients represented a wide array of industries as detailed in the following section. The practice areas were also categorised into two subsets: those which are considered tactical and relate to the physical management of assets. In addition to this.4. one in the US and one in Europe.

etc. These scores were then compared to relative financial performance. the executive’s opinion was solicited regarding how their own executive leadership (CEO. For those topics. Finally. These were not part of the question set that was used to test for correlation to enterprise performance. four descriptions were given for each practice area from which the respondent had to select the closest answer that described their practice. For all of the practice questions. Regus Global Report | Corporate Real Estate Impact on Enterprise Success | April 2011 | Page 9 .Strategic ` Business unit relationship management ` Sustainability ` Portfolio strategy planning ` CRE team diversity ` CRE/HR/IT collaboration ` Use of serviced offices ` Effective staff development ` Continuous improvement and innovation ` Business strategy collaboration ` Capital release strategies ` Alternative workplace strategies * In addition. For a minority of the questions (identified by an asterisk above). The survey was live for a four week period during October and November 2010. the survey respondent was asked to record their opinion of the typical practices undertaken by their CRE team over the last two years (so that it related to current or near-past financial performance). CFO.) of the enterprise would describe relative value of the CRE team and its performance. two questions were asked relating to alternative workplace strategies and sustainability that focused on future intentions. Sixteen practice areas could be examined using a scale from least to most advanced practice. participants selected the extent to which they believed their CRE performed the practice described using a 1-7 scale (total agreement with the description being a score of ‘7’). The practice questions are set out in full in the Appendix. The survey questionnaire was made available on a website and a participation request was emailed to a list of CRE executives.

public domain data about the financial performance of the respondent’s organisation was then researched. Five measures of enterprise performance were identified.Once a valid response was received. for which data was collected for the 2009 financial year: ` Revenue growth over the last 3 years (2007 – 2009) – a measure of turnover performance ` Net sales per employee – a widely used measure of organisational productivity ` Return on assets (RoA) – a widely used market-based measure ` Return on equity (RoE) – a widely used market-based measure ` Tobins Q – a future oriented and risk-adjusted capital market measure of performance that reflects both current and anticipated profitability The data collected allowed the following analyses to be undertaken: ` Testing for any response variance relative to identified control factors ` Comparisons across the practices regarding their relative perceived maturity ` Correlation between CRE practices and enterprise financial performance Regus Global Report | Corporate Real Estate Impact on Enterprise Success | April 2011 | Page 10 .

Ultimately. Financial services companies represent the largest sector.88 (which is 1 point either way on a 1 – 7 scale) at the 95% confidence level. As a reliable representation of ‘large organisations’. The sample size is considered adequate for its intended purpose. Retailers and agricultural companies were excluded from the survey population due to their unique real estate holdings. forty complete responses were validated for use in the analysis. Large privately held companies were also included.6 million people ` A total operational portfolio size of 221 million gross square metres (2. The majority are headquartered in either the USA or UK (which broadly matches the relative maturity of the CRE markets internationally).38 billion gross square feet) ` A total operating budget under management of US$ 72.6 billion A wide spread of industry sectors are represented by the sample which are illustrated in Figure 1.5. the sample consists of: ` A total supported organisational head count of slightly more than 3. and is the best that can realistically be expected to be achieved. typified by the Fortune Global 500 list. followed by consumer goods and technology companies. a total of 40 responses statistically gives a confidence interval of 14. Figure 1: Research Sample Industry Sectors Regus Global Report | Corporate Real Estate Impact on Enterprise Success | April 2011 | Page 11 . Sample Characteristics In overall terms. Most of the mailing list corresponded to the 2009 Fortune Global 500. (given how difficult is it to get senior executives to participate in survey research). yielding a final response rate of 15%. The Sample Invitations to participate in the survey were sent to 267 large corporate organisations from around the world.

one point difference in average response on the 1-7 scale) was the difference between the lowest and highest industry sectors.Response Variance Across Sample Characteristics The sample was tested to see whether the responses to the practice questions varied significantly relative to a number of control factors. The only difference in means that was greater than 1 (i. The factors tested were: ` Real estate portfolio size ` CRE team size ` CRE&FM operating budget size ` Professional membership (73% of the sample are industry association CoreNet Global members) ` CRE organization structure ` Industry sector ` Enterprise annual revenue ` Total number of enterprise employees No significant differences across responses were found based upon these factors.e. Regus Global Report | Corporate Real Estate Impact on Enterprise Success | April 2011 | Page 12 .

