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Case Study

Global IT services provider get data-driven about disposition

team at table

​Many CRE departments struggle to understand the performance of their real estate footprint and lack insights into how their portfolio impacts the business. A leading global IT services provider needed a way to continuously understand how to have a footprint in the right place, with the right amount of space, at the right time…all at the right cost. Due to the repositioning of the company from providing mainframe computing to high-end servers and IT services, as well as a declining workforce, the company had a surplus of real estate the size of two Empire State Buildings.

To gain alignment, JLL assigned a dedicated portfolio manager to provide the right insight as part of our PortfolioCommand solution.That individual’s role was to ensure that their portfolio was aligned with their current and future business requirements.  We also helped build a trusting relationship between real estate executives and the business leaders they served by providing visibility and insights to inform their strategy—so that they could turn insights into results.

We gained this trust by translating the implications of their real estate decisions in terms they could understand: instead of “you have 4.4 million square feet of excess space,” we said “you have two empty Empire State Buildings of excess space.” JLL also developed and tracked metrics that were meaningful to the organization, such as real estate cost as a percentage of revenue, per data center kilowatt and per call center agent hour. We also developed specific targets for each key asset type and provided ongoing monitoring.

JLL created a more structured, disciplined and better process to analyze portfolio and market data. Compared to traditional, time-intensive processes of reviewing spreadsheets and modeling scenarios, we developed PortfolioCommand’s business intelligence capabilities including dashboards to identify trends, anomalies and correlations hidden in real estate data, quickly analyzing and providing insights in minutes rather than months.

In the first four years from 2008 to 2011, JLL helped the company reduce its footprint by 4.4 million sq ft, saving the company over $76 million across their global portfolio. Since 2008, we reduced their overall footprint from 8.4 million sq ft to 3.7 million st ft, and reduced the portfolio vacancy down to 14 percent.

Over the years, JLL became a collaborative and strategic partner, helping the company’s CRE team gain credibility with business leaders, including the CEO. Through our partnership, the CRE department is no longer viewed as a tactical function but as a strategic advisor to the business.

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