Jones Lang LaSalle utilizes a strategic planning tool that:
• Uses maps, charts, and bubble diagrams to visually display important portfolio metrics related to costs, square feet, and headcount by geography, line of business, or asset type
• Analyzes portfolio and individual assets based on cost and other asset characteristics, including quality, suitability, and sustainability
• Recommends potential workplace solutions including user types, types of space, and average participation rates applicable for the enterprise, a line of business, or a given department
• Calculates an ideal portfolio size, seat count, and cost based on policy assumptions, such as workplace strategy or structured vacancy, or a given level of demand to dynamically demonstrate the impact of policy or demand changes
• Illustrates the gap between the ideal portfolio and the existing portfolio, and develops and displays multiple scenarios, including financial analysis, to close that gap. Scenarios are built from the asset level, defining specific asset strategies that support the overall scenario - sale, lease extension, or lease expiration
• Calculates and displays the impact of real estate policy changes on other corporate initiatives, such as reducing the company's carbon footprint or enhancing work/life balance
• Develops a business case for portfolio changes
As companies settle into the new normal, the role of CRE becomes more visible, complex, and important. Now is the time to develop and deploy a robust strategic planning program to realize the full promise of real estate's contribution to enterprise success and drive increased productivity of assets, workplaces, and people. With an effective program in place, you can deliver cost savings, but also increase flexibility, enable the work force, improve access to labor, and enhance sustainability performance - all with significant impact to the top and bottom lines.