Fundamental CRE Practices Among the four generic approaches to CRE organisational structure presented in the survey. In the majority of the organizations (78%) the central CRE function has control of the overall CRE budget and through this should be able to strongly influence and drive improved practice and policies consistently across the entire portfolio. The most common practice is to budget and manage CRE costs centrally and then recharge all costs back to business units. The responses are informative on their own. and were also compared to the practices maturity scales to see if any of these fundamental characteristics correlated with the survey results. The rest evenly balanced between either functional or geographic driven organisational structures. Findings: Fundamental CRE Management Practices The study collected information regarding four fundamental corporate real estate practices: organizational structure. There is very little information published documenting the relative distribution of these practices. Further. possibly due to the global scope of many of the participating companies.6. None of the participating companies managed corporate real estate at the business unit level. the survey also enquired into current telework and AWS practices. as shown in Figure 2. and the results shed light on some frequent debates. a hybrid of functional and geographic operations was most commonly cited. Given the increase in telework (where employees are allowed to work from home or another location) and implementation of alternative workplace strategies (AWS). There is a fairly even spread across the other three methods. budget control. Figure 3 summarises the budgetary control and real estate cost charge-back policies at the companies surveyed. CRE reporting and use of suppliers. as discussed above. one question solicited the opinion of the survey respondent regarding senior management’s view of CRE. and asked respondents to predict future policies and practices regarding alternative work and sustainability at their company. Regus Global Report | Corporate Real Estate Impact on Enterprise Success | April 2011 | Page 13 . Responses were limited to four choices.

Figure 2: Basis for CRE Organisation Structure Figure 3: Budgetary Control and Recharging Practices The distribution of where the CRE function reports into the overall corporate management reporting line is also quite diverse across the sample. as Figure 4 demonstrates. Regus Global Report | Corporate Real Estate Impact on Enterprise Success | April 2011 | Page 14 . followed by both the Chief Operating Officer and the Technology function. The survey respondents most frequently report to the Chief Financial Officer.

an equal proportion of respondents engage suppliers on an “an international level based around a limited number of principal relationships responsible for integrated solutions across a wide range of functions and/or countries.” This points to a considerable growth potential for the major international service providers. Given that the survey was targeted at the largest corporate occupiers who would potentially be best positioned to benefit from integrated services across the globe.Figure 4: Where does the CRE function report? The survey collected information about the level of activity where suppliers are used. Figure 5: Level of supplier activity Regus Global Report | Corporate Real Estate Impact on Enterprise Success | April 2011 | Page 15 . At the other end of the spectrum. it may be surprising that 38% of the respondents only use suppliers tactically at a local or national/regional level. The results are shown in Figure 5. as over 60% of those surveyed are not currently using integrated solutions on an international basis.

compared to all that has been achieved since AWS first appeared in the 1990’s. Respondents were asked to select the category that best represented the proportion of the organisation to which ‘telework’ applied. Despite an apparent widespread increase in interest in this topic across CRE over the last couple of years. the reported intentions represent a near doubling of the deployment of AWS over the next five years. 18% of these large companies allow over 40% of their workforce to telework. However.Current and Future Workplace and Sustainability Practices The survey found wide variation in formal ‘telework’ or telecommuting policies (where employees are allowed to work from home or another location). with the highest proportion of deployment (more than 40% of the workforce using AWS). There is certainly no lack of ambition being shown in that the current lowest frequency category. Based on indicative percentages for each category. The responses. However. Figures 7 and 8 summarise current and future AWS availability to the workforce at the responding companies. Figure 6: Organisation’s formal telework or telecommuting policy Use of telework tends to foster the use of alternative workplace strategies (AWS) which were described as a range of flexible workplace settings provided for an employee’s work in places that are not assigned individually. shown in Figure 6. becomes the largest category in the future. the most common response was that AWS was available for less than 10% of the workforce. Again. Regus Global Report | Corporate Real Estate Impact on Enterprise Success | April 2011 | Page 16 . there is a wide range of current practice. indicate that formal policies regarding telework are limited to a relatively small percentage of the workforce at half of the participating companies. when asked about the future take-up of AWS – what proportion of employees at their company could be using AWS within the next five years – we see a dramatic shift towards increased AWS. at the other end of the spectrum.

The response option “have no formal policies related to building energy consumption or sustainability” was not selected by any of the survey participants. The results show the importance that occupiers now place on recognised international accreditation schemes such as LEED and BREEAM.Figure 7: AWS availability to workforce (Current) Figure 8: AWS availability to workforce (Future) Future intentions for leasing or developing new locations specify a strong preference for high sustainability rated buildings. In total. as shown in Figure 9. 73% of the respondents chose the two answers which directly refer to LEED Gold and BREEAM Excellent ratings. The rest indicate that they will at least prefer buildings with an energy rating. Regus Global Report | Corporate Real Estate Impact on Enterprise Success | April 2011 | Page 17 .

their company’s senior executives think that CRE doesn’t cause too many problems and is a useful resource. etc. The next chapter of this report will perhaps give some insight as to whether they are right to think this way. Figure 10: CRE view of executive opinion Regus Global Report | Corporate Real Estate Impact on Enterprise Success | April 2011 | Page 18 . at the very least.Figure 9: Future intentions regarding building sustainability ratings CRE’s Self Evaluation Nearly all of the survey respondents were corporate real estate executives. The vast majority believe that. Not a single respondent felt that their senior management considers CRE as an obstacle to success.) of the enterprise would describe the CRE team and its performance?” The responses are summarised in Figure 10. They were asked “How do you think the executive leadership (CEO. Half believe they are viewed as an important strategic asset. CFO.

