The increasing requirements of asset manager regarding process efficiency, transparency and reporting (extend, frequency) require a permanent optimisation of the organisation
Role and self-perception of the relevant functions property management, technology, administration/accounting and key account management with their various responsibilities within the real estate management process are often not developed enough and contradictory
Project approach
Analysis of existing roles and task scopes as well as instruments accompanying processes
Observation of interfaces and the specific principal-agent relationship to the relevant parties involved in the process
Contribution of outside-in best practice experience and determination of individual gaps
Preparation of target image and corresponding spheres of activities
Definition of required instruments accompanying processes
Results
New structure and process map
Corresponding role images corresponding to the tasks of the customer (asset manager)
Detailed target task profiles and if applicable respective process model
Spheres of activity/measurement plans for supporting instruments and tools (key words: standards and digitalisation)