From target to transforming: rethinking the operating model

Today, leading organizations are shifting toward continuously evolving operating models—frameworks that are never considered “done,” but instead designed to be reviewed, refined, and optimized on an ongoing basis. This shift is especially important for CRE teams, who sit at the intersection of physical space, workforce needs, business operations, risk management, vendor ecosystems, and cost management. CRE teams oversee significant operational spend, second only to payroll, often totaling hundreds of millions of dollars each year for large companies.

However, in today’s constantly shifting business landscape, CRE functions are being asked to do more than just manage physical spaces and control costs. They are pivotal in enabling hybrid work strategies, enhancing employee experiences, achieving sustainability goals, managing operational risk and adapting to continuous organizational changes.

The fluidity of the CRE environment—accelerated by hybrid work, rising service expectations, digital innovation, and sustainability mandates—demands an operating model that is built for flexibility and responsiveness to navigate through complexities. A fluid operating model.

In this article, we explore why fluidity matters, the value it creates, and how CRE teams can achieve a fluid operating model. 

Read the article in full here.

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