98 on the 7 point scale. Figure 11: Comparative Maturity of CRE Practices Overall.defined as a broad mix of professional backgrounds. Regus Global Report | Corporate Real Estate Impact on Enterprise Success | April 2011 | Page 19 . This gives a measure of their relative maturity. ‘6’ on the 7 point scale. The first level of analysis is to look at the comparative scores achieved by each of the practices. the survey respondents rated their teams relatively highly on most dimensions with an average response of 4. The results are shown in Figure 11. This was done using a 1 – 7 Likert scale (‘7’ indicated total agreement with the statement and ‘1’ indicated total disagreement). and having a culture of continuous improvement and innovation. Respondents rated their perception of the corporate real estate department’s practices against sixteen statements describing leading capability standards for each area of practice. which were then ranked. Some of these practices also show a correlation to economic performance. The most common response to each of these was high. the rigorous management of governance and compliance. Differences across industries are discussed below. The three most advanced practice areas are reported to be: diversity of the CRE team . Findings: Comparative Maturity of CRE Practices The study yields insight into the relative maturity of CRE practices across the companies surveyed. Each question had the mean average response calculated.7.

companies use serviced offices for reasons other than supporting AWS or carbon reduction. Practices reported to be at an average rate of advancement compared to all survey responses. IT and other support functions. and the use of distinct CRE functions such as portfolio strategic planning. and two aspects related to data analytics . The numbers in parentheses show the number of respondents in each industry category. sustainability as a primary strategic priority. Furthermore. The use of serviced offices has the lowest overall rating and a wide range of responses. The ranking of these averages gives some indication into the relative maturity of CRE practice across industries. which suggests that at this point in time. Lower overall average maturity scores were given to effective supplier management. whereas the tendency is to be pleased if you belong to a high scoring sector and disappointed if you belong to a lower one. space and interior standardisation and business unit relationship management. any results from this type of analysis cannot be considered to be particularly reliable. Figure 12: Comparative maturity of practices across industry sectors Regus Global Report | Corporate Real Estate Impact on Enterprise Success | April 2011 | Page 20 . accurate operational and management data. There was no statistical relationship between the use of serviced offices and the prevalence of alternative workplace strategies or high sustainability standards for buildings. but were rated lower overall.Corporate real estate management practices that were rated relatively high on the scale. and working closely with HR. This is shown in Figure 12. but which still feature ‘6’ out of ‘7’ as the most common response. Given the overall size of the sample. While the most common response was that serviced offices are not used by the company. but with a wide range of responses from ‘1’ to ‘7’ include CRE involvement with business strategy at or near the beginning of a possibly strategic change. Customer satisfaction measurement practices also vary widely. a minority of organisations reported relatively heavy use. Average Scores by Industry Sector The average scores for each industry sector were calculated. high scoring sectors. it may be that the lower scoring industries are in a stronger position for the future as they are perhaps being more realistic about their performance compared to overly-optimistic.performance measurement using key performance indicators. include effective staff development. and up to date.

Both non-parametric and parametric statistical analysis techniques were used to identify any correlations that may exist between CRE practices and enterprise financial success. Short-term financial measures. Correlations were tested for all of the CRE practice areas against each of the five measures of enterprise financial success. the Pearson product moment correlation was also calculated to provide a degree of assurance against the known weakness of the non-parametric technique. the Spearman rank order correlation technique was used. Regus Global Report | Corporate Real Estate Impact on Enterprise Success | April 2011 | Page 21 . such as return on assets (ROA) and return on equity (ROE). 2009 financial performance reports were used as they represent the most recently available data. three year growth and sales per employee were also included as performance measures.‘Tactical’ Compared to ‘Strategic’ Practices As explained in Chapter 4. Six of the sixteen practices identified in the corporate real estate maturity rating portion of the survey demonstrated a correlation with financial performance. They must return value to their shareholders. the practices were split into those considered to be more tactical versus those that are more strategic. Practices that Correlate with Enterprise Financial Performance Although it is useful to learn more about the range of real estate management practices currently in use by large corporations. as this can have low sensitivity and can therefore fail to detect relationships that do exist. The correlation co-efficient is shown by the value ‘r’. their employees. Since the data is not normally distributed and is non-parametric in nature. there was no significant difference in the maturity ratings between categories. a future oriented measure used by financial analysts to estimate potential value. However. are useful because they are quantitatively objective and allow performance to be compared across companies. Those practices with statistically significant correlations are shown below in Table 2. However. the next question and one that is perhaps fundamentally more important is “what difference does it make?” Organisations must succeed along multiple dimensions over time. and the larger community. Mean average responses were calculated for both categories. in Table 2 supplier management accounts for 14% of the variance in RoA). given that 2009 was a year of global recession. The co-efficient of determination ‘r2’ has also been calculated as this shows the degree of shared variance (in other words. While it might be expected that tactical practices would be more mature and developed than strategic. along with Tobin’s Q.

