How can Corporate Real Estate managers and Facility managers translate an organisation's strategy into a real estate strategy that optimally aligns demand and supply, and adds value in a sustainable and socially responsible way? How to create a positive user experience, taking into account the diversity and dynamics of individual users' needs? How to balance different functional, experiential, architectonical and technical requirements, budget, time, and legal preconditions?

This book discusses Corporate Real Estate (CRE) and Corporate Real Estate Management (CREM) from the perspective of organisations, individual users, other stakeholders, and society. It presents theories, models and methods for analysing demand and supply and the best possible match. It discusses how to implement a CRE strategy by setting up project-based business cases, developing design briefs, and managing CRE interventions and CRE operations. Finally, it describes different options for the organisational design of CREM, sourcing strategies, required competencies, and future prospects.

As such, the book covers the whole life cycle of corporate real estate. It integrates knowledge from different disciplines, including corporate real estate and facility management, environmental psychology, ergonomics, business administration, and many more.

The authors have decades of experience in de field, as practitioners, teachers, and researchers. Jan Gerard Hoendervanger currently works as an independent CRE consultant. Theo van der Voordt is emeritus associate professor in Corporate Real Estate and Facility Management at the Faculty of Architecture, Delft University of Technology. Jaap Wijnja is lecturer and researcher at Hanze University of Applied Sciences, Institute of Facility Management.@en

In dit hoofdstuk staat het perspectief van de organisatie, als gebruiker en huurder of eigenaar van huisvesting, centraal. Hoe kijkt de strategische top van een organisatie naar huisvesting in relatie tot organisatiedoelen, bedrijfseconomische impact en risico’s? Hoe kan huisvesting een organisatie optimaal ondersteunen? Het antwoord op deze vragen vloeit deels voort uit het primaire proces (de bedrijfsactiviteiten, mensen en middelen) en deels uit de visie, missie en organisatiestrategie. Bij een goede koppeling tussen de organisatiestrategie en de huisvestingsstrategie kan huisvesting toegevoegde waarde genereren. Dit is voor elke organisatie een kwestie van maatwerk.@en

In dit boek staat de dynamische afstemming tussen vraag en aanbod van huisvesting centraal, vanuit het perspectief van de gebruiker. Het boek doorloopt de gehele cyclus van strategie ontwikkeling en vraagspecificaties - in de vorm van programma’s van eisen en value-based business cases - tot duurzaam en circulair muteren en exploiteren van gebouwen, werkomgevingen en vastgoedportfolio’s. Belangrijke vragen waarop het boek antwoorden geeft zijn onder meer: hoe kan de strategie van een organisatie worden vertaald in een huisvestingsstrategie die toegevoegde waarde oplevert en zorgt voor een duurzaam evenwicht tussen de dynamische vraag en het statische aanbod? Hoe kan een positieve gebruikerservaring worden gerealiseerd, rekening houdend met uiteenlopende en veranderende behoeften van mensen die de huisvesting gebruiken? Wat is er nodig om de prestaties van de huisvesting goed te monitoren, in stand te houden en te optimaliseren? Veel aandacht wordt besteed aan de integrale afweging tussen functionele kwaliteit, esthetische aspecten, gezondheid en welbevinden, experience value (o.a. gastvrijheidsbeleving), bouwtechnische en bouwfysische prestaties en duurzaamheid, en de zoektocht naar een optimale balans tussen kosten, risico’s en toegevoegde waarde van ontwerp- en managementkeuzes. In deze derde druk wordt nóg meer nadruk gelegd op de integratie van waarden, behoeften en belangen van organisaties als geheel, van de individuele eindgebruikers en van de maatschappij. Praktijkvoorbeelden komen uit de kantorensector, onderwijs, zorg, cultuur en retail & leisure. @en

In augustus verschijnt de derde druk van het standaardwerk Huisvestingsmanagement: van strategie tot exploitatie. In dit artikel geven de auteurs een voorproefje van enkele highlights.@en

The five-stage real estate evolutionary model of Michael Joroff, Marc Louagrand and Sandra Lambert dates back to more than 25 years ago. This maturity model outlines five development stages in corporate real estate management (CREM). According to these stages, CREM changes from technical to strategic, from taskmaster to business strategist, and from engineering buildings, minimising costs, standardising usage and matching market options to convening the workforce. This model can be used as a framework against which professionals can share and evaluate their experiences and discuss their dilemmas in CREM and workplace management. Considering the developments in the last two decades, a sixth stage has been added to this model, which defines the role of a ‘business & user strategist’ as someone who creates work environments that support work practices and enables or enhances behavioural change, in alignment with both corporate goals and employee needs and preferences. To be able to fulfil the role of business & user strategist, psychological aspects of the interactions between people and their work environment need to be taken into account.@en

