Jones Lang LaSalle’s second biennial global corporate real estate report provides powerful insights into the current condition and future direction of the corporate real estate industry. Based on the responses of more than 600 corporate real estate executives from 39 countries, we have identified five emerging global corporate real estate trends, each with its associated risks and specific actions that can be taken to manage those risks. To learn more, please visit: http://www.gcre.joneslanglasallesites.com/

1. Risks ahead
Global Corporate Real Estate Trends

2. 1 global survey
636 responses
39 countries
5 trends
5 risks
1
636
39
5
5

3. Trend #1 Increased C-suite expectations on CRE teams
Risk Perceived underperformance if step change is not realized

4. 4
Question: How are the demands of senior leadership/C-suite on the CRE team changing in the following areas?
Base: 545 respondents (those who responded that demands are increasing)
Strategic demands Tactical demands
CRE teams are being challenged to impact and add value
to a wider range of agenda items

5. 5
Question: How well equipped do you feel to meet the tactical and strategic demands placed on CRE teams by the C-suite?
Base: 545 respondents
Only just over a quarter of CRE executives believe that
they are “well equipped” to meet all C-suite demands

6. Trend #2 Faster-paced evolution of CRE outsourcing
Risk Undervaluing external contributions

7. 7
Question: Please rate your current attitudes toward outsourcing on a scale of 1–5. Base: 519 respondents (companies that practice
outsourcing)
CRE outsourcing is increasingly seen as a strategic
imperative

8. 8
Question: Is your internal procurement team actively involved in CRE?
Base: 545 respondents (left pie) - 373 respondents (right pie - those with procurement involved)
The active involvement of procurement is a chance that
can also bear the risk of under-valuing partnerships

9. Trend #3 Workplace transformation is the game changer
Risk Not investing enough to fulfill strategic potential

10. 10
The extent of
workplace transformation
over the last three years
and envisaged
over the next three years
Question: To what extent has your global corporate workplace transformed over the last three years/over the next three years in terms of
quantity, quality, utilization and density? Base: 545 respondents
Workplace productivity is being addressed through CRE,
but there is recognition that more could, should be done

11. 11
Question: In your organization, what is the single most limiting factor in driving workplace transformation?
Base: 545 respondents
Lack of investment capital is the most limiting factor to
workplace transformation

12. Trend #4 CRE becoming
a collaborative change agent
Risk Losing influence by
standing as a specialist

13. 13
Question: How would you describe the collaboration of CRE with the following business functions today? How do you think the
collaboration of CRE with the following business functions will be in three years’ time?
Base: 545 respondents. Note: In this table, percentages combine top ranked “ad hoc” and “project-based” collaboration responses.
Ad hoc collaboration Shared-services type of collaboration
Collaboration between functions is already occurring,
much faster than previous industry predictions

14. Trend #5 Mandate to deliver in emerging markets
Risk Damaging CRE reputation through delivery failure

15. 3.2 looking to the future
evolution of portfolio
“Don’t Know” and “Not Applicable” have been
removed for analysis purposes
Questions: C20 / Total n=536
Note - Net growth is calculated as the percentage of respondents who expects portfolio size to increase minus the percentage of respondents who
expects portfolio size to decrease. Shaded area indicates average net growth rate across the region
The select growth markets that companies are expanding
in…

16. Source: Jones Lang LaSalle Global Real Estate Transparency index (GRETI) 2012
… are also the world’s least transparent real estate
markets

17. >>Check out the complete report
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