The document discusses the importance of corporate real estate (CRE) professionals partnering with key support functions within an organization. It notes that by 2020, support functions will form a new "super nucleus entity" to enhance enterprise performance. The document outlines how CRE needs to partner with functions like IT, procurement, HR, finance, legal and marketing. It provides examples of collaboration and discusses the skills needed to effectively partner with these groups. Trends from other research are presented that further indicate the rising importance of collaboration between support functions like CRE. The document argues CRE professionals should take a lead role in facilitating business processes rather than just focusing on real estate costs in order to position CRE as an integral part of the overall corporate strategy.

1. Partnering with Key support functions
Jos Teunissen, Head of Merger & Acquisition Global Facility Management EMEA
FMP – UK, September 17 – 18, 2013

2. CoreNet CRE2020
Enterprise Leadership
Quote
By 2020, senior leaders will evolve from subject matter specialists focused on
execution to integrators, change agents and strategists who are viewed internally
as an essential, equal partner to and for the business.
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The CRE executive needs to be seen as a business partner and to be reporting
at the senior level within the organization.
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3. CoreNet CRE2020
Partnering with key support functions
Quote
By 2020, collaborating corporate support functions will form a new strategy-driven
super nucleus entity to enhance overall enterprise performance.
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4. Practical Implementation
Partnering with key support functions; departments, areas, skills, examples

5. The headache of the CRE manager
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6. Partnering with business functions at SAP
Line of Business owners
Executive management
Current and future business requirements
Reporting and presenting
Reporting and presenting
Change Management
Staff wellbeing
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Alignment CRE to corporate strategy
CSR implementation in CRE
Educate execs on CRE matters
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7. Skills:
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Business acumen
Understand the company strategy
Understand what a specific department is doing
and what it’s current priorities are
Communication skills
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revenue, margin, share
price, stockholders, competitiv
e landscape, quarterend, incentive, commission
Speak the language:
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8. Source: Unilever
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9. Partnering with key support functions at SAP
IT
IT infrastructure
Datacenters
Mobile devices in the office
Energy saving
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Security
Access control
ID Badges
Emergency Stewards
Calamity planning
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10. Examples
Skills
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Privy to technological developments
Insight in IT infrastructure and software
Aware of main vendors
Informed about acces systems and technlogies
Up-to-date on social engineering techniques
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bits & bytes, Cat6, router, server, HDcard, firewall, frecon, UPS
Speak the language:
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11. Source: http://enriquepascal.com/
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12. Partnering with key support functions at SAP
M&A
Due Dilligence
Post-merger integration
Corporate space standards
Procurement
Tendering and 3-party bids
Project related cooperation: pre, during
and post
Green procurement
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13. Skills
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Able to create or assess an RFA/RFP
Aware of main vendors and high level terms & conditions
Financial analyses
RFP, T’s&C’s, TCO, vendor
Interview techniques
assessment, SLA, merger, as
Decision maker
sets, earn-out
Judge of character
period, transition
Confidentiality
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Speak the language:
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14. Partnering with key support functions at SAP
HR
Space Standards
Legal
Contract & Agreements
Employee health & safety
Attract & Retain talent
CRE staff development
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M&A
Local building and employment
legislation
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15. Skills
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Understand organization structure
Know high-level local labour laws or be aware
there are differences per country
Confidentiality
Know who is repsonsible for what group
Understand legal documents and what to look for
Appreciate the diference between commercial
terms and legal terms
Longivity, Seniority, paygrade,
temp, contractor, legal
entity, expiration, small
print, assignment, Inc, Ltd, BV
, AG
• Speak the language:
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16. © 2013 SAP AG. All rights reserved.
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17. Partnering with key support functions at SAP
Finance
Housing financials (NPV/Cash flow/TCO /ARO)
Budgetting
Taxes and Rates
Marketing
Corporate branding & Signage
Customer communication
Give aways
Lease type (finance / operating)
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18. Skills
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Financial analyses
Budgetting
Forecasting
Marketing techniques
Branding guidelines
Know the signage rights as per the contract
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NPV, Cashflow, interest, botto
m-line, TCO, marketing
mix, visual, logo, branding
Speak the language:
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19. © 2013 SAP AG. All rights reserved.
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20. Trends that indicate importance of
partnering with key support functions

21. Core2020 Becoming the “Super Nucleus”
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22. JLL Research
“Risks Ahead,
Global Corporate Real Estate Trends 2013”
Two quotes:
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The next wave of collaboration will be crucial to CRE success and is leading to
structural change
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Increased and potentially formally structured collaboration between support
services could represent a new elevation opportunity for CRE
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23. JLL: 5 Trends
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24. Sodexo Research: “Workplace trends 2013”
Integration as THE Solution, two quotes:
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It is the responsibility of CRE&FM executives to identify and deliver solutions that
convey real organizational value, aligned with corporate issues like talent
cliffs, financial uncertainty, image value and the ability to make quick and
decisive moves in their own markets. Enter integration 2.0
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The needs of today’s working generation are more complex and dynamic than
ever, and creating efficient, effective and flexible work environments that take into
account total well-being have become critical.
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25. Inno-Experts Vision
Quote
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”Corporate Real Estate is a means to facilitate business-processes of its endusers. Therefore CRE-management is not about bricks and square meters but
it’s about improving business with CRE.”
Shifts in CRE management
Subject
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Optimizing facilities
Optimally facilitate business-processes
Management focus
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Optimizing CRE-costs
Maximizing (contribution to) business-results
Knowhow
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Knowledge about CRE
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Integrated knowledge about business and CRE
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26. CRE as the future nucleus of business services or ..????
Agressive? Illusion? Ambitious?
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Extrapolate current support model and skills CRE manager
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Add holistic view where CRE is an integral part of the corporate strategy
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Compare with evolution of IT department, CIO -> CREO
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Take the lead otherwise this opportunity will go to another function !!
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27. Thank you
Contact information:
Jos Teunissen
Head of M&A GFM EMEA
jos.teunissen@sap.com