Er komen steeds meer kenniswerkers en hun werkpatronen zijn structureel aan het veranderen. Dit heeft grote invloed op de vraag naar huisvesting en de taakuitoefening van workplace managers. Om werkomgevingen te creëren die zowel organisatiegericht als mensgericht zijn, is behalve kennis van gebouwen en organisaties ook inzicht nodig in de wensen en het gedrag van mensen. Een nieuwe fase in de professionalisering van workplace management dient zich daarmee aan. Dit artikel geeft een overzicht van belangrijke veranderingen in de vraag naar huisvesting en de impact hiervan op de rol van workplace managers.@en

Beschrijving van het vakgebied huisvestingsmanagement: geschiedenis, begrippenkader, speelveld en spelers, instrumenten voor het in kaart brengen van vraag en aanbod en de (mis)match tussen vraag en aanbod, inhoud en aansturing van een huisvestingsstrategie, toegevoegde waarde van huisvesting voor een organisatie, programma's van eisen, muteren en beheren, positioneren van huisvesting binnen een organisatie, en een blik op de toekomst: veranderingen in huisvesting en trends in huisvestingsmanagement. Met vele praktijkvoorbeelden@en

This paper presents a new Value Adding Management (VAM) model that aims to support decision makers in identifying appropriate interventions in buildings, other facilities and services that add value to the organisation, to manage its implementation, and to measure the output and outcomes. The paper builds on value adding management theories and models that use the triplet input-throughput-output, a distinction between output, outcome and added value, and concepts, theories and data on the impact of interventions in corporate real estate and facility services, change management and performance measurement. Furthermore, input has been used from a cross-chapter analysis of a new book in which 23 authors from five different European countries present a state of the art of theory and research on 12 value parameters: satisfaction, image, culture, health and safety, productivity, adaptability, innovation, risk, cost, value of assets, sustainability and Corporate Social Responsibility. The new VAM model follows the steps from the well-known Plan-Do-Check-Act cycle, which are supported by various tools that were found in the literature or came to the fore in the state-of-the-art sections. In order to be able to select appropriate interventions in the Plan-phase, this paper includes a typology of typical interventions in corporate real estate and facility services that may add value to the organisation. The Check-phase is supported by an overview of ways to measure the 12 value parameters and related Key Performance Indicators. The new Value Adding Management model connects Corporate Real Estate Management (CREM) and Facilities Management (FM) with general business management in order to align CREM/FM interventions to the organizational context and organizational objectives. The VAM model opens the black box of input-throughput-output-outcome and is action oriented due to the connection to various management and measurement tools. @en

This conference paper presents a new Value Adding Management model that aims to support decision makers in identifying appropriate interventions to add value to the organisation, to manage its implementation, and to measure the output and outcomes. The paper builds on value adding management theories and models including the triplet input-throughput-output, a distinction between output, outcome and added value, the Plan-Do-Act-Check cycle, change management and performance measurement. The paper is based on a literature review and a cross-chapter analysis of a book, where authors from different European countries present a state of the art of theory and research on 12 value parameters, how to manage and measure each value, and to discuss the costs and benefits of typical FM and CREM interventions to enhance satisfaction, image, culture, health and safety, productivity, adaptability, innovation, risk, cost, value of assets, sustainability and Corporate Social Responsibility. The new Value Adding Management model follows the steps from the well-known Plan-Do-Check-Act cycle. The four steps are supported by various tools that were found in the literature or came to the fore in the state-of-the-art sections of the 12 value parameters. Furthermore an overview is presented of ways to measure the 12 value parameters and related Key Performance Indicators.@en

This chapter connects the simple Value Adding Management (VAM) model from chapter 1 to the Plan-Do-Check-Act cycle, also known as the Deming cycle. The Plan-phase is related to the input part of the VAM-model. It includes a strategic analysis to identify the drivers to change, to define the organisational and related FM/CREM objectives, and to explore internal and external conditions. Furthermore strategic choices have to be made of interventions that are expected to add most value to the organisation. The Do-phase regards the throughput part and is called ‘strategy-inaction’. Its focus is on the implementation of change and change management. The Check-phase elaborates the output/outcome part of the VAM model. In includes a check whether the interventions have resulted in improved performance of FM and CREM (output), whether the output improves organisational performance (outcome), whether the outcome fits with the organisational objectives and as such adds value to the organisation, and what side effects (positive or negative) have come to the fore. This step includes performance measurement and evaluation of appropriate KPIs. The findings form the basis for the Act-phase, where decisions on further actions are considered, e.g. extend the current interventions, reconsider other interventions, or redefine the organisational objectives.@en