The global corporate real estate function: Organisation, authority and influence

Abstract

The Global dispersed corporate real estate operations and decision making processess of 26 international companies in six industry segments are compared. High standing CRE organisations, which are indicated by fewer levels between the CRE executive and CEO, frequent CRE meetings with senior management, a broad span of control for facility and real estate operations, and an executive committee for real estate matters, share common characteristics. High standing CRE organisations receive more strategic planning information, have more authority and power, and more formal policies and standards. Use of relationship management with business units also corresponds with better sharing of planning information. Some of the challenges faced today by firms carry large international real estate portfolios include: cultural issues, financing concerns, lack of local expertise/market knowledge, corruption in locales, and a lack of a standard/streamlined process.

Citation

O’Mara, M., Page, E.F. and Valenziano, S.F. (2002), "The global corporate real estate function: Organisation, authority and influence", Journal of Corporate Real Estate, Vol. 4 No. 4, pp. 334-347. https://doi.org/10.1108/14630010210811921