Chapter 2

Enterprise Alignment

Managing Corporate Real Estate & Facilities: Leading and Emerging Practices

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Business unit leader satisfaction now tops all other metrics guiding CRE&F operations and performance.

Additional Chapter Highlights

  • Customer Relationship Management (CRM) and portfolio planning remain strategic approaches to ensure alignment with the business, with nearly half of CRE&F leaders (49%) now having well-established functions for one or both.
  • Formal alignment continues to build between CRE&F and partner functions such as HR, IT, procurement, legal, finance and safety—predominantly through project-based committees (e.g., standardizing hybrid work policies).
  • A growing majority of CRE&F teams are involved in confidential, strategic merger and acquisition (M&A) activity (73%, versus 66% in 2022).

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Given the importance of enabling the core business, CRE&F’s top metric this year is business unit leader satisfaction. While some of the factors below are not mutually exclusive, the focus on the business needs represents a major shift in measuring CRE&F performance—leapfrogging such traditional metrics as occupancy costs and the more recent focus on utilization.

Driving down costs continues to be a big focus for CRE&F leaders, with cost avoidance, run-rate cost savings and in-year cost savings rounding out the top 5 metrics, along with employee engagement/satisfaction.

Figure 3: What key metrics guide CRE&F operations and performance? Please select the top five used by your organization.

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Source: Managing Corporate Real Estate & Facilities: Leading and Emerging Practices, 2024.

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Chapter 3 Organizational Structure
Chapter 1 Mission and Key Initiatives