December Chapter Meeting
Strategic Alignment: Defining Real Estate Strategies in the Context of Organizational Outcomes
An increasingly sophisticated body of theory and practice has emerged over the past 20 years among those working to define the role of facilities and real estate in enhancing corporate business strategy. The purpose of this presentation is to discuss the Strategy Alignment Model, which is a framework for directly linking real estate initiatives with core business strategy and measuring success in terms of organizational outcomes.
The model is comprised of three elements: 1) a content map which is used to craft, measure and display an aligned organizational real estate strategy as a series of cause-and-effect relationships; 2) a change management model which provides a structure for defining who's going to be involved-and why, how, when, where, and for what purpose-in every project assignment; and 3) a benchmarking system which facilitates identifying best practices that offer competitive advantage.
The principles of the model will be described in the context of several case studies with SC Johnson, Snap-on, RR Donnelley, Dade Behring and Johnson Diversey. In these projects the planning team tied specific portfolio, site, facility and workplace process and space concepts to core business strategies and measures related to:
Recruitment and retention of the best people
Managing organic and acquisition growth
Expanding the customer base, markets, products and services
Refining organizational structure and culture
The development of branding and identity programs
Enhancing workflow, communication and speed to market
Supporting internet and related transformational technologies
Reducing costs and controlling risk
Among a number of lessons, this session will:
describe the theoretical underpinnings of the model, which are based on the application of a business framework to real estate, rather than an architect or broker scheme imposed on business
describe research from 175 Fortune 500 companies that provides empirical evidence of facilities/real estate issues which are correlated with specific core-business strategies
provide a step-by-step description of how strategy alignment has been used by the case study organizations mentioned earlier as well as by dozens of other companies
describe change-management activities that facilitate participation and buy-in of internal and external stakeholders
suggest value-added best practices that challenge commonly held beliefs about benchmarking
Our speaker will be Bob Osgood Senior VP, Director Strategy & Planning, at VOA Associates.
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Strategic Alignment: Defining Real Estate Strategies in the Context of Organizational Outcomes
| Where: | Sun Microsystems-Santa Clara, CA | |
| When: | December 14, 2006 | |
| Time: | Registration | 3:30 - 4:00 p.m. |
| Program | 4:00 - 6:00 p.m. | |
| Reception | 6:00 - 7:00 p.m. | |
An increasingly sophisticated body of theory and practice has emerged over the past 20 years among those working to define the role of facilities and real estate in enhancing corporate business strategy. The purpose of this presentation is to discuss the Strategy Alignment Model, which is a framework for directly linking real estate initiatives with core business strategy and measuring success in terms of organizational outcomes.
The model is comprised of three elements: 1) a content map which is used to craft, measure and display an aligned organizational real estate strategy as a series of cause-and-effect relationships; 2) a change management model which provides a structure for defining who's going to be involved-and why, how, when, where, and for what purpose-in every project assignment; and 3) a benchmarking system which facilitates identifying best practices that offer competitive advantage.
The principles of the model will be described in the context of several case studies with SC Johnson, Snap-on, RR Donnelley, Dade Behring and Johnson Diversey. In these projects the planning team tied specific portfolio, site, facility and workplace process and space concepts to core business strategies and measures related to:
Among a number of lessons, this session will:
Our speaker will be Bob Osgood Senior VP, Director Strategy & Planning, at VOA Associates.
| Location: | Sun Microsystems |
| 4030 George Sellon Circle | |
| Santa Clara, CA 95054 - click here for a map. | |
| Parking: | Parking is available in front of the auditorium and also in the larger lot behind the auditorium. |
| Directions: | From the San Jose airport: Take 101 North for approximately 1.6 miles. Take the San Tomas/Montague Expressway exit. Drive 0.4 miles on East Montague Expressway; stay in the right lane. You will take the Lafayette Street exit; turn right on to Lafayette. The campus is 0.3 miles on the right side. When you enter Palm Drive (at the stop light), the Auditorium will be on the right side. |
| From the San Francisco airport: Take 101 South for approximately 35-40 miles. Take the San Tomas/Montague Expressway exit. Drive 0.4 miles on East Montague Expressway; stay in the right lane. You will take the Lafayette Street exit; turn right on to Lafayette. The campus is 0.3 miles on the right side. When you enter Palm Drive (at the stop light), the Auditorium will be on the right side. | |
| Cost: | Members $25.00, after December 8 $35.00 |
| Non-Members End Users $50.00, after December 8 $60.00 | |
| Non-Member Service Provider $125, after December 8 $150 | |
To return to the main events page, click here.