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Article
Publication date: 31 December 2002

Gary Miciunas

What makes for effective corporate real estate and facilities management (CRE/FM) organisations?Beyond reporting structure and sourcing decisions, the CRE/FM organisation must…

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Abstract

What makes for effective corporate real estate and facilities management (CRE/FM) organisations? Beyond reporting structure and sourcing decisions, the CRE/FM organisation must consider the relationship of four strategic design issues: (1) Relevance to the enterprise, (2) Process and measurement, (3) Knowledge and information, and (4) Credibility and accountability. This paper provides an overview of these key issues, which must be considered in designing organisations responsible for corporate real estate and facilities management.

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Journal of Corporate Real Estate, vol. 5 no. 1
Type: Research Article
ISSN: 1463-001X

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Article
Publication date: 1 April 2003

Richard D. Wagner, Gary A. Miciunas MCR, Curtis Knapp and Christopher Mach

This paper presents the process and outcomes of developing a national capability for strategic and portfolio planning within SBC Communications, Inc., a Fortune 100 company, and…

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This paper presents the process and outcomes of developing a national capability for strategic and portfolio planning within SBC Communications, Inc., a Fortune 100 company, and reviews the progress made and lessons learned since this initiative was implemented in October 2001. At this time SBC Corporate Real Estate standardised the planning approach used by its regionalised staff in order to achieve consistent business practices. This multidisciplinary effort involved process design, development of tools and templates, training and deployment, facilitation and mentoring, production of prototype plans, and ongoing coaching during implementation in 2002. The new approach, featuring scenario planning and economic modelling, has elevated planning services to an advisory level by emphasising shareholder value while satisfying business unit needs. Within the first year of implementation, the process has been fully endorsed by corporate leadership and adopted by business unit management. Refinements to the planning approach and enhancements to the methodology are being incorporated on an ongoing basis as part of a continuous improvement programme.

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Journal of Corporate Real Estate, vol. 5 no. 2
Type: Research Article
ISSN: 1463-001X

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