1、Managing Corporate Real Estate:Leading and Emerging Practicesby CBRE&CoreNet Global,presented by CBRE InstituteDATA GATHERED H2 2024 RELEASED Q1 2025 A LONGITUDINAL STUDY 2CBRE INSIGHTS 2025 CBRE,INC.A LONGITUDINAL STUDY Managing Corporate Real Estate:Leading and Emerging Practices PrefaceCBRE Insti

2、tute and CoreNet Global have a long-standing partnership monitoring the established and emerging practices in the Corporate Real Estate(CRE)industry.Our longitudinal research initiative surveys CRE leaders from around the world.3CBRE INSIGHTS 2025 CBRE,INC.A LONGITUDINAL STUDY Managing Corporate Rea

3、l Estate:Leading and Emerging Practices Research topics span five key categories:01.Mission and Key Initiatives02.Enterprise Alignment03.Organizational Structure04.Technology and Analytics05.Outsourcing Service ProvidersThis years findings represent the views of CRE leaders responsible for a combine

4、d global portfolio of nearly 1.6 billion sq.ft.01Mission and Key Initiatives5CBRE INSIGHTS 2025 CBRE,INC.A LONGITUDINAL STUDY Managing Corporate Real Estate:Leading and Emerging Practices Most global CRE teams(83%)cite enabling the core business as their overarching purpose,but what exactly does thi

5、s mean?CRE teams have been enabling the business since formal CRE departments were first established.CBRE Institute finds that both CRE and business leader perspectives have shifted over the last several years.While CRE has always been responsible for areas such as expense management and on-time del

6、ivery of projects,the team now has a more codified connection to business success.For instance,Lines of Business(LOBs)see the impact that real estate costs have on their ability to meet financial plans.The timing of new store openings can make or break the meeting of growth goals.And the physical wo