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Paper eres2011_256:
Recent advances in Corporate Real Estate Management: ‘Entrepreneurial Cooperation’ in restructuring, maintenance and control: an answer to the ‘explosive’ technological growth in building Industry?

id eres2011_256
authors van Nattem, Ronald; Proveniers, Adri
year 2011
title Recent advances in Corporate Real Estate Management: ‘Entrepreneurial Cooperation’ in restructuring, maintenance and control: an answer to the ‘explosive’ technological growth in building Industry?
source 18th Annual European Real Estate Society Conference in Eindhoven, the Netherlands
summary The Credit Crunch brings to light a renewed interest in the operational tasks of Corporate Real Estate Management (CREM): a so called ‘Entrepreneurial Cooperation’ (‘Ondernemend Samenwerken) in restructuring, maintenance and control. This so called ‘Entrepreneurial Cooperation’ implies a renewed approach of the internal customer and also a renewed cooperation with the building contractors for restructuring, maintenance and control. It leads to supply chain optimization and also to new roles for the contractors with more responsibility to the end-users. ‘On route’ to a Demand Management Organization, ‘Entrepreneurial Cooperation’ could be characterized as a total re-definition of the mutual cooperation role patterns of staff maintenance and control and it’s building contractors for restructuring, maintenance and control. ‘Entrepreneurial Cooperation’ anticipates on the dire necessity and urgency of budget cuts in CREM staff. It is also a highly needed reaction on the recent wide spread diversification of new building methods, new building products and new building materials and of new related ICT-technologies used in operational management and technical design. For most of the CREM organizations it is hard to keep up with these new technologies, especially no there is a necessity to down size their staff. ‘Entrepreneurial Cooperation’ works with cross functional teams from Board, CREM staff and building contractors. The CREM organization will focus itself on the interpretation and direction of the growing diversity in internal customer preferences inside the company and on the process management of this. The CREM organization will also address their contractors on their growing specialist knowledge and experiences with new methods, products, materials and ICT-technologies and will ask them to invest in sustainable options on their insights in real energy saving measurements. The business case ‘Entrepreneurial Cooperation’ discussed in this paper, takes place inside the Eindhoven University of Technology – the host University of this year’s ERES 2011 Conference – where one of the authors is manager of the CREM staff maintenance and control. The business case is monitored by one of the well known Dutch business consultancies, which recent produced a first formal evaluation, with key results: • a shift in task responsibilities • a smaller staff • use of smaller budgets. The paper could be an initial guide for modernization for CREM organizations. But could also provide ‘lessons to learn’ for the whole building industry sector, especially for restructuring, maintenance and control: • anticipation on innovative technological developments • anticipation on new market opportunities, trough a broader marketing of new specialist knowledge application
keywords CREM, operational management, strategic management, building industry sector innovation
series ERES:conference
email r.v.nattem@tue.nl
content file.pdf (1,865,535 bytes)
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ratings
session E1: Corporate Real Estate Management (III)
last changed 2011/06/23 16:27
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