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As one of the world's largest healthcare companies GSK is focused on three priorities: grow a balanced global business, deliver more products of value and simplify the operating model. These strategic priorities translate into a drive within the Worldwide Real Estate & Facilities (WREF) team to seek out key internal and external partners to optimise service delivery. The Asia region is particularly complex & diverse, with five distinctly different business types and over 400 assets. Combine this with a focus on significant business growth driven by Asian leadership and innovation for Asian consumers, and you have a need for transformational thinking and integrated solutions from the APAC WREF team. Working on a "thin client" model, the APAC WREF team has focused on optimising the real estate supply chain around three pillars: 1.Increase productivity through SMARTWorking; 2.Increase efficiency through enterprise FM and services standardisation; and 3.Become a "friend" of the business in order to understand their aspirations and painpoints, and communicate the value RE and FM can deliver, creating savings to reinvest in local business growth. This session will outline the thinking behind these strategies, the implementation models and share initial observations on the unfolding changes across the region.
Keywords: Shanghai2017, 2017 Shanghai Summit, GSK, internal partnering, alignment