359* 0.11 .512** 0.11 CRE/HR/IT Collaboration 3.11 .377* 0.478** 0.14 .517** 0. or do those organisations with a better focus on RoA invest more in the quality of their supplier relationships? While this particular study cannot answer that question. The analysis demonstrates a relationship between these factors and financial performance.16 Capital Release Strategy r r2 r r2 r r2 r r2 r r2 r r2 -.27 .Table 2: Correlation between CRE Practices and Enterprise Success 3 Year Growth Question / CRE Practice 3. does better supplier management improve RoA.12 .01 level.409* 0.12 Serviced Offices 3.379* 0.16 . but it does not identify the direction of the relationship.18 Spearman Net Sales / Employee RoA RoE Tobins Q Pearson Pearson Spearman Pearson Spearman Pearson Spearman Pearson Spearman .3 Management Information 3.13 .14 . An important facet of this discussion is to remember the distinction between correlation and causality.400* 0.05 level) Each of the identified correlations is now considered in turn.440** 0.23 .17 (** = correlation is significant at the 0.422** 0.371* 0.14 .19 . Do these practices lead to higher financial performance. or do higher performing companies follow these practices? For example.374* 0. * = correlation is significant at the 0.14 -.2 Supplier management 3.328* 0.336* 0.26 .14 .379* 0. Regus Global Report | Corporate Real Estate Impact on Enterprise Success | April 2011 | Page 22 .377* 0.14 .347* 0. it indicates where future research might be of most value.14 Continuous Improvement and Innovation 3.

where only a quarter of organisations have international solution oriented relationships. illustrates this as well. The evidence of this research suggests that it may be worth investing in better quality data and analytics. correlates positively to both RoA and RoE. It is not a surprise that the ability to make better decisions relates to better overall returns on the resources invested in the organisation. Quality of operational and management data Up-to-date and accurate operational and management data.77% to an organisation’s RoE There is certainly a logical explanation for this correlation.wide management information for analysis. either as a driver of it or as a consequential investment. As the survey results indicate. By comparing a one standard deviation shift in Supplier Management and both variables.93 out of 7. data ownership and workflow integration issues. it is accompanied by an increase in both ROA and ROE. technologies.Supplier management Suppler management correlates to both RoA and RoE. and/or that those organisations that achieve better returns on their invested resources demand better management information. reporting and decision support. The evidence collected regarding the current level of outsourcing (Figure 5). that provides complete asset and portfolio. an estimate of the scale of influence this practice has on the financial performance measurement can be achieved. and then allowing for the degree of shared variance. The CRE extended value-chain that is provided by suppliers appears to play an important role in enterprise success. The correlations found here suggest that supplier management is becoming increasingly effective and that potentially more can be still be achieved by improving practice further. CRE management information is fraught with the complexity of differing systems. The appropriate customer / supplier relationship is often a topic of heated debate in the CRE profession. as a company increases its level of maturity in supplier management. Regus Global Report | Corporate Real Estate Impact on Enterprise Success | April 2011 | Page 23 . rating it a 4. This suggests that a 26% increase in advanced supplier management practice relates to: ` An addition of 0.01% to an organisation’s RoE That is. The relationship suggests that a 25% improvement in management information practice relates to: ` An addition of 0. CRE’s do not believe their management information data quality is at the highest level of performance today.82% to an organisation’s RoA ` An addition of 1.76% to an organisation’s RoA ` An addition of 2.

supporting the correlation to identified RoA. Use of serviced office accommodations The regular use of serviced office accommodation (on-demand workspace used and paid for over very short time scales. HR and IT teams on both operational and strategic projects and change programmes correlates to both RoA and RoE. Growing organisations may be more likely to use serviced offices as part of their CRE strategy to accommodate that growth. the evidence of this research will spur CRE as an industry to exert leadership and take more decisive action in this regard in the future. The relationship suggests that a 30% improvement in serviced offices practice relates to: ` An addition of 2. and the people who use both) has been discussed for a number of years within CRE circles but so far there has not been much evidence.year growth and Tobin’s Q consider enterprise performance over a period of time and highlight growth (either what has been achieved or to the degree it is expected). The results of this research suggests that some organisations have been successful at moving this agenda forward . should also represent an effective utilisation of assets (paying by use on a variable basis as opposed to a high fixed cost that may be significantly under-utilised). RoA and Tobin’s Q (albeit that the latter two variables are only identified using the parametric test that is less suited to the data but is more sensitive than the non-parametric test). than from the sole sponsorship and initiative of the CRE function.25% to an organisation’s RoE Improved collaboration between the three components of work process (the physical workplace. in public forums at least.g. Both three . that such interaction has taken place to much effect. technology. Regus Global Report | Corporate Real Estate Impact on Enterprise Success | April 2011 | Page 24 . Hopefully.probably more as a result of the demand from the organisation for understanding new ways of successfully supporting ‘work’.14 to an organisation’s Tobin’s Q There is clearly a discrepancy here between current CRE practice and this correlation. by the hour or day) as an integral part of the CRE portfolio correlates to higher three-year growth.76% to an organisation’s RoA ` An addition of 0. Serviced offices.Close relationships between CRE. the possible underlying reasons for the relationship between serviced office use and financial performance may not be surprising. because the use of serviced offices lagged well below all of the other practices in terms of its average maturity score. e. HR and IT A close working relationship between CRE. On closer scrutiny.36% to an organisation’s RoA ` An addition of 2.84% to an organisation’s 3 year growth ` An addition of 0. The relationship suggests that a 26% improvement in CRE/HR/IT collaboration practice relates to: ` An addition of 1. if used in the appropriate circumstances.

