Organisation structure


  • Internationally operating enterprises with more than hundred locations
  • Permanent change of core business requirements/needs
  • Heterogeneous Portfolio: Usage, location size, owner structures, requirements
  • Non-transparent and heterogeneous structures regarding quality, outsourcing & service levels, location specifics (legal restrictions, investments, costs providers)
  • Increasing importance and requirements regarding compliance and flexibility

Project approach

  • Resource saving portfolio analysis: locations, potentials, core business resources for real estate tasks, pending topics, CREM-capacities and todays’ CREM-tasks.
  • Deduction of CREM-philosophy from the company strategy and current structures
  • Formation of clusters: geographic (locations, regions, countries), services (tasks, quality), potentials (costs, bundling, required actions)
  • Establishment of efficient CREM-organisations-model: ensuring of group-wide strategic guard rails with concurrent consideration regional and local requirements/particularities incl. corresponding impact
  • Definition of roles, communication guidelines and competencies


  • Optimisation of internal organisation: learning and flexible organisation
  • Optimal support core business activities
  • Ensuring of global minimum standards for risk avoidance as well as compliance regarding real estate transactions
  • Boosting of CREM-acceptance and user satisfaction