Workplace FuturesConsultancy – understanding your requirements

Andrew Wilkinson08.02.11

Andrew Wilkinson

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Head of Managing Agent business

Over 20 years experience in Property

Asset Management

Blue chip Clients in the private and public

sector

Expertise are in client relationship, supply

chain and knowledge management

Growing interest in workplace

management.

“

”Lloyds Banking Group WH Smiths ICI Mitchells and Butlers

Asda Walmart Coca Cola Enterprises BarclaysMinistry of Defence Royal Bank of Scotland

Metropolitan Police Greene King Home Office

How does a busy guy like me buy

things from people I can trust?

The client’s problem(s)…

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What do I need to do?

How can we

reduce our

overheads?

What are our

optimum

workspace

requirements??

What risk

should we

transfer and

how?

How do we

benchmark

against our

competitors?

What do we

do about

carbon?

Is Property a

core

competency we

need in house?

Demanding stakeholder environment –

more questions than answers?

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Align services,

management

processes &

MI platform

End

Users

Executive Leadership

(CEO, COO, Finance Director)

Customers/ Property business

partners

Group Functions

(Finance, tax, risk, legal, HR, IT,

H&S, etc.)

Property/ FM function

Key suppliers

Stakeholders

More need now than ever before for the

Intelligent Client Unit

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Providing and buying services isn’t like buying Baked Beans.

Market choices

Equity &

Financing

Solution

TFM solution

Bundled Single

Service

Single Service

Solution

2001 2009

UK FM c2001

Evolution

Single Service

Contracting

Access to

Niche Innovation

& Local Markets

Bundled

Leverage

Increased Buyer

Sophistication

TFM

Risk

TransferRisk

Management

Access

To Cash

Liquidity

Issues

Independent

Managing Agent

Confusion in market -language; models;

best value; etc.

Where do I get help?

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Professional bodies

999?

www

Role of a consultant...

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Borrow your watch to tell you the time...

Why use a consultant?

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“I would say for us the right use of consultants is where there’s a skills gap, where we’re buying in some experience from outside… people who bring you external challenges, ideas and knowledge.”

Sir Gus O’Donnell, Cabinet SecretaryPublic Accounts Committee, 17th November 2010

Consultancy takes many forms

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Consultancy is a bad word...

ProcurementCorporate real estate

Managing agent

Client side friend

Client advisor

Knowledge manager

Management consultants

Professional Services

Independent expert

3 types of consultants emerging

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Type Features Risks

Top Tier

eg KPMG

• may offer unique insights

through focus on specific

markets/ services

• have broad range of skills eg

M&A/ Strategy

• typically external

• price or value

• do they deliver the

outcome?

Outsourcers

eg Atkins

• may offer transformational/

outcome driven advice

• can be integrated with ICU or 3rd

party

• are they independent?

• do they have breadth

of experience

Independents

eg Concerto

• may be competitive due to lower

overheads

• usually relationship driven

• may have specific skill set eg

Procurement

• Often part of internal team

• limited resources

• may not be able to

access Board Rooms

Consultancy Model - Client side

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Sustainable Consultancy Model

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Integrated with Intelligent Client Unit

• sustain skills/ expertise

• access to technology

• common processes

Enabling the Intelligent Client

InformationData Knowledge

• property data

• transactional data

• asset data

• cost analysis codes

• knowledge reports

• business cases

• option studies

• causal analysis

• benchmarking

• dashboards

• performance reports

• self-service reports

• cost saving plans

• property strategies

• informed decisions

• benefits realisation

Opportunities for our industry

- a customer perspective

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• Timing - Now is the time when customers need to solve complex problems

• Skills and expertise - Available quality resources

• Transformation - skills available through consultants

• Make/ Do or Buy - Can be a route to more than expertise eg Technology, Processes

• Procurement - 3 questions to ask when buying consultancy: -

• Why can’t I do this myself?

• How do I measure the value – tangible/ actionable?

• Explain to me in detail why you are better than your competitors?

Opportunities for our industry

- a service provider perspective

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• Timing - Now is the time when customers need help and advice to solve complex problems

• Integration - FM/ Property companies can offer integrated solutions by collaborating with consultants

• Innovation - Clients want outcomes that Consultants can help develop and deliver

• Strategic - Opportunity to get property on the C-level agenda

• Industry consolidation - Consultants can support with your mergers and acquisitions strategy

All about trust…

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