sommerkonferenz 2012 strategie und institutionalisierung€¦ · focus of corporate real estate...

SOMMERKONFERENZ 2012Strategie und Institutionalisierung

23.08.2012 | Department of Real Estate Management and Construction Management | Dr. Kämpf-Dern | 1

CREM: From Task Bundles to Management Concepts

Dr. Annette Kämpf-Dern

SOMMERKONFERENZ 2012CREM: From Task Bundles to Management Concepts

I. Introduction: HOW manage corporate real estate effectively and efficiently?


II. Management model: The CREM Map

III.Research Design: Exploring the most advanced

IV.Findings: “Best Practice”-Principles, but “Best Fit”-Designs

V. Outlook: Identifying systematics of well-functioning configurations

Focus of Corporate Real Estate Management moves: From task manager …

MANAGEMENT TASKS

Operative (day-to-day) planning, organizing & controlling core tasks


SUPPORT TASKS

Communications, IT, HR, Accounting, Legal, …

Source: Own graph based on Management Model St. Gallen; Hartmann/Lohse/Pfnür (2007), p. 8f.; Kämpf-Dern/Pfnür (2009), p. 26

CORE TASKS

Supply

• Leasing

• Acquisition

• Project Development

Usage/Operations

• Technical Services

• Infrastruct. Services

• Commercial Services

Recovery

• Letting

• Sale


Focus of Corporate Real Estate Management moves: From task manager to strategically relevant function

MANAGEMENT TASKS

Def. of policies, objectives & standards, systems set-up, controlling & improvement �� Governance

Assessment/determination of requirements, portfolio planning & controlling �� Portfolio Management

Strat. planning, organizing & controlling building clusters/individual buildings �� Asset Management

Operative (day-to-day) planning, organizing & controlling tasks �� Property & Facility Managemt.


CORE TASKS

SUPPORT TASKS

Communications, IT, HR, Accounting, Legal, …

Source: Own graph based on Management Model St. Gallen; Hartmann/Lohse/Pfnür (2007), p. 8f.; Kämpf-Dern/Pfnür (2009), p. 26

Supply

• Leasing

• Acquisition


Usage/Operations

• Technical Services

• Infrastruct. Services

• Commercial Services

Recovery

• Letting

• Sale


CREM function addresses corporates’ real estate needs covering three perspectives

“denotes the planning, orga-

nization, implementing and

controlling of all those real

estate activities necessary to

provide, operate or liquidate real

estate assets of corporates

Maximization of capital value invested in real estate

Maximization of cost-benefit ratio of realestate ressources

Corporate Real Estate

Management (CREM)


estate assets of corporates

whose business is not real

estate.

“is to support the overall

corporate strategy acknowled-

ging user-oriented (cost-benefit-

ratio), financial (capital invested)

as well as operative aspects.”(In accordance to Pfnür (2011))

Maximization of profit from producing real estate and real estate services

Source: Pfnür (2011)

CREMi.w.S.

Goal of CREM

As CREM needs to consider more and more aspects ... Situation, Stakeholders, Needs and Responsibilities of CREM

High return• Minimale Kosten

• Hohe Produktivität• Hohe Umsätze

High productivity• Minimale Sach- und

Personalkosten• Hoher Output

Optimal price/performance ratio

• GeringeGesamtkosten

• Gewünschte Qualität

Broad sustainability• Ökonomisch• Ökologisch

• Sozial

Optimal commitment/reward ratio

• Angemessener Einsatz• Maximale Belohnung

(vielfältige Größen)

Investors Municipality/public StaffBusiness Units Customers

Minimization of real estate costs, ROCE max.


• Gewünschte Qualität (vielfältige Größen)Minimization of real estate costs, ROCE max.

Minimization of overall costs, maximization of productivity/output, compliance

Optimization of output quality (Functionality, individuality, service, …)

Maximization of staff satisfaction (Corporate culture, W-L-balance, War-for-Talents, …)

Ecological actions (CO2-reduction, energy efficiency, …)

… complexity rises and further specialization and coordination are necessary.�� Increase of demands regarding effective management.