Either way.52% to an organisation’s 3-year growth ` A reduction of 0. The relationship suggests that a 28% improvement in continuous improvement and innovation practice relates to an addition of 0. deeper reflection provides a logical explanation. Use of capital release strategies A higher level of capital release strategies that support investment in core business activities negatively correlates to both three-year growth and Tobin’s Q (albeit only using the parametric test that is less suited to the data but is more sensitive than the non-parametric test). The relationship suggests that a 31% increase in capital release practices (i. Six Sigma and Kaizen will be helpful as well. Capital release strategies almost always result in a serious reduction in portfolio flexibility and in recent times this may be costing organisations dear. It may also be a case that those organisations that are performing comparatively poorly have turned to capital release programmes from their CRE portfolios to artificially bolster results in the short term. appears to be doing significant harm to organisations. This is certainly a ‘call to arms’ for the CRE industry to consider being more adventurous with its innovation strategies and investment. and this influences the CRE team to fit in with that overall culture. The bad news here is that the painful effects of the likely more inflexible real estate portfolio may be felt for many more years to come. as they seek to restructure and consolidate and cannot now shed surplus real estate. The money raised through such activities may have been poorly invested as well – perhaps in acquisitions at ‘top of the market’ inflated prices that now have little or no hope of making a good return. more of it being undertaken) relates to: ` A reduction of 1. and/or organisations that are successful at innovating and improving their processes are more successful overall. this finding suggests the impact of capital release strategies should be better understood.84% to an organisation’s RoA.e. Once again. Regus Global Report | Corporate Real Estate Impact on Enterprise Success | April 2011 | Page 25 . this is a surprising result – something that CRE leaders often champion as being an advanced strategy of high value. and to perhaps engage more in focused and targeted research as part of that. It may be that innovative and continuously improving CRE teams make a positive impact on enterprise performance. Once again the dependency of the relationship could be either way or both.17 to an organisation’s Tobin’s Q At first consideration.A culture of continuous improvement and innovation Effective and pro-active cultures for both continuous improvement and innovation correlate to RoA. This result also suggests that more use of tried and tested continuous improvement tools such as Lean Management.

apart from Continuous Improvement and Innovation.It is interesting to observe that. Figure 13: CRE practices that show correlation to financial performance measures Regus Global Report | Corporate Real Estate Impact on Enterprise Success | April 2011 | Page 26 . This is only relatively good news from the point of view of capital release strategies. It would appear that CRE executives have been focusing more on areas that do not necessarily make an overall difference to enterprise performance. all of the practices that correlate are reported to be at the lower end of the maturity spectrum. as shown in Figure 13. This suggests that there is considerable room for CRE to make a significantly enhanced impact at the enterprise level in the future by investing more in practices with proven effectiveness.

As an indirect enabler. When CRE ‘en masse’ realises that it is through people that organisations deliver and achieve value. Space and Interior Standards This practice has been an accepted part of CRE operations for a considerable period of time. It is the output that matters. Performance Measurement This is a practice that arguably doesn’t directly deliver a tangible output at all. In essence. Whilst it drives efficiency. like performance management. Customer Satisfaction Measurement This is the second lowest practice in terms of its maturity. Budget Management As with governance and compliance. it is perhaps not surprising that no correlation exists. Also. but rather provides a window of clarity on the ability of others that do. which perhaps reflects the pervading primary focus of real estate as a function on buildings and not people. and the supplier role within it. then a relationship may be seen to exist. it doesn’t directly deliver outputs but illustrates an aspect of performance of those that do. Extent of Outsourcing The lack of any correlation here shows that it is not the structure of the service delivery value chain. Governance and Compliance Legal and corporate governance requirements now dictate that this area is probably less distinguishable across organisations. Any differences are potentially only achievable by being worse than others. ‘good enough’ may be good enough and anything worse is not allowed to exist for long. but rather the effectiveness of the management of the suppliers (and by extension the whole service delivery value chain) that makes a difference. that matters. Possible reasons for this are briefly considered in turn. this practice is focussed on avoiding negatives rather than adding positives. Regus Global Report | Corporate Real Estate Impact on Enterprise Success | April 2011 | Page 27 . which is unlikely to be tolerated for long. modern work is now about so much more than a two-dimensional approach. and directly targets how the function can enhance its ability to augment their success. and not necessarily the detail of the manner of the delivery.Practices that Do Not Correlate with Enterprise Financial Performance Ten of the sixteen CRE practices detailed in the survey do not show any significant correlation to enterprise financial performance.

