The following is a guest blog written by Kent Stuart, a Director of Grosvenor Management Consulting. With the core capabilities of CRE and organisational review, Grosvenor offers a distinct combination of best practice organisational design to the unique challenges of a CRE function.
Over the years there has been a lot of change in how organisations manage their Corporate Real Estate (CRE) and how they structure their teams. Despite many significant improvements, we still see a lot of focus on the technical aspects of property including the facilities, design, real estate and project management. And too often, we see little focus on the customers when approaching CRE team structure.
That’s a concern, especially given the increasing demands on CRE to implement workplace strategies that drive workforce productivity, enable collaboration, and improve employee experience. The new demands of the workplace require a CRM-focused model for CRE team structure that addresses relationship management.
Customer Relationship Management or CRM traditionally refers to an approach businesses use to manage a company’s interaction with their customers. CRM tries to analyze data about customers’ history with a company, to improve business relationships with customers, specifically focusing on customer retention, and ultimately to driving strategic growth.
In this article we describe some traditional CRE team structures, along with a new model that can better support client relationship management, which is essential for gaining a seat at the strategic table and implementing the modern workplace.