Financialresponsibility

Userresponsibility

Producer/operator responsibility High complexity�Source: Kämpf-Dern/Pfnür (2012)

What we see: Set-ups that are highly diverse in every aspect !

What we want to know: Does a super ordinate “plan” for CREM exist?

How can CREM be institutionalized to manageall CRE issues effectively and efficiently?


What we are looking for: A systematic, theory-based recommendation

Guiding on: CREM strategies, structures, processes, qualifications, culture, KPIs, …

A CREM Management Concept

Numerous advantages of CREM management concept,but also significant challenges

� CREM function omni-present �context differs regarding industry, size, business model, local culture, market environment, etc.

� Guidance for general setup and improvement

� Base for benchmarking

� Explanation of performance

ChallengesAdvantages


� Role of CREM and positioning within corporate diverse

� Relationships and interaction between parameters numerous and complex

� Explanation of performance differences

� Development of specific methodologies/techniques

� Optimizing personnel management, IT, sourcing, …

Regarding the challenges: Can a CREM management concept exist?If yes: How does it look? If no: What can we do?

„Institutionalization of CREM“ means the whole complex of measures to fulfill the purpose of CREM

“Institutionalization of Corporate Real Estate Management means the whole

complex of measures that are necessary to develop and implement a real estate

strategy that fulfils the purpose and goals of CREM. This complex of measures

includes

1. a congruent bundle of CREM objectives/targets that support the overall

corporate charta,


2. a coordinated planning/strategy development process to achieve the CREM

objectives,

3. an effective and efficient organization of real estate (management) tasks, and

4. an integrative information, reporting and controlling system”

(Developed from Pfnür (2002) and used for this study)

Several studies researched isolated issues of institutionalization,but none yet with holistic view needed for a management concept

CREM Map = CREM Management model structuring relevant institutionalization parametersModel parameters & relationships further analyzed for CREM concept

Sector, regulations, competition, …

Company targets& strategies

CREM-targets

CREM-influence of stakeholders

CREM-history & mandate

Degree of integration into Spheres of

External corporateenvironment of interaction

CREM

Municipality/public

Corporate-management

Customers

Size, international-ization, portfolio, ...

Investors


CREM-strategy

Shape andoperationalization

Degree of integration into the corporate strategy

Width and depth of the content

Ownership rate

Centralization

CREM-organization

Process-management

Sourcing Organizational structure

CREM-control

Spheres of activity

regardingCREM-

institutional-ization

Internal corporate environment of the CREM

HR/culture

Source: CREM Map of Forschungscenter Betriebliche Immobilienwirtschaft (FBI), Kämpf-Dern/Pfnür (2012)

Externalservicers

Real estate division

User(BUs, staff)

Controlsystem

General CREM trends are known, but further research needed to concretize institutionalization optionsResearch questions and relevant parts of management system

General trends of CREM Research Questions�� System

Part

Derive CREM targets/strategy from corporate targets/strategy

When choose which superior orientation/ positioning?

�� Targets/ �� Strategy

..... .....

Increased engagement in efficiency Requirements of/ impact on �� Strategy


Increased engagement in efficiencyof space/ new working environments

Requirements of/ impact on space efficiency?

�� Strategy

..... .....

Increased focus on core competence Degree, type & control of outsourcing?

�� Orga

..... .....

..... ..... �� Control

Research Design: Explorative CREM-BenchmarkingUnits of analysis: Large European corporates

Comparison of the institutional designs of the Corporate Real Estate Management from European large-scale companies (case studies), notably� guiding target system and typical strategies

� integration of the CREM into company organization and organizational CREM-configuration

Target of thebenchmarking


Selected by the following criteria� advanced stage of CREM development

� great quantity of existing space and heterogeneous type of use (office-, retail- and/or service space)

