Our long-standing client, a multi-national company with a portfolio comprising c.130m sq ft and over 350 properties globally, were suffering from operating a fragmented organisation within their corporate real estate service.

Their siloed structure, which created an ‘Us & Them’ culture, resulted in clumsy handoffs and ultimately a poor customer experience, particularly around the adoption of new facilities and spaces.

Our Approach

• Incendium initially undertook a current state assessment to understand which operations were working well and those that needed improvement in the existing organisation. This assessment validated the challenges that were outlined by the client and uncovered some of the reasons why those challenges were appearing.
• Our team then designed an operating model that would address the challenges and resolve the capability gaps that had been revealed, putting a focus on creating a high performing function aligned to business strategy, needs and expectation.
• Incendium, working closely with the client team, co-created a high-level organisation design that worked with the wider structure of the organisation it plugged into. The design was optimised by bringing the strategy for people and place together, enabling the business to consider its talent, transformation and future of work strategy in one place. It also comprised a function to focus on business planning across all the components of the organisation that facilitated and supported transformation, providing a more holistic and long-term perspective of demand planning and shifting the function from a reactive to a proactive position.

Outcome

The end-to-end structure was designed to be truly capable of excelling in the definition, management, coordination, and delivery of the end-to-end lifecycle of corporate real estate services.