CoreNet Global's What's Next Podcast

Listen as Mark Goldfinger, Managing Director of North America for Mindspace, discusses key trends in the flexible office space market.

Listen as Steve Tarnoki, Director of the Biological Sciences Division Facilities at the University of Chicago, and Vu Nguyen, Head of Product at OpenSensors, discuss how they built a repeatable, data-driven space optimization program from executive sponsorship to measurable organizational change.

This podcast series exploring the trends, data, and market dynamics shaping commercial real estate. In each episode, we draw on CoStar’s most current research and market intelligence to provide insights for real estate decision makers across the industry.

A podcast series exploring the trends, data, and market dynamics shaping commercial real estate. In each episode, we draw on CoStar’s most current research and market intelligence to provide insights for real estate decision makers across the industry.

From our Portfolio Performance as a Strategic Advantage Thought Leader Partner, CoStar. A podcast series exploring the trends, data, and market dynamics shaping commercial real estate. In each episode, we draw on CoStar’s most current research and market intelligence to provide insights for real estate decision makers across the industry. Names and titles of the speakers featured in the podcast: J...

Listen as Pallavi Shrivastava, Principal and Workplace Strategist, Arcadis, and Jodi Williams, Principal and Global Director, Optimized Asset Portfolios, Arcadis, discuss how the workplace and workplace strategies are evolving.

Listen as Adam Stark, President and CEO of Stark Office Suites, discusses the role of fully serviced offices in today's evolving workplace.

As multiple pressures bear down on today’s corporations—constrained budgets, the difficulties of attracting and retaining talent, the need to adopt sustainable practices—the organization’s infrastructure and support services are expected to perform more efficiently and in more innovative ways.

Business continuity has been defined as the process by which companies mitigate, to the greatest extent possible, unacceptable risks to their commercial viability, taking all reasonable and prudent measures to ensure that the company’s critical operations will continue to function throughout any emergency and, in the unlikely event that they are unable to do so, that they can be restored to operat...

Employees in today’s progressive workplace often encounter a vastly different scene than their counterparts experienced a few years ago. Instead of clocking in and then settling into a cubicle while the boss looks on from the corner office, workers today are arriving to find workplaces that are arranged in a variety of ways to meet a variety of needs.

In 1983, the United Nations Brundtland Commission was formed, and charged with uniting countries around the world to pursue sustainable development together. In its 1987 report, “Our Common Future,” the group defined sustainability as: “development which meets the needs of current generations without compromising the ability of future generations to meet their own needs.”

The Project Management Institute, one of dozens of similar organizations worldwide, defines project management in general as “the application of knowledge, skills and techniques to execute projects effectively and efficiently.”1 It goes on to say that project management responsibilities are strategic in nature, allowing organizations to link project results with business goals.

Corporate real estate professionals depend heavily on technology tools to manage complex real estate portfolios. In many cases, those portfolios comprise millions of square feet / meters of space and hundreds, perhaps even thousands of individual locations around the world. The need for a robust technology platform to manage these real property assets is obvious.

For decades, the financial, manufacturing, and professional services industries have measured performance, conducted routine analysis, and monitored trends to inform decisions and drive improvements in operational and financial results. Now, corporate real estate executives are responding to calls to improve performance, do more with less, and advance strategic decision-making by leveraging newly...

In chapter 4, which addresses the property life cycle, three phases are identified: acquisition, holding period, and disposition. The holding period, or retention period, is the time the space is held by the corporation, and it is in this phase of the property life cycle that facility management (or facilities management, sometimes abbreviated as FM) comes into play.

A discussion about how corporate real estate organizations deliver services to the corporation and internal business clients starts with how the corporate real estate department “fits” within the overall corporate enterprise. What is the operating model? Is responsibility for corporate real estate centralized in a single department? Or is it decentralized, at least in part, with some functions del...

From a finance perspective, real estate can be both an asset and a liability. It also can represent a significant cost center for many organizations. In order to make real estate decisions or recommendations to company leaders, real estate executives need to fully understand the financial risks. What is the potential value and cost both today and in the future? Such financial analysis can relate t...

The Essential Guide to Corporate Real Estate: Chapter 5 - Real Estate Transactions and Leasing by CoreNet Global's What's Next Podcast

This chapter looks at the impact of the entire property life cycle— from concept to retirement—on the corporate portfolio. At both the property and portfolio levels, the real estate life cycle generally runs from acquisition through the length of its holding period to the disposition of space at the end of its economic usefulness (including remediation if necessary).

This chapter provides an introduction to the corporate real estate profession. It is divided into three sections, with the first section offering a definition and overview of corporate real estate and highlighting how the traditional role of corporate real estate is changing. Section two discusses the structure of corporate real estate within organizations, and section three discusses the corporat...

Years ago, senior corporate real estate executives could be considered successful leaders if they simply delivered projects ahead of schedule and under budget. While these abilities are still valued, much more is required today, when both the demands upon and the opportunities before corporate real estate are significantly greater.

Portfolio management is a relatively recent discipline within corporate real estate. Initially begun in the 1990s within large firms, the principles underlying portfolio management have since been adopted across the profession. The goal of portfolio management is to be more intentional and proactive and to secure a long-term view of a company’s real estate assets, given that they typically rank am...

The purpose of this chapter is to help corporate real estate professionals better understand the numerous factors that influence site selection and location decisions for organizations. It also will provide some resources and guidelines to help corporate real estate professionals navigate the often highly complex site selection process.

Companies are changing the way they do business in response to globalization, influences that transform the workplace into workspace, and a constantly shifting environment of macroeconomic forces. In fast-moving companies seeking competitive advantage, these forces are prompting corporate real estate professionals to take on new roles, moving from a transaction-based cost center to a strategic ass...

Listen as Brady Mick, Strategic Design Leader at American Structurepoint, discusses the role of workplace design in helping teams collaborate and do their best work.