� willingness to collaborate

organizational CREM-configuration

� CREM-relevant framework of the company

� CREM control system

Reference Companies

10 European companies with highly diverse context parameters participating

Context-Parameters Characteristics

Industry

Telecommunication FinancialServices

Production/Logistics

Business & portfolio

Office Logistics Retail Technology Industrial

Office & retail: 2

5 2 3


(DT, SC) (AL) (DP, FT, TS) (T, ABB, CB, SI)

Business & portfolio structure

Size & internationality

Homeland Several countries

Europe Global

Background & experience with crises(“Burning Platforms“)

(Formerly) state owned,

no crisis

Private, no crisis

(Formerly) state owned,

crisis

Private, crisis

Office & retail: 2Office & retail & technology: 5

Office & logistics respectively industrial: 3

1 3 2 4

2 1 3 4

X = Number of companies by major characteristics

Interview Post processingApproach

Screen-

Questions Additional information

10 interviews between 105 – 180 minutes where conducted, recorded & transcribed (∅150 minutes)Data collection process

Preliminary information

Backup


Interview-guideline Factsheets Transcript

Digital recording of the interview

Screen-shot

information (“teaser”) & appointment

setting by telephone

Cover letter

Presentations,organigram,agreements,

…

Source: Kämpf-Dern/Pfnür (2012)

Heterogeneity of sample and in-depth-information require alternative method of analysisQDA comes from Social Sciences, in business rather innovative

Research question / theory

Definition of selection criteria and categories

Qualitative Data Analysis (QDA)


Review of material line by line: Subsumption or new

category formulation

Revision of categories after 10-50% of material review

Final material review

Analysis and interpretation

� Suitability of location & equipment� Technical suitability/functionality� Flexibility (annexe, dismantling, removals, way of work)� Degree of support for business-integration

(e.g. in case of mergers)� Suitability for cooperation/communication� Rate of sickness

� Ownership rate (and the change of it)� Value-add / return

− from letting/ sale− from project development− from additional services (Real estate services,

hosting services, consultancy etc.)

� Recruiting success / Employer Ranking� Employee satisfaction� Work-Life-Balance� Low voluntary fluctuation

Increase core business productivity

“Those, who know the objective, can decide” (Konfuzius)Framework for CREM target system and possible indicators

“Add value / maximize returnfrom real estate“

Increase cash-balance/ liquidity

Become “best employer“

Real Estate Core business perspective REAL ESTATE Financial perspective


� Building flexibility� Building material� CO2-emission/-reduction� Energy-consumption

� Maintenance� Energy efficiency� Administration/synergies of scale� Degree of outsourcing/

efficiency of service contractor

� Rental / service contractor turnover� Exploitation proceeds

− for other investments (usually core business)

− for caps on expenditures

� Utilization/efficiency of space� Allocation of costs according to

their actual origin and reason

� Management expertise (Quality & quantity of CREM-managers)

� Specific expertise (Experts in markets, working environment, technology etc.)

� Transparency, process standards� Integration of T-systems

Legend:Very important

Improve sus-tainability/ecology

Reduce operating costs

Increase cash-balance/ liquidityReduce user costs

ProfessionalizeCREM internally

REAL ESTATE Production perspectiveSource: Kämpf-Dern/Pfnür (2012)

Increase core business productivity

Diverse bundles of objectives ...Examples

Real Estate Core business perspective

“Add value / maximize returnfrom real estate“

REAL ESTATE Financial perspective

Become “best employer“


REAL ESTATE Production perspective

Improve sus-tainability/ecology

Reduce operating costs

Increase cash-balance/ cashReduce user costs

ProfessionalizeCREM internally

Legend:

Very important

Corporate 1

Corporate 2 Source: Kämpf-Dern/Pfnür (2012)

MandateEfficient ser-

vice contractorConsultant &

“Last Call”Global Partner,central control

CREM = BU

Center type Cost centre Revenue centre Profit centreInvestment

centre

Target system& strategy prior.

