Fragmented real estate responsibilities due to missing resp. insufficient real estate organisation structures
Absence of clearly defined roles, responsibilities and tasks
Shortage of resources in the real estate management and no comprehensive group wide acceptance of CREM
Project approach
Recording and assessment of status quo
Analyse of current spheres of tasks and responsibility in the home market and abroad
Analyse of existing resources and know how in the core business
Deduction of leverage potential in the real estate portfolio
Digital data registration
Inspections including organisational recording of selected locations
First potential estimation and deduction of recommended course of action
Deduction of target regions
Definition Service Level:
Vision & mission CREM
Deduction value creation depth, possibly region by region
Determination of outsourcing line
Definition of roles
First definition organisation structure:
Determination of organisational structure
Determination of core processes
Determination of core interfaces
Determination of implementation concept:
Identification of hot-tasks-map and deduction of implementation roadmap
Results
Custom-fit CREM-organisation with clearly defined contact persons and responsibilities (optimisation of resources via learning and flexible organisation structures)
Simple and „secure“ processes for the international implementation of CREM
Sustainable portfolio/cost optimisation
After implementation high acceptance of CREM in the group