assuring a basic level of competence that does not directly lead to any differentiating capability. certainly at a sophisticated level. Regus Global Report | Corporate Real Estate Impact on Enterprise Success | April 2011 | Page 28 . Business Unit Relationship Management This is another CRE practice that is more of a ‘facilitator’ than an ‘outcome’. At least in part the focus is on reducing expensive energy consumption and in doing enough to meet publicly-stated carbon reduction targets. Being further down the delivery value chain. CRE Team Diversity This has the strongest reported practice maturity. There is little here therefore that presently represents a positive contribution to enterprise performance (rather it is primarily about the avoidance of negatives). This practice may come into prominence with a direct correlation to enterprise success in a few years time when current activity has delivered tangible benefits and the overall level of capability has increased. Sustainability This is arguably currently viewed within the majority of the CRE industry as an area of practice where it is acceptable to undertake the maximum that is commercially viable. demonstrating less differentiation within the sample. There are also conflicting anecdotal cases where it has either proved counter-productive by effectively disengaging workers from the organisation. but little if anything more. or has increased productivity.Telework Policy The amount of teleworking is not correlated to overall business success perhaps because the overriding majority use it to some extent (the standard deviation of the responses for this area was very low which is evidence of consistency) and the degree to which it is used may be more dependent upon the nature of the business activity. it has an indirect capacity to impact the business and so it is less surprising that it does not demonstrate any direct correlation. The standard deviation of the responses for this area was also low. retention and employee satisfaction. thereby minimising the risk of negative publicity. rather than any differentiating aspect of the business model or organisational culture. Portfolio Strategy Planning Portfolio Planning is a relatively new area of practice within CRE. It tends to produce returns over the comparatively long-term. It could be that current staff development practice within CRE organizations is fairly generic and centred upon professional development. Effective Staff Development It is difficult to assess through a survey like this the quality of the development that is undertaken. but it is more likely the intrinsic capability of the leadership team that matters and not directly its diversity. merely the fact that something is reportedly done.

but the evidence from this survey also shows that it is an area of practice that still has not reached a ‘mainstream’ level of deployment in most organisations. The lack of one suggests that even those who perform it well are still not achieving a significant difference compared to those who perform less effectively. Once it does become more deeply deployed within organisations (as the survey predicts it will over the next 5 years) then a different result may become evident. demonstrating less differentiation within the sample. Regus Global Report | Corporate Real Estate Impact on Enterprise Success | April 2011 | Page 29 . Alternative Workplace Strategies This is another area where it might have been expected to have seen a correlation. The standard deviation of the responses for this area was also low.Business Strategy Collaboration It is perhaps surprising that this practice did not demonstrate any correlation.

Regus Global Report | Corporate Real Estate Impact on Enterprise Success | April 2011 | Page 30 . and can now begin to prove it. for the most part.8. Whether CRE causes higher performance (at least in part). There have always been nagging doubts as to whether this really matters in terms of enterprise performance. Final Thoughts Corporate Real Estate has made considerable advances in its scope of duties and management practices over the last twenty years or so. This research has shown for the first time that some aspects of how CRE undertakes its scope of duties have a demonstrable relationship to enterprise financial performance. These research findings can act as a catalyst for others to take a more in-depth look at the identified relationships.the results of such work can only benefit a discipline that is currently under-researched and critically lacking in the credible evidence it needs to prove its worth in the enterprise’s production value-chain. Without rigorous and clear research to document the benefits of advanced CRE management. however. is that there is therefore plenty of room for improvement and thereby plenty of potential for an even bigger impact from CRE in the future. or is a consequence of it. The good news from this is that CRE potentially can make a difference to an organisation’s success. The bad news is that the activities and practices with this potential are. The further good news.but it does suggest that these relationships are ripe for future exploration and research. CRE has rarely achieved a seat at or near the top table of an organisation’s executive leadership. or by a deeper examination of specific CRE practices . Whether through the analysis of larger samples to challenge and/or validate these findings. amongst the least advanced and developed within the field (and one of them is an impediment). unlike the achievements by the HR and IT functions at many companies.to better understand their relationship to enterprise success and what needs to be done to maximise the beneficial interaction . has at this stage not been determined .

