Summit Tracks
1. Leveraging Business Analytics
Business intelligence and analytics are in high demand as organizations seek to use information assets to improve business outcomes, customer relationships, and operational efficiency. Armed with advanced analytical insights, organizations can make well informed, fact-based decisions to support tactical and strategic goals. It is important to identify and become conversant in the analytical measures that are specific to CRE but also to be able to connect them to analytics used by other enterprise partners. Effective data management and analytics support rapid decision making used by industry leading organizations. The CRE function is challenged to become increasingly savvy in the use of analytics to gain new insights and enhance its strategic value.
Submissions for this track must address business analytics methodology to derive data that helps with complex decisions, how analytics have been used to support business cases, impact portfolio strategies, influence strategy and create competitive advantage.
2. Influencing Business Strategy
Do you influence the strategic direction for your enterprise? Do you contribute in a discussion regarding a business' strategy for a new product's introduction? Do you have a "seat" at senior level meetings? The thinking is that real estate is such a significant asset on the balance sheet that it should have input into strategic decisions and help guide their implementation. When developing strategies, CREs must determine beforehand what the intended results will be and how to recognize it when it is achieved. This will help you to take consistent actions in the direction of your goals.
Submissions for this track should include key elements of influence which include defining the business challenge, using the language of the business, visualization to communicate abstract/complex concepts, and supporting measures of how you successfully impacted business strategy and got 'that seat' at the table. You must be able to demonstrate how you measured success and proved it.
3. Leading Effectively in the World of Mobility and Flexible Work
The inevitable flattening of organizational structures that often accompanies workplace transformations that are increasingly based on collaborative work styles also implies the need for more collaborative leadership models. What lies ahead around the next corner of the flexible work change curve? Will a more ‘bottom-up’ approach offering employees a stronger voice in designing the ways and places we work be part of this picture? What are the leadership implications for the C-Suite, CRE executives and other internal support functions as well as for the design of your enterprise’s physical workplace as you face these issues:
Where is the future workplace?
- The workplace is now global and with the technology advancements being made, the workplace is anywhere you’re located, whether it’s at a Starbucks, your home or your kid’s soccer game.
How far will mobility go?
- Continuous emphasis is on mobility and mobile technology! Technology is integral to the strategy and discussion going forward.
Has consumerization of work arrived?
- When consumerization is properly planned and managed, it enables businesses to deliver productivity gains and competitive advantage. However, risks to the enterprise and its data must be minimized through assessing and understanding user needs and device types.
Can employees BYOD?
- Increasingly, workers want to use their own devices, such as iPads, smartphones, and portable computers, for work. BYOD (Bring Your Own Device) promises greater innovation, better work-life balance, and improved productivity.
Submissions for this track must address the role your organization has undertaken to stay ahead of the flexible work change curve, including new mobility strategies to foster collaboration, enhance employee engagement, and leadership policy changes towards mobility spearheaded by CRE.
4. Developing and Sustaining Internal Partnerships
Corporations face ever-growing competition and an unrelenting drive for greater efficiency and effectiveness. Success in the global marketplace increasingly will hinge on a well-designed, coordinated infrastructure network with a common vision and well-defined points of interface between key support functions including Human Resources, Information Technology, Sourcing, Finance and CRE. The level of integration, interdependencies, and complexity of solutions solved by internal partnering has begun to take place. As the partnerships grow in the years ahead, these functions must reimagine their relationships with each other based on innovative thinking. CRE can lead the creation of this crucial partnership and enhance the corporate vision through human-oriented, commercially savvy, agile portfolio and workplace strategies that help tomorrow's workforce achieve their potential.
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