Managing Corporate Real Estate & Facilities: Leading and Emerging Practices
Looking for a PDF of this content?
Nearly one-third of CRE&F leaders anticipate major restructuring of their teams, while 66% anticipate near-term organizational changes.
Additional Chapter Highlights
- The most common C-level reporting hierarchies for CRE&F continue to be the CFO, the COO, and the CHRO.
- Workplace strategy and reporting and analytics are tied for greatest need for new or different skills within CRE&F teams, followed closely by change management.
- 76% percent of respondents noted CRE&F’s management structure is either primarily or completely centralized—consistent with last year’s study.
- CRE&F teams are most often organized by function/service area, with geography a close second.
A staggering two-thirds of CRE&F teams are planning for near-term organizational changes.
Of note, 21% of respondents anticipate their CRE&F team size will increase in the coming year and 8% expect their team size to decrease.
Figure 7: Is the CRE&F organization anticipating any organizational changes during the next 12 months? Please select all that apply
Download the Full Report
Learn more about the organizational changes CRE&F leaders are making to enable the core business
Article | Creating Resilience
A survey of 40+ leaders reveals their outlook on critical challenges in facilities management procurement.