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Please do not record your aspirations or current strategies for the future. select the ‘one’. Sustainability is a primary strategic priority for the CRE function. reporting and decision support on demand. with an overall aim to be at the leading edge of current practice. undertaken in partnership by sourcing and CRE functional specialists. There are no right or wrong answers – we are only interested in the number that best shows your perception of what has been performed in your organisation. select the ‘seven’. The management of all suppliers is very effective at both an individual supplier and industry sector level. The CRE function has dedicated ‘relationship managers’ who are constantly engaged with business units and groups. Governance and compliance obligations (including health and safety and risk) are rigorously managed. If you strongly disagree or do not consider the practice to be undertaken at all. Operational and management data is up-to-date and accurate. 6. 7. 5. Portfolio strategy and planning (so that the real estate portfolio is best matched to current and projected future business demand and market dynamics) is a distinct functional effort within the CRE function. select one of the numbers in between that properly reflects your assessment of the relative degree to which the practice has been performed. but what has actually happened. 2.Appendix – Survey Content and Questions The following set of statements relate to your opinion and assessment about your CRE team and what it has actually done over the last 2 years. regional and portfolio plans aligned to projected business needs. managed and deployed by the CRE team across all locations in the portfolio without exception. with centrally audited compliance being validated at all appropriate management levels across the CRE organisation. If your assessment is not so strong. Regus Global Report | Corporate Real Estate Impact on Enterprise Success | April 2011 | Page 32 . If you strongly agree with the statement and consider that it applies across the whole CRE team and real estate portfolio. Space and interior standards are defined. 3. It keeps up-to-date city. For each statement please show the extent to which you believe your CRE team undertakes the practice described by the statement. pro-actively suggesting improvements as well as responding to requests. 4. providing complete asset and portfolio wide management information for analysis. Do this by using the scale presented below. A policy of maintaining a uniformly high standard across the portfolio is pursued. 1. Please do not deliberate too long on each question – go with your first instinct.

tracking progress to desired outcomes.8. The CRE team works very closely and strategically with the business. The CRE team works very closely with HR. Serviced office accommodation (on-demand workspace used and paid for over very short time scales e.g. The CRE team constantly seeks commercially viable opportunities to release capital from the portfolio for investment in core business activities. 13. 16. Each member of staff has an agreed set of performance and development objectives which are regularly reviewed with line management. The CRE team is very diverse. The satisfaction of the users/occupants of the facilities is regularly measured across the whole portfolio using a standardised approach and questionnaire. IT and other support functions on both operational and strategic projects/change programmes. Each is considered a shared responsibility across the extended CRE and supplier team. embracing a broad mix of professional backgrounds. Performance measurement is a key management tool.wide training needs are routinely funded. The CRE team has an effective and pro-active culture of both continuous improvement and innovation. 14. ethnic backgrounds. 15. etc. using a consolidated scorecard of objectives and key performance indicators which link to overall strategy and action plans. 9. Regus Global Report | Corporate Real Estate Impact on Enterprise Success | April 2011 | Page 33 . 11. geographic locations. 12. Results are analysed for trends and opportunities for driving improvements. Effective staff development is critical. It is involved at or near the beginning of possible strategic change projects and remains an integral component of the planning and implementation. by the hour or day) is an integral part of the CRE portfolio strategy and is regularly used for a variety of needs where it represents best value. CRE and business experience. Individual and team. 10.

e. 3. 2. e. 4.from which you need to select the statement that best fits the practice of your organisation. 4. lease administration. etc. hospitality. 3. maintenance. 19. CRE costs are budgeted and managed: 1. Between 20% and 40% of the workforce. Over 40% of the workforce. with all costs being recharged to business units. there are no right or wrong answers – we are only interested in the answer that best fits your perception of what has been performed in your organisation over the last 2 years. 2. At a national and/or regional level for operational service delivery. being recharged to business units based upon consumption. 3. 17. Between 10% and 20% of the workforce.g. Less than 10% of the workforce. Over 40% of the workforce. At an international level based around a limited number of principal relationships responsible for integrated solutions across a wide range of functions and/or countries. Regus Global Report | Corporate Real Estate Impact on Enterprise Success | April 2011 | Page 34 . Again. At a local operation/country/business unit level. At what level of activity do you generally use suppliers? 1. At a tactical level for specialist locally . please do not deliberate too long on each question – go with your first instinct. 2. 20. for both operational service delivery and management functions. 2. with some costs. Centrally by the CRE team. cleaning/janitorial. Centrally by the CRE team.For the next five questions. There is no formal telework policy and/or we do not allow it.g. Between 20% and 40% of the workforce. 4. Centrally by the CRE team. Alternative workplace strategies (where a range of flexible workplace settings are provided for an employee’s work in places that are not assigned individually) are available for: 1. Our organisation’s formal telework or telecommuting policy (where employees are allowed to work from home or another location) applies to: 1. 18. 4. Less than 20% of the workforce. And again. No-one. you are given 4 options .delivered services. 3. At a national and/or regional level.

