Performance measurement in corporate real estate
Language: English Series: Journal of Corporate Real Estate ; 11(2) 2009, 106-114(9)Publication details: 2009Subject(s): Summary: Seeks to demonstrate that choosing the right business metrics and monitoring them through effective scorecards identifies and augments the competitive value that corporate real estate (CRE) creates for its host company. Describes the common failures in performance measuring systems and presents a six-step process for effective scorecarding formulated solely on strategic business objectives. Concludes that CRE metrics should report CRE team performance in using real estate to contribute to organisational objectives and real estate metrics must be based on larger business objectives for scorecards to meaningfully improve execution.| Item type | Current library | Call number | Copy number | Status | Barcode | |
|---|---|---|---|---|---|---|
| Journal article | London Journal article | L147883 (Browse shelf(Opens below)) | 1 | Available | 147883-1001 |
Seeks to demonstrate that choosing the right business metrics and monitoring them through effective scorecards identifies and augments the competitive value that corporate real estate (CRE) creates for its host company. Describes the common failures in performance measuring systems and presents a six-step process for effective scorecarding formulated solely on strategic business objectives. Concludes that CRE metrics should report CRE team performance in using real estate to contribute to organisational objectives and real estate metrics must be based on larger business objectives for scorecards to meaningfully improve execution.