Towering expectations and inadequate structures are the conflicting characteristics of the CRE function in Japan today. Over the years, CRE teams in Japan have been facing increasing pressure. Senior business leaders are placing high expectations in productivity improvements, both in terms of increasing output (working better, faster) and reducing input (operating cheaper). This focus on productivity improvements triggers amplified strategic demands placed on CRE, with a strong emphasis placed on workplace development. While workplace transformation is taking on a new resonance and relevance, more companies in Japan are looking abroad for growth. CRE teams are required to provide platforms supporting business ambitions, mostly in emerging and frequently opaque real estate markets.
‘Changing Winds Ahead’ identifies three key trends for CRE in Japan.
QUESTION: What productivity outcomes is your organization expecting the CRE function to deliver?
QUESTION: In your opinion, what are the top two constraints that are hindering CRE from enhancing itself as a strategic value-add to your organization?
QUESTION: Please rate your current attitudes toward outsourcing on a scale 1 to 5, where 1 means that outsourcing represents a tactical transaction, mainly with the lowest cost supplier, and 5 means that outsourcing represents a strategic relationship.