IAOP published the Top Advisors in the Outsourcing industry. A great list. However, some people are missing. Real Estate and Facility Management is considered niche specialty in the outsourcing business. (It is estimated to be a 100 billion to 200 billion dollar market place, but is it still a niche business.)
I see many outsourcing advisors. I am often asked to refer advisors to sourcing professionals and CRE leaders. RE&FM outsourcing is very specialized. Structuring a complex CRE/FM Outsourcing deal is not simple. Some advisors know the space well, others are learning.
The following are outsourcing advisors who are specialists in leading RE & FM outsourcing deals. In fact, these companies are advising most of the largest global corporations in the world. You need to know these people. Continue Reading →
It was exciting to read this blog post on Fast Company (even cooler to find via the Google+ Sparks feature, but that is the subject of another post). Facilities Management is a discipline that is often under reported and understood. Outside of those in the industry, it is often misunderstood and many people mistakenly think of it as a tactical, blue color role. The following article on Fast Companies Blog really seems to capture many of the relevant issues.
The following is one of the more esoteric, but critical issues in CRE/FM outsourcing
People who work for facilities management firms report to managers within those firms. Their performance reviews are ultimately delivered by those facilities management firms, as are promotions and transfers, discipline and rewards. The design of the work environment, the interface between people, the shared experience, remains uncertain. As does who facilities management firms report to. Is it operations? Human resources? Procurement? Who owns creating the shared experience? Is that experience negotiated in the contract? How do firms with different contract owners interface with each other? These are questions that seldom make it to the table today, creating uncertainty internally with the firm, and externally with the contractors. The very way I had to construct that last sentence points to the issue–the internal and external view–how does the melded view, the consensus reality, of the organization, come into being for conglomerate organizations?
I originally didn’t get it. I did not get Twitter. Many of my cohorts in commercial real estate seem to still be figuring out how to use social media in business, or deciding if they should even try. (Esp anyone who might have listened to music recorded on vinyl). Don’t get overwhelmed. It’s just social media.
Here are 5 steps to jump start your involvement using Twitter in CRE. Do these 5 things for two weeks and you will begin to “get it. These short cuts are easy and take a small amount of time.
After you have set up a LinkedIn and Twitter account, follow these 5 action steps to begin your involvement.
(Shortcut: Follow this list: @bryanjacobs3/corporate-real-estate)
3. Follow Major Competitors and Service Firms. CBRE, JLL, C&W, Cassidy Turley, UGL. They are all on Twitter. Follow them. Read whats going on.
(Short cut: Follow the List @bryanjacobs3/key-cre-16)
4. Use Twitter at Industry Organizations meeting (even if you are not attending). (Short Cut search for ULI, BOMA, NAIOP, Corenet Global, ICSC , IFMA, IAOP in Twitter and follow the discussions.).
5. Attitude: Use Twitter like you would use a industry meeting: to learn, connect and share. Not to sell and promote. Listen, Participate and Learn. This is the most important idea, If you engage with contacts using the 4 steps above you will increase your industry knowledge, connection and profile.
Liz Kentish is a very thoughtful strategic thinker on FM in the UK. The idea of FM being a strategic, political discipline vs. a commodity fits in well with a mature view of outsourcing and a 21 century supplier mgt program. Check out her blog on the link below….
I was lucky enough to be invited to the first Bee Craft dinner at the Wax Chandler’s Guild yesterday, where the after dinner speaker was Lord Hattersley. He spoke about his career in both politics and literature.
What particularly caught my attention was the distinction he made between today’s ‘career politicians’ and those of yesteryear, who had worked in industry, been in the forces and so on, moving into politics later on, because they genuinely wanted to make a difference.
I’ve never met anyone yet who works in facilities management who genuinely planned to be in FM when they grew up – so many of us ‘fell into’ FM from other sectors. So my question to you is, is this a good thing? Are we like the politicians of the past, who bring their experience of the commercial world to the House of Commons? Should we promote FM as a second career?
Read The corporate-real-estate Daily ▸ today's top stories via @jlimonmm @bryanjacobs3, @JLLNEWS, @CoyDavidsonCRE plus 173 others
In 2007, I wrote the following article for IFMA regarding outsourcing and the "Extended Enterprise". Back in 2007, companies were outsourcing to become best in class and to innovate. Leading companies still have this goal. Today, as we emerge from the hangover of the "Great Recession", companies are under more pressure to manage costs and to grow, without allowing expenses to expand. In other words, many C-suite executives are asking their teams to accomplish more with less. This dynamic is accelerating the push into real estate outsourcing in virtually all industry sectors.
The Extended Enterprise and the Future of Corporate Real Estate"
Corporate America is moving away from traditional vertically integrated business models to a more complex approach that maximizes every link in the value chain by leveraging best-in-class resources from within and outside the enterprise. Corporate real estate and facilities managers are increasingly faced with the choice: defend the status quo and risk losing competitiveness; or leverage the extended enterprise and prepare for significant change.
As companies seek to maximize efficiency throughout the entire value chain, they are focusing their attention on functions where they excel, and tapping best-in-class expertise for non-core functions. Done right, these “extended enterprises” are delivering unbeatable results department by department.
The extended enterprise approach recognizes that a business is made up not just of its management, employees and shareholders but also its partners, service providers and customers. This elimination of inside/outside boundaries is driven by the need to deliver more value, increase speed and flexibility, and compete in the unforgiving global economy.
The extended enterprise concept is a natural outgrowth of a company's transition away from vertical integration, the idea that the company should own the entire value chain. Vertical integration was designed to give management control over quality and speed of delivery. But it required a company to excel at every aspect of business, and not many companies could live up to that. Companies that farmed out non-critical tasks to expert service providers typically gained an advantage over competitors that adhered to vertical integration.
via www.ifma.org "