MAX ROCE MIN real estate costs MIN cumulative costsMAX core business

Target-ownershipOverall min! Commodity min! Specifically higher Overall > 65%

... result in very different, but all well-functioning constellationsExamples


rateOverall min! Commodity min! Specifically higher Overall > 65%

CREM-board Finance Service HR BU/Operations

Organizational structure/

sourcingmodel

“Full-outsourcing”

“Managing Agent”

REAM, REFM

OutsourcingREFM & RES

“Managing Agent” REFM

& RES

Integrated,“traditional”

Control of users“Carefree total

rent”“Price element

systems”“Transfer of third-party

costs”Global CREM-

budget

Telco 2: State-owned background. real estate-mix (many aren’t necessary anymore). present core business is decreasing.

Produktionsunternehmen. Core business specific RE; high need for flexibility; high degree of own usage

Telco 1: Private background. commodity-real estate, mobile communications. growth strategy, international.

FS-Companies (Retail). Predominantly commodity-usage. corporate identity is important (Customers & staff).

CREM-Map

“Best practice“�� “Principles”(universally valid trends increasing

effectiveness)

Specification of individual design parameter

depends on ... / varies with ...

Targets/ Strategy

Distinctively derived from corporateobjectives, corporate strategies and CREM-targets; written fixation and extensive communication

Content and focal points of corporate target system as well as time frame planned for

Although some guiding “principles” existent,specification of design parameters highly diverseOverview of observations


extensive communication

…. ….

Strategy Understand business & provide integrated workplace

Individual business needs & corporate culture

…. ….

Orga Maximal reasonable bundling of similar tasks, internal/external outsourcing

Size, CREM professionalism, experience with outsourcing

…. ….

Control …. ….Source: Results of interviews

Conclusion & Hypothesis: Not one „Best Model“ –Instead: „Best Fit“-Approach needed„Fit“ of Vision/Mission/Targets, Situation, Design Parameters

Inter-System-

A B C D

CREM Targets (Target System)

Design Parameters

of management system

Strategy

Context -System-

Vision/Mission/Corporate Targets

Control-System


Source: On the basis of Kämpf-Dern (2010): Organisation des Immobilienmanagements als Professional Service, p. 69

System-Fit

Situation (Constraints)

Internal Corporate Environment of the CREM

External Corporate Environment

Organi-zation

System-Fit

Intra-System-Fit

System

Next step research: Which parameter constellations make a “best fit”?Theoretical foundation: Configuration framework (Mintzberg, Miller/Friesen, etc.)

Next step: Specifying and testing emerged hypotheses regarding well-functioning CREM configurationsInitial hypotheses regarding CREM institutionalization

CREM-Map

Questions of research Hypotheses regarding institutionalization

Targets/Strategy

When choose which superior orientation/ positioning?

Positioning depends mainly on industry & portfolio structure; positioning drives priorities of professionalizing activities

…. ….


…. ….

Strategy Requirements of/ impact on space efficiency/effectiveness?

Transparency of business strategies, requirements & behavior major prerequisite for space efficiency (costs) & productivity optimization

…. ….

Orga Degree, type & control of outsourcing?

„Case-by-case-subcontracting if existing management competence & national portfolio„ otherwise trend to general contractor

…. ….

Control …. ….

CREM management concept not to be constituted on „best model“, but on „best fit configuration“Summary & Outlook

� Identify or develop a CREM management concept that supports CREM to fulfill its (respective) purpose effectively and efficiently

Research question

� CREM’s role and purpose quickly developing and changing with many descriptive surveys but no integrated concept to guide institutionalization

Problem


� No “Best Model” identified, instead configurational approach� Next: Testing hypotheses emerged with larger number research

Conclusion & Outlook

� Model structure & contents confirmed by interview partners� General “principles” are followed by companies, but well-

functioning constellations are highly diverseMajor findings

� Develop a CREM management model based on general management research as well as CREM research

� Explore renown CREMs to validate & concretize modelResearch design

Contact information

Dr. Annette Kämpf-Dern

Head of Real Estate Management & Project Development FBI

Tel.: +49 (6151) 16-5264


Tel.: +49 (6151) 16-5264

Fax: +49 (6151) 16-4417

Email: [email protected]

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