For many organizations, real estate portfolios are obvious targets for the efficiency initiatives other business functions have largely completed by now.
Typically, real estate organizations are hamstrung by the limitations of managing decentralized portfolios operated by non-standard processes and disparate tools and applications. Consequently real estate functions often times fall a generation behind in adopting business models that are in line with current global market realities.
Accenture’s 2012 survey of 181 executives at government agencies and companies worldwide with large real estate portfolios shows that the key real estate challenges are aligning the real estate strategy with broader business strategies, reducing costs and headcount, optimizing overgrown portfolios with grossly underutilized assets, and the lack of an enterprise real estate solution to support decision-making.
The research shows that more than 50 percent of respondents are disposed to transform their real estate group relative to process standards, technology initiatives, workforce mobility and sustainability. Real estate is expensive but also is core to the business: it reflects the brand and influences staff, business partners and customers. Defining the value it provides to the business, and aligning it to strategic goals, represents a compelling opportunity to advance the journey to achieve high performance.
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