LEED Gold or higher. Regus Global Report | Corporate Real Estate Impact on Enterprise Success | April 2011 | Page 35 . They are an important strategic asset. 3. 3. 4. there are no right or wrong answers – we are only interested in the answer that best fits your perception of what you will be doing in the future.recognised sustainability rating. They are not significant to our success. CFO. Prefer that the buildings have some sort of energy rating.) of the enterprise would describe the CRE team and its performance? 1. 23. Over 40% of the workforce. Have no formal policies related to building energy consumption or sustainability. Less than 10% of the workforce. 2. doesn’t cause too many problems and is a useful resource. 4. Not sure – we don’t have much to do with CRE. BREEAM Excellent or higher.21. Have a strong preference for buildings with a top internationally recognised sustainability rating. BREEAM Excellent or higher. How do you think the executive leadership (CEO.g LEED Gold or higher. 3. CRE is an obstacle to our success. e. 4. 22. Between 10% and 20% of the workforce. CRE seems to be effective. When leasing or developing a new location in the future we will: 1. e. what proportion of employees at your organisation could be utilising alternative workplace arrangements (see definition in question 20)? 1.from which you need to select the statement that best fits the intended practice of your organisation. Within the next five years. adding real value to the organisation and its overall success. Only acquire buildings with a top internationally . Between 20% and 40% of the workforce. Again. 2. For the final two questions. you are again given 4 options .g. 2. etc.

and is the immediate past chair of leading industry association CoreNet Global. and earned a BA from the University of California. W: www. O’Mara was elected a Counsellor of Real Estate in 2006. CRE. Dr. doctoral research methods and design studios on urban development. Barry Varcoe FRICS. location strategy. W: www. O’Mara’s book. where she previously served as a Professor of real estate for nine years and taught real estate finance and development. Dr.About the Authors Dr. and forecasting tools to corporate portfolios.cpanalytics. real estate market intelligence. CRE executive and writer on the corporate real estate and facilities management industry and the impact it has on the organisations and people who use what it creates. He has undertaken senior leadership positions in a consulting practice. in Organisational Behaviour jointly awarded by the Harvard Business School and Harvard’s Graduate School of Arts and Sciences.D. global service provider and an international financial services organisation. researcher. Irvine.com M: +44 (0)7835 835432 Dr. asset management. BIFM. Barry is a regular speaker at conferences around the world. Martha O’Mara is a co-founder and Managing Director of Corporate Portfolio Analytics. Barry Varcoe is a visionary. He has also recently completed a research doctorate.reresonance. She also lectures in real estate executive development at the Harvard University Graduate School of Design. O’Mara holds a Ph. CP Analytics serves some of the largest companies in the US. Strategy and Place: Managing Corporate Real Estate and Facilities for Competitive Advantage was published in 1999 by The Free Press and is the definitive source for aligning organisational and strategic objectives with long-term corporate real estate portfolio planning. which applies portfolio planning processes. IFMA. Dr. and serves on the Harvard University Alumni Board for Real Estate. She also has an MA and an MBA from Harvard University. FMAA and BCO events. He has published a wide range of research papers and articles and has contributed to a number of books including ‘Reinventing the Workplace’ and ‘Productivity and Quality Management Frontiers’. Martha O’Mara PhD. and influences occupancy decisions for more than 600 million square feet of commercial space. including at CoreNet Global.com T: +1 617 938 6464 Regus Global Report | Corporate Real Estate Impact on Enterprise Success | April 2011 | Page 36 . He is currently the Global Head of CRE&FM at Zurich Financial Services.

Regus also supports the growing trend of mobile and home working. offering the widest range of products and services that allow individuals and companies to work however. equipped and staffed offices.com Regus Global Report | Corporate Real Estate Impact on Enterprise Success | April 2011 | Page 37 . Products and services include fully furnished. Supporting workers at home and on the road. and whenever they need to. meeting conference and training facilities and the largest network of public video-conference rooms.000 clients daily. to serve clients wherever they find themselves working.regus.About Regus Regus is the world’s largest provider of workplace solutions. For more information please visit www. providing dedicated business addresses as their business base as well as mail and call-handling services. world-class business support services. Regus also operates business centres in airports and other commercial hubs. with services such as Virtual Office and Virtual PA. Regus operates over 1100 Business centres across 500 cities in 85 countries. all serving over 200. Companies of all sizes use Regus solutions to reduce costs and remove the burden of property ownership and management and to create a workplace to suit however they want to work. wherever.

Notes Regus Global Report | Corporate Real Estate Impact on Enterprise Success | April 2011 | Page 38 .

Notes Regus Global Report | Corporate Real Estate Impact on Enterprise Success | April 2011 | Page 39 .

. Regus cannot accept any responsibility or liability for reliance by any person on this report or any of the information. opinions or conclusions set out in this report.Whilst every effort has been taken to verify the accuracy of this information.

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